ABSTRACT
This chapter talks about a story of three graduates, Don, Annette and Rob, entering the human resources field, encounter and deal with workforce management challenges and issues and developing their own professional competence through experience. The overall project management model would be the basis for determining overall incentive awards, and performance criteria and standards would be developed for each segment. Staff participating in each segment would be eligible for awards based on segment performance, which would make the award potential proportionate to each person's participation in the overall project. Annette reviewed some of the research on country differences with her peers, the cultural dimensions that had been found to have the most impact on how people responded to different types of performance management systems and to different direct compensation programs. The most impactful factors on performance and rewards management will be the individualistic versus collectivist, the internal versus external control and the equality versus hierarchy dimensions.
