This book provides professionals with an easy reference resource for successfully implementing a performance management system in a multinational company. Providing research-based strategies for reconciling the global-local dilemma is the focus of the book.
The authors explore principles drawn from extensive research in human resources and cross-cultural management. They focus on the critical process of defining, measuring, and rewarding performance in multinational organizations, emphasizing the importance of managing a workforce effectively in today’s highly competitive, globalized environment. A real-world case study is woven throughout the book to illustrate further the challenges organizations face when developing strategies, facilitating equivalent and consistent treatment, and contributing to the global mobility of talent.
Rewarding Performance Globally will benefit senior-level HR professionals, and will also interest students of international management, human resource management, and cross-cultural management.
"A timely and comprehensive approach to the challenge of designing effective approaches in a multi-cultural workforce. This book is a must-have for anyone involved in human capital planning and development."
Peter Ronza, University of Minnesota, USA
"Rewarding Performance Globally provides managers around the world with two dimensions of people management: understanding cultural differences and the difficulties of, and solutions to, rewarding employee performance. While there are many books on cultural differences, none of them take into consideration the difficulties organizations face in designing and implementing rewards and performance systems that can work in diverse cultures. This one solves that problem."
Kathryn McKee, University of California, Santa Barbara, USA
"Finally we have thought provoking treatment of two vital subject areas! The issue of both performance and rewards has been the subjects to many books, but seldom have the two been combined and treated with the global workforce in mind. This book will be of great assistance in coming to appreciate that we need an open mind if we want to succeed, as there is no right or wrong, only what is!"
John S. Maxwell, Institute for Human Resource Management Education Inc, USA
1. Determining an Optimal Organizational Culture 2. Creating the Desired Culture 3. Cultures that Fit a Globalized Context 4. Reconciling Universalistic with Particularistic Perspectives 5. Reconciling Individualistic with Collectivist Perspectives 6. Reconciling Neutral with Affective Perspectives 7. Reconciling Specific with Diffuse Perspectives 8. Reconciling High Context with Low Context Perspectives 9. Reconciling Achievement with Ascription Perspectives 10. Reconciling Internally Controlled with Externally Controlled Perspectives 11. Reconciling Hierarchical with Egalitarian Perspectives 12. Reconciling Past, Present and Future Perspectives 13. Reconciling Short-Term with Long-Term Perspectives 14. Reaching Consensus through Reconcilliaton 15. Sustaining the Effectiveness of the Culture