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4 - Performance Management for Expatriates

from Part I - The Expatriation Process of Corporate Expatriates

Published online by Cambridge University Press:  12 November 2020

By
Arup Varma ,
Chun-Hsiao Wang  and
Pawan S. Budhwar
Edited by
Jaime Bonache ,
Chris Brewster  and
Fabian Jintae Froese
Jaime Bonache
Affiliation:
Carlos III University of Madrid
Chris Brewster
Affiliation:
University of Reading
Fabian Jintae Froese
Affiliation:
University of Goettingen
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Summary

In order for an employee to help the organization achieve strategic success through his or her performance, he/she must work at optimal levels towards very clear and specific objectives. In other words, the organization must design and implement a performance management system (PMS) that empowers employees and allows them to work at optimal levels. However, a review of the related research shows but when it comes to expatriates, most organisations do not develop dedicated PMSs – instead, it seems that most organizations evaluate and manage expatriates on an ad-hoc basis, often leading to dissatisfaction with the outcomes and conduct of the PMS, and subsequent dip in performance levels and quality. In this chapter, we briefly trace the history of PMSs, with particular emphasis to PMSs related to expatriates, and discuss some recent PMS models. We further discuss additional contextual variables that should be incorporated into effective PMSs, and conclude by offering guidelines for designing an effective PMS for expatriates.

Keywords

Performance managementexpatriatesperformance appraisalrole claritytype of performanceknowledge transfertalent managementcultural distancesupervisor-subordinate relationships
Type
Chapter
Information
Global Mobility and the Management of Expatriates , pp. 80 - 99
Publisher: Cambridge University Press
Print publication year: 2020

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