1. PERFORMANCE MANAGEMENT
Dony Eko Prasetyo, S.IP.

2. What is performance management?
A process that enables the multinational to evaluate and continuously improve individual, subsidiary unit and corporate performance, against clearly defined, pre-set goals and targets

3. Basic components of performance management

4. Evaluating subsidiary performance
Factors to consider:
Whole versus part
Non-comparable data
Volatility of the global environment
Separation by time and distance
Variable levels of maturity

5. Control and performance management
Performance management is part of the multinational’s control system
Performance targets, for example, are part of formal control
Performance management contributes to shaping corporate culture

6. Variables affecting expatriate performance

7. Individual performance management
The task:
Chief executive officer
Structure reproducer
Troubleshooter
Operative
Task variables more under the control of the multinational than environmental factors

8. Roles
A role is the organized set of behaviours assigned to a particular position
Effective role behaviour is an interaction between the concept of the role, the interpretation of expectations, the person’s ambitions, and the norms inherent in the role
(refer back to Chapter 7 – the role of the repatriate)

9. PCN role conception
TCN role conception

10. Expatriate performance
The support of headquarters is important – both to the individual expatriate and accompanying family members – as a performance variable

11. The host environment
The external context can be a major determinant of expatriate performance
Differing demands in terms of context:
Societal
Legal
Economic
Technical
Physical
Type of operation involved (eg. IJV versus wholly-owned subsidiary)

12. Contextual model of expatriate performance management

13. Non-expatriate performance management
A seemingly neglected group
Performance effects of factors associated with constant air travel
Depression, nervous anxiety, sleep disturbance, health (DVT, weight gain, poor diet)
Stress associated with frequent absences and effect on family relationships
Non-standard assignments such as commuter arrangements and virtual assignments share these aspects

14. Performance appraisal
Performance criteria
Hard goals: objective, quantifiable and can be directly measured
Soft goals: relationship or trait-based
Contextual goals: factors that result from the situation in which performance occurs
An appraisal system that uses hard, soft and contextual criteria is advocated

15. Other factors affecting appraisal
Who conducts the performance appraisal
Use of standardized or customized appraisal form
Frequency of appraisal
Performance feedback
Timely
Geographical distance affects

16. Appraisal of HCNs
The practice itself confronts the issue of cultural applicability
May be necessary to use local staff and a customized form
Level of position involved is an important consideration

17. HCN role conception