Essays on Performance Based Reward and National Culture Case Study

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The paper "Performance Based Reward and National Culture" is a wonderful example of a case study on human resources. As companies strive for improved corporate performance, human resource practices and techniques are increasingly becoming performance-oriented. Organizations are leaning towards practices that reward employee performance, effort, and input and celebrate star performers (Chen, 1995). Cultural aspects of a workforce that affect or influence the success of a reward system have shifted over time, leading to the need to critically scrutinize the existing attitudes among employees towards an organization’ s system. This report analyzes the article; “ Performance Based Reward and National Culture: An Empirical Evidence from Indian Culture” and recommends approaches that ensure fair performance reward practices in an organization. IntroductionHuman Resource practices have a significant impact on how productive employees are.

Organizations have realized the need to carefully analyze the Human Resource techniques they intend to use, to determine their appropriateness and likelihood of success (Chen, 1995). Of significance are reward systems that are put in place by an organization. These are intended to motivate employees and also assist the organization to achieve its performance goals.

Implementing an appropriate reward system for a particular organization is crucial, and has a lot of bearing on the performance of a company (Yunxia, 2007). Assessing and rewarding employees’ effortsCompanies are often plagued with the dilemma of what principles to employ when evaluating their employees’ performance. They face the same dilemma when distributing rewards for performance, such as promotions, pay raises, bonuses, and other forms of rewards. As stated above, the appropriateness of a reward system or scheme has a significant bearing on the motivation and performance of employees, as well as the realization of the company’ s goals and objectives (Yunxia, 2007). Performance-based reward systems are widely used in today’ s labor market.

Muduli (2011) describes a performance reward system as one under which an employee’ s compensation is based on his/her performance at a specific time. An employee whose performance is rated highly gets a bigger share of the available rewards, while one with a lower-ranking gets a proportionately smaller share of the spoils.

References

Bourguignon, A. (2004). Performance Management and Management Control: Evaluated

Managers’ Point of View. European Accounting Review. 13(4), 659-684.

Chen, C. (1995). New Trends in Rewards Allocation Preferences: A SINO-US Comparison.

Academy of Management Journal. 38(2), 408-428.

Glykas, M. (2011). Effort Based Performance Measurement in Business Process Management.

Knowledge and Process Management. 18(1), 10-13.

Milikic, B. & Janicijevic, N. (2009). Cultural Divergence and Performance Evaluation Systems:

A Comparative Study of Three Serbian Companies. Economic Annals. 54(180), 40-55.

Muduli, A. (2011). Performance Based Reward and National Culture: An Empirical Evidence

from Indian Culture. Synergy. 9(1), 1-13.

Stefanescu, L., Constantinescu, L. & Bogdanoiu, C. (2009). The Impact of Reengineering Upon

Performance Management. International Journal of Performance Management. 1(3), 14-27.

Yunxia, Z. (2007). What Drives Differences In Reward Allocation Principles Across Countries

and Organizations. Academy of Management Perspectives. 21(3), 90-92.

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