International Performance Management Process †MyAssignmenthelp.com

Question: Discuss about the International Performance Management. Answer: Performance management is essential for a firms progress. Currently, the globalization effects have complicated performance management actions. For instance, managing performance in a culturally diverse environment requires organizations to implement multicultural strategies. Moreover, modern firms have to deal with the challenging task of managing geographically alienated teams. However, technology has eased this management pressure by offering integrated performance management systems which are easy to monitor. With employees being central to organizational success, performance management provides a platform that promotes and improves workers effectiveness through goal-setting, monitoring, and motivation. International performance management is a process which enables multinational firms to continuously evaluate and improve corporate and staffs performance in relation to set goals. According to Caldwell (2002, p. 2), the objective of performance management is to enhance employees effectiveness. Principally, it is the role of the management to design effective performance management strategies that align with the organizational goals and vision. However, Caldwell (2002, p. 3) advises that it is essential for the management and the employees to work collaboratively during the performance management process. Performance management strategies differ according to organizational characteristics. The nature of these strategies is defined by the management model adopted by a firm. The prominent performance management theories include expectancy, control, and goal-setting perspectives. However, Al Ariss, Cascio and Paauwe (2014) opine that the goal- setting theory has gained popularity due to its objectivity and efficiency in improving performance. Regardless of the perspective employed by a firm, international performance management serves to identify performance gaps and means of rectifying them accordingly. Consequently, the performance management process must be designed objectively. Without an objective performance management, work progress, efficiency, and performance cannot be determined. In this respect, the department mandated to oversee performance management activities must develop a plan on how to evaluate and improve employees performance. This performance management plan has to be inclusive capturing both the opinions of the employer and the employees(Budworth et al., 2015). In fact, Budworth et al. (2015) insist that the employees must be involved in all the stages of performance management. Employee inclusion ensures that the vital factors that affects individaul perfomance are captured in the evaluation process. After developing the plan, it should be implemented, evaluated and revised frequently. The international working environment is dynamic. Performance factors change with time, and so should the management process. Consequently, the performance goals used to evaluate employees effectiveness should match with the prevailing external environment. According to Vuki? et al.(2015), global managers ought to have the international market knowledge to understand the best performance management models that fit their organizations. As Caldwell (2002) opines, all performance management activities should be geared toward addressing the vital needs of the employees that affect performance. The motivational theories direct employers to prioritize the employees psychological needs such as recognition, appreciation, and development in their performance management plans to enhance efficiency. Conclusively, international performance management aims at enhancing employees' effectiveness through performance evaluation, reward, and motivation. Without performance management, it is impossible to establish individual employee progress in an organization. Consequently, firms are advised to structure their performance management actions objectively to enhance sustainability and competitiveness in the global environment. References Al Ariss, A., Cascio, W. F. Paauwe, J., 2014. Talent management: Current theories and future research directions. Journal of World Business, 49(2), pp. 173-179. Budworth, M., Latham, G. P. Manroop, L., 2015. "Looking forward to performance improvement: A field test of the feedforward interview for performance management. Human Resource Management, 54(1), pp. 45-54. Caldwell, C. M., 2002. Performance Management. New York: AMACOM Division American Management Association. Vuki?, V. B., Bach, M. P. Popovi?, A., 2013. Supporting performance management with business process management and business intelligence: A case analysis of integration and orchestration. International journal of information management, 33(4), pp. 613-619.