Employees dissatisfied with the “desi” corporate culture

The advent of the East India Company was the first introduction in Asia to the concept of multinational culture. Since then, many multinational companies have entered Asian markets for profit. Pakistan had been a darling of multinationals (multinational corporations) between 1953 and 1970. A declassified document from 1953 revealed the US state’s policy of directing its investments to the three destinations in Asia, namely Pakistan, Turkey and South Korea.

Pakistan has been an imminent recipient of investments from multinationals with their roots in the United States and the United Kingdom, and later from China as a relatively new entrant. The multinationals, as well as the investments, also brought with them the cultures of their respective countries which had been a new experience for the workforce, who were accustomed to the traditional work environment under local administration. These cultures have influenced our work environments by influencing personal and professional behavior. Having decades of experience in research and development, these multinationals have not only mastered the art of innovating in different categories, products and brands, but have also learned the means; how to channel and make the most of human potential? Western corporate culture believes to a large extent in the development of human capital which in turn generates favorable incentives for the organization.

The majority of multinationals working in Pakistan had their most senior positions i.e. head of organization, human resources and chief financial officer held by foreigners. These positions are essential to animate the culture of the company and in most cases, the culture of multinationals has remained centered on the employee. Multinationals strive to keep their employees as comfortable as possible in order to give them peace of mind and expand their capabilities in achieving their goals. Due to an unfavorable security situation in post 2004-05 Pakistan, most multinationals declared Pakistan as a non-family destination, forcing the departure of foreign nationals, which caused local leaders to move on. suddenly raise to hold the white card of the management of multinationals.

Sadly, it has been observed over the past decade that the culture left behind by the business leaders of the day (with the exception of a few examples of course) has succumbed to our indigenous moral and social gloom. Today’s employees in corporate sectors are more distressed and less secure. Living in the perpetual anguish of not achieving their ever more ambitious goals left them and their families deplorable. How is it that the culture of multinationals has eroded under the supervision of local business leaders?

Most multinationals have developed an impeccable hiring and performance management system, based on extensive research and experience. To join a multinational, you have to go through a hiring process that includes technical, IQ and aptitude tests followed by interviews. Once a person is hired, their potential to excel within the organization will be determined by their performance in the company. However, it is observed that today specific training limited to a few universities attracts the attention of headhunters and the same qualification also neglects their career in organizations, instead of performance. This mindset deprived brilliant students of lesser-known colleges from entering the corporate world and stifled the growth of zealous employees within organizations, who despite their skills, were unable to attend the corporate world. most expensive and expensive educational institutions. This phenomenon of “institutionalized nepotism” has brought bad taste to the culture of organizations by having qualified but impartial management executives, adversely impacting the performance of companies.

The well-being of employees has always been emphasized by multinationals and boldly enshrined in their vision and mission statements. Multinationals provide their employees with state-of-the-art workplaces, health care benefits for their families and opportunities for recreation. The multinationals’ approach to these benefits had been magnanimous and not performance-based. Unless an employee was found in an immoral activity or compromised the integrity of the company, severance pay was never awarded to an underperforming employee, but the means to improve performances were sorted with deadlines. This culture of tolerance is diminishing in today’s corporate culture which ensures the survival of the fittest. The fierce competition to remain the top performer with an ever increasing performance threshold is costing employees their compromised health and family life. “Continuous improvement” has been replaced by “continuous performance” and the credit goes to our local leadership who has never bothered to improve the performance of human resources by investing in them. Instead, the focus is on showing the way out as they believe Pakistan’s unemployment mantra allows them to exploit employees by showing them heaps of resumes waiting to take up their jobs.

Other aspects that have taken their toll on the work culture are personal ego, gender harassment, and personal insecurities. Multinationals brought with them a culture that supported low-income segments or non-management staff by meeting their needs for decent workplaces, providing them with reasonable cafeterias and toilets, and health care benefits. They were often compensated if they had to work beyond their assigned duty hours. The approach of foreign leaders to non-management personnel has always been affectionate. There had been quite a few examples of company profits reaching new lows, but non-management staff remained immune to any drastic administrative cuts. Multinationals were never “thought and crazy”, which is why the retirement age was so prevalent in the corporate culture of multinationals. Now, to a large extent, this culture is disappearing. Lower and non-managerial employees bear the brunt of downsizing first, and miraculously if they are lucky enough to save their jobs, then their little perks and perks would be reduced, leaving them in bad taste.

All of the aforementioned factors have played a central role in reducing the efficiency of the workforce by forcing it to remain unproductive by wasting their energy in politics to remain politically correct. Although the top management of all companies get full training opportunities in their working life to reinvigorate their leadership qualities, but it is also a reality that “it takes deep effort with gigantic dedication to unlearn what has been learned and to realize that “employees leave managers – not companies …”.

Ch. Bilal Hassan

– The writer is a professional from the private sector

and aspires to expand

of social discourse.

Source link

Previous Corporate culture in Pakistan
Next Building a more effective corporate culture for the autism revolution