Exam 9: Global Workforce Performance Management

On-the-job training (OJT), the most common form of training in organizations, most closely resembles which phase of the performance management process?

Due to wasted time and energy in working with employees to resolve performance problems, managers are typically much better off to quickly terminate employees as early as possible when performance problems are detected.

In countries high on this cultural dimension we tend to see more qualitative evaluations of individual performance in contributing to the whole job, including quality of interpersonal interaction, supportive and cooperative work relationships, and contribution to constructive work climate.

Evaluating the performance of expatriates is more complex and complicated due to the nature of the jobs they are assigned to. What are key considerations for MNCs to keep in mind in order to effectively assess expatriate performance?

In an effective performance management relationship, the manager should not give the impression of his or her dependence on employee input and feedback, for such a perception would lessen the manager's necessary power advantage.

Due to the time and stress typically associated with performance appraisal, research in several different countries has found greater satisfaction and productivity associated with annual or even less frequent performance appraisal and less formal performance feedback activities.

One limitation of performance management is that it is directed solely at individual performance, thus neglecting attention to group cooperation and team performance.

In order to effectively manage the global performance appraisal schemes, MNCs need to carefully consider both the upstream and downstream imperatives. Please list and explain the three key issues from both the upstream and downstream side that MNCs need to take into consideration.

Which of the following is a major "Upstream" consideration for effective global performance management?

Antonio Rossi is very disappointed and upset. He just received his first annual performance appraisal after serving a year as head of his Italian firm's 12-year-old operation in Santiago, Chile. Although he admits that his performance had significant mistakes and problems during his first six months with the assignment, his work is now going extremely well. He doesn't think it is fair to weigh the first six months equally in his appraisal due to his necessary adjustment period. Which of the following important considerations for expatriate performance appraisal was most neglected for Mr. Rossi?

Effective performance management is aligned with company strategic objectives, and is integrated with other HR functions such as staffing, training, and compensation.

Training for both manager and employee is essential for the performance management process to function effectively.

Although some large countries, such as Russia and the US, can have multiple and widely differing subcultures, large MNCs typically develop only a single organizational culture that dominates at the various foreign operations of the MNC.

Mr. Sang works for an electronics manufacturer with headquarters in Taiwan. After working for the company for five years in Taiwan, he has been sent to work in the U.S. subsidiary operation in San Francisco, where he reports to the American general manager for the subsidiary, Tom Johnson. To be effective, the process for appraising Mr. Sang's performance should not include the input of Mr. Johnson, due to possible cross-cultural misunderstanding, but should rely on the evaluations made by Taiwanese managers back at company headquarters.

For productive organizational learning to improve performance management, experiences gained (both good and bad) in the course of carrying out performance management activities at the local level should be considered as input for the MNC's global training agenda and shared throughout the organization.

Which is the final phase of the performance management process as described in the text?

Which of these aspects of national cultures has been found to be very relevant in carrying out local performance management activities?

An emphasis in performance appraisal on future employee development rather than judgments about past performance has been found to contribute to higher levels of employee satisfaction in several different countries.

In general, the more different a host country's environment is from that of the MNC's home country, the greater degree of modification is needed for the home country appraisal procedures and tools that are used for host country application.

To ensure the quality of upward feedback, measures should be taken to increase employee perceptions that negative upward feedback will be held confidential and safe from retaliatory consequences