Regionalization Impact on Performance Management for Malaysian Multinational Companies
Operation offshore or regionalization is one of the key strategies by many Malaysian MNCs nowadays. The purpose is to expand their business and also establish a sustainable business model. This change in business direction introduces impacts to performance management framework. If these impacts are...
| Main Author: | |
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| Format: | Dissertation (University of Nottingham only) |
| Language: | English |
| Published: |
2015
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| Online Access: | https://eprints.nottingham.ac.uk/28939/ |
| _version_ | 1848793678402813952 |
|---|---|
| author | Tan, We Chang |
| author_facet | Tan, We Chang |
| author_sort | Tan, We Chang |
| building | Nottingham Research Data Repository |
| collection | Online Access |
| description | Operation offshore or regionalization is one of the key strategies by many Malaysian MNCs nowadays. The purpose is to expand their business and also establish a sustainable business model. This change in business direction introduces impacts to performance management framework. If these impacts are not properly handled, it may leads to business expansion failure. The current performance management framework will have to be enhanced such that the regional needs in the performance management are catered. The objective of this research is to identify the impacted areas in the current performance management framework and recommend necessary enhancements. Base on the research, there are 5 areas in the performance management framework impacted by operation offshore or regionalization, they are “Employee satisfaction and work-life balance”, “HR Development”, “Staff Recruitment and Retention”, Standardization” and “Culture and Perception”. It is essential to add in the regional elements into the above 5 impacted areas in order to ensure the organization continue with sustainable growth after regionalization. It is recommended for HR to assume the change agent responsibilities to transform the employees to transform from country specific operation model into regional model. Regional performance elements are recommended into the balance scorecard to ensure the interest of both local and regional stakeholders are catered. |
| first_indexed | 2025-11-14T19:04:07Z |
| format | Dissertation (University of Nottingham only) |
| id | nottingham-28939 |
| institution | University of Nottingham Malaysia Campus |
| institution_category | Local University |
| language | English |
| last_indexed | 2025-11-14T19:04:07Z |
| publishDate | 2015 |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | nottingham-289392017-12-31T19:40:18Z https://eprints.nottingham.ac.uk/28939/ Regionalization Impact on Performance Management for Malaysian Multinational Companies Tan, We Chang Operation offshore or regionalization is one of the key strategies by many Malaysian MNCs nowadays. The purpose is to expand their business and also establish a sustainable business model. This change in business direction introduces impacts to performance management framework. If these impacts are not properly handled, it may leads to business expansion failure. The current performance management framework will have to be enhanced such that the regional needs in the performance management are catered. The objective of this research is to identify the impacted areas in the current performance management framework and recommend necessary enhancements. Base on the research, there are 5 areas in the performance management framework impacted by operation offshore or regionalization, they are “Employee satisfaction and work-life balance”, “HR Development”, “Staff Recruitment and Retention”, Standardization” and “Culture and Perception”. It is essential to add in the regional elements into the above 5 impacted areas in order to ensure the organization continue with sustainable growth after regionalization. It is recommended for HR to assume the change agent responsibilities to transform the employees to transform from country specific operation model into regional model. Regional performance elements are recommended into the balance scorecard to ensure the interest of both local and regional stakeholders are catered. 2015 Dissertation (University of Nottingham only) NonPeerReviewed application/pdf en https://eprints.nottingham.ac.uk/28939/1/TanWeChang.pdf Tan, We Chang (2015) Regionalization Impact on Performance Management for Malaysian Multinational Companies. [Dissertation (University of Nottingham only)] |
| spellingShingle | Tan, We Chang Regionalization Impact on Performance Management for Malaysian Multinational Companies |
| title | Regionalization Impact on Performance Management for Malaysian Multinational Companies |
| title_full | Regionalization Impact on Performance Management for Malaysian Multinational Companies |
| title_fullStr | Regionalization Impact on Performance Management for Malaysian Multinational Companies |
| title_full_unstemmed | Regionalization Impact on Performance Management for Malaysian Multinational Companies |
| title_short | Regionalization Impact on Performance Management for Malaysian Multinational Companies |
| title_sort | regionalization impact on performance management for malaysian multinational companies |
| url | https://eprints.nottingham.ac.uk/28939/ |