Globalizing Human Resource Management Essay Example

job all year."

Managing performance can be complex, especially when it involves a form with checkboxes for various skills or results. Sometimes, supervisors may simply check off the boxes without giving a reason for any lower scores, leaving employees like Tim unsure why they received a "3" in initiative instead of a "4." This is further complicated by the fact that overall ratings are typically tied to the salary system. When employees hear "we pay for performance," they automatically assume that merit increases are based on their overall rating. Managing performance is already difficult as it is.

Linking results to merit pay can lead to complications as some employees may be disappointed with their overall rating due to feeling surprised, unclear about expectations, or believing they haven't had enough opportunities to correct issues. Using these results as a basis for increases can further increase unhappiness and distrust among employees. The question arises whether employees want someone to manage their performance, which can be answered individually. Clear expectations, assistance without judgment, help with diagnosing difficulties and providing training for improvement, and clear direction can all be helpful. Retaining valuable employees involves ensuring they are satisfied with their ratings. Neglecting management, evaluation, and performance-based pay can cause cynicism towards the performance management process.

The disparities may not be significant enough to prompt workers to depart, but a superior system could persuade them to remain. Qualitative anticipations derive from fundamental actions required of all staff members, and we will address the approach for cultivating them in due time.

By adhering to the aforementioned considerations and implementing relevant measures, contemporary organizations can retain their employees and leverage their full potential. (Source: Armstrong M,

"A Handbook of Human Resource Management Practice", Palgrave, 2003.)

Brewster C, Hilary H, and Paul S wrote a book titled "Globalizing Human Resource Management" in 2004, which was published by Routledge and based in New York.