Employee performance management in MNCs: reconciling the need for global integration and local responsiveness

European Journal of International Management

Volumn 2, Issue 2, 2008, Pages 132-152

  Claus, Lisbeth ^a  

^a WILLAMETTE UNIVERSITY   (United States)

Author keywords

international employee; multinational company; performance management

Indexed keywords

EID: 85032069086     PISSN: 17516757     EISSN: 17516765     Source Type: Journal    
DOI: 10.1504/EJIM.2008.017758     Document Type: Article

References (72)

1. Adsit, D.J., London, M., Crom, S. and Jones, D. (1997) ‘Cross-cultural differences in upward ratings in a multinational company’, International Journal of Human Resource Management, Vol. 8, pp.385–401.
2. Arthur, Jr. W., Woehr, A., Adebowale, D.J., and Strong, M. (1995) ‘Human resource management in West Africa: Practices and perspectives’, International Journal of Human Resource Management, Vol. 6, pp.347–366.
3. Aycan, Z. (2005) ‘The interplay between cultural and institutional contingencies in human resource management practices’, International Journal of Human Resource Management, Vol. 16, pp.1083–1119.
4. Bai, X. and Bennington, L. (2005) ‘Performance appraisal in the Chinese state-owned coal industry’, International Journal of Business Performance Management, Vol. 7, pp.275–287.
5. Bartlett, C.A. and Ghoshal, S. (1994) Managing Across Borders: The Transnational Solution, Boston, MA: Harvard Business School Press.
6. Björkman, I. and Lu, Y. (1999) ‘The management of human resources in Chinese-western ventures’, Journal of World Business, Vol. 34, pp.306–324.
7. Caligiuri, P.M. (1997) ‘Assessing expatriate success: beyond just being there’, New Approaches to Employee Management, Vol. 4, pp.117–140.
8. Caligiuri, P.M. (2000) ‘The big five personality characteristics as predictors of expatriate desire to terminate the assignment and supervisor-rated performance’, Personnel Psychology, Vol. 53, pp.67–88.
9. Caligiuri, P.M. and Day, D.V. (2000) ‘Effects of self-monitoring on technical, contextual, and assignment-specific performance’, Group and Organization Management, Vol. 25, pp.154–175.
10. Cascio, W.F. (1982) ‘Scientific, legal, and operational imperatives of workable performance appraisal systems’, Public Personnel Management, Vol. 11, pp.367–376.
11. Cascio, W.F. (2007) ‘Global performance management systems’, in I. Björkman and G. Stahl (Eds), Handbook of Research in International Human Resource Management, London: Edward Elgar Ltd, pp.176–196.
12. Chow, I.H.S. (1994) ‘An opinion survey of performance appraisal practices in Hong Kong and the People’s Republic of China’, Pacific Journal of Human Resource Management, Vol. 32, pp.67–79.
13. Claus, L. and Briscoe, D. (2006) ‘What we know and don’t know about performance management from an international/global perspective: a review and analysis of empirical research’, Paper presented at the Academy of Management Annual Meeting, Atlanta, GA.
14. Davis, D.D. (1998) ‘International performance measurement and management’, in J.W. Smither (Ed.), Performance Appraisal: State of the Art in Practice, San Francisco, CA: Jossey-Bass, pp.95–131.
15. Den Hartog, D.N., Boselie, P. and Paauwe, J. (2004) ‘Performance management: A model and research agenda’, Applied Psychology: An International Review, Vol. 53, pp.556–569.
16. Devoe, S.E. and Iyengar, S.S. (2004) ‘Managers’ theories of subordinates: A cross-cultural examination of manager perceptions of motivation and appraisal of performance’, Organizational Behaviour and Human Decision Processes, Vol. 93, pp.47–61.
17. Earley, P.C. (1986) ‘Trust, perceived importance of praise and criticism, and work performance: An examination of feedback in the United States and England’, Journal of Management, Vol. 12, pp.457–473.
18. Earley, P.C. (1994) ‘Self or group? Cultural effects of training on self-efficacy and performance’, Administrative Science Quarterly, Vol. 39, pp.89–117.
19. Earley, P. and Strubbledine, P. (1989) ‘Intercultural assessment of performance feedback’, Group and Organization Studies, Vol. 14, pp.161–181.
20. Easterby-Smith, M., Malina, D. and Yuan, L. (1995) ‘How culture sensitive is HRM? A comparative analysis of practice in Chinese and UK companies’, International Journal of Human Resource Management, Vol. 6, pp.31–59.
21. Entrekin, L. and Chung, Y. (2001) ‘Attitudes towards different sources of executive appraisal: A comparison of Hong Kong Chinese and American managers in Hong Kong’, International Journal of Human Resource Management, Vol. 12, pp.965–987.
22. Eshghi, G. (1985) ‘Nationality bias and performance evaluations in multinational corporations’, National Academy of Management Proceedings, pp.93–97.
23. Evans, P., Pucik, V. and Barsoux, J.L. (2002) The Global Challenge: International Human Resource Management, New York: The McGraw-Hill Companies, Inc.
24. Farh, J., Dobbins, G. and Cheng, B. (1991) ‘Cultural relativity in action: A comparison of self ratings made by Chinese and US workers’, Personnel Psychology, Vol. 44, pp.129–147.
25. Faulkner, D., Pitkethly, R. and Child, J. (2002) ‘International mergers and acquisitions in the UK 1985-1994: A comparison of national HRM practices’, International Journal of Human Resource Management, Vol. 13, pp.106–122.
26. Fraser, C. and Zarkada-Fraser, A. (2000) ‘Measuring the performance of retail managers in Singapore and Australia’, International Journal of Retail and Distribution Management, Vol. 28, pp.228–242.
27. Galang, M.C. (2004) ‘The transferability question: Comparing HRM practices in the Philippines with the US and Canada’, International Journal of Human Resource Management, Vol. 15, pp.1207–1233.
28. Gratton, L., Hope-Hailey, V., Stiles, P. and Truss, C. (1999) ‘Linking individual performance to business strategy: The people process model’, Human Resource Management, Vol. 38, pp.17–31.
29. Gregersen, H.B., Hite, J.M. and Black J.S. (1996) ‘Expatriate performance appraisal in US multinational firms’, Journal of International Business Studies, Vol. 27, pp.711–738.
30. Hall, E.T. and Hall, M.R. (1964) Understanding Cultural Differences, Intercultural Press, Inc.
31. Harris, M.M. (1994) ‘Rater motivation in the performance appraisal context: A theoretical framework’, Journal of Management, Vol. 20, pp.737–756.
32. Harvey, M. (1997) ‘Focusing the international personnel performance appraisal process’, Human Resource Development Quarterly, Vol. 4, pp.41–62.
33. Hauenstein, N.M.A. and Poti, R.J. (1989) ‘From laboratory to practice; Neglected issues in frame-of-reference rater training’, Personnel Psychology, Vol. 42, pp.359–378.
34. Heenan, D. and Perlmutter, H. (1979) Multinational Organizational Development: An Architecture Perspective, Reading: Addison Wesley Longman.
35. Hempel, P.S. (2001) ‘Differences between Chinese and western managerial views of performance’, Personnel Review, Vol. 30, pp.203–226.
36. Hofstede, G. (1980) Culture’s Consequences: International Differences in Work-Related Values, Newbury Park, CA: Sage.
37. Ji, L. and Karakowsky, L. (2001) ‘Do we see eye-to-eye? Implications of cultural differences for cross-cultural management research and practices’, Journal of Psychology, Vol. 135, pp.501–518.
38. Kirkman, B.L. and Den Hartog, D.N. (2004) ‘Performance management in global teams’, in H.W. Lane, M.L. Maznevski, M.E. Mendenhall and J. McNett (Eds), The Blackwell Handbook of Global Management, Malden, MA: Blackwell Publishing, pp.250–270.
39. Lam, S.S.K., Chen, X.P. and Schaubroeck, J. (2002) ‘Participative decision making and employee performance in different cultures: the moderation effect of allocentrism/idiocentrism and efficacy’, Academy of Management Journal, Vol. 45, pp.905–914.
40. Lam, S.S.K., Hui, C. and Law, K.S. (1999) ‘Organizational citizenship behaviour: comparing perspectives of supervisors and subordinates across four international samples’, Journal of Applied Psychology, Vol. 84, pp.594–601.
41. Lefkowitz, J. (2000) ‘The role of interpersonal affective regard in supervisory performance ratings: a literature review and proposed causal model’, Journal of Occupational and Organizational Psychology, Vol. 73, pp.67–85.
42. Lindholm, N. (2000) ‘National culture and performance management in MNC subsidiaries’, International Studies of Management and Organization, Vol. 29, pp.45–66.
43. Lunnan, R., Lervik, J.E., Traavik, L., Nilsen, S., Amdam, R.P. and Hennestad, B. (2005) ‘Global transfer of management practices across nations and MNC subcultures’, Academy of Management Executive, Vol. 9, pp.77–80.
44. Martin, D. and Bartol, K. (2003) ‘Factors influencing expatriate performance appraisal system success: an organizational perspective’, Journal of International Management, Vol. 9, pp.115–132.
45. Mendonca, M. and Kanungo, R.N. (1996) ‘Impact of culture on performance management’, International Journal of Manpower, Vol. 17, pp.65–69.
46. Mercer Travik, L.E. and Lunnan, R. (2005) ‘Is standardization of performance appraisal perceived as fair across cultures?’, Paper presented at the Academy of Management Meeting, Honolulu, HI.
47. Milliman, J., Nason, S., Gallagher, E., Huo, P., Von Glinow, M.A. and Lowe, K.B. (1998) ‘The impact of national culture on human resource management practices: the case of performance appraisal’, Advances in International Comparative Management, Vol. 12, pp.157–183.
48. Milliman, J., Nason, S., Zhu, C. and De Cieri, H. (2002) ‘An exploratory assessment of the purposes of performance appraisal in North and Central America and the Pacific Rim’, Human Resource Management, Vol. 41, pp.87–102.
49. Nurse, L. (2005) ‘Performance appraisal, employee development and organizational justice: exploring the linkages’, International Journal of Human Resource Management, Vol. 16, pp.1176–1794.
50. Paik, Y. and Choi, D.Y. (2005) ‘The shortcomings of a standardized global knowledge management system: The case study of Accenture’, Academy of Management Executive, Vol. 19, pp.81–84.
51. Paik, Y., Vance, C. and Stage, H.D. (2000) ‘A test of assumed cluster homogeneity for performance appraisal in four Southeast Asian countries’, International Journal of Human Resource Management, Vol. 11, pp.736–750.
52. Ployhart, R.E., Wiechman, D., Schmitt, N., Sacco, J.M. and Rogg, K. (2003) ‘The cross-cultural equivalence of job performance ratings’, Human Performance, Vol. 16, pp.49–79.
53. Pulakos, E. (2004) Performance Management: A Roadmap for Developing, Implementing and Evaluating Performance Management Systems, Alexandria, VA: SHRM Foundation.
54. Robertson, R. (1992) Globalization: Social Theory and Global Culture, London: Sage.
55. Schuler, R.S., Fulkerson, J.R. and Dowling, P.J. (1991) ‘Strategic performance measurement and management in multinational corporations’, Human Resource Management, Vol. 30, pp.365–392.
56. Shadur, M.A., Rodwell, J. and Bamber, G.J. (1995) ‘The adoption of international best practices in a western culture: East meets West’, International Journal of Human Resource Management, Vol. 6, pp.735–757.
57. Spangenberg, H.H. and Theron, C.C. (2001) ‘Adapting the systems model of performance management to major changes in the external and internal organisational environments’, South African Journal of Business Management, Vol. 32, pp.35–48.
58. Stajkovic, A.D. and Luthans, F. (1997) ‘A meta-analysis of the effects of organizational behaviour modification on task performance: 1975-1995’, Academy of Management Journal, Vol. 40, pp.1122–1149.
59. Stajkovic, A.D. and Luthans, F. (1999) ‘Self-efficacy and work-related performance: a meta-analysis’, Psychological Bulletin, Vol. 124, pp.240–261.
60. Strauss, J.P., Barrick, M.R. and Connerley, M.L. (2001) ‘An investigation of personality similarity effects (relational and perceived) on peer and supervisor ratings and the role of familiarity and liking’, Journal of Occupational and Organizational Psychology, Vol. 74, pp.637–657.
61. Suliman, A. (2001) ‘Work performance: is it one thing or many things? The multidimensionality of performance in a Middle Eastern context’, International Journal of Human Resource Management, Vol. 12, pp.1049–1061.
62. Sullivan, J., Suzuki, T. and Kondo, Y. (1985) ‘Managerial theories and the performance control process in Japanese and American work groups’, National Academy of Management Proceedings, pp.98–102.
63. Sully De Luque, M.F. and Sommer, S.M. (2000) ‘The impact of culture on feedback-seeking behaviour: an integrated model and propositions’, Academy of Management Review, Vol. 25, pp.829–849.
64. Suutari, V. and Tahvanainen, M. (2002) ‘The antecedents of performance management among Finnish expatriates’, International Journal of Human Resource Management, Vol. 13, pp.55–75.
65. Trompenaars, F. and Hampden-Turner, C. (1992) Riding the Waves of Culture: Understanding Diversity in Global Business, London: The Economist Books.
66. Vallance, S. (1999) ‘Performance appraisal in Singapore, Thailand and the Philippines: a cultural perspective’, Australian Journal of Public Administration, Vol. 58, pp.78–95.
67. Vance, C.M. (2006) ‘Strategic upstream and downstream considerations for effective global performance management’, International Journal of Cross Cultural Management, Vol. 6, pp.37–56.
68. Vance, C.M., McClaine, S., Boje, D.M. and Stage, H.D. (1992) ‘An examination of the transferability of traditional performance appraisal principles across cultural boundaries’, Management International Review, Vol. 32, pp.313–326.
69. Von Glinow, M.A., Drost, E. and Teagarden, M. (2002) ‘Convergence of IHRM practices: lessons learned from a globally distributed consortium of theory and practice’, Human Resource Management, Vol. 41, pp.123–141.
70. Woods, P. (2003) ‘Performance management of Australian and Singaporean expatriates’, International Journal of Manpower, Vol. 24, pp.517–534.
71. Yu, J. and Murphy, K.R. (1993) ‘Modesty bias in self-rating of performance: a test of cultural relativity hypotheses’, Personnel Psychology, Vol. 15, pp.357–363.
72. Although nowadays, it is customary to talk about a ‘globally integrated’ PM system as a combination of a standardised and localised, this paper uses the term ‘glocalised’ or ‘transnational’ PM system to avoid confusion with Bartlett and Ghoshal’s (1994) definition of GI as a standardised approach.