Performance Management Systems

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.

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.

Autorentext

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.

Inhalt

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. O'Leary

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