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International Performance Management

IHRM
by

Paul Popov

on 23 April 2015

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Transcript of International Performance Management

International Performance Management
The Performance Criteria
Critical element of strategic global HRM
Translates organisations objectives into the performance appraisal criteria
Provides information in regards to organisations strategic objectives

Hard Goals
Performance and Outcome based
Objective
Easily collected, measured and interpreted
Provides information needed for quick assessment

Soft Goals
Relationship and trait based
Subjective, which makes it difficult to assess and interpret
Key elements for expatriate success
Can provide access to information unavailable through hard criteria alone

Contextual Goals
Considers and deals with factors that result from the situation in which employees perform
Looks at a variety of conditions
Helps avoid bias

References
Fee, F, Mcgrath-Champ, S and Xiaohua, Y 2011, ‘Expatriate performance management and firm internationalization: Australian multinationals in China’, Asia Pacific Journal of Human Resources, vol. 49, no. 3, pp. 365-384

Gregersen, HB, Hite, JM and Black, JS 1996, ‘Expatriate performance appraisal in U.S. multinational firms’, Journal of International Business Studies, vol. 27, no. 4, pp. 711-738

Adler, N 1981, 'Re-entry: Managing cross-cultural transitions', Group and Organisational Studies, vol. 6, no. 3, pp. 341-356

Gomes, S 2015, 'Performance Management', accessed: 17 April 2015, available at: https://xisspm.files.wordpress.com/2012/02/chap-6-performance-management.pdf,

Olsen, J and Martins, L 2015, 'Effects of Expatriate Demographic Characteristics on Adjustment', accessed: 17 April 2015, available at: http://www.workplaceleadership.com.au/app/uploads/2014/07/OlsenMartins2009-AuthorVersion.pdf

Dowling, P, Festing, M & Engle, A 2013, International Human Resource Management 6th edn, Cengage, Learning: London

Performance Management of International Employees
Failed assignments are very common

Recruitment and selection is important in determining the expatriate



Five Variables
The compensation package
The task
Headquarters support
Host environment
Cultural adjustment


(Dowling, P, Festing, M, & Engle, A 2013)

The Compensation Package
Is a key factor associated with expatriate performance (Gomes, 2015)

The Task
Includes the type of task and assignment expatriates need to fulfill

Chief executive officer
Structure reproducer
Troubleshooter
Operative

Headquarters Support
As a company, we need to understand that expatriates experience different modes of adjustment which may isolate them from the Host country. (Olsen and Martins, 2015)

Cultural Adjustment
Researchers have outlined that high cultural distance between host and home country has a negative affect on expatriate adjustment and performance (Olsen and Martins, 2015).

Challenges of Expatriate Performance Appraisal
Who should conduct the review?
How frequently should performance appraisals occur?
Time and Geographical Distance
Language and Cultural Barriers
Introduction
Technology advancements to better international performance appraisals
Goal setting and role structure
Overcoming Challenges of Expatriate Performance Appraisals
Introduction to Performance Management
Performance Criteria
Expatriate Performance Management
The Challenges of Expatriate Management
Definition
International performance management is a process which sets clear objectives that align with organisational goals
Constraints of Goal Setting
The main constraints that will arise when evaluating and achieving theses goals are as followed:
Whole versus part
Non-comparable data
Volatility of the global environment
Separation by time and distance
Variable levels of maturity
International Performance Appraisal
Appraisals are more complex in the international environment
MNE's must have strategic, robust and comprehensive performance appraisal processes
Full transcript