Chapter 4: (of IHRM) Performance Management Dr. Shyamal Gomes

Size: px
Start display at page:

Download "Chapter 4: (of IHRM) Performance Management Dr. Shyamal Gomes"

Transcription

1 Chapter 4: (of IHRM) Performance Management Dr. Shyamal Gomes Introduction: Since organizations exist to achieve goals, the degree of success that individual employees have in reaching their individual goals is important in determining organizational effectiveness. The assessment of how successful employees have been at meeting their individual goals, therefore, becomes a critical part of human resource management. In case of multinationals, several new dimensions, mostly cross culture related, influence the process. The evaluation of performance of expatriate is very much linked with the performance of subsidiaries, which they are sent to manage. Multinationals are groups of subsidiaries that are collaboratively trying to achieve sustainable competitive advantage through mutually supportive goals. The evaluation of performance of individual subsidiary becomes complex, and this has to be taken into account while evaluating the performance of expatriates. What is Performance? The degree or extent with which an employee applies his / her skill knowledge and efforts to a job, assigned to him/ her and the result of that application. Appropriate outcomes and behavior against expectation of specific goal and terms & conditions, is performance. What is PM? The holistic process of identifying, evaluating and developing the work performance of employees in the organization so that the organizational Goals and objectives are more effectively achieved, while at the same time benefiting employees in terms of recognition, receiving feed back, catering for work needs and offering career guidance to face stiff domestic and international competition. In the HR cycle presented by Tichy, Fombrun and Devenna, selection process is the main variable influencing directly the performance as also the employee development process.the four generic processes ; Selection, PA, Reward management and HRD reflects sequential managerial tasks. Performance is act here a function of all the huma Reward R&S Performance Appraisal Development

2 Since Performance Management is the central process of the HR cycle it influence the following essential processes: Human resource planning Training and development Rewards and promotions Relationship with strategy However, it can say that performance management is the most important responsibility of HR executives in Global organizations. A multinational, whether it is global, transnational, multi domestic or international, has a global strategy and goals. In this strategy, the role of foreign subsidiaries is to help achieve the overall goals of the firm, which may include supporting another subsidiary as its own cost. Therefore, individual subsidiary performance is evaluated according to the expectations and appropriate outcomes and behavior that contribute to organizational goal attainment. Multinational s internationalization strategies and goal Subsidiary Goal Individual PCN, HCN, TCN Job Analysis Job Goals & Standards Performance Appraisal Therefore, Performance management of expatriate is a process that enables a multinational to evaluate and continually improve individual subsidiary performance against clearly defined pre set targets and goals. Story and Sisson (1993) emphasis four sub process: Setting clear goals for each unit, department and every individual employee. Setting standard and measurement criteria for evaluating each type of goal. Formal monitoring and review of progress towards these objectives. Using the outcomes of the review process to reinforce desire employee behavior through differential rewards and identifying training and development needs. However, Clarke (1995) stresses one additional performance management activity that feed back to the employee. Variable that influence Performance of Expatriate: Performance can be viewed as a combination of several variables such as motivation, ability, working conditions, clarity of goals and roles, and expectations, the following factors and their interrelationships affect performance assessment of expatriates: 1. Compensation package 2. Nature of assignment (assignment task variables and role of expatriate) 3. Support from head quarters

3 4. Environment in which performance occurs; and 5. Cultural adjustment of the individual and the accompanying family members. Cultural adjustment Self. family Host environment Head quarter s support Task Exp. performance Compensation package Compensation Package: Compensation is one of the key factor closely associated with expat s performance. Well compensated expatriates definitely happier and more productive. Pay, according to Herzberg's two factor theory of motivation, is a hygiene factor which when adequately provided for removes dissatisfaction but fails to activate motivation and performance. But money continues to remain as one of the most significant motivators for expats. Tasks : An expatriate is sent on an overseas assignment either as chief executive, system replicator, trouble shooter or as a simple operator. Whatever, the nature of assignment, task has considerable impact on an individual s performance. A tougher task tends to evolve better performance than a job which is relatively easy to handle. People tend to show their best when the job is tough and challenging. Head quarter s support: Home office support is a crucial in expatriate performance. An assignee has accepted an overseas job for three objectives: making extra money, career prospectus and loyalty to the organization and commitment to make the firm successful. 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.

4 Host Environment: 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. 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. Conflicting goals between parent companies are a common problem within international joint ventures and can make the expatriate s job more difficult. Cultural Adjastment: The ability to live comfortably in an alien culture is essential for the success of an expatriate. Multicultural adjustability refers to being sensitive to the host culture, the expat s multicultural sensitivity, language ability, diplomacy, adaptability, positive attitude, emotional stability and maturity. It is not enough if the expat. Alone acquires cross cultural adjustability. The trailing spouse to adjust is often a major reason behind expatriate failure The international HR Manager should decide on 3 key areas while assessing an expatriate s performance: - Specific performance criteria - Identifying the appraisers - deciding on the frequency of appraisal Expatriate s performance appraisal The criteria for assessing performance should be clear, relevant, practical and reliable if assessments were to be meaningful. Basically there are three categories of performance indicators: 1. Trait based (soft goal) leadership style, interpersonal skill etc. 2. Behavior based (contextual goals) attempts to take into consideration factors that results from the situation in which performance occurs. 3. Result based (Hard goals) objectives, quantifiable, and can be directly measured such as Return On Investment (ROI), market share and so on. However, a new approach that has been increasingly used to identify performance criteria is - Balance score Card (BSC), propounded by Drs. Robert Kaplan (HBS) and David Norton in the early 1990s.This approach identifies 4 critical perspectives on organizational performance that might act as the basis for effective performance criteria: 1. The financial perspective LT & ST financial perspective. 2. The internal business perspective production and operational statistics. 3. The customer perspective customer retention and satisfaction. 4. The innovation and learning perspective learn & grow (HR towards company s benefits) 5. Typically, employees are appraised by the immediate managers / leaders. In fact, the reporting manager / leader is the most appropriate person at least for 3 reasons: 6. More familiar 7. No question of undermined. 8. Responsible for coaching and improvement

5 9. But this can pose problem for subsidiary managers who are not in position to see on a day to day basis how the expatriate performs in a particular situation. Therefore, Appraisers Subsidiary s CEO The immediate host country supervisor The individual s home country manager Depending on the nature and the level of position concerned.( Tahvanainen 1998) Imagine, a situation where the subsidiary Head is a French and the expatriate is an Indian. Or the head of a subsidiary is a Japanese and the team member is a Chinese. The performance Evaluation tends to be biased either for or Against the assignee, because of the cultural Predilections of the manager / leader. However, some common practices adopted by the industry are: Matrix reporting it is the dual reporting to the functional as well as the unit operational head, whereby appraisal is carried out (usually independently) by the two reporting managers and then weighted out, depending on what percentage each manager deserves. It is usually a 50% weight age for scores by each of the reporting managers. Use of Multiple appraisers (popularly called the 360 degree appraisal technique) are increasingly being used to assess performance of expatriate s. How often the employees should be assessed is a relevant question? Once in a three months? Once in a six months? Once in a year? According to a survey conducted in 1997 by Arthur Anderson, 70% of the organizations conduct performance appraisals once a year and many of the organizations are multinationals. An important, aspects of an effective performance management system is the provision of timely feed back of the evaluation process. Regularly feedback is an important aspects in terms of meeting targets and revising goals, as well as assisting in motivation of work effort. The difficulty for the expatriate who is being evaluated by a geographically distant manager is that timely, appropriate feedback is only viable against hard criteria. Balancing HQ and Host Unit Performance Due to the decline in sales of the headquarters, there is a conscious reduction in the investment at the subsidiary level which could significantly impact the sub unit s performance evaluation. Attention to external forces new tax laws, Government regulations, Import / export tariffs, political instability etc. In flexible approach this could result in the subsidiary pursuing strategies which are no longer fit for the new environment. Volatility and fluctuations in the market due to warlike situations/ terrorism, could make goals and deadlines set by the distant HQ s strategy team unrealistic and impractical. Significance of Time and Distance Lack of face to face interactions and high degree of physical distance compounds the challenges of assessing performance across geographies. Variable level of Maturity Growth in a foreign country is generally slower and more difficult to achieve than in the home country. There is more time needed to show any results and the effort required is often a lot more and cannot be compared against any other benchmark, internally and externally.

6 Appraisal of HCN Employees: 1. Japan: It is important to avoid direct confrontation to save face and this customs affects the way in which the performance appraisal is conducted. A Japanese manager can not directly point out a work related problem or error committed by a sub ordinate. Developmental appraisal is usually conducted every month and evaluation appraisal is performed after 12 years. Feed back is subtle and given orally, Japanese employees never rebut. Appraisal process praise is given to the group. 2. U.S.A: Workers performance appraisals featured the us cultural concept of meritocracy, which emphasis fairness and a short term orientation. Employee expect to be appraised individually and heavily on individual feedback regarding performance. P.A in the US are usually conducted once a year. Feedback in the US process is direct and probably in writing. US employees tend to present their own rebutted to the feed back Appraisal process praise is given individually Conclusion: Performance management comprises such HR activities as assessing performance, providing feedback and using appraisal data for several purposes. What is needed is that PM should be institutionalized become a system. PMS then involves seven sequential steps: 1. Clear individual performance criteria and standards that are related to the job / role and that are communicated clearly at the start of the appraisal period. 2. Adequate training and communication for all parties. 3. Continuous measurement and feedback. 4. Developmental activities occurring through the appraisal period in order to remedy poor performance and to build on good performance. 5. Performance appraisal based on job related result and behaviors, rather than personal characteristics. 6. Attribution of good or poor performance to correct causes, with clear and direct two way communication regarding good and poor aspects of performance. 7. Formulation of plans to correct poor performance and to build on good performance in the future. Prepared by: Dr. Shyamal Gomes

Chapter objectives. Chapter 1 - Introduction. In this introductory chapter, we establish the scope of the book. We:

Chapter objectives. Chapter 1 - Introduction. In this introductory chapter, we establish the scope of the book. We: Chapter objectives Chapter 1 - Introduction In this introductory chapter, we establish the scope of the book. We: Define key terms in international human resource management (IHRM) and consider several

More information

Chapter 4 Managing Performance Internationally. IHRM Welingkar Hybrid Program

Chapter 4 Managing Performance Internationally. IHRM Welingkar Hybrid Program Chapter 4 Managing Performance Internationally IHRM Welingkar Hybrid Program Chapter Objectives By the end of this chapter, you will understand: The relationship between Culture and Performance Management

More information

Chapter. International Human Resource Management

Chapter. International Human Resource Management Chapter 11 International Human Resource Management Human Resource Management (HRM) Human Resource Management (HRM): deals with the overall relationship of the employee with the organization Basic HRM functions:

More information

Human Resource Management refers to the activities an organization carries out to use its human resources effectively. Four major tasks of HRM

Human Resource Management refers to the activities an organization carries out to use its human resources effectively. Four major tasks of HRM Human Resource Management refers to the activities an organization carries out to use its human resources effectively Four major tasks of HRM Staffing policy Management training and development Performance

More information

Recruitment and Selection (International Staffing): Dr. Shyamal Gomes

Recruitment and Selection (International Staffing): Dr. Shyamal Gomes Chapter 4: (of IHRM) Recruitment and Selection (International Staffing): Dr. Shyamal Gomes Introduction: The first step in staffing involves Human Resource Planning (HRP), which is understood as the process

More information

Items Description of Module Subject Name Human Resource Management Paper Name Performance and Compensation Management Module Title Performance

Items Description of Module Subject Name Human Resource Management Paper Name Performance and Compensation Management Module Title Performance Items Description of Module Subject Name Human Resource Management Paper Name Performance and Compensation Management Module Title Performance Management in International Context Module Id Module No. -

More information

CHAPTER 1: Introduction

CHAPTER 1: Introduction CHAPTER 1: Introduction TRUE/FALSE 1. An inpatriate is an employee transferred out of the home base into the firm s international organization. F TOP: Defining International HRM 2. The HR department is

More information

Creating an International Workforce: IHRM orientation and staffing strategy. Alhajie Saidy Khan LAIBS

Creating an International Workforce: IHRM orientation and staffing strategy. Alhajie Saidy Khan LAIBS International and Comparative Human Resource Management Creating an International Workforce: IHRM orientation and staffing strategy Alhajie Saidy Khan LAIBS Lecture outline The context for international

More information

1. An expatriate manager is a citizen of one country who is working abroad in one of

1. An expatriate manager is a citizen of one country who is working abroad in one of Chapter 19 Global Human Resource Management True / False Questions 1. An expatriate manager is a citizen of one country who is working abroad in one of the firm's subsidiaries. True False 2. HRM professionals

More information

Part 6 Special Topics in Human Resources. Chapter 10 Managing Global Human Resources by UIBE Liu yuxin

Part 6 Special Topics in Human Resources. Chapter 10 Managing Global Human Resources by UIBE Liu yuxin Part 6 Special Topics in Human Resources Chapter 10 Managing Global Human Resources 2004 by UIBE Liu yuxin Chapter 10 Outline I HR and the Internationalization of Business II Improving International Assignments

More information

Chapter 16 Motivation

Chapter 16 Motivation Chapter 16 Motivation TRUE/FALSE. 1) The definition of motivation has three key elements: energy, direction, and persistence. 8) According to the goal-setting theory, a generalized goal of "do your best"

More information

Audience: Six to eight New employees of YouthCARE, young staff members new to full time youth work.

Audience: Six to eight New employees of YouthCARE, young staff members new to full time youth work. YouthCARE Youth Workers and Audience: Six to eight New employees of YouthCARE, young staff members new to full time youth work. Goal: To prepare new youth workers to critically think about and demonstrate

More information

International Business Strategy Strategy implementation global strategy Lecture April 2018

International Business Strategy Strategy implementation global strategy Lecture April 2018 International Business Strategy Strategy implementation global strategy Lecture 11 24 April 2018 Learning Objectives Appreciate the stages of international development Understand how companies can improve

More information

WORKBOOK 11 International HR management

WORKBOOK 11 International HR management WORKBOOK 11 International HR management Contents Pages 11.1 Learning outcomes 142 11.2 Key concepts 143 11.3 Introduction 143 11.4 Why do companies decide to do business abroad? 144 11.5 Types of organisational

More information

Personal Selling and Sales Management

Personal Selling and Sales Management Personal Selling and Sales Management Chapter 17 McGraw-Hill/Irwin Copyright 2013 by The McGraw-Hill Companies, Inc. All rights reserved. Learning Objectives LO1 LO2 LO3 LO4 LO5 LO6 LO7 LO8 LO9 The role

More information

Essentials of. Managing People Globally. David C. Thomas. University ofnew South Wales, Australia. Mila B. Lazarova. Simon Fräser University, Canada

Essentials of. Managing People Globally. David C. Thomas. University ofnew South Wales, Australia. Mila B. Lazarova. Simon Fräser University, Canada Essentials of International Human Resource Management Managing People Globally David C. Thomas University ofnew South Wales, Australia Mila B. Lazarova Simon Fräser University, Canada < >SAGE Los Angeles

More information

Achieving Sustainable Results:

Achieving Sustainable Results: Achieving Sustainable Results: Strategic Alignment of the Human Resources Function HR TAMPA 2013 Conference & Expo Developed & Presented By Charlie Walsh President Focus The Strategic Perspective of HR

More information

The Impact of HRM Practices in the Present Scenario with Reference to Multinational Companies

The Impact of HRM Practices in the Present Scenario with Reference to Multinational Companies The Impact of HRM Practices in the Present Scenario with Reference to Multinational Companies A Ramesh #8-30/S/45/10, Near Scholars School, New Hema Nagar, Uppal, Hyderabad. Abstract: This paper develops

More information

INTERNATIONAL HUMAN RESOURCE MANAGEMENT

INTERNATIONAL HUMAN RESOURCE MANAGEMENT Graduate Diploma In Management Managing People Jeeshan Mirza INTERNATIONAL HUMAN RESOURCE MANAGEMENT Overview The Global Environment Managing Across Borders The Labor Environment Worldwide Overview The

More information

THE WORLD OF ORGANIZATION

THE WORLD OF ORGANIZATION 22 THE WORLD OF ORGANIZATION In today s world an individual alone can not achieve all the desired goals because any activity requires contributions from many persons. Therefore, people often get together

More information

Blueprints 4. Steps to Developing Competencies. The Iceberg Model. Skill Knowledge. Visible. Self-Concept Trait Motive. Hidden

Blueprints 4. Steps to Developing Competencies. The Iceberg Model. Skill Knowledge. Visible. Self-Concept Trait Motive. Hidden 4 Steps to Developing Competencies Adapted From Workitect s Competency Development Guide WHAT ARE COMPETENCIES? Competencies are the skills and personal characteristics that contribute to superior performance.

More information

There are a number of approaches to employee development, and each one does something specific and unique.

There are a number of approaches to employee development, and each one does something specific and unique. UNIT VI STUDY GUIDE Employee Development and Special Issues in Training and Development Course Learning Outcomes for Unit VI Upon completion of this unit, students should be able to: 4. Examine performance

More information

Motivational Needs Assessment

Motivational Needs Assessment Self Assessments for Book So You Think You Can LEAD? Instructions: Motivational Needs Assessment Based on David McClelland s Theory of Learned Motives Place an X in the box in front of the statement in

More information

2008 Pearson Prentice Hall 9

2008 Pearson Prentice Hall 9 2008 Pearson Prentice Hall 9 Staffing for Global Operations Ethnocentric staffing approach Used at internationalization stage of strategic expansion, with centralized structure Parent-country nationals

More information

Learning Objectives. Introduction. Current Global Changes. Human Resource Management Gaining a Competitive Advantage

Learning Objectives. Introduction. Current Global Changes. Human Resource Management Gaining a Competitive Advantage Handout 6-1 Human Resource Management Gaining a Competitive Advantage Chapter 15 Managing Human Resources Globally Learning Objectives After reading this chapter, you should be able to: Identify the recent

More information

E-701 Project Management E-702 Operations Management E-703 International Business E-704 E-Business E-705 Diversity Management

E-701 Project Management E-702 Operations Management E-703 International Business E-704 E-Business E-705 Diversity Management Department of Management Studies Rajshahi University Syllabus for the Evening MBA Program for Business Graduates 1 Year List of 5(five) prerequisite courses: E-701 Project Management E-702 Operations Management

More information

Ch.10 Organization for Logistics.

Ch.10 Organization for Logistics. Part 1 : System Management. Ch.10 Organization for Logistics. Edited by Dr. Seung Hyun Lee (Ph.D., CPL) IEMS Research Center, E-mail : lkangsan@iems.co.kr Organization for Logistics. [Blanchard, pp405-430]

More information

Competency Mapping: Need for the Hour

Competency Mapping: Need for the Hour Competency Mapping: Need for the Hour Monika Gulia Assistant Professor Delhi School of Professional Studies and Research Rohini, Delhi ABSTRACT Organizations are made by people not by buildings. Employees

More information

MANAGEMENT CONTACT: (Tuesdays and Thursdays 5pm 6pm) MOCK QUESTIONS

MANAGEMENT CONTACT: (Tuesdays and Thursdays 5pm 6pm) MOCK QUESTIONS MANAGEMENT CONTACT: 08038400843 (Tuesdays and Thursdays 5pm 6pm) MOCK QUESTIONS SECTION A PART I MULTIPLE CHOICE QUESTIONS 1. ONE of the following is NOT a source of conflict in organisations. A. Differences

More information

Chapter 6 Understand Your Motivations

Chapter 6 Understand Your Motivations Chapter 6 Understand Your Motivations Section One True/False Questions 1. According to the progression of job withdrawal theory, if an employee is unable to leave the job situation, he or she will experience

More information

Bixby Public Schools Course Marketing Fundamentals Grade: 9-12

Bixby Public Schools Course Marketing Fundamentals Grade: 9-12 Weeks 1 6 Chapter 1 Marketing is All Around Us defines marketing, explains the benefits, & provides an overview of careers in marketing Chapter 2 The Marketing Plan lays the foundation for marketing principles

More information

INTERNATIONAL HUMAN RESOURCE MANAGEMENT Question- Answer Bank (MB-967) Question 1: What is International Human Resource Management?

INTERNATIONAL HUMAN RESOURCE MANAGEMENT Question- Answer Bank (MB-967) Question 1: What is International Human Resource Management? INTERNATIONAL HUMAN RESOURCE MANAGEMENT Question- Answer Bank (MB-967) Question 1: What is International Human Resource Management? Ans IHRM can be defined as set of activities aimed managing organizational

More information

Indike Manthilake MBA, Msc, Bsc, CSM, PMI-ACP

Indike Manthilake MBA, Msc, Bsc, CSM, PMI-ACP Indike Manthilake MBA, Msc, Bsc, CSM, PMI-ACP indikem@gmail.com Lesson 9 Organizing and staffing Project Tram Agenda Skill and abilities required for project managers Project structure Project team Many

More information

2

2 1 2 3 4 5 PRE ACTIVITY Students are given handouts with the article about Nucor Steel Company and its human Resource Management. The teacher may read the case and ask the following questions: What is the

More information

Employment Practices of Multinational Companies in Denmark. Supplementary Report

Employment Practices of Multinational Companies in Denmark. Supplementary Report Employment Practices of Multinational Companies in Denmark Fall 11 Employment Practices of Multinational Companies in Denmark Supplementary Report Appendix I: Questionnaires Appendix II: Frequencies Dana

More information

Entering the Global Arena Motivations for Global Expansion

Entering the Global Arena Motivations for Global Expansion Entering the Global Arena -The world is becoming a unified global field; today s companies must think global or get left behind -Extraordinary advancements in communications, technology, and transportation

More information

MODULE 6. Planned Change Introduction To Od

MODULE 6. Planned Change Introduction To Od MODULE 6 Planned Change Introduction To Od Organization Development (Od) A long-term effort, led and supported by top management, to improve an organization's visioning, empowerment, learning, and problem-solving

More information

Contents List of figures xxv List of tables xxvii List of exhibits xxix Preface xxxiii Part I The practice of human resource management 1 01 The essence of human resource management (HRM) 3 Introduction

More information

CHAPTER 3 HUMAN RESOURCES MANAGEMENT

CHAPTER 3 HUMAN RESOURCES MANAGEMENT CHAPTER 3 HUMAN RESOURCES MANAGEMENT If an organization is to achieve its goals, it must not only have the required resources, it must also use them effectively. The resources available to a manager are

More information

Project Resource Management includes the processes to identify, acquire and manage, the resources needed to successfully complete the project.

Project Resource Management includes the processes to identify, acquire and manage, the resources needed to successfully complete the project. CTC-ITC 310 Program Management California State University Dominguez Hills Spring 2018 Instructor: Howard Rosenthal Assignment 6 Lesson 6 Human Resources Management Overview Answer Sheet 1. What is Project

More information

Homework 1 related to chapter 3: Foundations of Planning

Homework 1 related to chapter 3: Foundations of Planning Homework 1 related to chapter 3: Foundations of Planning TRUE/FALSE. Write 'T' if the statement is true and 'F' if the statement is false. 1) Planning provides direction to managers and nonmanagers alike.

More information

Chapter: Chapter 02: Making Human Resource Management Strategic

Chapter: Chapter 02: Making Human Resource Management Strategic Chapter: Chapter 02: Making Human Resource Management Strategic True/False 1. A clear strategy for being better than competitors and a highly motivated workforce are major keys for long term profitability.

More information

Five Steps to a Better High Potential Program

Five Steps to a Better High Potential Program Five Steps to a Better High Potential Program HOGAN RESEARCH DIVISON Competent leadership is crucial for a company s success. Recent studies indicate that businesses with strong leadership are 13 times

More information

Becoming a Successful Supervisor First Edition

Becoming a Successful Supervisor First Edition Assessment Becoming a Successful Supervisor First Edition Complete this book, and you ll know how to: 1) Transition to a supervisory role. 2) Apply the principles and processes of high performance management.

More information

GLOBAL LEADERS IN ASIA H-4 WORK AUTHORIZATION EMPLOYEE ENGAGEMENT. but NAVIGABLE IMMIGRATION: WHAT TO EXPECT

GLOBAL LEADERS IN ASIA H-4 WORK AUTHORIZATION EMPLOYEE ENGAGEMENT. but NAVIGABLE IMMIGRATION: WHAT TO EXPECT STUDYING IN THE U.S. / MARKET SUMMARY: NORTHERN VIRGINIA / DESTINATION PROFILE: IRELAND / DISCLOSURE RULES PREVIEW Magazine of Worldwide ERC June 2015 IMMIGRATION: but NAVIGABLE GLOBAL LEADERS IN ASIA

More information

Globetrotting_GlaxoSmithKli ne helps executive expats

Globetrotting_GlaxoSmithKli ne helps executive expats Student Self-administered case study Globetrotting_GlaxoSmithKli ne helps executive expats Case duration (Min): 45-60 Human Resource Management (HRM) International HRM and the Global Economy Motivation

More information

Evaluation and Recommendation of Performance Management Systems (Case Study in PT. Koba Multi Indonesia)

Evaluation and Recommendation of Performance Management Systems (Case Study in PT. Koba Multi Indonesia) 820 Evaluation and Recommendation of Performance Management Systems (Case Study in PT. Koba Multi Indonesia) Ahmad Hipni 1, Zulfa Fitri Ikatrinasari 2 1 Student, Department of Industrial Engineering, Mercu

More information

Learning Objectives. After you have read this chapter, you should be able to:

Learning Objectives. After you have read this chapter, you should be able to: ROBERT L. MATHIS JOHN H. JACKSON Chapter 11 Performance Management and Appraisal Presented by: Prof. Dr. Deden Mulyana, SE.,M,Si. SECTION 3 Training and Developing Human Resources Learning Objectives After

More information

HUMAN RESOURCE MANAGEMENT II CHAPTER 2: HUMAN RESOURCE DEVELOPMENT

HUMAN RESOURCE MANAGEMENT II CHAPTER 2: HUMAN RESOURCE DEVELOPMENT HUMAN RESOURCE MANAGEMENT II CHAPTER 2: HUMAN RESOURCE DEVELOPMENT SIGNIFICANCE OF HUMAN RESOURCE DEVELOPMENT The term refers to the knowledge, skills, creative abilities, talents, aptitudes, values and

More information

THE AGILE MBA SUBJECT GUIDE. THE AIB AGILE MBA Version 3.0

THE AGILE MBA SUBJECT GUIDE. THE AIB AGILE MBA Version 3.0 THE AGILE MBA SUBJECT GUIDE THE AIB AGILE MBA Version 3.0 SUBJECTS AND FOCUS AREAS COMPLETE ALL 7 CORE SUBJECTS Corporate Governance Financial Management Leadership Marketing Management Operations Management

More information

Human Resource Management

Human Resource Management Paper: 01 Module: 19 Principal Investigator Co-Principal Investigator Paper Coordinator Content Writer Prof. S P Bansal Vice Chancellor Maharaja Agrasen University, Baddi Prof YoginderVerma Pro Vice Chancellor

More information

Needs the fundamental ingredient of individual motivation

Needs the fundamental ingredient of individual motivation Employee Motivation Motivation is a set of forces that directs an individual to the behavior that results in better job performance. A motivated employee might work harder than expected to complete the

More information

Managing Human Resources Bohlander Snell

Managing Human Resources Bohlander Snell 1 MANAGING PEOPLE Introduction to Human Resource Management Managing Human Resources Bohlander Snell 14 th edition PowerPoint Presentation by Charlie Cook The University of West Alabama Chapter Contents

More information

Chapter 2 - Strategic Leadership

Chapter 2 - Strategic Leadership Chapter 2 - Strategic Leadership TRUE/FALSE 1. Different approaches to leadership by CEOs such as Jack Welch and Sam Walton demonstrate the profound influence strategic leaders can have on an organization.

More information

The Application of Human Resources Management in Multi-National Companies

The Application of Human Resources Management in Multi-National Companies The Application of Human Resources Management in Multi-National Companies Dr. Panteha Farmanesh Business Management Karaoglanoglu Campus Girne American University Girne Northern Cyprus. Abstract Staffing

More information

Total Rewards Implementation and Integration. research. A report by WorldatWork and Mercer July 2010

Total Rewards Implementation and Integration. research. A report by WorldatWork and Mercer July 2010 Total Rewards Implementation and Integration research A report by WorldatWork and Mercer July 2010 Contact: WorldatWork Customer Relations 14040 N. Northsight Blvd. Scottsdale, Arizona USA 85260-3601 Toll

More information

TOTAL PERFORMANCE SCORECARD

TOTAL PERFORMANCE SCORECARD Anca ȘERBAN Oana DUMITRAȘCU Department of Management, Marketing and Business Administration Faculty of Economics, "Lucian Blaga" University Sibiu, Romania TOTAL PERFORMANCE SCORECARD Keywords Balanced

More information

HUMAN RESOURCE MANAGEMENT IN MULTINATIONAL RETAIL ENTERPRISES (MNREs)

HUMAN RESOURCE MANAGEMENT IN MULTINATIONAL RETAIL ENTERPRISES (MNREs) 1 HUMAN RESOURCE MANAGEMENT IN MULTINATIONAL RETAIL ENTERPRISES (MNREs) Segment 2 Approaches to IHRM: Strategies, Structures and Evolution Over Time SEGMENT OBJECTIVES 1. Understand various approaches

More information

HUMAN RESOURCES AND EMPLOYMENT RELATIONS (HRER)

HUMAN RESOURCES AND EMPLOYMENT RELATIONS (HRER) Human Resources and Employment Relations (HRER) 1 HUMAN RESOURCES AND EMPLOYMENT RELATIONS (HRER) HRER 500: Topics in Comparative Industrial Relations 3-6 Credits/Maximum of 6 Similarities and differences

More information

Journal of Exclusive Management Science February Vol 3 Issue 2 - ISSN

Journal of Exclusive Management Science February Vol 3 Issue 2 - ISSN Abstract Manpower Planning Effecting Employer Branding *Ankita Dhamija *Asst. Professor, Mahatma Gandhi University Manpower planning is extremely important since only the right mix of employees with the

More information

Perilaku Organisasi. Job Design and Stress Management

Perilaku Organisasi. Job Design and Stress Management Perilaku Organisasi Job Design and Stress Management Objective of HR Strategy To manage labor and design jobs so people are effectively and efficiently utilized Use people efficiently within constraints

More information

Lesson 7: Motivation Concepts and Applications

Lesson 7: Motivation Concepts and Applications Lesson 7: Motivation Concepts and Applications Learning Objectives After studying this chapter, you should be able to: 1. Describe the three key elements of motivation. 2. Evaluate the applicability of

More information

What happens if we invest in training and developing our people and they leave?

What happens if we invest in training and developing our people and they leave? TRAINING AND DEVELOPMENT IT S ROLE IN ACHIEVING ORGANISATIONAL SUCCESS What happens if we invest in training and developing our people and they leave? What happens if we don t and they stay? Is investment

More information

Developing a High-Performing Workforce Through Technology

Developing a High-Performing Workforce Through Technology Developing a High-Performing Workforce Through Technology NEOGOV Overview Mission: To improve services public sector agencies deliver to society 100% Web Based Software as a Service model 1000+ Public

More information

Interview Guide. Appendix I

Interview Guide. Appendix I Interview Guide Appendix I I. Interview questions related to: Leadership Dynamisms 1. What are the Organisational initiatives for developing at unit, regional and functional heads of the departments? 2.

More information

Performance Management: Giving and Receiving Feedback

Performance Management: Giving and Receiving Feedback Performance Management: Giving and Receiving Feedback Seminar for Supervisors Presenter: Stephanie Flanagan slm114@psu.edu; 814-863-4614 Fall 2017 2017 The Pennsylvania State University. All rights reserved.

More information

Chapter 1 THE CONCEPT OF BUSINESS IN CONTEXT LEARNING OBJECTIVES At the end of this chapter you should be able to: Define and illustrate business as

Chapter 1 THE CONCEPT OF BUSINESS IN CONTEXT LEARNING OBJECTIVES At the end of this chapter you should be able to: Define and illustrate business as Chapter 1 THE CONCEPT OF BUSINESS IN CONTEXT Define and illustrate business as a broadly-based and varied activity. Identify and illustrate the key activities of business and the relationships between

More information

chapter 17 international HRM and global capitalism

chapter 17 international HRM and global capitalism LECTURER NOTES chapter 17 international HRM and global capitalism Chapter overview This chapter outlines some developments in global capitalism and how they play out in terms of employment relations and

More information

Chapter Ten. Motivating Employees. McGraw-Hill/Irwin. Copyright 2010 by the McGraw-Hill Companies, Inc. All rights reserved.

Chapter Ten. Motivating Employees. McGraw-Hill/Irwin. Copyright 2010 by the McGraw-Hill Companies, Inc. All rights reserved. Chapter Ten Motivating Employees McGraw-Hill/Irwin Copyright 2010 by the McGraw-Hill Companies, Inc. All rights reserved. INTRINSIC REWARDS The Value of Motivation Intrinsic Rewards -- Personal satisfaction

More information

Chapter 7: Answers to End-of-Chapter Questions

Chapter 7: Answers to End-of-Chapter Questions This is a sample of the instructor resources for Fundamentals of Human Resources in Healthcare by Bruce J. Fried and Myron D. Fottler. This sample contains the instructor notes and PowerPoint slides for

More information

Lumen Principles of Management Learning Outcomes

Lumen Principles of Management Learning Outcomes Lumen Principles of Management Learning Outcomes Module 1: Introduction to Management Primary Outcome: Describe the primary functions of management and the roles of managers. Module 2: History of Management

More information

SUPERVISION TRAINING CURRICULUM

SUPERVISION TRAINING CURRICULUM SUPERVISION TRAINING CURRICULUM Functions of Supervision: Administrative, Educational, Supportive Standards; Ethical Considerations Best Practices in Supervision Evaluation Methods Innovations & Continuing

More information

Review Article ISSN: Open Access. The Role of Competency Mapping in Human Resource Management

Review Article ISSN: Open Access. The Role of Competency Mapping in Human Resource Management Review Article ISSN: 2581-4559 Open Access UPI JOURNAL OF BUSINESS MANAGEMENT AND COMPUTER APPLICATIONS The Role of Competency Mapping in Human Resource Management D. Swaroopa Journal Home Page: https://uniquepubinternational.com/upi-journals/upi-journal-ofbusiness-management-and-computer-applications-upi-jbmca/

More information

FOURTH EDITION. BUSINESS REVIEW BOOKS Management. Patrick J. Montana. Bruce H. Charnov BARRON'S

FOURTH EDITION. BUSINESS REVIEW BOOKS Management. Patrick J. Montana. Bruce H. Charnov BARRON'S BUSINESS REVIEW BOOKS Management FOURTH EDITION Patrick J. Montana Professor of Management Fordham University Schools of Business Bruce H. Charnov Associate Professor of Management Frank G. Zarb School

More information

Work Expectations Profile

Work Expectations Profile Work Expectations Profile Explores the psychological contract of needs and expectations between employees and employers Work Expectations Profile Explores the psychological contract of need and expectations

More information

COMPENSATION AND REWARDS. The complex process includes decisions regarding variable pay and benefits

COMPENSATION AND REWARDS. The complex process includes decisions regarding variable pay and benefits COMPENSATION AND REWARDS Definition: The sum total of all forms of payments or rewards provided to employees for performing tasks to achieve organizational objectives. Compensation- Nature and scope The

More information

CERTIFICATIONS IN HUMAN RESOURCES. SPHRi TM Senior Professional in Human Resources - International TM SPHRi. Exam Content Outline

CERTIFICATIONS IN HUMAN RESOURCES. SPHRi TM Senior Professional in Human Resources - International TM SPHRi. Exam Content Outline CERTIFICATIONS IN HUMAN RESOURCES SPHRi TM Senior Professional in Human Resources - International TM 2018 SPHRi Exam Content Outline SPHRi Exam Content Outline At-a-Glance: SPHRi Exam Weighting by Functional

More information

Human Resource and Labor Laws

Human Resource and Labor Laws Human Resource and Labor Laws About your Speaker Michelle has been working in the human resource profession for over 20 years and is the founder and owner of HR Synergy, LLC. HR Synergy, LLC provides outsourced

More information

Marine Corps Intelligence Civilian. Career Development Program Individual Development Plan

Marine Corps Intelligence Civilian. Career Development Program Individual Development Plan Marine Corps Intelligence Civilian Career Development Program 2006 Individual Development Plan INDIVIDUAL DEVELOPMENT PLANS Table of Contents Title Page Number Introduction 2 Marine Corps Intelligence

More information

Basic Assumptions. And now for a short quiz: Number

Basic Assumptions. And now for a short quiz: Number Global HRM Basic Assumptions Major growth opportunities for large organizations are at the international level Going across national borders creates the need to coordinate and manage actions of employees

More information

Improving the Employee Experience

Improving the Employee Experience BESTPLACESTOWORK.ORG 2014 BEST PLACES TO WORK IN THE FEDERAL GOVERNMENT ANALYSIS Improving the Employee Experience What agencies and leaders can do to manage talent better When asked in a federal survey

More information

Bachelor of Science (Honours)

Bachelor of Science (Honours) Bachelor of Science (Honours) Business Management Business Management with Communications Business Management with Communications and Year in Industry Business Management with Industrial Placement International

More information

COURSE CODE:01BMBAD17261 CREDITS: 4

COURSE CODE:01BMBAD17261 CREDITS: 4 COURSE TITLE: STRATEGIC MANAGEMENT COURSE CODE:01BMBAD17261 CREDITS: 4 Unit 1 Strategic Management: An introduction, meaning, need and process of strategic management; business policy. Corporate Planning

More information

Your kind word or act makes a difference to someone s life As managers always assume everyone is having a hard day You control the carrot supply in

Your kind word or act makes a difference to someone s life As managers always assume everyone is having a hard day You control the carrot supply in Based on the book by Adrian Gostick and Chester Elton, Gibbs Smith Publishers, Text copyright 2002 O.C. Tanner Recognition Company Your kind word or act makes a difference to someone s life As managers

More information

Motivating and Rewarding Employees

Motivating and Rewarding Employees 11Chapter Motivating and Rewarding Employees Pearson Education Limited 2015 11-1 Learning Outcomes Define and explain motivation. Compare and contrast early theories of motivation. Compare and contrast

More information

BALANCE SCORECARD. Introduction. What is Balance Scorecard?

BALANCE SCORECARD. Introduction. What is Balance Scorecard? BALANCE SCORECARD Introduction In this completive world where techniques are change in nights, it s very hard for an organization to stay on one technique to grow business. To maintain the business performance

More information

Chapter 4 Motivating self and others

Chapter 4 Motivating self and others Chapter 4 Motivating self and others Defining Motivation Define motivation - The internal and external forces that lead an individual to work toward a goal o Intensity is how hard a person tries o Persistence

More information

CULTURAL COMPETENCE INVENTORY

CULTURAL COMPETENCE INVENTORY CULTURAL COMPETENCE INVENTORY Organizations and programs that strive toward cultural competence are welcoming to a broad range of diverse communities and engage in culturally competent activities on every

More information

Leadership. The Nature of Leadership 12/18/2012. Learning Objectives. The Nature of Leadership. The Nature of Leadership. The Nature of Leadership

Leadership. The Nature of Leadership 12/18/2012. Learning Objectives. The Nature of Leadership. The Nature of Leadership. The Nature of Leadership Learning Objectives Leadership Chapter 10 website Mark Gosling Office: D404 Phone: 5417 Email: markg@mail.nkuht.com.tw LO1 What is leadership LO2 What traits does a leader have? LO3 Talk about leadership

More information

Practices Related to Motivation

Practices Related to Motivation Postgraduate Diploma in Business and Management Program PGD S2.4 Human Resource Strategy By Dr. Travis Perera Day 7. Activities Associated with the Management of Human Capital Part 5 Practices Related

More information

ORGANIZATIONAL ACCOUNTABILITIES. Sample Phrases for Appraiser Coach-ability Receptive to feedback Willingness to learn

ORGANIZATIONAL ACCOUNTABILITIES. Sample Phrases for Appraiser Coach-ability Receptive to feedback Willingness to learn PERFORMANCE APPRAISAL TOOLKIT FOR MANAGERS PERFORMANCE APPRAISAL DO S AND DON TS Do: Prepare in advance Be specific about reasons for ratings Consider your role in this Decide on specific steps to be taken

More information

Optional modules available:

Optional modules available: Optional modules available: MN5311 Responsible Investment This module provides students with an in- depth knowledge of Responsible Investment, which integrates Environmental, Social and Governance (ESG)

More information

HOLISTIC APPROACH TO BUILDING MORALE AND MOTIVATING TEAM MEMBERS. Joseph (Joe) D. Launi, PMP President Project Management Experts, LLC

HOLISTIC APPROACH TO BUILDING MORALE AND MOTIVATING TEAM MEMBERS. Joseph (Joe) D. Launi, PMP President Project Management Experts, LLC HOLISTIC APPROACH TO BUILDING MORALE AND MOTIVATING TEAM MEMBERS Joseph (Joe) D. Launi, PMP President Project Management Experts, LLC 1 AGENDA Introduction Traditional Theories Motivation and Morale Survey

More information

International Management

International Management International Management 7.5 ECTS Ladok code: The exam is given to: Registered students Name: Personal number: Date of exam: 2 nd of June Time: 09:00 14:00 Means of assistance: No assistance Total amount

More information

Chapter 5. Ethics in International Business

Chapter 5. Ethics in International Business Chapter 5 Ethics in International Business What Is Ethics? Ethics - accepted principles of right or wrong that govern the conduct of a person the members of a profession the actions of an organization

More information

Description of Module Food Technology Food Business Management

Description of Module Food Technology Food Business Management Subject Name Paper Name Paper No. 14 Module Name/Title Module Id Description of Module Food Technology Food Business Management Organizational Leadership FT/FBM/09 Objectives To know about difference between

More information

4.1 Organizational Charts and Designs 4.2 Centralized and Decentralized Organization 4.3 Span of Control

4.1 Organizational Charts and Designs 4.2 Centralized and Decentralized Organization 4.3 Span of Control 4. Organizing 4.1 Organizational Charts and Designs 4.2 Centralized and Decentralized Organization 4.3 Span of Control 4.4 Authority and Unity of Command 4.5 Incentives and Motivation Tools 4.6 Maslow

More information

Oak Park and River Forest High School District North Scoville Avenue Oak Park, IL

Oak Park and River Forest High School District North Scoville Avenue Oak Park, IL Oak Park and River Forest High School District 200 201 North Scoville Avenue Oak Park, IL 60302-2296 TO: FROM: Finance Committee Tod Altenburg, Chief School Business Official Brenda Horton, Director of

More information

Performance Leader Navigator Individual Feedback Report For: Chris Anderson

Performance Leader Navigator Individual Feedback Report For: Chris Anderson For: Chris Anderson Finding your way in today's world of work Copyright ã 2007, 2008 Wilson Learning Worldwide Inc. This report includes ratings from: Self 1 Manager 1 Direct Report 5 Peer 3 Customer 4

More information

myskillsprofile MLQ30 Management and Leadership Report John Smith

myskillsprofile MLQ30 Management and Leadership Report John Smith myskillsprofile MLQ30 Management and Leadership Report John Smith Management and Leadership Questionnaire 2 INTRODUCTION The Management and Leadership Questionnaire (MLQ30) assesses management and leadership

More information