This presentation is submitted by Mandira Adhiakri and Sailendra Adhikari as assignment in ACE institutement of Management during pair work of Performance Management. (HR Specialization)
2. Introduction
• Culture
• complex whole
• Includes knowledge, belief, art, morals, laws,
customs and other capabilities and habits
acquired by an individual as a member of a
society
3. Introduction
• Cross-culture
• Phenomenon born due to market globalization
• Culture is different by its contents and forms, such
as language, behavior, food, dressing, beliefs,
values, and ways of thinking
• International companies are a good example of
cross-culture
4. Introduction
• International Companies do business
internationally
• Enter into a new country
• Cross-culture environment/situation is created.
• International companies are a good example of
cross-culture
5. Cross - Cultural
Management
• Process of achieving established organizational
goals
• By effective planning, organizing, directing,
coordinating, and controlling
• Use of organizational owned resources in a
cross-cultural environment
6. Cross - Cultural
Management
• Management differs in different environments
• Manager should clearly understand
• Differences and similarities of his/her home culture and
the host country’s culture
• Can overcome the conflicts generated from culture
differences
• Manager also needs to learn and promote the
way of management
7. PERFORMANCE
MANAGEMENT
• “Performance Management is a process for
establishing a shared understanding about what is to
be achieved and how it is to be achieved, and an
approach to managing people that increases the
probability of achieving success”
- Weiss and Hartle (1997)
8. PERFORMANCE
MANAGEMENT
• Brings together many people management
practices including learning and development
• Contributes to the effective management of
individuals and teams
• Helps to achieve improved levels
• individual performance and development
• organizational performance and development
9. PERFORMANCE
MANAGEMENT
• Establishes a culture
• individuals and teams take responsibility
• continuous improvement
• Delivery of service using their own skills,
behavior, and contributions
10. PERFORMANCE
MANAGEMENT
• Strategic process
• Long term in nature
• Aimed at the development of an appropriate
culture linking people management, service
issues, and long-term goals
• It is not a once off quick fix process
12. PERFORMANCE
MANAGEMENT
• Requires the disciplined management
• Need to Consider various activities in order to
•Properly define
•Monitor
•Measure
•Respond to the appropriate indicators
13. OBJECTIVES OF PM
• To build a high performance culture for both
the individuals and the teams
• Outcomes
•Jointly take the responsibility of improving the
business processes on a continuous basis
•Raise the competence bar by upgrading their own
skills
14. OBJECTIVES OF PM
• To enable the employees towards achievement of
superior standards of work performance
• To help the employees in identifying the knowledge
and skills required for performing the job efficiently
• To drive their focus towards performing the right task
in the right way
15. OBJECTIVES OF PM
• To boost the performance of the employees
•By encouraging employee empowerment
•Motivation
•Implementation of an effective reward mechanism
• To promote a two-way system of communication
between the supervisors and the employees
16. OBJECTIVES OF PM
• To identify the barriers to effective performance
• To resolve those barriers through
•Constant monitoring
•Coaching
•Development interventions
17. OBJECTIVES OF PM
• To create a basis for several administrative
decisions
•Strategic planning
•Succession planning
•Promotions
•Performance based payment
18. OBJECTIVES OF PM
• To promote personal growth and advancement in the
career of the employees by
•helping them in acquiring the desired knowledge
and skills
20. PM IN CROSS CULTURAL
CONTEXT
• Competitive global business environment
• Organizations need to aggressively compete for new
markets, products, services, and human talent within
the global arena
• Of the various resources organizations must manage
globally
• Multinational/International companies have their
subsidiaries in various countries
21. PM IN CROSS CULTURAL
CONTEXT
• Transnational organizations must achieve a dynamic
balance between
•Need to be centralized, or tightly controlled by
headquarters, and
•Need to be decentralized, or operating differently
across diverse locations
22. PM IN CROSS CULTURAL
CONTEXT
• Extreme centralization can provide an organization
•Number of competitive benefits such as economies
of scale, improved value chain linkages
•Product/service standardization
•Global branding
23. PM IN CROSS CULTURAL
CONTEXT
• Extreme decentralization can also be
• Highly strategic
• Enabling a firm to modify products or servicesRespond to
local competition
• Remain compliant with various governments' regulations in
different countries of operation
• Readily attract local employees
• Penetrate local business networks
24. PM IN CROSS CULTURAL
CONTEXT
• Each diverse business strategy implies a different
approach to managing HR
• Global strategy
• face strong pressure for worldwide integration but face
weak pressure for local responsiveness
25. PM IN CROSS CULTURAL
CONTEXT
• Multi-domestic strategy
• face strong pressures for local responsiveness and weak
pressures for worldwide integration
• Transnational strategy
• face strong pressures for both worldwide integration and
local responsiveness
26. HOFSTEDE’s FIVE CULTURE
DIMENSIONS
• Power Distance
• Individualism vs. Collectivism
• Uncertainty Avoidance
• Feminine vs. Masculinity
• Long-Term vs. Short-Term
Orientation
27. CHALLENGES
• Difficult to over-simplify national cultures
• Constructing cross-cultural comparative
analysis based on exaggerated cultural
stereotypes
• Difficult to distinguish clearly between cultural
values and institutional arrangements
28. CHALLENGES
• Definition of Performance varies in different
culture
• Confusing on which activities of an employee
•To consider as disciplinary action
•Which to take as culture driven activities
29. CHALLENGES
• Difficult to manage employees in organizations
with culture of high uncertainty avoidance
• Rewarding for better performances becomes
difficult as well in cross-cultural context
• Determining hours of work is also difficult
30. CONCLUSION
• Managing across cultures is an increasingly
important skill for business leaders in this
globalizing world
• Cross-cultural management in the expatriate
context deserve careful consideration
• The manager should ensure that there is better
communication system in the organization
31. CONCLUSION
• It will ensure better working environment and
motivated employees
• Better performances and productivity
• Should be managed tactfully with in depth
research and considering consequences of
each steps
32. References
• http://hrweb.berkeley.edu/guides/managing-hr/managing-successfully/performance-
management/concepts
• http://www.ap-institute.com/Performance%20Management.html
• http://anthro.palomar.edu/culture/culture_1.htm
• http://www.managementstudyguide.com/objectives-of-performance-management.htm
• http://hr.commerce.gov/Practitioners/CompensationAndLeave/DEV01_006178
• https://www.opm.gov/policy-data-oversight/performance-management/performance-management-
cycle/developing/understanding-performance-management-process-and-practices/
• Performance Management (Putting Research into Action), A book by James W. Smither and Manuel
London
• Performance Management (A roadmap for developing, implementing and evaluating
performance management systems), A book by Elaine D. Pulakos