The Impact of a multinational corporation's human resource structure and strategy on the international performance appraisal

Jane Maley

The Impact of a multinational corporation's human resource structure and strategy on the international performance appraisal

Jane Maley

Research output: Chapter in Book/Report/Conference proceeding › Conference proceeding contribution › peer-review

Abstract

This study addresses the impact of human resource management structural and strategic changes on performance appraisal of the managers of international subsidiaries. The benefits and limitations of various reporting structure and strategy and their influence on the appraisal of the subsidiary managers were investigated in a sector of the Australian healthcare industry using qualitative methodology. Evidence emerged from the study that managers working for subsidiaries in the earlier stages of evolution were unlikely to find that their appraisals served a useful purpose or were acceptable. The upshot of strategy and structure is that they may thwart the purpose of the performance appraisal of the subsidiary manager.

Original language	English
Title of host publication	23rd ANZAM Conference 2009
Subtitle of host publication	proceedings
Editors	Nicholas Beaumont
Publisher	Australian and New Zealand Academy of Management
Pages	1-17
Number of pages	17
ISBN (Print)	1863081577
Publication status	Published - 2009
Externally published	Yes
Event	Australian and New Zealand Academy of Management Conference (23rd : 2009) - Melbourne, Australia Duration: 1 Dec 2009 → 4 Dec 2009

Conference

Conference	Australian and New Zealand Academy of Management Conference (23rd : 2009)
Country/Territory	Australia
City	Melbourne
Period	1/12/09 → 4/12/09

Cite this

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title = "The Impact of a multinational corporation's human resource structure and strategy on the international performance appraisal",

abstract = "This study addresses the impact of human resource management structural and strategic changes on performance appraisal of the managers of international subsidiaries. The benefits and limitations of various reporting structure and strategy and their influence on the appraisal of the subsidiary managers were investigated in a sector of the Australian healthcare industry using qualitative methodology. Evidence emerged from the study that managers working for subsidiaries in the earlier stages of evolution were unlikely to find that their appraisals served a useful purpose or were acceptable. The upshot of strategy and structure is that they may thwart the purpose of the performance appraisal of the subsidiary manager.",

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year = "2009",

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editor = "Nicholas Beaumont",

booktitle = "23rd ANZAM Conference 2009",

publisher = "Australian and New Zealand Academy of Management",

address = "Australia",

note = "Australian and New Zealand Academy of Management Conference (23rd : 2009) ; Conference date: 01-12-2009 Through 04-12-2009",

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Maley, J 2009, The Impact of a multinational corporation's human resource structure and strategy on the international performance appraisal. in N Beaumont (ed.), 23rd ANZAM Conference 2009: proceedings. Australian and New Zealand Academy of Management, pp. 1-17, Australian and New Zealand Academy of Management Conference (23rd : 2009), Melbourne, Victoria, Australia, 1/12/09.

The Impact of a multinational corporation's human resource structure and strategy on the international performance appraisal. / Maley, Jane.
23rd ANZAM Conference 2009: proceedings. ed. / Nicholas Beaumont. Australian and New Zealand Academy of Management, 2009. p. 1-17.

Research output: Chapter in Book/Report/Conference proceeding › Conference proceeding contribution › peer-review

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AB - This study addresses the impact of human resource management structural and strategic changes on performance appraisal of the managers of international subsidiaries. The benefits and limitations of various reporting structure and strategy and their influence on the appraisal of the subsidiary managers were investigated in a sector of the Australian healthcare industry using qualitative methodology. Evidence emerged from the study that managers working for subsidiaries in the earlier stages of evolution were unlikely to find that their appraisals served a useful purpose or were acceptable. The upshot of strategy and structure is that they may thwart the purpose of the performance appraisal of the subsidiary manager.

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BT - 23rd ANZAM Conference 2009

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The Impact of a multinational corporation's human resource structure and strategy on the international performance appraisal

Abstract

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