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.
|Title of host publication||23rd ANZAM Conference 2009|
|Subtitle of host publication||proceedings|
|Publisher||Australian and New Zealand Academy of Management|
|Number of pages||17|
|Publication status||Published - 2009|
|Event||Australian and New Zealand Academy of Management Conference (23rd : 2009) - Melbourne, Australia|
Duration: 1 Dec 2009 → 4 Dec 2009
|Conference||Australian and New Zealand Academy of Management Conference (23rd : 2009)|
|Period||1/12/09 → 4/12/09|
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 (pp. 1-17). Australian and New Zealand Academy of Management.