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Performance Management
Terms
non-comparable data sales on consignment face-to-face going native role clarity work adjustment 360-degree feedback saving face Assignments: technical developmental strategic functional Expatriate tasks: chief executive officer structure reproducer troubleshooter operative
formal control mechanisms international employees corporate governance psychologically distant host environment cultural adjustment performance appraisal
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OpeningVignette
When Sales Figures Dont Tell The Whole Truth Modification of performance management for international operations
monitoring performance and ensuring conformity to agreed-upon standards are significant elements in the managerial control system of a multinational firm
Performance Management
the process that enables the multinational to evaluate and continuously improve individual, subsidiary unit, and corporate performance, against clearly defined, pre-set goals and targets
MNE Performance Management: Perspectives, Issues, Actions and Consequences (Figure 11.1)
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1. 2. 3. 4. 5.
whole versus part non-comparable data volatility of the global environment separation by time and distance variable levels of subsidiary maturity
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decisions; the good of the whole is more important than one subsidiarys short-term profitability IHRM; consider the consequences for global decisions for subsidiary management performance
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Non-Comparable Data
Adequate quality control checks vary between countries neither interpretable nor reliable import tariffs can distort pricing schedules strike can delay supply local labour laws IHRM; complicates the appraisal of individual subsidiary mangers
(c) 2008 by Nelson, a division of Thomson Canada Limited. 13
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IHRM; consider country-specific factors worldwide communications systems face-to-face contacts HRIS articulated roles, processes, practices, criteria and purposes
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compensation package task and role headquarters support environment cultural adjustment of individual and accompanying family
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(Figure 11.4)
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(Figure 11.5)
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Hard Data
does not consider the way results are obtained and the behaviours used to obtain the results
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Soft Data
takes into account behaviours difficult to quantify
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Discussion Questions
1. Discuss the major factors associated with appraisal of expatriate managerial performance. 2. Why is it important to include hard, soft and contextual goals when assessing managerial performance? 3. In what ways would the role of a manager working in a non-standard international assignment differ from that of a typical expatriate manager?
(c) 2008 by Nelson, a division of Thomson Canada Limited. 32
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