Research Handbook of Expatriates
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Research Handbook of Expatriates

Edited by Yvonne McNulty and Jan Selmer

The Research Handbook of Expatriates is a comprehensive and carefully designed collection of contributions that provides a nuanced discussion of expatriates and important insights into emerging areas of research. The first of its kind, the Research Handbook includes detailed examinations of the various types of business expatriates including LGBT, self-initiated expatriates, female assignees, and inpatriates, as well as expatriates in diverse communities such as education, military, missionary, sports and ‘Aidland’. Other themes include expatriate performance, adjustment, expatriates to and from developing countries, global talent management, and expatriates’ safety and security. With solid theoretical foundations and essays from the most distinguished academics in the field, the Research Handbook is a ground-breaking must-read for scholars and consultants in the field of expatriation, international management, global HR and business administration.
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Chapter 5: Expatriate performance

Leanda Care and Ross Donohue

Abstract

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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