Handbook of Research in International Human Resource Management
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Handbook of Research in International Human Resource Management

  • Elgar original reference

Edited by Günter K. Stahl and Ingmar Björkman

In providing an insightful overview of a wide range of global human resource issues facing MNCs, this pathbreaking Handbook highlights emergent topics and new research findings that could shape the field of future IHRM research. Theoretical discussion of the variables and processes that affect IHRM policies and practices is provided by renowned contributors with widely differing academic backgrounds, paradigmatic orientations, and theoretical and methodological approaches.
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Chapter 10: Global Performance Management Systems

Wayne F. Cascio

Extract

10 Global performance management systems Wayne F. Cascio Performance is what an organization hires one to do, and to do well (Campbell, Gasser & Oswald, 1996). Current theories of job performance suggest that the performance domain is multifaceted and it is likely to include dimensions that are not highly or even positively correlated with each other (Borman & Motowidlo, 1993; Campbell, McCloy, Oppler & Sager, 1993). Borman & Motowidlo (1993) identified two broad categories of performance factors: task performance factors and contextual performance factors. Task performance factors represent the core technical activity of the organization (for example, software development, automobile manufacturing). Contextual performance factors represent the performance components that support the organizational, social and psychological environment in which the technical core must function. They include factors such as showing perseverance and conscientiousness, offering extra effort on the job, volunteering to carry out task activities that are not formally part of one’s job, and helping and cooperating with others. At its most basic level, performance management refers to the evaluation and continuous improvement of individual or team performance. It is every bit as important in the global context as it is in domestic operations. Indeed the special considerations associated with international assignments, and with managing host-country nationals, make global performance management particularly challenging, as we shall see. Managers who do it well address three important areas: they define performance, facilitate performance and encourage performance. The purpose of this chapter is to review extant literature and findings with respect to international performance...

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