Osman and Prideep had been in my employment for some weeks. Every Friday I would take the to lunch. It was the high point of their calender. During the meal I would harangue them as a reminder of what they had been hired for: but my orations never seemed to increase their output. I realised later that, in the East, a commitment to produce does not automatically accompany employment.
Osman and Prideep had been working for me for several weeks, and I made it a practice to take them out for lunch every Friday. This outing became the highlight of their week, but often turned into a session where I would remind them of their responsibilities and performance expectations. Despite my efforts, I noticed that my speeches failed to motivate them to improve their work output.
Over time, I came to understand that in the Eastern culture, simply being employed does not guarantee a strong commitment to work or production. This realization shifted my perspective on workplace dynamics and the different values placed on employment in various cultures, highlighting the complexities in managing personnel beyond just monetary incentives.