Modern Developments in HRM Practices: Performance Management
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Transcript of Modern Developments in HRM Practices: Performance Management
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Chapter 7
Modern developments in HRM practices: Performance
Management
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Performance Management
A process that enables the multinational
to evaluate and continuously improve
individual, subsidiary unit, and corporate
performance, against clearly defined,pre-set goals and targets
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Basic Components of Performance
Management
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Evaluating Subsidiary Performance
Factors to consider: Whole versus part
Non-comparable data
Volatility of the global environment
Separation by time and distance
Variable levels of maturity
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Control and Performance
Management
Performance management is part of the
multinationals control system.
Performance targets are part of formal control.
Performance management contributes to
shaping corporate culture, e.g. Who conducts performance appraisal
Tangible versus intangible criteria
Individual versus team based appraisal
How results linked to HR decisions, e.g.,
compensation and promotion
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Variables Affecting Expatriate
Performance
Cultural adjustment self and family
Host environment
Headquarters support
Task
Compensation
package
Expatriate
Performance
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Individual Performance Management
The task:
Chief executive officer
Structure reproducer
Troubleshooter
Operative
Task variables are generally considered
more under the control of the multinationalthan environmental factors.
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Roles
A role is the organized set of behaviors assigned
to a particular position.
Effective role behavior is an interaction between
the concept of the role, the interpretation ofexpectations, the persons ambitions, and the
norms inherent in the role.
The difficulty for the expatriate manager is that the
role may be defined in one country, but performedin another.
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PCN Role Conception
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TCN Role Conception
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Headquarters Support
The support of headquarters is important
both to the individual expatriate and
accompanying family members as a
performance variable
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The Host Environment
The external context can be a major determinant
of expatriate performance
Differing demands in terms of the context:
Societal Legal
Economic
Technical
Physical Type of operation involved (e.g. IJV versus wholly-
owned subsidiary)
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Contextual Model of Expatriate Performance
Management
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Non-expatriate Performance
Management
Effects of factors associated with constant air
travel, e.g.
Depression, anxiety, sleep disturbance, health
Stress associated with frequent absences andeffect on family relationships
Non-standard assignments share these aspects,
e.g.
Commuter arrangements Virtual assignments
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Performance Appraisal
Performance criteria Hard goals: objective, quantifiable and can be
directly measured
Soft goals: relationship or trait-based Contextual goals: factors that result from the
situation in which performance occurs
An appraisal system that uses hard, soft
and contextual criteria is advocated
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Other Factors Affecting Appraisal
Who conducts the performance appraisal
Use of standardized or customized
appraisal form
Frequency of appraisal
Performance feedback Timely
Geographical distance affects
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HCN Role Conception
