From 1998, Lafarge tried to integrate the performance management system (PMS), workforce personal development plan with the other elements such as recruitment, selection, training, and compensation of the Lafarge Human Resources system.
Through adopting and implementing PMS, Lafarge shifted from a 180-degree to a 360-degree performance appraisal system for key positions at all managerial cadres (Gooderham & Nordhaug, 2003). Furthermore, departmental and individual performance is stipulated and reviewed according to the set objectives. However, despite the system working so well, some Chinese employees and managers think that Performance Management System is an American concept which requires more training and awareness.
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