Overview In An Effort To Evaluate And Develop An Effective ✓ Solved

Overview In an effort to evaluate and develop an effective

In an effort to evaluate and develop an effective expatriate performance management system in the previously selected multinational corporation, you will write an essay analyzing performance management processes in multinational corporations.

Describe the five variables that should be addressed in an expatriate performance management system. Analyze the elements within each of the five variables that should be considered in the performance management system. Evaluate the challenges with conducting performance evaluations for expatriates that differ from a traditional performance management system. Provide citations and references from a minimum of three sources found on the Strayer databases at the Basic Search: Strayer University Online Library.

This course requires the use of Strayer Writing Standards. For assistance and information, please refer to the Strayer Writing Standards link in the left-hand menu of your course. Check with your professor for any additional instructions. The specific course learning outcome associated with this assignment is: Analyze performance management processes used to assess performance throughout a multinational corporation.

Paper For Above Instructions

In today's global economy, multinational corporations (MNCs) face unique challenges when it comes to managing expatriate employees. Expatriates, who undertake international assignments, significantly contribute to the company's global strategy, making effective performance management crucial. To ensure the successful management of expatriate employees, a performance management system tailored to their unique needs and circumstances is essential. This essay will describe five critical variables that must be addressed in an expatriate performance management system, analyze the elements within each variable, and evaluate the specific challenges faced when conducting performance evaluations for expatriates compared to traditional performance management systems.

Variable 1: Clear Role Expectations

One of the primary variables in an expatriate performance management system is the establishment of clear role expectations. When expatriates move to a new country, they often encounter a vastly different work environment and culture. It is crucial for MNCs to clearly communicate job responsibilities, expectations, and objectives at the outset of the assignment. The elements within this variable include job descriptions tailored to the local context, performance metrics aligned with both host and parent country standards, and ongoing dialogue between the expatriate and management to clarify expectations throughout the assignment (Tarique & Schuler, 2010).

Variable 2: Cultural Adaptation

Cultural adaptation is another essential variable in managing expatriate performance. An expatriate's ability to adjust to the local culture, including its business practices and social norms, can greatly affect their performance. Elements that should be considered include cultural training prior to departure, ongoing support from local teams, and resources to facilitate successful integration. Ensuring that expatriates understand cultural nuances and differences facilitates smoother interpersonal relations and enhanced performance (Harris & Brewster, 1999).

Variable 3: Performance Measurement Criteria

Performance measurement criteria tailored to expatriates differ significantly from traditional systems. Relevant elements include the development of specific KPIs that reflect both the expatriate's role and the contextual factors of the host country. For example, success in a cross-cultural setting may not solely be defined by output or profitability but also by the expatriate's ability to foster relationships and build networks within the local market (Feldman & Bolino, 1999). This necessitates a broader understanding of performance that includes qualitative assessments, along with quantitative data.

Variable 4: Feedback and Communication

Effective feedback and communication mechanisms are critical for supporting expatriate performance. Regular feedback loops ensure that expatriates receive constructive input on their performance, helping them adjust their work practices as necessary. Important elements to be considered include formal evaluations at predetermined intervals, informal check-ins to gauge morale and motivation, and the creation of a two-way feedback system that allows expatriates to express their challenges and successes during their assignments (Collings & Scullion, 2006).

Variable 5: Support Systems

The presence of robust support systems for expatriates can greatly enhance their performance and satisfaction. These systems may include mentoring programs, family support, and career development resources available in the host country. By addressing the personal and professional needs of expatriates, MNCs can ensure that employees feel valued and supported, thereby enhancing their commitment and performance (Suutari & Brewster, 2003).

Challenges in Conducting Performance Evaluations for Expatriates

Conducting performance evaluations for expatriates presents distinct challenges that differ significantly from traditional performance management systems. One primary challenge is the potential bias that may arise from cultural misunderstandings. Evaluators may apply home country norms to assess expatriate performance, leading to inaccurate evaluations. Additionally, expatriates often face greater uncertainty about their roles and expectations, making it difficult to measure performance against established criteria (Brewster et al., 2005).

Another notable challenge is the reliance on local managers for performance evaluations. Local managers may possess different perspectives and expectations regarding expatriates’ performance, which can result in inconsistent evaluations. Furthermore, the physical distance from the parent company can hinder effective communication and feedback mechanisms, further complicating the evaluation process (Tarique & Schuler, 2010).

Finally, expatriates may experience isolation during their assignments, making it difficult to obtain a holistic view of their performance. The lack of social networks can hinder their ability to incorporate feedback, ultimately leading to compromised performance assessments. Evaluators must be aware of these unique challenges and develop strategies to address them effectively.

Conclusion

Establishing an effective expatriate performance management system is essential for MNCs looking to optimize their global strategy. The five critical variables identified—clear role expectations, cultural adaptation, performance measurement criteria, feedback and communication, and support systems—provide a framework for addressing the complexities of managing expatriate performance. By recognizing and addressing the distinct challenges faced by expatriates, MNCs can enhance their performance management processes, leading to successful international assignments and improved organizational outcomes.

References

• Brewster, C., Chung, C., & Sparrow, P. (2005). Globalizing Human Resource Management. Routledge.
• Collings, D. G., & Scullion, H. (2006). Global Staffing. In A. B. E. Baruch (Ed.), The International Journal of Human Resource Management.
• Feldman, D. C., & Bolino, M. C. (1999). Career Patterns of International Employees. In Journal of International Business Studies.
• Harris, H., & Brewster, C. (1999). The Management of Expatriates: Messages from the Literature. In International Journal of Human Resource Management.
• Suutari, V., & Brewster, C. (2003). Gender and Career in the Context of Globalization. In International Journal of Human Resource Management.
• Tarique, I., & Schuler, R. S. (2010). Global Talent Management: Literature Review and Implications for Research and Practice. In Journal of World Business.