Global performance management systems: the role of trust as perceived by country managers

Maley, Jane F. and Moeller, Miriam (2012) Global performance management systems: the role of trust as perceived by country managers. Journal of Business Research, 67 1: 2803-2810. doi:10.1016/j.jbusres.2012.08.003

Attached Files (Some files may be inaccessible until you login with your UQ eSpace credentials)
Name Description MIMEType Size Downloads

Author Maley, Jane F.
Moeller, Miriam
Title Global performance management systems: the role of trust as perceived by country managers
Journal name Journal of Business Research   Check publisher's open access policy
ISSN 0148-2963
1873-7978
Publication date 2012-08-27
Year available 2012
Sub-type Article (original research)
DOI 10.1016/j.jbusres.2012.08.003
Open Access Status
Volume 67
Issue 1
Start page 2803
End page 2810
Total pages 8
Place of publication New York, United States
Publisher Elsevier
Collection year 2013
Language eng
Abstract This study focuses on a critical mechanism of the international human resource management process: performance management. The study specifically explores how the process of global performance management is perceived by the country managers of multinational corporations' subsidiaries in Australia. The study reveals that a multinational corporation's systemic demand for short-term profit has the potential for inhibiting employee–supervisor relationships and perceived effectiveness of performance management appears to be dependent on the relationship and level of trust between the country manager and her/his supervisor. On the basis of the research findings, relational communication and psychosocial factors such as trust play an important role in the functioning of a countrymanager vis-à-vis their perceptions of the performance management process. The study suggests that, with the current approach to global performance management for country managers, despite the expense involved in the process, many of the potential benefits may not be realized. Social exchange theory is proposed as the foundation for developing more effective and fluent global relationships based on trust.
Keyword Multinational corporation
Country manager
Global performance management
Trust
Q-Index Code C1
Q-Index Status Confirmed Code
Institutional Status UQ
Additional Notes Available online 27 August 2012.

Document type: Journal Article
Sub-type: Article (original research)
Collections: Official 2013 Collection
UQ Business School Publications
 
Versions
Version Filter Type
Citation counts: TR Web of Science Citation Count  Cited 3 times in Thomson Reuters Web of Science Article | Citations
Scopus Citation Count Cited 4 times in Scopus Article | Citations
Google Scholar Search Google Scholar
Created: Thu, 21 Feb 2013, 12:13:12 EST by Karen Morgan on behalf of UQ Business School