Lobalization and the Performance Management Process

Globalization and the Performance Management Process

The process of globalization has provided a large number of opportunities for organizations to pursue available markets outside of their home countries. With the continued growth of organizations across cultures and continents, the planning, implementing, and monitoring of performance management programs becomes an even greater challenge. With international performance management, the system is not only in place to monitor employee performance, but also to ensure that the employees and entities operating internationally are conforming to the agreed upon standards of the organization and the country within which they operate.

Consider the ramifications of a poorly designed and monitored performance management program and the effects it may have on an international organization. Now consider the impact this could have on the overall performance of an organization and its attainment of its strategic goals and objectives, especially from the global perspective.

Complete this Assignment by preparing a 3to 5-page paper that addresses the following questions:

From a global view, what changes in international business have contributed to the evolution of performance management?

What are three factors that need to be in place in order for performance management to be effective in an international business environment?

What are three factors that could have a negative impact on performance management for an international business?

Be sure to support your answers with appropriate resources and examples from the literature.


Course Text: Aguinis, H. (2013). Performance management (3rd ed.). Upper Saddle River, NJ: Prentice Hall.

Chapter 10, i??Rewards Systems and Legal Issuesi??

This chapter describes how to distinguish between traditional and contingent pay plans. It discusses how to design a contingency pay plan and how to take into account key variables, such as an organizationi??s culture and strategic business objectives. It also discusses the role of six legal principles in the implementation of performance management systems.

Article: Hellqvist, N. (2011). Global performance management: A research agenda. Management Research Review, 34(8), 927i??946.
Retrieved from the Walden Library using the Emerald Management Plus database:

This article presents a review of literature on implementations of performance management. The paper also discusses strategies to improve performance management systems.

Article: Farndale, E., Hope-Hailey, V., & Kelliher, C. (2011). High commitment performance management: The roles of justice and trust. Personnel Review, 40(1), 5i??23.
Retrieved from the Walden Library using the Emerald Management Plus database.

Article: Kaplan, R. S., & Norton, D. P. (1996). Linking the balanced scorecard to strategy. California Management Review, 39(1), 53i??79.
Retrieved from the Walden Library using the Business Source Complete database.

Article: Pfeffer, J. (1998). Six dangerous myths about pay. Harvard Business Review, 76(3), 109i??119.
Retrieved from the Walden Library using the Business Source Complete database.