Managing employee performance: case studies in both developed and developing countries

The term of performance management has extensive understanding in theoretical field. As a systemic process for improving organisational performance, it has a significant role in developing both individual and team performance. Any organisation, public or private, profit or non-profit, will need some tools to manage their employees. Performance management, then, is regarded as continuous process and much wider, more comprehensive and natural process of management that clarifies mutual expectations and emphasizes managers’ roles to support it by acting as coaches and focuses on future outcomes. This book, therefore, provides some theoretical and empirical contributions which enrich academic literature focusing on performance management areas in both developed and developing countries. US, Australia, and Indonesia are countries elaborated here; represented by General Electric Company, Australian Public Service, Indonesian Public Service, and Bank Negara Indonesia (BNI) respectively. The analysis should help shed some light on this exciting performance management atmosphere and should be especially valuable to professionals and academicians in human resource management fields.