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Mary: Honestly, Tom, I have no complaints. The company and my job is everything I was led to believe. I enjoy working here. The staff are all very helpful. I like the team atmosphere, and my job is very challenging. I really feel appreciated and that Iím making a contribution. You have been very helpful and patient with me. You got me involved right from the start and listened to my opinions. You taught me a lot and Iím very grateful. All in all Iím happy being here. Tom: Great, Mary, I was hoping thatís the way you felt because from my vantage point, most of the people you worked with feel the same. But before I give you the qualitative side of the review, allow me to go through the quantitative appraisal first. As you know, the rankings go from 1 (lowest) to 5 (highest). Letís go down each category and Iíll explain my reasoning for each.
Tom starts with category one (Quantity of Work) and ends with category ten (Teamwork). In each of the categories, Tom has either given Mary a five or a four. Indeed, only two categories have a four and Tom explains these are normal areas for improvement for most employees.
Tom: As you can see, Mary, I was very happy with your perfor-
mance. You have received the highest rating I have ever given any of my subordinates. Your attitude, desire, and help are truly appreciated. The other people on the Costa Rican team gave you glowing reports and speaking with the plant manager, she felt that you helped her understand the reporting system better than anyone else. Since your performance has been stellar, Iím delighted to give you a 10 percent increase effective immediately! Mary: (mouth agape, and eyes wide) Tom, frankly Iím flabbergasted! I donít know what to say, but thank you very much. I hope I can continue to do as fine a job as I have this last year. Thanks once again.
After exchanging some departing remarks and some more thank yous, Mary left Tomís office with a smile from ear to ear. She was floating on air! Not only did she feel the performance review process was uplifting, but her review was outstanding and so was her raise. She knew from other employees that the company was only giving out a 5 percent average increase. She figured that if she got that, or perhaps 6 or 7, she would be happy. But to get 10 percent . . . wow!! Imagine . . .
Sue: Hi, Mary! Lost in thought? My, you look great. Looks like you got some great news. Whatís up?
Susan Stevens was a recent hire, working for Tom. She had graduated from Central University also, but a year after Mary. Sue had excelled while at Central, graduating in the top 1 percent of her class. She had laudatory letters of recommendations from her professors and was into many after school clubs and activities.
Mary: Oh, hi Sue! Sorry, but I was just thinking about Universal and the opportunities here.
Sue: Yes, it truly is . . .
Mary: Sue, I just came from my performance review and let me tell you, the process isnít that bad. As a matter of fact I found it quite rewarding, if you get my drift. I got a wonderful review, and canít wait till next yearís. What a great company!
Sue: You can say that again! I couldnít believe them hiring me right out of college at such a good salary. Between you and me Mary they started me at $45,000. Imagine that? Wow, was I impressed. I just couldnít believe
Amoco mangement believes that developing a global approach necessitates transformation in attitudes, organizational processes, and human-resource systems. Drivers of global mandates for change in HR practices are as follows:
Global competition: Competitors are increasingly outside the United
Source: This is an abridged version of a case appearing in the Field Guide of E. E. Kossek and S. Lobel, Managing Diversity: Human Resource Strategies for Transforming the Workplace (Oxford, England, Blackwell, 1996).
that they would . . . Where are you going, Mary? Mary? Whatís that you say ďIt isnít fairĒ? What do you mean? Mary? Mary . . .
1. Indicate Maryís attitudes before and after meeting Sue. If there was a change, why?
2. What do you think Mary will do now? Later?
3. What motivation theory applies best to this scenario? Explain.
States (British Petroleum, Royal Dutch Shell, ELF Acquitaine, BHP).
Major cash going overseas: Since most oil reserves and markets with most growth potential are now located overseas, operations will increasingly be done outside the United States.
Economic shift: The United States is no longer as dominant an economic base as it has been historically.
Global labor markets: A growing pool of talent will be hired beyond the U.S. labor market. There is also a need to manage cultural and politi-
cal constraints on travel, work permits, type of assignments, and labor market conditions.
Excessive cost of expatriations:
Because of the rising cost of expatriates, Amoco must use the talent of local nationals to a greater extent. Yet, in some countries after the costs of social programs are entered into the analysis, staffing local nationals is not always necessarily cheaper.