chapter 6 performance management
TRANSCRIPT
Performance Appraisal
bull Expatriatersquos performance appraisal
bull Variable influencing Performance of Expatriate
bull Issues and challenges in international performance management
Definitions
According to Newstrom ldquoIt is the process of evaluating the
performance of employees sharing that information with them
and searching for ways to improve their performancersquorsquo
Performance appraisal is the step where the management finds
out how effective it has been at hiring and placing employees
A ldquoPerformance appraisalrdquo is a process of evaluating an employeersquos
performance of a job in terms of its requirements
Objectives of Performance Appraisal
Employee Organization
measuring the efficiency
maintaining organizational
control
concrete and tangible
particulars about their work
assessment of
performance
mutual goals of the
employees amp the organization
growth amp development
increase harmony amp enhance
effectiveness
Personal development
work satisfaction
involvement in the
organization
According to
Aims at
1 Paired comparison
2 Graphic Rating scales
3 Forced choice Description
method
4 Forced Distribution Method
5 Checks lists
6 Free essay method
7 Critical Incidents
8 Group Appraisal
9 Field Review Method
10Confidential Report
11Ranking
1 Assessment Center
2 Appraisal by Results or
Management by
Objectives
3 Human Asset
Accounting
4 Behaviorally Anchored
Rating scales
5 360 Degree Feedback
Traditional Methods Modern Methods
Methods of Performance Appraisal
SDKSDHKS
Objective -
bull Introduction
bull Challenges of International performance management
bull Areas to be appraised
bull Who should appraise the performance
bull System of Performance appraisal
bull Problems of performance appraisal
bull How to make appraisal effective
bull
International Performance Management
ndash It is the process of assessing an individuals performance in asystematic way
ndash The performance being measured against various job relatedfactors as well as individual traits
ndash In addition ones potential for performance is measured
IHRM is a process ldquothat enables the multinational to evaluate and
continuously improve individual subsidiary unit and corporate performance
against clearly defined pre-set goals and targetsrdquo
Why Appraise Performance
Periodic evaluation helps mangers to have a better understanding of eachemployees skills with the goal to facilitate train and develop abilities andpower to their employees
ndash A chase to assess job development encourage interest and enhance jobperformance by pointing out the development and recognizingproductive work
ndash A feedback system will help to improve the performance
Purpose Performance Appraisal
To provide feedback to individuals about how well they are doing
To provide a basis for rewarding top performers
To identify areas in which additional training and development may be needed
To identify problem areas that may call for a change in assignment
Problem Performance appraisal
Unintentional bias
bull Host-nation biased by cultural frame of reference
bull Home-country biased by distance and lack of experience working abroad
bull Expatriate managers believe that headquarters unfairly evaluates and under
appreciates them
Guidelines for performance appraisal
More weight should be given to onsite managerrsquos evaluation as they are able to recognize the soft variables
Expatriate who worked in same location should assist home-office manager with evaluation
If foreign on-site managers prepare an evaluation home-office manager should be consulted before completion of formal the terminal evaluation
Challenges of International Performance Management
bull Total company vs part of it
bull Standardized or customized appraisal
form
bull Time differences and distance separation
bull Unreliable data across boundaries
bull Complex and volatile environments
bull Who conducts the performance appraisal
bull Frequency of appraisal
bull Variable levels of maturity
bull Volatility of the global environment
bull Non-comparable data
bull Cultural adjustment
bull Host environment
bull Raters Bias
Performance Criteria
Contextual goals
Soft goals
Hard goals
An appraisal system that uses hard soft
and contextual criteria is advocated
Hard Goals are objective
quantifiable and can be directly
measured such as Return-on-Investment
( ROI ) market share so on
Soft Goals tend to be relationship-
based or trait-based such as leadership
style interpersonal skills etc
Contextual Goals attempt to take into
consideration factors that result from the
situation in which performance occurs
Factors to be considered in individual performance amp appraisal process
Headquartersrsquo support
Compensation Package
Task
Host Environment
Expatriate Performance Management System
Cultural Adjustment
Compensation such assignments taken for perceived financial benefits and career progression
1048766 Compensation is one of the key factor closely associated with expatrsquos performance
1048766 Well compensated expatriates definitely happier and more productive
1048766 Pay according to Herzbergs two factor theory of motivation is a hygiene factor which
when adequately provided for removes dissatisfaction but fails to activate motivation and
performance
1048766 But money continues to remain as one of the most significant motivators for expats
2 Task
1048766 An expatriate is sent on an overseas assignment either as chief executive system
replicator trouble shooter or as a simple operator
1048766 Whatever the nature of assignment task has considerable impact on an individualrsquos
performance
1048766 A tougher task tends to evolve better performance than a job which is relatively easy to
handle
1048766 People tend to show their best when the job is tough and challenging
Head quarterrsquos support
1048766 Home office support is a crucial in expatriate performance
1048766 An assignee has accepted an overseas job for three objectives making
extra money career prospectus and loyalty to the organization and
commitment to make the firm successful
1048766 It is necessary that the home office extends support and offer moral
courage by psychological counseling particularly in times when the
expatriate is passing through a culture shock
Host Environment
1048766 Environment wields considerable influence on performance particularly of the
expatriate If the host environment is hostile expatriate are under constant
pressure and often there is a threat to their life itself
1048766 The form of ownership of the subsidiary is also important For instance it may
be relatively easier to perform in a wholly owned subsidiary than in a joint venture
with a state owned enterprise in China
1048766 Conflicting goals between parent companies are a common problem within
international joint ventures and can make the expatriatersquos job more difficult
The ability to live comfortably in an alien culture ndash is essential for the success of an
expatriate Multicultural adjustability refers to being sensitive to the host culture the
expatrsquos multicultural sensitivity language ability diplomacy adaptability positive
attitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailing
spouse to adjust is often a major reason behind expatriate failure
Cultural Adjustment
The international HR Manager should decide on 3 key areas while assessing
an expatriatersquos performance
- Specific performance criteria
- Identifying the appraisers
- deciding on the frequency of appraisal
Expatriatersquos performance
appraisal
Basically there are three categories of performance indicators
1 Trait based (soft goal) ndash leadership style interpersonal skill etc
2 Behavior based (contextual goals) ndash attempts to take into consideration factors that
results
from the situation in which performance occurs
3 Result based (Hard goals) ndash objectives quantifiable and can be directly measured
such as Return On Investment (ROI) market share and so on
Non-expatriate Performance management
bull A seemingly neglected group
bull Performance effects of factors associated with constant air
travel
ndash Depression nervous anxiety sleep disturbance health issues
bull Stress associated with frequent absences and effect on family
relationships
bull Non-standard assignments such as commuter arrangements and
virtual assignments share these aspects
Performance Appraisal at
Pepsi-Cola International
bull Common performance appraisal system focuses on
motivating managers to achieve and maintain high standards
of motivation
Factors associated with high performance in diverse markets
were identified
Handling business complexity
Results orientation
Organizational savvy
Leadership
Executive excellence
Composure under pressure
Technical knowledge
Positive people skills
Effective communication and impact
Maturity
Conthellip
Five feed-back based mechanism
bull Instant feedback
bull Coaching
bull Accountability-based performance appraisal
bull Development feedback
bull Human resource plan for future
US Performance Appraisal
System
To build up employee performance plan
bull Discuss performance plan
bull Evaluating
bull Rewarding
bull Provide assistant
bull Repositioning or removing
bull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievement
ndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquo
ndash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of
business
ndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees -
Japan
1048766 It is important to avoid direct confrontation to lsquosave facersquo and this
customs affects the way in which the performance appraisal is conducted
1048766 A Japanese manager can not directly point out a work related problem
or error committed by a subordinate
1048766 Developmental appraisal is usually conducted every month and
evaluation appraisal is performed after 12 years
1048766 Feed back is subtle and given orally Japanese employees never rebut
1048766 Appraisal process praise is given to the group
Appraisal of HCN Employees-
USA
1048766 Workers performance appraisals featured the us cultural concept of meritocracy which emphasis fairness and a short term orientation
1048766 Employee expect to be appraised individually and heavily on individual feedback regarding performance
1048766 PA in the US are usually conducted once a year
1048766 Feedback in the US process is direct and probably in writing
1048766 US employees tend to present their own rebutted to the feed back
1048766 Appraisal process praise is given individually
USA vs Peoples Republic of China (PRC)
bull Performance appraisal
ndash USA Two-way communication and counseling are widely used in the performance appraisal process
ndash Peoples Republic of China (PRC) Superiors have absolute authority to evaluate subordinates standards of performance are vague and generic
CONT
bull Reward system
ndash USA A wide variety of rewards are used in the incentive system
ndash Peoples Republic of China (PRC) Range of wage and salary is narrow bonus is not based on individual performance pay is more motivating than in the USA
CONT
bull Participative management
ndash USA Participative management is welcome and
encouraged even if it is not prevalent yet
ndash Peoples Republic of China (PRC) Collective leadership
is widely used but the participation of workers in major
decisions is superficial and symbolic
Thank You
bull Expatriatersquos performance appraisal
bull Variable influencing Performance of Expatriate
bull Issues and challenges in international performance management
Definitions
According to Newstrom ldquoIt is the process of evaluating the
performance of employees sharing that information with them
and searching for ways to improve their performancersquorsquo
Performance appraisal is the step where the management finds
out how effective it has been at hiring and placing employees
A ldquoPerformance appraisalrdquo is a process of evaluating an employeersquos
performance of a job in terms of its requirements
Objectives of Performance Appraisal
Employee Organization
measuring the efficiency
maintaining organizational
control
concrete and tangible
particulars about their work
assessment of
performance
mutual goals of the
employees amp the organization
growth amp development
increase harmony amp enhance
effectiveness
Personal development
work satisfaction
involvement in the
organization
According to
Aims at
1 Paired comparison
2 Graphic Rating scales
3 Forced choice Description
method
4 Forced Distribution Method
5 Checks lists
6 Free essay method
7 Critical Incidents
8 Group Appraisal
9 Field Review Method
10Confidential Report
11Ranking
1 Assessment Center
2 Appraisal by Results or
Management by
Objectives
3 Human Asset
Accounting
4 Behaviorally Anchored
Rating scales
5 360 Degree Feedback
Traditional Methods Modern Methods
Methods of Performance Appraisal
SDKSDHKS
Objective -
bull Introduction
bull Challenges of International performance management
bull Areas to be appraised
bull Who should appraise the performance
bull System of Performance appraisal
bull Problems of performance appraisal
bull How to make appraisal effective
bull
International Performance Management
ndash It is the process of assessing an individuals performance in asystematic way
ndash The performance being measured against various job relatedfactors as well as individual traits
ndash In addition ones potential for performance is measured
IHRM is a process ldquothat enables the multinational to evaluate and
continuously improve individual subsidiary unit and corporate performance
against clearly defined pre-set goals and targetsrdquo
Why Appraise Performance
Periodic evaluation helps mangers to have a better understanding of eachemployees skills with the goal to facilitate train and develop abilities andpower to their employees
ndash A chase to assess job development encourage interest and enhance jobperformance by pointing out the development and recognizingproductive work
ndash A feedback system will help to improve the performance
Purpose Performance Appraisal
To provide feedback to individuals about how well they are doing
To provide a basis for rewarding top performers
To identify areas in which additional training and development may be needed
To identify problem areas that may call for a change in assignment
Problem Performance appraisal
Unintentional bias
bull Host-nation biased by cultural frame of reference
bull Home-country biased by distance and lack of experience working abroad
bull Expatriate managers believe that headquarters unfairly evaluates and under
appreciates them
Guidelines for performance appraisal
More weight should be given to onsite managerrsquos evaluation as they are able to recognize the soft variables
Expatriate who worked in same location should assist home-office manager with evaluation
If foreign on-site managers prepare an evaluation home-office manager should be consulted before completion of formal the terminal evaluation
Challenges of International Performance Management
bull Total company vs part of it
bull Standardized or customized appraisal
form
bull Time differences and distance separation
bull Unreliable data across boundaries
bull Complex and volatile environments
bull Who conducts the performance appraisal
bull Frequency of appraisal
bull Variable levels of maturity
bull Volatility of the global environment
bull Non-comparable data
bull Cultural adjustment
bull Host environment
bull Raters Bias
Performance Criteria
Contextual goals
Soft goals
Hard goals
An appraisal system that uses hard soft
and contextual criteria is advocated
Hard Goals are objective
quantifiable and can be directly
measured such as Return-on-Investment
( ROI ) market share so on
Soft Goals tend to be relationship-
based or trait-based such as leadership
style interpersonal skills etc
Contextual Goals attempt to take into
consideration factors that result from the
situation in which performance occurs
Factors to be considered in individual performance amp appraisal process
Headquartersrsquo support
Compensation Package
Task
Host Environment
Expatriate Performance Management System
Cultural Adjustment
Compensation such assignments taken for perceived financial benefits and career progression
1048766 Compensation is one of the key factor closely associated with expatrsquos performance
1048766 Well compensated expatriates definitely happier and more productive
1048766 Pay according to Herzbergs two factor theory of motivation is a hygiene factor which
when adequately provided for removes dissatisfaction but fails to activate motivation and
performance
1048766 But money continues to remain as one of the most significant motivators for expats
2 Task
1048766 An expatriate is sent on an overseas assignment either as chief executive system
replicator trouble shooter or as a simple operator
1048766 Whatever the nature of assignment task has considerable impact on an individualrsquos
performance
1048766 A tougher task tends to evolve better performance than a job which is relatively easy to
handle
1048766 People tend to show their best when the job is tough and challenging
Head quarterrsquos support
1048766 Home office support is a crucial in expatriate performance
1048766 An assignee has accepted an overseas job for three objectives making
extra money career prospectus and loyalty to the organization and
commitment to make the firm successful
1048766 It is necessary that the home office extends support and offer moral
courage by psychological counseling particularly in times when the
expatriate is passing through a culture shock
Host Environment
1048766 Environment wields considerable influence on performance particularly of the
expatriate If the host environment is hostile expatriate are under constant
pressure and often there is a threat to their life itself
1048766 The form of ownership of the subsidiary is also important For instance it may
be relatively easier to perform in a wholly owned subsidiary than in a joint venture
with a state owned enterprise in China
1048766 Conflicting goals between parent companies are a common problem within
international joint ventures and can make the expatriatersquos job more difficult
The ability to live comfortably in an alien culture ndash is essential for the success of an
expatriate Multicultural adjustability refers to being sensitive to the host culture the
expatrsquos multicultural sensitivity language ability diplomacy adaptability positive
attitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailing
spouse to adjust is often a major reason behind expatriate failure
Cultural Adjustment
The international HR Manager should decide on 3 key areas while assessing
an expatriatersquos performance
- Specific performance criteria
- Identifying the appraisers
- deciding on the frequency of appraisal
Expatriatersquos performance
appraisal
Basically there are three categories of performance indicators
1 Trait based (soft goal) ndash leadership style interpersonal skill etc
2 Behavior based (contextual goals) ndash attempts to take into consideration factors that
results
from the situation in which performance occurs
3 Result based (Hard goals) ndash objectives quantifiable and can be directly measured
such as Return On Investment (ROI) market share and so on
Non-expatriate Performance management
bull A seemingly neglected group
bull Performance effects of factors associated with constant air
travel
ndash Depression nervous anxiety sleep disturbance health issues
bull Stress associated with frequent absences and effect on family
relationships
bull Non-standard assignments such as commuter arrangements and
virtual assignments share these aspects
Performance Appraisal at
Pepsi-Cola International
bull Common performance appraisal system focuses on
motivating managers to achieve and maintain high standards
of motivation
Factors associated with high performance in diverse markets
were identified
Handling business complexity
Results orientation
Organizational savvy
Leadership
Executive excellence
Composure under pressure
Technical knowledge
Positive people skills
Effective communication and impact
Maturity
Conthellip
Five feed-back based mechanism
bull Instant feedback
bull Coaching
bull Accountability-based performance appraisal
bull Development feedback
bull Human resource plan for future
US Performance Appraisal
System
To build up employee performance plan
bull Discuss performance plan
bull Evaluating
bull Rewarding
bull Provide assistant
bull Repositioning or removing
bull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievement
ndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquo
ndash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of
business
ndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees -
Japan
1048766 It is important to avoid direct confrontation to lsquosave facersquo and this
customs affects the way in which the performance appraisal is conducted
1048766 A Japanese manager can not directly point out a work related problem
or error committed by a subordinate
1048766 Developmental appraisal is usually conducted every month and
evaluation appraisal is performed after 12 years
1048766 Feed back is subtle and given orally Japanese employees never rebut
1048766 Appraisal process praise is given to the group
Appraisal of HCN Employees-
USA
1048766 Workers performance appraisals featured the us cultural concept of meritocracy which emphasis fairness and a short term orientation
1048766 Employee expect to be appraised individually and heavily on individual feedback regarding performance
1048766 PA in the US are usually conducted once a year
1048766 Feedback in the US process is direct and probably in writing
1048766 US employees tend to present their own rebutted to the feed back
1048766 Appraisal process praise is given individually
USA vs Peoples Republic of China (PRC)
bull Performance appraisal
ndash USA Two-way communication and counseling are widely used in the performance appraisal process
ndash Peoples Republic of China (PRC) Superiors have absolute authority to evaluate subordinates standards of performance are vague and generic
CONT
bull Reward system
ndash USA A wide variety of rewards are used in the incentive system
ndash Peoples Republic of China (PRC) Range of wage and salary is narrow bonus is not based on individual performance pay is more motivating than in the USA
CONT
bull Participative management
ndash USA Participative management is welcome and
encouraged even if it is not prevalent yet
ndash Peoples Republic of China (PRC) Collective leadership
is widely used but the participation of workers in major
decisions is superficial and symbolic
Thank You
Definitions
According to Newstrom ldquoIt is the process of evaluating the
performance of employees sharing that information with them
and searching for ways to improve their performancersquorsquo
Performance appraisal is the step where the management finds
out how effective it has been at hiring and placing employees
A ldquoPerformance appraisalrdquo is a process of evaluating an employeersquos
performance of a job in terms of its requirements
Objectives of Performance Appraisal
Employee Organization
measuring the efficiency
maintaining organizational
control
concrete and tangible
particulars about their work
assessment of
performance
mutual goals of the
employees amp the organization
growth amp development
increase harmony amp enhance
effectiveness
Personal development
work satisfaction
involvement in the
organization
According to
Aims at
1 Paired comparison
2 Graphic Rating scales
3 Forced choice Description
method
4 Forced Distribution Method
5 Checks lists
6 Free essay method
7 Critical Incidents
8 Group Appraisal
9 Field Review Method
10Confidential Report
11Ranking
1 Assessment Center
2 Appraisal by Results or
Management by
Objectives
3 Human Asset
Accounting
4 Behaviorally Anchored
Rating scales
5 360 Degree Feedback
Traditional Methods Modern Methods
Methods of Performance Appraisal
SDKSDHKS
Objective -
bull Introduction
bull Challenges of International performance management
bull Areas to be appraised
bull Who should appraise the performance
bull System of Performance appraisal
bull Problems of performance appraisal
bull How to make appraisal effective
bull
International Performance Management
ndash It is the process of assessing an individuals performance in asystematic way
ndash The performance being measured against various job relatedfactors as well as individual traits
ndash In addition ones potential for performance is measured
IHRM is a process ldquothat enables the multinational to evaluate and
continuously improve individual subsidiary unit and corporate performance
against clearly defined pre-set goals and targetsrdquo
Why Appraise Performance
Periodic evaluation helps mangers to have a better understanding of eachemployees skills with the goal to facilitate train and develop abilities andpower to their employees
ndash A chase to assess job development encourage interest and enhance jobperformance by pointing out the development and recognizingproductive work
ndash A feedback system will help to improve the performance
Purpose Performance Appraisal
To provide feedback to individuals about how well they are doing
To provide a basis for rewarding top performers
To identify areas in which additional training and development may be needed
To identify problem areas that may call for a change in assignment
Problem Performance appraisal
Unintentional bias
bull Host-nation biased by cultural frame of reference
bull Home-country biased by distance and lack of experience working abroad
bull Expatriate managers believe that headquarters unfairly evaluates and under
appreciates them
Guidelines for performance appraisal
More weight should be given to onsite managerrsquos evaluation as they are able to recognize the soft variables
Expatriate who worked in same location should assist home-office manager with evaluation
If foreign on-site managers prepare an evaluation home-office manager should be consulted before completion of formal the terminal evaluation
Challenges of International Performance Management
bull Total company vs part of it
bull Standardized or customized appraisal
form
bull Time differences and distance separation
bull Unreliable data across boundaries
bull Complex and volatile environments
bull Who conducts the performance appraisal
bull Frequency of appraisal
bull Variable levels of maturity
bull Volatility of the global environment
bull Non-comparable data
bull Cultural adjustment
bull Host environment
bull Raters Bias
Performance Criteria
Contextual goals
Soft goals
Hard goals
An appraisal system that uses hard soft
and contextual criteria is advocated
Hard Goals are objective
quantifiable and can be directly
measured such as Return-on-Investment
( ROI ) market share so on
Soft Goals tend to be relationship-
based or trait-based such as leadership
style interpersonal skills etc
Contextual Goals attempt to take into
consideration factors that result from the
situation in which performance occurs
Factors to be considered in individual performance amp appraisal process
Headquartersrsquo support
Compensation Package
Task
Host Environment
Expatriate Performance Management System
Cultural Adjustment
Compensation such assignments taken for perceived financial benefits and career progression
1048766 Compensation is one of the key factor closely associated with expatrsquos performance
1048766 Well compensated expatriates definitely happier and more productive
1048766 Pay according to Herzbergs two factor theory of motivation is a hygiene factor which
when adequately provided for removes dissatisfaction but fails to activate motivation and
performance
1048766 But money continues to remain as one of the most significant motivators for expats
2 Task
1048766 An expatriate is sent on an overseas assignment either as chief executive system
replicator trouble shooter or as a simple operator
1048766 Whatever the nature of assignment task has considerable impact on an individualrsquos
performance
1048766 A tougher task tends to evolve better performance than a job which is relatively easy to
handle
1048766 People tend to show their best when the job is tough and challenging
Head quarterrsquos support
1048766 Home office support is a crucial in expatriate performance
1048766 An assignee has accepted an overseas job for three objectives making
extra money career prospectus and loyalty to the organization and
commitment to make the firm successful
1048766 It is necessary that the home office extends support and offer moral
courage by psychological counseling particularly in times when the
expatriate is passing through a culture shock
Host Environment
1048766 Environment wields considerable influence on performance particularly of the
expatriate If the host environment is hostile expatriate are under constant
pressure and often there is a threat to their life itself
1048766 The form of ownership of the subsidiary is also important For instance it may
be relatively easier to perform in a wholly owned subsidiary than in a joint venture
with a state owned enterprise in China
1048766 Conflicting goals between parent companies are a common problem within
international joint ventures and can make the expatriatersquos job more difficult
The ability to live comfortably in an alien culture ndash is essential for the success of an
expatriate Multicultural adjustability refers to being sensitive to the host culture the
expatrsquos multicultural sensitivity language ability diplomacy adaptability positive
attitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailing
spouse to adjust is often a major reason behind expatriate failure
Cultural Adjustment
The international HR Manager should decide on 3 key areas while assessing
an expatriatersquos performance
- Specific performance criteria
- Identifying the appraisers
- deciding on the frequency of appraisal
Expatriatersquos performance
appraisal
Basically there are three categories of performance indicators
1 Trait based (soft goal) ndash leadership style interpersonal skill etc
2 Behavior based (contextual goals) ndash attempts to take into consideration factors that
results
from the situation in which performance occurs
3 Result based (Hard goals) ndash objectives quantifiable and can be directly measured
such as Return On Investment (ROI) market share and so on
Non-expatriate Performance management
bull A seemingly neglected group
bull Performance effects of factors associated with constant air
travel
ndash Depression nervous anxiety sleep disturbance health issues
bull Stress associated with frequent absences and effect on family
relationships
bull Non-standard assignments such as commuter arrangements and
virtual assignments share these aspects
Performance Appraisal at
Pepsi-Cola International
bull Common performance appraisal system focuses on
motivating managers to achieve and maintain high standards
of motivation
Factors associated with high performance in diverse markets
were identified
Handling business complexity
Results orientation
Organizational savvy
Leadership
Executive excellence
Composure under pressure
Technical knowledge
Positive people skills
Effective communication and impact
Maturity
Conthellip
Five feed-back based mechanism
bull Instant feedback
bull Coaching
bull Accountability-based performance appraisal
bull Development feedback
bull Human resource plan for future
US Performance Appraisal
System
To build up employee performance plan
bull Discuss performance plan
bull Evaluating
bull Rewarding
bull Provide assistant
bull Repositioning or removing
bull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievement
ndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquo
ndash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of
business
ndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees -
Japan
1048766 It is important to avoid direct confrontation to lsquosave facersquo and this
customs affects the way in which the performance appraisal is conducted
1048766 A Japanese manager can not directly point out a work related problem
or error committed by a subordinate
1048766 Developmental appraisal is usually conducted every month and
evaluation appraisal is performed after 12 years
1048766 Feed back is subtle and given orally Japanese employees never rebut
1048766 Appraisal process praise is given to the group
Appraisal of HCN Employees-
USA
1048766 Workers performance appraisals featured the us cultural concept of meritocracy which emphasis fairness and a short term orientation
1048766 Employee expect to be appraised individually and heavily on individual feedback regarding performance
1048766 PA in the US are usually conducted once a year
1048766 Feedback in the US process is direct and probably in writing
1048766 US employees tend to present their own rebutted to the feed back
1048766 Appraisal process praise is given individually
USA vs Peoples Republic of China (PRC)
bull Performance appraisal
ndash USA Two-way communication and counseling are widely used in the performance appraisal process
ndash Peoples Republic of China (PRC) Superiors have absolute authority to evaluate subordinates standards of performance are vague and generic
CONT
bull Reward system
ndash USA A wide variety of rewards are used in the incentive system
ndash Peoples Republic of China (PRC) Range of wage and salary is narrow bonus is not based on individual performance pay is more motivating than in the USA
CONT
bull Participative management
ndash USA Participative management is welcome and
encouraged even if it is not prevalent yet
ndash Peoples Republic of China (PRC) Collective leadership
is widely used but the participation of workers in major
decisions is superficial and symbolic
Thank You
Objectives of Performance Appraisal
Employee Organization
measuring the efficiency
maintaining organizational
control
concrete and tangible
particulars about their work
assessment of
performance
mutual goals of the
employees amp the organization
growth amp development
increase harmony amp enhance
effectiveness
Personal development
work satisfaction
involvement in the
organization
According to
Aims at
1 Paired comparison
2 Graphic Rating scales
3 Forced choice Description
method
4 Forced Distribution Method
5 Checks lists
6 Free essay method
7 Critical Incidents
8 Group Appraisal
9 Field Review Method
10Confidential Report
11Ranking
1 Assessment Center
2 Appraisal by Results or
Management by
Objectives
3 Human Asset
Accounting
4 Behaviorally Anchored
Rating scales
5 360 Degree Feedback
Traditional Methods Modern Methods
Methods of Performance Appraisal
SDKSDHKS
Objective -
bull Introduction
bull Challenges of International performance management
bull Areas to be appraised
bull Who should appraise the performance
bull System of Performance appraisal
bull Problems of performance appraisal
bull How to make appraisal effective
bull
International Performance Management
ndash It is the process of assessing an individuals performance in asystematic way
ndash The performance being measured against various job relatedfactors as well as individual traits
ndash In addition ones potential for performance is measured
IHRM is a process ldquothat enables the multinational to evaluate and
continuously improve individual subsidiary unit and corporate performance
against clearly defined pre-set goals and targetsrdquo
Why Appraise Performance
Periodic evaluation helps mangers to have a better understanding of eachemployees skills with the goal to facilitate train and develop abilities andpower to their employees
ndash A chase to assess job development encourage interest and enhance jobperformance by pointing out the development and recognizingproductive work
ndash A feedback system will help to improve the performance
Purpose Performance Appraisal
To provide feedback to individuals about how well they are doing
To provide a basis for rewarding top performers
To identify areas in which additional training and development may be needed
To identify problem areas that may call for a change in assignment
Problem Performance appraisal
Unintentional bias
bull Host-nation biased by cultural frame of reference
bull Home-country biased by distance and lack of experience working abroad
bull Expatriate managers believe that headquarters unfairly evaluates and under
appreciates them
Guidelines for performance appraisal
More weight should be given to onsite managerrsquos evaluation as they are able to recognize the soft variables
Expatriate who worked in same location should assist home-office manager with evaluation
If foreign on-site managers prepare an evaluation home-office manager should be consulted before completion of formal the terminal evaluation
Challenges of International Performance Management
bull Total company vs part of it
bull Standardized or customized appraisal
form
bull Time differences and distance separation
bull Unreliable data across boundaries
bull Complex and volatile environments
bull Who conducts the performance appraisal
bull Frequency of appraisal
bull Variable levels of maturity
bull Volatility of the global environment
bull Non-comparable data
bull Cultural adjustment
bull Host environment
bull Raters Bias
Performance Criteria
Contextual goals
Soft goals
Hard goals
An appraisal system that uses hard soft
and contextual criteria is advocated
Hard Goals are objective
quantifiable and can be directly
measured such as Return-on-Investment
( ROI ) market share so on
Soft Goals tend to be relationship-
based or trait-based such as leadership
style interpersonal skills etc
Contextual Goals attempt to take into
consideration factors that result from the
situation in which performance occurs
Factors to be considered in individual performance amp appraisal process
Headquartersrsquo support
Compensation Package
Task
Host Environment
Expatriate Performance Management System
Cultural Adjustment
Compensation such assignments taken for perceived financial benefits and career progression
1048766 Compensation is one of the key factor closely associated with expatrsquos performance
1048766 Well compensated expatriates definitely happier and more productive
1048766 Pay according to Herzbergs two factor theory of motivation is a hygiene factor which
when adequately provided for removes dissatisfaction but fails to activate motivation and
performance
1048766 But money continues to remain as one of the most significant motivators for expats
2 Task
1048766 An expatriate is sent on an overseas assignment either as chief executive system
replicator trouble shooter or as a simple operator
1048766 Whatever the nature of assignment task has considerable impact on an individualrsquos
performance
1048766 A tougher task tends to evolve better performance than a job which is relatively easy to
handle
1048766 People tend to show their best when the job is tough and challenging
Head quarterrsquos support
1048766 Home office support is a crucial in expatriate performance
1048766 An assignee has accepted an overseas job for three objectives making
extra money career prospectus and loyalty to the organization and
commitment to make the firm successful
1048766 It is necessary that the home office extends support and offer moral
courage by psychological counseling particularly in times when the
expatriate is passing through a culture shock
Host Environment
1048766 Environment wields considerable influence on performance particularly of the
expatriate If the host environment is hostile expatriate are under constant
pressure and often there is a threat to their life itself
1048766 The form of ownership of the subsidiary is also important For instance it may
be relatively easier to perform in a wholly owned subsidiary than in a joint venture
with a state owned enterprise in China
1048766 Conflicting goals between parent companies are a common problem within
international joint ventures and can make the expatriatersquos job more difficult
The ability to live comfortably in an alien culture ndash is essential for the success of an
expatriate Multicultural adjustability refers to being sensitive to the host culture the
expatrsquos multicultural sensitivity language ability diplomacy adaptability positive
attitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailing
spouse to adjust is often a major reason behind expatriate failure
Cultural Adjustment
The international HR Manager should decide on 3 key areas while assessing
an expatriatersquos performance
- Specific performance criteria
- Identifying the appraisers
- deciding on the frequency of appraisal
Expatriatersquos performance
appraisal
Basically there are three categories of performance indicators
1 Trait based (soft goal) ndash leadership style interpersonal skill etc
2 Behavior based (contextual goals) ndash attempts to take into consideration factors that
results
from the situation in which performance occurs
3 Result based (Hard goals) ndash objectives quantifiable and can be directly measured
such as Return On Investment (ROI) market share and so on
Non-expatriate Performance management
bull A seemingly neglected group
bull Performance effects of factors associated with constant air
travel
ndash Depression nervous anxiety sleep disturbance health issues
bull Stress associated with frequent absences and effect on family
relationships
bull Non-standard assignments such as commuter arrangements and
virtual assignments share these aspects
Performance Appraisal at
Pepsi-Cola International
bull Common performance appraisal system focuses on
motivating managers to achieve and maintain high standards
of motivation
Factors associated with high performance in diverse markets
were identified
Handling business complexity
Results orientation
Organizational savvy
Leadership
Executive excellence
Composure under pressure
Technical knowledge
Positive people skills
Effective communication and impact
Maturity
Conthellip
Five feed-back based mechanism
bull Instant feedback
bull Coaching
bull Accountability-based performance appraisal
bull Development feedback
bull Human resource plan for future
US Performance Appraisal
System
To build up employee performance plan
bull Discuss performance plan
bull Evaluating
bull Rewarding
bull Provide assistant
bull Repositioning or removing
bull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievement
ndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquo
ndash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of
business
ndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees -
Japan
1048766 It is important to avoid direct confrontation to lsquosave facersquo and this
customs affects the way in which the performance appraisal is conducted
1048766 A Japanese manager can not directly point out a work related problem
or error committed by a subordinate
1048766 Developmental appraisal is usually conducted every month and
evaluation appraisal is performed after 12 years
1048766 Feed back is subtle and given orally Japanese employees never rebut
1048766 Appraisal process praise is given to the group
Appraisal of HCN Employees-
USA
1048766 Workers performance appraisals featured the us cultural concept of meritocracy which emphasis fairness and a short term orientation
1048766 Employee expect to be appraised individually and heavily on individual feedback regarding performance
1048766 PA in the US are usually conducted once a year
1048766 Feedback in the US process is direct and probably in writing
1048766 US employees tend to present their own rebutted to the feed back
1048766 Appraisal process praise is given individually
USA vs Peoples Republic of China (PRC)
bull Performance appraisal
ndash USA Two-way communication and counseling are widely used in the performance appraisal process
ndash Peoples Republic of China (PRC) Superiors have absolute authority to evaluate subordinates standards of performance are vague and generic
CONT
bull Reward system
ndash USA A wide variety of rewards are used in the incentive system
ndash Peoples Republic of China (PRC) Range of wage and salary is narrow bonus is not based on individual performance pay is more motivating than in the USA
CONT
bull Participative management
ndash USA Participative management is welcome and
encouraged even if it is not prevalent yet
ndash Peoples Republic of China (PRC) Collective leadership
is widely used but the participation of workers in major
decisions is superficial and symbolic
Thank You
1 Paired comparison
2 Graphic Rating scales
3 Forced choice Description
method
4 Forced Distribution Method
5 Checks lists
6 Free essay method
7 Critical Incidents
8 Group Appraisal
9 Field Review Method
10Confidential Report
11Ranking
1 Assessment Center
2 Appraisal by Results or
Management by
Objectives
3 Human Asset
Accounting
4 Behaviorally Anchored
Rating scales
5 360 Degree Feedback
Traditional Methods Modern Methods
Methods of Performance Appraisal
SDKSDHKS
Objective -
bull Introduction
bull Challenges of International performance management
bull Areas to be appraised
bull Who should appraise the performance
bull System of Performance appraisal
bull Problems of performance appraisal
bull How to make appraisal effective
bull
International Performance Management
ndash It is the process of assessing an individuals performance in asystematic way
ndash The performance being measured against various job relatedfactors as well as individual traits
ndash In addition ones potential for performance is measured
IHRM is a process ldquothat enables the multinational to evaluate and
continuously improve individual subsidiary unit and corporate performance
against clearly defined pre-set goals and targetsrdquo
Why Appraise Performance
Periodic evaluation helps mangers to have a better understanding of eachemployees skills with the goal to facilitate train and develop abilities andpower to their employees
ndash A chase to assess job development encourage interest and enhance jobperformance by pointing out the development and recognizingproductive work
ndash A feedback system will help to improve the performance
Purpose Performance Appraisal
To provide feedback to individuals about how well they are doing
To provide a basis for rewarding top performers
To identify areas in which additional training and development may be needed
To identify problem areas that may call for a change in assignment
Problem Performance appraisal
Unintentional bias
bull Host-nation biased by cultural frame of reference
bull Home-country biased by distance and lack of experience working abroad
bull Expatriate managers believe that headquarters unfairly evaluates and under
appreciates them
Guidelines for performance appraisal
More weight should be given to onsite managerrsquos evaluation as they are able to recognize the soft variables
Expatriate who worked in same location should assist home-office manager with evaluation
If foreign on-site managers prepare an evaluation home-office manager should be consulted before completion of formal the terminal evaluation
Challenges of International Performance Management
bull Total company vs part of it
bull Standardized or customized appraisal
form
bull Time differences and distance separation
bull Unreliable data across boundaries
bull Complex and volatile environments
bull Who conducts the performance appraisal
bull Frequency of appraisal
bull Variable levels of maturity
bull Volatility of the global environment
bull Non-comparable data
bull Cultural adjustment
bull Host environment
bull Raters Bias
Performance Criteria
Contextual goals
Soft goals
Hard goals
An appraisal system that uses hard soft
and contextual criteria is advocated
Hard Goals are objective
quantifiable and can be directly
measured such as Return-on-Investment
( ROI ) market share so on
Soft Goals tend to be relationship-
based or trait-based such as leadership
style interpersonal skills etc
Contextual Goals attempt to take into
consideration factors that result from the
situation in which performance occurs
Factors to be considered in individual performance amp appraisal process
Headquartersrsquo support
Compensation Package
Task
Host Environment
Expatriate Performance Management System
Cultural Adjustment
Compensation such assignments taken for perceived financial benefits and career progression
1048766 Compensation is one of the key factor closely associated with expatrsquos performance
1048766 Well compensated expatriates definitely happier and more productive
1048766 Pay according to Herzbergs two factor theory of motivation is a hygiene factor which
when adequately provided for removes dissatisfaction but fails to activate motivation and
performance
1048766 But money continues to remain as one of the most significant motivators for expats
2 Task
1048766 An expatriate is sent on an overseas assignment either as chief executive system
replicator trouble shooter or as a simple operator
1048766 Whatever the nature of assignment task has considerable impact on an individualrsquos
performance
1048766 A tougher task tends to evolve better performance than a job which is relatively easy to
handle
1048766 People tend to show their best when the job is tough and challenging
Head quarterrsquos support
1048766 Home office support is a crucial in expatriate performance
1048766 An assignee has accepted an overseas job for three objectives making
extra money career prospectus and loyalty to the organization and
commitment to make the firm successful
1048766 It is necessary that the home office extends support and offer moral
courage by psychological counseling particularly in times when the
expatriate is passing through a culture shock
Host Environment
1048766 Environment wields considerable influence on performance particularly of the
expatriate If the host environment is hostile expatriate are under constant
pressure and often there is a threat to their life itself
1048766 The form of ownership of the subsidiary is also important For instance it may
be relatively easier to perform in a wholly owned subsidiary than in a joint venture
with a state owned enterprise in China
1048766 Conflicting goals between parent companies are a common problem within
international joint ventures and can make the expatriatersquos job more difficult
The ability to live comfortably in an alien culture ndash is essential for the success of an
expatriate Multicultural adjustability refers to being sensitive to the host culture the
expatrsquos multicultural sensitivity language ability diplomacy adaptability positive
attitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailing
spouse to adjust is often a major reason behind expatriate failure
Cultural Adjustment
The international HR Manager should decide on 3 key areas while assessing
an expatriatersquos performance
- Specific performance criteria
- Identifying the appraisers
- deciding on the frequency of appraisal
Expatriatersquos performance
appraisal
Basically there are three categories of performance indicators
1 Trait based (soft goal) ndash leadership style interpersonal skill etc
2 Behavior based (contextual goals) ndash attempts to take into consideration factors that
results
from the situation in which performance occurs
3 Result based (Hard goals) ndash objectives quantifiable and can be directly measured
such as Return On Investment (ROI) market share and so on
Non-expatriate Performance management
bull A seemingly neglected group
bull Performance effects of factors associated with constant air
travel
ndash Depression nervous anxiety sleep disturbance health issues
bull Stress associated with frequent absences and effect on family
relationships
bull Non-standard assignments such as commuter arrangements and
virtual assignments share these aspects
Performance Appraisal at
Pepsi-Cola International
bull Common performance appraisal system focuses on
motivating managers to achieve and maintain high standards
of motivation
Factors associated with high performance in diverse markets
were identified
Handling business complexity
Results orientation
Organizational savvy
Leadership
Executive excellence
Composure under pressure
Technical knowledge
Positive people skills
Effective communication and impact
Maturity
Conthellip
Five feed-back based mechanism
bull Instant feedback
bull Coaching
bull Accountability-based performance appraisal
bull Development feedback
bull Human resource plan for future
US Performance Appraisal
System
To build up employee performance plan
bull Discuss performance plan
bull Evaluating
bull Rewarding
bull Provide assistant
bull Repositioning or removing
bull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievement
ndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquo
ndash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of
business
ndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees -
Japan
1048766 It is important to avoid direct confrontation to lsquosave facersquo and this
customs affects the way in which the performance appraisal is conducted
1048766 A Japanese manager can not directly point out a work related problem
or error committed by a subordinate
1048766 Developmental appraisal is usually conducted every month and
evaluation appraisal is performed after 12 years
1048766 Feed back is subtle and given orally Japanese employees never rebut
1048766 Appraisal process praise is given to the group
Appraisal of HCN Employees-
USA
1048766 Workers performance appraisals featured the us cultural concept of meritocracy which emphasis fairness and a short term orientation
1048766 Employee expect to be appraised individually and heavily on individual feedback regarding performance
1048766 PA in the US are usually conducted once a year
1048766 Feedback in the US process is direct and probably in writing
1048766 US employees tend to present their own rebutted to the feed back
1048766 Appraisal process praise is given individually
USA vs Peoples Republic of China (PRC)
bull Performance appraisal
ndash USA Two-way communication and counseling are widely used in the performance appraisal process
ndash Peoples Republic of China (PRC) Superiors have absolute authority to evaluate subordinates standards of performance are vague and generic
CONT
bull Reward system
ndash USA A wide variety of rewards are used in the incentive system
ndash Peoples Republic of China (PRC) Range of wage and salary is narrow bonus is not based on individual performance pay is more motivating than in the USA
CONT
bull Participative management
ndash USA Participative management is welcome and
encouraged even if it is not prevalent yet
ndash Peoples Republic of China (PRC) Collective leadership
is widely used but the participation of workers in major
decisions is superficial and symbolic
Thank You
SDKSDHKS
Objective -
bull Introduction
bull Challenges of International performance management
bull Areas to be appraised
bull Who should appraise the performance
bull System of Performance appraisal
bull Problems of performance appraisal
bull How to make appraisal effective
bull
International Performance Management
ndash It is the process of assessing an individuals performance in asystematic way
ndash The performance being measured against various job relatedfactors as well as individual traits
ndash In addition ones potential for performance is measured
IHRM is a process ldquothat enables the multinational to evaluate and
continuously improve individual subsidiary unit and corporate performance
against clearly defined pre-set goals and targetsrdquo
Why Appraise Performance
Periodic evaluation helps mangers to have a better understanding of eachemployees skills with the goal to facilitate train and develop abilities andpower to their employees
ndash A chase to assess job development encourage interest and enhance jobperformance by pointing out the development and recognizingproductive work
ndash A feedback system will help to improve the performance
Purpose Performance Appraisal
To provide feedback to individuals about how well they are doing
To provide a basis for rewarding top performers
To identify areas in which additional training and development may be needed
To identify problem areas that may call for a change in assignment
Problem Performance appraisal
Unintentional bias
bull Host-nation biased by cultural frame of reference
bull Home-country biased by distance and lack of experience working abroad
bull Expatriate managers believe that headquarters unfairly evaluates and under
appreciates them
Guidelines for performance appraisal
More weight should be given to onsite managerrsquos evaluation as they are able to recognize the soft variables
Expatriate who worked in same location should assist home-office manager with evaluation
If foreign on-site managers prepare an evaluation home-office manager should be consulted before completion of formal the terminal evaluation
Challenges of International Performance Management
bull Total company vs part of it
bull Standardized or customized appraisal
form
bull Time differences and distance separation
bull Unreliable data across boundaries
bull Complex and volatile environments
bull Who conducts the performance appraisal
bull Frequency of appraisal
bull Variable levels of maturity
bull Volatility of the global environment
bull Non-comparable data
bull Cultural adjustment
bull Host environment
bull Raters Bias
Performance Criteria
Contextual goals
Soft goals
Hard goals
An appraisal system that uses hard soft
and contextual criteria is advocated
Hard Goals are objective
quantifiable and can be directly
measured such as Return-on-Investment
( ROI ) market share so on
Soft Goals tend to be relationship-
based or trait-based such as leadership
style interpersonal skills etc
Contextual Goals attempt to take into
consideration factors that result from the
situation in which performance occurs
Factors to be considered in individual performance amp appraisal process
Headquartersrsquo support
Compensation Package
Task
Host Environment
Expatriate Performance Management System
Cultural Adjustment
Compensation such assignments taken for perceived financial benefits and career progression
1048766 Compensation is one of the key factor closely associated with expatrsquos performance
1048766 Well compensated expatriates definitely happier and more productive
1048766 Pay according to Herzbergs two factor theory of motivation is a hygiene factor which
when adequately provided for removes dissatisfaction but fails to activate motivation and
performance
1048766 But money continues to remain as one of the most significant motivators for expats
2 Task
1048766 An expatriate is sent on an overseas assignment either as chief executive system
replicator trouble shooter or as a simple operator
1048766 Whatever the nature of assignment task has considerable impact on an individualrsquos
performance
1048766 A tougher task tends to evolve better performance than a job which is relatively easy to
handle
1048766 People tend to show their best when the job is tough and challenging
Head quarterrsquos support
1048766 Home office support is a crucial in expatriate performance
1048766 An assignee has accepted an overseas job for three objectives making
extra money career prospectus and loyalty to the organization and
commitment to make the firm successful
1048766 It is necessary that the home office extends support and offer moral
courage by psychological counseling particularly in times when the
expatriate is passing through a culture shock
Host Environment
1048766 Environment wields considerable influence on performance particularly of the
expatriate If the host environment is hostile expatriate are under constant
pressure and often there is a threat to their life itself
1048766 The form of ownership of the subsidiary is also important For instance it may
be relatively easier to perform in a wholly owned subsidiary than in a joint venture
with a state owned enterprise in China
1048766 Conflicting goals between parent companies are a common problem within
international joint ventures and can make the expatriatersquos job more difficult
The ability to live comfortably in an alien culture ndash is essential for the success of an
expatriate Multicultural adjustability refers to being sensitive to the host culture the
expatrsquos multicultural sensitivity language ability diplomacy adaptability positive
attitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailing
spouse to adjust is often a major reason behind expatriate failure
Cultural Adjustment
The international HR Manager should decide on 3 key areas while assessing
an expatriatersquos performance
- Specific performance criteria
- Identifying the appraisers
- deciding on the frequency of appraisal
Expatriatersquos performance
appraisal
Basically there are three categories of performance indicators
1 Trait based (soft goal) ndash leadership style interpersonal skill etc
2 Behavior based (contextual goals) ndash attempts to take into consideration factors that
results
from the situation in which performance occurs
3 Result based (Hard goals) ndash objectives quantifiable and can be directly measured
such as Return On Investment (ROI) market share and so on
Non-expatriate Performance management
bull A seemingly neglected group
bull Performance effects of factors associated with constant air
travel
ndash Depression nervous anxiety sleep disturbance health issues
bull Stress associated with frequent absences and effect on family
relationships
bull Non-standard assignments such as commuter arrangements and
virtual assignments share these aspects
Performance Appraisal at
Pepsi-Cola International
bull Common performance appraisal system focuses on
motivating managers to achieve and maintain high standards
of motivation
Factors associated with high performance in diverse markets
were identified
Handling business complexity
Results orientation
Organizational savvy
Leadership
Executive excellence
Composure under pressure
Technical knowledge
Positive people skills
Effective communication and impact
Maturity
Conthellip
Five feed-back based mechanism
bull Instant feedback
bull Coaching
bull Accountability-based performance appraisal
bull Development feedback
bull Human resource plan for future
US Performance Appraisal
System
To build up employee performance plan
bull Discuss performance plan
bull Evaluating
bull Rewarding
bull Provide assistant
bull Repositioning or removing
bull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievement
ndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquo
ndash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of
business
ndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees -
Japan
1048766 It is important to avoid direct confrontation to lsquosave facersquo and this
customs affects the way in which the performance appraisal is conducted
1048766 A Japanese manager can not directly point out a work related problem
or error committed by a subordinate
1048766 Developmental appraisal is usually conducted every month and
evaluation appraisal is performed after 12 years
1048766 Feed back is subtle and given orally Japanese employees never rebut
1048766 Appraisal process praise is given to the group
Appraisal of HCN Employees-
USA
1048766 Workers performance appraisals featured the us cultural concept of meritocracy which emphasis fairness and a short term orientation
1048766 Employee expect to be appraised individually and heavily on individual feedback regarding performance
1048766 PA in the US are usually conducted once a year
1048766 Feedback in the US process is direct and probably in writing
1048766 US employees tend to present their own rebutted to the feed back
1048766 Appraisal process praise is given individually
USA vs Peoples Republic of China (PRC)
bull Performance appraisal
ndash USA Two-way communication and counseling are widely used in the performance appraisal process
ndash Peoples Republic of China (PRC) Superiors have absolute authority to evaluate subordinates standards of performance are vague and generic
CONT
bull Reward system
ndash USA A wide variety of rewards are used in the incentive system
ndash Peoples Republic of China (PRC) Range of wage and salary is narrow bonus is not based on individual performance pay is more motivating than in the USA
CONT
bull Participative management
ndash USA Participative management is welcome and
encouraged even if it is not prevalent yet
ndash Peoples Republic of China (PRC) Collective leadership
is widely used but the participation of workers in major
decisions is superficial and symbolic
Thank You
Objective -
bull Introduction
bull Challenges of International performance management
bull Areas to be appraised
bull Who should appraise the performance
bull System of Performance appraisal
bull Problems of performance appraisal
bull How to make appraisal effective
bull
International Performance Management
ndash It is the process of assessing an individuals performance in asystematic way
ndash The performance being measured against various job relatedfactors as well as individual traits
ndash In addition ones potential for performance is measured
IHRM is a process ldquothat enables the multinational to evaluate and
continuously improve individual subsidiary unit and corporate performance
against clearly defined pre-set goals and targetsrdquo
Why Appraise Performance
Periodic evaluation helps mangers to have a better understanding of eachemployees skills with the goal to facilitate train and develop abilities andpower to their employees
ndash A chase to assess job development encourage interest and enhance jobperformance by pointing out the development and recognizingproductive work
ndash A feedback system will help to improve the performance
Purpose Performance Appraisal
To provide feedback to individuals about how well they are doing
To provide a basis for rewarding top performers
To identify areas in which additional training and development may be needed
To identify problem areas that may call for a change in assignment
Problem Performance appraisal
Unintentional bias
bull Host-nation biased by cultural frame of reference
bull Home-country biased by distance and lack of experience working abroad
bull Expatriate managers believe that headquarters unfairly evaluates and under
appreciates them
Guidelines for performance appraisal
More weight should be given to onsite managerrsquos evaluation as they are able to recognize the soft variables
Expatriate who worked in same location should assist home-office manager with evaluation
If foreign on-site managers prepare an evaluation home-office manager should be consulted before completion of formal the terminal evaluation
Challenges of International Performance Management
bull Total company vs part of it
bull Standardized or customized appraisal
form
bull Time differences and distance separation
bull Unreliable data across boundaries
bull Complex and volatile environments
bull Who conducts the performance appraisal
bull Frequency of appraisal
bull Variable levels of maturity
bull Volatility of the global environment
bull Non-comparable data
bull Cultural adjustment
bull Host environment
bull Raters Bias
Performance Criteria
Contextual goals
Soft goals
Hard goals
An appraisal system that uses hard soft
and contextual criteria is advocated
Hard Goals are objective
quantifiable and can be directly
measured such as Return-on-Investment
( ROI ) market share so on
Soft Goals tend to be relationship-
based or trait-based such as leadership
style interpersonal skills etc
Contextual Goals attempt to take into
consideration factors that result from the
situation in which performance occurs
Factors to be considered in individual performance amp appraisal process
Headquartersrsquo support
Compensation Package
Task
Host Environment
Expatriate Performance Management System
Cultural Adjustment
Compensation such assignments taken for perceived financial benefits and career progression
1048766 Compensation is one of the key factor closely associated with expatrsquos performance
1048766 Well compensated expatriates definitely happier and more productive
1048766 Pay according to Herzbergs two factor theory of motivation is a hygiene factor which
when adequately provided for removes dissatisfaction but fails to activate motivation and
performance
1048766 But money continues to remain as one of the most significant motivators for expats
2 Task
1048766 An expatriate is sent on an overseas assignment either as chief executive system
replicator trouble shooter or as a simple operator
1048766 Whatever the nature of assignment task has considerable impact on an individualrsquos
performance
1048766 A tougher task tends to evolve better performance than a job which is relatively easy to
handle
1048766 People tend to show their best when the job is tough and challenging
Head quarterrsquos support
1048766 Home office support is a crucial in expatriate performance
1048766 An assignee has accepted an overseas job for three objectives making
extra money career prospectus and loyalty to the organization and
commitment to make the firm successful
1048766 It is necessary that the home office extends support and offer moral
courage by psychological counseling particularly in times when the
expatriate is passing through a culture shock
Host Environment
1048766 Environment wields considerable influence on performance particularly of the
expatriate If the host environment is hostile expatriate are under constant
pressure and often there is a threat to their life itself
1048766 The form of ownership of the subsidiary is also important For instance it may
be relatively easier to perform in a wholly owned subsidiary than in a joint venture
with a state owned enterprise in China
1048766 Conflicting goals between parent companies are a common problem within
international joint ventures and can make the expatriatersquos job more difficult
The ability to live comfortably in an alien culture ndash is essential for the success of an
expatriate Multicultural adjustability refers to being sensitive to the host culture the
expatrsquos multicultural sensitivity language ability diplomacy adaptability positive
attitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailing
spouse to adjust is often a major reason behind expatriate failure
Cultural Adjustment
The international HR Manager should decide on 3 key areas while assessing
an expatriatersquos performance
- Specific performance criteria
- Identifying the appraisers
- deciding on the frequency of appraisal
Expatriatersquos performance
appraisal
Basically there are three categories of performance indicators
1 Trait based (soft goal) ndash leadership style interpersonal skill etc
2 Behavior based (contextual goals) ndash attempts to take into consideration factors that
results
from the situation in which performance occurs
3 Result based (Hard goals) ndash objectives quantifiable and can be directly measured
such as Return On Investment (ROI) market share and so on
Non-expatriate Performance management
bull A seemingly neglected group
bull Performance effects of factors associated with constant air
travel
ndash Depression nervous anxiety sleep disturbance health issues
bull Stress associated with frequent absences and effect on family
relationships
bull Non-standard assignments such as commuter arrangements and
virtual assignments share these aspects
Performance Appraisal at
Pepsi-Cola International
bull Common performance appraisal system focuses on
motivating managers to achieve and maintain high standards
of motivation
Factors associated with high performance in diverse markets
were identified
Handling business complexity
Results orientation
Organizational savvy
Leadership
Executive excellence
Composure under pressure
Technical knowledge
Positive people skills
Effective communication and impact
Maturity
Conthellip
Five feed-back based mechanism
bull Instant feedback
bull Coaching
bull Accountability-based performance appraisal
bull Development feedback
bull Human resource plan for future
US Performance Appraisal
System
To build up employee performance plan
bull Discuss performance plan
bull Evaluating
bull Rewarding
bull Provide assistant
bull Repositioning or removing
bull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievement
ndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquo
ndash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of
business
ndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees -
Japan
1048766 It is important to avoid direct confrontation to lsquosave facersquo and this
customs affects the way in which the performance appraisal is conducted
1048766 A Japanese manager can not directly point out a work related problem
or error committed by a subordinate
1048766 Developmental appraisal is usually conducted every month and
evaluation appraisal is performed after 12 years
1048766 Feed back is subtle and given orally Japanese employees never rebut
1048766 Appraisal process praise is given to the group
Appraisal of HCN Employees-
USA
1048766 Workers performance appraisals featured the us cultural concept of meritocracy which emphasis fairness and a short term orientation
1048766 Employee expect to be appraised individually and heavily on individual feedback regarding performance
1048766 PA in the US are usually conducted once a year
1048766 Feedback in the US process is direct and probably in writing
1048766 US employees tend to present their own rebutted to the feed back
1048766 Appraisal process praise is given individually
USA vs Peoples Republic of China (PRC)
bull Performance appraisal
ndash USA Two-way communication and counseling are widely used in the performance appraisal process
ndash Peoples Republic of China (PRC) Superiors have absolute authority to evaluate subordinates standards of performance are vague and generic
CONT
bull Reward system
ndash USA A wide variety of rewards are used in the incentive system
ndash Peoples Republic of China (PRC) Range of wage and salary is narrow bonus is not based on individual performance pay is more motivating than in the USA
CONT
bull Participative management
ndash USA Participative management is welcome and
encouraged even if it is not prevalent yet
ndash Peoples Republic of China (PRC) Collective leadership
is widely used but the participation of workers in major
decisions is superficial and symbolic
Thank You
International Performance Management
ndash It is the process of assessing an individuals performance in asystematic way
ndash The performance being measured against various job relatedfactors as well as individual traits
ndash In addition ones potential for performance is measured
IHRM is a process ldquothat enables the multinational to evaluate and
continuously improve individual subsidiary unit and corporate performance
against clearly defined pre-set goals and targetsrdquo
Why Appraise Performance
Periodic evaluation helps mangers to have a better understanding of eachemployees skills with the goal to facilitate train and develop abilities andpower to their employees
ndash A chase to assess job development encourage interest and enhance jobperformance by pointing out the development and recognizingproductive work
ndash A feedback system will help to improve the performance
Purpose Performance Appraisal
To provide feedback to individuals about how well they are doing
To provide a basis for rewarding top performers
To identify areas in which additional training and development may be needed
To identify problem areas that may call for a change in assignment
Problem Performance appraisal
Unintentional bias
bull Host-nation biased by cultural frame of reference
bull Home-country biased by distance and lack of experience working abroad
bull Expatriate managers believe that headquarters unfairly evaluates and under
appreciates them
Guidelines for performance appraisal
More weight should be given to onsite managerrsquos evaluation as they are able to recognize the soft variables
Expatriate who worked in same location should assist home-office manager with evaluation
If foreign on-site managers prepare an evaluation home-office manager should be consulted before completion of formal the terminal evaluation
Challenges of International Performance Management
bull Total company vs part of it
bull Standardized or customized appraisal
form
bull Time differences and distance separation
bull Unreliable data across boundaries
bull Complex and volatile environments
bull Who conducts the performance appraisal
bull Frequency of appraisal
bull Variable levels of maturity
bull Volatility of the global environment
bull Non-comparable data
bull Cultural adjustment
bull Host environment
bull Raters Bias
Performance Criteria
Contextual goals
Soft goals
Hard goals
An appraisal system that uses hard soft
and contextual criteria is advocated
Hard Goals are objective
quantifiable and can be directly
measured such as Return-on-Investment
( ROI ) market share so on
Soft Goals tend to be relationship-
based or trait-based such as leadership
style interpersonal skills etc
Contextual Goals attempt to take into
consideration factors that result from the
situation in which performance occurs
Factors to be considered in individual performance amp appraisal process
Headquartersrsquo support
Compensation Package
Task
Host Environment
Expatriate Performance Management System
Cultural Adjustment
Compensation such assignments taken for perceived financial benefits and career progression
1048766 Compensation is one of the key factor closely associated with expatrsquos performance
1048766 Well compensated expatriates definitely happier and more productive
1048766 Pay according to Herzbergs two factor theory of motivation is a hygiene factor which
when adequately provided for removes dissatisfaction but fails to activate motivation and
performance
1048766 But money continues to remain as one of the most significant motivators for expats
2 Task
1048766 An expatriate is sent on an overseas assignment either as chief executive system
replicator trouble shooter or as a simple operator
1048766 Whatever the nature of assignment task has considerable impact on an individualrsquos
performance
1048766 A tougher task tends to evolve better performance than a job which is relatively easy to
handle
1048766 People tend to show their best when the job is tough and challenging
Head quarterrsquos support
1048766 Home office support is a crucial in expatriate performance
1048766 An assignee has accepted an overseas job for three objectives making
extra money career prospectus and loyalty to the organization and
commitment to make the firm successful
1048766 It is necessary that the home office extends support and offer moral
courage by psychological counseling particularly in times when the
expatriate is passing through a culture shock
Host Environment
1048766 Environment wields considerable influence on performance particularly of the
expatriate If the host environment is hostile expatriate are under constant
pressure and often there is a threat to their life itself
1048766 The form of ownership of the subsidiary is also important For instance it may
be relatively easier to perform in a wholly owned subsidiary than in a joint venture
with a state owned enterprise in China
1048766 Conflicting goals between parent companies are a common problem within
international joint ventures and can make the expatriatersquos job more difficult
The ability to live comfortably in an alien culture ndash is essential for the success of an
expatriate Multicultural adjustability refers to being sensitive to the host culture the
expatrsquos multicultural sensitivity language ability diplomacy adaptability positive
attitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailing
spouse to adjust is often a major reason behind expatriate failure
Cultural Adjustment
The international HR Manager should decide on 3 key areas while assessing
an expatriatersquos performance
- Specific performance criteria
- Identifying the appraisers
- deciding on the frequency of appraisal
Expatriatersquos performance
appraisal
Basically there are three categories of performance indicators
1 Trait based (soft goal) ndash leadership style interpersonal skill etc
2 Behavior based (contextual goals) ndash attempts to take into consideration factors that
results
from the situation in which performance occurs
3 Result based (Hard goals) ndash objectives quantifiable and can be directly measured
such as Return On Investment (ROI) market share and so on
Non-expatriate Performance management
bull A seemingly neglected group
bull Performance effects of factors associated with constant air
travel
ndash Depression nervous anxiety sleep disturbance health issues
bull Stress associated with frequent absences and effect on family
relationships
bull Non-standard assignments such as commuter arrangements and
virtual assignments share these aspects
Performance Appraisal at
Pepsi-Cola International
bull Common performance appraisal system focuses on
motivating managers to achieve and maintain high standards
of motivation
Factors associated with high performance in diverse markets
were identified
Handling business complexity
Results orientation
Organizational savvy
Leadership
Executive excellence
Composure under pressure
Technical knowledge
Positive people skills
Effective communication and impact
Maturity
Conthellip
Five feed-back based mechanism
bull Instant feedback
bull Coaching
bull Accountability-based performance appraisal
bull Development feedback
bull Human resource plan for future
US Performance Appraisal
System
To build up employee performance plan
bull Discuss performance plan
bull Evaluating
bull Rewarding
bull Provide assistant
bull Repositioning or removing
bull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievement
ndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquo
ndash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of
business
ndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees -
Japan
1048766 It is important to avoid direct confrontation to lsquosave facersquo and this
customs affects the way in which the performance appraisal is conducted
1048766 A Japanese manager can not directly point out a work related problem
or error committed by a subordinate
1048766 Developmental appraisal is usually conducted every month and
evaluation appraisal is performed after 12 years
1048766 Feed back is subtle and given orally Japanese employees never rebut
1048766 Appraisal process praise is given to the group
Appraisal of HCN Employees-
USA
1048766 Workers performance appraisals featured the us cultural concept of meritocracy which emphasis fairness and a short term orientation
1048766 Employee expect to be appraised individually and heavily on individual feedback regarding performance
1048766 PA in the US are usually conducted once a year
1048766 Feedback in the US process is direct and probably in writing
1048766 US employees tend to present their own rebutted to the feed back
1048766 Appraisal process praise is given individually
USA vs Peoples Republic of China (PRC)
bull Performance appraisal
ndash USA Two-way communication and counseling are widely used in the performance appraisal process
ndash Peoples Republic of China (PRC) Superiors have absolute authority to evaluate subordinates standards of performance are vague and generic
CONT
bull Reward system
ndash USA A wide variety of rewards are used in the incentive system
ndash Peoples Republic of China (PRC) Range of wage and salary is narrow bonus is not based on individual performance pay is more motivating than in the USA
CONT
bull Participative management
ndash USA Participative management is welcome and
encouraged even if it is not prevalent yet
ndash Peoples Republic of China (PRC) Collective leadership
is widely used but the participation of workers in major
decisions is superficial and symbolic
Thank You
Why Appraise Performance
Periodic evaluation helps mangers to have a better understanding of eachemployees skills with the goal to facilitate train and develop abilities andpower to their employees
ndash A chase to assess job development encourage interest and enhance jobperformance by pointing out the development and recognizingproductive work
ndash A feedback system will help to improve the performance
Purpose Performance Appraisal
To provide feedback to individuals about how well they are doing
To provide a basis for rewarding top performers
To identify areas in which additional training and development may be needed
To identify problem areas that may call for a change in assignment
Problem Performance appraisal
Unintentional bias
bull Host-nation biased by cultural frame of reference
bull Home-country biased by distance and lack of experience working abroad
bull Expatriate managers believe that headquarters unfairly evaluates and under
appreciates them
Guidelines for performance appraisal
More weight should be given to onsite managerrsquos evaluation as they are able to recognize the soft variables
Expatriate who worked in same location should assist home-office manager with evaluation
If foreign on-site managers prepare an evaluation home-office manager should be consulted before completion of formal the terminal evaluation
Challenges of International Performance Management
bull Total company vs part of it
bull Standardized or customized appraisal
form
bull Time differences and distance separation
bull Unreliable data across boundaries
bull Complex and volatile environments
bull Who conducts the performance appraisal
bull Frequency of appraisal
bull Variable levels of maturity
bull Volatility of the global environment
bull Non-comparable data
bull Cultural adjustment
bull Host environment
bull Raters Bias
Performance Criteria
Contextual goals
Soft goals
Hard goals
An appraisal system that uses hard soft
and contextual criteria is advocated
Hard Goals are objective
quantifiable and can be directly
measured such as Return-on-Investment
( ROI ) market share so on
Soft Goals tend to be relationship-
based or trait-based such as leadership
style interpersonal skills etc
Contextual Goals attempt to take into
consideration factors that result from the
situation in which performance occurs
Factors to be considered in individual performance amp appraisal process
Headquartersrsquo support
Compensation Package
Task
Host Environment
Expatriate Performance Management System
Cultural Adjustment
Compensation such assignments taken for perceived financial benefits and career progression
1048766 Compensation is one of the key factor closely associated with expatrsquos performance
1048766 Well compensated expatriates definitely happier and more productive
1048766 Pay according to Herzbergs two factor theory of motivation is a hygiene factor which
when adequately provided for removes dissatisfaction but fails to activate motivation and
performance
1048766 But money continues to remain as one of the most significant motivators for expats
2 Task
1048766 An expatriate is sent on an overseas assignment either as chief executive system
replicator trouble shooter or as a simple operator
1048766 Whatever the nature of assignment task has considerable impact on an individualrsquos
performance
1048766 A tougher task tends to evolve better performance than a job which is relatively easy to
handle
1048766 People tend to show their best when the job is tough and challenging
Head quarterrsquos support
1048766 Home office support is a crucial in expatriate performance
1048766 An assignee has accepted an overseas job for three objectives making
extra money career prospectus and loyalty to the organization and
commitment to make the firm successful
1048766 It is necessary that the home office extends support and offer moral
courage by psychological counseling particularly in times when the
expatriate is passing through a culture shock
Host Environment
1048766 Environment wields considerable influence on performance particularly of the
expatriate If the host environment is hostile expatriate are under constant
pressure and often there is a threat to their life itself
1048766 The form of ownership of the subsidiary is also important For instance it may
be relatively easier to perform in a wholly owned subsidiary than in a joint venture
with a state owned enterprise in China
1048766 Conflicting goals between parent companies are a common problem within
international joint ventures and can make the expatriatersquos job more difficult
The ability to live comfortably in an alien culture ndash is essential for the success of an
expatriate Multicultural adjustability refers to being sensitive to the host culture the
expatrsquos multicultural sensitivity language ability diplomacy adaptability positive
attitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailing
spouse to adjust is often a major reason behind expatriate failure
Cultural Adjustment
The international HR Manager should decide on 3 key areas while assessing
an expatriatersquos performance
- Specific performance criteria
- Identifying the appraisers
- deciding on the frequency of appraisal
Expatriatersquos performance
appraisal
Basically there are three categories of performance indicators
1 Trait based (soft goal) ndash leadership style interpersonal skill etc
2 Behavior based (contextual goals) ndash attempts to take into consideration factors that
results
from the situation in which performance occurs
3 Result based (Hard goals) ndash objectives quantifiable and can be directly measured
such as Return On Investment (ROI) market share and so on
Non-expatriate Performance management
bull A seemingly neglected group
bull Performance effects of factors associated with constant air
travel
ndash Depression nervous anxiety sleep disturbance health issues
bull Stress associated with frequent absences and effect on family
relationships
bull Non-standard assignments such as commuter arrangements and
virtual assignments share these aspects
Performance Appraisal at
Pepsi-Cola International
bull Common performance appraisal system focuses on
motivating managers to achieve and maintain high standards
of motivation
Factors associated with high performance in diverse markets
were identified
Handling business complexity
Results orientation
Organizational savvy
Leadership
Executive excellence
Composure under pressure
Technical knowledge
Positive people skills
Effective communication and impact
Maturity
Conthellip
Five feed-back based mechanism
bull Instant feedback
bull Coaching
bull Accountability-based performance appraisal
bull Development feedback
bull Human resource plan for future
US Performance Appraisal
System
To build up employee performance plan
bull Discuss performance plan
bull Evaluating
bull Rewarding
bull Provide assistant
bull Repositioning or removing
bull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievement
ndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquo
ndash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of
business
ndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees -
Japan
1048766 It is important to avoid direct confrontation to lsquosave facersquo and this
customs affects the way in which the performance appraisal is conducted
1048766 A Japanese manager can not directly point out a work related problem
or error committed by a subordinate
1048766 Developmental appraisal is usually conducted every month and
evaluation appraisal is performed after 12 years
1048766 Feed back is subtle and given orally Japanese employees never rebut
1048766 Appraisal process praise is given to the group
Appraisal of HCN Employees-
USA
1048766 Workers performance appraisals featured the us cultural concept of meritocracy which emphasis fairness and a short term orientation
1048766 Employee expect to be appraised individually and heavily on individual feedback regarding performance
1048766 PA in the US are usually conducted once a year
1048766 Feedback in the US process is direct and probably in writing
1048766 US employees tend to present their own rebutted to the feed back
1048766 Appraisal process praise is given individually
USA vs Peoples Republic of China (PRC)
bull Performance appraisal
ndash USA Two-way communication and counseling are widely used in the performance appraisal process
ndash Peoples Republic of China (PRC) Superiors have absolute authority to evaluate subordinates standards of performance are vague and generic
CONT
bull Reward system
ndash USA A wide variety of rewards are used in the incentive system
ndash Peoples Republic of China (PRC) Range of wage and salary is narrow bonus is not based on individual performance pay is more motivating than in the USA
CONT
bull Participative management
ndash USA Participative management is welcome and
encouraged even if it is not prevalent yet
ndash Peoples Republic of China (PRC) Collective leadership
is widely used but the participation of workers in major
decisions is superficial and symbolic
Thank You
Purpose Performance Appraisal
To provide feedback to individuals about how well they are doing
To provide a basis for rewarding top performers
To identify areas in which additional training and development may be needed
To identify problem areas that may call for a change in assignment
Problem Performance appraisal
Unintentional bias
bull Host-nation biased by cultural frame of reference
bull Home-country biased by distance and lack of experience working abroad
bull Expatriate managers believe that headquarters unfairly evaluates and under
appreciates them
Guidelines for performance appraisal
More weight should be given to onsite managerrsquos evaluation as they are able to recognize the soft variables
Expatriate who worked in same location should assist home-office manager with evaluation
If foreign on-site managers prepare an evaluation home-office manager should be consulted before completion of formal the terminal evaluation
Challenges of International Performance Management
bull Total company vs part of it
bull Standardized or customized appraisal
form
bull Time differences and distance separation
bull Unreliable data across boundaries
bull Complex and volatile environments
bull Who conducts the performance appraisal
bull Frequency of appraisal
bull Variable levels of maturity
bull Volatility of the global environment
bull Non-comparable data
bull Cultural adjustment
bull Host environment
bull Raters Bias
Performance Criteria
Contextual goals
Soft goals
Hard goals
An appraisal system that uses hard soft
and contextual criteria is advocated
Hard Goals are objective
quantifiable and can be directly
measured such as Return-on-Investment
( ROI ) market share so on
Soft Goals tend to be relationship-
based or trait-based such as leadership
style interpersonal skills etc
Contextual Goals attempt to take into
consideration factors that result from the
situation in which performance occurs
Factors to be considered in individual performance amp appraisal process
Headquartersrsquo support
Compensation Package
Task
Host Environment
Expatriate Performance Management System
Cultural Adjustment
Compensation such assignments taken for perceived financial benefits and career progression
1048766 Compensation is one of the key factor closely associated with expatrsquos performance
1048766 Well compensated expatriates definitely happier and more productive
1048766 Pay according to Herzbergs two factor theory of motivation is a hygiene factor which
when adequately provided for removes dissatisfaction but fails to activate motivation and
performance
1048766 But money continues to remain as one of the most significant motivators for expats
2 Task
1048766 An expatriate is sent on an overseas assignment either as chief executive system
replicator trouble shooter or as a simple operator
1048766 Whatever the nature of assignment task has considerable impact on an individualrsquos
performance
1048766 A tougher task tends to evolve better performance than a job which is relatively easy to
handle
1048766 People tend to show their best when the job is tough and challenging
Head quarterrsquos support
1048766 Home office support is a crucial in expatriate performance
1048766 An assignee has accepted an overseas job for three objectives making
extra money career prospectus and loyalty to the organization and
commitment to make the firm successful
1048766 It is necessary that the home office extends support and offer moral
courage by psychological counseling particularly in times when the
expatriate is passing through a culture shock
Host Environment
1048766 Environment wields considerable influence on performance particularly of the
expatriate If the host environment is hostile expatriate are under constant
pressure and often there is a threat to their life itself
1048766 The form of ownership of the subsidiary is also important For instance it may
be relatively easier to perform in a wholly owned subsidiary than in a joint venture
with a state owned enterprise in China
1048766 Conflicting goals between parent companies are a common problem within
international joint ventures and can make the expatriatersquos job more difficult
The ability to live comfortably in an alien culture ndash is essential for the success of an
expatriate Multicultural adjustability refers to being sensitive to the host culture the
expatrsquos multicultural sensitivity language ability diplomacy adaptability positive
attitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailing
spouse to adjust is often a major reason behind expatriate failure
Cultural Adjustment
The international HR Manager should decide on 3 key areas while assessing
an expatriatersquos performance
- Specific performance criteria
- Identifying the appraisers
- deciding on the frequency of appraisal
Expatriatersquos performance
appraisal
Basically there are three categories of performance indicators
1 Trait based (soft goal) ndash leadership style interpersonal skill etc
2 Behavior based (contextual goals) ndash attempts to take into consideration factors that
results
from the situation in which performance occurs
3 Result based (Hard goals) ndash objectives quantifiable and can be directly measured
such as Return On Investment (ROI) market share and so on
Non-expatriate Performance management
bull A seemingly neglected group
bull Performance effects of factors associated with constant air
travel
ndash Depression nervous anxiety sleep disturbance health issues
bull Stress associated with frequent absences and effect on family
relationships
bull Non-standard assignments such as commuter arrangements and
virtual assignments share these aspects
Performance Appraisal at
Pepsi-Cola International
bull Common performance appraisal system focuses on
motivating managers to achieve and maintain high standards
of motivation
Factors associated with high performance in diverse markets
were identified
Handling business complexity
Results orientation
Organizational savvy
Leadership
Executive excellence
Composure under pressure
Technical knowledge
Positive people skills
Effective communication and impact
Maturity
Conthellip
Five feed-back based mechanism
bull Instant feedback
bull Coaching
bull Accountability-based performance appraisal
bull Development feedback
bull Human resource plan for future
US Performance Appraisal
System
To build up employee performance plan
bull Discuss performance plan
bull Evaluating
bull Rewarding
bull Provide assistant
bull Repositioning or removing
bull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievement
ndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquo
ndash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of
business
ndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees -
Japan
1048766 It is important to avoid direct confrontation to lsquosave facersquo and this
customs affects the way in which the performance appraisal is conducted
1048766 A Japanese manager can not directly point out a work related problem
or error committed by a subordinate
1048766 Developmental appraisal is usually conducted every month and
evaluation appraisal is performed after 12 years
1048766 Feed back is subtle and given orally Japanese employees never rebut
1048766 Appraisal process praise is given to the group
Appraisal of HCN Employees-
USA
1048766 Workers performance appraisals featured the us cultural concept of meritocracy which emphasis fairness and a short term orientation
1048766 Employee expect to be appraised individually and heavily on individual feedback regarding performance
1048766 PA in the US are usually conducted once a year
1048766 Feedback in the US process is direct and probably in writing
1048766 US employees tend to present their own rebutted to the feed back
1048766 Appraisal process praise is given individually
USA vs Peoples Republic of China (PRC)
bull Performance appraisal
ndash USA Two-way communication and counseling are widely used in the performance appraisal process
ndash Peoples Republic of China (PRC) Superiors have absolute authority to evaluate subordinates standards of performance are vague and generic
CONT
bull Reward system
ndash USA A wide variety of rewards are used in the incentive system
ndash Peoples Republic of China (PRC) Range of wage and salary is narrow bonus is not based on individual performance pay is more motivating than in the USA
CONT
bull Participative management
ndash USA Participative management is welcome and
encouraged even if it is not prevalent yet
ndash Peoples Republic of China (PRC) Collective leadership
is widely used but the participation of workers in major
decisions is superficial and symbolic
Thank You
Problem Performance appraisal
Unintentional bias
bull Host-nation biased by cultural frame of reference
bull Home-country biased by distance and lack of experience working abroad
bull Expatriate managers believe that headquarters unfairly evaluates and under
appreciates them
Guidelines for performance appraisal
More weight should be given to onsite managerrsquos evaluation as they are able to recognize the soft variables
Expatriate who worked in same location should assist home-office manager with evaluation
If foreign on-site managers prepare an evaluation home-office manager should be consulted before completion of formal the terminal evaluation
Challenges of International Performance Management
bull Total company vs part of it
bull Standardized or customized appraisal
form
bull Time differences and distance separation
bull Unreliable data across boundaries
bull Complex and volatile environments
bull Who conducts the performance appraisal
bull Frequency of appraisal
bull Variable levels of maturity
bull Volatility of the global environment
bull Non-comparable data
bull Cultural adjustment
bull Host environment
bull Raters Bias
Performance Criteria
Contextual goals
Soft goals
Hard goals
An appraisal system that uses hard soft
and contextual criteria is advocated
Hard Goals are objective
quantifiable and can be directly
measured such as Return-on-Investment
( ROI ) market share so on
Soft Goals tend to be relationship-
based or trait-based such as leadership
style interpersonal skills etc
Contextual Goals attempt to take into
consideration factors that result from the
situation in which performance occurs
Factors to be considered in individual performance amp appraisal process
Headquartersrsquo support
Compensation Package
Task
Host Environment
Expatriate Performance Management System
Cultural Adjustment
Compensation such assignments taken for perceived financial benefits and career progression
1048766 Compensation is one of the key factor closely associated with expatrsquos performance
1048766 Well compensated expatriates definitely happier and more productive
1048766 Pay according to Herzbergs two factor theory of motivation is a hygiene factor which
when adequately provided for removes dissatisfaction but fails to activate motivation and
performance
1048766 But money continues to remain as one of the most significant motivators for expats
2 Task
1048766 An expatriate is sent on an overseas assignment either as chief executive system
replicator trouble shooter or as a simple operator
1048766 Whatever the nature of assignment task has considerable impact on an individualrsquos
performance
1048766 A tougher task tends to evolve better performance than a job which is relatively easy to
handle
1048766 People tend to show their best when the job is tough and challenging
Head quarterrsquos support
1048766 Home office support is a crucial in expatriate performance
1048766 An assignee has accepted an overseas job for three objectives making
extra money career prospectus and loyalty to the organization and
commitment to make the firm successful
1048766 It is necessary that the home office extends support and offer moral
courage by psychological counseling particularly in times when the
expatriate is passing through a culture shock
Host Environment
1048766 Environment wields considerable influence on performance particularly of the
expatriate If the host environment is hostile expatriate are under constant
pressure and often there is a threat to their life itself
1048766 The form of ownership of the subsidiary is also important For instance it may
be relatively easier to perform in a wholly owned subsidiary than in a joint venture
with a state owned enterprise in China
1048766 Conflicting goals between parent companies are a common problem within
international joint ventures and can make the expatriatersquos job more difficult
The ability to live comfortably in an alien culture ndash is essential for the success of an
expatriate Multicultural adjustability refers to being sensitive to the host culture the
expatrsquos multicultural sensitivity language ability diplomacy adaptability positive
attitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailing
spouse to adjust is often a major reason behind expatriate failure
Cultural Adjustment
The international HR Manager should decide on 3 key areas while assessing
an expatriatersquos performance
- Specific performance criteria
- Identifying the appraisers
- deciding on the frequency of appraisal
Expatriatersquos performance
appraisal
Basically there are three categories of performance indicators
1 Trait based (soft goal) ndash leadership style interpersonal skill etc
2 Behavior based (contextual goals) ndash attempts to take into consideration factors that
results
from the situation in which performance occurs
3 Result based (Hard goals) ndash objectives quantifiable and can be directly measured
such as Return On Investment (ROI) market share and so on
Non-expatriate Performance management
bull A seemingly neglected group
bull Performance effects of factors associated with constant air
travel
ndash Depression nervous anxiety sleep disturbance health issues
bull Stress associated with frequent absences and effect on family
relationships
bull Non-standard assignments such as commuter arrangements and
virtual assignments share these aspects
Performance Appraisal at
Pepsi-Cola International
bull Common performance appraisal system focuses on
motivating managers to achieve and maintain high standards
of motivation
Factors associated with high performance in diverse markets
were identified
Handling business complexity
Results orientation
Organizational savvy
Leadership
Executive excellence
Composure under pressure
Technical knowledge
Positive people skills
Effective communication and impact
Maturity
Conthellip
Five feed-back based mechanism
bull Instant feedback
bull Coaching
bull Accountability-based performance appraisal
bull Development feedback
bull Human resource plan for future
US Performance Appraisal
System
To build up employee performance plan
bull Discuss performance plan
bull Evaluating
bull Rewarding
bull Provide assistant
bull Repositioning or removing
bull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievement
ndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquo
ndash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of
business
ndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees -
Japan
1048766 It is important to avoid direct confrontation to lsquosave facersquo and this
customs affects the way in which the performance appraisal is conducted
1048766 A Japanese manager can not directly point out a work related problem
or error committed by a subordinate
1048766 Developmental appraisal is usually conducted every month and
evaluation appraisal is performed after 12 years
1048766 Feed back is subtle and given orally Japanese employees never rebut
1048766 Appraisal process praise is given to the group
Appraisal of HCN Employees-
USA
1048766 Workers performance appraisals featured the us cultural concept of meritocracy which emphasis fairness and a short term orientation
1048766 Employee expect to be appraised individually and heavily on individual feedback regarding performance
1048766 PA in the US are usually conducted once a year
1048766 Feedback in the US process is direct and probably in writing
1048766 US employees tend to present their own rebutted to the feed back
1048766 Appraisal process praise is given individually
USA vs Peoples Republic of China (PRC)
bull Performance appraisal
ndash USA Two-way communication and counseling are widely used in the performance appraisal process
ndash Peoples Republic of China (PRC) Superiors have absolute authority to evaluate subordinates standards of performance are vague and generic
CONT
bull Reward system
ndash USA A wide variety of rewards are used in the incentive system
ndash Peoples Republic of China (PRC) Range of wage and salary is narrow bonus is not based on individual performance pay is more motivating than in the USA
CONT
bull Participative management
ndash USA Participative management is welcome and
encouraged even if it is not prevalent yet
ndash Peoples Republic of China (PRC) Collective leadership
is widely used but the participation of workers in major
decisions is superficial and symbolic
Thank You
Guidelines for performance appraisal
More weight should be given to onsite managerrsquos evaluation as they are able to recognize the soft variables
Expatriate who worked in same location should assist home-office manager with evaluation
If foreign on-site managers prepare an evaluation home-office manager should be consulted before completion of formal the terminal evaluation
Challenges of International Performance Management
bull Total company vs part of it
bull Standardized or customized appraisal
form
bull Time differences and distance separation
bull Unreliable data across boundaries
bull Complex and volatile environments
bull Who conducts the performance appraisal
bull Frequency of appraisal
bull Variable levels of maturity
bull Volatility of the global environment
bull Non-comparable data
bull Cultural adjustment
bull Host environment
bull Raters Bias
Performance Criteria
Contextual goals
Soft goals
Hard goals
An appraisal system that uses hard soft
and contextual criteria is advocated
Hard Goals are objective
quantifiable and can be directly
measured such as Return-on-Investment
( ROI ) market share so on
Soft Goals tend to be relationship-
based or trait-based such as leadership
style interpersonal skills etc
Contextual Goals attempt to take into
consideration factors that result from the
situation in which performance occurs
Factors to be considered in individual performance amp appraisal process
Headquartersrsquo support
Compensation Package
Task
Host Environment
Expatriate Performance Management System
Cultural Adjustment
Compensation such assignments taken for perceived financial benefits and career progression
1048766 Compensation is one of the key factor closely associated with expatrsquos performance
1048766 Well compensated expatriates definitely happier and more productive
1048766 Pay according to Herzbergs two factor theory of motivation is a hygiene factor which
when adequately provided for removes dissatisfaction but fails to activate motivation and
performance
1048766 But money continues to remain as one of the most significant motivators for expats
2 Task
1048766 An expatriate is sent on an overseas assignment either as chief executive system
replicator trouble shooter or as a simple operator
1048766 Whatever the nature of assignment task has considerable impact on an individualrsquos
performance
1048766 A tougher task tends to evolve better performance than a job which is relatively easy to
handle
1048766 People tend to show their best when the job is tough and challenging
Head quarterrsquos support
1048766 Home office support is a crucial in expatriate performance
1048766 An assignee has accepted an overseas job for three objectives making
extra money career prospectus and loyalty to the organization and
commitment to make the firm successful
1048766 It is necessary that the home office extends support and offer moral
courage by psychological counseling particularly in times when the
expatriate is passing through a culture shock
Host Environment
1048766 Environment wields considerable influence on performance particularly of the
expatriate If the host environment is hostile expatriate are under constant
pressure and often there is a threat to their life itself
1048766 The form of ownership of the subsidiary is also important For instance it may
be relatively easier to perform in a wholly owned subsidiary than in a joint venture
with a state owned enterprise in China
1048766 Conflicting goals between parent companies are a common problem within
international joint ventures and can make the expatriatersquos job more difficult
The ability to live comfortably in an alien culture ndash is essential for the success of an
expatriate Multicultural adjustability refers to being sensitive to the host culture the
expatrsquos multicultural sensitivity language ability diplomacy adaptability positive
attitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailing
spouse to adjust is often a major reason behind expatriate failure
Cultural Adjustment
The international HR Manager should decide on 3 key areas while assessing
an expatriatersquos performance
- Specific performance criteria
- Identifying the appraisers
- deciding on the frequency of appraisal
Expatriatersquos performance
appraisal
Basically there are three categories of performance indicators
1 Trait based (soft goal) ndash leadership style interpersonal skill etc
2 Behavior based (contextual goals) ndash attempts to take into consideration factors that
results
from the situation in which performance occurs
3 Result based (Hard goals) ndash objectives quantifiable and can be directly measured
such as Return On Investment (ROI) market share and so on
Non-expatriate Performance management
bull A seemingly neglected group
bull Performance effects of factors associated with constant air
travel
ndash Depression nervous anxiety sleep disturbance health issues
bull Stress associated with frequent absences and effect on family
relationships
bull Non-standard assignments such as commuter arrangements and
virtual assignments share these aspects
Performance Appraisal at
Pepsi-Cola International
bull Common performance appraisal system focuses on
motivating managers to achieve and maintain high standards
of motivation
Factors associated with high performance in diverse markets
were identified
Handling business complexity
Results orientation
Organizational savvy
Leadership
Executive excellence
Composure under pressure
Technical knowledge
Positive people skills
Effective communication and impact
Maturity
Conthellip
Five feed-back based mechanism
bull Instant feedback
bull Coaching
bull Accountability-based performance appraisal
bull Development feedback
bull Human resource plan for future
US Performance Appraisal
System
To build up employee performance plan
bull Discuss performance plan
bull Evaluating
bull Rewarding
bull Provide assistant
bull Repositioning or removing
bull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievement
ndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquo
ndash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of
business
ndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees -
Japan
1048766 It is important to avoid direct confrontation to lsquosave facersquo and this
customs affects the way in which the performance appraisal is conducted
1048766 A Japanese manager can not directly point out a work related problem
or error committed by a subordinate
1048766 Developmental appraisal is usually conducted every month and
evaluation appraisal is performed after 12 years
1048766 Feed back is subtle and given orally Japanese employees never rebut
1048766 Appraisal process praise is given to the group
Appraisal of HCN Employees-
USA
1048766 Workers performance appraisals featured the us cultural concept of meritocracy which emphasis fairness and a short term orientation
1048766 Employee expect to be appraised individually and heavily on individual feedback regarding performance
1048766 PA in the US are usually conducted once a year
1048766 Feedback in the US process is direct and probably in writing
1048766 US employees tend to present their own rebutted to the feed back
1048766 Appraisal process praise is given individually
USA vs Peoples Republic of China (PRC)
bull Performance appraisal
ndash USA Two-way communication and counseling are widely used in the performance appraisal process
ndash Peoples Republic of China (PRC) Superiors have absolute authority to evaluate subordinates standards of performance are vague and generic
CONT
bull Reward system
ndash USA A wide variety of rewards are used in the incentive system
ndash Peoples Republic of China (PRC) Range of wage and salary is narrow bonus is not based on individual performance pay is more motivating than in the USA
CONT
bull Participative management
ndash USA Participative management is welcome and
encouraged even if it is not prevalent yet
ndash Peoples Republic of China (PRC) Collective leadership
is widely used but the participation of workers in major
decisions is superficial and symbolic
Thank You
Challenges of International Performance Management
bull Total company vs part of it
bull Standardized or customized appraisal
form
bull Time differences and distance separation
bull Unreliable data across boundaries
bull Complex and volatile environments
bull Who conducts the performance appraisal
bull Frequency of appraisal
bull Variable levels of maturity
bull Volatility of the global environment
bull Non-comparable data
bull Cultural adjustment
bull Host environment
bull Raters Bias
Performance Criteria
Contextual goals
Soft goals
Hard goals
An appraisal system that uses hard soft
and contextual criteria is advocated
Hard Goals are objective
quantifiable and can be directly
measured such as Return-on-Investment
( ROI ) market share so on
Soft Goals tend to be relationship-
based or trait-based such as leadership
style interpersonal skills etc
Contextual Goals attempt to take into
consideration factors that result from the
situation in which performance occurs
Factors to be considered in individual performance amp appraisal process
Headquartersrsquo support
Compensation Package
Task
Host Environment
Expatriate Performance Management System
Cultural Adjustment
Compensation such assignments taken for perceived financial benefits and career progression
1048766 Compensation is one of the key factor closely associated with expatrsquos performance
1048766 Well compensated expatriates definitely happier and more productive
1048766 Pay according to Herzbergs two factor theory of motivation is a hygiene factor which
when adequately provided for removes dissatisfaction but fails to activate motivation and
performance
1048766 But money continues to remain as one of the most significant motivators for expats
2 Task
1048766 An expatriate is sent on an overseas assignment either as chief executive system
replicator trouble shooter or as a simple operator
1048766 Whatever the nature of assignment task has considerable impact on an individualrsquos
performance
1048766 A tougher task tends to evolve better performance than a job which is relatively easy to
handle
1048766 People tend to show their best when the job is tough and challenging
Head quarterrsquos support
1048766 Home office support is a crucial in expatriate performance
1048766 An assignee has accepted an overseas job for three objectives making
extra money career prospectus and loyalty to the organization and
commitment to make the firm successful
1048766 It is necessary that the home office extends support and offer moral
courage by psychological counseling particularly in times when the
expatriate is passing through a culture shock
Host Environment
1048766 Environment wields considerable influence on performance particularly of the
expatriate If the host environment is hostile expatriate are under constant
pressure and often there is a threat to their life itself
1048766 The form of ownership of the subsidiary is also important For instance it may
be relatively easier to perform in a wholly owned subsidiary than in a joint venture
with a state owned enterprise in China
1048766 Conflicting goals between parent companies are a common problem within
international joint ventures and can make the expatriatersquos job more difficult
The ability to live comfortably in an alien culture ndash is essential for the success of an
expatriate Multicultural adjustability refers to being sensitive to the host culture the
expatrsquos multicultural sensitivity language ability diplomacy adaptability positive
attitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailing
spouse to adjust is often a major reason behind expatriate failure
Cultural Adjustment
The international HR Manager should decide on 3 key areas while assessing
an expatriatersquos performance
- Specific performance criteria
- Identifying the appraisers
- deciding on the frequency of appraisal
Expatriatersquos performance
appraisal
Basically there are three categories of performance indicators
1 Trait based (soft goal) ndash leadership style interpersonal skill etc
2 Behavior based (contextual goals) ndash attempts to take into consideration factors that
results
from the situation in which performance occurs
3 Result based (Hard goals) ndash objectives quantifiable and can be directly measured
such as Return On Investment (ROI) market share and so on
Non-expatriate Performance management
bull A seemingly neglected group
bull Performance effects of factors associated with constant air
travel
ndash Depression nervous anxiety sleep disturbance health issues
bull Stress associated with frequent absences and effect on family
relationships
bull Non-standard assignments such as commuter arrangements and
virtual assignments share these aspects
Performance Appraisal at
Pepsi-Cola International
bull Common performance appraisal system focuses on
motivating managers to achieve and maintain high standards
of motivation
Factors associated with high performance in diverse markets
were identified
Handling business complexity
Results orientation
Organizational savvy
Leadership
Executive excellence
Composure under pressure
Technical knowledge
Positive people skills
Effective communication and impact
Maturity
Conthellip
Five feed-back based mechanism
bull Instant feedback
bull Coaching
bull Accountability-based performance appraisal
bull Development feedback
bull Human resource plan for future
US Performance Appraisal
System
To build up employee performance plan
bull Discuss performance plan
bull Evaluating
bull Rewarding
bull Provide assistant
bull Repositioning or removing
bull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievement
ndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquo
ndash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of
business
ndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees -
Japan
1048766 It is important to avoid direct confrontation to lsquosave facersquo and this
customs affects the way in which the performance appraisal is conducted
1048766 A Japanese manager can not directly point out a work related problem
or error committed by a subordinate
1048766 Developmental appraisal is usually conducted every month and
evaluation appraisal is performed after 12 years
1048766 Feed back is subtle and given orally Japanese employees never rebut
1048766 Appraisal process praise is given to the group
Appraisal of HCN Employees-
USA
1048766 Workers performance appraisals featured the us cultural concept of meritocracy which emphasis fairness and a short term orientation
1048766 Employee expect to be appraised individually and heavily on individual feedback regarding performance
1048766 PA in the US are usually conducted once a year
1048766 Feedback in the US process is direct and probably in writing
1048766 US employees tend to present their own rebutted to the feed back
1048766 Appraisal process praise is given individually
USA vs Peoples Republic of China (PRC)
bull Performance appraisal
ndash USA Two-way communication and counseling are widely used in the performance appraisal process
ndash Peoples Republic of China (PRC) Superiors have absolute authority to evaluate subordinates standards of performance are vague and generic
CONT
bull Reward system
ndash USA A wide variety of rewards are used in the incentive system
ndash Peoples Republic of China (PRC) Range of wage and salary is narrow bonus is not based on individual performance pay is more motivating than in the USA
CONT
bull Participative management
ndash USA Participative management is welcome and
encouraged even if it is not prevalent yet
ndash Peoples Republic of China (PRC) Collective leadership
is widely used but the participation of workers in major
decisions is superficial and symbolic
Thank You
Performance Criteria
Contextual goals
Soft goals
Hard goals
An appraisal system that uses hard soft
and contextual criteria is advocated
Hard Goals are objective
quantifiable and can be directly
measured such as Return-on-Investment
( ROI ) market share so on
Soft Goals tend to be relationship-
based or trait-based such as leadership
style interpersonal skills etc
Contextual Goals attempt to take into
consideration factors that result from the
situation in which performance occurs
Factors to be considered in individual performance amp appraisal process
Headquartersrsquo support
Compensation Package
Task
Host Environment
Expatriate Performance Management System
Cultural Adjustment
Compensation such assignments taken for perceived financial benefits and career progression
1048766 Compensation is one of the key factor closely associated with expatrsquos performance
1048766 Well compensated expatriates definitely happier and more productive
1048766 Pay according to Herzbergs two factor theory of motivation is a hygiene factor which
when adequately provided for removes dissatisfaction but fails to activate motivation and
performance
1048766 But money continues to remain as one of the most significant motivators for expats
2 Task
1048766 An expatriate is sent on an overseas assignment either as chief executive system
replicator trouble shooter or as a simple operator
1048766 Whatever the nature of assignment task has considerable impact on an individualrsquos
performance
1048766 A tougher task tends to evolve better performance than a job which is relatively easy to
handle
1048766 People tend to show their best when the job is tough and challenging
Head quarterrsquos support
1048766 Home office support is a crucial in expatriate performance
1048766 An assignee has accepted an overseas job for three objectives making
extra money career prospectus and loyalty to the organization and
commitment to make the firm successful
1048766 It is necessary that the home office extends support and offer moral
courage by psychological counseling particularly in times when the
expatriate is passing through a culture shock
Host Environment
1048766 Environment wields considerable influence on performance particularly of the
expatriate If the host environment is hostile expatriate are under constant
pressure and often there is a threat to their life itself
1048766 The form of ownership of the subsidiary is also important For instance it may
be relatively easier to perform in a wholly owned subsidiary than in a joint venture
with a state owned enterprise in China
1048766 Conflicting goals between parent companies are a common problem within
international joint ventures and can make the expatriatersquos job more difficult
The ability to live comfortably in an alien culture ndash is essential for the success of an
expatriate Multicultural adjustability refers to being sensitive to the host culture the
expatrsquos multicultural sensitivity language ability diplomacy adaptability positive
attitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailing
spouse to adjust is often a major reason behind expatriate failure
Cultural Adjustment
The international HR Manager should decide on 3 key areas while assessing
an expatriatersquos performance
- Specific performance criteria
- Identifying the appraisers
- deciding on the frequency of appraisal
Expatriatersquos performance
appraisal
Basically there are three categories of performance indicators
1 Trait based (soft goal) ndash leadership style interpersonal skill etc
2 Behavior based (contextual goals) ndash attempts to take into consideration factors that
results
from the situation in which performance occurs
3 Result based (Hard goals) ndash objectives quantifiable and can be directly measured
such as Return On Investment (ROI) market share and so on
Non-expatriate Performance management
bull A seemingly neglected group
bull Performance effects of factors associated with constant air
travel
ndash Depression nervous anxiety sleep disturbance health issues
bull Stress associated with frequent absences and effect on family
relationships
bull Non-standard assignments such as commuter arrangements and
virtual assignments share these aspects
Performance Appraisal at
Pepsi-Cola International
bull Common performance appraisal system focuses on
motivating managers to achieve and maintain high standards
of motivation
Factors associated with high performance in diverse markets
were identified
Handling business complexity
Results orientation
Organizational savvy
Leadership
Executive excellence
Composure under pressure
Technical knowledge
Positive people skills
Effective communication and impact
Maturity
Conthellip
Five feed-back based mechanism
bull Instant feedback
bull Coaching
bull Accountability-based performance appraisal
bull Development feedback
bull Human resource plan for future
US Performance Appraisal
System
To build up employee performance plan
bull Discuss performance plan
bull Evaluating
bull Rewarding
bull Provide assistant
bull Repositioning or removing
bull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievement
ndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquo
ndash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of
business
ndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees -
Japan
1048766 It is important to avoid direct confrontation to lsquosave facersquo and this
customs affects the way in which the performance appraisal is conducted
1048766 A Japanese manager can not directly point out a work related problem
or error committed by a subordinate
1048766 Developmental appraisal is usually conducted every month and
evaluation appraisal is performed after 12 years
1048766 Feed back is subtle and given orally Japanese employees never rebut
1048766 Appraisal process praise is given to the group
Appraisal of HCN Employees-
USA
1048766 Workers performance appraisals featured the us cultural concept of meritocracy which emphasis fairness and a short term orientation
1048766 Employee expect to be appraised individually and heavily on individual feedback regarding performance
1048766 PA in the US are usually conducted once a year
1048766 Feedback in the US process is direct and probably in writing
1048766 US employees tend to present their own rebutted to the feed back
1048766 Appraisal process praise is given individually
USA vs Peoples Republic of China (PRC)
bull Performance appraisal
ndash USA Two-way communication and counseling are widely used in the performance appraisal process
ndash Peoples Republic of China (PRC) Superiors have absolute authority to evaluate subordinates standards of performance are vague and generic
CONT
bull Reward system
ndash USA A wide variety of rewards are used in the incentive system
ndash Peoples Republic of China (PRC) Range of wage and salary is narrow bonus is not based on individual performance pay is more motivating than in the USA
CONT
bull Participative management
ndash USA Participative management is welcome and
encouraged even if it is not prevalent yet
ndash Peoples Republic of China (PRC) Collective leadership
is widely used but the participation of workers in major
decisions is superficial and symbolic
Thank You
Factors to be considered in individual performance amp appraisal process
Headquartersrsquo support
Compensation Package
Task
Host Environment
Expatriate Performance Management System
Cultural Adjustment
Compensation such assignments taken for perceived financial benefits and career progression
1048766 Compensation is one of the key factor closely associated with expatrsquos performance
1048766 Well compensated expatriates definitely happier and more productive
1048766 Pay according to Herzbergs two factor theory of motivation is a hygiene factor which
when adequately provided for removes dissatisfaction but fails to activate motivation and
performance
1048766 But money continues to remain as one of the most significant motivators for expats
2 Task
1048766 An expatriate is sent on an overseas assignment either as chief executive system
replicator trouble shooter or as a simple operator
1048766 Whatever the nature of assignment task has considerable impact on an individualrsquos
performance
1048766 A tougher task tends to evolve better performance than a job which is relatively easy to
handle
1048766 People tend to show their best when the job is tough and challenging
Head quarterrsquos support
1048766 Home office support is a crucial in expatriate performance
1048766 An assignee has accepted an overseas job for three objectives making
extra money career prospectus and loyalty to the organization and
commitment to make the firm successful
1048766 It is necessary that the home office extends support and offer moral
courage by psychological counseling particularly in times when the
expatriate is passing through a culture shock
Host Environment
1048766 Environment wields considerable influence on performance particularly of the
expatriate If the host environment is hostile expatriate are under constant
pressure and often there is a threat to their life itself
1048766 The form of ownership of the subsidiary is also important For instance it may
be relatively easier to perform in a wholly owned subsidiary than in a joint venture
with a state owned enterprise in China
1048766 Conflicting goals between parent companies are a common problem within
international joint ventures and can make the expatriatersquos job more difficult
The ability to live comfortably in an alien culture ndash is essential for the success of an
expatriate Multicultural adjustability refers to being sensitive to the host culture the
expatrsquos multicultural sensitivity language ability diplomacy adaptability positive
attitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailing
spouse to adjust is often a major reason behind expatriate failure
Cultural Adjustment
The international HR Manager should decide on 3 key areas while assessing
an expatriatersquos performance
- Specific performance criteria
- Identifying the appraisers
- deciding on the frequency of appraisal
Expatriatersquos performance
appraisal
Basically there are three categories of performance indicators
1 Trait based (soft goal) ndash leadership style interpersonal skill etc
2 Behavior based (contextual goals) ndash attempts to take into consideration factors that
results
from the situation in which performance occurs
3 Result based (Hard goals) ndash objectives quantifiable and can be directly measured
such as Return On Investment (ROI) market share and so on
Non-expatriate Performance management
bull A seemingly neglected group
bull Performance effects of factors associated with constant air
travel
ndash Depression nervous anxiety sleep disturbance health issues
bull Stress associated with frequent absences and effect on family
relationships
bull Non-standard assignments such as commuter arrangements and
virtual assignments share these aspects
Performance Appraisal at
Pepsi-Cola International
bull Common performance appraisal system focuses on
motivating managers to achieve and maintain high standards
of motivation
Factors associated with high performance in diverse markets
were identified
Handling business complexity
Results orientation
Organizational savvy
Leadership
Executive excellence
Composure under pressure
Technical knowledge
Positive people skills
Effective communication and impact
Maturity
Conthellip
Five feed-back based mechanism
bull Instant feedback
bull Coaching
bull Accountability-based performance appraisal
bull Development feedback
bull Human resource plan for future
US Performance Appraisal
System
To build up employee performance plan
bull Discuss performance plan
bull Evaluating
bull Rewarding
bull Provide assistant
bull Repositioning or removing
bull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievement
ndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquo
ndash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of
business
ndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees -
Japan
1048766 It is important to avoid direct confrontation to lsquosave facersquo and this
customs affects the way in which the performance appraisal is conducted
1048766 A Japanese manager can not directly point out a work related problem
or error committed by a subordinate
1048766 Developmental appraisal is usually conducted every month and
evaluation appraisal is performed after 12 years
1048766 Feed back is subtle and given orally Japanese employees never rebut
1048766 Appraisal process praise is given to the group
Appraisal of HCN Employees-
USA
1048766 Workers performance appraisals featured the us cultural concept of meritocracy which emphasis fairness and a short term orientation
1048766 Employee expect to be appraised individually and heavily on individual feedback regarding performance
1048766 PA in the US are usually conducted once a year
1048766 Feedback in the US process is direct and probably in writing
1048766 US employees tend to present their own rebutted to the feed back
1048766 Appraisal process praise is given individually
USA vs Peoples Republic of China (PRC)
bull Performance appraisal
ndash USA Two-way communication and counseling are widely used in the performance appraisal process
ndash Peoples Republic of China (PRC) Superiors have absolute authority to evaluate subordinates standards of performance are vague and generic
CONT
bull Reward system
ndash USA A wide variety of rewards are used in the incentive system
ndash Peoples Republic of China (PRC) Range of wage and salary is narrow bonus is not based on individual performance pay is more motivating than in the USA
CONT
bull Participative management
ndash USA Participative management is welcome and
encouraged even if it is not prevalent yet
ndash Peoples Republic of China (PRC) Collective leadership
is widely used but the participation of workers in major
decisions is superficial and symbolic
Thank You
Compensation such assignments taken for perceived financial benefits and career progression
1048766 Compensation is one of the key factor closely associated with expatrsquos performance
1048766 Well compensated expatriates definitely happier and more productive
1048766 Pay according to Herzbergs two factor theory of motivation is a hygiene factor which
when adequately provided for removes dissatisfaction but fails to activate motivation and
performance
1048766 But money continues to remain as one of the most significant motivators for expats
2 Task
1048766 An expatriate is sent on an overseas assignment either as chief executive system
replicator trouble shooter or as a simple operator
1048766 Whatever the nature of assignment task has considerable impact on an individualrsquos
performance
1048766 A tougher task tends to evolve better performance than a job which is relatively easy to
handle
1048766 People tend to show their best when the job is tough and challenging
Head quarterrsquos support
1048766 Home office support is a crucial in expatriate performance
1048766 An assignee has accepted an overseas job for three objectives making
extra money career prospectus and loyalty to the organization and
commitment to make the firm successful
1048766 It is necessary that the home office extends support and offer moral
courage by psychological counseling particularly in times when the
expatriate is passing through a culture shock
Host Environment
1048766 Environment wields considerable influence on performance particularly of the
expatriate If the host environment is hostile expatriate are under constant
pressure and often there is a threat to their life itself
1048766 The form of ownership of the subsidiary is also important For instance it may
be relatively easier to perform in a wholly owned subsidiary than in a joint venture
with a state owned enterprise in China
1048766 Conflicting goals between parent companies are a common problem within
international joint ventures and can make the expatriatersquos job more difficult
The ability to live comfortably in an alien culture ndash is essential for the success of an
expatriate Multicultural adjustability refers to being sensitive to the host culture the
expatrsquos multicultural sensitivity language ability diplomacy adaptability positive
attitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailing
spouse to adjust is often a major reason behind expatriate failure
Cultural Adjustment
The international HR Manager should decide on 3 key areas while assessing
an expatriatersquos performance
- Specific performance criteria
- Identifying the appraisers
- deciding on the frequency of appraisal
Expatriatersquos performance
appraisal
Basically there are three categories of performance indicators
1 Trait based (soft goal) ndash leadership style interpersonal skill etc
2 Behavior based (contextual goals) ndash attempts to take into consideration factors that
results
from the situation in which performance occurs
3 Result based (Hard goals) ndash objectives quantifiable and can be directly measured
such as Return On Investment (ROI) market share and so on
Non-expatriate Performance management
bull A seemingly neglected group
bull Performance effects of factors associated with constant air
travel
ndash Depression nervous anxiety sleep disturbance health issues
bull Stress associated with frequent absences and effect on family
relationships
bull Non-standard assignments such as commuter arrangements and
virtual assignments share these aspects
Performance Appraisal at
Pepsi-Cola International
bull Common performance appraisal system focuses on
motivating managers to achieve and maintain high standards
of motivation
Factors associated with high performance in diverse markets
were identified
Handling business complexity
Results orientation
Organizational savvy
Leadership
Executive excellence
Composure under pressure
Technical knowledge
Positive people skills
Effective communication and impact
Maturity
Conthellip
Five feed-back based mechanism
bull Instant feedback
bull Coaching
bull Accountability-based performance appraisal
bull Development feedback
bull Human resource plan for future
US Performance Appraisal
System
To build up employee performance plan
bull Discuss performance plan
bull Evaluating
bull Rewarding
bull Provide assistant
bull Repositioning or removing
bull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievement
ndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquo
ndash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of
business
ndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees -
Japan
1048766 It is important to avoid direct confrontation to lsquosave facersquo and this
customs affects the way in which the performance appraisal is conducted
1048766 A Japanese manager can not directly point out a work related problem
or error committed by a subordinate
1048766 Developmental appraisal is usually conducted every month and
evaluation appraisal is performed after 12 years
1048766 Feed back is subtle and given orally Japanese employees never rebut
1048766 Appraisal process praise is given to the group
Appraisal of HCN Employees-
USA
1048766 Workers performance appraisals featured the us cultural concept of meritocracy which emphasis fairness and a short term orientation
1048766 Employee expect to be appraised individually and heavily on individual feedback regarding performance
1048766 PA in the US are usually conducted once a year
1048766 Feedback in the US process is direct and probably in writing
1048766 US employees tend to present their own rebutted to the feed back
1048766 Appraisal process praise is given individually
USA vs Peoples Republic of China (PRC)
bull Performance appraisal
ndash USA Two-way communication and counseling are widely used in the performance appraisal process
ndash Peoples Republic of China (PRC) Superiors have absolute authority to evaluate subordinates standards of performance are vague and generic
CONT
bull Reward system
ndash USA A wide variety of rewards are used in the incentive system
ndash Peoples Republic of China (PRC) Range of wage and salary is narrow bonus is not based on individual performance pay is more motivating than in the USA
CONT
bull Participative management
ndash USA Participative management is welcome and
encouraged even if it is not prevalent yet
ndash Peoples Republic of China (PRC) Collective leadership
is widely used but the participation of workers in major
decisions is superficial and symbolic
Thank You
2 Task
1048766 An expatriate is sent on an overseas assignment either as chief executive system
replicator trouble shooter or as a simple operator
1048766 Whatever the nature of assignment task has considerable impact on an individualrsquos
performance
1048766 A tougher task tends to evolve better performance than a job which is relatively easy to
handle
1048766 People tend to show their best when the job is tough and challenging
Head quarterrsquos support
1048766 Home office support is a crucial in expatriate performance
1048766 An assignee has accepted an overseas job for three objectives making
extra money career prospectus and loyalty to the organization and
commitment to make the firm successful
1048766 It is necessary that the home office extends support and offer moral
courage by psychological counseling particularly in times when the
expatriate is passing through a culture shock
Host Environment
1048766 Environment wields considerable influence on performance particularly of the
expatriate If the host environment is hostile expatriate are under constant
pressure and often there is a threat to their life itself
1048766 The form of ownership of the subsidiary is also important For instance it may
be relatively easier to perform in a wholly owned subsidiary than in a joint venture
with a state owned enterprise in China
1048766 Conflicting goals between parent companies are a common problem within
international joint ventures and can make the expatriatersquos job more difficult
The ability to live comfortably in an alien culture ndash is essential for the success of an
expatriate Multicultural adjustability refers to being sensitive to the host culture the
expatrsquos multicultural sensitivity language ability diplomacy adaptability positive
attitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailing
spouse to adjust is often a major reason behind expatriate failure
Cultural Adjustment
The international HR Manager should decide on 3 key areas while assessing
an expatriatersquos performance
- Specific performance criteria
- Identifying the appraisers
- deciding on the frequency of appraisal
Expatriatersquos performance
appraisal
Basically there are three categories of performance indicators
1 Trait based (soft goal) ndash leadership style interpersonal skill etc
2 Behavior based (contextual goals) ndash attempts to take into consideration factors that
results
from the situation in which performance occurs
3 Result based (Hard goals) ndash objectives quantifiable and can be directly measured
such as Return On Investment (ROI) market share and so on
Non-expatriate Performance management
bull A seemingly neglected group
bull Performance effects of factors associated with constant air
travel
ndash Depression nervous anxiety sleep disturbance health issues
bull Stress associated with frequent absences and effect on family
relationships
bull Non-standard assignments such as commuter arrangements and
virtual assignments share these aspects
Performance Appraisal at
Pepsi-Cola International
bull Common performance appraisal system focuses on
motivating managers to achieve and maintain high standards
of motivation
Factors associated with high performance in diverse markets
were identified
Handling business complexity
Results orientation
Organizational savvy
Leadership
Executive excellence
Composure under pressure
Technical knowledge
Positive people skills
Effective communication and impact
Maturity
Conthellip
Five feed-back based mechanism
bull Instant feedback
bull Coaching
bull Accountability-based performance appraisal
bull Development feedback
bull Human resource plan for future
US Performance Appraisal
System
To build up employee performance plan
bull Discuss performance plan
bull Evaluating
bull Rewarding
bull Provide assistant
bull Repositioning or removing
bull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievement
ndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquo
ndash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of
business
ndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees -
Japan
1048766 It is important to avoid direct confrontation to lsquosave facersquo and this
customs affects the way in which the performance appraisal is conducted
1048766 A Japanese manager can not directly point out a work related problem
or error committed by a subordinate
1048766 Developmental appraisal is usually conducted every month and
evaluation appraisal is performed after 12 years
1048766 Feed back is subtle and given orally Japanese employees never rebut
1048766 Appraisal process praise is given to the group
Appraisal of HCN Employees-
USA
1048766 Workers performance appraisals featured the us cultural concept of meritocracy which emphasis fairness and a short term orientation
1048766 Employee expect to be appraised individually and heavily on individual feedback regarding performance
1048766 PA in the US are usually conducted once a year
1048766 Feedback in the US process is direct and probably in writing
1048766 US employees tend to present their own rebutted to the feed back
1048766 Appraisal process praise is given individually
USA vs Peoples Republic of China (PRC)
bull Performance appraisal
ndash USA Two-way communication and counseling are widely used in the performance appraisal process
ndash Peoples Republic of China (PRC) Superiors have absolute authority to evaluate subordinates standards of performance are vague and generic
CONT
bull Reward system
ndash USA A wide variety of rewards are used in the incentive system
ndash Peoples Republic of China (PRC) Range of wage and salary is narrow bonus is not based on individual performance pay is more motivating than in the USA
CONT
bull Participative management
ndash USA Participative management is welcome and
encouraged even if it is not prevalent yet
ndash Peoples Republic of China (PRC) Collective leadership
is widely used but the participation of workers in major
decisions is superficial and symbolic
Thank You
Head quarterrsquos support
1048766 Home office support is a crucial in expatriate performance
1048766 An assignee has accepted an overseas job for three objectives making
extra money career prospectus and loyalty to the organization and
commitment to make the firm successful
1048766 It is necessary that the home office extends support and offer moral
courage by psychological counseling particularly in times when the
expatriate is passing through a culture shock
Host Environment
1048766 Environment wields considerable influence on performance particularly of the
expatriate If the host environment is hostile expatriate are under constant
pressure and often there is a threat to their life itself
1048766 The form of ownership of the subsidiary is also important For instance it may
be relatively easier to perform in a wholly owned subsidiary than in a joint venture
with a state owned enterprise in China
1048766 Conflicting goals between parent companies are a common problem within
international joint ventures and can make the expatriatersquos job more difficult
The ability to live comfortably in an alien culture ndash is essential for the success of an
expatriate Multicultural adjustability refers to being sensitive to the host culture the
expatrsquos multicultural sensitivity language ability diplomacy adaptability positive
attitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailing
spouse to adjust is often a major reason behind expatriate failure
Cultural Adjustment
The international HR Manager should decide on 3 key areas while assessing
an expatriatersquos performance
- Specific performance criteria
- Identifying the appraisers
- deciding on the frequency of appraisal
Expatriatersquos performance
appraisal
Basically there are three categories of performance indicators
1 Trait based (soft goal) ndash leadership style interpersonal skill etc
2 Behavior based (contextual goals) ndash attempts to take into consideration factors that
results
from the situation in which performance occurs
3 Result based (Hard goals) ndash objectives quantifiable and can be directly measured
such as Return On Investment (ROI) market share and so on
Non-expatriate Performance management
bull A seemingly neglected group
bull Performance effects of factors associated with constant air
travel
ndash Depression nervous anxiety sleep disturbance health issues
bull Stress associated with frequent absences and effect on family
relationships
bull Non-standard assignments such as commuter arrangements and
virtual assignments share these aspects
Performance Appraisal at
Pepsi-Cola International
bull Common performance appraisal system focuses on
motivating managers to achieve and maintain high standards
of motivation
Factors associated with high performance in diverse markets
were identified
Handling business complexity
Results orientation
Organizational savvy
Leadership
Executive excellence
Composure under pressure
Technical knowledge
Positive people skills
Effective communication and impact
Maturity
Conthellip
Five feed-back based mechanism
bull Instant feedback
bull Coaching
bull Accountability-based performance appraisal
bull Development feedback
bull Human resource plan for future
US Performance Appraisal
System
To build up employee performance plan
bull Discuss performance plan
bull Evaluating
bull Rewarding
bull Provide assistant
bull Repositioning or removing
bull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievement
ndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquo
ndash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of
business
ndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees -
Japan
1048766 It is important to avoid direct confrontation to lsquosave facersquo and this
customs affects the way in which the performance appraisal is conducted
1048766 A Japanese manager can not directly point out a work related problem
or error committed by a subordinate
1048766 Developmental appraisal is usually conducted every month and
evaluation appraisal is performed after 12 years
1048766 Feed back is subtle and given orally Japanese employees never rebut
1048766 Appraisal process praise is given to the group
Appraisal of HCN Employees-
USA
1048766 Workers performance appraisals featured the us cultural concept of meritocracy which emphasis fairness and a short term orientation
1048766 Employee expect to be appraised individually and heavily on individual feedback regarding performance
1048766 PA in the US are usually conducted once a year
1048766 Feedback in the US process is direct and probably in writing
1048766 US employees tend to present their own rebutted to the feed back
1048766 Appraisal process praise is given individually
USA vs Peoples Republic of China (PRC)
bull Performance appraisal
ndash USA Two-way communication and counseling are widely used in the performance appraisal process
ndash Peoples Republic of China (PRC) Superiors have absolute authority to evaluate subordinates standards of performance are vague and generic
CONT
bull Reward system
ndash USA A wide variety of rewards are used in the incentive system
ndash Peoples Republic of China (PRC) Range of wage and salary is narrow bonus is not based on individual performance pay is more motivating than in the USA
CONT
bull Participative management
ndash USA Participative management is welcome and
encouraged even if it is not prevalent yet
ndash Peoples Republic of China (PRC) Collective leadership
is widely used but the participation of workers in major
decisions is superficial and symbolic
Thank You
Host Environment
1048766 Environment wields considerable influence on performance particularly of the
expatriate If the host environment is hostile expatriate are under constant
pressure and often there is a threat to their life itself
1048766 The form of ownership of the subsidiary is also important For instance it may
be relatively easier to perform in a wholly owned subsidiary than in a joint venture
with a state owned enterprise in China
1048766 Conflicting goals between parent companies are a common problem within
international joint ventures and can make the expatriatersquos job more difficult
The ability to live comfortably in an alien culture ndash is essential for the success of an
expatriate Multicultural adjustability refers to being sensitive to the host culture the
expatrsquos multicultural sensitivity language ability diplomacy adaptability positive
attitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailing
spouse to adjust is often a major reason behind expatriate failure
Cultural Adjustment
The international HR Manager should decide on 3 key areas while assessing
an expatriatersquos performance
- Specific performance criteria
- Identifying the appraisers
- deciding on the frequency of appraisal
Expatriatersquos performance
appraisal
Basically there are three categories of performance indicators
1 Trait based (soft goal) ndash leadership style interpersonal skill etc
2 Behavior based (contextual goals) ndash attempts to take into consideration factors that
results
from the situation in which performance occurs
3 Result based (Hard goals) ndash objectives quantifiable and can be directly measured
such as Return On Investment (ROI) market share and so on
Non-expatriate Performance management
bull A seemingly neglected group
bull Performance effects of factors associated with constant air
travel
ndash Depression nervous anxiety sleep disturbance health issues
bull Stress associated with frequent absences and effect on family
relationships
bull Non-standard assignments such as commuter arrangements and
virtual assignments share these aspects
Performance Appraisal at
Pepsi-Cola International
bull Common performance appraisal system focuses on
motivating managers to achieve and maintain high standards
of motivation
Factors associated with high performance in diverse markets
were identified
Handling business complexity
Results orientation
Organizational savvy
Leadership
Executive excellence
Composure under pressure
Technical knowledge
Positive people skills
Effective communication and impact
Maturity
Conthellip
Five feed-back based mechanism
bull Instant feedback
bull Coaching
bull Accountability-based performance appraisal
bull Development feedback
bull Human resource plan for future
US Performance Appraisal
System
To build up employee performance plan
bull Discuss performance plan
bull Evaluating
bull Rewarding
bull Provide assistant
bull Repositioning or removing
bull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievement
ndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquo
ndash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of
business
ndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees -
Japan
1048766 It is important to avoid direct confrontation to lsquosave facersquo and this
customs affects the way in which the performance appraisal is conducted
1048766 A Japanese manager can not directly point out a work related problem
or error committed by a subordinate
1048766 Developmental appraisal is usually conducted every month and
evaluation appraisal is performed after 12 years
1048766 Feed back is subtle and given orally Japanese employees never rebut
1048766 Appraisal process praise is given to the group
Appraisal of HCN Employees-
USA
1048766 Workers performance appraisals featured the us cultural concept of meritocracy which emphasis fairness and a short term orientation
1048766 Employee expect to be appraised individually and heavily on individual feedback regarding performance
1048766 PA in the US are usually conducted once a year
1048766 Feedback in the US process is direct and probably in writing
1048766 US employees tend to present their own rebutted to the feed back
1048766 Appraisal process praise is given individually
USA vs Peoples Republic of China (PRC)
bull Performance appraisal
ndash USA Two-way communication and counseling are widely used in the performance appraisal process
ndash Peoples Republic of China (PRC) Superiors have absolute authority to evaluate subordinates standards of performance are vague and generic
CONT
bull Reward system
ndash USA A wide variety of rewards are used in the incentive system
ndash Peoples Republic of China (PRC) Range of wage and salary is narrow bonus is not based on individual performance pay is more motivating than in the USA
CONT
bull Participative management
ndash USA Participative management is welcome and
encouraged even if it is not prevalent yet
ndash Peoples Republic of China (PRC) Collective leadership
is widely used but the participation of workers in major
decisions is superficial and symbolic
Thank You
The ability to live comfortably in an alien culture ndash is essential for the success of an
expatriate Multicultural adjustability refers to being sensitive to the host culture the
expatrsquos multicultural sensitivity language ability diplomacy adaptability positive
attitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailing
spouse to adjust is often a major reason behind expatriate failure
Cultural Adjustment
The international HR Manager should decide on 3 key areas while assessing
an expatriatersquos performance
- Specific performance criteria
- Identifying the appraisers
- deciding on the frequency of appraisal
Expatriatersquos performance
appraisal
Basically there are three categories of performance indicators
1 Trait based (soft goal) ndash leadership style interpersonal skill etc
2 Behavior based (contextual goals) ndash attempts to take into consideration factors that
results
from the situation in which performance occurs
3 Result based (Hard goals) ndash objectives quantifiable and can be directly measured
such as Return On Investment (ROI) market share and so on
Non-expatriate Performance management
bull A seemingly neglected group
bull Performance effects of factors associated with constant air
travel
ndash Depression nervous anxiety sleep disturbance health issues
bull Stress associated with frequent absences and effect on family
relationships
bull Non-standard assignments such as commuter arrangements and
virtual assignments share these aspects
Performance Appraisal at
Pepsi-Cola International
bull Common performance appraisal system focuses on
motivating managers to achieve and maintain high standards
of motivation
Factors associated with high performance in diverse markets
were identified
Handling business complexity
Results orientation
Organizational savvy
Leadership
Executive excellence
Composure under pressure
Technical knowledge
Positive people skills
Effective communication and impact
Maturity
Conthellip
Five feed-back based mechanism
bull Instant feedback
bull Coaching
bull Accountability-based performance appraisal
bull Development feedback
bull Human resource plan for future
US Performance Appraisal
System
To build up employee performance plan
bull Discuss performance plan
bull Evaluating
bull Rewarding
bull Provide assistant
bull Repositioning or removing
bull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievement
ndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquo
ndash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of
business
ndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees -
Japan
1048766 It is important to avoid direct confrontation to lsquosave facersquo and this
customs affects the way in which the performance appraisal is conducted
1048766 A Japanese manager can not directly point out a work related problem
or error committed by a subordinate
1048766 Developmental appraisal is usually conducted every month and
evaluation appraisal is performed after 12 years
1048766 Feed back is subtle and given orally Japanese employees never rebut
1048766 Appraisal process praise is given to the group
Appraisal of HCN Employees-
USA
1048766 Workers performance appraisals featured the us cultural concept of meritocracy which emphasis fairness and a short term orientation
1048766 Employee expect to be appraised individually and heavily on individual feedback regarding performance
1048766 PA in the US are usually conducted once a year
1048766 Feedback in the US process is direct and probably in writing
1048766 US employees tend to present their own rebutted to the feed back
1048766 Appraisal process praise is given individually
USA vs Peoples Republic of China (PRC)
bull Performance appraisal
ndash USA Two-way communication and counseling are widely used in the performance appraisal process
ndash Peoples Republic of China (PRC) Superiors have absolute authority to evaluate subordinates standards of performance are vague and generic
CONT
bull Reward system
ndash USA A wide variety of rewards are used in the incentive system
ndash Peoples Republic of China (PRC) Range of wage and salary is narrow bonus is not based on individual performance pay is more motivating than in the USA
CONT
bull Participative management
ndash USA Participative management is welcome and
encouraged even if it is not prevalent yet
ndash Peoples Republic of China (PRC) Collective leadership
is widely used but the participation of workers in major
decisions is superficial and symbolic
Thank You
The international HR Manager should decide on 3 key areas while assessing
an expatriatersquos performance
- Specific performance criteria
- Identifying the appraisers
- deciding on the frequency of appraisal
Expatriatersquos performance
appraisal
Basically there are three categories of performance indicators
1 Trait based (soft goal) ndash leadership style interpersonal skill etc
2 Behavior based (contextual goals) ndash attempts to take into consideration factors that
results
from the situation in which performance occurs
3 Result based (Hard goals) ndash objectives quantifiable and can be directly measured
such as Return On Investment (ROI) market share and so on
Non-expatriate Performance management
bull A seemingly neglected group
bull Performance effects of factors associated with constant air
travel
ndash Depression nervous anxiety sleep disturbance health issues
bull Stress associated with frequent absences and effect on family
relationships
bull Non-standard assignments such as commuter arrangements and
virtual assignments share these aspects
Performance Appraisal at
Pepsi-Cola International
bull Common performance appraisal system focuses on
motivating managers to achieve and maintain high standards
of motivation
Factors associated with high performance in diverse markets
were identified
Handling business complexity
Results orientation
Organizational savvy
Leadership
Executive excellence
Composure under pressure
Technical knowledge
Positive people skills
Effective communication and impact
Maturity
Conthellip
Five feed-back based mechanism
bull Instant feedback
bull Coaching
bull Accountability-based performance appraisal
bull Development feedback
bull Human resource plan for future
US Performance Appraisal
System
To build up employee performance plan
bull Discuss performance plan
bull Evaluating
bull Rewarding
bull Provide assistant
bull Repositioning or removing
bull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievement
ndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquo
ndash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of
business
ndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees -
Japan
1048766 It is important to avoid direct confrontation to lsquosave facersquo and this
customs affects the way in which the performance appraisal is conducted
1048766 A Japanese manager can not directly point out a work related problem
or error committed by a subordinate
1048766 Developmental appraisal is usually conducted every month and
evaluation appraisal is performed after 12 years
1048766 Feed back is subtle and given orally Japanese employees never rebut
1048766 Appraisal process praise is given to the group
Appraisal of HCN Employees-
USA
1048766 Workers performance appraisals featured the us cultural concept of meritocracy which emphasis fairness and a short term orientation
1048766 Employee expect to be appraised individually and heavily on individual feedback regarding performance
1048766 PA in the US are usually conducted once a year
1048766 Feedback in the US process is direct and probably in writing
1048766 US employees tend to present their own rebutted to the feed back
1048766 Appraisal process praise is given individually
USA vs Peoples Republic of China (PRC)
bull Performance appraisal
ndash USA Two-way communication and counseling are widely used in the performance appraisal process
ndash Peoples Republic of China (PRC) Superiors have absolute authority to evaluate subordinates standards of performance are vague and generic
CONT
bull Reward system
ndash USA A wide variety of rewards are used in the incentive system
ndash Peoples Republic of China (PRC) Range of wage and salary is narrow bonus is not based on individual performance pay is more motivating than in the USA
CONT
bull Participative management
ndash USA Participative management is welcome and
encouraged even if it is not prevalent yet
ndash Peoples Republic of China (PRC) Collective leadership
is widely used but the participation of workers in major
decisions is superficial and symbolic
Thank You
Non-expatriate Performance management
bull A seemingly neglected group
bull Performance effects of factors associated with constant air
travel
ndash Depression nervous anxiety sleep disturbance health issues
bull Stress associated with frequent absences and effect on family
relationships
bull Non-standard assignments such as commuter arrangements and
virtual assignments share these aspects
Performance Appraisal at
Pepsi-Cola International
bull Common performance appraisal system focuses on
motivating managers to achieve and maintain high standards
of motivation
Factors associated with high performance in diverse markets
were identified
Handling business complexity
Results orientation
Organizational savvy
Leadership
Executive excellence
Composure under pressure
Technical knowledge
Positive people skills
Effective communication and impact
Maturity
Conthellip
Five feed-back based mechanism
bull Instant feedback
bull Coaching
bull Accountability-based performance appraisal
bull Development feedback
bull Human resource plan for future
US Performance Appraisal
System
To build up employee performance plan
bull Discuss performance plan
bull Evaluating
bull Rewarding
bull Provide assistant
bull Repositioning or removing
bull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievement
ndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquo
ndash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of
business
ndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees -
Japan
1048766 It is important to avoid direct confrontation to lsquosave facersquo and this
customs affects the way in which the performance appraisal is conducted
1048766 A Japanese manager can not directly point out a work related problem
or error committed by a subordinate
1048766 Developmental appraisal is usually conducted every month and
evaluation appraisal is performed after 12 years
1048766 Feed back is subtle and given orally Japanese employees never rebut
1048766 Appraisal process praise is given to the group
Appraisal of HCN Employees-
USA
1048766 Workers performance appraisals featured the us cultural concept of meritocracy which emphasis fairness and a short term orientation
1048766 Employee expect to be appraised individually and heavily on individual feedback regarding performance
1048766 PA in the US are usually conducted once a year
1048766 Feedback in the US process is direct and probably in writing
1048766 US employees tend to present their own rebutted to the feed back
1048766 Appraisal process praise is given individually
USA vs Peoples Republic of China (PRC)
bull Performance appraisal
ndash USA Two-way communication and counseling are widely used in the performance appraisal process
ndash Peoples Republic of China (PRC) Superiors have absolute authority to evaluate subordinates standards of performance are vague and generic
CONT
bull Reward system
ndash USA A wide variety of rewards are used in the incentive system
ndash Peoples Republic of China (PRC) Range of wage and salary is narrow bonus is not based on individual performance pay is more motivating than in the USA
CONT
bull Participative management
ndash USA Participative management is welcome and
encouraged even if it is not prevalent yet
ndash Peoples Republic of China (PRC) Collective leadership
is widely used but the participation of workers in major
decisions is superficial and symbolic
Thank You
Performance Appraisal at
Pepsi-Cola International
bull Common performance appraisal system focuses on
motivating managers to achieve and maintain high standards
of motivation
Factors associated with high performance in diverse markets
were identified
Handling business complexity
Results orientation
Organizational savvy
Leadership
Executive excellence
Composure under pressure
Technical knowledge
Positive people skills
Effective communication and impact
Maturity
Conthellip
Five feed-back based mechanism
bull Instant feedback
bull Coaching
bull Accountability-based performance appraisal
bull Development feedback
bull Human resource plan for future
US Performance Appraisal
System
To build up employee performance plan
bull Discuss performance plan
bull Evaluating
bull Rewarding
bull Provide assistant
bull Repositioning or removing
bull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievement
ndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquo
ndash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of
business
ndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees -
Japan
1048766 It is important to avoid direct confrontation to lsquosave facersquo and this
customs affects the way in which the performance appraisal is conducted
1048766 A Japanese manager can not directly point out a work related problem
or error committed by a subordinate
1048766 Developmental appraisal is usually conducted every month and
evaluation appraisal is performed after 12 years
1048766 Feed back is subtle and given orally Japanese employees never rebut
1048766 Appraisal process praise is given to the group
Appraisal of HCN Employees-
USA
1048766 Workers performance appraisals featured the us cultural concept of meritocracy which emphasis fairness and a short term orientation
1048766 Employee expect to be appraised individually and heavily on individual feedback regarding performance
1048766 PA in the US are usually conducted once a year
1048766 Feedback in the US process is direct and probably in writing
1048766 US employees tend to present their own rebutted to the feed back
1048766 Appraisal process praise is given individually
USA vs Peoples Republic of China (PRC)
bull Performance appraisal
ndash USA Two-way communication and counseling are widely used in the performance appraisal process
ndash Peoples Republic of China (PRC) Superiors have absolute authority to evaluate subordinates standards of performance are vague and generic
CONT
bull Reward system
ndash USA A wide variety of rewards are used in the incentive system
ndash Peoples Republic of China (PRC) Range of wage and salary is narrow bonus is not based on individual performance pay is more motivating than in the USA
CONT
bull Participative management
ndash USA Participative management is welcome and
encouraged even if it is not prevalent yet
ndash Peoples Republic of China (PRC) Collective leadership
is widely used but the participation of workers in major
decisions is superficial and symbolic
Thank You
Conthellip
Five feed-back based mechanism
bull Instant feedback
bull Coaching
bull Accountability-based performance appraisal
bull Development feedback
bull Human resource plan for future
US Performance Appraisal
System
To build up employee performance plan
bull Discuss performance plan
bull Evaluating
bull Rewarding
bull Provide assistant
bull Repositioning or removing
bull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievement
ndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquo
ndash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of
business
ndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees -
Japan
1048766 It is important to avoid direct confrontation to lsquosave facersquo and this
customs affects the way in which the performance appraisal is conducted
1048766 A Japanese manager can not directly point out a work related problem
or error committed by a subordinate
1048766 Developmental appraisal is usually conducted every month and
evaluation appraisal is performed after 12 years
1048766 Feed back is subtle and given orally Japanese employees never rebut
1048766 Appraisal process praise is given to the group
Appraisal of HCN Employees-
USA
1048766 Workers performance appraisals featured the us cultural concept of meritocracy which emphasis fairness and a short term orientation
1048766 Employee expect to be appraised individually and heavily on individual feedback regarding performance
1048766 PA in the US are usually conducted once a year
1048766 Feedback in the US process is direct and probably in writing
1048766 US employees tend to present their own rebutted to the feed back
1048766 Appraisal process praise is given individually
USA vs Peoples Republic of China (PRC)
bull Performance appraisal
ndash USA Two-way communication and counseling are widely used in the performance appraisal process
ndash Peoples Republic of China (PRC) Superiors have absolute authority to evaluate subordinates standards of performance are vague and generic
CONT
bull Reward system
ndash USA A wide variety of rewards are used in the incentive system
ndash Peoples Republic of China (PRC) Range of wage and salary is narrow bonus is not based on individual performance pay is more motivating than in the USA
CONT
bull Participative management
ndash USA Participative management is welcome and
encouraged even if it is not prevalent yet
ndash Peoples Republic of China (PRC) Collective leadership
is widely used but the participation of workers in major
decisions is superficial and symbolic
Thank You
US Performance Appraisal
System
To build up employee performance plan
bull Discuss performance plan
bull Evaluating
bull Rewarding
bull Provide assistant
bull Repositioning or removing
bull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievement
ndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquo
ndash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of
business
ndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees -
Japan
1048766 It is important to avoid direct confrontation to lsquosave facersquo and this
customs affects the way in which the performance appraisal is conducted
1048766 A Japanese manager can not directly point out a work related problem
or error committed by a subordinate
1048766 Developmental appraisal is usually conducted every month and
evaluation appraisal is performed after 12 years
1048766 Feed back is subtle and given orally Japanese employees never rebut
1048766 Appraisal process praise is given to the group
Appraisal of HCN Employees-
USA
1048766 Workers performance appraisals featured the us cultural concept of meritocracy which emphasis fairness and a short term orientation
1048766 Employee expect to be appraised individually and heavily on individual feedback regarding performance
1048766 PA in the US are usually conducted once a year
1048766 Feedback in the US process is direct and probably in writing
1048766 US employees tend to present their own rebutted to the feed back
1048766 Appraisal process praise is given individually
USA vs Peoples Republic of China (PRC)
bull Performance appraisal
ndash USA Two-way communication and counseling are widely used in the performance appraisal process
ndash Peoples Republic of China (PRC) Superiors have absolute authority to evaluate subordinates standards of performance are vague and generic
CONT
bull Reward system
ndash USA A wide variety of rewards are used in the incentive system
ndash Peoples Republic of China (PRC) Range of wage and salary is narrow bonus is not based on individual performance pay is more motivating than in the USA
CONT
bull Participative management
ndash USA Participative management is welcome and
encouraged even if it is not prevalent yet
ndash Peoples Republic of China (PRC) Collective leadership
is widely used but the participation of workers in major
decisions is superficial and symbolic
Thank You
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievement
ndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquo
ndash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of
business
ndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees -
Japan
1048766 It is important to avoid direct confrontation to lsquosave facersquo and this
customs affects the way in which the performance appraisal is conducted
1048766 A Japanese manager can not directly point out a work related problem
or error committed by a subordinate
1048766 Developmental appraisal is usually conducted every month and
evaluation appraisal is performed after 12 years
1048766 Feed back is subtle and given orally Japanese employees never rebut
1048766 Appraisal process praise is given to the group
Appraisal of HCN Employees-
USA
1048766 Workers performance appraisals featured the us cultural concept of meritocracy which emphasis fairness and a short term orientation
1048766 Employee expect to be appraised individually and heavily on individual feedback regarding performance
1048766 PA in the US are usually conducted once a year
1048766 Feedback in the US process is direct and probably in writing
1048766 US employees tend to present their own rebutted to the feed back
1048766 Appraisal process praise is given individually
USA vs Peoples Republic of China (PRC)
bull Performance appraisal
ndash USA Two-way communication and counseling are widely used in the performance appraisal process
ndash Peoples Republic of China (PRC) Superiors have absolute authority to evaluate subordinates standards of performance are vague and generic
CONT
bull Reward system
ndash USA A wide variety of rewards are used in the incentive system
ndash Peoples Republic of China (PRC) Range of wage and salary is narrow bonus is not based on individual performance pay is more motivating than in the USA
CONT
bull Participative management
ndash USA Participative management is welcome and
encouraged even if it is not prevalent yet
ndash Peoples Republic of China (PRC) Collective leadership
is widely used but the participation of workers in major
decisions is superficial and symbolic
Thank You
Chinese views of Performance
bull Objectives Maintain family control of
business
ndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees -
Japan
1048766 It is important to avoid direct confrontation to lsquosave facersquo and this
customs affects the way in which the performance appraisal is conducted
1048766 A Japanese manager can not directly point out a work related problem
or error committed by a subordinate
1048766 Developmental appraisal is usually conducted every month and
evaluation appraisal is performed after 12 years
1048766 Feed back is subtle and given orally Japanese employees never rebut
1048766 Appraisal process praise is given to the group
Appraisal of HCN Employees-
USA
1048766 Workers performance appraisals featured the us cultural concept of meritocracy which emphasis fairness and a short term orientation
1048766 Employee expect to be appraised individually and heavily on individual feedback regarding performance
1048766 PA in the US are usually conducted once a year
1048766 Feedback in the US process is direct and probably in writing
1048766 US employees tend to present their own rebutted to the feed back
1048766 Appraisal process praise is given individually
USA vs Peoples Republic of China (PRC)
bull Performance appraisal
ndash USA Two-way communication and counseling are widely used in the performance appraisal process
ndash Peoples Republic of China (PRC) Superiors have absolute authority to evaluate subordinates standards of performance are vague and generic
CONT
bull Reward system
ndash USA A wide variety of rewards are used in the incentive system
ndash Peoples Republic of China (PRC) Range of wage and salary is narrow bonus is not based on individual performance pay is more motivating than in the USA
CONT
bull Participative management
ndash USA Participative management is welcome and
encouraged even if it is not prevalent yet
ndash Peoples Republic of China (PRC) Collective leadership
is widely used but the participation of workers in major
decisions is superficial and symbolic
Thank You
Appraisal of HCN Employees -
Japan
1048766 It is important to avoid direct confrontation to lsquosave facersquo and this
customs affects the way in which the performance appraisal is conducted
1048766 A Japanese manager can not directly point out a work related problem
or error committed by a subordinate
1048766 Developmental appraisal is usually conducted every month and
evaluation appraisal is performed after 12 years
1048766 Feed back is subtle and given orally Japanese employees never rebut
1048766 Appraisal process praise is given to the group
Appraisal of HCN Employees-
USA
1048766 Workers performance appraisals featured the us cultural concept of meritocracy which emphasis fairness and a short term orientation
1048766 Employee expect to be appraised individually and heavily on individual feedback regarding performance
1048766 PA in the US are usually conducted once a year
1048766 Feedback in the US process is direct and probably in writing
1048766 US employees tend to present their own rebutted to the feed back
1048766 Appraisal process praise is given individually
USA vs Peoples Republic of China (PRC)
bull Performance appraisal
ndash USA Two-way communication and counseling are widely used in the performance appraisal process
ndash Peoples Republic of China (PRC) Superiors have absolute authority to evaluate subordinates standards of performance are vague and generic
CONT
bull Reward system
ndash USA A wide variety of rewards are used in the incentive system
ndash Peoples Republic of China (PRC) Range of wage and salary is narrow bonus is not based on individual performance pay is more motivating than in the USA
CONT
bull Participative management
ndash USA Participative management is welcome and
encouraged even if it is not prevalent yet
ndash Peoples Republic of China (PRC) Collective leadership
is widely used but the participation of workers in major
decisions is superficial and symbolic
Thank You
Appraisal of HCN Employees-
USA
1048766 Workers performance appraisals featured the us cultural concept of meritocracy which emphasis fairness and a short term orientation
1048766 Employee expect to be appraised individually and heavily on individual feedback regarding performance
1048766 PA in the US are usually conducted once a year
1048766 Feedback in the US process is direct and probably in writing
1048766 US employees tend to present their own rebutted to the feed back
1048766 Appraisal process praise is given individually
USA vs Peoples Republic of China (PRC)
bull Performance appraisal
ndash USA Two-way communication and counseling are widely used in the performance appraisal process
ndash Peoples Republic of China (PRC) Superiors have absolute authority to evaluate subordinates standards of performance are vague and generic
CONT
bull Reward system
ndash USA A wide variety of rewards are used in the incentive system
ndash Peoples Republic of China (PRC) Range of wage and salary is narrow bonus is not based on individual performance pay is more motivating than in the USA
CONT
bull Participative management
ndash USA Participative management is welcome and
encouraged even if it is not prevalent yet
ndash Peoples Republic of China (PRC) Collective leadership
is widely used but the participation of workers in major
decisions is superficial and symbolic
Thank You
USA vs Peoples Republic of China (PRC)
bull Performance appraisal
ndash USA Two-way communication and counseling are widely used in the performance appraisal process
ndash Peoples Republic of China (PRC) Superiors have absolute authority to evaluate subordinates standards of performance are vague and generic
CONT
bull Reward system
ndash USA A wide variety of rewards are used in the incentive system
ndash Peoples Republic of China (PRC) Range of wage and salary is narrow bonus is not based on individual performance pay is more motivating than in the USA
CONT
bull Participative management
ndash USA Participative management is welcome and
encouraged even if it is not prevalent yet
ndash Peoples Republic of China (PRC) Collective leadership
is widely used but the participation of workers in major
decisions is superficial and symbolic
Thank You
CONT
bull Reward system
ndash USA A wide variety of rewards are used in the incentive system
ndash Peoples Republic of China (PRC) Range of wage and salary is narrow bonus is not based on individual performance pay is more motivating than in the USA
CONT
bull Participative management
ndash USA Participative management is welcome and
encouraged even if it is not prevalent yet
ndash Peoples Republic of China (PRC) Collective leadership
is widely used but the participation of workers in major
decisions is superficial and symbolic
Thank You
CONT
bull Participative management
ndash USA Participative management is welcome and
encouraged even if it is not prevalent yet
ndash Peoples Republic of China (PRC) Collective leadership
is widely used but the participation of workers in major
decisions is superficial and symbolic
Thank You
Thank You