Post on 26-Dec-2015
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transcript
Performance Appraisal
Prof Preeti Bhaskar
Symbiosis Center For Management Studies NOIDA
bull Expatriatersquos performance appraisal
bull Variable influencing Performance of Expatriate
bull Issues and challenges in international performance management
Constant check induces employee to perform better
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 efficiencymaintaining
organizational control
concrete and tangible
particulars about their
workassessment of
performance
mutual goals of the
employees amp the
organizationgrowth amp developmentincrease 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
MANAGEMENT An International
Perspective
Objective -
bull Introduction bull Challenges of International performance
managementbull Areas to be appraisedbull Who should appraise the performancebull System of Performance appraisalbull Problems of performance appraisalbull How to make appraisal effective
bull
International Performance Management
ndash It is the process of assessing an individuals performance in a systematic way
ndash The performance being measured against various job related factors 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 PerformancePeriodic evaluation helps mangers to have a better understanding of each employees skills with the goal to facilitate train and develop abilities and power to their employees
ndash A chase to assess job development encourage interest and enhance job performance by pointing out the development and recognizing productive 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 neededTo identify problem areas that may call for a change in assignment
Problem Performance appraisal
Unintentional biasbull Host-nation biased by cultural frame of referencebull Home-country biased by distance and lack of experience
working abroad
bull Expatriate managers believe that headquarters unfairly evaluates and under appreciates them
In a survey of personnel managers in US multinationals 56 stated foreign assignment either damaging or irrelevant to onersquos career
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 supportCompensation PackageTas
kHost EnvironmentExpatriate Performance Management
SystemCultural Adjustment
Compensation such assignments taken for perceived financial benefits and career progression
1048766 Compensation is one of the key factor closely associated with expatrsquos performance1048766 Well compensated expatriates definitely happier and more productive1048766 Pay according to Herzbergs two factor theory of motivation is a hygiene factor whichwhen adequately provided for removes dissatisfaction but fails to activate motivation andperformance1048766 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 operator1048766 Whatever the nature of assignment task has considerable impact
on an individualrsquosperformance1048766 A tougher task tends to evolve better performance than a job which
is relatively easy tohandle1048766 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 performance1048766 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 successful1048766 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 anexpatriate Multicultural adjustability refers to being sensitive to the host culture theexpatrsquos multicultural sensitivity language ability diplomacy adaptability positiveattitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailingspouse 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 etc2 Behavior based (contextual goals) ndash attempts to take into consideration factors that resultsfrom the situation in which performance occurs3 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 groupbull Performance effects of factors associated
with constant air travelndash Depression nervous anxiety sleep disturbance
health issuesbull Stress associated with frequent absences
and effect on family relationshipsbull 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 feedbackbull Coachingbull Accountability-based performance appraisalbull Development feedbackbull Human resource plan for future
US Performance Appraisal SystemTo build up employee performance plan
bull Discuss performance plan bull Evaluatingbull Rewardingbull Provide assistant bull Repositioning or removingbull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievementndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquondash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of businessndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees - Japan1048766 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
Constant check induces employee to perform better
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 efficiencymaintaining
organizational control
concrete and tangible
particulars about their
workassessment of
performance
mutual goals of the
employees amp the
organizationgrowth amp developmentincrease 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
MANAGEMENT An International
Perspective
Objective -
bull Introduction bull Challenges of International performance
managementbull Areas to be appraisedbull Who should appraise the performancebull System of Performance appraisalbull Problems of performance appraisalbull How to make appraisal effective
bull
International Performance Management
ndash It is the process of assessing an individuals performance in a systematic way
ndash The performance being measured against various job related factors 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 PerformancePeriodic evaluation helps mangers to have a better understanding of each employees skills with the goal to facilitate train and develop abilities and power to their employees
ndash A chase to assess job development encourage interest and enhance job performance by pointing out the development and recognizing productive 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 neededTo identify problem areas that may call for a change in assignment
Problem Performance appraisal
Unintentional biasbull Host-nation biased by cultural frame of referencebull Home-country biased by distance and lack of experience
working abroad
bull Expatriate managers believe that headquarters unfairly evaluates and under appreciates them
In a survey of personnel managers in US multinationals 56 stated foreign assignment either damaging or irrelevant to onersquos career
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 supportCompensation PackageTas
kHost EnvironmentExpatriate Performance Management
SystemCultural Adjustment
Compensation such assignments taken for perceived financial benefits and career progression
1048766 Compensation is one of the key factor closely associated with expatrsquos performance1048766 Well compensated expatriates definitely happier and more productive1048766 Pay according to Herzbergs two factor theory of motivation is a hygiene factor whichwhen adequately provided for removes dissatisfaction but fails to activate motivation andperformance1048766 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 operator1048766 Whatever the nature of assignment task has considerable impact
on an individualrsquosperformance1048766 A tougher task tends to evolve better performance than a job which
is relatively easy tohandle1048766 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 performance1048766 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 successful1048766 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 anexpatriate Multicultural adjustability refers to being sensitive to the host culture theexpatrsquos multicultural sensitivity language ability diplomacy adaptability positiveattitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailingspouse 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 etc2 Behavior based (contextual goals) ndash attempts to take into consideration factors that resultsfrom the situation in which performance occurs3 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 groupbull Performance effects of factors associated
with constant air travelndash Depression nervous anxiety sleep disturbance
health issuesbull Stress associated with frequent absences
and effect on family relationshipsbull 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 feedbackbull Coachingbull Accountability-based performance appraisalbull Development feedbackbull Human resource plan for future
US Performance Appraisal SystemTo build up employee performance plan
bull Discuss performance plan bull Evaluatingbull Rewardingbull Provide assistant bull Repositioning or removingbull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievementndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquondash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of businessndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees - Japan1048766 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
Constant check induces employee to perform better
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 efficiencymaintaining
organizational control
concrete and tangible
particulars about their
workassessment of
performance
mutual goals of the
employees amp the
organizationgrowth amp developmentincrease 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
MANAGEMENT An International
Perspective
Objective -
bull Introduction bull Challenges of International performance
managementbull Areas to be appraisedbull Who should appraise the performancebull System of Performance appraisalbull Problems of performance appraisalbull How to make appraisal effective
bull
International Performance Management
ndash It is the process of assessing an individuals performance in a systematic way
ndash The performance being measured against various job related factors 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 PerformancePeriodic evaluation helps mangers to have a better understanding of each employees skills with the goal to facilitate train and develop abilities and power to their employees
ndash A chase to assess job development encourage interest and enhance job performance by pointing out the development and recognizing productive 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 neededTo identify problem areas that may call for a change in assignment
Problem Performance appraisal
Unintentional biasbull Host-nation biased by cultural frame of referencebull Home-country biased by distance and lack of experience
working abroad
bull Expatriate managers believe that headquarters unfairly evaluates and under appreciates them
In a survey of personnel managers in US multinationals 56 stated foreign assignment either damaging or irrelevant to onersquos career
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 supportCompensation PackageTas
kHost EnvironmentExpatriate Performance Management
SystemCultural Adjustment
Compensation such assignments taken for perceived financial benefits and career progression
1048766 Compensation is one of the key factor closely associated with expatrsquos performance1048766 Well compensated expatriates definitely happier and more productive1048766 Pay according to Herzbergs two factor theory of motivation is a hygiene factor whichwhen adequately provided for removes dissatisfaction but fails to activate motivation andperformance1048766 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 operator1048766 Whatever the nature of assignment task has considerable impact
on an individualrsquosperformance1048766 A tougher task tends to evolve better performance than a job which
is relatively easy tohandle1048766 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 performance1048766 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 successful1048766 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 anexpatriate Multicultural adjustability refers to being sensitive to the host culture theexpatrsquos multicultural sensitivity language ability diplomacy adaptability positiveattitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailingspouse 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 etc2 Behavior based (contextual goals) ndash attempts to take into consideration factors that resultsfrom the situation in which performance occurs3 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 groupbull Performance effects of factors associated
with constant air travelndash Depression nervous anxiety sleep disturbance
health issuesbull Stress associated with frequent absences
and effect on family relationshipsbull 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 feedbackbull Coachingbull Accountability-based performance appraisalbull Development feedbackbull Human resource plan for future
US Performance Appraisal SystemTo build up employee performance plan
bull Discuss performance plan bull Evaluatingbull Rewardingbull Provide assistant bull Repositioning or removingbull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievementndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquondash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of businessndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees - Japan1048766 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 efficiencymaintaining
organizational control
concrete and tangible
particulars about their
workassessment of
performance
mutual goals of the
employees amp the
organizationgrowth amp developmentincrease 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
MANAGEMENT An International
Perspective
Objective -
bull Introduction bull Challenges of International performance
managementbull Areas to be appraisedbull Who should appraise the performancebull System of Performance appraisalbull Problems of performance appraisalbull How to make appraisal effective
bull
International Performance Management
ndash It is the process of assessing an individuals performance in a systematic way
ndash The performance being measured against various job related factors 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 PerformancePeriodic evaluation helps mangers to have a better understanding of each employees skills with the goal to facilitate train and develop abilities and power to their employees
ndash A chase to assess job development encourage interest and enhance job performance by pointing out the development and recognizing productive 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 neededTo identify problem areas that may call for a change in assignment
Problem Performance appraisal
Unintentional biasbull Host-nation biased by cultural frame of referencebull Home-country biased by distance and lack of experience
working abroad
bull Expatriate managers believe that headquarters unfairly evaluates and under appreciates them
In a survey of personnel managers in US multinationals 56 stated foreign assignment either damaging or irrelevant to onersquos career
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 supportCompensation PackageTas
kHost EnvironmentExpatriate Performance Management
SystemCultural Adjustment
Compensation such assignments taken for perceived financial benefits and career progression
1048766 Compensation is one of the key factor closely associated with expatrsquos performance1048766 Well compensated expatriates definitely happier and more productive1048766 Pay according to Herzbergs two factor theory of motivation is a hygiene factor whichwhen adequately provided for removes dissatisfaction but fails to activate motivation andperformance1048766 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 operator1048766 Whatever the nature of assignment task has considerable impact
on an individualrsquosperformance1048766 A tougher task tends to evolve better performance than a job which
is relatively easy tohandle1048766 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 performance1048766 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 successful1048766 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 anexpatriate Multicultural adjustability refers to being sensitive to the host culture theexpatrsquos multicultural sensitivity language ability diplomacy adaptability positiveattitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailingspouse 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 etc2 Behavior based (contextual goals) ndash attempts to take into consideration factors that resultsfrom the situation in which performance occurs3 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 groupbull Performance effects of factors associated
with constant air travelndash Depression nervous anxiety sleep disturbance
health issuesbull Stress associated with frequent absences
and effect on family relationshipsbull 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 feedbackbull Coachingbull Accountability-based performance appraisalbull Development feedbackbull Human resource plan for future
US Performance Appraisal SystemTo build up employee performance plan
bull Discuss performance plan bull Evaluatingbull Rewardingbull Provide assistant bull Repositioning or removingbull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievementndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquondash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of businessndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees - Japan1048766 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 efficiencymaintaining
organizational control
concrete and tangible
particulars about their
workassessment of
performance
mutual goals of the
employees amp the
organizationgrowth amp developmentincrease 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
MANAGEMENT An International
Perspective
Objective -
bull Introduction bull Challenges of International performance
managementbull Areas to be appraisedbull Who should appraise the performancebull System of Performance appraisalbull Problems of performance appraisalbull How to make appraisal effective
bull
International Performance Management
ndash It is the process of assessing an individuals performance in a systematic way
ndash The performance being measured against various job related factors 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 PerformancePeriodic evaluation helps mangers to have a better understanding of each employees skills with the goal to facilitate train and develop abilities and power to their employees
ndash A chase to assess job development encourage interest and enhance job performance by pointing out the development and recognizing productive 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 neededTo identify problem areas that may call for a change in assignment
Problem Performance appraisal
Unintentional biasbull Host-nation biased by cultural frame of referencebull Home-country biased by distance and lack of experience
working abroad
bull Expatriate managers believe that headquarters unfairly evaluates and under appreciates them
In a survey of personnel managers in US multinationals 56 stated foreign assignment either damaging or irrelevant to onersquos career
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 supportCompensation PackageTas
kHost EnvironmentExpatriate Performance Management
SystemCultural Adjustment
Compensation such assignments taken for perceived financial benefits and career progression
1048766 Compensation is one of the key factor closely associated with expatrsquos performance1048766 Well compensated expatriates definitely happier and more productive1048766 Pay according to Herzbergs two factor theory of motivation is a hygiene factor whichwhen adequately provided for removes dissatisfaction but fails to activate motivation andperformance1048766 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 operator1048766 Whatever the nature of assignment task has considerable impact
on an individualrsquosperformance1048766 A tougher task tends to evolve better performance than a job which
is relatively easy tohandle1048766 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 performance1048766 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 successful1048766 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 anexpatriate Multicultural adjustability refers to being sensitive to the host culture theexpatrsquos multicultural sensitivity language ability diplomacy adaptability positiveattitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailingspouse 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 etc2 Behavior based (contextual goals) ndash attempts to take into consideration factors that resultsfrom the situation in which performance occurs3 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 groupbull Performance effects of factors associated
with constant air travelndash Depression nervous anxiety sleep disturbance
health issuesbull Stress associated with frequent absences
and effect on family relationshipsbull 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 feedbackbull Coachingbull Accountability-based performance appraisalbull Development feedbackbull Human resource plan for future
US Performance Appraisal SystemTo build up employee performance plan
bull Discuss performance plan bull Evaluatingbull Rewardingbull Provide assistant bull Repositioning or removingbull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievementndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquondash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of businessndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees - Japan1048766 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
MANAGEMENT An International
Perspective
Objective -
bull Introduction bull Challenges of International performance
managementbull Areas to be appraisedbull Who should appraise the performancebull System of Performance appraisalbull Problems of performance appraisalbull How to make appraisal effective
bull
International Performance Management
ndash It is the process of assessing an individuals performance in a systematic way
ndash The performance being measured against various job related factors 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 PerformancePeriodic evaluation helps mangers to have a better understanding of each employees skills with the goal to facilitate train and develop abilities and power to their employees
ndash A chase to assess job development encourage interest and enhance job performance by pointing out the development and recognizing productive 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 neededTo identify problem areas that may call for a change in assignment
Problem Performance appraisal
Unintentional biasbull Host-nation biased by cultural frame of referencebull Home-country biased by distance and lack of experience
working abroad
bull Expatriate managers believe that headquarters unfairly evaluates and under appreciates them
In a survey of personnel managers in US multinationals 56 stated foreign assignment either damaging or irrelevant to onersquos career
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 supportCompensation PackageTas
kHost EnvironmentExpatriate Performance Management
SystemCultural Adjustment
Compensation such assignments taken for perceived financial benefits and career progression
1048766 Compensation is one of the key factor closely associated with expatrsquos performance1048766 Well compensated expatriates definitely happier and more productive1048766 Pay according to Herzbergs two factor theory of motivation is a hygiene factor whichwhen adequately provided for removes dissatisfaction but fails to activate motivation andperformance1048766 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 operator1048766 Whatever the nature of assignment task has considerable impact
on an individualrsquosperformance1048766 A tougher task tends to evolve better performance than a job which
is relatively easy tohandle1048766 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 performance1048766 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 successful1048766 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 anexpatriate Multicultural adjustability refers to being sensitive to the host culture theexpatrsquos multicultural sensitivity language ability diplomacy adaptability positiveattitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailingspouse 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 etc2 Behavior based (contextual goals) ndash attempts to take into consideration factors that resultsfrom the situation in which performance occurs3 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 groupbull Performance effects of factors associated
with constant air travelndash Depression nervous anxiety sleep disturbance
health issuesbull Stress associated with frequent absences
and effect on family relationshipsbull 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 feedbackbull Coachingbull Accountability-based performance appraisalbull Development feedbackbull Human resource plan for future
US Performance Appraisal SystemTo build up employee performance plan
bull Discuss performance plan bull Evaluatingbull Rewardingbull Provide assistant bull Repositioning or removingbull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievementndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquondash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of businessndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees - Japan1048766 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
MANAGEMENT An International
Perspective
Objective -
bull Introduction bull Challenges of International performance
managementbull Areas to be appraisedbull Who should appraise the performancebull System of Performance appraisalbull Problems of performance appraisalbull How to make appraisal effective
bull
International Performance Management
ndash It is the process of assessing an individuals performance in a systematic way
ndash The performance being measured against various job related factors 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 PerformancePeriodic evaluation helps mangers to have a better understanding of each employees skills with the goal to facilitate train and develop abilities and power to their employees
ndash A chase to assess job development encourage interest and enhance job performance by pointing out the development and recognizing productive 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 neededTo identify problem areas that may call for a change in assignment
Problem Performance appraisal
Unintentional biasbull Host-nation biased by cultural frame of referencebull Home-country biased by distance and lack of experience
working abroad
bull Expatriate managers believe that headquarters unfairly evaluates and under appreciates them
In a survey of personnel managers in US multinationals 56 stated foreign assignment either damaging or irrelevant to onersquos career
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 supportCompensation PackageTas
kHost EnvironmentExpatriate Performance Management
SystemCultural Adjustment
Compensation such assignments taken for perceived financial benefits and career progression
1048766 Compensation is one of the key factor closely associated with expatrsquos performance1048766 Well compensated expatriates definitely happier and more productive1048766 Pay according to Herzbergs two factor theory of motivation is a hygiene factor whichwhen adequately provided for removes dissatisfaction but fails to activate motivation andperformance1048766 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 operator1048766 Whatever the nature of assignment task has considerable impact
on an individualrsquosperformance1048766 A tougher task tends to evolve better performance than a job which
is relatively easy tohandle1048766 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 performance1048766 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 successful1048766 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 anexpatriate Multicultural adjustability refers to being sensitive to the host culture theexpatrsquos multicultural sensitivity language ability diplomacy adaptability positiveattitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailingspouse 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 etc2 Behavior based (contextual goals) ndash attempts to take into consideration factors that resultsfrom the situation in which performance occurs3 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 groupbull Performance effects of factors associated
with constant air travelndash Depression nervous anxiety sleep disturbance
health issuesbull Stress associated with frequent absences
and effect on family relationshipsbull 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 feedbackbull Coachingbull Accountability-based performance appraisalbull Development feedbackbull Human resource plan for future
US Performance Appraisal SystemTo build up employee performance plan
bull Discuss performance plan bull Evaluatingbull Rewardingbull Provide assistant bull Repositioning or removingbull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievementndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquondash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of businessndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees - Japan1048766 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
managementbull Areas to be appraisedbull Who should appraise the performancebull System of Performance appraisalbull Problems of performance appraisalbull How to make appraisal effective
bull
International Performance Management
ndash It is the process of assessing an individuals performance in a systematic way
ndash The performance being measured against various job related factors 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 PerformancePeriodic evaluation helps mangers to have a better understanding of each employees skills with the goal to facilitate train and develop abilities and power to their employees
ndash A chase to assess job development encourage interest and enhance job performance by pointing out the development and recognizing productive 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 neededTo identify problem areas that may call for a change in assignment
Problem Performance appraisal
Unintentional biasbull Host-nation biased by cultural frame of referencebull Home-country biased by distance and lack of experience
working abroad
bull Expatriate managers believe that headquarters unfairly evaluates and under appreciates them
In a survey of personnel managers in US multinationals 56 stated foreign assignment either damaging or irrelevant to onersquos career
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 supportCompensation PackageTas
kHost EnvironmentExpatriate Performance Management
SystemCultural Adjustment
Compensation such assignments taken for perceived financial benefits and career progression
1048766 Compensation is one of the key factor closely associated with expatrsquos performance1048766 Well compensated expatriates definitely happier and more productive1048766 Pay according to Herzbergs two factor theory of motivation is a hygiene factor whichwhen adequately provided for removes dissatisfaction but fails to activate motivation andperformance1048766 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 operator1048766 Whatever the nature of assignment task has considerable impact
on an individualrsquosperformance1048766 A tougher task tends to evolve better performance than a job which
is relatively easy tohandle1048766 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 performance1048766 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 successful1048766 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 anexpatriate Multicultural adjustability refers to being sensitive to the host culture theexpatrsquos multicultural sensitivity language ability diplomacy adaptability positiveattitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailingspouse 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 etc2 Behavior based (contextual goals) ndash attempts to take into consideration factors that resultsfrom the situation in which performance occurs3 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 groupbull Performance effects of factors associated
with constant air travelndash Depression nervous anxiety sleep disturbance
health issuesbull Stress associated with frequent absences
and effect on family relationshipsbull 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 feedbackbull Coachingbull Accountability-based performance appraisalbull Development feedbackbull Human resource plan for future
US Performance Appraisal SystemTo build up employee performance plan
bull Discuss performance plan bull Evaluatingbull Rewardingbull Provide assistant bull Repositioning or removingbull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievementndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquondash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of businessndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees - Japan1048766 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 a systematic way
ndash The performance being measured against various job related factors 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 PerformancePeriodic evaluation helps mangers to have a better understanding of each employees skills with the goal to facilitate train and develop abilities and power to their employees
ndash A chase to assess job development encourage interest and enhance job performance by pointing out the development and recognizing productive 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 neededTo identify problem areas that may call for a change in assignment
Problem Performance appraisal
Unintentional biasbull Host-nation biased by cultural frame of referencebull Home-country biased by distance and lack of experience
working abroad
bull Expatriate managers believe that headquarters unfairly evaluates and under appreciates them
In a survey of personnel managers in US multinationals 56 stated foreign assignment either damaging or irrelevant to onersquos career
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 supportCompensation PackageTas
kHost EnvironmentExpatriate Performance Management
SystemCultural Adjustment
Compensation such assignments taken for perceived financial benefits and career progression
1048766 Compensation is one of the key factor closely associated with expatrsquos performance1048766 Well compensated expatriates definitely happier and more productive1048766 Pay according to Herzbergs two factor theory of motivation is a hygiene factor whichwhen adequately provided for removes dissatisfaction but fails to activate motivation andperformance1048766 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 operator1048766 Whatever the nature of assignment task has considerable impact
on an individualrsquosperformance1048766 A tougher task tends to evolve better performance than a job which
is relatively easy tohandle1048766 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 performance1048766 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 successful1048766 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 anexpatriate Multicultural adjustability refers to being sensitive to the host culture theexpatrsquos multicultural sensitivity language ability diplomacy adaptability positiveattitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailingspouse 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 etc2 Behavior based (contextual goals) ndash attempts to take into consideration factors that resultsfrom the situation in which performance occurs3 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 groupbull Performance effects of factors associated
with constant air travelndash Depression nervous anxiety sleep disturbance
health issuesbull Stress associated with frequent absences
and effect on family relationshipsbull 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 feedbackbull Coachingbull Accountability-based performance appraisalbull Development feedbackbull Human resource plan for future
US Performance Appraisal SystemTo build up employee performance plan
bull Discuss performance plan bull Evaluatingbull Rewardingbull Provide assistant bull Repositioning or removingbull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievementndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquondash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of businessndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees - Japan1048766 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 PerformancePeriodic evaluation helps mangers to have a better understanding of each employees skills with the goal to facilitate train and develop abilities and power to their employees
ndash A chase to assess job development encourage interest and enhance job performance by pointing out the development and recognizing productive 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 neededTo identify problem areas that may call for a change in assignment
Problem Performance appraisal
Unintentional biasbull Host-nation biased by cultural frame of referencebull Home-country biased by distance and lack of experience
working abroad
bull Expatriate managers believe that headquarters unfairly evaluates and under appreciates them
In a survey of personnel managers in US multinationals 56 stated foreign assignment either damaging or irrelevant to onersquos career
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 supportCompensation PackageTas
kHost EnvironmentExpatriate Performance Management
SystemCultural Adjustment
Compensation such assignments taken for perceived financial benefits and career progression
1048766 Compensation is one of the key factor closely associated with expatrsquos performance1048766 Well compensated expatriates definitely happier and more productive1048766 Pay according to Herzbergs two factor theory of motivation is a hygiene factor whichwhen adequately provided for removes dissatisfaction but fails to activate motivation andperformance1048766 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 operator1048766 Whatever the nature of assignment task has considerable impact
on an individualrsquosperformance1048766 A tougher task tends to evolve better performance than a job which
is relatively easy tohandle1048766 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 performance1048766 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 successful1048766 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 anexpatriate Multicultural adjustability refers to being sensitive to the host culture theexpatrsquos multicultural sensitivity language ability diplomacy adaptability positiveattitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailingspouse 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 etc2 Behavior based (contextual goals) ndash attempts to take into consideration factors that resultsfrom the situation in which performance occurs3 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 groupbull Performance effects of factors associated
with constant air travelndash Depression nervous anxiety sleep disturbance
health issuesbull Stress associated with frequent absences
and effect on family relationshipsbull 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 feedbackbull Coachingbull Accountability-based performance appraisalbull Development feedbackbull Human resource plan for future
US Performance Appraisal SystemTo build up employee performance plan
bull Discuss performance plan bull Evaluatingbull Rewardingbull Provide assistant bull Repositioning or removingbull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievementndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquondash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of businessndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees - Japan1048766 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 neededTo identify problem areas that may call for a change in assignment
Problem Performance appraisal
Unintentional biasbull Host-nation biased by cultural frame of referencebull Home-country biased by distance and lack of experience
working abroad
bull Expatriate managers believe that headquarters unfairly evaluates and under appreciates them
In a survey of personnel managers in US multinationals 56 stated foreign assignment either damaging or irrelevant to onersquos career
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 supportCompensation PackageTas
kHost EnvironmentExpatriate Performance Management
SystemCultural Adjustment
Compensation such assignments taken for perceived financial benefits and career progression
1048766 Compensation is one of the key factor closely associated with expatrsquos performance1048766 Well compensated expatriates definitely happier and more productive1048766 Pay according to Herzbergs two factor theory of motivation is a hygiene factor whichwhen adequately provided for removes dissatisfaction but fails to activate motivation andperformance1048766 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 operator1048766 Whatever the nature of assignment task has considerable impact
on an individualrsquosperformance1048766 A tougher task tends to evolve better performance than a job which
is relatively easy tohandle1048766 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 performance1048766 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 successful1048766 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 anexpatriate Multicultural adjustability refers to being sensitive to the host culture theexpatrsquos multicultural sensitivity language ability diplomacy adaptability positiveattitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailingspouse 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 etc2 Behavior based (contextual goals) ndash attempts to take into consideration factors that resultsfrom the situation in which performance occurs3 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 groupbull Performance effects of factors associated
with constant air travelndash Depression nervous anxiety sleep disturbance
health issuesbull Stress associated with frequent absences
and effect on family relationshipsbull 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 feedbackbull Coachingbull Accountability-based performance appraisalbull Development feedbackbull Human resource plan for future
US Performance Appraisal SystemTo build up employee performance plan
bull Discuss performance plan bull Evaluatingbull Rewardingbull Provide assistant bull Repositioning or removingbull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievementndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquondash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of businessndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees - Japan1048766 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 biasbull Host-nation biased by cultural frame of referencebull Home-country biased by distance and lack of experience
working abroad
bull Expatriate managers believe that headquarters unfairly evaluates and under appreciates them
In a survey of personnel managers in US multinationals 56 stated foreign assignment either damaging or irrelevant to onersquos career
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 supportCompensation PackageTas
kHost EnvironmentExpatriate Performance Management
SystemCultural Adjustment
Compensation such assignments taken for perceived financial benefits and career progression
1048766 Compensation is one of the key factor closely associated with expatrsquos performance1048766 Well compensated expatriates definitely happier and more productive1048766 Pay according to Herzbergs two factor theory of motivation is a hygiene factor whichwhen adequately provided for removes dissatisfaction but fails to activate motivation andperformance1048766 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 operator1048766 Whatever the nature of assignment task has considerable impact
on an individualrsquosperformance1048766 A tougher task tends to evolve better performance than a job which
is relatively easy tohandle1048766 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 performance1048766 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 successful1048766 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 anexpatriate Multicultural adjustability refers to being sensitive to the host culture theexpatrsquos multicultural sensitivity language ability diplomacy adaptability positiveattitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailingspouse 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 etc2 Behavior based (contextual goals) ndash attempts to take into consideration factors that resultsfrom the situation in which performance occurs3 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 groupbull Performance effects of factors associated
with constant air travelndash Depression nervous anxiety sleep disturbance
health issuesbull Stress associated with frequent absences
and effect on family relationshipsbull 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 feedbackbull Coachingbull Accountability-based performance appraisalbull Development feedbackbull Human resource plan for future
US Performance Appraisal SystemTo build up employee performance plan
bull Discuss performance plan bull Evaluatingbull Rewardingbull Provide assistant bull Repositioning or removingbull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievementndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquondash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of businessndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees - Japan1048766 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 supportCompensation PackageTas
kHost EnvironmentExpatriate Performance Management
SystemCultural Adjustment
Compensation such assignments taken for perceived financial benefits and career progression
1048766 Compensation is one of the key factor closely associated with expatrsquos performance1048766 Well compensated expatriates definitely happier and more productive1048766 Pay according to Herzbergs two factor theory of motivation is a hygiene factor whichwhen adequately provided for removes dissatisfaction but fails to activate motivation andperformance1048766 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 operator1048766 Whatever the nature of assignment task has considerable impact
on an individualrsquosperformance1048766 A tougher task tends to evolve better performance than a job which
is relatively easy tohandle1048766 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 performance1048766 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 successful1048766 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 anexpatriate Multicultural adjustability refers to being sensitive to the host culture theexpatrsquos multicultural sensitivity language ability diplomacy adaptability positiveattitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailingspouse 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 etc2 Behavior based (contextual goals) ndash attempts to take into consideration factors that resultsfrom the situation in which performance occurs3 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 groupbull Performance effects of factors associated
with constant air travelndash Depression nervous anxiety sleep disturbance
health issuesbull Stress associated with frequent absences
and effect on family relationshipsbull 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 feedbackbull Coachingbull Accountability-based performance appraisalbull Development feedbackbull Human resource plan for future
US Performance Appraisal SystemTo build up employee performance plan
bull Discuss performance plan bull Evaluatingbull Rewardingbull Provide assistant bull Repositioning or removingbull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievementndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquondash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of businessndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees - Japan1048766 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 supportCompensation PackageTas
kHost EnvironmentExpatriate Performance Management
SystemCultural Adjustment
Compensation such assignments taken for perceived financial benefits and career progression
1048766 Compensation is one of the key factor closely associated with expatrsquos performance1048766 Well compensated expatriates definitely happier and more productive1048766 Pay according to Herzbergs two factor theory of motivation is a hygiene factor whichwhen adequately provided for removes dissatisfaction but fails to activate motivation andperformance1048766 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 operator1048766 Whatever the nature of assignment task has considerable impact
on an individualrsquosperformance1048766 A tougher task tends to evolve better performance than a job which
is relatively easy tohandle1048766 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 performance1048766 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 successful1048766 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 anexpatriate Multicultural adjustability refers to being sensitive to the host culture theexpatrsquos multicultural sensitivity language ability diplomacy adaptability positiveattitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailingspouse 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 etc2 Behavior based (contextual goals) ndash attempts to take into consideration factors that resultsfrom the situation in which performance occurs3 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 groupbull Performance effects of factors associated
with constant air travelndash Depression nervous anxiety sleep disturbance
health issuesbull Stress associated with frequent absences
and effect on family relationshipsbull 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 feedbackbull Coachingbull Accountability-based performance appraisalbull Development feedbackbull Human resource plan for future
US Performance Appraisal SystemTo build up employee performance plan
bull Discuss performance plan bull Evaluatingbull Rewardingbull Provide assistant bull Repositioning or removingbull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievementndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquondash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of businessndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees - Japan1048766 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 supportCompensation PackageTas
kHost EnvironmentExpatriate Performance Management
SystemCultural Adjustment
Compensation such assignments taken for perceived financial benefits and career progression
1048766 Compensation is one of the key factor closely associated with expatrsquos performance1048766 Well compensated expatriates definitely happier and more productive1048766 Pay according to Herzbergs two factor theory of motivation is a hygiene factor whichwhen adequately provided for removes dissatisfaction but fails to activate motivation andperformance1048766 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 operator1048766 Whatever the nature of assignment task has considerable impact
on an individualrsquosperformance1048766 A tougher task tends to evolve better performance than a job which
is relatively easy tohandle1048766 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 performance1048766 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 successful1048766 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 anexpatriate Multicultural adjustability refers to being sensitive to the host culture theexpatrsquos multicultural sensitivity language ability diplomacy adaptability positiveattitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailingspouse 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 etc2 Behavior based (contextual goals) ndash attempts to take into consideration factors that resultsfrom the situation in which performance occurs3 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 groupbull Performance effects of factors associated
with constant air travelndash Depression nervous anxiety sleep disturbance
health issuesbull Stress associated with frequent absences
and effect on family relationshipsbull 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 feedbackbull Coachingbull Accountability-based performance appraisalbull Development feedbackbull Human resource plan for future
US Performance Appraisal SystemTo build up employee performance plan
bull Discuss performance plan bull Evaluatingbull Rewardingbull Provide assistant bull Repositioning or removingbull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievementndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquondash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of businessndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees - Japan1048766 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 supportCompensation PackageTas
kHost EnvironmentExpatriate Performance Management
SystemCultural Adjustment
Compensation such assignments taken for perceived financial benefits and career progression
1048766 Compensation is one of the key factor closely associated with expatrsquos performance1048766 Well compensated expatriates definitely happier and more productive1048766 Pay according to Herzbergs two factor theory of motivation is a hygiene factor whichwhen adequately provided for removes dissatisfaction but fails to activate motivation andperformance1048766 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 operator1048766 Whatever the nature of assignment task has considerable impact
on an individualrsquosperformance1048766 A tougher task tends to evolve better performance than a job which
is relatively easy tohandle1048766 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 performance1048766 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 successful1048766 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 anexpatriate Multicultural adjustability refers to being sensitive to the host culture theexpatrsquos multicultural sensitivity language ability diplomacy adaptability positiveattitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailingspouse 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 etc2 Behavior based (contextual goals) ndash attempts to take into consideration factors that resultsfrom the situation in which performance occurs3 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 groupbull Performance effects of factors associated
with constant air travelndash Depression nervous anxiety sleep disturbance
health issuesbull Stress associated with frequent absences
and effect on family relationshipsbull 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 feedbackbull Coachingbull Accountability-based performance appraisalbull Development feedbackbull Human resource plan for future
US Performance Appraisal SystemTo build up employee performance plan
bull Discuss performance plan bull Evaluatingbull Rewardingbull Provide assistant bull Repositioning or removingbull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievementndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquondash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of businessndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees - Japan1048766 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 performance1048766 Well compensated expatriates definitely happier and more productive1048766 Pay according to Herzbergs two factor theory of motivation is a hygiene factor whichwhen adequately provided for removes dissatisfaction but fails to activate motivation andperformance1048766 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 operator1048766 Whatever the nature of assignment task has considerable impact
on an individualrsquosperformance1048766 A tougher task tends to evolve better performance than a job which
is relatively easy tohandle1048766 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 performance1048766 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 successful1048766 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 anexpatriate Multicultural adjustability refers to being sensitive to the host culture theexpatrsquos multicultural sensitivity language ability diplomacy adaptability positiveattitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailingspouse 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 etc2 Behavior based (contextual goals) ndash attempts to take into consideration factors that resultsfrom the situation in which performance occurs3 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 groupbull Performance effects of factors associated
with constant air travelndash Depression nervous anxiety sleep disturbance
health issuesbull Stress associated with frequent absences
and effect on family relationshipsbull 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 feedbackbull Coachingbull Accountability-based performance appraisalbull Development feedbackbull Human resource plan for future
US Performance Appraisal SystemTo build up employee performance plan
bull Discuss performance plan bull Evaluatingbull Rewardingbull Provide assistant bull Repositioning or removingbull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievementndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquondash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of businessndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees - Japan1048766 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 operator1048766 Whatever the nature of assignment task has considerable impact
on an individualrsquosperformance1048766 A tougher task tends to evolve better performance than a job which
is relatively easy tohandle1048766 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 performance1048766 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 successful1048766 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 anexpatriate Multicultural adjustability refers to being sensitive to the host culture theexpatrsquos multicultural sensitivity language ability diplomacy adaptability positiveattitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailingspouse 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 etc2 Behavior based (contextual goals) ndash attempts to take into consideration factors that resultsfrom the situation in which performance occurs3 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 groupbull Performance effects of factors associated
with constant air travelndash Depression nervous anxiety sleep disturbance
health issuesbull Stress associated with frequent absences
and effect on family relationshipsbull 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 feedbackbull Coachingbull Accountability-based performance appraisalbull Development feedbackbull Human resource plan for future
US Performance Appraisal SystemTo build up employee performance plan
bull Discuss performance plan bull Evaluatingbull Rewardingbull Provide assistant bull Repositioning or removingbull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievementndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquondash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of businessndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees - Japan1048766 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 performance1048766 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 successful1048766 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 anexpatriate Multicultural adjustability refers to being sensitive to the host culture theexpatrsquos multicultural sensitivity language ability diplomacy adaptability positiveattitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailingspouse 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 etc2 Behavior based (contextual goals) ndash attempts to take into consideration factors that resultsfrom the situation in which performance occurs3 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 groupbull Performance effects of factors associated
with constant air travelndash Depression nervous anxiety sleep disturbance
health issuesbull Stress associated with frequent absences
and effect on family relationshipsbull 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 feedbackbull Coachingbull Accountability-based performance appraisalbull Development feedbackbull Human resource plan for future
US Performance Appraisal SystemTo build up employee performance plan
bull Discuss performance plan bull Evaluatingbull Rewardingbull Provide assistant bull Repositioning or removingbull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievementndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquondash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of businessndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees - Japan1048766 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 anexpatriate Multicultural adjustability refers to being sensitive to the host culture theexpatrsquos multicultural sensitivity language ability diplomacy adaptability positiveattitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailingspouse 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 etc2 Behavior based (contextual goals) ndash attempts to take into consideration factors that resultsfrom the situation in which performance occurs3 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 groupbull Performance effects of factors associated
with constant air travelndash Depression nervous anxiety sleep disturbance
health issuesbull Stress associated with frequent absences
and effect on family relationshipsbull 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 feedbackbull Coachingbull Accountability-based performance appraisalbull Development feedbackbull Human resource plan for future
US Performance Appraisal SystemTo build up employee performance plan
bull Discuss performance plan bull Evaluatingbull Rewardingbull Provide assistant bull Repositioning or removingbull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievementndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquondash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of businessndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees - Japan1048766 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 anexpatriate Multicultural adjustability refers to being sensitive to the host culture theexpatrsquos multicultural sensitivity language ability diplomacy adaptability positiveattitude emotional stability and maturity
1048766 It is not enough if the expat Alone acquires cross cultural adjustability The trailingspouse 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 etc2 Behavior based (contextual goals) ndash attempts to take into consideration factors that resultsfrom the situation in which performance occurs3 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 groupbull Performance effects of factors associated
with constant air travelndash Depression nervous anxiety sleep disturbance
health issuesbull Stress associated with frequent absences
and effect on family relationshipsbull 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 feedbackbull Coachingbull Accountability-based performance appraisalbull Development feedbackbull Human resource plan for future
US Performance Appraisal SystemTo build up employee performance plan
bull Discuss performance plan bull Evaluatingbull Rewardingbull Provide assistant bull Repositioning or removingbull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievementndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquondash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of businessndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees - Japan1048766 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 etc2 Behavior based (contextual goals) ndash attempts to take into consideration factors that resultsfrom the situation in which performance occurs3 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 groupbull Performance effects of factors associated
with constant air travelndash Depression nervous anxiety sleep disturbance
health issuesbull Stress associated with frequent absences
and effect on family relationshipsbull 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 feedbackbull Coachingbull Accountability-based performance appraisalbull Development feedbackbull Human resource plan for future
US Performance Appraisal SystemTo build up employee performance plan
bull Discuss performance plan bull Evaluatingbull Rewardingbull Provide assistant bull Repositioning or removingbull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievementndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquondash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of businessndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees - Japan1048766 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 groupbull Performance effects of factors associated
with constant air travelndash Depression nervous anxiety sleep disturbance
health issuesbull Stress associated with frequent absences
and effect on family relationshipsbull 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 feedbackbull Coachingbull Accountability-based performance appraisalbull Development feedbackbull Human resource plan for future
US Performance Appraisal SystemTo build up employee performance plan
bull Discuss performance plan bull Evaluatingbull Rewardingbull Provide assistant bull Repositioning or removingbull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievementndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquondash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of businessndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees - Japan1048766 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 feedbackbull Coachingbull Accountability-based performance appraisalbull Development feedbackbull Human resource plan for future
US Performance Appraisal SystemTo build up employee performance plan
bull Discuss performance plan bull Evaluatingbull Rewardingbull Provide assistant bull Repositioning or removingbull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievementndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquondash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of businessndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees - Japan1048766 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 feedbackbull Coachingbull Accountability-based performance appraisalbull Development feedbackbull Human resource plan for future
US Performance Appraisal SystemTo build up employee performance plan
bull Discuss performance plan bull Evaluatingbull Rewardingbull Provide assistant bull Repositioning or removingbull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievementndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquondash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of businessndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees - Japan1048766 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 SystemTo build up employee performance plan
bull Discuss performance plan bull Evaluatingbull Rewardingbull Provide assistant bull Repositioning or removingbull Identifying
American Views of Performance
Objective To help achieve organizational objectives
bull Productivity and Quality
bull Achievementndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquondash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of businessndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees - Japan1048766 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 Achievementndash Individual group or organizational objectives
bull ldquorate the performance not the personrdquondash Concentrate upon performance items
Chinese views of Performance
bull Objectives Maintain family control of businessndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees - Japan1048766 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 businessndash Performance appraisals favor workers that are
loyal to the family
bull Emphasis upon ldquomoralrdquo characteristics
Appraisal of HCN Employees - Japan1048766 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 - Japan1048766 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