Performance management in Polish companies internationalizing their market activities

Abstract

Internationalization has become an integral part of organizations. This trend has no nationality. Predictions for the future indicate that internationalization will continue to grow, as companies from developing countries and emerging markets enter the global economy. Yet internationalization is just one trait characterizing contemporary organizations. Another is the tendency of successful organizations to build their competitive advantage using the unique features of human capital. The relationship between these two practices justifies the growing importance of managing human resources on an international scale. This paper aims to extend the knowledge of performance management practices as implemented by companies developing their international operations. This paper explores the importance of two issues. First, there continues to be a dearth of information on how to configure the performance management (PM) system during the transformation that accompanies internationalization in international human resource management literature. Second, in the area of international publications, there is a shortage of information dedicated to human resource management issues from developing countries, especially Poland -one of the fastest growing economies in the UE, ranked ninth among the top places in the world for outsourcing. As the direct investment activities of Poland are becoming more visible, especially in European Union countries, this paper focuses on an examination of these issues.

Employee performance management: charting the field from 1998 to 2018

“…The importance of cultural sensitivity concerning PM is apparent in many studies and the significance of cultural sensitivity when implementing PM practices across borders is an essential and dominant theme (i.e. Cooke and Huang, 2011;Buchelt, 2015;Kang and Shen, 2016). Thus, in response to the first research question, the analysis and our resultant discussion suggest that the literature is now centring on firm-level performance, albeit perhaps at the expense of an employee-level focus.…”

Exploring the antecedents of employee engagement

“…Performance management differs from traditional performance appraisal as mentioned by Buchelt (2015), as it considers "cause-and-effect chain in a work process" (p. 1968) and "the chain links in the performance management process are analyzed to identify their relationships and influence on situational circumstances" (p. 1968). Moreover, Buchelt (2015) also mentions performance management "should be based on employee motivation rather than management by command" (p. 1968) and lastly, that when performance management is perceived as a process, it "should strive toward the creation of an organizational culture" (p. 1968). Despite the importance of performance management, less than one third of employees perceive that their organization performance management system provides them with the required tools to improve this process (Pulakos, 2009).…”

“…As Haines and St-Onge (2012) pointed out, much of the research (Bernardin et al , 2000; Tziner et al , 2005) in performance management focuses on the role of performance management training. Performance management differs from traditional performance appraisal as mentioned by Buchelt (2015), as it considers “cause-and-effect chain in a work process” (p. 1968) and “the chain links in the performance management process are analyzed to identify their relationships and influence on situational circumstances” (p. 1968). Moreover, Buchelt (2015) also mentions performance management “should be based on employee motivation rather than management by command” (p. 1968) and lastly, that when performance management is perceived as a process, it “should strive toward the creation of an organizational culture” (p. 1968).…”

Performance appraisal and MNEs: The impact of different capitalist archetypes

“…Most extant work on comparative performance management, including the studies mentioned above, focuses as Claus and Hand (2009) note, on the minority of world countries characterized as Western, educated, industrialized, rich and developed (Henrich, Heine & Norenzayan, 2010) and ignores more peripheral varieties of European capitalism, and emerging markets. For example, Vo and Stanton (2011) study performance management practices in US and Japanese MNEs operating in Vietnam; Buchelt (2015) examines performance management in the context of Polish companies internationalizing their market activities; Dewettinck and van Djik (2013), Dewettinck and Vroonen (2017) focus on the Belgian context and Suutari and Tahvanainen (2002) on the Finnish one.…”