One way or another? An international comparison of expatriate performance management in multinational companies

Abstract

Due to the high costs and strategic importance of expatriate assignments, expatriate performance management (EPM) plays an increasingly important role for multinational enterprises (MNEs). However, research on EPM is still in its infancy. Drawing from the convergence/divergence debate in international human resource management, this study investigates and compares EPM strategies and practices across MNEs from three different country clusters to better understand whether EPM practices tend to converge, diverge, or crossverge (i.e., show aspects of both). Results from surveying 132 Anglo-Saxon, Germanic, and Japanese MNEs reveal prominent differences (divergence) at the EPM strategic level such that Japanese MNEs tend to pursue more ethnocentric staffing strategies and design EPM systems specifically tailored to expatriates. On the practice level, we found both commonalities and differences between Japanese and Anglo-Saxon and Germanic MNEs, pointing toward crossvergence. Theoretical and practical implications of our results are discussed.

Guest editorial: Global mobility in times of global calamity: COVID-19 reactions, responses, and ramifications for the future of work

“…Now that virtual expatriate assignments and working from home have proven their value, will social expectations associated with parenting set back the recent progress in equalizing expatriate gender imbalance (Primecz)? This could also be related to issues of how to evaluate and manage expatriate performance across the globe (Bader et al , 2021). In what ways do expatriates in different settings and contexts experience mixed emotions relating to their home/host environments that go beyond homesickness (Rosa González et al ) and that shed insight into expatriates' mindset, well-being and/or the adjustment experience?…”

International human resource management in multinational companies: Global norm making within strategic action fields

“…The conventional approach in IHRM sees these as influenced by global influences stemming from the corporate HQ's desire for consistency, often formalised into a global performance management system, but with these subject also to local factors, including such issues as the role of unions in representing staff in discussions concerning performance (e.g. Bader et al., 2021; Festing et al., 2012; Lindenholm, 2000; Vance, 2006). However, there are other relevant fields besides corporations and countries.…”

Constraining and contributing factors of an expatriate assignment life cycle

“…To understand expatriate performance management (EPM) in more depth, future research could consider the whole cycle of expatriation, considering items such as goal setting and training prior to the expatriate assignment and/or feedback and career development after the expatriation assignment (Bader et al, 2021).…”