Do international staff present unique management challenges in non-governmental organizations? This paper explores varying perceptions among NGO managers regarding the manageability of international versus national staff. It addresses conflicting views reported by NGO managers, where some find international staff more challenging to manage, while others report the opposite, highlighting the role of differing cultural expectations. The study surveys NGO managers in field programs to understand their perceptions of differences between national and international staff. The research identifies that international staff are often regarded as more likely to act independently, require less supervision, and hold higher expectations for themselves and others. Managers with over five years of experience in developing countries were more likely to find international staff difficult to manage. The findings suggest that managers adapt to the culture in which they work, which can lead to dissatisfaction among relief workers. This cultural adaptation may explain why relief workers often report dissatisfaction with their managers, emphasizing the importance of cultural sensitivity and adaptive management styles in international organizations.
Published in Disaster Prevention and Management: An International Journal, this study fits within the journal’s scope by addressing critical issues in humanitarian operations. Examining the perceptions and management of international staff in NGOs contributes to the journal's focus on effective disaster response strategies. By exploring cultural dynamics and management challenges, this article provides valuable insights for improving organizational effectiveness in the disaster relief sector.
| Category | Category Repetition |
|---|---|
| Social Sciences: Commerce: Business: Personnel management. Employment management | 1 |