International Performance Management System for Expatriates

소개

The necessity of managing expatriates of multinational companies is increasing. In the face of difficulties in managing and evaluating expatriates in the home country, this paper will look for ways to establish an efficient international performance management system through discussion of management system design, performance evaluation, and compensation packages.

목차

1. Abstract
2. Introduction
3. Performance Management Design
4. Performance Appraisal
5. Compensations
6. Suggestions
7. Conclusion
8. References

본문내용

Abstract
The necessity of managing expatriates of multinational companies is increasing. In the face of difficulties in managing and evaluating expatriates in the home country, this paper will look for ways to establish an efficient international performance management system through discussion of management system design, performance evaluation, and compensation packages.
Keywords: Expatriates, multinational company, international performance management system, appraisals, compensation

Introduction
In a time when natural resources, services, goods, and capital are freely tradeable, labor is no longer an exception. Accordingly, the business models of multi-national companies (MNCs) in different countries have been diversified and complicated. As mentioned through Wood et al., a business that considers localization and global standardization are required from a simple business model in which companies export goods (Wood et al., 2017).

참고자료

· Chinchilla Albiol, M. N., Masuda, A. D., & Las Heras Maestro, M. (2010). Balancing Work and Family: A Practical Guide to Help Organizations Meet the Global Workforce Challenge. Amherst, Mass: HRD Press. Retrieved from https://search-ebscohost-com.ezproxy.myucwest.ca/login.aspx?direct=true&db=nlebk&AN=388930&site=eds-live
· Cho, T., Hutchings, K., & Marchant, T. (2013). Key factors influencing Korean expatriates’ and spouses’ perceptions of expatriation and repatriation. International Journal of Human Resource Management, 24(5), 1051–1075. https://doi-org.ezproxy.myucwest.ca/10.1080/09585192.2012.725079
· Gregersen, H. B., & Stroh, L. K. (1997). Coming Home to the Arctic Cold: Antecedents to the Finnish Expatriate and Spouse Repatriation Adjustment. Personnel Psychology, 50(3), 635–654. https://doi-org.ezproxy.myucwest.ca/10.1111/j.1744-6570.1997.tb00708.x
· Kang, H., & Shen, J. (2016). International performance appraisal practices and approaches of South Korean MNEs in China. International Journal of Human Resource Management, 27(3), 291–310. https://doi-org.ezproxy.myucwest.ca/10.1080/09585192.2015.1039562
· Mendenhall, M. E., & Stahl, G. K. (2000). Expatriate Training and Development: Where Do We Go from Here? Human Resource Management, 39(2/3), 251. https://doi-org.ezproxy.myucwest.ca/10.1002/1099-050X(200022/23)39:2/3<251::AID-HRM13>3.0.CO;2-I
· Rajan, S. I., & Akhil, C. S. (2019). Reintegration of Return Migrants and State Responses: A Case Study of Kerala. Productivity, 60(2), 136–143. https://doi-org.ezproxy.myucwest.ca/10.32381/PROD.2019.60.02.3
· Wood, J, Dowling, P. J., Festing, M., Engle Sr., A. D. (2015). International Human Resource Management (6th Edition), Cengage Learning EMEA, 2013. Management International Review (MIR), 55(4), 589–592. https://doi-org.ezproxy.myucwest.ca/10.1007/s11575-014-0236-1
· Young, D. (1973). Fair compensation for expatriates. Harvard Business Review, 51(4), 117–126. Retrieved from https://search-ebscohost-com.ezproxy.myucwest.ca/login.aspx?direct=true&db=bth&AN=3867090&site=eds-live