Proposing Processes of Global Performance Management An提出全球绩效管理流程.pptVIP

Processes and systems Caligiuri’s (2006) methods: How – explicit objective, vs. open informal Who – appropriateness of supervisors, peers, subordinates “Conceptual equivalence” (challenge 2) as bridge between globally standardized performance constructs (challenge 1) and locally tailored methods and training (challenge 3) Review Proposing a 4-stage process model of GPM 1: GPM systems context A 4-stage GPM model 2: GPM systems design 3: GPM systems operation 4: GPM systems evaluation Systems Context Systems Design Systems Operations Systems Evaluation Macro strategy Strategic interest: - multidomestic - global - transnational Heritage – Origin Scope of the system Actors Roles Information sources Purpose of the system Development, rewards Clarify major responsibilities Develop performance standards Select performance constructs Createconceptual equivalence Determine method of measurement Decide how to assess Define measures Define performance Giveperiodic feedback Dialogue coach Facilitate performance: Eliminate roadblocks Provide resources, ongoing basis Evaluate individual formal performance: Review overall performance Encourage performance Aggregate unit performance profiles Evaluate Validity Acceptance of the GPM system in process (Reaction) Design parameters Frequency Formalization Feedback capability Explicit – Implicit Focus:- traits- behaviors- outcomes Train systems users A 4-stage GPM model Stage 1: Systems context Strategic intent Heritage- origins Scope of system Design parameters (moving to systems design stage) Frequency of formal feedback Formalized vs. normative emphasis Actor feedback capabilities Explicit/implicit, quantitative/qualitative, additive vs. gestalt Focus on traits, behaviors and/or outcomes A 4-stage GPM model Stage 2: Systems design Clarifying major responsibilities Developing performance standards Sele