HR - Expats challenges in China, pre-departure training, pre-departure training measurement, Performance Management Issues
Kirk Patrick evaluation process
This document discusses repatriation and career issues faced by expatriates returning to their home country or headquarters. It identifies challenges with effective repatriation including organizational factors like lack of formal repatriation programs, individual factors like career anxiety and work adjustment, and social-cultural factors like difficulty reestablishing social networks. Successful repatriation requires managing the repatriation process, having a repatriation program, and employing repatriation strategies.
International staffing presents many challenges for multinational companies. It is important to give special attention to staffing practices in overseas units due to geographic distance from headquarters. There are several options for staffing foreign operations, including using parent country nationals, host country nationals, or third country nationals. An effective staffing strategy must consider costs, cultural issues, goals and policies to ensure success in foreign markets.
International Human resource management and issuesRizwana_MBA
This document discusses international human resource management (IHRM) and its differences from domestic HRM. IHRM involves three main human resource activities: procurement, allocation, and utilization of employees across borders. It is more complex than domestic HRM due to factors like different cultures, languages, compensation practices, and legal/political risks across countries. Effective IHRM requires consideration of cultural fit, training, performance management, and other activities to coordinate the global workforce.
Strategic Human Resource Management Lecture 1RECONNECT
This document provides an overview of the key topics to be covered in a lecture on strategic human resource management. It includes the course structure with assignments, exams and participation. It discusses traditional vs strategic HRM and how strategic HRM can improve business performance. Key aspects of strategic HRM are outlined such as resourcing strategies, performance management, employee communication, rewards and retention. Factors that influence employee performance and engagement are also summarized.
This document discusses human resource management (HRM). It defines HRM as managing the people working in an organization, including attracting, selecting, training, assessing, and rewarding employees. The key aspects of HRM include recruitment, placement, training, and development of employees. HRM helps organizations achieve their goals by ensuring they have the right employees with the right skills. It also plays an important role at the corporate, professional, social, and national levels by developing employees, improving work quality, and contributing to economic growth.
The document discusses perceptions of HR and how they can be changed. It notes that initially many new graduates do not see HR as a rewarding career path. However, the role of HR is to understand organizational goals and recruit/retain the right talent to achieve these goals. While HR works to address employee concerns, negative perceptions persist of HR being disconnected from employee needs and only intervening when necessary. The document suggests ways for HR to increase its value through paradigm shifts, such as becoming consultants partnering with the business rather than just providing services, and nurturing human resources rather than just exploiting them.
Ernst & Young (E&Y) is a global professional services firm headquartered in London, United Kingdom with over 167,000 employees working across 700 offices in 140 countries. In India, E&Y has over 4,500 employees working in various offices. The document discusses E&Y's integrated HR transformation framework, including their approaches to staffing, recruitment, training, performance management and developing a high-performance culture.
This document discusses repatriation and career issues faced by expatriates returning to their home country or headquarters. It identifies challenges with effective repatriation including organizational factors like lack of formal repatriation programs, individual factors like career anxiety and work adjustment, and social-cultural factors like difficulty reestablishing social networks. Successful repatriation requires managing the repatriation process, having a repatriation program, and employing repatriation strategies.
International staffing presents many challenges for multinational companies. It is important to give special attention to staffing practices in overseas units due to geographic distance from headquarters. There are several options for staffing foreign operations, including using parent country nationals, host country nationals, or third country nationals. An effective staffing strategy must consider costs, cultural issues, goals and policies to ensure success in foreign markets.
International Human resource management and issuesRizwana_MBA
This document discusses international human resource management (IHRM) and its differences from domestic HRM. IHRM involves three main human resource activities: procurement, allocation, and utilization of employees across borders. It is more complex than domestic HRM due to factors like different cultures, languages, compensation practices, and legal/political risks across countries. Effective IHRM requires consideration of cultural fit, training, performance management, and other activities to coordinate the global workforce.
Strategic Human Resource Management Lecture 1RECONNECT
This document provides an overview of the key topics to be covered in a lecture on strategic human resource management. It includes the course structure with assignments, exams and participation. It discusses traditional vs strategic HRM and how strategic HRM can improve business performance. Key aspects of strategic HRM are outlined such as resourcing strategies, performance management, employee communication, rewards and retention. Factors that influence employee performance and engagement are also summarized.
This document discusses human resource management (HRM). It defines HRM as managing the people working in an organization, including attracting, selecting, training, assessing, and rewarding employees. The key aspects of HRM include recruitment, placement, training, and development of employees. HRM helps organizations achieve their goals by ensuring they have the right employees with the right skills. It also plays an important role at the corporate, professional, social, and national levels by developing employees, improving work quality, and contributing to economic growth.
The document discusses perceptions of HR and how they can be changed. It notes that initially many new graduates do not see HR as a rewarding career path. However, the role of HR is to understand organizational goals and recruit/retain the right talent to achieve these goals. While HR works to address employee concerns, negative perceptions persist of HR being disconnected from employee needs and only intervening when necessary. The document suggests ways for HR to increase its value through paradigm shifts, such as becoming consultants partnering with the business rather than just providing services, and nurturing human resources rather than just exploiting them.
Ernst & Young (E&Y) is a global professional services firm headquartered in London, United Kingdom with over 167,000 employees working across 700 offices in 140 countries. In India, E&Y has over 4,500 employees working in various offices. The document discusses E&Y's integrated HR transformation framework, including their approaches to staffing, recruitment, training, performance management and developing a high-performance culture.
Dr. Jhansi Rani M R - Module IV A - Expatriate Training & DevelopmentMRJhansiRani
Role of expatriate training, pre-departure training, developing staff through international assignment. Inpatriate, Repatriation Adjustment - Social Factors, Repatriation - Knowledge Transfer, Reasons why MNCs/MNEs should Prefer Global HR Development?
In this presentation, we will understand the meaning and factors of industrial relations, analyze the three aspects of industrial relations, meaning and functions of trade unions and discuss the influence of trade unios on business and human resource management.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This document discusses international human resource management and labor relations. It provides an overview of international HRM, factors affecting it, and different staffing policies like the ethnocentric, polycentric, and geocentric approaches. It also discusses labor relations, factors influencing it, the role of trade unions, and reasons why workers join trade unions. The objectives of trade unions are to provide benefits like equitable wages, job security, and support to its members.
Difference between global hrm & domestic hrmAchla Tyagi
Global HRM addresses a broad range of activities and deals with employees from multiple nationalities, requiring greater HR manager involvement in employees' personal lives. It also entails greater risk from international assignments due to severe consequences of mistakes and managing various external factors like foreign government regulations. In contrast, domestic HRM addresses a narrower scope of activities for a single nationality with limited HR manager involvement in employees' personal lives and risks primarily confined to domestic assignments with fewer external issues to navigate.
Developing international staff and multinational teamsRamrao Ranadive
This document discusses developing international staff and multinational teams. It identifies four categories of global assignments: technical, functional/tactical, developmental/high potential, and strategic/executive. Training and development in international human resource management is important for acquiring and transferring knowledge, managing foreign subsidiaries, filling staffing needs, maintaining communication and coordination between subsidiaries and headquarters, and developing global leadership competence. The training requirements for an assignment depend on the roles and responsibilities, tenure, staffing trends and orientations, and the extent of control and coordination by the parent company. Effective training focuses on cross-cultural training, orientation to the unit's approach, and preparatory or post-assignment training.
This document discusses different approaches to international staffing used by multinational corporations. It describes the ethnocentric, polycentric, regiocentric, and geocentric approaches, providing advantages and disadvantages of each. The ethnocentric approach involves staffing key positions with parent country nationals, while the polycentric approach uses host country nationals. The geocentric approach utilizes the best employees regardless of nationality. Expatriate selection is also discussed, including criteria, tests used, and factors that can lead to expatriate failure if not properly addressed.
This document provides an overview of international human resource management (IHRM). It defines IHRM as the process of procuring, allocating and effectively utilizing human resources in a multinational organization. IHRM involves managing employees from different cultural and political backgrounds across various countries and managing the greater complexity involved with international assignments. The document outlines some of the key differences between domestic HRM and IHRM, including dealing with expanded mixes of employees from multiple countries and greater external influences. It also discusses some of the common challenges in IHRM, such as culture and language differences, and managing the costs and risks associated with international assignments.
The document discusses international human resource management (IHRM), which involves managing human resources across national borders. IHRM differs from domestic HRM in several ways, such as requiring more HR activities to deal with taxation, culture, and legal issues in multiple countries. It also requires a broader perspective to meet diverse needs. Managing employees across cultures and countries presents various challenges for IHRM, such as high expatriate failure rates, developing a globally dispersed workforce, and overcoming cultural and legal differences between locations. Globalization and pressures of competitiveness have increased the importance of effective IHRM for international organizations.
This document discusses motivation and retention strategies for employees. It defines motivation as boosting employee morale to encourage better performance. Employee motivation and retention are important for productivity, profits and success. Motivating factors include appreciation, career growth, and good working conditions. Retention involves ensuring employees remain with an organization through competitive pay, training, positive relationships, and support. Reasons for turnover include lack of growth, appreciation, trust and high stress. The document provides various strategies for motivating and retaining valued employees.
This document is a project report on training and development at Apple Inc. submitted by Mr. Hitesh Rohra for his M.Com degree. The report provides an introduction to human resource management and training and development. It discusses traditional and modern approaches to training, the importance and objectives of training, models of training like the systems model and instructional systems development model. It also covers learning and training, identifying training needs, developing training programs, and evaluating training impact. The report aims to analyze training and development practices at Apple Inc.
The document discusses performance management in an international context. It covers key topics such as performance appraisal versus performance management, setting individual performance goals, identifying variables that affect expatriate performance like compensation, task, and cultural adjustment, appraising performance using different criteria, providing feedback and opportunities for improvement, and linking rewards to results. Challenges in managing performance globally include cultural impacts on processes and assessing subsidiary performance given external forces and the international environment.
This document discusses international staffing strategies used by multinational corporations. It describes the types of international managers as parent country nationals (PCNs), third country nationals (TCNs), and host country nationals (HCNs). The advantages and disadvantages of using each type are provided. The document also examines the ethnocentric, polycentric, geocentric, and regiocentric approaches to international staffing and the factors that influence staffing decisions. Finally, it discusses the different types of international assignments and roles of expatriates.
The document discusses several models for evaluating training programs: Kirkpatrick's model, Phillips' ROI model, the CIPP model, and the COMA model. Kirkpatrick's model defines four levels of evaluation - reaction, learning, behavior, and results. Phillips' model adds a fifth level to Kirkpatrick's - return on investment (ROI). The CIPP model evaluates context, inputs, process, and products. The COMA model measures cognitive learning, organizational environment, motivation, and attitudes.
The document discusses several key topics regarding international staffing and recruitment:
1. It outlines different staffing orientations (ethnocentric, polycentric, regiocentric, geocentric) and their characteristics.
2. Key issues in international human resource planning and managing expatriates are identified, including identifying top talent, providing development opportunities, and dual career challenges.
3. Recent trends in international recruitment like increasing diversity, outsourcing, and background checks are examined.
This document provides an overview of reward management systems. It defines reward management and discusses its aims and philosophy. The key elements of a reward system include policies, practices, processes like job evaluation and performance management, and procedures. Total reward looks at all aspects of compensation, including both financial and non-financial rewards. Different approaches are needed for rewarding directors/executives, sales staff, and manual workers. Common elements include base pay, bonuses, share options, benefits, and time/piece rates.
Training, development and compensation in mncGuta Mengesha
This document discusses training, development, and compensation in multinational corporations (MNCs). It covers various types of training techniques used by MNCs, including cross-cultural training programs. Development focuses on long-term growth for employees, while training aims to improve current job skills. Compensation in MNCs involves considering numerous complex factors like cost of living, taxes, and currency exchange rates between locations. The relationship between compensation and performance evaluation in MNCs aims to reward employees for both job completion and future goals.
The document discusses performance management and performance appraisal. It defines performance management as a process where managers and employees work together to set expectations, review results, and reward performance. Performance appraisal is defined as a formal system to periodically review and evaluate an individual's or team's job performance. The document also discusses different methods of performance appraisal and common problems with performance appraisal systems.
The document summarizes key concepts from Chapter 9 of the textbook "Organizational Behavior" by Robbins & Judge. It discusses the definition of groups, the 5 stages of group development, how roles, norms, status and size impact group behavior and performance. It also compares individual vs group decision making, techniques like brainstorming, and factors that influence group effectiveness such as cohesiveness. Global considerations for how culture impacts status and diversity in groups are also addressed.
International Human Resource Management - Meaning, Definition, Objectives and...Sundar B N
This document discusses international human resource management (IHRM). IHRM refers to managing human resources across national boundaries to implement strategic policies for a multinational workplace. The key functions of IHRM include recruitment and selection of qualified international candidates, managing labor relations across countries, conducting performance evaluations, and establishing compensation and benefits systems. The objectives of IHRM are to reduce international risks, avoid cultural and regional disparities, and manage a diverse global workforce. In conclusion, IHRM enhances job opportunities, economic growth, and skill development in host countries.
This case study describes how Everest Double Glazing introduced an incentive scheme to align pay with organizational objectives. They implemented a "Grand Prix" style contest among their 10 factories that measured productivity, quality, and on-time production. The results were published weekly and the winning factory received prizes. Productivity increased 10% in the first year and up to 35% over 6 years. The scheme motivated employees and helped Everest meet quality, customer satisfaction and profitability goals. It demonstrated how pay incentives can successfully drive organizational performance when tied to key metrics.
Writing The College Application Essay. Online assignment writing service.Stephanie Benjamin
The document discusses the importance of family law and alternatives to litigation in family law cases. It notes that traditional litigation puts strain on families and can have devastating emotional and financial consequences. As an alternative, collaborative practice was developed, which involves lawyers, mental health professionals, and financial advisors working together with clients to resolve issues without court involvement. This helps maintain clients' mental well-being during difficult times and prepares them for the emotional aftermath of cases. The collaborative approach has now spread globally.
Compare Contrast Essays - First Grade Style ) PleCindy Vazquez
The document provides instructions for using the HelpWriting.net service to request writing assistance. It outlines a 5-step process: 1) Create an account with a password and email. 2) Complete an order form with instructions, sources, and deadline. 3) Review bids from writers and select one. 4) Review the completed paper and authorize payment. 5) Request revisions until satisfied. The service uses a bidding system and promises original, high-quality content with refunds for plagiarism.
Dr. Jhansi Rani M R - Module IV A - Expatriate Training & DevelopmentMRJhansiRani
Role of expatriate training, pre-departure training, developing staff through international assignment. Inpatriate, Repatriation Adjustment - Social Factors, Repatriation - Knowledge Transfer, Reasons why MNCs/MNEs should Prefer Global HR Development?
In this presentation, we will understand the meaning and factors of industrial relations, analyze the three aspects of industrial relations, meaning and functions of trade unions and discuss the influence of trade unios on business and human resource management.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This document discusses international human resource management and labor relations. It provides an overview of international HRM, factors affecting it, and different staffing policies like the ethnocentric, polycentric, and geocentric approaches. It also discusses labor relations, factors influencing it, the role of trade unions, and reasons why workers join trade unions. The objectives of trade unions are to provide benefits like equitable wages, job security, and support to its members.
Difference between global hrm & domestic hrmAchla Tyagi
Global HRM addresses a broad range of activities and deals with employees from multiple nationalities, requiring greater HR manager involvement in employees' personal lives. It also entails greater risk from international assignments due to severe consequences of mistakes and managing various external factors like foreign government regulations. In contrast, domestic HRM addresses a narrower scope of activities for a single nationality with limited HR manager involvement in employees' personal lives and risks primarily confined to domestic assignments with fewer external issues to navigate.
Developing international staff and multinational teamsRamrao Ranadive
This document discusses developing international staff and multinational teams. It identifies four categories of global assignments: technical, functional/tactical, developmental/high potential, and strategic/executive. Training and development in international human resource management is important for acquiring and transferring knowledge, managing foreign subsidiaries, filling staffing needs, maintaining communication and coordination between subsidiaries and headquarters, and developing global leadership competence. The training requirements for an assignment depend on the roles and responsibilities, tenure, staffing trends and orientations, and the extent of control and coordination by the parent company. Effective training focuses on cross-cultural training, orientation to the unit's approach, and preparatory or post-assignment training.
This document discusses different approaches to international staffing used by multinational corporations. It describes the ethnocentric, polycentric, regiocentric, and geocentric approaches, providing advantages and disadvantages of each. The ethnocentric approach involves staffing key positions with parent country nationals, while the polycentric approach uses host country nationals. The geocentric approach utilizes the best employees regardless of nationality. Expatriate selection is also discussed, including criteria, tests used, and factors that can lead to expatriate failure if not properly addressed.
This document provides an overview of international human resource management (IHRM). It defines IHRM as the process of procuring, allocating and effectively utilizing human resources in a multinational organization. IHRM involves managing employees from different cultural and political backgrounds across various countries and managing the greater complexity involved with international assignments. The document outlines some of the key differences between domestic HRM and IHRM, including dealing with expanded mixes of employees from multiple countries and greater external influences. It also discusses some of the common challenges in IHRM, such as culture and language differences, and managing the costs and risks associated with international assignments.
The document discusses international human resource management (IHRM), which involves managing human resources across national borders. IHRM differs from domestic HRM in several ways, such as requiring more HR activities to deal with taxation, culture, and legal issues in multiple countries. It also requires a broader perspective to meet diverse needs. Managing employees across cultures and countries presents various challenges for IHRM, such as high expatriate failure rates, developing a globally dispersed workforce, and overcoming cultural and legal differences between locations. Globalization and pressures of competitiveness have increased the importance of effective IHRM for international organizations.
This document discusses motivation and retention strategies for employees. It defines motivation as boosting employee morale to encourage better performance. Employee motivation and retention are important for productivity, profits and success. Motivating factors include appreciation, career growth, and good working conditions. Retention involves ensuring employees remain with an organization through competitive pay, training, positive relationships, and support. Reasons for turnover include lack of growth, appreciation, trust and high stress. The document provides various strategies for motivating and retaining valued employees.
This document is a project report on training and development at Apple Inc. submitted by Mr. Hitesh Rohra for his M.Com degree. The report provides an introduction to human resource management and training and development. It discusses traditional and modern approaches to training, the importance and objectives of training, models of training like the systems model and instructional systems development model. It also covers learning and training, identifying training needs, developing training programs, and evaluating training impact. The report aims to analyze training and development practices at Apple Inc.
The document discusses performance management in an international context. It covers key topics such as performance appraisal versus performance management, setting individual performance goals, identifying variables that affect expatriate performance like compensation, task, and cultural adjustment, appraising performance using different criteria, providing feedback and opportunities for improvement, and linking rewards to results. Challenges in managing performance globally include cultural impacts on processes and assessing subsidiary performance given external forces and the international environment.
This document discusses international staffing strategies used by multinational corporations. It describes the types of international managers as parent country nationals (PCNs), third country nationals (TCNs), and host country nationals (HCNs). The advantages and disadvantages of using each type are provided. The document also examines the ethnocentric, polycentric, geocentric, and regiocentric approaches to international staffing and the factors that influence staffing decisions. Finally, it discusses the different types of international assignments and roles of expatriates.
The document discusses several models for evaluating training programs: Kirkpatrick's model, Phillips' ROI model, the CIPP model, and the COMA model. Kirkpatrick's model defines four levels of evaluation - reaction, learning, behavior, and results. Phillips' model adds a fifth level to Kirkpatrick's - return on investment (ROI). The CIPP model evaluates context, inputs, process, and products. The COMA model measures cognitive learning, organizational environment, motivation, and attitudes.
The document discusses several key topics regarding international staffing and recruitment:
1. It outlines different staffing orientations (ethnocentric, polycentric, regiocentric, geocentric) and their characteristics.
2. Key issues in international human resource planning and managing expatriates are identified, including identifying top talent, providing development opportunities, and dual career challenges.
3. Recent trends in international recruitment like increasing diversity, outsourcing, and background checks are examined.
This document provides an overview of reward management systems. It defines reward management and discusses its aims and philosophy. The key elements of a reward system include policies, practices, processes like job evaluation and performance management, and procedures. Total reward looks at all aspects of compensation, including both financial and non-financial rewards. Different approaches are needed for rewarding directors/executives, sales staff, and manual workers. Common elements include base pay, bonuses, share options, benefits, and time/piece rates.
Training, development and compensation in mncGuta Mengesha
This document discusses training, development, and compensation in multinational corporations (MNCs). It covers various types of training techniques used by MNCs, including cross-cultural training programs. Development focuses on long-term growth for employees, while training aims to improve current job skills. Compensation in MNCs involves considering numerous complex factors like cost of living, taxes, and currency exchange rates between locations. The relationship between compensation and performance evaluation in MNCs aims to reward employees for both job completion and future goals.
The document discusses performance management and performance appraisal. It defines performance management as a process where managers and employees work together to set expectations, review results, and reward performance. Performance appraisal is defined as a formal system to periodically review and evaluate an individual's or team's job performance. The document also discusses different methods of performance appraisal and common problems with performance appraisal systems.
The document summarizes key concepts from Chapter 9 of the textbook "Organizational Behavior" by Robbins & Judge. It discusses the definition of groups, the 5 stages of group development, how roles, norms, status and size impact group behavior and performance. It also compares individual vs group decision making, techniques like brainstorming, and factors that influence group effectiveness such as cohesiveness. Global considerations for how culture impacts status and diversity in groups are also addressed.
International Human Resource Management - Meaning, Definition, Objectives and...Sundar B N
This document discusses international human resource management (IHRM). IHRM refers to managing human resources across national boundaries to implement strategic policies for a multinational workplace. The key functions of IHRM include recruitment and selection of qualified international candidates, managing labor relations across countries, conducting performance evaluations, and establishing compensation and benefits systems. The objectives of IHRM are to reduce international risks, avoid cultural and regional disparities, and manage a diverse global workforce. In conclusion, IHRM enhances job opportunities, economic growth, and skill development in host countries.
This case study describes how Everest Double Glazing introduced an incentive scheme to align pay with organizational objectives. They implemented a "Grand Prix" style contest among their 10 factories that measured productivity, quality, and on-time production. The results were published weekly and the winning factory received prizes. Productivity increased 10% in the first year and up to 35% over 6 years. The scheme motivated employees and helped Everest meet quality, customer satisfaction and profitability goals. It demonstrated how pay incentives can successfully drive organizational performance when tied to key metrics.
Writing The College Application Essay. Online assignment writing service.Stephanie Benjamin
The document discusses the importance of family law and alternatives to litigation in family law cases. It notes that traditional litigation puts strain on families and can have devastating emotional and financial consequences. As an alternative, collaborative practice was developed, which involves lawyers, mental health professionals, and financial advisors working together with clients to resolve issues without court involvement. This helps maintain clients' mental well-being during difficult times and prepares them for the emotional aftermath of cases. The collaborative approach has now spread globally.
Compare Contrast Essays - First Grade Style ) PleCindy Vazquez
The document provides instructions for using the HelpWriting.net service to request writing assistance. It outlines a 5-step process: 1) Create an account with a password and email. 2) Complete an order form with instructions, sources, and deadline. 3) Review bids from writers and select one. 4) Review the completed paper and authorize payment. 5) Request revisions until satisfied. The service uses a bidding system and promises original, high-quality content with refunds for plagiarism.
My New Year Resolution Free Essay Example. New Year Resolution Essay 150 Words. New Year Resolutions 2021 Upper Elementary Reading/Essay Writing. My New Year Resolution Essay, Paragraph for Students - Brainly.in. Example Of New Years Resolution Paragraph. Business paper: New year resolutions essay. My new year resolution essay student president. 011 Img 40981 Essay My New Year Resolution Thatsnotus. New year resolution essay - Select Expert Custom Writing Service. The importance of new years resolutions. 15 New Years Resolution Ideas For a Successful Year - The Violet Journal. My new year resolution essay MTA Production. Singular My New Year Resolution Essay Thatsnotus. 015 Essay Example My New Year Resolution Thatsnotus. New Years Resolution: Set and Prioritize with the ABCDE Method. New Year Resolutions for Students JournalBuddies.com. new years resolutions. Unforgettable Essay My New Year Resolution Thatsnotus. Essay on new year resolution - Select Expert Custom Writing Service. New Years Resolution Essay by Candied Apple Creations TpT. Short Essay on New Year Short essay, New year resolution essay, Essay. 70 Good New Year Resolution Ideas to Try in 2024. Essay about my new year resolution. How to Make Your New Years Resolutions Stick. Write A New Years Resolution - Experts opinions Letter writing .... My New Year Resolution Essay : New Years Resolutions for Kids / I will ... Essay On New Year Resolution Essay On New Year Resolution
Sustainable development options on Aboriginal landJosh Develop
This document summarizes a discussion paper about sustainable development options for Aboriginal people living on Aboriginal land. It describes the "hybrid economy" consisting of market, state, and customary components that is characteristic of these communities. The paper argues that this hybrid economy is poorly understood, leading to Indigenous contributions going unrecognized. It calls for a new hybrid analytical framework combining science, social science, and Indigenous knowledge to better understand development challenges and opportunities in these remote communities.
This document discusses cultural diplomacy and nation branding. It defines cultural diplomacy as the exchange of culture between nations to foster mutual understanding. The document outlines the evolution of cultural diplomacy and discusses concepts like soft power and nation brands. It also examines instruments of cultural diplomacy such as cultural missions, education, and sports; and how events like the Olympics can influence a nation's brand image.
Here is an analysis of the proverb "A book is like a garden carried in the pocket":
This proverb uses the metaphor of a garden to represent a book. Just as a garden contains plants, flowers, and other natural elements, a book contains words, ideas, stories, and knowledge.
Carrying a garden in one's pocket seems impossible, yet this proverb suggests that books have the ability to transport the reader to different worlds and expose them to new perspectives, just as a real garden would. Even though the book is a compact physical object that can fit in a pocket, it allows endless exploration of intellectual and imaginative landscapes through reading.
The proverb emphasizes the richness and depth contained within books. Just
This document compares cultural differences between China and the UK that are important for building business relationships. In China, relationships and hierarchy are crucial due to influences of Confucianism. Giving gifts, respecting elders, and developing personal connections ("guanxi") are important. China scores high in long-term orientation and power distance. In the UK, privacy, humor, and fairness are important values. Individualism and indulgence are high while power distance and uncertainty avoidance are low. Understanding these cultural differences can help people work with customers, travel to these countries, and conduct business internationally.
Advantages Of Fast Food Essay. Advantage And Disadvantage Of Fast ...Lana Sorrels
The document provides instructions for requesting assignment writing help from HelpWriting.net. It outlines a 5-step process: 1) Create an account with a password and email. 2) Complete an order form with instructions, sources, and deadline. 3) Review bids from writers and choose one. 4) Ensure the paper meets expectations and authorize payment. 5) Request revisions until fully satisfied, with a refund option for plagiarism.
How To Stay Healthy Essay. Essay on Importance of Health - Tips for Healthy L...Amie Campbell
Essay on Healthy Lifestyle for Students and Children in English - A .... Healthy heart essay. A Healthy Heart Essay Samples With Topics Ideas .... How can we improve our health essay. 18 Ways to Improve Your Health .... Healthy Living Essay Example - How to start a healthy diet essay How .... Essay on the Importance of Health Social Group Public Health. How To Maintain Healthy Life Essay - kritikuss22. 10 Ways to Stay Healthy Easy Daily Habits! - Simply Quinoa. Healthy Lifestyle Essay Essay on Healthy Lifestyle for Students and .... Importance of Staying Fit amp; Healthy. How to Stay Healthy Essay. How To Keep Healthy / 2020 Healthy Living During Extraordinary Times. Healthy Lifestyle Essay For Students Way Of Behaving, Leaving, Walking .... Health essa
American Culture Essay. Early American Culture Essay Example Topics and Well...Susan Neal
Native American Culture Free Essay Example. 003 American Culture Essay ~ Thatsnotus. The Permeation of American Culture All over the World Essay Example .... (PDF) Native American Cultures of the Pacific Northwest Coast: an .... how to write an essay on my cultural identity. Puritan Political Contributions to America Essay Example | Topics and .... How To Write An Essay On My Cultural Identity. Culture Essay Writing Help. American Popular Culture: Trends and How They Affect - PHDessay.com. Standard 2 Essay Test- Native American Culture.doc. Sample essay on cultural identity.
This document discusses the history of Deaf culture and interpreters in America. It explains that Deaf culture is a subculture embedded within overall American culture. The document outlines how Deaf culture was not accepted by the general public and deaf individuals did not have access to interpreters before the 1960s, when deaf people were often seen as inferior. It notes that Deaf culture has changed significantly since that time and deaf individuals are now accepted as part of society rather than outcasts.
What Do Colleges Look For In Essays 11 Tips For Crafting StandoutJulie Moore
The document provides instructions for a statistics quiz with 6 multiple part questions. The questions cover topics like random variables, normal distributions, binomial distributions, and probabilities. Students are asked to show their work, calculations, and reasoning to receive full points for the questions. The maximum total score for the quiz is 100 points.
The UK Education System , . Online assignment writing service.Lisa Chambers
The document discusses incentive pay for teachers and arguments both for and against it. It notes that while incentive pay sounds logical, offering better compensation to teachers who achieve better results, others argue it could damage collaboration. The document also mentions that some studies on incentive pay programs have shown mixed results, with no clear evidence it improves student performance overall.
The document summarizes what is known about the Scythians from the writings of Herodotus and other sources. It describes the Scythians as a large, influential group of nomadic tribes with a developed society and military. They lived as horsemen and herdsmen roaming the Eurasian steppes. The Scythians interacted with Greek, Egyptian, and Near Eastern civilizations through trade and invasion, and their art reflected these interactions through their distinctive "animal style" of representation.
Similar to HR - Expats challenges in China, pre-departure training, pre-departure training measurement, Performance Management Appraisal Issues (16)
Classical country-based trade theories and Modern Firm-based trade theoriesHelmee Halim
This document provides an overview and analysis of classical country-based trade theories and modern firm-based trade theories. It discusses theories such as Mercantilism, Absolute Advantage, Comparative Advantage, Heckscher-Ohlin theory, Product Life Cycle theory, New Trade Theory of Economies of Scale and First Mover Advantage, and National Competitive Advantage. It analyzes these theories and compares classical country-based theories with modern firm-based theories. The document also provides a case study on Toyota's global strategy applying several of these international trade theories.
Strategic Management - Amazon, LV and CiscoHelmee Halim
This document provides an overview of Amazon, its business strategies and competitive advantages. It discusses Amazon's mission to be the most customer-centric company and provide the best online shopping experience. The document outlines Amazon's main products and services which have expanded beyond books to include CDs, DVDs, toys, apparel and other goods. It also examines Amazon's business level strategy of overall cost leadership through efficient operations alongside technology differentiation. At the corporate level, Amazon pursues strategies of diversifying its products/services, global expansion, and horizontal integration. Some of Amazon's key competitive advantages include its low cost structure, wide product range, innovative technology platforms like Kindle and AWS, and global presence.
Organizational Development, OD, Intervention Process (from a case study)Helmee Halim
The case involves a conflict between the HR and Finance departments that was impacting morale and productivity. To diagnose the issue, the consultant conducted interviews, an online survey, and a Myers-Briggs assessment. This revealed poor communication, assumptions about the other group, and a lack of understanding of different personalities. In a workshop intervention, the consultants provided feedback on the assessments, held breakout sessions to develop communication plans, and had the directors discuss their contributions to the conflict. The intervention improved perceptions and communications between the departments.
Miss X manages a team remotely from Malaysia that is located in India. She displays an affiliative leadership style, focusing on harmonious relationships and connecting with her team on a personal level. She is easygoing, protects her team from unfair criticism, and remembers their birthdays to show she cares. While her style has benefits, it may not provide enough direction during challenges.
Business Research Methods - Consumer Empowerment - assignment 2Helmee Halim
This document describes the methodology used in a study examining how consumer awareness and knowledge influence the consumer behaviors of secondary school students in Cyberjaya, Selangor who use mobile phones. A quantitative research design using a structured questionnaire was used. The sample was selected using simple random sampling from 499 secondary school students aged 15-17 years old. A sample size of 217 was determined using Krejcie and Morgan's sample size table. Data was collected through questionnaires and analyzed using descriptive and inferential statistics to test the study's two hypotheses.
Business Research Methods - Consumer Empowerment - assignment 1Helmee Halim
This document provides an introduction and literature review on consumer awareness and knowledge influencing consumer behaviors among mobile phone users in secondary schools in Cyberjaya, Selangor, Malaysia. It discusses definitions of key concepts like consumer behavior and the importance of consumer awareness and knowledge. The background discusses how globalization and technology have increased information and challenges for consumers. Previous studies found relationships between consumer awareness/knowledge and behaviors, showing lack of awareness can lead consumers to make poor decisions or not assert their rights. The problem statement notes Malaysia's growing consumerism poses challenges that consumer awareness and education hope to address.
This document provides an overview of decision making and various theoretical models of decision making. It discusses rational choice decision making as one of the models, outlining its 6 step process. Some problems with rational choice decision making are identified, such as issues with problem identification, goals, information processing and maximization. The document also discusses employee involvement and participation in decision making, identifying it as important for job satisfaction, commitment and motivation. Various practices for employee involvement are outlined, along with advantages like improved decision making and performance. However, disadvantages like potential for poor quality decisions due to lack of skills are also noted. The document will analyze decision making at a multinational company called XXX Malaysia and provide recommendations.
This document provides a marketing plan for Malaysia Airlines Berhad (MH). It includes a situation analysis of MH which discusses the company's background, competitors, customers, collaborators, and the macro environment. A SWOT analysis and segmentation, targeting, and positioning strategy are also outlined. The marketing plan proposes goals, objectives, and strategies for MH's product, price, place, and promotion over the next 5 years with the aim of making MH profitable by 2017. Implementation, evaluation, and control measures are also discussed.
The document discusses the history and evolution of information systems over six periods from the 1950s to present:
1) 1950s: Transaction processing systems for electronic data processing
2) 1960s-1970s: Emergence of management information systems to provide reports for managers
3) 1970s-1980s: Development of personal computers and decision support systems for interactive analysis
4) 1980s-1990s: Creation of executive information systems and growth of the internet
5) 1990s-2000s: Applications of artificial intelligence like expert systems and knowledge management systems
6) 2000s-present: Rise of e-business, e-commerce, mobile technologies, big data, and cloud computing.
The document discusses corporate social responsibility (CSR). It begins with a brief history of CSR, noting that while Adam Smith saw businesses as having responsibilities to society, Milton Friedman argued their sole responsibility was maximizing shareholder profits. The document then presents arguments both for and against CSR. Arguments for include addressing social problems through initiatives, improving corporate image and generating long-term profits, and creating a better internal work environment. While some debate the degree of social responsibility for businesses, engaging in CSR can provide benefits to both businesses and society.
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
Start Smart: Learning the Ropes of AI for HR - Celine Maasland - SocialHRCamp...SocialHRCamp
Speaker: Celine Maasland
In this session, we’ll demystify the process of integrating artificial intelligence into everyday HR tasks. This presentation will guide HR professionals through the initial steps of identifying AI opportunities, choosing the right tools, and effectively implementing technology to streamline operations. Additionally, we’ll delve into the specialized skill of prompt engineering, demonstrating how to craft precise prompts to enhance interactions between AI systems and employees. Whether you’re new to AI or looking to refine some of your existing strategies, this session will equip you with the knowledge and tools to harness AI’s potential in transforming HR functions.
Becoming Relentlessly Human-Centred in an AI World - Erin Patchell - SocialHR...SocialHRCamp
Speaker: Erin Patchell
Imagine a world where the needs, experiences, and well-being of people— employees and customers — are the focus of integrating technology into our businesses. As HR professionals, what tools exist to leverage AI and technology as a force for both people and profit? How do we influence a culture that takes a human-centred lens?
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
Building Meaningful Talent Communities with AI - Heather Pysklywec - SocialHR...SocialHRCamp
Speaker: Heather Pysklywec
Digital transformation has transformed the talent acquisition landscape over the past ten years. Now, with the introduction of artificial intelligence, HR professionals are faced with a new suite of tools to choose from. The question remains, where to start, what to be aware of, and what tools will complement the talent acquisition strategy of the organization? This session will give a summary of helpful AI tools in the industry, explain how they can fit into existing systems, and encourage attendees to explore if AI tools can improve their process.
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
How to Leverage AI to Boost Employee Wellness - Lydia Di Francesco - SocialHR...SocialHRCamp
Speaker: Lydia Di Francesco
In this workshop, participants will delve into the realm of AI and its profound potential to revolutionize employee wellness initiatives. From stress management to fostering work-life harmony, AI offers a myriad of innovative tools and strategies that can significantly enhance the wellbeing of employees in any organization. Attendees will learn how to effectively leverage AI technologies to cultivate a healthier, happier, and more productive workforce. Whether it's utilizing AI-powered chatbots for mental health support, implementing data analytics to identify internal, systemic risk factors, or deploying personalized wellness apps, this workshop will equip participants with actionable insights and best practices to harness the power of AI for boosting employee wellness. Join us and discover how AI can be a strategic partner towards a culture of wellbeing and resilience in the workplace.
AI Considerations in HR Governance - Shahzad Khan - SocialHRCamp Ottawa 2024SocialHRCamp
Speaker: Shahzad Khan
This session on "AI Considerations in Human Resources Governance" explores the integration of Artificial Intelligence (AI) into HR practices, examining its history, current applications, and the governance issues it raises. A framework to view Government in modern organizations is provided, along with the transformation and key considerations associated with each element of this framework, drawing lessons from other AI projects to illustrate these aspects. We then dive into AI's use in resume screening, talent acquisition, employee retention, and predictive analytics for workforce management. Highlighting modern governance challenges, it addresses AI's impact on the gig economy as well as DEI. We then conclude with future trends in AI for HR, offering strategic recommendations for incorporating AI in HR governance.
Your Guide To Finding The Perfect Part-Time JobSnapJob
Part-time workers account for a significant part of the workforce, including individuals of all ages. A lot of industries hire part-time workers in different capacities, including temporary or seasonal openings, ranging from managerial to entry-level positions. However, many people still doubt taking on these roles and wonder how a temporary part-time job can help them achieve their long-term goals.
HR - Expats challenges in China, pre-departure training, pre-departure training measurement, Performance Management Appraisal Issues
1. 1. Table of Contents
1. 1a.................................................................................................................... 2
1.1 Introduction...................................................................................................................... 2
1.2 Culture & Society............................................................................................................. 2
1.3 Chinese Language ............................................................................................................ 3
1.4 Air Pollution..................................................................................................................... 3
1.5 Conclusion........................................................................................................................ 4
2. 1b) .................................................................................................................. 5
2.1 Introduction...................................................................................................................... 5
2.2 Chinese Culture................................................................................................................ 5
2.3 Language.......................................................................................................................... 6
2.4 Business Ethics and practice in China.............................................................................. 7
2.5 Socio-political .................................................................................................................. 7
2.6 General Knowledge about China ..................................................................................... 8
2.7 Conclusion........................................................................................................................ 9
3. 1c)................................................................................................................. 10
3.1 Introduction.................................................................................................................... 10
3.2 The Kirkpatrick model ................................................................................................... 10
3.2.1 Stage 1 – Reaction/Satisfaction .............................................................................. 11
3.2.2 Stage 2 – Learning, Knowledge.............................................................................. 11
3.3 Return on Investment (ROI)........................................................................................... 12
3.4 Assessment – pre and post training................................................................................ 12
3.5 Conclusion...................................................................................................................... 13
4. Part 2 ........................................................................................................... 14
Abstract.............................................................................................................. 14
4.1 Introduction.................................................................................................................... 15
4.2 Definition ....................................................................................................................... 15
4.3 Performance Management Model and Theories ............................................................ 16
4.4 Critique........................................................................................................................... 19
4.4.1 Issues with the Purpose and Goals of PA ............................................................... 19
4.4.2 Issues With Who is Involved in PA........................................................................ 20
4.4.3 Issues With What is Measured and How ................................................................ 22
4.4.4 Issues With the System and Process of PA............................................................. 22
4.5 Recommendation............................................................................................................ 23
4.5.1 New rules of Goal Setting – Clarifying the Goals .................................................. 25
4.5.2 Define culture of the organization, i.e. the behavior that lead to success............... 25
4.5.3 Conduct regular check-ins – at least monthly or quarterly to review performance 25
4.5.4 Focus on the behavior, not the person when providing feedback........................... 26
4.5.5 Discuss investment trade-off, not forced rankings ................................................. 26
4.5.6 Perform the Recommended Changes...................................................................... 26
5. Conclusion................................................................................................... 26
References.......................................................................................................... 27
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1. 1a.
1.1 Introduction
China, (People’s Republic of China) is situated in eastern Asia, bounded by the Pacific in the east.
It is the largest country in Asia and the third largest country in the world, next to Canada and
Russia. Beijing is the capital city of China and most of this country is mountainous. China is one
of the four oldest civilizations in the world, has a written history of 4,000 years and boasts rich
cultural relics and historical sites. It is the inventor of compass, paper-making, gunpowder and
printing. Total population of 1.3 billion People represent one fifth of the world’s population.
An emerging economy like China offers new business opportunities to Multinational
Enterprises (MNEs). Expatriation has been a popular method for MNEs to implement the parent
company’s strategy and practices in their foreign subsidiaries. However, a large proportion of
expatriates fail to complete their assignments satisfactorily (Katz and Seifer, 1996, Romero, 2002)
which is consequence of the fact that many expatriates experience difficulties in adjustment or lack
of readiness in facing global challenges. Culture & Society, Language and Air Pollution are some
of the challenges to name a few.
1.2 Culture & Society
China has a very specific and different culture in their business and lifestyle. Cultural differences
have to be taken into account when on a short term or long term assignment in China. In a study
done by (Goodall et al. 2006) it is said that Chinese culture creates barriers for expatriates who
work in China. The Chinese business culture is vastly different from Malaysian for instance.
Business negotiations in China require a much more patient approach. Personal relationships and
trust play vital roles in Chinese society. Reason simply they want to want to determine if the
relationships can be develop to a stage where both parties are comfortable doing business with the
other. Personal Expats need to build a good relationship and communication to reach a good
decision. ‘Good relationships with the customs bureau, the local administration for industry and
commerce, and other regulatory organizations (…) are as good as gold in China’ (Seligman, 1999)
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When comes to dining culture, our home culture especially Malays use fingers of the
right hand or commonly using fork and spoon by others to eat, while the Chinese use chopsticks
in general. We must respect the chopsticks as it is the most important tool in China’s table. As
expatriates, we must learn how to use chopstick in a proper way.
Another example of cultural difference is food is shared with others. Plates are placed
in the middle of the table and shared by all. It means we should feel free to help ourselves not only
at the beginning but the whole meals as well. It also, take it as a sign of honor and offer thanks
when host China to take a food from the center of the table and put it on our plate. Unlike here in
Malaysia, we usually order and eat food on our own.
1.3 Chinese Language
For expatriates going to China, the language barrier is the most obvious negative factor
encountered (Goodall et al., 2006). The Chinese language is an essential part of Chinese culture,
and Chinese are very proud of it. It’s not only a way to communicate but also as mean to transfer
their cultural values.
The official language in China is Mandarin and it is quite hard to learn for people
who are used to having an alphabet. Although most of the world uses English as main
communication, the Chinese are not fluent in English communication. This definitely cause
communication challenge when expatriate indulges in community as well as in the work place.
Learn and understand couple of basic words and sentences in Chinese would be an advantage to
the expat.
1.4 Air Pollution
The recent Bloomberg Businessweek article (Liza Lin and Natasha Khan, 2014) indicates that poor
air quality in China’s major cities contributed as one of the global challenges for expatriates. Few
alarming stats in the articles offers: “Smog in Beijing exceeded government pollution standards
most days last year, and environment ministry statistics show that 71 of 74 China cities failed to
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meet air quality standards”. In the other note says: “Forty percent of the 7 million annual deaths
attributed to air pollution worldwide occur in the Asia-Pacific region.”
Air pollution situation is quite concerning to most of the expatriates in China
especially those on long term assignment. They will usually bring their family to live together with
them. Living and raising a family under such unhealthy condition definitely give an impact to the
health of entire family. The worse possible is the effect on child’s growth and some may lead to
death.
1.5 Conclusion
Global challenges for expatriates in China have a mix of good and bad experiences. MNEs are still
able to attract expats, because knowledge of the China market is becoming crucial to career
advancement in many industries. On the other positive note, it is a great opportunity for expatriates
to overcome the global challenges, to learn, explore as well as to position them well in the society.
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2. 1b)
2.1 Introduction
There are many different components of pre-departure training. There can be cultural awareness
training, preliminary visits, language training, host country historical background, diversity
training, practical assistance, preliminary visits and many more. Pre-departure cultural training
(CCT) helps the employees understand and anticipate cultural challenges that may encounter in
China. China specific training includes components about Chinese culture, language, business
ethics and practices, socio-political and general knowledge about China.
2.2 Chinese Culture
Chinese culture is one of the world’s oldest and most complex cultures in the world. The culture
of China has been influenced by China’s long history and by its diverse ethnic groups which
customs and traditions could vary greatly between towns, cities and provinces. It is a complex
system of moral, social behavior, political, philosophical and religion which has influence on the
culture and history of China.
In China, much of the business is arranged and negotiated at the dining table. Since
the Chinese prefer to do business with who they know well, dining and drinking are the best media
for building relationships and connections or known as “guanxi”. In Mandarin, “guan” means
“gate” and “xi” means “link”. The concept represents a gateway connection between two people
created by a link of mutual obligations and benefits. (Daniel W. Lund, Ronald Jean Degen. 2010).
Besides “guanxi”, food is an important part of life in China. Rice and noodles are the
two staples in the Chinese cuisine. In Chinese tradition, five grains of rice are seen as more
important than pearls or jade, and noodles are soon as a symbol of longevity. Mandarin is the
official language of China and has been recognized as one of the seven United Nations languages.
In term of religion, there are two main religions in Chinese culture i.e. Taoism and Buddhism.
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China has a hierarchical and formal social structure for example, in the family,
children are expected to respect their eldest with the eldest family member commanding the
greatest respect. Finally, in term of morals and values, humility and respect are very important in
Chinese culture.
Why expatriates need to know and learn about Chinese cultures?
According to Treven (2003), the most essential piece of expatriate training is a cross-
cultural training. This aspect helps to prepare expatriate to live and work in a different cultural
environment. It is so important, since dealing with new surroundings appears to be even more
difficult than the assignment itself. Cultural training helps individuals to adjust quicker to the new
culture and to be more effective in the jobs (Shen, J. 2004).
Cross-cultural training helps to remove obstacles in business and personal life. It is
also about communicating with people clearly and avoiding misunderstandings. This allows for
teams to cooperative more effectively, managers to direct their colleagues more efficiently, sales
personnel to be more attentive to their client’s concern and staff generally to get a job done.
2.3 Language
Communication barrier is the most common difficulties which expatriates have to suffer when on
assignment to China. (Goodall et al. 2006) found that all expatriates who live and work in China
usually experience some degree of culture shock. Communication barrier contributed to the
challenge as expatriates find it is difficult to communicate with the citizens. Most Chinese do not
know how to speak English or speak it very poorly.
Under such situation, it is imperative to conduct intensive language training for
expatriates relocating to China. The training should be conducted by professional to cover various
soft-skills from daily conversation, business conversation to writing and reading. Proficiency in
Mandarin language will benefits both expatriates and local people. It’s not only improving their
direct communication but will also enhance relationships among them.
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Language training may be one of the hardest and longest courses for expatriates
relocating to China but the outcome of mastering host country language will lead to variety results
to the expatriates in work and general adjustments, to the organization – less attrition rate (Shaffer
& Harrison, 1998), increased satisfaction as well as better performance (Kraimer et al., 2001;
Parker & McEvoy. 1993).
2.4 Business Ethics and practice in China
Personal relationships and trust play vital roles in Chinese society and this also include business.
The business culture is very different from the Western business culture. Work and life are two
different things in the West but in China, relationships are much more important than business
transactions, and work and social life are inter-connected. In other words, business relationships
come first and the actual business later. The Chinese rather fall back on friendship and trust than
on formal contracts (Buttery and Leung, 1998). Therefore, expatriates should understand how they
can build up and maintain business relationship with local firms.
Business negotiations in China require a much more patient approach and it is all
about trust and again relationship. A unique approach is required with the Chinese to reach a good
decision. As explained earlier, doing business in China is based on the principle of “guanxi”.
Therefore, strong understanding of business culture is very important living and working in China.
Furthermore, Abramson and Ai (1999) highlight the importance of having a good relationship
network (guanxiwang) for business success in China. Those who do not understand the Chinese
business ethics will find it hard to adjust and survive in China as quoted by Zamet and Bovanick
(1986), “Expatriate failure occurs more frequently in China than is the case elsewhere”.
2.5 Socio-political
Another hurdle is the socio-political environment that needs to be understood to do business. The
ruling political party in China, the Communist Party of China, has great influence on the Chinese
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economy. Although the Chinese market is increasingly liberalizing, the power of the Communist
Party is still significant. Weiss and Bloom (1990) found that not being prepared for understanding
the ‘interaction between China’s political and work situations’ initially left expatriate managers
disadvantaged in their jobs.
In China, many organizations are part of the governmental system leading to an overlap of
private and public interests in the workplace. Hence, knowledge about how Chinese institutions
work will give the expatriate an advantage when working in China and will also help the
adjustment, as the expatriate will not feel too lost.
2.6 General Knowledge about China
General knowledge about China which is covered under general orientation that expatriates (and
their families) receive before departure has a major impact on the success of the overseas
assignment. Individuals selected to go abroad need to answer to many specific questions about
their host country such as geographic, climatic conditions, working culture, society, environmental
conditions like air pollution level and general living condition like housing, neighborhood, schools,
traffic law etc. are topics frequently covered in the orientation.
As soon as they arrive in the host country, they need to “settle in” as quickly as
possible. Activities like obtaining housing, bank accounts, driving license, school admission as
well as medical assistance procedure have to take place soon after arrival. Without having the basic
understanding of the host country may complicate the process of said activities.
In this general orientation session is also appropriate for expatriates to ask question
or concerns about host country. One of the biggest concerns expatriates may have in mind before
relocating to China is bad air pollution in the major cities. Expatriate may ask questions about
safety & health awareness, medical insurance coverage or perhaps negotiate a better hardship
allowance for under such condition. The sooner the expatriates (and their families) can establish
a “normal” life, the better the adjustment will be and less likely expatriate failure will occur.
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2.7 Conclusion
To ensure success of the relocation task, employees must attend and complete the list of China
specific pre-departure training components as mentioned and explained above. It helps preparing
the employee to be mentally and physically prepared prior leaving to China.
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3. 1c)
3.1 Introduction
Training program has to be measured to gauge effectiveness and to ensure cost and time spent
provides a good return to the organization. It has been discussed in many forums which recognize
training effectiveness as a crucial issue for organizations. Expatriate performance and productivity
can be measurably improved if training is effective.
There is number of ways, model or approach in order to measure success as well as
lesson-learnt for a better training program in the future. Using Kirkpatrick’s (1976) Four-Level
training evaluation model is one of the most extensively used methods for evaluating effectiveness
(Alliger & Janak, 1989). The last two level of Kirkpatrick which is behavior and results will not
be discussed since the last two levels are meant for post-training evaluation. Other methods of
measuring effectiveness of training include ROI – Return on Investment and pre and post-training
assessment.
3.2 The Kirkpatrick model
In the 1960’s Donald Kirkpatrick wrote a series of articles on evaluation where he identified four
stages (or levels of evaluation). Despite its age, Kirkpatrick’s model continues to be used in
contemporary research (Schmidt et al, 2009 and Elliott et al, 2009). One of the strengths of this
model is in its simplicity which was design to allow it to be understood and used easily by HR
practitioners. Kirkpatrick divided the evaluation process into four segments or stages as shown
below in Figure 3.1.
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Figure 3.1 – Kickpatrick’s model
3.2.1 Stage 1 – Reaction/Satisfaction
This level measures how the learners reacted to the training. Ultimate goal for this measurement
is to gauge trainee’s level of satisfaction towards the training component like instructor, topic
covered, training material, presentation as well as venue.
This stage determines how well the training was received by the audience and the
outcome helps the organizer to improve the program in the future. Reaction can be measured by
using post-training surveys, questionnaires or addressing questions like (1) Overall ratings of the
program (2) The biggest strengths and the biggest weaknesses (3) The ratings for selection of
venue and presentation style.
3.2.2 Stage 2 – Learning, Knowledge
Stage 2 focuses on what learners learned (competencies) during the program. A learning test is
helpful to ensure the learners have absorbed the content and know how to use it properly. It is often
helpful to measure this stage both before and after training. Test the learners to determine the
knowledge, skill levels and attitude. Once training is finished, test the learners a second time to
measure what they have learned or conducting verbal assessment.
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The outcome will then determine what learners have learned and acquired from the
training. Other missing elements will be used as an improvement in future training. As mentioned
earlier, stage 3 and 4 are not relevant to pre-departure training and will not be elaborated further.
3.3 Return on Investment (ROI)
Return on investment (ROI) is a measure of the monetary benefits obtained by an organization
over a specified time period in return for a given investment in a training program. This can simply
put as ROI is the extent to which the benefits (outputs) of training exceed the costs (inputs). ROI
can be considered as an extension to the existing Kirkpatrick’s four stages.
In this context, the quicker learners or expatriates adapt the cross-cultural change in
the host country, the greater benefits to the organizations and the expatriates. Organizations should
view such investment as something vital to safeguard the success of the international assignment.
It should be kept in mind that failed assignment would cost the company even more (Mendenhall
and Oddou, 1985; Romero, 2002)
3.4 Assessment – pre and post training
The other important measurement to be considered is assessment before and after training. The pre
training assessment is to understand the background of the learners as well as to understand the
current level of knowledge. This method is appropriate for trainer to set the right mode of training
prior starting a class. At the same time, assessment provides learners the opportunity to evaluate
their pre training knowledge and use the result as to which areas that they need to focus and
participate more in the class.
Post training assessment is used to identify how much knowledge is transferred
successfully and to identify how well learners absorb the topics covered in the training. It is crucial
to the learner’s confidence to face the international relocation assignment soon.
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3.5 Conclusion
Measuring pre-departure training effectiveness is important as it covers at least four or more
aspects. They include:
i. How well the pre-departure training program met the learners needs and objectives
ii. What knowledge and skills it has imparted to learners
iii. What desirable change, in this case motivational change in preparation for the
relocation assignment
iv. What benefits to the trainer, organization, policy-maker and the most important
audience is the learners who soon to be abroad for a period of time to carry out
international duties.
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4. Part 2
Abstract
The selected topic for this report is issues within Performance Management Appraisal. The report
tells about the difference and relation between performance management and performance
appraisal. The report also discuss about performance management models, some motivation
theories, critical analysis, the current performance appraisal process and propositions on how to
improve the current process. The report is based on the following journals:
1. Fred C. Lunenburg. Performance Appraisal: Methods and Ratings Errors. International
Journal of Scholarly Academic Intellectual Diversity Vol. 14, Number 1, 2012.
2. Kondrasuk, J. N. (2011). So What Would An Ideal Performance Appraisal Look Like?.
Journal Of Applied Business & Economics, 12(1), 57.
3. Kondrasuk, J. N. (2012). THE IDEAL PERFORMANCE APPRAISAL IS A FORMAT,
NOT A FORM. Academy Of Strategic Management Journal, 11(1), 115-130.
4. KUMARI, N., & MALHOTRA, R. (2012). Effective Performance Management System
For Enhancing Growth. Global Management Journal, 4(1/2), 77-85.
5. Siaguru, F. (2011). Performance Appraisal Systems: Procedural and Implementation Issues
in Papua New Guinea. Journal Of Management Policy & Practice, 12(5), 116-127.
6. Wendt, L. (2014). FROM MEASUREMENT TO OWNERSHIP: THE EVOLUTION
AND ORGANIZATIONAL IMPLICATIONS OF MODERN PERFORMANCE
MANAGEMENT. Cornell HR Review, 1.
7. Hantula, D. A. (2011). What Performance Management Needs Is a Good Theory: A
Behavioral Perspective. Industrial & Organizational Psychology, 4(2), 194-197.
doi:10.1111/j.1754-9434.2011.01325.x
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4.1 Introduction
Performance management is a concept in the field of human resource management which is many
mistaken as performance appraisal. Performance appraisal is part of the bigger picture of
performance management. More details about the two concepts will be further discussed in the
succeeding sections.
4.2 Definition
Performance management is critical to any organization’s success, yet it’s something many fail to
do well. “Performance management is a continuous process of identifying, measuring and
developing the performance of individuals and aligning performance with the strategic goals of
the organization” (Aguinis, 2009). Basically, the concept is to figure out how well employees
perform and then to ultimately improve that performance level. Performance management is a
systematic analysis and measurement of worker performance that used to improve performance
further. On the other hand, “performance appraisal is the ongoing process of evaluating employee
performance. Performance appraisals are reviews of employee performance over period of time,
therefore appraisal is a subset or part of performance management.
Figure 4.1 is a process diagram that provides a graphical view of the major difference between the
two processes.
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Figure 4.1 – Graphical view of the different between Performance Management and Performance
Appraisal
4.3 Performance Management Model and Theories
According to Neeraj Kumari and Ruchi Malhotra (2012), there is no fix model in performance
management system. Whatever system or model is adopted needs to be congruent with the culture
and principles that pervade the organization. As Lloyd and Payne (2004) observe, “not only is
there no clear definition of the model, but there is also a fundamental lack of agreement about the
specific practices it should and should not incorporate, as well as the meanings that are ascribed to
those practices’.
Figure 4.2 illustrates the typical components of performance management model.
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Figure 4.2 – The Performance Management Model
An effective performance management model establishes the groundwork for excellence
by:
Linking individual employee goals with the organization’s mission and strategic plans. The
employee has a clear concept of how they contribute to the achievement the overall
business goals
Focusing on setting clear performance objectives and expectations through the use of
results, actions and behaviors
Defining clear development plans as part of the process, and
Conducting regular discussions throughout the performance cycle which include activity
like coaching, mentoring, feedback and assessment.
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Traditionally, performance management is viewed to be the responsibility of immediate
supervisor (Barnes-Farrel, 2001), but due to different challenges such lack of experience, scattered
workforces, size spans of control and different view and expectations of employees caused
supervisors to be ineffective on employee’s performance. Nowadays, employees are now expected
to be more involved in development and progress of performance management process which has
impact on them. (Mohrman et al. 1989).
From academic perspective, motivation theories play a role on how organization manages
performance. There are number of modern motivational theories like Goal Setting Theory,
Expectancy Theory, Justice Theory, and Self-determination Theory. Some motivation theories
which have received most attention recently are Goal Setting Theory, Expectancy Theory,
Cognitive Evaluation Theory, Equity Theory, and Cognitive Evaluation Theory. (Donovan, 2001).
Brief description some of the theories are;
Goal Setting Theory – One popular results-oriented approach. Found to be exceptionally reliable,
valid, and useful across diverse work situations (Locke et al., 1981). Difficult and specific goals
led to higher performance when compared to vague do-your-best goals (Locke and Latham, 2002).
Control Theory – Also referred to as feedback control or cybernetics. It is described in self-
regulation terms as an ongoing comparative process aimed at reducing the discrepancy standards
for behavior and the observed effects of actual behavior (Carver and Scheier, 1981, 1998).
Social Cognitive Theory – Motivation is influenced by interaction of three elements: work
environment itself, what the performer thinks, and what the performer does (Bandura, 1986).
Strong performance requires positive self-beliefs of efficacy in addition to appropriate skills and
abilities.
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4.4 Critique
From the journals and articles referred in completing this report, there are number of common
issues or problems found in the current performance management appraisal system. The
succeeding sections of this report will discuss some of the common issues. According to
Kondrasuk (2011), there are about 76 common issues in present performance appraisal systems.
Conflict between administrative & developmental goals, lack of mutual goal setting between
evaluator and performer, lack of training to perform PA are some of the common issues.
Kondrasuk (2011) further reduced and categorized it into four categories. The categories are
problem with:
1. The purpose of Performance Appraisal (PA)
2. Those involved with PA
3. What is measured and how
4. The system and process of PA
4.4.1 Issues with the Purpose and Goals of PA
There are two main purposes of a PA system (Kondrasuk. 2012);
Developmental – One state goal of PA is to learn what the employee is or is not doing well as
possible and help the employee to improve his job performance. This is basically a counselling or
guidance role that the evaluator plays in this role.
Administrative – The second goal of PA is to use the PA results to help make administrative
decisions such as how much salary increments to give, what training is necessary or helpful to
improve employee performance, and other uses such as a test validation criteria. This second goal
places the evaluator in the role of judge.
Supervisor needs to achieve both goals. However, it is very difficult for the supervisor to
concurrently be a counselor while trying to be a judge at the same time. Employee is likely to be
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very open and admit shortcomings to a counselor but cannot be too candid to a judge who may cut
his pay raise or reduce his promotional opportunities.
Another issue is inconsistent evaluator perceptions. Inconsistent perceptions may cause the
entire system performance appraisal system off. It means if evaluators have different view on the
purposes of their specific performance appraisal, the process will be conflicting as well as unsure
what to do with the results. The way appraisal is conducted will be different depending on the
purpose of it, for instance there will be two different scenarios of conducting appraisal for
employee who need more training to achieve organizational goal and scenario of conducting
appraisal to determine how much pay raise for the employees. The scenario gets more problematic
when more participants are added in the discussion.
4.4.2 Issues With Who is Involved in PA
There are three categories of people involved in PA; 1) appraisers, 2) evaluatees, and other users.
The evaluator can be a variety of individuals or groups of people. Traditionally, line manager will
evaluate his subordinates. However, there is other approach which “the evaluator” could be
employee’s peer, subordinate, customers or any person the appraisee interacts with. Regardless of
who does the evaluation, they need the support of the total organization.
According to Kondrasuk (2012), major issue is caused by lack of integration of PA between
the organization’s daily functions and overarching ideology. PA system often fails without getting
the full support of integrating the PA process from the top all the way down. Lack of commitment
from the organization leads to evaluators do not take the process seriously enough.
If those who are involved do not have sufficient skills to conduct PA, the results will be
less than ideal. Evaluators are frequently not given the necessary training to perform the PA
effectively and consistently. Evaluatees are seldom trained in the PA process or their requirements
in it. Also, upper management seldom is trained properly in how to use this data for organizational
improvement (Roberts, 1998).
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4.4.2.1 Biases
Personal bias is the most common defect in the evaluator’s role of effective performance
appraisals. Common biases include; Central tendency, leniency, severity, recency effect,
favoritism, halo effect. Figure 4.3 depicts examples of strictness, leniency and central tendency
biases. The distribution of ratings on the left of the figure indicates a strictness error; those in the
middle indicate a central tendency error; and the cluster of the right indicates a leniency error.
Figure 4.3 – Strictness, central tendency, and leniency performance ratings
Personal bias is apparent in different ways. Evaluators may simply give satisfactory or
unsatisfactory appraisals to individuals who do not deserve them. (Roberts. 1998). Favoritism,
leniency, leadership styles, personality, mood characteristics and personal disposition can cause
fluctuations in the effectiveness of the performance appraisals
4.4.2.2 Evaluatee’s Perception
The perceptions and expectations evaluatees have of the PA process may be a significant inhibitor
of PA success. Evaluatees often refuse to agree to PA approaches and conclusions because they
do not meet their expectations of the process. (Roberts. 1998). Furthermore, evaluatees may argue
with the evaluation if it does not match the results of past satisfactory performance appraisals. It
appears that some evaluatees are often reluctant to take the evaluation process seriously.
(Kondrasuk. 2011). In many instances, PA systems do not provide for effective communication.
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4.4.3 Issues With What is Measured and How
For PA to be effective, employee’s individual goals must work to achieve the bigger goal of the
organization. Many firms use inappropriate assessments because correct tools for designing the
system is not used. Two basic considerations in designing the actual appraisal tool are what to
measure and how to measure it. (Dessler, 2011). What to measure refers to the way in which to
measure the employee’s performance, such as quantity, quality and timeliness of work. In terms
of how to measure it, there are various methodologies that are available for implementation
(Dessler, 2011).
Some measurement techniques include graphic rating scales, forced distributions, and
ranking to measure traits. MBO can be used to assess results. However, how to choose the
instrument for a particular situation and how to score a combination of instruments is problematic.
4.4.4 Issues With the System and Process of PA
As Russell and Russell (2011) recently pointed out about performance management and applies to
PA as a system, it is a process and not a single event – a format and not a form. Some critics
maintain that there is a lack of resources provided by the organization to adequately institute the
process (Roberts, 1998). Roberts (1998) also commented that an organization’s goal are not always
considered when a PA system is designed and another apparent challenge for PA to be effective is
that they are not given enough time to be completed. Another problem with typical PA systems is
that they only seem to accurately and reliably measure extreme performances and do not reliably
differentiate middle-range performances. In sum, many PA systems have low reliability (rating
errors), which must be take into consideration when analyzing them for their efficacy (Roberts,
1998).
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4.4.4.1 Time and Timing of PA
Timing (Yearly? Mid-year?) which is when to conduct the PA has caused much trouble and
become a big issue in the PA process. Performance appraisals is time consuming and there is not
always enough time to allow for a full appraisal of an employee even for mid-year review.
Another problem with the PA deals with the decision of when to bring in new objectives.
And evaluator may believe that the evaluate should be given new objectives to further advance
their progress of working success, but when and where to introduce the objectives is unclear.
4.4.4.2 Use of Results
Another big problem with the PA is deciding what to do with the information gathered from the
appraisal. The appraisal is meaningless when the results is not properly implemented. A major
issue with results is that managers may go through the entire process and ignore the results
altogether. Some questions are what will happen to the employee based on the results of the
evaluation, should the evaluatee receive a pay increase? If the evaluate receives a bad appraisal,
should the evaluatee be fired or demoted? Because there is lack of standardization most managers
don’t know how to about implementing the results.
4.5 Recommendation
Academic scholars and industrial practitioners have suggested many aspects to change, add or
tweak. Grote (2010) recently state that the ideal PA should consists of 5-steps process:
1. Establishing expectations for employees’ performance - Employee performance planning
where the manager meets with each employee for an hour at the beginning of the year to
discuss goals for the year.
2. Allowing the employee to perform the job - Employee performance execution where the
employee performs his job and seeks to achieve his established goals. At the middle of the
year, the manager and subordinate meet to discuss progress toward achieving those goals.
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3. Appraising employee’s job performance - Employee performance assessment where the
manager fills out the PA form and discusses it with his line manager before discussing it
with the subordinate. Manager also decides administrative decisions like compensation at
this time.
4. Reviewing the appraisal process - Employee PA interview where the manager meets with
the appraisee for an hour to discuss the manager’s appraisals, the subordinate’s self-
appraisal, and how to improve. They set a date to reconvene to set next year’s goals or start
the process over. Grote (2010) and others have also stated that individual
development/improvement plans should also be employed. Some have stated that the goals
of performance appraisal should include retaining employees and aligning organizational
goals.
Regarding what is measured and how, managers and subordinates both be more involved
in the development of the general PA system/process as well as the PA forms used. The
suggestion is supported by Thomas and Bretz (1994). They also suggested that there should
be more rewards for appropriately using the PA system. Strive for clear, specific,
measureable expectations.
Training on conducting PA should be provided to all managers and also to those involved
in the PA system. Present employees should go through refresher training annually to brush
up or learn new and improved elements of the PA process.
5. Continuing the cycle steps 1-4
The current 5-steps process should be retained in general. On top of that, there are few more aspects
to be considered to improve the PA system.
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4.5.1 New rules of Goal Setting – Clarifying the Goals
Ordonez et al. (2009) conclude by saying “Rather than dispensing goal setting as a benign, over-
the-counter treatment for students of management, experts need to conceptualize goal setting as a
prescription-strength medication that requires careful dosing, consideration of harmful side effects,
and close supervision”. Better goals: keep them somewhat vague. This gives people control and
choice over how they do their jobs. When people are given vaguer goals they can take into account
more factors: in short it makes them think for themselves. It’s no wonder that having control is
strongly linked with job satisfaction. It is also imperative to clearly separate the two goals
mentioned earlier – administrative and developmental, so that both the employees and the
managers know when each purpose is occurring. It should be clear when the manager is evaluating
the employee on administrative standards (tied to organization only) or on developmental goals
(tied to what the employee personally wants to achieve in that work setting).
4.5.2 Define culture of the organization, i.e. the behavior that lead to success
Recruit people who demonstrate those behaviors. Hire only people who fit the organization’s
culture. Most employee performance problems are hiring problems. (Doug Blizzard. 2014, July
1). Managers hire people who don’t fit organization’s culture and then waste valuable time trying
to “fix” them. On the other hand, the employee must behave differently to achieve different and
better results. Doing the same thing should get the same results so improve job performance, the
behaviors and the motivation, attitude should change as well.
4.5.3 Conduct regular check-ins – at least monthly or quarterly to review performance
One good technique is called “five by five”. Manager prepares a sheet with the employee’s four to
six performance goals for the year as well as the employee’s development goal. Below those goals,
the employee lists five activities he or she plans to work on over the next month to accomplish the
annual goals.
At the next monthly meeting, the employee reports his or her progress on those activities.
Then, the employee set five activities for the next month. The manager provides feedback and
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input. This process is repeated monthly. For this system to work, the manager must make it clear
that the employees own their performance, which is another tenet of effective performance
management.
4.5.4 Focus on the behavior, not the person when providing feedback.
The ultimate objective here is more good behavior and less bad behavior. Managers can learn how
to provide appropriate performance feedback. Success in this area leads directly to improved
employee performance, and that translates into improved financial performance.
4.5.5 Discuss investment trade-off, not forced rankings
Many organization maybe struggling with a shortage of incentives for example salary increases,
stock grants, promotions, new assignments and development opportunity remain scarce. Managers
need a way to allocate these resources fairly and provide the best outcomes for the business. Rather
than ranking, rating and automatically applying the results to a pay matrix, organizations would
be wide to return focus on the qualitative performance conversation and talent reviews (Amy
Wilson. 2014).
4.5.6 Perform the Recommended Changes
Last but not least, perform the recommended changes above for a better and solid performance
management appraisal system.
5. Conclusion
Performance management appraisal is a process that involves setting expectations of the supervisor
and subordinate, having the subordinate perform to achieve the expectations, of appraising and
feeding back the results, and applying the results of the assessment in ways that benefits the
organization, the supervisor, and the subordinate that involved in the process.
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Supervisors must make an enduring commitment to their subordinate’s development by
shaping and supporting performance appraisal system design and administration that truly benefits
the employee. Supervisors have to be smart, flexible, communicate prolifically, knowledgeable,
demonstrate fairness and transparent when conducting performance management appraisal with
the subordinates.
Employees must actively prepare to ensure success of their performance management
appraisal. By properly preparing for an appraisal meeting with supervisor, rest assured supervisor
has a broader picture of employee’s performance and career goal. Employee must also actively
participate in the discussion and take charge of own career progression.
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