Search

Purpose - This study tries to explore through multiple case studies how expatriate performance management is conducted in multinational enterprises (MNEs) of different national origins. Design/methodology/approach - Multiple interviews were conducted with expatriate employees and human resource managers of five MNE subsidiaries operating in the information technology industry, namely, Applied Material (American), Philips (Dutch), Hitachi (Japanese), Samsung (Korean), and Winbond (Taiwan). Findings - The findings show that all of the firms surveyed use standardized performance forms set by headquarters, which are not tailored to local operating environments. Also, lack of on-the-job training for expatriates was found to be prevalent among the five MNE subsidiaries. Divergent practices in goal setting, performance appraisal, and performance-related pay were largely attributed to the parent company's culture. The nature of the expatriate mission was another reason for different arrangements in expatriate performance management Originality/value - This study is one of the first to explore expatriate performance management practices of multinational finns. There does not seem to exist a prevalent form of expatriate performance management and such a practice is to some extent more strongly subjected to the influence of the parent company's culture. [ABSTRACT FROM AUTHOR]

The article presents abstracts on management. This paper reports on an industrially led research project supported by Great Britain's Engineering & Physical Sciences Research Council which set out to tackle an increasingly pressing issue for organizations, how to measure and manage the performance of teams. It describes a typology for team performance measurement system (TPMS) design and identifies the gaps of current TPMS approaches. Authors J. Gosling and H. Mintzberg assert that management without leadership encourages an uninspired style which deadens activities and leadership without management encourages a disconnected style which promotes hubris. An effective manager is able to integrate all five types of management into the daily work. One of a three-part series that focuses on the classic theories and news studies on why people need meaningful work and the implications for organizations. As a result, the best employers are not great because of their perks and benefits but because of their organizational cultures and policies that promote meaningful work and a nurturing, supportive workplace.