Question

You are the human resource manager for an international restaurant chain, named XYZ Co.Ltd., headquarter located in A country. Your company plans to expand into B country and intends to establish its first restaurant in B country by the end of 2018. The company intends to send a A country' manager to B country to oversee the establishment of the new restaurant. He will be responsible for overseeing the contruction and opening of the new restaurant, which will include hiring and training 3 store managers as well as approximately 30 local staff who will prepare and serve food.
Your task is to design a performance management (PM) system for this project. The PM system will need to:
1. What will the PM system need to do to specify evaluation processes for the expatriate manager, the local store managers and local staff?
2. Who will perform the evaluation?
3. How often the evaluation will be performed?
(about 2-3 pages for the answer please)

Answer 1

Performance Management Evaluations for expatriates should be done by a supervisor located in another country. In performance management deliberations with managers and the expatriates while contained by the high organizational levels would cover developmental and longer-term matters, like career planning. If there is a need, expatriates in positions would converse needs to their managers. Middle manager expatriates inside the company will also be assigned co-located supervisors in their host country and some will report to one or more supervisors at the head office. While store’s manager as well as local staff will report to the local manager or expatriate manager. Performance management aim should be recognized between the employee and the supervisor once the expatriate arrives in the host country. Goals may vary from very definite to fairly precise in addition of being qualitative and quantitatively measurable. Expatriate in the middle manager group must work under an incentive scheme. The relationship between PM goals and incentive objectives are not for all time as clear-cut as they are for the top management expatriates. This makes it challenging at times to differentiate between the expatriate’s personal performance and their achievement objectives. Consequently, the host country managers should decide how much the financial reward would be for the expatriate and together the store’s manager as well as local staff, and expatriate to develop a plan for the expatriate regarding future training that could be taken on location and long-term development within the company .Performance management evaluations for these employees should be officially conducted by the host country manager. Before the evaluation, if the expatriate reports to another supervisor in the home site, the host manager must also discuss the expatriate’s performance with that supervisor to gain feedback.

Employee performance evaluations may appear like a lot of work for very little payoff. HR department should spends hour-after-hour at least one month each year so as to make sure that managers turn in their employee performance evaluations on time. It's essential to reward employees who meet or surpass performance standards. By acknowledging their hand-outs, you are showing their value to the team, department and company, except you need some up to standard reputable basis for this reward. An effectual acknowledgment system is simple, appears fair and equitable to all involved. So, an employee performance evaluation gives employees who aren't meeting potential a baseline to learn how to get better in order to be viewed as successful in the future.

When to appraise program performance depends on quite a few interconnected considerations, such as:

• Phase of the program in its life cycle .Decisions to be informed by evaluative information throughout critical planning, budgeting, implementation, benefits reporting as well as communication cycles.
• whichever need to meet program evaluation requirements and expectations.

Idyllically, an by and large program-wide evaluation strategy and plan should be developed to map out designed evaluation activity over a multi-year time frame, so that information produced:

• is well-timed, without being so recurrent that not enough time passes to act on recommendations from the assessment,
• is in sync with the program's management and decision processes
• and complements other program data collection activities.

Deciding on when to assess program performance takes into account the interconnected considerations described above. In general, chosen program activities or the entire program must have some evaluation performed over a time period.

Presently, EERE's internal requirements for when to carry out evaluations include the following:

• Merit reviews of project proposals should be performed annually.
• EERE requires that underway peer reviews of project portfolios or whole programs be performed on average every two years.
• Stage Gate reviews should be performed on an as need basis which should be determined by when a project portfolio is projected to arrive at a critical gate in the stage gating process.