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    IHRMchapter 11

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    7_raghu
    The document discusses performance management of employees in multinational companies. It addresses factors like non-comparable data, volatility of the global environment, and cultural differences that make performance management complex at the international level. It also examines performance factors for expatriates like compensation, job role, support from headquarters, and cultural adjustment. Performance is managed for expatriates, local employees, and those on non-standard assignments through tools like customized performance appraisal forms and feedback.

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    IHRMchapter 11

    Uploaded by

    7_raghu
    402 views11 pages
    The document discusses performance management of employees in multinational companies. It addresses factors like non-comparable data, volatility of the global environment, and cultural differences that make performance management complex at the international level. It also examines performance factors for expatriates like compensation, job role, support from headquarters, and cultural adjustment. Performance is managed for expatriates, local employees, and those on non-standard assignments through tools like customized performance appraisal forms and feedback.

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    IHRMchapter_11

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    The document discusses performance management of employees in multinational companies. It addresses factors like non-comparable data, volatility of the global environment, and cultural differences that make performance management complex at the international level. It also examines performance factors for expatriates like compensation, job role, support from headquarters, and cultural adjustment. Performance is managed for expatriates, local employees, and those on non-standard assignments through tools like customized performance appraisal forms and feedback.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    402 views11 pages

    IHRMchapter 11

    Uploaded by

    7_raghu
    The document discusses performance management of employees in multinational companies. It addresses factors like non-comparable data, volatility of the global environment, and cultural differences that make performance management complex at the international level. It also examines performance factors for expatriates like compensation, job role, support from headquarters, and cultural adjustment. Performance is managed for expatriates, local employees, and those on non-standard assignments through tools like customized performance appraisal forms and feedback.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 11
    At a glance
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    The chapter discusses performance management challenges in multinational companies including non-comparable data, volatility of the global environment, distance, and subsidiary maturity. It also covers factors that influence expatriate performance and different types of international assignments.

    Some challenges of performance management in multinationals include issues with non-comparable data across countries, volatility in the global environment, separation by time and distance, and variable levels of subsidiary maturity.

    Factors that influence expatriate performance include their compensation package, task and role clarity, support from headquarters, factors in the host environment, and cultural adjustment.

    International Human Resource Management

    Managing people in a multinational context

    Chapter Objectives
    We address: Multinational performance management at the global and local level: o considering aspects such as non-comparable data, o the volatility of the global environment, o the effect of distance, and o level of subsidiary maturity Performance management as part of a MNEs control system Factors associated with expatriate performance, including compensation package, task and role, headquarters support, host environment factors and cultural adjustment Performance management of expatriates and non-expatriates, and for those on non-standard tasks and assignments such commuter and virtual issues related to the performance appraisal of international employees

    IHRM Chapter 11

    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 IAS IJV FCPA

    Expatriate tasks: chief executive officer structure reproducer troubleshooter operative

    formal control mechanisms international employees corporate governance psychologically distant host environment customized performance appraisal form cultural adjustment performance feedback performance appraisal
    v IHRM Chapter 11

    Figure 11-1

    Perspectives, issues, actions and consequences in MNE performance management

    IHRM Chapter 11

    MNE subsidiary performance constraints


    1. 2. 3. 4. 5. 6. Whole versus part Non-comparable data Volatility of the global environment Separation by time and distance Variable levels of maturity Control and performance management

    IHRM Chapter 11

    Figure 11-2

    MNE control and performance

    IHRM Chapter 11

    Figure 11-3

    Variables affecting expatriate performance

    IHRM Chapter 11

    Figure 11-4

    PCN role conception

    IHRM Chapter 11

    Figure 11-5

    TCN role conception

    IHRM Chapter 11

    Figure 11-6

    HCN role conception

    IHRM Chapter 11

    10

    Discussion Questions
    1. In the section on the volatility of the global environment, several world events were listed that have had profound implications for the global and local strategies of MNEs. Select a recent world event, identify the specific HR implications that may arise from this, and devise policies as to how these may be handled. 2. Discuss the major factors associated with appraisal of expatriate managerial performance. 3. One of the dangers of performance appraisal is that, because the focus is so much on a particular individual, the teamwork aspect gets lost. In an international location, it is perhaps desirable to focus more on how the PCN has settled in and is operating as part of a team rather than as an individual at the possible detriment of the team. Do you agree with this statement? 4. Why is it important to include hard, soft and contextual goals when assessing managerial performance? 5. In what ways would the role of a manager working in a non-standard international assignment differ from that of a typical expatriate manager?
    v IHRM Chapter 11

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