Employment regulation and industrial relations systems in East Asia: China, Japan, and South Korea

Fang Lee Cooke, Katsuyuki Kubo, Byoung-Hoon Lee

Research output: Chapter in Book/Report/Conference proceedingChapter (Book)Researchpeer-review

Abstract

In order to understand performance management systems (PMS) in the unique context of Asia, this chapter describes how performance management operates in a global context. It discusses the reasons why multinational organizations need to tailor performance management practices to each country and its cultural context, rather than simply adopt global “best practices”. In the broadest perspective, performance management involves: assigning work; setting individual goals; monitoring outputs; providing feedback, as necessary; and evaluating individual performance. A number of reasons exist to explain why creating a culture of goal setting, performance monitoring, and feedback is easier said than done. In this connection, Murphy and DeNisi developed a comprehensive model that identified the following categories of factors as key components of performance management systems: distal factors; proximal factors; judgment factors; intervening factors; and distortion factors. The chapter describes three aspects of institutional variation: the political economy, the legal environment, and the industrial organization.

Original languageEnglish
Title of host publicationRoutledge Handbook of Human Resource Management in Asia
EditorsFang Lee Cook, Sunghoon Kim
Place of PublicationAbingdon UK
PublisherRoutledge
Chapter5
Pages87-108
Number of pages22
Edition1st
ISBN (Electronic)9781317422846, 9781315689005
ISBN (Print)9781138917477
DOIs
Publication statusPublished - 2018

Cite this