A comparison of surveys conducted into traditional and progressive performance appraisal
practices rated for current and future use. The study highlights the need to contextualize per-
formance management, particularly with regard to the provision of performance feedback and
whether to focus on the individual or the group.
- • Brewster, C. and Harris, H. (eds) (1999) International HRM: Contemporary Issues in
Europe.London: Routledge.
This text provides number of interesting articles from a European perspective that extend dis-
cussion of IHRM strategy and functions. - • Lowe, K., Milliman, J., De Cieri, H. and Dowling, P. (2002) ‘International compensation
practices: a ten-country comparative analysis’,Asia Pacific Journal of Human
Resources,40 (1): 55–78.
This is a special edition of the journal reporting the Best Practice in International HRM col-
laborative 10-country/regional analysis covering several IHRM functions, including compen-
sation and performance appraisal as well as convergence and divergence and the role of
HRM. - • O’Donnell, S. (1999) ‘Compensation design as a tool for implementing foreign sub-
sidiary strategy’,Management International Review, 39 (2): 149–165.
A detailed discussion and testing of agency theory in the context of international compensa-
tion. See also Roth and O’Donnell (1996).
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International Compensation and Performance Management 329