nokia never die
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Analysis Case Study: Nokia tTRANSCRIPT
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Microsoft has completed its purchase of Nokia's mobile phone business for 5.44bn euros…
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CASE 12.1 Nokia Tackles Expatriate Performance Management
• WEILONG WANG-14393574• ZIYUE OYANG-14462377 • ZHE ZHANG-14330937
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Content
Background
Question 1
Question 2
Question 3
Conclusion
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Background
1200
Expatriates
5
Categories
Top Manager
Middle Manager
Business Establishers
Customer Project Employees
R&D Project Personnel
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1. Is there or can there be such a thing as a standardized, globalized, performance
management system? Why or why not?
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Standardized Performance System
Review
Customer Project
Employees
R&D Project Person
nel
Business Establish
er
Middle Manag
er
Top Manag
er
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It is hard for the company to come up with standardized performance management system for all the expatriates in different level.
It is possible to come up with standardized performance management system for expatriates who are at the same level in the company.
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Globalized Performance System
The company being implemented in more than one country
Salient features of the markets that are served by the company
Three markets : the United States of America, Cambodia, and Kenya Customize the performance management system
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It is hard to come up with a standardized, globalized performance management system
Would be applicable is a regional performance management system with standard measurements for expatriates in the same level
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2. What would you recommend to Nokia relative to
implementing their performance management system?
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Coming up with regional performance management systems
Ensuring that the independence that is enjoyed by middle and top managers is not misused and/ or compromise quality of performance
Implementing the Performance management system alongside remuneration policies
Ensuring that the contracts done with the expatriates are long term and that any breach would attract damages
Tasking an external body with the management of performance management system
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Coming Up with Regional Performance Management Systems
The company should come up with systems that measure the
performance of the human resource along the regions that
the company has already created
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Ensuring the Independence is Enjoyed by Middle and Top Managers is Not Misused and/ or
Compromise Quality of Performance
This would create a chain of performance management
where the system will become internally audited
almost automatically
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Implementing the Performance Management System Alongside Remuneration Policies
This ensures that the motive of the human resource towards
performance is not supervision but the reward of the labor that
is set before.
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Ensuring the Contracts Done with the Expatriates are Long-Term and Any Breach would
Attract Damages
Tagging the contract on performance is critical in
ensuring that the system is self motivated.
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Tasking an External Body with the Management of Performance Management
System
To ensure that the system is efficient, it is important to
appoint an external professional body which is not interested in the company in
measuring the performance of the human resource.
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3. What cultural values seems to accommodate or reject traditional performance
evaluation system?
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Traditional Performance Evaluation Systems• Coming up with role & mission statement• Ensuring that there are strategic goals/strategic
plan• Definite results • Indicators • Individual employee objectives• Performance standards for each objective• Employee action plan• Periodic measurement and assessment of status of
each objective/standard• Coaching/training to remediate deficits• Some form of evaluation or assessment done
formally
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Ethical Issues that Dissuade Management From Using the Traditional Evaluation MethodsTeam-Work: there was less regard for teamwork in the traditional evaluation methods. This is against the modern performance evaluation which insists on developing the company as a single unit
Separation of objectives: since the company is working as a unit, the objectives should be implemented as a single policy
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References list Engle, Allen D, Peter J. Dowing, and Marion Festing. 2008. “State of
Origin: Research in Global Performance Management, A Proposed Research Domain and Emerging Implications.” European Journal of International Management 2(2): 153-167. doi:10.1504/EJIM.2008.017759
Chen, Jie. 2010. “Are ‘Standardized Performance Appraisal Practices’ Really Preferred? A case Study in China.” Chinese Management Studies 4(3): 244-257. doi: 10.1108/17506141011074138
CIPD. 2014. Performance Management: An Overview. Accessed April 28, http://www.cipd.co.uk/hr-resources/factsheets/performance-management-overview.aspx
Llarena, Ed. 2014. Traditional Performance Management - The Theory. Accessed April 28, http://www.citehr.com/470-traditional-performance-management-theory.html
Oberoi, Megga, and Paresh, Rajgarhia. 2013. What Your Performance Management System Needs Most. Access April 26, http://businessjournal.gallup.com/content/161546/performance-management-system-needs.aspx