Chapter 6. International Training and Development.

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Transcript Chapter 6. International Training and Development.

Chapter 6

INTERNATIONAL PERFORMANCE MANAGEMENT

For use with

International Human Resource Management 6e

By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.

ISBN-10: 1408032090 © Cengage Learning

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Chapter 6 INTERNATIONAL PERFORMANCE MGMT.

  

Vocabulary

  

Objectives

Introduction

Multinational performance management

Control & performance management

Performance mgmt. of int. employees

Performance appraisal of int. employees

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For use with

International Human Resource Management 6e

By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.

ISBN-10: 1408032090 © Cengage Learning

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          

Vocabulary

 performance management, performance appraisal    foreign subsidiary bureaucratic control system, relative comparative data expatriate = PCNs, TCNs, and HCNs on assignment to headquarters = international employee compensation package, remuneration tasks: CEO, structure reproducer, troubleshooter, operative types of assignments: technical, developmental, strategic, functional role clarity, role expectations, going native merit-based, intellectual capital, competency-based collective bargaining virtual assignees hard goals, soft goals, contextual goals 360-degree feedback process communication medium cultural applicability For use with

International Human Resource Management 6e

By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.

ISBN-10: 1408032090 © Cengage Learning

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Objectives

We address:

1.

Multinational performance management at the global & local level: ■ non-comparable data ■ volatility of the global environment ■ effect of distance ■ level of subsidiary maturity 2.

Performance management as part of a MNE’s control system 3.

Factors associated with expatriate performance, including ■ compensation package ■ headquarters ’ support ■ task & role ■ host environment factors 4.

Performance management of  expatriates & non-expatriates  those on non-standard tasks & assignments such as commuters & virtual workers 5.

Issues related to performance appraisal of international employees For use with

International Human Resource Management 6e

By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.

ISBN-10: 1408032090 © Cengage Learning

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Introduction

For use with

International Human Resource Management 6e

By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.

ISBN-10: 1408032090 © Cengage Learning

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Figure 6.1

Perspectives, issues, actions & consequences in MNE performance management For use with

International Human Resource Management 6e

By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.

ISBN-10: 1408032090 © Cengage Learning

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Multinational performance management

For use with

International Human Resource Management 6e

By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.

ISBN-10: 1408032090 © Cengage Learning

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MNE performance mgmt. constraints

1.

Whole vs. part

2.

Non-comparable data

3.

Volatility in the global business environment

4.

Separation by time & distance

5.

Variable levels of maturity across markets: the need for

relevant comparative data

For use with

International Human Resource Management 6e

By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.

ISBN-10: 1408032090 © Cengage Learning

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Control & performance management

For use with

International Human Resource Management 6e

By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.

ISBN-10: 1408032090 © Cengage Learning

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Figure 6.2

MNE control & performance For use with

International Human Resource Management 6e

By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.

ISBN-10: 1408032090 © Cengage Learning

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Performance management of international employees

For use with

International Human Resource Management 6e

By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.

ISBN-10: 1408032090 © Cengage Learning

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Figure 6-3

Variables affecting expatriate performance For use with

International Human Resource Management 6e

By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.

ISBN-10: 1408032090 © Cengage Learning

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Expatriate tasks

1. CEO or subsidiary manager

oversees & directs entire foreign operation

2. Structure reproducer

reproduces structure similar to what s/he knows from another part of the company

3. Troubleshooter

analyzes & solves a particular operational problem

4. Operative

performs functional job tasks in existing operational structure, in generally lower level, supervisory positions For use with

International Human Resource Management 6e

By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.

ISBN-10: 1408032090 © Cengage Learning

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Types of expatriate assignments

1. Technical (5-10%)

short-term knowledge transfer

2. Developmental (5-10%)

in-country performance & acquisition of local understanding by assignee

3. Strategic (10-15%)

high-profile activities for developing global perspective

4. Functional (55-80%)

more enduring two-way transfer of existing processes & practices For use with

International Human Resource Management 6e

By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.

ISBN-10: 1408032090 © Cengage Learning

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Figure 6.4

PCN role conception For use with

International Human Resource Management 6e

By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.

ISBN-10: 1408032090 © Cengage Learning

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Figure 6.5

TCN role conception For use with

International Human Resource Management 6e

By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.

ISBN-10: 1408032090 © Cengage Learning

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Non-expatriate performance

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management challenges

Performance criteria & goals for non-standard work Criteria for performance is subject to cultural differences Isolating international dimensions of job performance is not as straightforward as for traditional expatriate jobs Outstanding/under-performance & failures will challenge performance appraisal process Performance appraisals are complicated by international context, outside appraisers Ways to improve & rewards are unclear Impact of non-standard work on HCN co-workers For use with

International Human Resource Management 6e

By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.

ISBN-10: 1408032090 © Cengage Learning

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Performance appraisal of international employees

For use with

International Human Resource Management 6e

By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.

ISBN-10: 1408032090 © Cengage Learning

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Performance appraisal aspects of international employees

     

Performance criteria

hard, soft, & contextual goals

Who conducts

the performance appraisal?

typically subsidiary manager, but could be team of evaluators

Standardized or customized

appraisal forms?

Frequency

of appraisal?

Performance feedback

the communication medium matters

Appraisal of HCN

employees For use with

International Human Resource Management 6e

By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.

ISBN-10: 1408032090 © Cengage Learning

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Figure 6.6

HCN role conception For use with

International Human Resource Management 6e

By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.

ISBN-10: 1408032090 © Cengage Learning

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