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T7 (Ch 6) & T8 (Ch 7) (Performance appraisal (p.161) (Criteria (p.162)…
T7 (Ch 6) & T8 (Ch 7)
MNE performance
management
(PM) (p.151)
Five constraints that may affect goal attainment
Global volatility (p.152)
Difference in time and distance (p.152)
Non-comparable data (p.151)
Whole v part - the good of... (p.151)
Maturity levels (p.153)
PM as a control mechanism (p.153)
PM of international employees (p.154)
Expatriates variables
Headquarters support (p.158)
Host environment (p.158)
Task and role (p.155)
Structure reproducer
Trouble-shooter
CEO/Subsidiary manager
Operative
Cultural adjustment - self and family (p.159)
Compensation package (p.154)
Cross-cultural considerations (p.159)
PM of non-expats, i.e. non-traditional international employees such as virtual assignees or commuters (p.160)
Performance
appraisal
(p.161)
Forms - standard or custom? (p.163)
Frequency (p.164)
Who conducts? (p.162)
Home or host?
Single- or multi-rater?
Feedback (p.165)
Criteria (p.162)
Contextual goals
Soft goals
Hard goals
Appraisal of HCNs (p.165)
Training (p.176)
Pre-departure training (p.176)
Cultural awareness programmes (p.177)
Tung (p.178)
Identified 5 categories of pre-departure training
Mendenhall, Dunbar and Oddou expanded on Tung's research, making it more applicable
2 determining factors for level and rigor
Degree of expected interaction
Cultural similarity
Seminal study on expatriate training
Practical assistance (p.181)
Language training (p.180)
Role of English as the language of world business
Host-country language skills and adjustment
Knowledge of the corporate language
Security briefings (p.182)
Preliminary visits (p.179)
Judging the effectiveness of pre-departure training (p.184)
Other training
Training for the training role (p.182)
TCN and HCN expatriate training (p.183)
Training for non-traditional assignments (p.183)
Development (p.185)
Individual (p.186)
A form of job rotation
Seen as important for career progression
Particularly important to people in small developed countries such as NZ
International teams (p.186)
Five trends in training and development (p.188)
Repatriation (p.188)
Problems
Individuals (p.193)
Job-related factors (p.193)
Work adjustment (p.194)
Career anxiety (p.193)
Coping with new role demands (p.196)
Social factors (p.196)
Family adjustment (p.196)
Social networks (p.197)
Effect on partners career (p.197)
MNEs
Staff availability and career expectations (p.198)
'Boundaryless careers' (p.199)
Return-on-investment (p.200)
Knowledge transfer (p.201)
Designing a repatriation programme (p.203)
Activities and practices fig 7.4 (p.189)
Global careers and GTM - Global Talent Management (p.205)