Cultural influences on underperformance management

This thesis explores how cultural backgrounds shape the way managers address underperformance in the workplace, focusing on Germany and India. In today’s global business environment, understanding how national culture influences management practices is especially important when dealing with sensitive issues such as employee underperformance. Using Hofstede’s cultural dimensions as the main framework, this study examines how differences in values such as power distance, individualism, masculinity, uncertainty avoidance, and long-term orientation affect managerial behavior. The research is based on 20 semi-structured interviews with experienced managers 10 from Germany and 10 from India. Thematic analysis of the interview data reveals clear cultural contrasts: German managers tend to take a direct, system-oriented approach rooted in structure and accountability, while Indian managers often focus on preserving relationships, using emotional intelligence, and adapting their style based on situational context. These findings demonstrate how cultural origins shape perceptions of fairness, motivation, and feedback in underperformance situations. The study offers practical insights for international organizations and HR leaders seeking to manage diverse teams more effectively. By understanding culturally influenced management styles, companies can develop more balanced and inclusive approaches to underperformance management.