Performance management is a continuous process of maintaining communication between employees and management to effectively and efficiently accomplish the organization's strategic goals and objectives. Expatriate performance systems perform an integral role in the management of multinationals. Therefore to improve expatriate performance, the following variables should be addressed in an expatriate performance management system:
Performance expectation is one of the critical variables that should be addressed in an expatriate performance management system. It involves understanding the reasons why job opportunity exists and how it fits an entity. Performance expectations are the minimum requirements of employees, such as expected results, employee behavior at workplaces, and different actions ( Chun-Hsiao and Varma 17) . Performance expectations are essential in expatriate performance management systems because it helps to improve workplace environments.
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Consideration of the local environment is another variable that should be addressed in an expatriate performance management system. It involves creating a more equitable compensation plan for expatriate employees and engaging expatriates who can quickly adapt to foreign work environments ( Chun-Hsiao and Varma 17) .
The frequency of evaluation also is an important variable that should be included in the expatriate performance management system. The frequency of expatriate employee evaluation talks about how and the time of employee appraisal should be done to ensure all expatriates perform their roles accordingly ( Chun-Hsiao and Varma 17) .
Fairness is also an essential variable that should be addressed in an expatriate performance management system. It involves promoting equality at workplaces for both local and expatriate employees ( Chun-Hsiao and Varma 17) . The management of multinational corporations should treat all employees fairly to motivate them to commit to organizational activities.
Lastly, career development is another key variable that should be addressed in expatriate performance management systems. It involves giving expatriate employees opportunities to advance their career capability to improve their skills and workplace performance.
Elements within the Five Variables Considered in the Performance Management System
Performance expectations cover various variables such as work product, which involves the quality and quantity of work performed by an expatriate employee. Dependability is another crucial element that should be addressed in performance expectations. It covers what expatriate employees should do at workplaces. Cooperativeness is also an element that should be addressed in performance expectations ( Javad and Sebghati 799) . It discusses working with people and teams at workplaces to improve organizational activities.
Consideration of the local environment encompasses multiple variables like foreign workplace environments for expatriate employees, cultural environments, and human resources practices in foreign countries ( Javad and Sebghati 799) . These elements should be considered in expatriate performance management systems to improve employee performance in foreign countries.
The frequency of evaluation entails various elements that should be addressed in the expatriate performance management system. The frequency of assessment includes the interval at which expatriate employees should be assessed and the best methods that should be used to perform the evaluation process ( Javad and Sebghati 799) . Multinational corporations set different frequencies of evaluation based on the nature of their activities.
Fairness in expatriate performance management comprises various elements such as providing equal opportunities for all expatriates, fair compensation of employees, and a conducive workplace environment for all expatriate employees ( Javad and Sebghati 799) . Considering these elements can improve employee commitment to perform duties assigned to them more effectively and efficiently.
The key elements that should be considered under career development for expatriate employees include providing professional training to employees, experience, and allowing employees to further their career through higher education programs and providing benchmarking programs for employees ( Javad and Sebghati 799) . These elements are essential in performance management because they improve workplace performance.
Challenges with Conducting Performance Evaluations for Expatriates
Various challenges are encountered while conducting performance evaluations for expatriates compared to the traditional performance management system. The following are the common challenges faced by the human resources of multinational corporations:
Classing goals is one of the biggest challenges experienced in expatriate performance management. Expatriate employees are always proud of their work; hence they expect good feedbacks ( Daniela and Alcazar 260) . However, they receive negative comments from their supervisors hence demotivate them to work hard and achieve organizational goals compared to the traditional systems where employees given feedback based on the actual performance.
Lack of objectivity and integrity of performance appraisal is another challenge associated with expatriate performance management systems ( Daniela and Alcazar 260) . Some of the systems use performance management, and employee appraise is impartial; hence, it does not reveal the truth about employee performance at workplaces, unlike the traditional approach that assesses actual employee performance at workplaces.
Works Cited
Mahmoudimehr, Javad, and Parvin Sebghati. "A novel multi-objective Dynamic Programming optimization method: Performance management of a solar thermal power plant as a case study." Energy 168 (2019): 796-814.
Noethen, Daniela, and Rocio Alcazar. "Experimental research in expatriation and its challenges: A literature review and recommendations." German Journal of Human Resource Management 34.2 (2020): 252-283.
Schleicher, Deidra J., and Heidi M. Baumann. "16 Performance Management and the Changing Nature of Work." The Cambridge Handbook of the Changing Nature of Work (2020): 340.
Wang, Chun-Hsiao, and Arup Varma. "Cultural distance and expatriate failure rates: the moderating role of expatriate management practices." The International Journal of Human Resource Management 30.15 (2019): 2211-2230.
Wang, Chun-Hsiao, and Arup Varma. "International management strategies and expatriate practices of Taiwanese multinational corporations: a contingency perspective." Asian Business & Management (2020): 1-25.
