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For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.
ISBN-10: 1408032090© Cengage Learning
INTERNATIONALPERFORMANCEMANAGEMENT
Chapter 6
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For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.
ISBN-10: 1408032090© Cengage Learning
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Chapter 6
Vocabulary Objectives Introduction Multinational performance management Control & performance management Performance mgmt. of int. employees Performance appraisal of int. employees
INTERNATIONALPERFORMANCE MGMT.
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For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.
ISBN-10: 1408032090© Cengage Learning
performance management, performance appraisal foreign subsidiary bureaucratic control system, relative comparative data expatriate = PCNs, TCNs, and HCNs on assignment to
headquarters= international employee
compensation package, remuneration tasks: CEO, structure reproducer, troubleshooter, operative types of assignments: technical, developmental, strategic, functional role clarity, role expectations, going native merit-based, intellectual capital, competency-based collective bargaining virtual assignees hard goals, soft goals, contextual goals 360-degree feedback process communication medium cultural applicability
Vocabulary
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For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.
ISBN-10: 1408032090© Cengage Learning
We address:1. Multinational performance management at the global & local level:
■ non-comparable data ■ volatility of the global environment■ effect of distance ■ level of subsidiary maturity
2. Performance management as part of a MNE’s control system3. Factors associated with expatriate performance, including
■ compensation package ■ headquarters’ support■ task & role ■ host environment factors
4. Performance management of expatriates & non-expatriates those on non-standard tasks & assignments such as
commuters & virtual workers5. Issues related to performance appraisal
of international employees
Objectives
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For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.
ISBN-10: 1408032090© Cengage Learning
Introduction
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For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.
ISBN-10: 1408032090© Cengage Learning
Perspectives, issues, actions & consequencesin MNE performance management
Figure 6.1
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For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.
ISBN-10: 1408032090© Cengage Learning
Multinationalperformance management
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For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.
ISBN-10: 1408032090© Cengage Learning
MNE performance mgmt. constraints1. Whole vs. part2. Non-comparable data3. Volatility in the global business environment4. Separation by time & distance5. Variable levels of maturity across markets:
the need for relevant comparative data
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For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.
ISBN-10: 1408032090© Cengage Learning
Control &performance management
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For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.
ISBN-10: 1408032090© Cengage Learning
MNE control & performanceFigure 6.2
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For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.
ISBN-10: 1408032090© Cengage Learning
Performance management ofinternational employees
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For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.
ISBN-10: 1408032090© Cengage Learning
Variables affecting expatriate performanceFigure 6-3
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For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.
ISBN-10: 1408032090© Cengage Learning
Expatriate tasks1. CEO or subsidiary manager
oversees & directs entire foreign operation2. Structure reproducer
reproduces structure similar to what s/he knows from another part of the company
3. Troubleshooteranalyzes & solves a particular operational problem
4. Operativeperforms functional job tasks in existing operational structure, in generally lower level,supervisory positions
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For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.
ISBN-10: 1408032090© Cengage Learning
Types of expatriate assignments1. Technical (5-10%)
short-term knowledge transfer2. Developmental (5-10%)
in-country performance &acquisition of local understanding by assignee
3. Strategic (10-15%)high-profile activities for developing global perspective
4. Functional (55-80%)more enduring two-way transfer ofexisting processes & practices
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For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.
ISBN-10: 1408032090© Cengage Learning
PCN role conceptionFigure 6.4
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pter
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For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.
ISBN-10: 1408032090© Cengage Learning
TCN role conceptionFigure 6.5
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For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.
ISBN-10: 1408032090© Cengage Learning
Non-expatriate performance management challenges Performance criteria & goals for non-standard work Criteria for performance is subject to cultural differences Isolating international dimensions of job performance is not
as straightforward as for traditional expatriate jobs Outstanding/under-performance & failures will challenge
performance appraisal process Performance appraisals are complicated by
international context, outside appraisers Ways to improve & rewards are unclear Impact of non-standard work
on HCN co-workers
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For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.
ISBN-10: 1408032090© Cengage Learning
Performance appraisal ofinternational employees
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For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.
ISBN-10: 1408032090© Cengage Learning
Performance appraisal aspects of international employees Performance criteria
hard, soft, & contextual goals Who conducts the performance appraisal?
typically subsidiary manager, but could be team of evaluators
Standardized or customized appraisal forms? Frequency of appraisal? Performance feedback
the communication medium matters Appraisal of HCN employees
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For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.
ISBN-10: 1408032090© Cengage Learning
HCN role conceptionFigure 6.6