PERFORMANCE MANAGEMENT IN POLISH COMPANIES.

Running head: PERFORMANCE MANAGEMENT IN POLISH COMPANIES
Performance Management in Polish Companies Internationalizing their Market Activities
Name of the University:
Name of the Student:
Authors Note:

1PERFORMANCE MANAGEMENT IN POLISH COMPANIES
Abstract
Human Resource Management (HRM) is deemed to make exceptional contributions to the
unchangeable state of the contemporary business surrounding along with the competitive
business surrounding. This is for the reason that it is evolving in a fast manner and facilitates the
business surrounding that makes the successful workplace management focussed on diversity is a
possibility among several other advantages. The findings revealed that the selected companies of
the Poland not just developed effective HRM strategies but along with that they also elaborated
the formal procedures followed within their organisations related with the performance
appraisals. The selected companies of Poland also considered analysing the employee appraisal
approaches in a comprehensive and the holistic manner. Based on the findings Polish companies
are recommended to implement performance management approaches such as yearly
performance reviews in the form of annual appraisals that is aligned with personal development
plan of employees along with the objectives of Polish companies internationalisation activates.

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Acknowledgement
I would like to express the deepest appreciation to my committee chair Professor, who has the
attitude and the substance of a genius: he continually and convincingly conveyed a spirit of
adventure in regard to research and scholarship and an excitement in regard to teaching. Without
his guidance and persistent help, this dissertation would not have been possible.

3PERFORMANCE MANAGEMENT IN POLISH COMPANIES
Table of Contents
Chapter 1: Introduction....................................................................................................................5
1.1. Research Background.......................................................................................................5
1.2. Research Problem and Significance..................................................................................5
1.3. Research Aim and Objectives...............................................................................................7
1.4. Research Questions...............................................................................................................7
Chapter 2: Literature Review...........................................................................................................8
2.1. Introduction...........................................................................................................................8
2.2. Concept of Performance Management.................................................................................9
2.3. Performance Management Approaches..............................................................................10
2.4. Performance ManagementApproaches Used by Polish Companies Aligned with
International Market..................................................................................................................16
2.5. Research Gap......................................................................................................................19
2.6. Conceptual Framework.......................................................................................................20
2.7. Summary.............................................................................................................................22
Chapter 3: Research Methodology................................................................................................23
3.1. Research Techniques: Quantitative and Qualitative...........................................................23
3.2. ResearchValidity and Reliability........................................................................................25
3.3. Research Methods...............................................................................................................26
3.4. Sampling Techniques and Questionnaire Design...............................................................27

4PERFORMANCE MANAGEMENT IN POLISH COMPANIES
3.5. Research Philosophy...........................................................................................................28
3.6. Research Approach.............................................................................................................29
3.7. Research Analysis...............................................................................................................29
Chapter 4: Data Analysis and Discussion......................................................................................30
4.1. Data Analysis Results.........................................................................................................30
4.2. Discussion...........................................................................................................................72
Chapter 5: Conclusion and Recommendations..............................................................................74
5.1. Conclusion..........................................................................................................................74
5.2. Recommendations...............................................................................................................77
References......................................................................................................................................79
Appendices....................................................................................................................................86

5PERFORMANCE MANAGEMENT IN POLISH COMPANIES
Chapter 1: Introduction
1.1. Research Background
Research in the field of HRM has facilitated the HR practitioners to remain aligned with the
recent changes taking place in the business surroundings. Research has also enabled analysing
the changes with consideration to the human resource management in the digitised and
diversified work environment. The human resource management field has also focussed on
attaining such objective with implementing suitable research methodologies that area
implemented within the current study field. In the recent years, there are have been several
approaches for consolidating the traditional individualistic along with management paradigm
explained within the HRM researches. Albrecht et al. (2015) also emphasised on the fact that it is
important for HRM field to implement research that is quite sensitive to the cultural and the
institutional contexts. This is for the reason that it is considered equally vital for the scholars, HR
practitioners and researchers to get involved in research that centres on the forma and the
informal relationship between the employees, supervisors and the HR managers. All such factors
are also evidently taken into account in the article for exploration.
1.2. Research Problem and Significance
Human Resource Management (HRM) is deemed to make exceptional contributions to the
unchangeable state of the contemporary business surrounding along with the competitive
business surrounding. This is for the reason that it is evolving in a fast manner and facilitates the
business surrounding that makes the successful workplace management focussed on diversity is a
possibility among several other advantages (Amores-Salvadó, Martin-de Castro and Navas-
López 2015). The Human Resource practitioners all through the world are observed to be

6PERFORMANCE MANAGEMENT IN POLISH COMPANIES
involved in two major roles related with the strategy axis, operations, process and people. For the
reason that the HRM operations within the two major areas include the major roles under
administrative expert, change agent, strategic partner and the employee champion. In order to
remain involved within the roles in an effective and proactive manner it has turned out to be
important for the practitioners to get involved in the research carried under the HRM study field
(Arnaboldi, Lapsley and Steccolini 2015). This is for the reason that through research the
practitioners are able to explore and understand operations and suitable strategies that operate
successfully in comparison to the ones that do not. In addition, it is through research that the
proactive of performance management has evolved in its current form of affecting employee
performance. This is important as the business environment has considerably evolved by means
of high technological advancements. For instance, in the current years there is a steady increase
in the number of people that work remotely through attaining support from availability to the
internet access, connectivity along with the business related software and applications
(Audenaert et al. 2016).
Considering such research problem, the current research has the significance of analysing
the research techniques that has been employed within the HR related academic study journal
article. More specifically, the research will also have the significance of analysing the techniques
and approaches employed within the article ‘Performance management in Polish companies
internationalizing their market activities’ that is a journal research article published in 2015 and
written by Buchelt, Beata within the International Journal of Human Resource Management.
Certain different techniques and approaches employed within the article was also revaluated in
this paper, where based on the article investigation was carried out n the accuracy and objectivity
of the research (Behzadi and Niasati 2015). This is also in accordance with the impact n the

7PERFORMANCE MANAGEMENT IN POLISH COMPANIES
findings quality. The research has also considered analyzing the ethical issues regarding the
study conducted by the researcher.
1.3. Research Aim and Objectives
The aim of the current research is to analyse the performance management approaches
employed within the article of ‘Performance management in Polish companies internationalizing
their market activities’ in conformance with the international market performance approaches.
The research objectives that are to be addressed through accomplishing the current
exploration are indicated below:
 To analyze the ways in which the performance management approaches aligned with
effective HRM activates in companies facilitates internationalization of their activities
 To evaluate the ways in which the Polish companies internationalize their business
conducts using a comprehensive and a holistic approach for employee appraisal in
comparison to ones operating within the domestic market
 To evaluate whether the Polish companies focus more on the performance measurement
process than the results
 To offer suitable recommendations to Polish companies in developing better performance
management approaches in conformance with international approaches of market
performance
1.4. Research Questions
The research questions that are to be answered through accomplishment of the current
exploration on performance management in Polish companies are indicated below:

8PERFORMANCE MANAGEMENT IN POLISH COMPANIES
 In what ways does the performance management approaches aligned with effective HRM
activates in companies facilitates internationalization of their activities?
 Do the Polish companies that internationalize their business conducts employ a
comprehensive and a holistic approach for employee appraisal in comparison to ones
operating within the domestic market?
 Do the Polish companies focus more on the performance measurement process than the
results?
 What are the recommendations offered to the Polish companies in developing better
performance management approaches in conformance with international approaches of
market performance?
Chapter 2: Literature Review
2.1. Introduction
Systematic review of “International Human Resource Management (IHRM)” conducted
by Martin-Sardesai and Guthrie (2018) indicated that the term “performance management” is an
old concept that has several co graduations and commonalities. These researchers have also
identified a link between the HRM approaches and organizational performance that can serve as
a complex approach to employee performance measurement referred as performance
management. May, Barletta, Stahl and Taisch (2015) stated that the relationship between the
HRM and organisational performance is investigated and gathered that HR related activities and
its ability to support the organisations in attainment of their strategic goals. These researchers
have also carried out investigation on the relationship between high-involvement HRM practices
and several measures related with company performance that includes turnover, financial

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performance and productivity. Previous empirical researchers have elucidated that there is a
positive link between high-involvement HR practices and organisational performance that
confirms the relationship between the recruitment, compensation and HR development practices
and companies financial performance. Mone and London (2018) identified the financial
dimension of link between the compensation, employee appraisal, training and highly
sophisticated staffing practices and performance. Through evaluating such relationships previous
researchers found that the relationship between the HRM practices and organisational
performance not just exposes commonalities but also several contradictions.
2.2. Concept of Performance Management
Morlock and Meier (2015) defined performance management as the process of generating
a workplace environment or setting within which consumers are enabled to perform at the best of
their capabilities. Performance management serves as a whole work system that takes place when
a job is explained as needed in the companies. These researchers also indicated that performance
management process serves as an ongoing communication process between a supervisor and the
employee that takes place all through the year in support if accomplishing the companies’
strategic objectives. The process of communication based the performance management system
that includes clarifying expectations, recognising goals, setting objectives, offering feedback
along with reviewing results. Naser and Al Shobaki (2016) indicated that performance
management serves as an effective process in ensuring the employee performance cycle. In
consideration to such results it is also gathered that overseeing performance and offering
feedback is not deemed as an isolated event focussed on an annual performance review. This
process also is realised as an ongoing process acting as a cycle in analysing the performance of
the employees in companies. Noe, Hollenbeck, Gerhart and Wright (2017) added that in the

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performance management approach, review of employees overall expectations are carried out
that considers collaborating with the performance objectives development. Focussed on this
review the individual development goals are also updated that efficiently directs efforts of
employees towards attaining specific results for supporting employee success and organisational
excellence. Next step in the performance management process followed in the companies include
discussing the goals and objectives all through the year during the checking meetings
(Nudurupati, Tebboune and Hardman 2016). This also serves as a framework in making sure that
the employees attain exceptional performance results with the support of coaching and mutual
feedback. At the commencement of the performance period, companies consider reviewing
employees performance against the expected business goals along with the behaviours
demonstrated in attainment of such objectives by the staff. According to research carried out by
Qrunfleh and Tarafdar (2015) it has been revealed that performance management followed in
organisations is a broad concept that eliminates the requirement of employee reviews,
performance appraisals along with employee evaluations. These researchers also explained the
performance management concept as a measuring tool employed on almost all companies in
order to measure goals and improvements through exceptional performance of employees in the
workplace. In addition, this process considers development of effective recognition and
compensation systems that rewards employees for their exceptional contributions to towards
attainment of organisational goals.
2.3. Performance Management Approaches
According to views presented by Reiche et al. (2016) in the article it is revealed that
measuring employed performance is the vital part of organisation management. Business owners
of Poland are likely to measure employee performance through evaluating the contribution made

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by employees in supporting companies’ growth and market internationalisation activities.
Moreover, these researchers have also elaborated that employee performance is conveyed to
them at the time of their appraisal within the company. In addition, Rosemann and vom Brocke
(2015) stated performance appraisal as the employee evaluation in offering them with valuable
feedback along with ensuring positive impact on their future performance. Employee
performance in the companies are deemed to be based on certain factors including work profile,
conductive workplace environment, bonus system, compensation, company policies, technology
as well as job satisfaction. Certain other performance measurement approaches that are
employed in the article are indicated below:
a) Specialist-guided instructions- Shields et al. (2015) revealed that in this performance
management approach the organisation ensures that all the employees as the individuals
and the group members in enhancing organisational efficiency in attainment f the
companies’ mission and goals. These researchers also indicated that performance
management is conducted manual involves labour intenseness work and these specialist-
guidance to the employees offers specific feedback on the better manner in which
company objectives are met and the areas where improvement is required.
b) Job rotation among subsidiaries and headquarters- Singh and Twalo (2015) indicated
that job rotation performance management approach facilitates in enhancing employee
performance through increasing their motivating and employee interest level. This
approach results in multiple skills development that also necessaries more employee
training. In this performance management the companies shift employees between two or
more job roles such as subsidiaries and headquarters on a regular basis for making them
attain knowledge regarding all vertical levels in the organisation.

12PERFORMANCE MANAGEMENT IN POLISH COMPANIES
c) Coaching- Stone, Deadrick, Lukaszewski and Johnson (2015) revealed that coaching
serves as a new direction for the performance management of the employees and this
approach serves as an ideal process in managing performance. This can further facilitate
in effectively motivating and supporting the employees in contributing towards the
attainment of objectives and goals of the companies. Moreover, coaching serves as a
continuous process which motivates the maintenance of coaching and on-going
communicating between the employees and the manager.
d) Mentoring- Suit and Yourcheck, Red Hat Inc (2015) stated that mentoring results in
ensuring success of the employees in attainment of the organisational objectives for
internationalisation through improving performance, increasing confidence along with
facilitating employees in addressing their own strengths and weaknesses. Mentoring
programs facilitates the employees to realise that the organisation values them and have a
great contribution in their personal development that results in increased productivity
along with decrease in employee turnover.
e) Practical on-the-job training- Tantardini and Kroll (2015) explained that the practical
on-job training programs are useful for the companies where the employees are carrying
out businesses here the employees are carrying out repetitive tasks like he industrial job.
In this situation in the company conduct this training that is designed to offer planned
along with practical instruction on conducting the tasks in the company. On-job practical
training also facilitates the employees in carrying out the task based work through
suitable implementation of the theoretical and the practice aspects.
f) Case studies- Van Dooren and Van de Walle (2016) stated that this training method that
offers descriptive situations that persuades trainees to make effective decisions. This

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serves as an effective training tool, the case study method can be employed to develop
effective decision making skills, improve team spirit, and ensure better communication
along with developing interpersonal skills to develop the analytical skills of the
employees. The case study training serves as an effective performance management
method that offers descriptive situations for the trainees so that they can develop
innovative ideas in managing a situation or solve a specific issue.
g) Lectures- Van Dooren and Halligan (2015) explained in the article that lecture based
performance management method is the oldest technique of training that is employed to
develop an understanding of a topic or impact attitudes and behaviour of employees
through the lecture method. In addition, it has also been gathered from analysis of the
article that there are several methods of lecture based training that includes instructor-led
classroom training, interactive methods, hands-on training, video, computer based along
with e-learning based training are also employed in the companies as effective
performance management approaches. Venkatraman and Sheikh, Intel Corp (2016) also
added that effective training style has also been employed by the modern employers these
days and based on that a research has revealed 77% of the international companies offer
some type of online training as a professional developmental tool.
h) Presentations- Venkatraman and Sheikh (2016) indicated in the article that presentation
method of training is employed as performance management approach in the companies
in the form of speech and video presentation. In order to encourage effective employee
training, step-by-step presentation of the information must be considered in a better
manner. Such performance management techniques used in the companies is carried out

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in the form of smaller conference through offering them suitable information along with
keeping the information regarding organisational goals or aspects in a simple form.
i) Group work- Waddock and Bodwell (2017) elucidated that in attaining the objective of
effective performance management in the companies, group work training method is
considered efficient. Team building is encouraged among employees through group work
training that also focussed on providing necessary skills, training along with resources
that are needed by the employees so that they can perform in harmony towards attaining
organisational goals. Walston and Diggs, SiliconSystems Inc (2015) also added that for
this performance measurement technique to be highly efficient, it must serve as a
continuous process embedded within the team along with company culture.
j) Simulations (role playing)- Wu et al. (2015) revealed that role playing performance
management training technique serves as a simulation in which each of the participants is
offered a role to play. In this performance management technique, the companies
facilitate the participants to understand their own role descriptions and based on that they
act out their roles through interacting with each other. It has also been revealed that role
playing training technique facilitates the learners to assume the tasks or role related with
a job through stimulating or practicing real working conditions. This can facilitate in
improving or developing necessary skills for carrying out tasks for a specific position.
k) Post-graduate studies- Yawar and Seuring (2017) revealed that post graduate studies
based training are necessary for the companies in maintaining effective performance
management that can facilitate in developing effective creative and understanding of
goals related skills among employees that can encourage employee creativity. In addition
this training technique is also useful through implementation of methods such as project

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works, group decision, presentation and seminars along with conducting critical debaters’
in common organisational goals.
l) E-learning- Walston and Diggs, SiliconSystems Inc (2015) elucidated in the article that
e-learning training process used in the companies’ fir ensuring better performance
management of employees includes using better electronic technologies for accessing
educational courses outside the organisational surroundings. Moreover, it has also been
gathered that there are several types of e-learning prices that are used by the companies in
their performance management. Moreover, performance management through e-learning
can be instructor led, facilitated along with learner led. In ensuring effective performance
management e-learning technique offers an effective manner in which the employers
offer necessary tools and skills in enhancing employee performance.
m) Blended learning- Walston and Diggs, SiliconSystems Inc (2015) stated that blended
learning acts as a term that is effectively employed in explaining the manner in which e-
learning that is combined with the methods of traditional classroom methods along with
serving as an independent study for generating a new along with hybrid teaching
methodology. This training technique is employed in the companies for guiding better
performance management in the workplace environment. This training technique is
deemed ideal for developing employee skills along with boosting employee performance
and motivation, increase theory productivity along with encouraging their interest
towards attaining common organisational goals.
Walston and Diggs, SiliconSystems Inc (2015) stated that the above identified factors is
deemed to have a vital role in determining effective employee productivity along with the overall
company development. The companies are observed to employ different approaches and

16PERFORMANCE MANAGEMENT IN POLISH COMPANIES
strategies in ensuring performance management of the employees through implementing several
approaches as operative, attribute, behavioural, result and the quality approach. These
researchers are observed to be distinct in terms of suitability and characteristics. The companies
consider selling more than one approaches relied on the management type along with the
business objectives.
2.4. Performance ManagementApproaches Used by Polish Companies Aligned with
International Market
From analysing the article, Walston and Diggs, SiliconSystems Inc (2015) have
elucidated that employee appraisal for companies operating in the Polish market are over the 25
years. Designing, implementing along with carrying outemployedappraisals are not new
practices that are followed within the Polish companies. It has also been gathered that one of the
first manual associated with the employed appraisals that was published in Poland. It was also
observed that the companies on the Polish labour market had turned out to be highlyinterested in
issues associated with employee appraisal. Over the years it has also been gathered that 90% of
the respondents has also considered implementation the employedappraisal systems. Noe,
Hollenbeck, Gerhart and Wright (2017) stated that it has also been evident from the literature
that there are certain factors that are accountable for the companies operating within the Polish
market for introducing the appraisal systems. The first was change within the ownership of the
Polish companies in which they imposed new solutions they had employed previously for better
performance management. Under the Polish market conditions such activities were increasingly
associated with the privatisationprocess of the organisations in which new owners imposed
solutions imposed by State Treasury. Noe, Hollenbeck, Gerhart and Wright (2017) revealed
another reason forwhich the Polish companies considered using employee performance

17PERFORMANCE MANAGEMENT IN POLISH COMPANIES
management system that is considered to be “Fashion”. It was observed to be trendy to embrace
the issues related with employee-appraisal in Poland and another important reason for which
employee appraisal was implemented by the Polish Companies is that the employee appraisal
system implementation in the Polish market trend out to be an increasing complexity within the
HRM process within the contemporary companies.
The major reason for which the employee appraisal systems are implementedwithin the
Polish companies is that they are striving to attain the strictly defined goals associated with
employee management. Noe, Hollenbeck, Gerhart and Wright (2017) stated that the following
features that can be observed in case of the Polish companies in maintaining their performance
management system are aligned with the structures of such companies. In addition, it has also
been analysed that Polish Companies are cantered on the performance criteria. Moreover, certain
performance management systems in Poland are relied on behavioural and competence aspect
that was observed to be introduced in the England based companies. Naser and Al Shobaki
(2016) revealed that the interest in competence criteria resulted in the increasing interest within
the behaviouralcriteria and application of the same also enables to analyse the cause and effect
association among the behaviour, competence along with performance. Moreover, the practical
HRM practice within Poland is also observed in the results of studies carried out by the staff of
the Human Capital Management Department. A majority of the respondents considered the
performance criteria to be extremely vital. Taking into account the aspect of the employee
appraisal techniques and methods employed by organisationsit indicates that it helps in
supporting their internationalisation process.
Naser and Al Shobaki (2016) stated that the time for transformation in the HRM practices
followed in Poland was observed to be significant for the management for the reason that the

18PERFORMANCE MANAGEMENT IN POLISH COMPANIES
new challenges resulted in the companies in Poland to implement several innovative approaches.
These techniques as well as methods particularly the ones important for the management to
operate in the Polish as well as in the international market as an attempt of internationalising
their activities evolved as a discipline. Such evolution was also observed in the employee
appraisal area. Naser and Al Shobaki (2016) revealed that in implementing performance
measurement concept in the Polish organisations traditional performance appraisal is kept
different from the set of features. Moreover, in supporting their internationalisation business
activities these companies also consider that chain links in the performance management
inventory process is analysed for evaluating the relationships along with situational
circumstances influences. Morphed performance management in the Polish organisations must
also be based on the employee motivation rather than maintaining management by command.
This is also considered as a process in these companies that focuses on creating an organisational
culture within the internationalisation environment. Naser and Al Shobaki (2016) added that in
this performance measurement process the employees are motivated to accept responsibilities for
companies continues improvement along with their own behaviours and incompetence’s. The
principles related with performance management that are followed in the Polish companies for
supporting their market internationalisation is deemed to include the following:
 Transformation of the business goals into the departmental, divisional, team and
individual factors
 Supporting the organisational goals clarification
 A permanent along with evolutionary process within which performance is observed to
improve over passing time

19PERFORMANCE MANAGEMENT IN POLISH COMPANIES
 Generation of a shared understanding regarding the process needed for performance
improvement along with the ways it can be attained
 Self-management encouragement
 Implementing a management style that is honest and open relied on the two-way
communication between the subordinates and the superiors
 Regular feedback
 Maintaining feedback loops that can facilitate the employees in Polish companies to
develop their organisational objectives relied on the knowledge and experience gathered
on the job
 Applicability to all the employees
 Evaluation and measurement of every performance against the decided goals
Naser and Al Shobaki (2016) revealed that performance management in the Polish
companies are focussed on developing market internationalisation opportunity that is
considered as task characteristics along with system of jobs that ensures an effective
workflow. The performance equation is also developed based in a specific performance
measurement structure such as job based proficiency, communication capability, non-job
specific proficiency, diligence and persistence, team and peer performance support along
with administration and general management.
2.5. Research Gap
From analysing the previous researches in the literature review section, it has been
gathered that there exist certain gap in analysing several approach selected with implementation
of International Human Resource Approaches and the performance management of companies in
the international marketplace (Noe, Hollenbeck, Gerhart and Wright 2017). It was gathered that

20PERFORMANCE MANAGEMENT IN POLISH COMPANIES
previous empirical researches had a gap in explaining the measurements and evaluation of all the
performance against the decided goals of the organisations for performing effectively. Moreover,
research is also limited on evaluating the evolutionary and permanent process of the HR
activities in ensuring performance improvement of companies over time. Most of the existing
literatures on the topic also failed to establish the aspect of performance appraisal as a major
component of performance management system structure (Noe, Hollenbeck, Gerhart and Wright
2017). Considering such limitations, the current research is focussed on addressing the revealed
research gap through analysing the ways in which Polish companies employ IHRM activates in
ensuring their successful performance. Moreover, it will also be evaluated the manner in which
the Polish organisations follow their HRM approaches in conformance with the international
performance management approaches. To offer effective research implications through
addressing previous research gap, detailed research will be carried out on the employee appraisal
approaches use by the Polish companies in maintaining highly efficient performance
measurement initiatives.
2.6. Conceptual Framework
The conceptual framework indicated in the figure below indicates the relationship
between the independent and the dependent variables that has facilitated in conducting research
on the impact of performance management based HRM approaches on the performance of the
Polish companies. From the figure below it can be signified that the dependent variable selected
for the research is the way the Polish companies confirm to the HRM practices followed in the
international market (May, Barletta, Stahl and Taisch 2015). The independent variables for
research include the performance management approaches followed by the Polish companies.
From analysing the conceptual framework it has been evaluated that the performance

21PERFORMANCE MANAGEMENT IN POLISH COMPANIES
management implementation in the companies need suitable selection of the HR strategies that
are responsible for the success or failure o the performance management process in companies.
In addition, a relationship has also been revealed between the several approaches of performance
appraisal and the common approaches for ensuring performance measurement focussed on areas
including competencies, skills and behaviour and the job position behaviour of employees
playing a strategic function (May, Barletta, Stahl and Taisch 2015). It has also been revealed that
the major area of research has focussed on developing a group of factors related with HR
function. In addition the involvement of the HR actors within companies in Poland is observed to
depend on the process of performance management. It has also been evaluated from analysis of
the article presented by May, Barletta, Stahl and Taisch (2015) that several performance
management solutions have been revealed that are seemed to suppose the performance
management systems followed in Polish companies that intends to internationalise their
marketing activities in to comply with the general theoretical recommendations. These HR
systems are observed to be developed in a manner that they highly proactive than being too much
reactive.

22PERFORMANCE MANAGEMENT IN POLISH COMPANIES
Figure 1: Conceptual Framework
(Source: Authors Note)
2.7. Summary
Previous empirical researchers have elucidated that there is a positive link between high-
involvement HR practices and organisational performance that confirms the relationship between
the recruitment, compensation and HR development practices and companies financial
performance. The literature review analysed the relationship between the HRM and
organisational performance is investigated and gathered that HR related activities and its ability
to support the organisations in attainment of their strategic goals. These researchers have also
carried out investigation on the relationship between high-involvement HRM practices and
several measures related with company performance that includes turnover, financial

23PERFORMANCE MANAGEMENT IN POLISH COMPANIES
performance and productivity. Moreover, it has also been revealed that there are certain factors
that are accountable for the companies operating within the Polish market for introducing the
appraisal systems. The first was change within the ownership of the Polish companies in which
they imposed new solutions they had employed previously for better performance management.
In addition, the literature also revealed that designing, implementing along with carrying out
employed appraisals are not new practices that are followed within the Polish companies. It has
also been gathered that one of the first manual associated with the employed appraisals that was
published in Poland.
Chapter 3: Research Methodology
3.1. Research Techniques: Quantitative and Qualitative
Bititci, Cocca and Ates (2016) revealed that there are majorly three research
methodological approaches which can be employed within a HRM research. The approaches
encompassquantitative, qualitative along with mixed methodology approaches. These researchers
also elaborated that mixedapproach serves as a hybrid of the qualitative and quantitative
methodology and this makes it highly commonly employed and also the most efficient
methodology approachwithin the recent researches. In the current research, the researcher
considered employing mixed research methodology by means of combining the aspects of the
qualitative and quantitative research approach (Bratton and Gold 2017). These research
techniques are considered to be justified for the study as qualitative approachfacilitated in
qualitative data collection, analysis and presentation of the information which was presented in
the literature review section.

24PERFORMANCE MANAGEMENT IN POLISH COMPANIES
The current research focussed on carrying out a systematic review on the International
Human Resource Management literature in exploring the performance management concept. It
has also been considered by the researcher that several IHRM researches have been analysed
based on which it was elaborated that there exist certain commonalities along with within the
approaches of performance management employed by the companies all through the world
(Buchelt 2015). The researcher has also indicated that performance management is linked with
better organisational management because of which it is needed to be monitored carefully. For
this reason, the researcher has considered employing qualitative researchtechnique for the reason
that it is descriptive in nature. Conducting qualitative research in this exploration has facilitated
the researcher in analysing its relevance within HRM research which encompass explore
phenomena within their natural surroundings within affecting the research variables (Buick et al.
2015). This also indicates that with the use of mixed research techniques the researcher was able
to evaluate the true nature of performance management activities and approaches employed by
the Polish Companies that considered expanding their market within the international business
surrounding. In such scenario, the performancemeasurementapproaches implemented by the
Polish companies are considered as the independentvariables and the manner in which they
compare or abide by the ones implemented in the international market will be the independent
variables. Through implementing the qualitative research approach, the researcher was able to
consider case study in this research (Campion, Campion and Campion 2015).
Quantitative research technique was also employed by the researcher in this study in
order to validate the findings attained and discussed within the literature review.
Quantitativeresearch technique has been used as it supported the empirical and statistical
methodology employed in the study. The researchers stated quantitative research methodology to

25PERFORMANCE MANAGEMENT IN POLISH COMPANIES
be the most suitable in the current exploration for the reason that the data gathered could be
explored in the statistical or numerical nature (Chang 2016). In the current research, he
numerical data was analysing in the firm of employee appraisal outcome observed in case of
Polish companies operating within the global market. Polish companies were selected by the
researcher in the case study along with considering the HR configuration companies taking part
within the performance management process and performance appraisal configuration areas.
Such data gathered was quantitative in nature and was also observed to be used in the article for
explaining the strategies of performance management implemented by the Polish companies that
were involved in their market activities internationalisation (Collings, Wood and Szamosi 2018).
In consideration to the above discussions, it is evident that implementation of mixed
research methodology as facilitated in improving the reliability and validity of the research
findings. In order to attain reliable findings the researcher considered employing case study
approach in which the Polish Companies involved in internationalising their business activities
within the case study. Case study research technique was employed in the research for the reason
that these are deemed to be important within the HRM researches and also because they can
narrow down the broad research topics scope into understandable data (Di Spaltro, Polvi and
Welliver, RACKSPACE US Inc 2016). For the current researchthe case study technique is
deemed suitable as it facilitated in collecting and presenting information related to the Polish
companies that areinvolved in internationalisation of themarketactivities.
3.2. ResearchValidity and Reliability
From analysis of the article it is gathered that a researcher is able to directly and
profoundly impact the accuracy and quality of the research and for this reason it is important to
make sure of the reliability and validity of research findings is evaluated (Dubey et al. 2017).

26PERFORMANCE MANAGEMENT IN POLISH COMPANIES
One of the manner in which researches are capable to impact or influence the accuracy or quality
of a research is by means of bias. In overcoming the research bias, mixed research methodology
was employed in the current research where qualitative research was carried out along with
conducting systematic review of several distinct researches in making sure that the information
that the researcher presented was reliable and verifiable. In order to validate the research
findings, the researcher also considered analysing the information gathered from the literature
review used n accomplishing quantitative research (Dubey et al. 2017). The findings gathered
from the quantitative research were explained in consideration to the way in which data is
compared from the qualitative methodology results. In this manner, the article was able to make
sure that the findings from the research are relevant and verifiable. Conversely, the research
methods that are used by the researchers and the way they can use them significantly can impact
the relevancy, accuracy and the research quality and the main way through which the role along
with researcher influence can impact the overall research (Erenrich, Mukherjee and Dwyer,
Palantir Technologies Inc 2018).
3.3. Research Methods
In consideration to the data collection technique, the researcher considered involving a
systematic researchreviewprocess that includes evaluating several distinct secondary sources.
The research also considered evaluating the relevance of data collection process within the
research with regard to the manner in which performance management approaches are
implemented by the Polish organisations that are involved in market activities
internationalisation (Erenrich and Dwyer, Palantir Technologies Inc 2015). One of the major
limitations that were observed while collecting data is that the article used did not explain the
specific databases that was used within the article. Considering same, the systematic

27PERFORMANCE MANAGEMENT IN POLISH COMPANIES
reviewmethod used in research methodology was in accordance with the qualitative approach
that was employed by the researcher within the study.
The Quantitayve research methodused relied on employing necessary data that was
gathered directly from 50 Polish Companies that are focussed on
marketactivitiesinternationalisation. Initially, in the quantitative data collection method the
research considered gathering data from 140 companies but out of them just 50 companies gave
their consent for participating within research. Most of the organisations include large
organisations in Poland that employed more than 250 permanent employees. For collecting
information from a selected sample, the researcher considered using questionnaires as the main
data collection technique (Ferron Vilchez and Darnall 2016).
3.4. Sampling Techniques and Questionnaire Design
From the article it is evidenced that no specific sampling technique was selected in
choosing the sample Polish Companies that will be considered within the study. Moreover, the
researcher also considered including information related with Polish Companies that are
internationalising in the market activities. In consideration to same, the researcher was able to
recognise 140 distinct organisations of distinct sizes (Handfield, Cousins, Lawson and Petersen
2015). Conversely, only 50 organisations considered to participate within the research that
encompassed 4 small sized organisations, 20 medium sized organizations 38 large companies in
Poland. Through attaining data from the selected sample size, the researcher was able to gather
that the researcher in the article employed simplerandom sampling method. This sampling
technique was signification be used in this research as it facilitated in analysing that the
population sample used in the research was broad (Hornstein 2015). This is for the reason that it
includes all the potential participants that has an equal chance of getting selected in the research.

28PERFORMANCE MANAGEMENT IN POLISH COMPANIES
For collecting relevant information the researcher employed questionnaires that included almost
63 questions which directly intended to attain relevant responses on major IHRM issues faced by
Polish companies. It was also observed that the major focus of such questions was on analysing
the performance managementprocess of Polish companies.
3.5. Research Philosophy
Positivism research philosophy is employed in this type ofresearches for the reason that
in this research philosophy the researcher is focussed on analysing an observable reality (Inkinen
2016). In the research based on human resource management, using this philosophy is deemed to
focus on causality and fundamental laws for making sure that the research despite of being
complex are segmented into their basic elements in a way that they can be understood in a better
manner. Positivismresearch philosophy is considered to be justified within thisresearch as it
employs reductionism in developing relevant hypotheses for testing them. It can also be stated
that this approach is completely centred on quantifiable observations (Kang, Zhang and Gao
2016). From the nature of positivism philosophy it is gathered that the researcher in the article
has not considered employing positivism researchphilosophy in the research as it did not
considercarrying out statistical analysis.
In the selected article, it was gathered that interpretiveresearch philosophy was employed
in the research. Interpretive research philosophy was used for the reason that it supports the form
of qualitative research methodology that focuses on the researcher expertise, actual information
sources and instruments to measure process in determining the reliability and validity of the
research (Kang, Zhao, Li and Horst 2016). In consideration to the interpretive research approach,
the researcher employed questionnaires to obtain relevant information from 50
Polishorganisations that are internationalisingtheir marketactivities were selected. The researcher

29PERFORMANCE MANAGEMENT IN POLISH COMPANIES
employed such information from different sources in order to determine the factors that facilitate
in developing effective performance management activities employed by Polish companies in the
business operations.
3.6. Research Approach
From analysing the article it has been gathered that the research did not consider using
deductive research approach as it did not use positivist research philosophy.Deductive theory is
also commonly referred as deductive logic and this theory also explains that the research entails
testing the hypotheses along with theories (Lomet et al. 2018). On the other hand, the inductive
theory is related with the development of new ideas that takes place from the pertinent data
analysis. For the current research, the development of a new theory is majorly concerned with
the activities of Polish companies along with analysing whether they are rightlysuited within the
international market (Macdonald, Burke and Stewart 2017). It has also been gathered that
another attribute which offers the audience that the article employs inductive theory is focussed
on the fact that the deductive theory takes place from a hypotheses and on the other hand the
inductive theory stats with development of the research questions that is aligned with the
research scope.
3.7. Research Analysis
In the current research, the researcher did not consider employing any data coding.
Moreover, data related with conducting the performance management metrics that was further
represented in the tabular manner and the related figures were also presented in the form of
percentages (Maestrini et al. 2017). The manner in which the researcher was capable to conduct
statistical analysis that included simple measures related with dispersion along with the analysis
of the coefficients. In addition, the researcher has also considered carrying out correlation

30PERFORMANCE MANAGEMENT IN POLISH COMPANIES
analysis between the performance management and the training along with correlation analysis
between the training techniques and the human resource actors (Malik et al. 2016).
Chapter 4: Data Analysis and Discussion
4.1. Data Analysis Results

31PERFORMANCE MANAGEMENT IN POLISH COMPANIES

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59PERFORMANCE MANAGEMENT IN POLISH COMPANIES
Correlations
The promotions of
the employees are
based on
performance
management
systems
The performance
management
system
implemented in the
companies are
satisfactory
The leadership and
the interpersonal
skills are developed
due to effective
performance
management
system
Designing effective compensation
and recognition system that
rewards employee for their
contributions is considered
Sig. (2-tailed) .000a .000a .000a
N 51 51 51
Performance management system
implemented in the companies
generate a participative
environment
Pearson Correlation .754 .832 .687
Sig. (2-tailed) .000a .000a .000a
N 51 51 51
The promotions of the employees
are based on performance
management systems
Pearson Correlation 1 .767 .796
Sig. (2-tailed) .000a .000
N 51 51 51
The performance management
system implemented in the
companies are satisfactory
Pearson Correlation .767 1 .753
Sig. (2-tailed) .000a .000a
N 51 51 51
The leadership and the
interpersonal skills are developed
Pearson Correlation .796 .753 1

60PERFORMANCE MANAGEMENT IN POLISH COMPANIES
due to effective performance
management system
Sig. (2-tailed) .000a .000a
N 51 51 51
Correlations
The company
considers
implementing
better performance
management
system in attaining
market
internationalization
Designing effective
compensation and
recognition system
that rewards
employee for their
contributions is
considered
Performance
management
system
implemented in the
companies generate
a participative
environment
Designing effective compensation
and recognition system that
rewards employee for their
contributions is considered
Sig. (2-tailed) .000a .000a
N 51 51 51
Performance management system
implemented in the companies
generate a participative
environment
Pearson Correlation .832 .716 1
Sig. (2-tailed) .000a .000a
N 51 51 51
The promotions of the employees
are based on performance
management systems
Pearson Correlation .792 .790 .754
Sig. (2-tailed) .000a .000a .000
N 51 51 51

61PERFORMANCE MANAGEMENT IN POLISH COMPANIES
The performance management
system implemented in the
companies are satisfactory
Pearson Correlation .804 .747 .832
Sig. (2-tailed) .000a .000a .000a
N 51 51 51
The leadership and the
interpersonal skills are developed
due to effective performance
management system
Pearson Correlation .753 .768 .687
Sig. (2-tailed) .000a .000a .000**
N 51 51 51
Correlations
Job rotation among
subsidiaries and
headquarters is
considered as a part
of companies
performance
management
system
Coaching is
considered as a part
of companies
performance
management
system
Mentoring is
considered as a part
of companies
performance
management
system
Designing effective compensation
and recognition system that
rewards employee for their
contributions is considered
Sig. (2-tailed) .000a .000a .000a
N 51 51 51
Performance management system
implemented in the companies
generate a participative
Pearson Correlation .853 .765 .840
Sig. (2-tailed) .000a .000a .000a

62PERFORMANCE MANAGEMENT IN POLISH COMPANIES
environment
N 51 51 51
The promotions of the employees
are based on performance
management systems
Pearson Correlation .810 .790 .769
Sig. (2-tailed) .000a .000a .000
N 51 51 51
The performance management
system implemented in the
companies are satisfactory
Pearson Correlation .829 .796 .818
Sig. (2-tailed) .000a .000a .000a
N 51 51 51
The leadership and the
interpersonal skills are developed
due to effective performance
management system
Pearson Correlation .767 .816 .751
Sig. (2-tailed) .000a .000a .000**
N 51 51 51
Correlations
Developing
suitable training
techniques is
considered as a part
of companies
performance
management
system
Specialist-guided
instructions is
considered as a part
of companies
performance
management
system
Job rotation at
subsidiaries or
headquarters is
considered as a part
of companies
performance
management
system
Designing effective compensation
and recognition system that
Sig. (2-tailed) .000a .000a .000a

63PERFORMANCE MANAGEMENT IN POLISH COMPANIES
rewards employee for their
contributions is considered
N 51 51 51
Performance management system
implemented in the companies
generate a participative
environment
Pearson Correlation .750 .833 .778
Sig. (2-tailed) .000a .000a .000a
N 51 51 51
The promotions of the employees
are based on performance
management systems
Pearson Correlation .830 .772 .829
Sig. (2-tailed) .000a .000a .000
N 51 51 51
The performance management
system implemented in the
companies are satisfactory
Pearson Correlation .797 .849 .807
Sig. (2-tailed) .000a .000a .000a
N 51 51 51
The leadership and the
interpersonal skills are developed
due to effective performance
management system
Pearson Correlation .695 .719 .783
Sig. (2-tailed) .000a .000a .000**
N 51 51 51
Correlations

64PERFORMANCE MANAGEMENT IN POLISH COMPANIES
The employees
receive necessary
training regarding
performance
techniques
Interval of
appraisal can cause
faulty in
performance
management
system
Lack of role clarity
and communication
gap can cause
failure in
performance
management
system
Designing effective compensation
and recognition system that
rewards employee for their
contributions is considered
Sig. (2-tailed) .000a .000a .000a
N 51 51 51
Performance management system
implemented in the companies
generate a participative
environment
Pearson Correlation .827 .804 .802
Sig. (2-tailed) .000a .000a .000a
N 51 51 51
The promotions of the employees
are based on performance
management systems
Pearson Correlation .775 .748 .840
Sig. (2-tailed) .000a .000a .000
N 51 51 51
The performance management
system implemented in the
companies are satisfactory
Pearson Correlation .811 .769 .771
Sig. (2-tailed) .000a .000a .000a
N 51 51 51
The leadership and the
interpersonal skills are developed
due to effective performance
Pearson Correlation .825 .722 .712
Sig. (2-tailed) .000a .000a .000**

65PERFORMANCE MANAGEMENT IN POLISH COMPANIES
management system
N 51 51 51
Correlations
There is a separate
appraisal system in
evaluating teams in
organizations
Performance
planning is carried
out effectively in
the performance
management
systems
Regular meetings
are scheduled
within a year for
deciding suitable
employee
performance
Designing effective compensation
and recognition system that
rewards employee for their
contributions is considered
Sig. (2-tailed) .000a .000a .000a
N 51 51 51
Performance management system
implemented in the companies
generate a participative
environment
Pearson Correlation .729 .786 .833
Sig. (2-tailed) .000a .000a .000a
N 51 51 51
The promotions of the employees
are based on performance
management systems
Pearson Correlation .766 .755 .721
Sig. (2-tailed) .000a .000a .000
N 51 51 51
The performance management
system implemented in the
companies are satisfactory
Pearson Correlation .744 .752 .824
Sig. (2-tailed) .000a .000a .000a
N 51 51 51

66PERFORMANCE MANAGEMENT IN POLISH COMPANIES
The leadership and the
interpersonal skills are developed
due to effective performance
management system
Pearson Correlation .692 .728 .694
Sig. (2-tailed) .000a .000a .000**
N 51 51 51
Correlations
Performance linked
incentives are
related with
performance
management
process in the
company
There is increased
relevancy of human
judgment within
the performance
management
system
HR department is
responsible for
documenting the
performance
reviews
Designing effective compensation
and recognition system that
rewards employee for their
contributions is considered
Sig. (2-tailed) .000a .000a .000a
N 51 51 51
Performance management system
implemented in the companies
generate a participative
environment
Pearson Correlation .808 .744 .808
Sig. (2-tailed) .000a .000a .000a
N 51 51 51
The promotions of the employees
are based on performance
management systems
Pearson Correlation .823 .801 .696
Sig. (2-tailed) .000a .000a .000
N 51 51 51

67PERFORMANCE MANAGEMENT IN POLISH COMPANIES
The performance management
system implemented in the
companies are satisfactory
Pearson Correlation .774 .792 .799
Sig. (2-tailed) .000a .000a .000a
N 51 51 51
The leadership and the
interpersonal skills are developed
due to effective performance
management system
Pearson Correlation .719 .736 .793
Sig. (2-tailed) .000a .000a .000**
N 51 51 51
Correlations
Gender How many people
are employed in
the organization
The organization
operates a formal
performance
management
system
V4
Gender
Pearson Correlation .a .a .a .a
Sig. (2-tailed) . . .
N 0 0 0 0
How many people are
employed in the organization
Pearson Correlation .a .a .a .a
Sig. (2-tailed) . . .
N 0 0 0 0

68PERFORMANCE MANAGEMENT IN POLISH COMPANIES
The organization operates a
formal performance
management system
Pearson Correlation .a .a 1 .a
Sig. (2-tailed) . . .
N 0 0 51 0
V4
Pearson Correlation .a .a .a .a
Sig. (2-tailed) . . .
N 0 0 0 0
Senior and technical managers
are responsible for operating
performance management
process in the organizations
Pearson Correlation .a .a .490** .a
Sig. (2-tailed) . . .000 .
N 0 0 51 0
Observation techniques are
used in analyzing efficiency of
performance management in
organizations
Pearson Correlation .a .a .466** .a
Sig. (2-tailed) . . .001 .
N 0 0 51 0
Critical incident and rating
scale based performance
appraisal methods are followed
as performance appraisal
methods in organization
Pearson Correlation .a .a .447** .a
Sig. (2-tailed) . . .001 .
Correlations

69PERFORMANCE MANAGEMENT IN POLISH COMPANIES
Senior and
technical managers
are responsible for
operating
performance
management
process in the
organizations
Observation
techniques are used
in analyzing
efficiency of
performance
management in
organizations
Critical incident
and rating scale
based performance
appraisal methods
are followed as
performance
appraisal methods
in organization
Gender
Pearson Correlation .a .a .a
Sig. (2-tailed) . . .
N 0 0 0
How many people are employed
in the organization
Pearson Correlation .a .a .a
Sig. (2-tailed) . . .
N 0 0 0
The organization operates a
formal performance management
system
Pearson Correlation .490a .466a .447
Sig. (2-tailed) .000 .001 .001
N 51 51 51
V4
Pearson Correlation .a .a .a
Sig. (2-tailed) . . .
N 0 0 0
Senior and technical managers are
responsible for operating
Pearson Correlation 1a .757a .809**

70PERFORMANCE MANAGEMENT IN POLISH COMPANIES
performance management process
in the organizations
Sig. (2-tailed) .000 .000
N 51 51 51
Observation techniques are used
in analyzing efficiency of
performance management in
organizations
Pearson Correlation .757a 1a .739**
Sig. (2-tailed) .000 .000
N 51 51 51
Critical incident and rating scale
based performance appraisal
methods are followed as
performance appraisal methods in
organization
Pearson Correlation .809a .739a 1**
Sig. (2-tailed) .000 .000
Correlations
Assessment and
development
techniques are used
in analyzing
efficiency of
performance
management in
organizations
Self appraisal
methods are
followed as
performance
appraisal methods
in organization
Behavioral
assessment
methods are
followed as
performance
appraisal methods
in organization
Gender Pearson Correlation .a .a .a
Sig. (2-tailed) . . .

71PERFORMANCE MANAGEMENT IN POLISH COMPANIES
N 0 0 0
How many people are employed
in the organization
Pearson Correlation .a .a .a
Sig. (2-tailed) . . .
N 0 0 0
The organization operates a
formal performance management
system
Pearson Correlation .570a .a .504
Sig. (2-tailed) .000 . .000
N 51 0 51
V4
Pearson Correlation .a .a .a
Sig. (2-tailed) . . .
N 0 0 0
Senior and technical managers are
responsible for operating
performance management process
in the organizations
Pearson Correlation .853a .a .815**
Sig. (2-tailed) .000 . .000
N 51 0 51
Observation techniques are used
in analyzing efficiency of
performance management in
organizations
Pearson Correlation .811a .a .750**
Sig. (2-tailed) .000 . .000
N 51 0 51
Critical incident and rating scale
based performance appraisal
Pearson Correlation .705a .a .781**

72PERFORMANCE MANAGEMENT IN POLISH COMPANIES
methods are followed as
performance appraisal methods in
organization
Sig. (2-tailed) .000 . .000
Correlations
Coaching is
considered as a part
of companies
performance
management
system
Training and
development is
considered as a part
of companies
performance
management
system
Career
management and
development plans
development is
considered as a part
of companies
performance
management
system
Gender
Pearson Correlation .a .a .a
Sig. (2-tailed) . . .
N 0 0 0
How many people are employed
in the organization
Pearson Correlation .a .a .a
Sig. (2-tailed) . . .
N 0 0 0
The organization operates a
formal performance management
system
Pearson Correlation .493a .445a .495
Sig. (2-tailed) .000 .001 .000
N 51 51 51

73PERFORMANCE MANAGEMENT IN POLISH COMPANIES
V4
Pearson Correlation .a .a .a
Sig. (2-tailed) . . .
N 0 0 0
Senior and technical managers are
responsible for operating
performance management process
in the organizations
Pearson Correlation .777a .826a .753**
Sig. (2-tailed) .000 .000 .000
N 51 51 51
Observation techniques are used
in analyzing efficiency of
performance management in
organizations
Pearson Correlation .826a .756a .735**
Sig. (2-tailed) .000 .000 .000
N 51 51 51
Critical incident and rating scale
based performance appraisal
methods are followed as
performance appraisal methods in
organization
Pearson Correlation .744a .764a .692**
Sig. (2-tailed) .000 .000 .000
4.2. Discussion
From the data analysis findings it has been concluded that issues related with the
managing the human resources, particularity the ones that area associated with the performance
management. Moreover the results also revealed that these performance management approaches
are strategically vital for the organisations that took place within the research. These
organisations in Poland having the business objective of market internationalisation is observed
to deal with the issues related with managing human resources , particularly the ones associated

74PERFORMANCE MANAGEMENT IN POLISH COMPANIES
with performance management that are strategically vital for organisations that participated
within the research. In addition, the findings gathered from the research also revealed that the
selected companies of the Poland not just developed effective HRM strategies but along with that
they also elaborated the formal procedures followed within their organisations related with the
performance appraisals. The selected companies of Poland also considered analysing the
employee appraisal approaches in a comprehensive and the holistic manner.
Numerous arguments on this research is observed to support such methodology and it is
also revealed from the research results that 90% of the sample population is observed to have an
effective HRM strategy that is either in the written or in the unwritten manner. Along with that it
has also been revealed from the findings that around 82% of the sample population prepared for
the written procedures for performance appraisal. Moreover, more than 72% of the companies
operating in Poland declared that informal performance appraisal procedure is implemented by
the companies on a regular basis. The results also revealed that a large fraction of Polish
organisations carry out formal performance appraisals on a quarterly basis or more often that
accounts to 42% of the selected sample. In addition, one of the vital trends in frequency is that
this increases at the time it is carried out informally and it also decreases when it is formally
executed.
The results gathered from the research also revealed that in 90% of the companies of
Poland an intermediate supervisor is observed to be active and among that self-appraisal takes
place in 64% of the company cases. Moreover, the highly preferable combinations of the HR
actors associated with the process of performance management are that it is relied on an
immediate supervisor along with the employees. In addition, the research findings also revealed
that the employee appraisal process can be explained by certain specific interaction characters

75PERFORMANCE MANAGEMENT IN POLISH COMPANIES
within the simulation context at the time of carrying out performance measurement process. It
was revealed from the research results that more than 82% of the survey participants’ appraised
knowledge, 80% of them appeased skills, work effects and behaviours and among them 4%
considered other appraisal areas such as cooperation, integration and creativity. From gathering
such results it has been evident that there is a positive link between the employee compensation,
appraisal and their training. Based on such findings, it is gathered that respondents are likely to
use flexible elements of compensation that is highly related with the results of performance
appraisal taking place in the Polish companies.
Chapter 5: Conclusion and Recommendations
5.1. Conclusion
The aim of the current research was to analyse the performance management approaches
employed within the article of ‘Performance management in Polish companies internationalizing
their market activities’ in conformance with the international market performance approaches. In
carrying out the research the researcher considered involving a systematic research review
process that includes evaluating several distinct secondary sources. The research also considered
evaluating the relevance of data collection process within the research with regard to the manner
in which performance management approaches are implemented by the Polish organisations that
are involved in market activities internationalisation. One of the major limitations that were
observed while collecting data is that the article used did not explain the specific databases that
was used within the article. Considering same, the systematic review method used in research
methodology was in accordance with the qualitative approach that was employed by the
researcher within the study.

76PERFORMANCE MANAGEMENT IN POLISH COMPANIES
The findings of the research revealed that issues related with the managing the human
resources, particularity the ones that area associated with the performance management.
Moreover the results also revealed that these performance management approaches are
strategically vital for the organisations that took place within the research. These organisations in
Poland having the business objective of market internationalisation is observed to deal with the
issues related with managing human resources, particularly the ones associated with performance
management that are strategically vital for organisations that participated within the research. In
addition, the findings gathered from the research also revealed that the selected companies of the
Poland not just developed effective HRM strategies but along with that they also elaborated the
formal procedures followed within their organisations related with the performance appraisals.
The selected companies of Poland also considered analysing the employee appraisal approaches
in a comprehensive and the holistic manner.
, the practical HRM practice within Poland is also observed in the results of studies
carried out by the staff of the Human Capital Management Department. A majority of the
respondents considered the performance criteria to be extremely vital. Taking into account the
aspect of the employee appraisal techniques and methods employed by organisations it indicates
that it helps in supporting their internationalisation process.
The findings revealed that for transformation in the HRM practices followed in Poland
was observed to be significant for the management for the reason that the new challenges
resulted in the companies in Poland to implement several innovative approaches. These
techniques as well as methods particularly the ones important for the management to operate in
the Polish as well as in the international market as an attempt of internationalising their activities
evolved as a discipline. Such evolution was also observed in the employee appraisal area. The

77PERFORMANCE MANAGEMENT IN POLISH COMPANIES
finding also revealed that in implementing performance measurement concept in the Polish
organisations traditional performance appraisal is kept different from the set of features.
Moreover, in supporting their internationalisation business activities these companies also
consider that chain links in the performance management inventory process is analysed for
evaluating the relationships along with situational circumstances influences.
The research results revealed that Business owners of Poland are likely to measure
employee performance through evaluating the contribution made by employees in supporting
companies’ growth and market internationalisation activities. Moreover, these researchers have
also elaborated that employee performance is conveyed to them at the time of their appraisal
within the company. Employee performance in the companies are deemed to be based on certain
factors including work profile, conductive workplace environment, bonus system, compensation,
company policies, technology as well as job satisfaction.
The research revealed performance management as the process of generating a workplace
environment or setting within which consumers are enabled to perform at the best of their
capabilities. Performance management serves as a whole work system that takes place when a
job is explained as needed in the companies. These researchers also indicated that performance
management process serves as an ongoing communication process between a supervisor and the
employee that takes place all through the year in support if accomplishing the companies’
strategic objectives. The process of communication based the performance management system
that includes clarifying expectations, recognising goals, setting objectives, offering feedback
along with reviewing results. Based on the findings certain recommendations have been provided
to the Polish companies regarding offering continuous coaching on encouraging employees to
take proactive approach in managing their workload, it is vital that the employees ate able to

78PERFORMANCE MANAGEMENT IN POLISH COMPANIES
approach the management to need assistance. Considering same, the managers must focus on
recognise the strengths and weaknesses of employees and offer regular support that can
encourage them to perform effectively in attaining achievements within the international
working environment. This continuous coaching approach must also consider conducting regular
performance meetings that must be scheduled effectively.
5.2. Recommendations
Based on the research findings regarding the effectiveness of the performance
management approachedused by the Polish Companies in internationalisation of their business
certain effective recommendations are provide to the organisations in supporting effective
application of their HRM practices.
 Offering continuous coaching on encouraging employees to take proactive approach in
managing their workload, it is vital that the employees ate able to approach the
management to need assistance. Considering same, the managers must focus on recognise
the strengths and weaknesses of employees and offer regular support that can encourage
them to perform effectively in attaining achievements within the international working
environment. This continuous coaching approach must also consider conducting regular
performance meetings that must be scheduled effectively. This continuous
coastingprocess must offer the management staff along with other employees a chance to
revert the personal development plan in analysing whether the companies
marketinternationalisation based objectives are met, for sharing feedbacks on
achievements, identifying barriers and adapting the plan in case there are any changes
within the teams or the companies international market business conducts.

79PERFORMANCE MANAGEMENT IN POLISH COMPANIES
 Polish companies are also recommended to implement performance management
approaches such as yearly performance reviews in the form of annual appraisals that is
aligned with personal development plan of employees along with the objectives of Polish
companies internationalisation activates. Moreover, it is also recommended to that the
Polish companies must consider implementing effective 360 degree feedback that can
serve as an effective performanceevaluationtechniques. This process must consider
attaining regular feedbackfrom the supervisors along with the employees in order to
attain ascertained insight on the ways they are performing along with taking necessary
actions that can support their career growth.
 The “Management by Objectives (MBO)” performance management techniques are also
recommended to be used by the Polish companies that can support its successful
attainment of market internationalisation. This is for the reason that MBO performance
management technique can facilitate the Polish companies in developing a culture of
encouraged employees in working towards attainment of common organisational goal.
For the reason that through implementation of this approach the Polish Companies will
be able to be aware of their achievements that can boost employee morale and
motivation. MBO performance management technique involves
measuringindividualperformable along with comparing it with the international
performance measurement standards that are set.

80PERFORMANCE MANAGEMENT IN POLISH COMPANIES
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Appendices
Questionnaire for Selected Participants
1. Gender
Male Female
2. How many people are employed in the organization
Less than 100 101-500 501-1000 More than 1000
3. The organization operates a formal performance management system
4. Senior and technical managers are responsible for operating performance management
process in the organizations
5. Observation techniques are used in analyzing efficiency of performance management in
organizations
6. Assessment and development techniques are used in analyzing efficiency of performance
management in organizations
7. Critical incident and rating scale based performance appraisal methods are followed as
performance appraisal methods in organization
8. Self appraisal methods are followed as performance appraisal methods in organization
9. Behavioral assessment methods are followed as performance appraisal methods in
organization
10. Coaching is considered as a part of companies performance management system
11. Training and development is considered as a part of companies performance management
system

88PERFORMANCE MANAGEMENT IN POLISH COMPANIES
12. Career management and development plans development is considered as a part of
companies performance management system
13. There exist efficient performance management system in supporting companies in their
market internationalization
14. Performance management systems are used in the companies as employee retention and
motivation strategy
15. Proper identification of the training and development needs are considered within the
performance management system of companies
16. Determining an evaluation criteria is considered as most challenging aspect of
performance management
17. Success of performance management system depends on alignment of individual goals
with the organizational goals
18. Company considers selecting the right appraisal method based on needs and performance
of employees
19. Performance linked incentives are related with performance management process in the
company
20. There is increased relevancy of human judgment within the performance management
system
21. HR department is responsible for documenting the performance reviews
22. There is a separate appraisal system in evaluating teams in organizations
23. Performance planning is carried out effectively in the performance management systems
24. Regular meetings are scheduled within a year for deciding suitable employee
performance

89PERFORMANCE MANAGEMENT IN POLISH COMPANIES
25. The employees receive necessary training regarding performance techniques
26. Interval of appraisal can cause faulty in performance management system
27. Lack of role clarity and communication gap can cause failure in performance
management system
28. Training, improvement coaching and relocation is considered in empowering poor
performers in the company
29. There exist a formal system of analyzing performance management practices in
companies
30. Attitude surveys, informal and formal feedback is used as performance evaluation
processes
31. Culture and teamwork strategy is linked with better performance management in
organizations
32. The company’s performance management process is effective in improving overall
performance
33. The company is considering to make changes in the performance management system in
improving companies overall performance
34. Self-appraisal is considered as a part of companies performance management system
35. Knowledge based training is considered as a part of companies performance management
system
36. Skills and behavior improvement is considered as a part of companies performance
management system
37. Increasing base salary is considered as a part of companies performance management
system

90PERFORMANCE MANAGEMENT IN POLISH COMPANIES
38. Improving insurance package is considered as a part of companies performance
management system
39. Developing effective healthcare package and recreation package is considered as a part
of companies performance management system
40. Developing suitable training techniques is considered as a part of companies performance
management system
41. Specialist-guided instructions is considered as a part of companies performance
management system
42. Job rotation at subsidiaries or headquarters is considered as a part of companies
performance management system
43. Job rotation among subsidiaries and headquarters is considered as a part of companies
performance management system
44. Coaching is considered as a part of companies performance management system
45. Mentoring is considered as a part of companies performance management system
46. Practical on-the-job training is considered as a part of companies performance
management system
47. Case studies is considered as a part of companies performance management system
48. Lectures is considered as a part of companies performance management system
49. Presentations is considered as a part of companies performance management system
50. Group work is considered as a part of companies performance management system
51. Simulations (role playing) is considered as a part of companies performance
management system

91PERFORMANCE MANAGEMENT IN POLISH COMPANIES
52. Post-graduate studies is considered as a part of companies performance management
system
53. E-learning is considered as a part of companies performance management system
54. Blended learning is considered as a part of companies performance management system
55. The company considers implementing better performance management system in
attaining market internationalization
56. Designing effective compensation and recognition system that rewards employee for their
contributions is considered
57. Performable management system implemented in tee companies generate a participative
environment
58. The promotions of the employees are based on performance management systems
59. The performance management system implemented in the companies are satisfactory
60. The leadership and the interpersonal skills are developed due to effective performance
management system