Performance management of Australian and Singaporean expatriates

Abstract

The cross‐cultural and practical challenge of evaluating the management performance of Australian and Singaporean expatriates has received little research attention. This paper explores critical perceptions of performance management by analysing the results of structured interviews with Australian and Singaporean expatriate managers and human resource professionals. Contrary to initial expectations, a slight majority of respondents were satisfied overall with the fairness and accuracy of expatriate performance management practices. Their proposals for more effective performance management are analysed, focussing on the efficacy of involving multiple, cross‐cultural raters in performance appraisal. The cultural differences between Australian and Singaporean expatriates are also explored. The findings of this research provide important direction for the development of culturally sensitive international human resource management practices.