Global Performance management

Global Performance management

Performance management can be defined as an organizational system that has stipulated all the aspects that appertain to employee performance. If it is executed in a global perspective, it gives rise to comprehensive performance management. Jane (2016), defines global performance management as the process that allows international companies to evaluate and consistently be checking individual employee and organization performance concerning stipulated guidelines.

The characteristics necessary to work effectively in the global market include excellent and effective communication. Communication is a crucial aspect when it comes to employee management and human relations management. This is because, if there is a good flow of ideas and queries among the employee to the management, they are able to provide essential information that may influence the decisions that can be made in the future and also tackle any issues that may crop up at any time. Boll (2019) outlines that effective communication also helps the employees to have a sense of job satisfaction because they have prior knowledge of what the organization expects from them and can then work hard in order to achieve the company’s goals and objectives.

Global strategic thinking is also another essential necessity to work effectively in the global market. This involves sourcing the best available manpower to work as staff and in other senior positions in the organization. This makes the company have the best skills available at their disposal and can lead to the overall success of the business. The company can also make the best plans on how they can tackle competition and the best target markets for their goods and services that may contribute to growth in their profits.

Sensitivity to cultural diversity is also another aspect that is an ineffective critical performance of a company in the global market. This is because the company is aware of the different culture around their different customers and human resources. They can then be able to develop different policies on how to manage the diverse human resources and also how they can provide goods and services to different markets.

The company should also be flexible and adjust to different market situations. The global market presents different and unpredictable situations that are particularly unique and unforeseeable. The business, therefore, should be flexible and be able to work in the different situations with the smoothest transition humanly possible that will not interfere with its day to day activities or cause anxiety and commotion among the employees.

Varying demographics impact the management of employee capabilities in a global perspective. These demographics include relational demography, institutional or workplace diversity and workgroup diversity. Riordon (2015) defines relational demography as the similarity that characterizes the extent to which the demographic attributes of employees seem to be similar to that of other employees in the group that he or she often interacts with. This quality impacts the management of employees because employees with similar demographics tend to want to work together, and as a result, during the formation of workgroups and committees, this aspect has to be considered. Kurowski (2013) explains that this aspect is essential and should be considered in the management of employees. This is because, if employees are put to work together with other employees who seem to have similar characteristics as them, they get a sense of belonging and can them work harder and become more innovative.

Institutional diversity involves the unique demographic differences among the various employees in an organization. This is also essential because the different aspects of people should be considered. If excellent and favourable policies that are accommodative to all employees are put in place, it makes the good workplace place where employees from all walks of life to feel at home and helps in the management of employee capabilities.

Employee relations strategies that ensure that biases are eliminated include: adopting of favourable and conducive workplace cultures. Klein (2019) explains that this makes the employees to feel welcome and have a sense of belonging in the organization. Proper communication among the employees is also a critical strategy that ensures that employee bias is eliminated. All the team members should also be involved in any activities. This ensures that all the staff are brought on board and participate in the activities of the organization. Staff recognition and fair promotion of employees also helps in building a good work environment among employees and motivate them to work harder in order to achieve their objectives and creates a competitive spirit in the organization.

There are various challenges in direct and indirect communication channels. Some of the difficulties of direct communication include: the message could hurt the recipient. Due to the untamed nature of direct communication, the person giving the information can end up saying things that are bad and abusive to the other person, and this can lead to the rise of conflicts in the organization. Kramer (2005) outlines that direct communication can also lead to misinterpretation of information being communicated because the degree to which the data can be interpreted depends on the communication skills of the person disseminating the information and also the ability of the people that are getting the information to interpret it.

The other challenge in direct communication is that there is no basis for reference. This is because once the sender of the information has said it from their mouth, they cannot be held accountable for what they said because there are no physical or written documents that can be referenced in case anything wrong happens in the future as a result of what was communicated earlier on.

Indirect communication channels have challenges such as the messages could be distorted. Because the information passes through an intermediary before it reaches the recipient, the data can get changed along the way through this process. Rodger (2008) states that another challenge of indirect communication is that it is time-consuming and tiresome. This is because the message takes a lot of time because it has to pass through a third party who is then tasked with the responsibility of passing on that message.