This document discusses performance appraisal and the challenges of international performance management. It provides the following key points:
1. Performance appraisal is the process of evaluating an employee's job performance, including both quantitative and qualitative aspects, to help them grow in their role. Its primary objectives are to facilitate employee development and ensure fair compensation.
2. Challenges of international performance management include differences in company structures, customized vs standard formats, validity of criteria across cultures, and rater bias or competency issues due to distances.
3. For an effective international performance appraisal system, the process needs to be reliable, valid, customized, communicate openly, be sensitive to local contexts, and provide transparency to appraise
This document discusses performance appraisal and the challenges of international performance management. It provides the following key points:
1. Performance appraisal is the process of evaluating an employee's job performance, including both quantitative and qualitative aspects, to help them grow in their role. Its primary objectives are to facilitate employee development and ensure fair compensation.
2. Challenges of international performance management include differences in company structures, customized vs standard formats, validity of criteria across cultures, and rater bias or competency issues due to distances.
3. For an effective international performance appraisal system, the process needs to be reliable, valid, customized, communicate openly, be sensitive to local contexts, and provide transparency to appraise
This document discusses performance appraisal and the challenges of international performance management. It provides the following key points:
1. Performance appraisal is the process of evaluating an employee's job performance, including both quantitative and qualitative aspects, to help them grow in their role. Its primary objectives are to facilitate employee development and ensure fair compensation.
2. Challenges of international performance management include differences in company structures, customized vs standard formats, validity of criteria across cultures, and rater bias or competency issues due to distances.
3. For an effective international performance appraisal system, the process needs to be reliable, valid, customized, communicate openly, be sensitive to local contexts, and provide transparency to appraise
This document discusses performance appraisal and the challenges of international performance management. It provides the following key points:
1. Performance appraisal is the process of evaluating an employee's job performance, including both quantitative and qualitative aspects, to help them grow in their role. Its primary objectives are to facilitate employee development and ensure fair compensation.
2. Challenges of international performance management include differences in company structures, customized vs standard formats, validity of criteria across cultures, and rater bias or competency issues due to distances.
3. For an effective international performance appraisal system, the process needs to be reliable, valid, customized, communicate openly, be sensitive to local contexts, and provide transparency to appraise
• It the method of evaluating the behaviour of employees in the work spot, normally including both quantitative and qualitative aspects of job performance.
– It’s the systematic description of an employee’s
job relevant strength and weakness. – It is not job evaluation – It’s continuous plan Primary objective • To create and maintain a satisfactory level of performance.
• To contribute to the employee growth
• To help superior – proper understanding – subordinates
• To continuous ranking
• To facilitate fair and equitable compensation
• To facilitate for testing and validate selection tests
• To provide decision making – lay-off, retrenchment etc.
CHALLENGES OF INTERNATIONAL PERFORMANCE MANAGEMENT • Total company Vs part of it • Standard format Vs customised format • Uniformity of data • Validity of performance criteria • Time and distance variations • Various levels of maturity and skills • Rater competency • Rater bias • Host environment • Cultural adjustment Total company Vs part of it • MNC consist of HQ, Subsidiaries, other alliances • Its critical – if its different appraisal form • It affect the decision making of the firm • Autonomous subsidies fix price • Subsidies with low income & high income • J&J USA, Japan and India - the result is arbitrage How to make effective international performance appraisal system. • Reliability and validity • Appraisals should be relevant • Customisation of appraisal form • of the appraiser and appraise • Open and continuous communication • Sensitive to ground realities • Appraise s access to results • Easy to operate • Rater’s knowledge and appraise