In an effort to evaluate and develop an effective expatriate performance management system in the previously selected multinational corporation, you will write an essay analyzing performance management processes in multinational corporations.
In 2–4 pages, your assignment must address the following:
Describe the five variables that should be addressed in an expatriate performance management system.
Analyze the elements within each of the five variables that should be considered in the performance management system.
Evaluate the challenges with conducting performance evaluations for expatriates that differ from a traditional performance management system.
Provide citations and references from a minimum of three sources found on the Strayer databases at the Strayer library.
Be typed, double-spaced, using Times New Roman font (size 12), with 1-inch margins on all sides. Check with your professor for any additional instructions.
Include a cover page containing the title of the assignment, your name, your professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
This course requires the use of Strayer Writing Standards. For assistance and information, please refer to the Strayer Writing Standards link in the left-hand menu of your course.
The specific course learning outcome associated with this assignment is:
Analyze performance management processes used to assess performance throughout a multinational corporation
In the mid-1980s Xerox corporation was faced with a problem—its performance appraisal
system was not working. Rather than motivating the employees, its system was leaving them
discouraged and disgruntled. Xerox recognized this problem and developed a new system to
eliminate it.
Old Performance Appraisal System
The original system used by Xerox encompassed seven main principles:
The appraisal occurred once a year.
It required employees to document their accomplishments.
The manager would assess these accomplishments in writing and assign numerical
ratings.
The appraisal included a summary written appraisal and a rating from 1
(unsatisfactory) to 5 (exceptional).
The ratings were on a forced distribution, controlled at the 3 level or below.
Merit increases were tied to the summary rating level.
Merit increase information and performance appraisals occurred in one session.
This system resulted in inequitable ratings and was cited by employees as a major source of
dissatisfaction. In fact, in 1983, the Reprographic Business Group (RBG), Xerox’s main
copier division, reported that 95 percent of its employees received either a 3 or 4 on their
appraisal. Merit raises for people in these two groups only varied by 1 to 2 percent.
Essentially, across-the-board raises were being given to all employees, regardless of
performance.
Question 1 Week 7: Tutorial 6 (10 marks)
‘HR planning should be cyclical and ongoing, with the review providing feedback for subsequent forecasts.’ Explain and Discuss. Answer this question in 300 words.
You must support your discussion by referring to 3 additional academic sources e.g. ProQuest (Harvard referencing is required and ensure that you reference them correctly).
Question 2 Week 8: Tutorial 7 (10 marks)
‘A career development program should be viewed as a proactive and dynamic process that attempts to meet the needs of managers, their people and the organization.’ Explain and Discuss. Answer this question in 300 words.
You must support your discussion by referring to 3 additional academic sources e.g. ProQuest (Harvard referencing is required and ensure that you reference them correctly)
Question 3 Week 9: Tutorial 8 (10 marks)
‘Performance appraisal systems are used to attain a number of different objectives.’ Define what performance appraisal systems are and list a number of the objectives of the performance appraisal systems. Answer this question in 300 words.
You must support your discussion by referring to 3 additional academic sources e.g. ProQuest (Harvard referencing is required and ensure that you reference them correctly).
Question 4 Week 10: Tutorial 9 (10 marks)
‘There are many reasons why an employee’s performance might not meet expected standards.’ Explain and Discuss. Answer this question in 300 words.
You must support your discussion by referring to 3 additional academic sources from ProQuest (Harvard referencing is required and ensure that you reference them correctly).
Question 5 Week 11: Tutorial 10 (10 marks)
Because of increased pressures on employees, legal precedents and a series of studies examining its causes, symptoms and effects, stress has become a significant WHS issue in Australian organizations in recent years. Discuss why this is the case. Answer this question in 300 words. You must support your discussion by referring to 3 additional academic sources e.g. ProQuest (Harvard referencing is required and ensure that you reference them correctly).
The purpose of this assignment is to: Familiarize you with contemporary performance management and appraisal (review) challenges that organizations may face and present this information for a non-HR professional. By completing this assignment, you will gain practice in analytical thinking and succinct written communication skills. You will learn how to organize a short report appropriate for a staff seeking HR advice. You will get practice in preparing HR advice (short report), planning, gathering and organizing research. You might think of the HR Advice as a How to Guide that is based on academic literature. The HR advice will summarize the academic literature on performance management or a performance appraisal issue (see topics below) for a senior departmental manager. You should assume that the senior manager is experienced but is NOT a HR manager, as such you should be mindful of using unfamiliar terms. You must cite at least 5 relevant, recent (2010+) academic references. The HR Advice should be approximately 1500 words, not including the references, reference list and cover page. The advice should be presented as a short, written report, and as such can include headings. Explain the: Topic “Challenges in managing knowledge workers to ensure top performance “Following reminders. 1. Topic is related to performance management 2. Topic is clearly stated at the beginning of the assignment 3. The target audience is clearly defined 4. The reason that prompted you to issue the advice 5. Actual advice with proper in-text references 6. Conclusion 7. Reference List with correct formatting
Question 1 - Week 2: Tutorial Question 3 (10 marks)
Tim is a Sales Manager. identify and explain 3 measures which can be used as performance
criteria for Sales Managers. If Tim wants to encourage his team to perform highly, what type
of performance management system should be implemented and why? Answer this question
in 300 words. You must support your discussion by referring to 3 additional academic sources
from ProQuest. Harvard Referencing is required and ensure that you reference the sources
correctly.
Question 2 - Week 3: Tutorial Question 1 (10 marks)
According to a consulting firm report - Bain and Company, Management Tools and Trends
2015, one of the top ten management tools implemented by companies was the Balanced
Scorecard. Many surveyed companies (40%) have indicated that they are satisfied with using
the Balanced Scorecard for strategic planning.
Explain the Balanced Scorecard and how the Balanced Scorecard can be used for strategic
planning. Answer this question in 300 words. You must support your discussion by referring
to 3 additional academic sources from ProQuest. Harvard Referencing is required and ensure
that you reference the sources correctly.
Identify and outline what policies and legislation must be considered by a restaurant and explain why they are relevant to performance management.
Case Study on New Performance Appraisal System at Xerox
In the mid-1980s Xerox corporation was faced with a problem—its performance appraisal
system was not working. Rather than motivating the employees, its system was leaving them
discouraged and disgruntled. Xerox recognized this problem and developed a new system to
eliminate it.
Old Performance Appraisal System
The original system used by Xerox encompassed seven main principles:
The appraisal occurred once a year.
It required employees to document their accomplishments.
The manager would assess these accomplishments in writing and assign numerical
ratings.
The appraisal included a summary written appraisal and a rating from 1
(unsatisfactory) to 5 (exceptional).
The ratings were on a forced distribution, controlled at the 3 level or below.
Merit increases were tied to the summary rating level.
Merit increase information and performance appraisals occurred in one session.
This system resulted in inequitable ratings and was cited by employees as a major source of
dissatisfaction. In fact, in 1983, the Reprographic Business Group (RBG), Xerox’s main
copier division, reported that 95 percent of its employees received either a 3 or 4 on their
appraisal. Merit raises for people in these two groups only varied by 1 to 2 percent.
Essentially, across-the-board raises were being given to all employees, regardless of
performance.
Dinesh, a machine operator, worked as a mechanism for Ganesh, the supervisor. Ganesh told Dinesh to pick up some trash that had fallen from Dinesh’s work area, and Dinesh replied, I won’t do the janitor’s work. Ganesh replied, when you drop it, you pick it up. Dinesh became angry and abusive, calling Ganesh a number of names in loud voice and refusing to pick up the trash. All employees in the department heard Dinesh’s comments. Ganesh had been trying for two weeks to get his employees to pick up trash in order to have cleaner workplace and prevent accidents. He talked to all employees in a weekly departmental meeting and to each employee individually at least once. He stated that he was following the instructions of the general manager. The only objection came from Dinesh. Dinesh has been with the company for five years, and in this department for six months. Ganesh had spoken to him twice about excessive alcoholism, but otherwise his record was good. He was known to have quick temper. This outburst by Dinesh hurt Ganesh badly. Ganesh told Dinesh to come to the office and suspended him for one day for in subordination and abusive language to a supervisor. The decision was within company policy, and similar behaviors had been punished in other departments. After Dinesh left Ganesh’s office, Ganesh phoned the HR manager, reported what he had done, and said that he was sending a copy of the suspension order for Dinesh’s file. Questions.1. How would rate Dinesh’s behavior? What method of appraisal would you use? Why?2. Do you assess any training need of employees? If yes, what inputs should be embodied in the training programmed?