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Conventionally, performance appraisal was considered as a knotty problem in the HR function and internationalisation of organisation simply complicate this function further. Different cultures will have different appreciation for performance and it is virtually impossible to set a standard for performance. For example, to get a good performance appraisal in China, one will need to have good personal relationship with their superiors. (Lu et al, 1998) Knowing strong and influential people will also ensure a smooth work life. But this might not be the case in organisation where good performance simply mean high sales figure or other factors which can be quantified. Performance appraisal for expatriate is much more elaborated. The scarcity of resources available( eg. Poor infrastructure and communication) and the expatriate soft skill( eg. Adaptability and resourcefulness) must also be taken into account when doing their performance appraisal so as to establish a system of fairness to the expatriate. A reliable method to ensure that a professional and unbiased performance appraisal is being carried out is to have a set of guiding questions. These questions will act as a guide as to how a performance appraisal should be done. Stone(2008), listed a few questions which is fundamental to performance appraisal. Questions akin to definition of performance; what is the performance criteria; will the same criteria be use across all level of in the organisation and will the performance appraisal be assessed on a group or individual basis.


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