Performance Management
Performance management is an important aspect of every organization, and when it comes to expatriates, it can be a major challenge due to the unique issues that arise when people from different cultures and backgrounds are integrated into a new workplace. As a result of these challenges, the five key variables that managers should consider in an expatriate performance management system are cultural intelligence, adjustment and adaptability, job performance, leadership and team integration, and contribution to the home office.
Cultural Intelligence (CQ)
The ability of an expatriate to interpret unfamiliar gestures and actions in the same way as people from the host country is part of what it means to have cultural intelligence (CQ) (DSouza, ). This requires a solid understanding of the cultural nuances, social norms, and business practices of the host country. When assessing an expatriate's performance, their CQ should be a critical factor. Companies should consider the expatriate's ability to adapt, communicate, and establish relationships in the host country.
Adjustment & Adaptability
Living and working in a new country also presents numerous challenges. The expatriate's ability to adjust to new social and professional environments, including dealing with homesickness, should be evaluated. The ability to learn the local language, understanding societal norms, and the willingness to accept and adapt to changes should be incorporated into the performance management system.
Job Performance
Job...
…Different cultural, economic, or market conditions may necessitate adjusting the goals and targets. Additionally, expatriates often suffer from 'out of sight, out of mind' syndrome, with their achievements going unnoticed by the home office. This lack of visibility can impact their career progression. Then there is also the complicated matter of managing dual allegiances. Expatriates need to balance the needs of the home and host offices, which can sometimes be conflicting. Their performance evaluation needs to take this delicate balancing act into account. As a result, these challenges necessitate a carefully designed performance management system tailored to the unique circumstances of expatriates, balancing the need for standardization with the need for…
References
Andrus, M., Spitzer, E., Brown, J., & Xiang, A. (2021, March). What we can't measure, we can'tunderstand: challenges to demographic data procurement in the pursuit of fairness. In Proceedings of the 2021 ACM conference on fairness, accountability, and transparency (pp. 249-260).
D'Souza, J. B. (2022). Cultural Intelligence to Cultural Adaptation of Expatriates inThailand. rEFLections, 29(3), 739-760.
Nolan, E. (2023). The cultural adjustment of self-initiated expatriate doctors working and livingin Ireland. Cogent Business & Management, 10(1), 2164138.
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