In 1996, for example, about 17% of US establishments had self-managed teams, 49% in formal meetings and 25% in job rotation. Perhaps the most representative example for the US is Black and Lynch (2001, 2004) who collected information from a survey backed by the US Department of Labor (used also by Capelli and Neumark, 2001). ![]() ![]() In the cross section there are a number of surveys, with different sampling bases, response rates and questions making them hard to compare. Turning to more general forms of HRM than pay, like self-managed teams, performance feedback, job rotation, regular meetings, and training it becomes rather harder to summarize the existing information. Nicholas Bloom, John Van Reenen, in Handbook of Labor Economics, 2011 Other HRM practices Negative feedback is only received indirectly when production lines/departments are sometimes forced to downgrade some employees’ performance ratings as instructed by the company’s performance appraisal committee. With few exceptions, performance appraisal meetings are usually considered a formality. Further, the current state sector’s employment system, which favours long-time employment, makes it very difficult for managers to dismiss these employees. Interviewed managers revealed that they are hesitant to criticise chronic low performers as it would do more harm than good to their work units and harm the harmonious working environment. working attitude needs to be improved, performance can be enhanced), where more detailed feedback is preferably given in informal talks in some private place out of the working hours. Negative feedback and areas for improvement are normally provided and recorded in vague terms only (e.g. However, Vietnamese employees have a non-confrontational style of communication, as they try to minimise the loss of face and preserve harmonious relations. As mentioned above, SOEs exercised ‘democratic’ voicing of opinions in performance appraisals, where opinions from all employees working in the same department or production line are gathered in order to achieve a ‘democratic’ evaluation of an employee’s performance. The exchange of formal performance feedback is an imperative element of the PM system. Chris Rowley, Wes Harry, in Managing People Globally, 2011 Providing feedback
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