With increasing globalization comes the need to understand human resource management (HRM) more broadly across countries, cultures, institutions, and organizational types. Designed to help readers explore and understand the key concepts and latest research behind the strategic management of people in organizations that operate in a global context, this accessible book provides concise coverage of HRM concepts, balancing comparative approaches and US and non-US schools of thought. Not limited to the multinational firm, the book reflects the most current knowledge in the field and considers all types of organizations embedded in the global context. Chapter-opening vignettes (short cases) exemplify the chapter's core topics and show readers how chapter content can be applied. Extensive references make it easy for readers to explore concepts in more depth.
Chapter 8: Global Performance Management and Compensation
After reading this chapter you should be able to:
- describe the objectives of a global performance management system,
- explain how and why performance management systems are different in different countries,
- identify the issues in performance appraisal of expatriates,
- explain the influence of national differences on compensation systems, and
- outline best practices in compensation programs for expatriates.
It had been three years since Maya Trudeau had seen her old university friend Yasemin Önal. They had both received their MBA from McGill University five years before, and [Page 160]Maya had jumped at the chance to visit Yasemin in Istanbul. She was only a little surprised when Yasemin had offered to “have my driver pick you up from the airport.” ...