There is a wealth of studies which suggest that manager's positive
perceptions/expectations can considerably influence organisational
performance; unfortunately, little empirical evidence has been obtained from
development studies. This first time research explores how Japanese aid
workers' perceptions towards the local staff affects their behaviour and
performance in cross-cultural project settings. Moreover, this research focuses
on the perceptual and behavioural trait differences of successful and
unsuccessful aid workers.
With cooperation from Japan International Cooperation Agency (JICA), 244
valid responses were obtained from the aid workers (managers) through a webbased
As a result of statistical analysis, positive causal relationships were confirmed
between perception related factors and behaviour related factors and the
organisational performance variable. These results strongly suggest that aid
worker¿s positive perceptions result in positive behaviour in local colleagues and
subsequently higher organisational performance. In addition, it was discovered
that the aid workers' positive perception/expectation about work and their local
colleagues was related to higher organisational performance, whilst conversely,
the negative perception on their part was generally associated with negative
behaviour and lower organisational performance.Although the differences in perceptual tendencies suggested by that these
findings apply to Japanese aid managers; however, as human nature is
universal, positive perception and behaviour should bring out positive output in
most organisations. It is recommended that there is a need for people-related
and cross-cultural management skills to ensure successful future activities, and
stress management competencies to maintain positive managerial perception
on the part of aid workers.
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