As U.S. employers continue to practice outdated employeeperformance management policies, other countries are engaging inpolicies that are more highly related to market performance,according to a new study by the Institute for CorporateProductivity.

The study reveals U.S. respondents still practice performancemanagement techniques that have led to frustration and a loss offocus; however, Russia and Brazil are implementing new policiesbearing in mind past mistakes.

U.S. respondents are less likely to practice performancemanagement across each organizational level. Instead, U.S.respondents tend to focus on performance management to individualcontributor-level employees, and they are 35 percent less likely tocarry out performance management with executives, even though thathas a high correlation with market performance.

Foreign respondents typically provide more training forsupervisors in effective performance management, and only 34percent of U.S. respondents handle low performers while 46 percentof respondents in Brazil and 41 percent of respondents in Russiaaddress low performers through targeted development plans,probationary periods, terminations and transfers.

In Brazil and Russia, individual goal accomplishment isconsidered a top indicator of success, but that is not true forU.S. respondents. Rather, U.S. respondents consider performancereview completions rates as their top measurement of success.

U.S. respondents are also less forward-focused when it comes togoal setting and implementing development plans than respondentsfrom Brazil and Russia and tend to prefer establishing performanceratings, which is considered a more passive approach.