Edited by Yvonne McNulty and Jan Selmer
Driven by discussions with expatriates, their human resource managers and supervisors, this chapter presents the underlying argument that performance requirements of an expatriate are no different from that of other employees. We purposefully focus on the criterion space of expatriate performance; how it can be conceptualized and measured. Through this detailed journey we contend that the expatriate-specific performance components described in the literature be conceptualized as part of the overall context of the expatriate environment and in many cases are antecedent to, rather than components of, performance. We review a number of theoretical models of job performance, each of which disaggregates performance into its constituent components. We next present studies which use similar models to predict performance and thus introduce the antecedents of expatriate performance which are used in broader conceptual process models. Through our discussion of job performance models we advance the idea that the multi-faceted view of performance (the dissection of components mentioned above) is crucial to expatriate performance management so that each component can be evaluated based an organization’s own unique set of job performance requirements. We anticipate that a finer-grained understanding of the constituents of performance and what influences each will assist with resource allocation, guiding management effort and other expatriate management decisions.
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