A cognitive model Of expatriate performance management

Abstract

Expatriation is of enduring importance for multinational enterprise. Research and practice have focused on many aspects of expatriate management, reflecting a concern about expatriate performance, yet relatively little attention has been paid to expatriate performance management. Even less is known about the interplay between organization-level performance management practices and expatriates' self-management of performance while on international assignment. During a qualitative exploration of expatriate performance management, I found that when expatriates were faced with undefined situations, they resorted to past professional, occupational or organizational experiences, depending on their length of tenure with the organization, to guide their performance. I develop this theme as a basis for future research by drawing on control, identity and scheme theories, to propose a model of an individual-level cognitive process determining work-role behavior.