The antecedents of performance management among Finnish expatriates

Abstract

The present study aims at increasing the understanding of existing expatriate performance management practices, their ef ciency and related contextual factors. The descriptive ndings mainly support the picture arising from the few earlier studies identi ed, but also bring out several new ideas such as the use of team goals. Second, key performance management practices in uencing the perceived ef ciency of the system were identi ed, the key nding being that expatriate performance management with of cially set performance goals and formal performance evaluation increases the ef ciency of the process. The results further show that a company's level of internationalization, its size, the position of the expatriate in the organizational hierarchy, his or her task type, the location of the host unit and the structure of the organization in uence performance management practices.

Performance management in Polish companies internationalizing their market activities

“…Research points out advantages, such as the limitation of rater bias (Torno, 1993) or employee preferences to be appraised from multiple-perspectives (Bernardin, 1986), as well as disadvantages, such as the lack of economic justification (Scott & Einstein, 2001). In practice, however, the most common solutions are still based solely on employee supervisor appraisal, known as immediate manager appraisal (Suutari & Tahvanainen, 2002). Simultaneously, selfappraisal can also take place (Armstrong & Baron, 1998).…”

“…Effective PM is extremely useful for MNCs, due to the fact that it can support such organizations in managing a unique and strategic group of employees, such as expatriates. This group is extremely important, due to their on the job responsibilities, including the opening of new strategic business units in foreign countries, developing business on an international scale and the transfer of knowledge necessary for the further development of the company (Suutari & Tahvanainen, 2002).…”

Exploring cultural dimensions as predictors of performance management preferences: the case of self-initiating expatriate New Zealanders in Belgium

“…Tahvanainen (2000) did not report a difference in the ways that key PM practices should be conducted in relation to the culture of the manager and subordinate; however, she used role-type variables as opposed to cultural variables. Suurati and Tahvanainen (2002) argued that expatriate PM should include clear goal-setting and evaluation mechanisms, but again cultural dimensions are not addressed. Sergeant and Frenkel (1998) did consider PM in relation to cultural differences, and along with Tung (1987), highlighted the importance of cultural training.…”

The effects of fairness perception of performance appraisal on psychological contract and organizational citizenship behavior

“…While the performance of teams should also be evaluated, the focus of the performance appraisal in most fi rms remains on the individual employees (Mondy, Noe, & Premeaus, 2002). Performance appraisal is considered to be one of two key elements of performance management (Suutari & Tahvanainen, 2002). Greenberg (1986) suggested that procedural justice and distributed justice are the major factors that aff ect perceived fairness of performance appraisal.…”