Are Standardized

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CMS 4,3

Are standardized executing judgement practices really preferred? A case study in China
Jie Chen and Derek Eldridge
Institute for Development Policy and Management, University of Manchester, Manchester, UK
Abstract
Purpose In spite of the increasing aw arness that standardized performance idea practices must ?t in varied local contexts, trammel research and mixed ?ndings still cloud our understanding approximately how those estimate practices are perceived and implemented in the subsidiaries of transnational corporations (MNCs). The purpose of this paper is to examine this issue, aiming to clarify the contextual and heathen boundary of standardized estimation practices in China. Design/ methodology/approach A case study was conducted in an MNC subordinate word located in Southern China. Organizational performance judgment documents were collected, and in-depth interviews were conducted.



Findings It has been found that the implementation of a Western standardized appraisal system was far from attaining an optimistic effect in a Chinese business setting: employees were nowhere near existence able to be involved in setting objectives and developmental plans; the appraisal system was not perceived be good enough due to the in?uence of a seniority-based rewards system; and managers hesitated to dish out ownership of performance reviews. Practical implications When designing and delivering standardized appraisal system to subsidiaries, foreign investors and global human resource practitioners are expected to be more context focused. Distinct heathenish values and norms in local contexts should be carefully interpreted into consideration. Originality/value The paper ?lls in the literature gap by providing an in-depth study of employees perceptions towards the actual implementation of a standardized performance appraisal system in an MNC subsidiary in China....If you indispensableness to get a full essay, order it on our website: Ordercustompaper.com



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