Expatriate Performance Appraisal
A theoretical study and comparison of the literature
- Art: Diplomarbeit
- Autor: Andreas Cmolik
- Abgabedatum: April 2002
- Umfang: 85 Seiten
- Dateigröße: 800,0 KB
- Note: 1,0
- Institution / Hochschule: Johannes Kepler Universität Linz Österreich
- ISBN (eBook): 978-3-8324-5533-0
-
ISBN (Paperback) :
978-3-8324-5533-0 P - ISBN (CD) :978-3-8324-5533-0 CD
- Sprache: Englisch
- Prämierung:
- Arbeit zitieren: Cmolik, Andreas April 2002: Expatriate Performance Appraisal, Hamburg: Diplomica Verlag
- Schlagworte: Evaluation, Expatriation, Goal setting
In den Warenkorb
48,00 €
Diplomarbeit von Andreas Cmolik
Abstract:
The focus of this study is on employee performance evaluation in the international context, while the main part is dedicated to the two most important features in expatriate performance management - goal setting and performance evaluation.
The thesis consists of eight chapters. Chapter 1 explains the main causes for the existence of internationally employed managers and states the purpose of this thesis. Chapter 2 focuses on the definition of expatriates and on the utilization of international managers. Chapter 3 links the expatriation issue to international human resource management and investigates its role during the expatriation cycle and in the process of expatriate performance evaluation. Chapter 4 presents the most important stages of the expatriation cycle and their influence on expatriate performance. Chapter 5 concentrates on the salient differences of performance management and performance appraisal. Chapter 6 aims to provide definitions for success and failure, and deals with expatriate failure rates. Chapter 7 is the center of this thesis and comprehensively explains the heart of every performance management process - goal setting and performance evaluation. The last chapter summarizes the findings of the master thesis, and is concerned with the limitations of these findings and their role in future research.
The aim of this theoretical study is to provide a comprehensive understanding of expatriate performance appraisal, based on existing literature, to show its limitations, and to provide a solid basis for further research.
Table of Contents:
| TABLE OF CONTENTS | 2 | |
| INDEX OF FIGURES | 4 | |
| INDEX OF TABLES | 5 | |
| 1. | INTRODUCTION | 6 |
| 1.1 | Economic Background | 6 |
| 1.1.1 | International Economic Trends | 6 |
| 1.1.2 | Austrian Foreign Trade | 8 |
| 1.2 | Trends in Expatriation | 10 |
| 1.3 | Purpose of the Study | 10 |
| 1.4 | Structure of the Thesis | 11 |
| 2. | THE BUSINESS OF EXPATRIATION | 12 |
| 2.1 | Definitions | 12 |
| 2.2 | Reasons for Expatriation | 13 |
| 3. | INTERNATIONAL HUMAN RESOURCE MANAGEMENT | 15 |
| 3.1 | A Strategic Approach | 15 |
| 3.2 | International Staffing Issues | 17 |
| 3.2.1 | Scope of Internationalization | 17 |
| 3.2.2 | Headquarters Orientation | 19 |
| 4. | THE EXPATRIATION CYCLE | 21 |
| 4.1 | Selection Process | 22 |
| 4.1.1 | Selection Criteria | 22 |
| 4.1.2 | Selection Process | 24 |
| 4.2 | Training | 25 |
| 4.2.1 | Training Modes | 25 |
| 4.2.2 | Cost of Training | 26 |
| 4.3 | Host Country Experience | 27 |
| 4.3.1 | Expatriate Adjustment Process | 27 |
| 4.3.2 | Culture Shock | 27 |
| 4.4 | Repatriation | 29 |
| 4.4.1 | Adjustment, Change & Expectations | 29 |
| 5. | PERFORMANCE MANAGEMENT & APPRAISAL | 32 |
| 5.1 | Definition of Performance Management | 32 |
| 5.2 | Definition of Performance Appraisal | 34 |
| 6. | SUCCESS AND FAILURE | 36 |
| 6.1 | Definition of Success | 36 |
| 6.1.1 | Factors Contributing to Success | 37 |
| 6.1.2 | Domestic versus International Success | 37 |
| 6.2 | Definition of Failure | 38 |
| 6.2.1 | Factors Contributing to Failure | 38 |
| 6.3 | Cost of Failure | 39 |
| 6.4 | Failure Rates | 40 |
| 7. | EXPATRIATE PERFORMANCE APPRAISAL | 42 |
| 7.1 | Goal Setting and Expatriate Performance | 44 |
| 7.1.1 | Job Description | 46 |
| 7.1.2 | Expatriate Involvement | 48 |
| 7.1.3 | Specificity of Goals | 49 |
| 7.1.4 | Hard and Soft Goals | 49 |
| 7.1.5 | Difficulty and Duration of Goals | 51 |
| 7.1.6 | Number of Goals | 53 |
| 7.1.7 | Goal Setting - An Ongoing Process | 53 |
| 7.1.8 | Performance Goals in the International Context | 54 |
| 7.1 | Evaluators of Expatriate Performance | 55 |
| 7.2.1 | Traditional Top-Down Appraisal (Supervisor) | 56 |
| 7.2.2 | Self-evaluation | 57 |
| 7.2.3 | Upward Appraisal (Employee) | 59 |
| 7.2.4 | Peer Evaluation | 60 |
| 7.2.5 | Other Evaluators | 61 |
| 7.2.6 | 360 Degree Feedback Process | 61 |
| 7.2.7 | Location of Appraiser | 63 |
| 7.3 | Frequency of Performance Appraisal and Feedback | 64 |
| 7.4 | Conflicts and Challenges | 65 |
| 8. | LIMITATIONS AND CONCLUSION | 68 |
| 8.1 | Cultural Differences | 68 |
| 8.2 | People's Republic of China | 70 |
| 8.3 | Further Limitations | 72 |
| 8.4 | Summary of Significant Findings | 73 |
| 8.5 | Recommendations for Further Research | 75 |
| 8.6 | Conclusion | 77 |
| REFERENCES | 78 |
In den Warenkorb
48,00 €
Link zur Arbeit:
http://www.diplom.de/ean/9783832455330
Arbeit zitieren:
Cmolik, Andreas April 2002: Expatriate Performance Appraisal, Hamburg: Diplomica Verlag
Schlagworte:
Evaluation, Expatriation, Goal setting
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