Performance measurement of workplace change in two different cultural contexts

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There is a growing need for performance management and performance measurement that not only covers all aspects of an organisation, but which can be applied to various situations in a changing internal and external environment. The changing organisational and external contexts, such as the increasing demand for talented knowledge workers and changing work patterns, have led to the development of new offices that can promote social networks and interaction among employees. This PhD research focuses on both themes i.e. performance measurement of workplace change. The aim of this research is to provide a conceptual framework that visualises the impact of workplace change on employees’ responses to the new work environment and to present guidelines on performance measurement of workplace change in different contexts. Two organisations in Thailand and one organisation in The Netherlands were selected to serve as case studies. The impact of culture was explored as a contextual background. Based on literature review an overview of performance measurement systems and measures has been developed. The impact of workplace change was examined using the work environment diagnosis instrument (WODI) questionnaire which evaluates employees’ responses to the changed work environment in three areas: employee satisfaction, perceived productivity support and prioritised aspects (Maarleveld, et al., 2009). The Organisational Culture Assessment Instrument (OCAI; Cameron and Quinn, 2006) was used to assess organisational culture. National culture was measured by using the Value Survey Module 94 (VSM94; Hofstede, 1997). These conceptual frameworks on performance measurement and employees’ appraisals of workplace change can be used as a reference to provide input for further improvement of performance measurement and performance management.