Search

Purpose – Performance appraisal is one of the most critical and indispensable human resource practices for organisations. However, it generates dissatisfaction among employees as it is often viewed as complex and ineffective. The purpose of this paper is to present a new performance management system that integrates multi-criteria decision analysis (MCDA) methods – the analytic network process (ANP) and PROMETHEE – with the visual techniques of the GAIA plane and the stacked bar chart. MCDA methods allow a structured and consistent evaluation integrating qualitative and quantitative criteria. Design/methodology/approach – The authors developed a structured and transparent performance management system. It is based on the MCDA methods PROMETHEE and ANP. It also incorporates the visual techniques: GAIA and stacked bar chart. Feedback for trainings and developments can precisely be formulated. Findings – Visual techniques permit clear identification and quantification, for each employee, of the areas that need improvement through training and development, which contributes to the resource-based view of organisations. A real case study has been portrayed to show the added value of the MCDA methods and the visual techniques in employee performance management. Originality/value – The paper describes a new employee performance system adopted in an organisation. The multi-criteria analysis transparently combines qualitative and quantitative decision criteria into a holistic and transparent evaluation. The visual techniques permit us to gain a deep insight into the employees’ skills profile and capture fine details where individuals perform or underperform. [ABSTRACT FROM AUTHOR]

Purpose - The purpose of this research is to study the relationship between the HR control system and organizational results, examining the moderating effect of uncertainty and HR risk behavior. Design/methodology/approach - The study analyzes the relationship between HR control systems and organizational results introducing two major moderating variables as, uncertainty and risk behavior. The data used for this study comes from questionnaire responses by sales and human resource managers of 108 Spanish firms. Findings - The empirical results show that these moderating variables have an influence on the success of the control system, but it can be stated that the control system has an independent impact on the organizational and sales force performance. Research limitations/implications - Small sample size and cross sectional study, and the use of subjective measures of company and HR performance are the main limitations of the work. Practical implications - To make correct decisions about HR control systems, managers should assess their environment and the composition of the workforce. There is not a control system that is good for all situations. Originality/value of paper - An analysis was made of an important non-executive employee group, as the sales force is, and addressed the important issue of control and performance while the literature is focused on management control systems. The study does not limit the performance measures only to company variables, displaying customer satisfaction and human resource performance factors. [ABSTRACT FROM AUTHOR]

Purpose - The aim of this paper is to use psychological contracts theory to explore performance management practices in Mexico paying particular attention to the impact of national culture, social and structural factors. Design/methodology/approach - The paper examines the content of psychological contracts from the viewpoint of both parties in the employment relationship managers and employees in the context of performance appraisals. It conducted focus groups and interviews at these two organizational levels in three different organizations. Findings - Findings are organized around three themes: performance appraisal systems, the promises (fulfilled and unfulfilled) and the sources of terms and conditions as the content of psychological contracts for managing and participating in performance evaluation systems. For each theme the paper presents and contrasts the viewpoints of managers and employees. Practical implications - Because of the sensitive cultural nature of performance appraisals, the findings help managers implement this process by explaining the underlying psychological contracts in Mexico. Specifically, employees experience the socio-emofional behaviors that accompany performance evaluation and engage in the process at different levels of commitment. Both managers and employees respond according to their needs and what they perceive to be the company's reward. Originality/value - Performance appraisal has received little attention from studies of psychological contracts, though it is a key practice in which work promises and rewards related to performance are made. In this study, the paper brings these two research streams together and apply it to a culturally unique setting. [ABSTRACT FROM AUTHOR]

Purpose - This study tries to explore through multiple case studies how expatriate performance management is conducted in multinational enterprises (MNEs) of different national origins. Design/methodology/approach - Multiple interviews were conducted with expatriate employees and human resource managers of five MNE subsidiaries operating in the information technology industry, namely, Applied Material (American), Philips (Dutch), Hitachi (Japanese), Samsung (Korean), and Winbond (Taiwan). Findings - The findings show that all of the firms surveyed use standardized performance forms set by headquarters, which are not tailored to local operating environments. Also, lack of on-the-job training for expatriates was found to be prevalent among the five MNE subsidiaries. Divergent practices in goal setting, performance appraisal, and performance-related pay were largely attributed to the parent company's culture. The nature of the expatriate mission was another reason for different arrangements in expatriate performance management Originality/value - This study is one of the first to explore expatriate performance management practices of multinational finns. There does not seem to exist a prevalent form of expatriate performance management and such a practice is to some extent more strongly subjected to the influence of the parent company's culture. [ABSTRACT FROM AUTHOR]