Contemporary Issue on Seminar A Study On

performance management - cross culture human resources

In The Partial Fulfillment of Masters of Business Administration 2009-2010 Rajasthan Technical University, Kota

Deepshikha college of technical education , Jaipur

Submitted By: Jitendra virahyas

Submitted To:

TABLE OF CONTENT
S.No. 1 2 3 4 5 6 7 8 9 10 PERFORMANCE MANAGEMENT OF CCHR FOR EMPLOYEES AT DIFFERENT LEVELS 11 CONCEPT OF PERFORMANCE MANAGEMENT OF CCHR 12 13 14 15 16 17 PRE-REQUISITES FOR EFFECTIVE & SUCCESSFUL PERFORMANCE MANAGEMENT OBJECTIVES OF PERFORMANCE MANAGEMENT OF CCHR: PERFORMANCE MANAGEMENT PURPOSE METHODS OF PERFORMANCE MANAGEMENT OF CCHR PROCESS OF PERFORMANCE MANAGEMENT OF CCHR ARGUMENTS AGAINST PERFORMANCE MANAGEMENT OF CCHR & CURRENT GLOBAL TRENDS IN PERFORMANCE MANAGEMENT PROGRAM CONCLUSION BIBLIOGRAPHY & WIBLIOGRAPHY 13 13 14 16 17 19 10 WHERE PM IS APPLIED BENEFITS OF PM OF CCHR THE DO'S & DONTS FOR PERFORMANCE MANAGEMENT ARE: WHAT IS PERFORMANCE MANAGEMENT ? INTRODUCTION PERFORMANCE MANAGEMENT OF CROSS CULTURAL HUMAN RESOURCES EXAMPLE OF PERFORMANCE MANAGEMENT OF CCHR ADVANTAGES OF PERFORMANCE MANAGEMENT OF CROSS CULTURAL
RESOURCES HUMAN

CONTENT AT A GLANCE

Page No. 3 4 4 5 5 6 7 7 8 9

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AT A GLANCE
. . chart a course for every endeavor that we take the peoples money for, see how well we are progressing, tell the public how we are doing, stop the things that dont work, and never stop improving the things that we think are worth investing in. President William J. Clinton on signing the Government Performance

Performance Management Related Quotes

"The man who does not take pride in his own performance performs nothing in which to take pride." Thomas J. Watson "An acre of performance is worth a whole world of promise." William Dean Howells "Past performance produces present privileges." Anonymous If a man or woman is born ten years sooner or later, their whole aspects and performance shall be different." Johann Wolfgang Von Goethe

What is Performance Management ?

Performance Management is one of the most important tools that can enable, empower, energize and develop staff. It is a tool that can give a sense of direction to every member in an organization. The individual work plans are made in the context of organization's mission, vision, long term plans and short term plans, including annual plans. Providing the context and getting each individual to plan her or his work for the year brings in a lot of meaning and motivation to the staff. Empowerment takes place through periodic review of the performance against goals, giving feedback and acknowledging team contribution.

INTRODUCTION
Performance management includes activities to ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on performance of the cross cultural human recourses. It improve the performance of a department, processes to build a product or service, employees, etc. Information in this topic will give you some sense of the overall activities involved in performance management. Then you might enhance your understanding by reviewing closely related library topics referenced from the sidebar. Performance Management of the cross cultural human recourses is one of the most important tools that can enable, empower, energize and develop staff. It is a tool that can give a sense of every member in an organization. The individual work plans are made in the context of organization's mission, vision, long term plans and short term plans, including annual plans. Providing the context and getting each individual to plan her or his work for the year brings in a lot of meaning and motivation to the staff. Empowerment takes place through periodic review of the performance against goals, giving feedback and acknowledging team contribution. * Develop clear job descriptions. * Select appropriate people with an appropriate selection process. * Negotiate requirements and accomplishment-based performance standards, outcomes, and measures. * Provide effective orientation, education, and training. * Provide on-going coaching and feedback for different cultural employee. * Conduct quarterly performance development discussions. * Design effective compensation and recognition systems that reward people for their contributions. 4

* Provide promotional/career development opportunities for staff.

Performance Management Of cross cultural human resources

Of cross cultural human resources the human resource (HR) processes is the latest practice being followed by middle and large sized organizations. It is being witnessed across all the industries. In India, the HR processes are being outsourced from nearly a decade now. Of cross cultural human resources industry is growing at a higher rate. Of cross cultural human resources organizations strive for providing cost saving benefits to their clients. The functions that are typically outsourced are the functions that need expertise, relevant experience, knowledge and best methods and practices. This has given rise to of cross cultural human resources the various HR functions of an organization. HR Consultancies such as Ma Foi and Planman Consulting provide such services through expert professional consultants. Human resources business process of cross cultural human resources (HR BPO) is a major component of the worldwide BPO market. Human Resource Of cross cultural .

Example of performance management of CCHR

we can take an example of Infosys company. This company decided to appoint managers to their skills, intelligences, performance level or self interest. Like japans people they good in technology so company appointed them as technology managers American are good in communication as well as Chinese people better in hard working thats why company give them work according to their talent & skill.

Advantages of Performance Management Of cross cultural human resources

HR of cross cultural human resources helps the HR professionals of the organizations to concentrate on the strategic functions and processes of human resource management rather than wasting their efforts, time and money on the routine work. The major advantages of cross cultural human resources performance management are: Of cross cultural human resources is beneficial for both the corporate organizations that use the of cross cultural human resources services as well as the consultancies that provide the service to the corporate. Apart from increasing their revenues, of cross cultural human resources provides business opportunities to the service providers, enhancing the skill set of the service providers and exposure to the different corporate experiences thereby increasing their expertise.

The Advantages of Performance Management Of cross cultural human resources accruing to the corporate are: i. ii. iii. iv. v. vi. turning the management's focus to strategic level processes of HRM accessibility to the expert knowledge and state of the art technology freedom from red tape and adhering to strict rules and regulations optimal resource utilization structured and fair performance management. a satisfied and, hence, highly productive employees 6

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value creation, operational flexibility and competitive advantage

Therefore of cross cultural human resources helps both the organizations and the consultancies to grow and perform better

Where PM is applied
The PM of the cross cultural human recourses approach is used most often in the workplace but applies wherever people interactschools, churches, community meetings, sports teams, health setting, governmental agencies, and even political settings. PM principles are needed wherever in the world people of different culture interact with their environments to produce desired effects. Cultures are different but the laws of behavior are the same worldwide. Armstrong and baron (1998) defined it as A strategic and integrated approach to increasing the effectiveness of organizations by improving the performance of the people who work in them and by developing the capabilities of teams and individual contributors It is claimed that the self-propelled performance management system is: 1. 2. 3. 4. 5. 6. 7. 8. the fastest known method for career promotion; the quickest way for career advancement; the surest way for career progress; the best ingredient in career path planning; the only true and lasting virtue for career success; the most neglected part in teachings about management and leadership principles; the most complete and sophisticated application of performance management; the best integration of human behavior research findings, with the latest management, leadership and organizational development principles; 9. the best automated method for organizational change, development, growth, performance and profit;

Benefits of pm
Direct financial gains

Grow profit Reduce costs Stop project overruns Aligns the organization directly behind the CEO's goals Decreases the time it takes to create strategic or operational changes by communicating the changes through a new set of goals

Motivated workforce

Optimizes incentive plans to specific goals for over achievement, not just business as usual 7

Improve co-ordination between cross cultural human resources Reduce stress of employee Improves employee engagement because everyone understands how they are directly contributing to the organizations high level goals Create transparency in achievement of goals High confidence in bonus payment process Professional development programs are better aligned directly to achieving business level goals

Improved management control

Flexible, responsive to management needs Displays data relationships Helps audit / comply with legislative requirements Simplifies communication of strategic goals scenario planning Provides well documented and communicated process documentation.

The do's for Performance Management are:

Follow a sequential approach: Report performance to bring transparency to the organization. Manage and control to align the organization. Improve performance of cross culture human recourses to drive the organization. Focus on alignment: Strategic and cross-departmental alignment, collaboration and accountability. Budgeting and planning process aligned with strategy. Resource alignment and optimization. Leverage analytics: The study shows that the use of technology plays a key role in successful performance management. In particular, the use of analytics dramatically improves the success of performance initiatives. Respondents who have implemented analytic technologies such as data mining and forecasting have achieved greater success than those who have not, specifically in the areas of innovation, competitive advantage and agility. In fact, success in these areas nearly doubled when predictive analytics were employed. Address cultural issues: Respondents to the survey indicated that cultural resistance within their organizations to performance measurement was the primary obstacle to the success of performance management initiatives. This resistance is likely at the root of the second most-often cited obstacle: Departments dont share information or collaborate. 8

The don'ts for Performance Management are:

Dont ignore the importance of C-level sponsorships: The importance of executive sponsorship for a performance management effort cannot be overlooked. Because successful initiatives are linked directly to corporate strategy, it makes sense that top executives should not only buy in to the concept but also own it. Dont leave anyone out: Horizontally and vertically, its important to get all levels of employees and every department within the organization involved with your performance management efforts. Dont rush into measurement: Finally, as performance management gains a broader following, the organization begins to engage in a variety of activities to manage its efforts. However, pressure to show value and report progress may be pushing organizations to measure before they address more important issues.

Performance Management for Employees at Different Levels

For top level management

Degree of organizational growth and expansion Extent of achievement of organizational goals Contribution towards the society Profitability and return on capital employed

For middle level managers

Performance of the departments or teams of cross culture human recourses Co-ordination with other departments Optimal use of resources Costs Vs. revenues for a given period of time The communication with superiors and subordinates

For front line supervisors

Quantity of actual output against the targets Quality of output against the targets 9

Number of accidents in a given period Rate of employee absenteeism

CONCEPT OF PERFORMANCE MANAGEMENT

I. ABOUT PERFORMANCE MANAGEMENT of cross culture human recourses PERFORMANCE MANAGEMENT
OF CROSS CULTURE HUMAN RECOURSES INVOLVES THE ENTIRE

GAMUT OF PROCESSES IN IDENTIFYING CRITICAL DIMENSIONS OF PERFORMANCE

SETTING WORK PLANS

AGAINST LAID DOWN OBJECTIVES, REVIEWING THE WORK DONE AGAINST INDICATORS OF PERFORMANCE AND DEVELOPING AND ENHANCING COMPETENCIES FOR IMPROVED PERFORMANCE OF CROSS CULTURE

. THE ORGANIZATIONAL GOAL PROVIDES THE PERSPECTIVE TO DETERMINE THE DEPARTMENTAL GOAL WHICH IN TURN PROVIDES THE CONTEXT FOR AN INDIVIDUAL PERFORMANCE PLAN.
HUMAN RECOURSES

II. PROCEDURE FOR EFFECTIVE PERFORMANCE MANAGEMENT An effective Performance Management System should be based on:a) Setting up KRAs for the Region/Theme/Unit/Department b) Clarity of Individual Roles and Responsibilities c) Laying down Plans and Performance Indicators for each position d) Periodic assessment of performance of the individual against such Plans/ Performance Indicators e) Identifying factors facilitating and hindering achievement of Plans development of action plans for overcoming hindering factors and strengthening facilitating factors f) Periodic review of role incumbents' behavior, which contributes to effective functioning and working out action plans for developing such behavior. g) Identification of role incumbents' developmental needs and preparing plans for staff development through training and related activities. h) Implementation and review. IV. STAGES OF MANAGING PERFORMANCE 1. Identification of KRAs (Key Result Areas) KRA(s) for the Organization need to be identified and collectively agreed upon. The KRA(s) for the organization will be drawn out from the Country Strategy paper (2009-2011) which has evolved through a bottom-up approach, from consultations held with over a 1000 persons, with participation from the partners and communities AAI10

India works with. KRA(s) for the organization will hold good for the Strategy Period 2005-2010. 2. Setting of Plans each year for the following year To enable clear understanding of the expectations from each position, it is important to have a laid down job description for the position which should be clear and should also have a degree of flexibility built-in so that modifications are possible as per organizational need. Each individual staff member of cross cultural to set Work Plans both as derived from the KRAs of the Region/Theme/Unit/ Department they are placed in as well as with reference to and within the framework of her/his job description. 3. Key Performance Indicators (KPIs) From the Plans laid down for the year, each individual staff member must put down the Key Performance of cross culture human recourses Indicators which are as measurable and quantifiable as possible some of which may also be qualitative in nature, which will enable the appraiser to determine whether the planned output has been achieved or not. 4. Identification of Attitudes and Behaviors that are critical for effective Performance of cross culture human recourses A good Performance Management of cross culture human resources System should also have a set of attitudes and behavior that are critical for effective performance of cross culture human recourses . Accountability, Learning and Planning Systems (ALPS) contains the core of the attitudes and behavior that the organization desires in its staff. These must form the basis for evolving the set of Attitudes and Behavior against which staff may be managed 5. Annual Review of Performance against Plans and Behavioral Dimensions The review of performance will be done annually in a structured manner covering all staff. This will also help to identify the enabling and hindering factors affecting performance of cross culture human recourses - both internal and external to the organization. It is therefore necessary to set realistic goals and assess performance against them. Management of Attitudinal and Behavioral factors may be done by assessing attitude, behavior patterns, values-orientation and the like. Regions/Themes/Units/Departments may also choose to do a mid-year (or quarterly) review of their Performance of cross culture human recourses against Plans laid down, among team members.

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Basic Concepts
Simply put, performance management of cross culture human recourses includes activities to ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on performance of cross culture human recourses. Information in this topic will give you some sense of the overall activities involved in performance management of cross culture human recourses. Then you might enhance your understanding by reviewing closely related library topics referenced from the sidebar

1. Review organizational goals to associate preferred organizational results in terms of units of performance, that is, quantity, quality, cost or timeliness (note that the result itself is therefore a measure) 2. Specify desired results for the domain -- as guidance, focus on results needed by other domains (e.g., products or services need by internal or external customers) 3. Ensure the domain's desired results directly contribute to the organization's results 12

4. Weight, or prioritize, the domain's desired results 5. Identify first-level measures to evaluate if and how well the domain's desired results were achieved 6. Identify more specific measures for each first-level measure if necessary 7. Identify standards for evaluating how well the desired results were achieved (e.g., "below expectations", "meets expectations" and "exceeds expectations") 8. Document a performance plan -- including desired results, measures and standards

Pre-requisites for Effective & Successful Performance Management

The essentials of an effective performance system are as follows: Documentation means continuous noting and documenting the performance. It also helps the evaluators to give a proof and the basis of their ratings. Standards / Goals the standards set should be clear, easy to understand, achievable, motivating, time bound and measurable. Practical and simple format - The management format should be simple, clear, fair and objective. Long and complicated formats are time consuming, difficult to understand, and do not elicit much useful information. Evaluation technique An appropriate evaluation technique should be selected; the management system should be performance based and uniform. The criteria for evaluation should be based on observable and measurable characteristics of the behavior of the employee. Communication Communication is an indispensable part of the Performance management process. The desired behavior or the expected results should be communicated to the employees as well as the evaluators. Communication also plays an important role in the review or feedback meeting. Open communication system motivates the employees to actively participate in the management process. Feedback The purpose of the feedback should be developmental rather than judgmental. To maintain its utility, timely feedback should be provided to the employees and the manner of giving feedback should be such that it should have a motivating effect on the employees future performance. Personal Bias Interpersonal relationships can influence the evaluation and the decisions in the performance management process. Therefore, the evaluators should be trained to carry out the processes of management without personal bias and effectively. 13

Objectives Of Performance management:

To review the performance of the employees over a given period of time. To judge the gap between the actual and the desired performance. To help the management in exercising organizational control. Helps to strengthen the relationship and communication between superior subordinates and management employees. To diagnose the strengths and weaknesses of the individuals so as to identify the training and development needs of the future. To provide feedback to the employees regarding their past performance. Provide information to assist in the other personal decisions in the organization. Provide clarity of the expectations and responsibilities of the functions to be performed by the employees. To judge the effectiveness of the other human resource functions of the organization such as recruitment, selection, training and development.

Performance Management purpose

The purpose of the performance management system is to ensure that: 1. The work performed by employees accomplishes the work of the agency; 2. Employees have a clear understanding of the quality and quantity of work expected from them; 3. Employees receive ongoing information about how effectively they are performing relative to expectations; 4. Awards and salary increases based on employee performance are distributed accordingly; 5. Opportunities for employee development are identified; and 6. Employee performance that does not meet expectations is addressed.

Determining the evaluation criteria Identification of the management criteria is one of the biggest problems faced by the top management. The performance data to be considered for evaluation should be carefully selected. For the purpose of evaluation, the criteria selected should be in quantifiable or measurable terms Create a rating instrument The purpose of the Performance management process is to judge the performance of the 14

Challenges Of Performance Management

employees rather than the employee. The focus of the system should be on the development of the employees of the organization. Lack of competence Top management should choose the raters or the evaluators carefully. They should have the required expertise and the knowledge to decide the criteria accurately. They should have the experience and the necessary training to carry out the management process objectively. Errors in rating and evaluation Many errors based on the personal bias like stereotyping, halo effect (i.e. one trait influencing the evaluators rating for all other traits) etc. may creep in the management process. Therefore the rater should exercise objectivity and fairness in evaluating and rating the performance of the employees. Resistance The management process may face resistance from the employees and the trade unions for the fear of negative ratings. Therefore, the employees should be communicated and clearly explained the purpose as well the process of management. The standards should be clearly communicated and every employee should be made aware that what exactly is expected from him/her. According to a recent survey, the percentage of organizations (out of the total organizations surveyed i.e. 50) using performance management for the various purposes are as shown in the diagram below:

The most significant reasons of using Performance management are: 15

Making payroll and compensation decisions 80% Training and development needs 71% Identifying the gaps in desired and actual performance and its cause 76% Deciding future goals and course of action 42% Promotions, demotions and transfers 49%

Other purposes 6% (including job analysis and providing superior support, assistance and counseling)

Traditional Methods of Performance Management

1. ESSAY MANAGEMENT METHOD 2. STRAIGHT RANKING METHOD 3. PAIRED COMPARISON 4. CRITICAL INCIDENTS METHODS 6. CHECKLIST METHOD 7. GRAPHIC RATING SCALE 8. FORCED DISTRIBUTION

Modern Methods of Performance Management

Training in Managing Performance and Administering the System How effectively employees perform depends to a great extent on how well supervisors manage their performance. Thus, it is essential that agencies train managers and supervisors how to manage their employees performance and that responsibility for coordinating the elements of the agencys performance management system be clearly assigned. 1. Each agency shall designate a person as performance management coordinator with responsibility for coordinating the development and revision of the agencys performance management policy and the implementation and ongoing administration of performance management within the agency. 2. Each agency shall provide performance management training to allemployees who have supervisory responsibility. Training for new supervisors shall be completed within a timeframe set by the agency. 16

Monitoring and Evaluating the Performance Management Process 1. The performance management coordinator (or other designated person) shall monitor the agency administration of the performance management system to ensure compliance with agency policy. 2. The State Personnel Director shall report to the State Personnel Commission each year on the administration of performance management systems. 3. Each agency shall evaluate its performance management system at least every three years to determine how effectively the system is meeting the purposes stated in the first section of this policy and take actions to improve the system if necessary.

Process of Performance Management

ESTABLISHING PERFORMANCE STANDARDS The first step in the process of performance management is the setting up of the standards which will be used to as the base to compare the actual performance of the employees. This step requires setting the criteria to judge the performance of the employees as successful or unsuccessful and the degrees of their contribution to the organizational goals and objectives. The standards set should be clear, easily understandable and in measurable terms. In case the performance of the employee cannot be measured, great care should be taken to describe the standards. COMMUNICATING THE STANDARDS Once set, it is the responsibility of the management to communicate the standards to all the employees of the organization. The employees should be informed and the standards should be clearly explained to the. This will help them to understand their roles and to know what exactly is expected from them. The standards should also be communicated to the appraisers or the evaluators and if required, the standards can also be modified at this stage itself according to the relevant feedback from the employees or the evaluators.

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MEASURING THE ACTUAL PERFORMANCE The most difficult part of the Performance management process is measuring the actual performance of the employees that is the work done by the employees during the specified period of time. It is a continuous process which involves monitoring the performance throughout the year. This stage requires the careful selection of the appropriate techniques of measurement, taking care that personal bias does not affect the outcome of the process and providing assistance rather than interfering in an employees work. COMPARING THE ACTUAL WITH THE DESIRED PERFORMANCE The actual performance is compared with the desired or the standard performance. The comparison tells the deviations in the performance of the employees from the standards set. The result can show the actual performance being more than the desired performance or, the actual performance being less than the desired performance depicting a negative deviation in the organizational performance. It includes recalling, evaluating and analysis of data related to the employees performance. DISCUSSING RESULTS The result of the management is communicated and discussed with the employees on one-to-one basis. The focus of this discussion is on communication and listening. The results, the problems and the possible solutions are discussed with the aim of problem solving and reaching consensus. The feedback should be given with a positive attitude as this can have an effect on the employees future performance. The purpose of the meeting should be to solve the problems faced and motivate the employees to perform better. DECISION MAKING The last step of the process is to take decisions which can be taken either to improve 18

the performance of the employees, take the required corrective actions, or the related HR decisions like rewards, promotions, demotions, transfers etc.

Cabinet Secretary, Shri K. M. Chandrasekhar, will inaugurate a two-day workshop on Government Performance Management for senior policy makers from SAARC countries on Tuesday, March 30, 2010. In addition to Secretary General of SAARC, Shri Sheel Kant Sharma and Indian officials, senior officials from Afghanistan, Bangladesh, Bhutan, Maldives, Nepal, Pakistan and Sri Lanka will also attend this workshop. The SAARC Workshop on Government Performance Management is being organized by India in response to a decision taken at the meeting of Cabinet Secretaries from SAARC Countries held in November 2009. It is a result of considerable interest in Indias swift implementation of a sophisticated Performance Monitoring and Evaluation System for Government departments.

Performance Management System Features

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Performance Elements are the critical components of an executives or senior professionals work that contribute to organizational goals and results Unsatisfactory performance in any one of the Performance Elements would make the executives overall job performance unsatisfactory Performance Element Benchmarks included as a resource slide in this Module

Arguments Against Performance Management

The major arguments against performance management given in favour of abolishing the performance management are: The first and the foremost argument is the fact that discrepancies between the theory and its application. There is often a disconnect between the theory and the practical implementation. PM is a bitter process for most of the employees which can create emotional pressures and stress for the employees

The focus of the PM process is too narrow i.e. just to determine the rewards and punishments for the employees by measuring their past performance. PM is often looked upon as a tool to control the employees by the superiors which dampen the intrinsic motivation of the employees. Most of the managers and superiors are not trained enough to carry the processes in the appropriate and the structured manner. PM process increases the dependency of the employees on their superiors. PM process encourages accountability, approvals and discourages the spirit of creativity and initiative by employees and also demotivates them. Performance management are conducted by managers who are often not trained to be appraisers. This obstructs the genuine feedback, as it includes subjectivity and bias of the raters leading to incorrect and unreliable data regarding the performance of the employees. PM can adversely affect the morale of the employees and create dissatisfaction among them, thereby affecting the organizational performance.

CURRENT GLOBAL TRENDS IN PERFORMANCE MANAGEMENT PROGRAM

OF CROSS CULTURE HUMAN RESOURCES

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 The focus of the performance management is turning towards career development relying on the dialogues and discussions with the superiors. Performance measuring, rating and review systems have become more detailed, structured and person specific than before. Performance related pay is being incorporated in the strategies used by the organizations.

GLOBAL TRENDS
The emergence of following concepts and the following trends related to Performance management can be seen in the global scenario:

360 Degree Management 360 degree feedback, also known as 'multi-rater feedback', is the most comprehensive management where the feedback about the employees performance comes from all the sources that come in contact with the employee on his job. Organizations are increasingly using feedback from various sources such as peer input, customer feedback, and input from superiors. Different forms with different formats are being used to obtain the information regarding the employee performance. Team Performance Management According to a wall street journal headline, "Teams have become commonplace in U.S. Companies". Most of the performance management techniques are formulated with individuals in mind i.e. to measure and rate the performance of the individual employee. Therefore, with the number of teams increasing in the organizations, it becomes difficult to measure and appraise the performance of the team. The question is how to separate the performance of the team from the performance of the cross cultural employees. A solution to this problem that is being adopted by the companies is to measure both the individual and the team performance. Sometimes, team based objectives are also included in the individual performance plans.

Conclusion

Performance management of cross culture human resources is very effective in today scenario . it improve the overall Performance of different cultural human resources in organization . it provide better co-ordination between employees and management . 21

Performance management have become an increasingly important tool for organizations to manage and improve the performance of employees, to make more valid staffing decisions, and to enhance the overall effectiveness of the firms services and products. These sources of resistance to the change have to be identified and managed to build incentives for using a new management system. Once a well-designed system has been implemented, the work is still not done. An management system has to be maintained by monitoring its operation through periodic evaluations. Only by keeping an management system finely tuned will it enable managers to have a rational basis for making sound personnel decisions and for improve the performance of employee for gains in productivity that are so critically needed in todays times. Among the personnel decisions, some of the most important concern the organizations compensation system. The prescriptions should be helpful guidelines for improving any management system. Effective performance management also must be carefully integrated with other human resource domains, particularly compensation systems with a pay-for performance component. Accurate management also are critical for determining training needs.

Bibliography
Robert Bacal Performance management, illustrated edition, Published by McGrawHill Professional. Herman Aguinis Performance Management Edition 2, illustrated, published byPrentice Hall.

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Richard Luecke, Brian J. Hall Performance management: measure and improve the effectiveness of your employees illustrated edition, published by- Harvard Business Press.

Webliography
http://en.wikipedia.org/wiki/ http://www.allbusiness.com/management/332493-1.html http://www.faqs.org/abstracts/Human-resources-and-labor-relations/ExpatriatePerformance-Management-The-Case-of-Nokia-Telecommunications.html http://jmi.sagepub.com/cgi/content/short/3/2/189 http://www.allbusiness.com/human-resources/315304-1.html

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