Performance Management During Global Expansion Order Instructions: In the modern economy, global expansion has become a common topic of interest and concern.
Although there are many benefits to reaching a new base of customers, there are also significant challenges, even in regard to performance management.
In this essay, you will explore the challenges of implementing performance management in the context of an organisation expanding into a new country or region.
To complete this essay:
1) •In approximately 830 words, analyse two issues that could arise related to performance management if your organisation (or one with which you are familiar) began operating in a new country or region of the world.
2) •What aspects of performance management are most likely to be impacted by cultural, political or national differences?
3)•What can HR leaders do to predict and/or anticipate these types of issues?
4)How might working with line managers and other staff on performance management issues differ in the new country or region?
Important Note:
please follow the points and the instructions excellently
Performance Management During Global Expansion Sample Answer
Performance Management during global expansion
The idea of performance management was initially experimented by Beer and Ruh (Bassey 2009). Australian Commission (2014) defines performance management as a tactical and cohesive method to providing continued achievement to organizations by enhancing the capacity of employees who work for an organization and by enhancing the competency and functionality of teams and individual employees. Blackman et al. (2013) explain it as a logical and all-inclusive (complete) manner of work designing, evaluating and assessment aimed at endlessly increasing the involvement of each employee and team’s influence on the accomplishment of organization’s goal. Watkins (2007) explained the management of performance as a course of action for realizing higher achievements for the organization from teams and workers by perceiving and governing operations in the context of an approved structure of designed objectives, standards, and goals.
The three definitions highlight the following features of performance management that will definitely be affected by an organization’s decision to expand to new regions and countries. First, the definition highlights that performance management has a strategic function which is concerned with wider matters confronting the organization. The second aspect describes performance management as being systematic and holistic. It has four integrated aspects: perpendicularly allying teams and employees in an organization with its goals; purpose or functional integration; integration of the human resource department and assimilation of individual desires (Pullen 2007). The strategic and systematic performance management processes of an organization will have to change in case it expands to new regions. This is because the number of employees and managers to be evaluated will increase. Therefore, a more strategic and systematic approach will have to be put in place in order to cater for the increase in the number of employees. The three main aspects of performance management that may be affected by an organisation’s decision to expand include: the performance management policy framework, planning, evaluation and the reward system.
First, the company needs to assess the policy frameworks regulating the new country’s labour market after which the organisation must ensure that its policy, rules and regulation in performance management are in line with the standards in the new country. The new country obviously has policies and rules regulating the labor market. Therefore, the organisation must plan its performance management processes in order to comply with the standards required by the country in which it intends to operate in. Expanding into new regions means that the company will have to plan its process in order to cater for the change. Geographical dispersion effects and impacts organization processes, especially related to performance management. The planning processes of the organization will therefore change.To ensure that a performance management system flourishes, a rigorous and efficient monitoring process needs to be in place. Carefully assessing the organization, individuals and departments is an essential part of performance management.
Secondly, monitoring and evaluation performance management processes entails not just evaluating the growth of every division and employee but also offering them with continuous feedback. For an organization to succeed in its performance management efforts, it must monitor each process and ensure that it is aligned with the goals of the organization. In circumstances where the performance management system is not working then improvements must be made to cater for the situation. Therefore, the monitoring processes is quite important to an organization that is expanding to new regions. Assessment of the performance management system must be done until it works.When a company decides to expand in to new regions, the monitoring processes must be reinvented to ensure that employees from all regions receive timely feedback.
Thirdly, the reward processes and system may change because of the different cultures and background. Even though some experts suggest that rewards are not important in the performance management system, the reality is that almost all employees desire to be appreciated through rewards and other motivation strategies. Rewarding employees will not only influence the success of the performance management system but also the success of the entire company. A complete performance management process must have rewards as a way of motivating employees. Rewardsenhanceemployee satisfaction. It also boosts productivity and ensures the organization’s objectives are achieved.
As argued above it, therefore, can be concluded that the performance management policy of an organization will be influenced by the national and geographical differences or even the political system of the country. This because the organization must comply with the country’s regulations in order to survive. The monitoring and reward processes and aspect of performance management will be influenced by the cultural aspects of the country in which the organization intends to expand in.
In order to predict and anticipate these aspects of performance management, the human resource department needs to undertake thorough research of the country’s policies, culture and political systems that may affect performance management decisions.
Working with the new managers and staff in the new region on performance management issues will differ in aspects such as planning, monitoring, and reward. The human resource department will also spend a lot of time orienting the new line managers and staff on the organization’s performance management system. Additionally, the HR will also need to ensure that the line managers and staff understand the objectives and goals of the organization for an efficient system.
Performance Management During Global Expansion References
Australian Public Service Commission (APSC), 2014a, State of the Service Report 2013–14. Canberra, Australia: Commonwealth of Australia.
Bassey, B (2009), A case for performance management in the Public Sector in Nigeria. International journal of business and management, vol. 4, no. 4, pp.20-45.
Blackman, D. A., & Buick, F,.& M. Flynn, O & D. West, 2013. Strengthening the Performance Framework: Towards a HighPerforming Australian Public Service, Canberra, Australia: Commonwealth of Australia.
Pullen, W, 2007, A public sector HPT maturity model. Performance Improvement, 46 (4): 9-15.
Watkins, R, 2007a, Designing for performance: Aligning your HPT decisions from top to bottom (part 1 of a 3-part series), Performance Improvement, Vol. 46 no.1, 7-13.
