Upload
raksai15
View
17
Download
2
Embed Size (px)
Citation preview
INTERNATIONAL PERFORMANCE MANAGEMENT
Isha Mehra (07bs1638)Prachi Sharma(07bs2885)N Rakesh (07bs2382)
Performance Management Performance Management is a means of getting better results
from the organizations, teams and individuals within an agreed
framework of planned goals, objectives and standards.
-ARMSTRONG AND MURLIS
The essence of performance management is the development of
individuals with competence and commitment, working towards
the achievement of shared meaningful objectives within an
organisation which supports and encourages their achievement
- LOCKETT
A communication tool to measure each individual's contribution
To evaluate talent and achievement with sensible consistency and accuracy
To help distinguish barriers to top performance
Why Appraise Performance?
Periodic evaluation helps mangers to have a better understanding of each employee's skills with the goal to facilitate, train and develop abilities and power to their employees A chase to assess job development, encourage
interest and enhance job performance by pointing out the development and recognizing productive work
A feedback system that might otherwise be overlooked
Aims of Performance management….
When we know what is expected of us, and have
played a role in forming these expectations, we will
do our best to meet the expectations.
We can meet expectations only through our capability
and if we get support from the ‘management’ through
processes, systems and resources.
Design process for expatriate performance
Goal setting for expatriates
Performance appraisal
The Expatriate….
Individual Performance and Appraisal
Factors to be considered in the Individual Performance and
Appraisal process :
• Expatriate Performance Management System
• Compensation Package
• Task
• Headquarters’ Support
• Host Environment
• Cultural Adjustment
International Compensation Key components of an International Compensation Program -
Base Salary
Foreign Service Inducement/Hardship Premium
Allowances
Benefits
Tax differentials
Components:
BASE SALARY
An expatriate’s base salary is normally in the same range as the
base salary for a similar position in the home country.
FOREIGN SERVICE PREMIUM
A foreign service premium is extra pay the expatriate receives
for working outside his or her country of origin
It is offered as an inducement to accept foreign postings
ALLOWANCES Hardship allowances
Payments to compensate expatriates for exceptionally hard living and working
conditions at certain foreign locations.
Housing allowances
Cost-of-living allowances
Education allowances
Relocation allowances
Parent country wages everywhere
Wean expatriates from allowances
Pay based on local or regional markets
Cafeteria selection of allowances
Global pay systems
TAXATION
Unless a host country has a reciprocal tax treaty with the expatriate’s home country, the expatriate may have to pay income tax to both the home country and the host-country governments
When a reciprocal tax treaty is not in force, the firm typically pays the expatriate’s income tax in the host country
BENEFITS
Many firms also ensure that their expatriates receive the same level of medical and pension benefits abroad that they received at home
Expatriate Manager Compensation: Other Approaches
Headquarters-based compensation: paying home
country wages regardless of location
Host-based compensation system: adjusting wages to
local lifestyles and costs of living
Global pay systems: worldwide job evaluations,
performance appraisal methods, and salary scales are
used
Earnings in Selected Occupations in Seven Cities
Expatriate Performance Appraisal: Challenges
Fit of international operation in multinational strategy
Unreliable date
Complex and volatile environments
Time difference and distance separation
Local cultural situation
In most cases, two groups evaluate the performance of expatriate managers - host
nation managers and home office managers - and both are subject to unintentional
bias
Home country managers tend to rely on hard data when evaluating expatriates
Host country managers can be biased towards their own frame of reference
Steps to Improve the Expatriate Performance Appraisal
1. Fit the evaluation criteria to strategy
2. Fine-tune the evaluation criteria
3. Use multiple sources of evaluation with varying periods of evaluation
To reduce bias in performance appraisal:
Most expatriates believe more weight should be given to an on-site manager's appraisal
than to an off-site manager's appraisal
A former expatriate who has served in the same location could be involved in the
appraisal process to help reduce bias.
When the policy is for foreign on-site mangers to write performance evaluations, home
office managers should probably be consulted before an on-site manager completes a
formal termination evaluation
The Expatriate Manager: Compensation
The balance-sheet approach
Provides a compensation package that equates purchasing
power
Allowances for cost of living, housing, food, recreation,
personal care, clothing, education, home furnishing,
transportation, and medical care
This approach equalizes purchasing power across countries so employees can enjoy the same standard in their foreign positing that they enjoyed at home
Balance Sheet Approach To Expatriate Compensation
One of the greatest challenges
Balance sheet approach: adjusts manager’s compensation so that manager receives same standard of living as in the home country + extra pay for locating overseas
packages are complex b/c of determining adequate base salary because of difference in currencies, variance in tax rates, & determining what benefits can be utilized & are of value in foreign countries.
Appraising Expatriate Managers Challenges in appraising overseas managers
Determining who should appraise the manager.
Deciding on which factors to base the appraisal.
Improving the expatriate appraisal process
Stipulate the assignment’s difficulty level, and adapt the performance criteria
to the situation.
Weigh the evaluation more toward the on-site manager’s appraisal than
toward the home-site manager’s.
If the home-office manager does the actual written appraisal, use a former
expatriate from the same overseas location for advice.
WHO SHOULD RATE?More weight given to onsite
manager’s evaluation.
Expat who worked in same location should assist home-office
manager with evaluation.
If foreign on-site manager preparing evaluation, home-office manager should
be consulted before finalization.
Performance Appraisal at Pepsi-Cola International
Common performance appraisal system:
focuses on motivating managers to achieve and maintain high standards of motivation.
Factors associated with high performance in diverse markets were identified:
Handling business complexity Results orientation Organizational savvy Leadership Executive excellence Composure under pressure Maturity
Contd… Technical knowledge Positive people skills Effective communication and impact
Five feed-back based mechanism:
instant feedback
coaching
accountability-based performance appraisal
development feedback
human resource plan
Guidelines for appraisal, modification to suit cultural differences.
PCI tried to balance the cultural and administrative imperatives of successfully managing the performance of a diverse workforce.
THANK YOU