Employee performance management: policies and practices in multinational enterprises

Briscoe, Dennis R.; Claus, Lisbeth

doi:10.4324/9780203885673-2

Cited by 45 publications

(44 citation statements)

References 1 publication

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“…Further, the sources for getting the right candidates for all organizations are common, such as newspaper advertisements, job postings on company websites, job portals, external consultants, and campus interviews. In addition to this, organizations are now dealing with employees who are more educated and more mobile (Briscoe, Schuler, & Claus, ), who function at “twitch speed,” expecting instant feedback and responses, while having the advantage of receiving information quickly (Bondarouk & Ruël, , p. 150). Hence, finding the right candidate is a challenging task for the HR department, which is needed to regularly look at new and innovative talent acquisition and management strategies.…”

Section: Literature Reviewmentioning

confidence: 99%

Leveraging Social Networking for Talent Management: An Exploratory Study of Indian Firms

Nayak

Bhatnagar

Budhwar

2017

Thunderbird Intl Bus Rev

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Utilizing the social capital and social network theories, this research explores and highlights how social networking has been strategically utilized as an effective tool by organizations for employer branding and innovative talent acquisition strategies in India. Qualitative data from 78 semistructured interviews with human resources ( HR ) professionals of information technology ( IT ), information technology-enabled services ( ITeS ), and talent acquisition organizations confi rm the growing utilization of social networking sites ( SNSs ) as part of the organizational HR strategy for employer branding and talent sourcing, acquisition and retention, and reinforcing stronger relationship with their employees.The study contributes to the fi elds of talent management and social networks and has several key implications for practitioners regarding the usefulness of SNSs to organizational branding, talent management, and retention.

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Section: Literature Reviewmentioning

confidence: 99%

Leveraging Social Networking for Talent Management: An Exploratory Study of Indian Firms

Nayak

Bhatnagar

Budhwar

2017

Thunderbird Intl Bus Rev

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“…Performance management (PM) is a pervasive practice that organizations use to measure and manage employees' work. In contemporary usage, PM refers to a more or less integrated set of systems for directing and evaluating workers' performance (Aguinis 2009;Aguinis and Pierce 2008;Ayers 2015;Briscoe and Claus 2008;Spence and Keeping 2011). Performance management includes objective setting, performance appraisal, reward and incentive strategies and career planning, which all aim to ensure that peo- † A free Teaching and Learning Guide to accompany this article is available at: http://onlinelibrary.wiley.com/ journal/10.1111/(ISSN)1468-2370/homepage/teaching___ learning_guides.htm.…”

Section: Introductionmentioning

confidence: 99%

How Does Performance Management Affect Workers? Beyond Human Resource Management and Its Critique

Tweedie

Wild

Rhodes³

et al. 2018

Int J Management Reviews

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While performance management (PM) is pervasive across contemporary workplaces, extant research into how performance management affects workers is often indirect or scattered across disciplinary silos. This paper reviews and synthesizes this research, identifies key gaps and explores ‘recognition theory’ as a nascent framework that can further develop this important body of knowledge. The paper develops in three main stages. The first stage reviews ‘mainstream’ human resource management (HRM) research. While this research analyses workers’ reactions to performance management in some depth, its focus on serving organizational goals marginalizes extra‐organizational impacts. The second stage reviews more critical HRM research, which interprets performance management as a disciplinary, coercive or inequitable management device. While this literature adds an important focus on organizational power, there is scope to analyse further how PM affects workers’ well‐being. To develop this strand of PM research, the third stage turns to the emerging field of recognition theory independently developed by Axel Honneth and Christophe Dejours. The authors focus especially on recognition theory's exploration of how (in)adequate acknowledgement of workers’ contributions can significantly affect their well‐being at the level of self‐conception. Although recognition theory is inherently critical, the paper argues that it can advance both mainstream and critical performance management research, and also inform broader inquiry into recognition and identity at work.

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“…Globalization has resulted in an increased demand for high‐quality talent (Meyskens et al ., 2009), with human capital being paramount to an organization's ability to compete and succeed (Blauw, 2002; Kiessling & Harvey, 2005; Segalla et al ., 2001). With the expansion of the European Union, organizations also have access to broader pools of high‐quality talent (Briscoe et al ., 2009). Yet as this study reveals, organizations may not be fully capitalizing on the talents of their workers when they employ them in jobs that do not utilize their full range of knowledge, skills and abilities.…”

Section: Introductionmentioning

confidence: 99%

Professional development through self‐directed expatriation: intentions and outcomes for young, educated Eastern Europeans

Felker

2011

Int J Training Development

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This article explores the experiences of young, well-educated Eastern Europeans who have moved to Western Europe in search of opportunities for professional development, opportunities that, for the most part, are not available in their home countries. The focus of this paper is on the resulting outcome of downskilling, where these individuals work in positions well below their levels of education and capability. Based on 22 in-depth interviews with workers living in Ireland, England, the Netherlands, Poland and the Czech Republic, the study offers two major findings. First, although self-directed expatriates move to host countries specifically for professional development opportunities, they do little to research on their career and employment options prior to moving to the host country. Second, organizations are not fully utilizing the available human capital offered by Eastern Europeans, suggesting untapped opportunities to achieve competitive advantage through human capital.

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Employee performance management: policies and practices in multinational enterprises

Cited by 45 publications

References 1 publication

Leveraging Social Networking for Talent Management: An Exploratory Study of Indian Firms

Leveraging Social Networking for Talent Management: An Exploratory Study of Indian Firms

How Does Performance Management Affect Workers? Beyond Human Resource Management and Its Critique

Professional development through self‐directed expatriation: intentions and outcomes for young, educated Eastern Europeans

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