PERFORMANCE MANAGEMENT2Performance ManagementIn an expatriate performance management system, the variables should be considered are task, culture adjustment, host environment, headquarters' support, and compensation package (Dowling, 2008). Each of these variables has specific aspects that can affect performance management. Several challenges should be considered for there to be efficient in performance management.Compensation PackageReward and remuneration have a significant role to play in the performance equation. An overseas assignment can be associated with the potential for career progression. When this is integrated with the perceived financial benefits, they act as motivating factors. Realizing these expectations is essential since they determine the level of performance. TaskDowling (2008) argues that there are some specific tasks that expatriates should handle intheir foreign operations. These tasks are the chief executive officer, structure producer, troubleshooter, and operative tasks. Operative individuals are responsible for the performance of functional job tasks. They act supervisory, but low-level positions. Troubleshooters are accountable for solving problems that exist in foreign subsidiaries. Structural reproducers reproduce or build a foreign subsidiary's structure similar to that of the company they know or that exists in another part of the company. They can build marketing frameworks, implement financial and accounting reporting systems, or establish production plants.
PERFORMANCE MANAGEMENT3The chief executive officer is the subsidiary manager. He/she directs or oversees all foreign operations. Four internal assignments exist in cross-cultural performance management