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The recently introduced collective effort model (CEM) enlightens from a theoretical point of view different facets of the relationship between individual and group performance. From a more practical point of view, the Productivity Measurement and Enhancement System (ProMES) can be seen as an ideal counterpart to the CEM. ProMES is a technique enabling work groups to improve their performance. The article aims to show how CEM and ProMES can be put together.

A ProMES implementation in an industrial setting is described. Moreover, ProMES effects are analyzed by assistance of the knowledge from the CEM.

It was found that the overall positive productivity effects of ProMES can be increased if a pay‐for‐performance‐system is added on. That is, feedback reports can easily serve for the implementation of a group compensation system. Therefore, the overall effectiveness score has to be taken into account.

The paper is a useful source of information for organizations looking to better their organizational performance through the implementation of CEM and ProMES.

The primary purpose of this descriptive study was to compare the levels of, and relationships among mental health problems, mental health shame, self-compassion, work engagement and work motivation between workers in Japan (collectivistic and success-driven culture) and the Netherlands (individualistic and quality-oriented culture).

A cross-sectional design, where convenience samples of 165 Japanese and 160 Dutch workers completed self-report measures about mental health problems, shame, self-compassion, engagement and motivation, was used. Welch t-tests, correlation and regression analyses were conducted to compare (1) the levels of these variables, (2) relationships among these variables and (3) predictors of mental health problems, between the two groups.

Dutch workers had higher levels of mental health problems, work engagement and intrinsic motivation, and lower levels of shame and amotivation than Japanese workers. Mental health problems were associated with shame in both samples. Mental health problems were negatively predicted by self-compassion in Japanese, and by work engagement in Dutch employees.

The novelty of this study relates to exploring differences in work mental health between those two culturally contrasting countries. Our findings highlight potential cultural differences such as survey responding (Japanese acquiescent responding vs Dutch self-enhancement) and cultural emphases (Japanese shame vs Dutch quality of life). Job crafting, mindfulness and enhancing ikigai (meaningfulness in life) may be helpful to protect mental health in these workers, relating to self-compassion and work engagement. Findings from this study would be particularly useful to employers, managers and staff in human resources who work with cross-cultural workforce.