Professional Documents
Culture Documents
HRM Print
HRM Print
HRM Print
employees have in
reaching their individual goals is important in determining organizational
effectiveness. The
assessment of how successful employees have been at meeting their individual
goals, therefore,
becomes a critical part of human resource management. In case of
multinationals, several new dimensions, mostly cross culture related, influence
the process. The evaluation of performance of expatriate is very much linked with
the performance of subsidiaries, which they are sent to
manage.
What is Performance?
The degree or extent with which an employee applies his / her skill knowledge
and efforts to a job,
assigned to him/ her and the result of that application. Appropriate outcomes and
behavior
against expectation of specific goal and terms & conditions, is performance.
What is PM?
The holistic process of identifying, evaluating and developing the work
performance of employees
in the organization so that the organizational Goals and objectives are more
effectively achieved,
while at the same time benefiting employees in terms of recognition, receiving
feed back, catering
for work needs and offering career guidance to face stiff domestic and
international competition.
In the HR cycle presented by Tichy, Fombrun and Devenna, selection process is
the main variable
influencing directly the performance as also the employee development
process.The four
generic processes ; Selection, PA, Reward management and HRD reflects
sequential managerial
tasks. Performance is act here a function of all the human.
Purpose of performance management is to contribute to achievement of
high performance by organisation and its people
High performance means reaching and exceeding stretching targets
(sometimes MNC/MNE seeking superior performance)
Involves agreement of objectives, knowledge, skill and competence
requirements, plus work and personal development plans
Performance management of international employees involves all types of
staff (i.e. expatriate and non-expatriates)
Session focuses on expatriates [i.e. employees temporarily residing in
foreign country on expatriate (long-term) assignments]
When determining expatriate performance, consider impact of five
variables and their inter-relationship (portrayed like Russian doll, with
Compensation package
Nature of assignment (assignment task variables and role of expatriate)
Support from head quarters
Environment in which performance occurs; and
Cultural adjustment of the individual and the accompanying family members.
Compensation Package:
-
Tasks :
Host Environment:
-
Cultural Adjastment:
-
The criteria for assessing performance should be clear, relevant, practical and
reliable if
assessments were to be meaningful.
Basically there are three categories of performance indicators:
1. Trait based (soft goal) leadership style, interpersonal skill etc.
2. Behavior based (contextual goals) attempts to take into consideration factors
that results
from the situation in which performance occurs.
3. Result based (Hard goals) objectives, quantifiable, and can be directly
measured such as
Return On Investment (ROI), market share and so on.
Appraisers
-
Subsidiarys CEO
The immediate host country supervisor
The individuals home country manager
Depending on the nature and the level of position concerned.
( Tahvanainen 1998)
Imagine, a situation where the subsidiary Head is a French and the expatriate is
an Indian. Or the head of a subsidiary is a Japanese and the team member is a
Chinese. The performance Evaluation tends to be biased either for or Against
the assignee, because of the cultural Predilections of the manager / leader.
However, some common practices adopted by the industry are:
-
Performance management of international employee i.e. expatriate and nonexpatriate, as per usual HRM protocols:
Undertaking job analysis and devising job description and
personnel/person specification (influenced by strategy of organisation and
subsidiary) [link to HRM in MNCs I]
Setting job goals and standards (hard, soft and contextual performance
criteria)
Conducting performance appraisals (usually formal meeting held annually;
issue of who conducts; use of standardised or customised form)
Providing constructive feedback (cultural considerations relevant):
Can determine pay and promotion plus training and development
requirements
If expatriate/non-expatriate performance does not meet required standards
following appropriate support, disciplinary procedures may be activated
Atteya (2012) Egyptian Study on Performance Management (on
Webcourses)
Differences between performance management of PCNs, TCNs and HCNs,
highlighting difficulties of role being defined in one country, but performed
in another (next three slides)
10.