ULUSLARARASI İŞLETME

Reverse culture shock is a psychological phenomenon that can lead to feelings of fear, helplessness, irritability, and disorientation.

Performance appraisal is defined as an employee’s current and/or past performance relative to the predetermined performance standards (Dessler, 2017: 274). Performance management is an extension of performance appraisal (Lindholm, 2000: 45), which is “a process that enables the MNE to evaluate and continuously improve individual, subsidiary unit and corporate performance, against clearly defined, pre-set goals and targets” (Dowling, Festing, and Engle, 2013: 151). In a similar vein, international performance management is defined as, “a designed, implemented and evaluated intervention of an MNE for the purpose of managing the performance of its global workforce so that performance at the individual, team, or organizational level contributes to the attainment of strategic global objectives and results in overall MNE desired performance” (Briscoe et al., 2012: 344). The essential components of international performance management include job analysis, goals which are defined at the individual, subsidiary, and global levels, and performance appraisal (Dowling and Welch, 2004). Based on job analysis, employees’ job goals and standards are defined, and their performance related to these goals is assessed. Goals at individual level lead to the achievement of subsidiary goals which is linked to the goals of a multinational organization.

The criteria for performance appraisal are identified by Gregersen, Hite, and Black (1996) as, objective criteria, subjective criteria, and contextual criteria. Objective criteria (also defined as hard criteria) are about the quantifiable factors which can be directly measured based on tangible outcomes, such as market share, total revenues, and return on investment.

Industrial relations cover all aspects of employment relationships with particular attention to labor and management relations (Katz, 1988). Industrial relations is a broad concept encompassing many relations regarding the workplace. Kaufman (2008) classifies industrial relations under two distinct paradigms; the Original Paradigm and the Modern Paradigm. The Original Paradigm focuses on employment relations, and the Modern Paradigm focuses on unions and labor management relations. According to Dunlop (1958: 16), a national industrial relations system consists of four basic components (Figure 5.6), which are actors or parties (employees, employers, government), rules (both substantive and procedural resulting from mutual cooperation and oppositions between actors), an ideology (which binds separate actors one another), and the environmental context (as cited by Rahim, 2011: 66).