Human Resources -- Performance Management A-Level Coursework

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SAMPLE EXCERPT . . .
Leadership for analysis could be exercised by knowledgeable American and/or Chinese nationals identified as having potential for effective global mobility (Schwartz & Liakopoulos, 2010) and/or a multinational team of experts in surveys and/or rating narratives and/or self-assessments (Brocato, 2003), data collection and analysis (Pulakos, 2004, pp. 9, 15). In addition, feedback would certainly be gained by the individuals/team, management, employees and customers via the data collected and analyzed in order to make the greatest return on investment within the Chinese culture.

Measures involve quantifying criteria like "timeliness, completeness, reliability and consistency" (Boudreau, 2006) in areas having the greatest consequence for the company. Here, with constant mindfulness about "impact, effectiveness, and efficiency," the company would measure those criteria within the context of Chinese culture in areas such as wages and bonuses -- which are taking on greater importance in ever-modernizing Chinese society (Magana & Stai, 2011), market value and employee turnover for the greatest return on investment. Leadership for measures can be exercised by knowledgeable Americans and/or Chinese nationals who are identified as having effective potential for global mobility (Schwartz & Liakopoulos, 2010) and/or a multinational team of experts (Pulakos, 2004, pp. 9-10) and feedback can be obtained by these individuals / team members, as well as by management, employees and customers.Download full Download Microsoft Word File
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A-Level Coursework on Human Resources -- Performance Management Assignment

Process involves managing knowledge and making changes within the organization based on "social structures, knowledge frameworks, and organizational cultural norms" (Boudreau, 2006) for the greatest return on investment. Here, still focusing on "impact, effectiveness, and efficiency," Human Resources must attentively make its decisions based on Chinese culture in the form of its social structures, frameworks and cultural norms in areas such as wages and bonuses (Magana & Stai, 2011), the talent pool, cost reduction and turnover rates to achieve the greatest return on investment (Boudreau, 2006). Leadership for process can be exercised by appropriate Americans and/or Chinese nationals who are identified as having high potential for global mobility (Schwartz & Liakopoulos, 2010) and/or by a multinational team of experts (Pulakos, 2004, pp. 9-10) and feedback could be obtained from these individuals/team members, management, employees and customers.

3. Conclusion

Development, implementation and evaluation of a performance management system in a China-based U.S.-China joint venture whose employees are predominantly Chinese nationals should employ the LAMP framework. This method of "decision science" uses the tools of Logic, Analytics, Measures and Process to gauge talentship, and focuses on ROI through assessment of the three key issues of Human Resources: impact, effectiveness and efficiency. Particularly when dealing with Chinese culture, leadership should be assigned to American and/or Chinese national individuals and/or teams of experts who show exceptional potential for effective global mobility. In addition, feedback could be obtained through such avenues as surveys, self-assessments, and rating narratives by these individuals/teams, management, employees and customers, as appropriate. This special leadership and feedback would be necessary in establishing this American-Chinese venture due to marked differences between Western and Chinese culture. Through effective use of the LAMP framework, leadership and feedback, Human Resources should be able to discern the "sweet spots" for most effective return on investment.

References

Anonymous. (2011, January 10). Minimum wage law was only the first stage. Retrieved September 15, 2013 from search.proquest.com Web site: http://search.proquest.com.ezproxy.trident.edu:2048/docview/822883424

Boudreau, J.W. (2006). Talentship and HR measurement analysis: From ROI to strategic organizational change. Retrieved September 15, 2013 from search.proquest.com Web site: http://search.proquest.com.ezproxy.trident.edu:2048/docview/224361363

Brocato, R. (2003). Coaching for improvement: An essential role for team leaders and managers. Journal for Quality and Participation, 26(1), 17-22.

Magana, S., & Stai, B. (2011). Chinese compensation systems. Retrieved September 15, 2013 from search.proquest.com Web site: http://search.proquest.com.ezproxy.trident.edu:2048/docview/876966554

Pulakos, E.D. (2004). Performance management: A roadmap for developing, implementing and evaluating performance management systems. Retrieved September 15, 2013 from www.shrm.org Web site: http://www.shrm.org/about/foundation/research/Documents/1104Pulakos.pdf

Schwartz, J., & Liakopoulos, A. (2010, May). Talent and work: Playing to your strengths. Retrieved September 15, 2013 from search.proquest.com Web site: http://search.proquest.com.ezproxy.trident.edu:2048/docview/356925835 [END OF PREVIEW] . . . READ MORE

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