Developing global performance management processes

Jane Maley, Miriam Moeller

Research output: Chapter in Book/Report/Conference proceedingConference proceeding contributionpeer-review


This manuscript seeks to understand the formation of human resource (HR) management climate in multinational organizations as it is impacted by the introduction of a particular type of global
assignee, the global manager. We herein raise the question of and how existing global performance management processes must be modified to effectively influence global managers’ perceptions of HR effectiveness. We claim that the utilization of global managers creates a new, unique “climate” within multinational corporations which requires attention from HR management in terms of attracting, developing, and retaining qualified global managers. Using attribution theory as a theoretical cornerstone, we analyse the performance management process by focusing on the attributions global managers make and how these might specifically influence global HR management effectiveness. This
conceptual paper has highlighted an important theme and we hope that it will incite empirical investigation in this under researched area.
Original languageEnglish
Title of host publicationReshaping management for impact
Subtitle of host publicationProceedings of the 28th Australian and New Zealand Academy of Management Conference (ANZAM 2014)
Place of PublicationSydney
PublisherAustralian and New Zealand Academy of Management
Number of pages19
Publication statusPublished - 2014
Externally publishedYes
EventAustralian and New Zealand Academy of Management (ANZAM) Conference (28th : 2014) - Sydney, Australia
Duration: 3 Dec 20145 Dec 2014


ConferenceAustralian and New Zealand Academy of Management (ANZAM) Conference (28th : 2014)


  • Global manager
  • HRM climate strength
  • HRM effectiveness
  • performance management


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