Abstract
Complications in executing performance appraisals have been commonly reported. In spite of this, little is known about the conduct of performance appraisals for host country managers. These managers are usually isolated from their manager and it could therefore be expected that they would experience difficulties in the conduct of their performance appraisal. This paper examines the extent, nature and limitations of performance appraisals and the subsequent impact that these issues may have on the psychological contract for host country managers in a sector of the healthcare industry in Australia. The study found that the performance appraisal process was influenced by the emphasis given to the bottom line and the relationship with the supervisor. Furthermore, the findings suggest that the host country manager’s experience of the appraisal often results in the manager perceiving a violation of their psychological contract with the company. The author argues that integrating the frames of performance appraisal and the psychological contract provides a more comprehensive understanding of the employee-employer relationship in an international setting.
Original language | English |
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Title of host publication | Proceedings of the 22nd ANZAM Conference |
Subtitle of host publication | managing in the Pacific century |
Place of Publication | Auckland, New Zealand |
Publisher | Promaco Conventions |
Pages | 1-18 |
Number of pages | 18 |
ISBN (Print) | 1863081488 |
Publication status | Published - 2008 |
Externally published | Yes |
Event | Australian and New Zealand Academy of Management Conference (22nd : 2008) - Auckland, New Zealand Duration: 2 Dec 2008 → 5 Dec 2008 |
Conference
Conference | Australian and New Zealand Academy of Management Conference (22nd : 2008) |
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Country/Territory | New Zealand |
City | Auckland |
Period | 2/12/08 → 5/12/08 |
Keywords
- performance appraisal
- psychological contract
- host country manager
- Australia