This paper evaluates characteristics necessary to work effectively in a global market. Analyzes how varying demographics impact the management of employee capabilities from a global perspective,
explains employee relations strategies, based on best practices, which overcome biases and lastly analyzes the challenges related to direct and indirect communication channels.
Introduction
The management of multi-national companies with a diverse workforce is an emerging challenge for executives confronted with dissimilar social and corporate cultures. It is, therefore, fundamental to evaluate the chief elements of global performance management with a particular focus on the characteristics required to function effectively in a global market, and effects of diversity in employee management from a global standpoint. Furthermore, this paper will also address employee relation approaches that can be applied to surmount bias and an appraisal of the main problems associated with direct and indirect communication conduits.
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The Nascent Phenomenon of Global Performance Management
The 21st century heralded the introduction of numerous innovations and technological advancements responsible for the “global village” sensation. Major firms, such as Wal-Mart, Apple, CVS Health and ExxonMobil, embraced the establishment of subsidiaries in new localities which resulted in a diverse workforce as a key hallmark. However, it is striking that many of the aforementioned companies introduce performance management styles employed parent companies even though major differences exist in the host country. This strategy introduces numerous challenges when attempting to manage employees owing to a clash in socio-cultural values.
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For instance, the “pay-for-performance” culture which is popular among American firms is often at odds with the prevailing social culture in many host countries in South East Asia where subsidiaries have been introduced. According to Hastings (2016), a nation’s cultural belief system was initially not an essential part of performance but now functions as a recent development. A cultural adaptability assessment, thus, emerges as an integral tool when evaluating the suitability of a company’s performance management philosophy in its global operations. Hence, performance management ensures employees are fully cognizant of a firm’s expectations and mode of operation in a highly competitive market.
Essential Global Performance Management Characteristics
Several characteristics stand out in any vigorous performance management scheme. It is important to first acknowledge that global performance management allows firms to set practical objectives attainable by both employees and managers. The main performance management characteristics are an ability to provide a clear course for the business, encouraging dialogue, championing comprehensiveness, remaining relevant and bolstering objectives. Adaptability in global performance management is integral in allowing a firm to address all cultural prerequisites presented by employees in a host country, especially since conservative jurisdictions have been known to clash with various elements of Western culture (Allio, 2011, p. 23).
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These characteristics can only be realized through a vibrant global performance program that focuses on holding frequent employee-manager conventions to assess progress. During such meetings primary objectives are discussed, appropriate responses provided and fitting progressive plans are deliberated as a proactive measure. The scheme can then be implemented across the board as an important parameter when reviewing a firm’s performance level (Cardy & Leonard, 2014). It is, therefore, instrumental in buttressing promotion pronouncements while remaining instrumental in pinpointing individual employees who may require additional training. Furthermore, supervisors are also accorded with a unique opportunity to improve their organizational communication skills while implementing a robust performance management scheme which may ultimately introduce a desired demeanor in the firm. Customary performance management schemes are increasingly becoming obsolete, with instantaneous feedback now being regarded as an upcoming appropriate performance management instrument.
The Impact of Diversity on Global Performance Management
Diversity is one of the most outstanding aspects of a progressive society. The differences that exist from one individual to the next should be embraced for they render them imitable. Yet, diversity is not always valued by every culture which, consequently, ends up having a major impact on a firm’s standing in the business world. These factors have far-reaching implications and have a direct effect on performance management schemes and company standards which have been introduced. It also affects the relationship between managers and junior employees, resulting in constant conflict in the workplace environment. Benchmarking has also emerged as a major issue when endeavoring to perform a comprehensive evaluation of a firm’s performance.
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In the case of global performance management, the situation is often exacerbated further by the so-called “good performance” criterion which introduces specific cultures in a diverse setting (Schrage et al., 2019). Quantifiable criteria are common in Western culture due to an individualistic perspective that zeros in on an employee’s productivity, promptness, eminence and expertise specific to their current posting. A syndicalist culture such as the one found in India emphasizes the importance of a group as opposed to the individuality espoused in Western culture. The former value relational aspects typically linked to adhering to company rules and valuing conformity. Syndicalist cultures strive to provide a relaxed work environment to their employees which ensure that performance management plans are implemented completely.
Conclusion
The rapid nature of transformations in the corporate world calls for a full embrace of diversity while introducing various aspects of adaptability. Western-style performance management schemes may be a metric for most organization yet these same plans may be incompatible with syndicalist cultures. A novel idea that may aid in the implementation of such changes is hiring a consultancy firm which will then play a major role in fine-tuning a performance management plan to correspond with the culture in a host country
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