Exam 9: Global Workforce Performance Management

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

Important upstream considerations for global performance management include responsiveness to local conditions, sensitivity to cross-cultural differences, establishment of the performance management relationship, and training for effective performance management.

Performance management can serve as an effective HR control mechanism for implementing MNC strategy and carrying out important objectives despite significant physical distance and cultural barriers.

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

The performance management process is based on the fundamental assumption that employees must accept some degree of control and responsibility for their actions and performance outcomes. Therefore, a performance appraisal session should not include a consideration of possible external factors influencing performance beyond the employee's control.

MNC managers at all levels can have a powerful effect on global performance management activities since they are essentially the ones who plan and implement performance management practices and activities.

In the first phase of the performance management process, the manager and employee discuss and agree upon clear job performance goals.

Hans, a manager over a German MNC's operation in Peru, finds that he has considerably less technology and infrastructure support than other managers in other operations of the MNC. Which downstream performance management consideration should be taken into account in preparing for Hans' upcoming performance appraisal?

There is evidence that a gender effect as well as cultural effect involving high collectivist and high power distance cultures can obscure the overall accuracy of this source of input for making employee performance appraisal decisions.

To improve the accuracy and overall value of performance appraisals, as many as possible different sources of input on employee performance should be used.

In this cultural condition, employees perceive themselves as part of a group while fully accepting the power and status inequalities within the group.

Once an employee actually begins work on a newly designed job, managers should be observant and open to employee input on possible aspects of the predetermined job design that may need revising.

The alignment of leadership throughout the MNC relative to common values, priorities, and performance expectations can also contribute to the development of a common global business culture that can have a unifying influence on employee thought, behavior, and performance.