The Research Of Transnational Corporation’s Expatriate Performance Management

With the accelerating of Chinese enterprises internationalization, more and more employees will work abroad, who usually are middle and high ranking administrators, whose performance will affect the profitability. According to statistics, about16%-40%American expatriates repatriate earlier. Among the employees who still work abroad, the performance is bad, which result in the loss of productivity.This paper focuses on the aspect of expatriate performance management, which have introduced the theory on the meaning of expatriate, performance management, cross-cultural management and expatriate performance management. Then, through the interview with expatriate from four multinational corporations, the study have found more details about their expatriate performance management systems. First, there is no significant difference in goal sefting process besides American Materials. Second, most of corporations conduct the perlormance appraisal biannually, only American Materials conducts annually. Third, all the orporalions use diverse raters. Fourth, all the corporations have formally established perlormance measurement criteria and standards besides Hitachi. Fifth, all the corporations use standardized appraisal forms, but American Materials have some degree of freedom. Sixth, all the companies conduct feedback interviews. Seventh, all the companies emphasize pre-departure training about language and national culture for expatriates. Eighth, all the companies adopt performance related pay besides Hitachi. At last, the paper introduces the pnobems exist in the expatriate performance management systems of Chinese multinational corporations and provide some advices.