Global Workforce Performance Management - ShivajiMaitra - S11MMMMM00755 - IHRM

8/3/2019 Global Workforce Performance Management - ShivajiMaitra - S11MMMMM00755 - IHRM

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Global WorkforcePerformance Management

EXMBA HRM – IGNOU-NIIT

Batch 01Shivaji Maitra (S11MMMMM00755)



Topics of Discussion

• Global Organisation & Performance Management

• Challenges in a Global Organisation

• Why Appraise Performance

• What to keep in mind?

• How to truly make Performance Management –

Global?

• Tools for Performance Management in a Global

Organization



Global Organisation

• In his book “A Manager’s Guide to Globalization”

Dr. Steven Rhinesmith says, “Going Global does

not mean just doing business abroad”.

• In a true Global Company:

– There is harmony between different cultures.

– Resources and materials are moved seamlessly acrossdifferent countries to enjoy maximum competitive

advantage



Performance Management

Performance Management is a means of getting better results from theorganizations, teams and individuals within an agreed framework of planned goals, objectives and standards.

-ARMSTRONG AND MURLIS

The essence of performance management is the development of individualswith competence and commitment, working towards the achievement of shared meaningful objectives within an organisation which supports andencourages their achievement.

-LOCKETT

This is a communication tool to measure each individual's contribution To evaluate talent and achievement with sensible consistency and accuracy

To help distinguish barriers to top performance



Challenges in a Global Organisation

Globalization has entailed far-reaching erosion of boundaries introducing the current buzz-word“Complexity”.

Complexity is generated by the following 4 factors:Diversity – of HR pool, management systems, goals,

business models, customer needs, cultural values and abroad variety of stakeholders

Interdependence – of all the diverse forces

Ambiguity – through too much or too little usableinformation.

Flux – or change, rendering a constant state of instability interms of size, technology, work pattern and businessmodels



Challenges in a Global Organisation

• Other Challenges:

– Competitiveness

– Interpersonal Distance

– Language

– Communication Type & Context

– Power Distance

– Discrimination – on race, culture, gender, etc.



Cultural Challenges to Performance

Lewis’s 3 Culture Model

Linear-active: Task-oriented planners; Timeline important

Multi-active: People Oriented Interactors; Relationship is priority

Reactive: Introverted Listeners

Trompenaars’ 6 Dimensions of Cross-Cultural BusinessUniversalism v/s Particularism - Valuing Sameness

Individualism v/s Communitarianism – Valuing Personal Growth

Specificity v/s Diffuseness – Limiting Authority

Achieved v/s Ascribed Status – Valuing Action over Lineage Inner v/s Outer Direction – Importance of Self over Others

Sequential v/s Synchronous Time – Significance of Time



How to use this Knowledge?

• To answer key questions:

– What motivates the employees?

– How to evaluate and communicate performance?

– How to reward achievements?

– How to handle negotiations and expectations?

– How to plan individual development?



Why Appraise Performance

Periodic evaluation helps mangers to have abetter understanding of each employee's skillswith the goal to facilitate, train and developabilities and power to their employees

A method to assess job development, encourageinterest, motivate and enhance job performance bypointing out development paths and recognizing

productive work

A feedback system that incorporate all sources of information about performance that might otherwisebe overlooked



Goals of Performance Management

• When we know what is expected of us, and have

played a role in forming these expectations, we will do

our best to meet the expectations.

• We can meet expectations only through our capability

and if we get support from the ‘management’ through

processes, systems and resources.



Performance Management System



Making Performance Management –

Global : Design Process

• Goal setting

•

Performance appraisal



The Performance Management Process



Performance Appraisal: Guidelines

1. Fit the evaluation criteria to strategy

2. Fine-tune the evaluation criteria

3. Use multiple sources of evaluation with varying periods of evaluation

To reduce bias in performance appraisal:

1. Most expatriates believe more weight should be given to an on-site manager's appraisal than to an off-site manager's appraisal.

2. A former expatriate who has served in the same location could beinvolved in the appraisal process to help reduce bias.

3. When the policy is for foreign on-site mangers to writeperformanceevaluations, home office managers should probably be consulted



Considerations and Conditions



Performance Appraisal: Factors

Factors to be considered in the Individual Performance and Appraisal process : Frequency of Appraisal

Regular informal feedback to avoid surprises

Take 10

Sandwiching

Customization of Performance Appraisal System Host Country environment

Cultural adjustment Performance Management System for expatriates

Multiple reporting levels – Matrix Managers / Rater Selection

Different objective or purpose of expatriation

Criteria Qualitative

Behavioral

Technical

Cultural sensitivity

Quantitative - measurable

Compensation Package

Task Assignment

Promotion / Re-assignment

Bonus

Headquarters’ Support



Talent Management Process

Integration

VisionCultureValues

BusinessStrategy &Objectives

People &BusinessResults

Deployment &Mobility

Strategies

Total Rewards &Recognition

PerformanceManagement

CareerManagement &

SuccessionPlanning

Learning,Training &Leadership

Development

WorkforceAnalytics, Planning

& Recruitment

Role &Competency

Design

Alignment



Performance Appraisal & Rewards

Satisfaction

IntrinsicRewards

Performance

OrganisationalSupport

Goal DirectedEffort

Goal Acceptance

Goal Difficulty

Goal Specificity

GoalCommitment

IndividualAbilities & Traits

ExtrinsicRewards



Performance Appraisal: Challenges

Fit of international operation in multinational strategy

Unreliable date

Complex and volatile environments

Time difference and distance separation

Local cultural situation

In most cases, two groups evaluate the performance of expatriate managershost nation managers and home office managers - and both

are subject to unintentional biasHome country managers tend to rely on hard data

when evaluating expatriates

Host country managers can be biased towards their

own frame of evaluation



Performance Appraisal: Challenges

Challenges in appraising overseas managers :

Determining who should appraise the manager.

Deciding on which factors to base the appraisal.

Improving the expatriate appraisal process

Stipulate the assignment’s difficulty level, and adapt

the performance criteria to the situation.

Weigh the evaluation more toward the on-sitemanager’s appraisal than toward the home-sitemanager’s.

If the home-office manager does the actual written

appraisal, use a former expatriate from the same



360 Degree Feedback



360 Degree Feedback Approach

Global Workforce Performance Management - ShivajiMaitra - S11MMMMM00755 - IHRM

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