Abstract
Despite the large number of New Zealanders working overseas of their own volition, the expatriate management literature has largely ignored their performance management (PM) preferences. The need to consider followers' preferences has been established by evidence supporting a link between PM practices and national culture, and subsequent performance. This study utilised the semi-structured interview to explore and compare the PM preferences of self-initiating expatriate New Zealanders in Belgium, and Belgians. Content analysis revealed distinct similarities and differences in preferences that can be tentatively linked to elements of national culture, providing general support for related literature. Subgroups also emerged within the Belgian sample and individual differences emerged within both samples, emphasising the importance of cultural subgroups as well as individual variations when considering PM preferences. Findings have academic and practical implications, which may be further explored by the suggested avenues of future research.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callMore From: The International Journal of Human Resource Management
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
