Performance management is the process by which organizations set goals, determine standards, assign and evaluate work, and distribute rewards. But when you operate across different countries and continents, performance management strategies cannot be one dimensional. HR managers and line managers need systems that can be applied to a range of cultural values.
This important and timely text offers a truly global perspective on performance management practices. Split into two parts, it illustrates the key themes of rater motivation, rater-ratee relationships and merit pay, and outlines a model for a global appraisal process. This model is then screened through a range of countries, including Germany, Japan, the US, Turkey, China, India and Mexico. Using case studies and discussion questions, and written by local experts, this text outlines the tools needed to understand and ‘measure’ performance in a range of socio-economic and cultural contexts.
It is essential reading for students and practitioners alike working in human resources, international business and international management.
This important and timely text offers a truly global perspective on performance management practices. It is essential reading for students and practitioners alike working in human resources, international business and international management.
Table of Contents:
Chapter 1:
Performance Management around the Globe: Looking Back and Ahead
Arup Varma, Pawan S Budhwar and Angelo DeNisi
Chapter 2:
Performance Management in Multinational Enterprises: Examining Patterns of
Convergence and Divergence
Charles M. Vance and Torben Andersen
Chapter 3:
Motivation and Performance Management
Biyun Hu and Liang Meng
Chapter 4:
Rater-Ratee Relationships and Performance Management
Amy Risner, Shaun Pichler, Arup Varma and Ryan Petty
Chapter 5:
Merit Pay
Barry Gerhart, Charlie O. Trevor and Dow Scott
Chapter 6:
A Model of the Appraisal Process
Kevin R. Murphy and Angelo S. DeNisi
Chapter 7:
Performance Management in the United States
Elaine D. Pulakos, Rose A. Mueller-Hanson and Ryan S. OLeary
Chapter 8:
Performance Management in Mexico
Jorge A. Gonzalex, Lorena Perez-Floriano and R. Aristeo Rodriguez
Chapter 9:
Performance Management Systems in the United Kingdom
Maranda Ridgway, Helen Shipton and Paul Sparrow
Chapter 10:
Performance Management in France and Germany
Cordula Barzantry and Marion Festing
Chapter 11:
Performance Management Systems in Turkey
Gaye Özçelik, Zeynep Aycan and Serap Kele
Chapter 12:
Performance Management in India
Tanuja Sharma, Pawan S. Budhwar, Arup Varma and Peter Norlander
Chapter 13:
Performance Management Systems in China
Fang Lee Cooke
Chapter 14:
Performance Management Systems in South Korea
Hyuckseung Yang and Chris Rowley
Chapter 15:
Performance Management in Japan
Akihisa Kagami, Tomoki Sekiguchi, and Azusa Ebisuya
Chapter 16:
Performance Management in Australia
John Shields
Chapter 17:
Performance Management Around the Globe: Where are We Now?
Angelo DeNisi, Arup Varma and Pawan S. Budhwar
Arup Varma is Distinguished University Research Professor and the Frank W. Considine Chair in Applied Ethics at the Quinlan School of Business, Loyola University Chicago. His research interests include performance appraisal, expatriate issues and human resource management issues in India.
Pawan S. Budhwar is the 50th Anniversary Professor of International HRM, Head of Aston Business School, and Associate Pro-Vice Chancellor International (India) at Aston University, UK. He is also Co-Editor-in-Chief of Human Resource Management Journal.
Angelo S. DeNisi is the Cohen Chair in Business at Tulane University, US. His primary research interests are performance appraisals, performance management and the interactions between expatriates and host country nationals.
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