Performance Management Essay. Management Assignment.

Analyzing Performance Management Processes in Multinational Corporations for Expatriates and How They Differ From a Traditional Performance Management System
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Analyzing Performance Management Processes in Multinational Corporations for Expatriates and How They Differ From a Traditional Performance Management System
Multinational companies always experience underperformance. For instance, a study by “Harvard Business Review” indicated that approximately 30% of managers in the United States who had stayed for expatriate assignment duration were unable to perform as expected (Liu & Lee, 2008). Therefore, human resource managers worldwide should design performance management processes that identify impending issues within the required time and offer a remediation strategy for the company to generate revenue. Expatriation is a significant dimension of performance. HR managers determining expat performance should examine how variables such as the compensation package, headquarters support, cultural adjustment, the environment, and the task influence performance.
Harzing et al. (2010) explain that HR managers should understand that reward and remuneration are essential in improving expat performance. For instance, the financial benefits motivate expatriates, therefore improving their performances. Besides, tasks, which comprises assigning expatriates to different foreign operations, is essential. For example, a CEO "Chief Executive Officer" is assigned tasks such as overseeing and directing oversee operations. Also, a structure producer has roles such as constructing a structure in the oversea subsidiary. The production tasks include developing a manufacturing plant, establishing a financial and accounting reporting system, or constructing a marketing framework (Lui & Lee, 2008). Moreover, a troubleshooter has roles such as analyzing and solving specific operational issues. In contrast, operatives have assignments that include carrying out functional job tasks in lower-level management positions. Regarding headquarters support, the roles assigned to expatriates are much different from the domestic country. Such roles comprise the transfer of a person to an oversea environment outside countries (Harzing et al., 2010). The person may have been motivated to accept the expatriate assignment by career or finance, although it largely integrates feeling of commitment and loyalty to the sending company. Adjusting to the new country produces psychological and emotional reactions to the unknown conditions experienced in the period the expat stays in the new country. A host environment has an adverse effect on the expatriate’s assignment. For instance, the foreign environment may have different economic, legal, societal, physical, and technical demands, which affect the expatriate’s performance. As such, the expat’s performance should be placed in both the multinational and organizational context.
Furthermore, the cultural adjustment also determines the job performance of the expatriate (Harzing et al., 2010). In most cases, expatriates experience chall...