HRM-5011 v3

Festing, M., & Tekieli, M. (2021). Global alignment or localization? An empirical examination of global reward management in MNEs from a subsidiary perspective. International Journal of Human Resource Management, 32(3), 680–718.
This paper explores the complex nature of global reward management, arguing that it transcends the simple choice between standardization and localization. This study suggests that researchers and practitioners should distinguish between different reward practices and employee groups, including senior and middle management as well as operational staff. This approach contributes to a more nuanced understanding of global reward management strategies.

Nudurupati, S. S., Garengo, P., & Bititci, U. S. (2021). Impact of the changing business environment on performance measurement and management practices. International Journal of Production Economics, 232.
This article explores how current business trends are impacting performance management practices (PMM). The literature suggests that business trends are indeed affecting the way organizations are managed in general, but their effect on PMM is rarely investigated. Findings suggest that emerging technologies enable collaborative networks creating opportunities for co-creating value while, at the same time, fostering innovation.

Bader, A. K., Bader, B., Froese, F. J., & Sekiguchi, T. (2021). One way or another? An international comparison of expatriate performance management in multinational companies. Human Resource Management, 60(5), 737–752.
This paper explores the critical role of expatriate performance management (EPM) in multinational enterprises (MNEs), emphasizing its strategic importance due to the high costs and complexities of expatriate assignments. With EPM research still emerging, this study delves into the convergence/divergence debate within international human resource management. It examines and compares EPM strategies and practices across MNEs from three different country clusters—Anglo-Saxon, Germanic, and Japanese—to discern whether EPM practices tend to converge, diverge, or cross-verge (display characteristics of both).

Inchul Cho, & Payne, S. C. (2016). Other important questions: When, how, and why do cultural values influence performance management? Industrial & Organizational Psychology, 9(2), 343-350.
This article discusses the impact and influence of cultural values on employee performance management in the U.S. as of June 2016. Topics discussed include the importance of performance ratings due to opportunities for research and development, the need to consider cultural values as a factor to determine the success of multinational organizations, and the impact on cognitive and behavioral processes and functioning from a human resource perspective.

Butler, C. L., Minbaeva, D., Mäkelä, K., Maloney, M. M., Nardon, L., Paunova, M., & Zimmermann, A. (2018). Towards a strategic understanding of global teams and their HR implications: An expert dialogue. International Journal of Human Resource Management, 29(14), 2209–2229.
This article discusses the HRM implications of global teams for international organizations.

Abdin, F., Ismail, A., & Nor, A. M. (2019). Trust in supervisor as a mediator of the relationship between perceived interactional fairness in reward systems and organizational commitment. South East Asian Journal of Management, 13(2), 201-221.
This study was undertaken to extend the existing literature by examining the mediating effect of trust in supervisors in the relationship between perceived interactional fairness in reward systems and organizational commitment. The results reveal that the effect of perceived interactional fairness in reward systems on organizational commitment is mediated by trust in supervisors.