Performance Management Systems and Strategies

EXPATRIATES’ PERFORMANCE MANAGEMENT

Expatriates are mostly poorly managed (Dowling et al., 1999; Tung, 1998); so also the expatriates’ performance management, particularly in goal setting, training, feedback and development, and motivation (Mabey and Salaman, 1995). Most of the studies on expatriates’ performance management either focus on single organization or the culture of a single country. For example a number of studies have been conducted on Nokia's stand-alone performance management practices in a particular country. However, expatriates’ performance management in the context of cultural variables is largely ignored by the researchers.

Therefore, it may be presumed that the performance management process becomes more complex in expatriate ...