International Performance Appraisal Policies and Practices

This research provides important insights into how South Korean MNEs manage and what approaches they adopt to managing performance appraisals in their Chinese subsidiaries. It reveals that South Korean MNEs tended to adopt the ethnocentric approach to managing performance appraisal practices for expatriates and an integrative approach for HCNs in their Chinese subsidiaries due to the relative strength effect and contextual differences between China and South Korea. Based on the findings, it can be argued that MNEs originating from advanced economies and operating in less-developed countries tend to adopt an ethnocentric approach to international performance appraisals. Conversely, MNEs from less-developed economies operating in developed countries are more likely to adopt a multi-domestic (localized) approach to international performance appraisals.

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Authors and Affiliations

1. School of Management, RMIT University, Melbourne, Australia Haiying Kang
2. Shenzhen Audencia Business School (SABS), Shenzhen University, Shenzhen, China Jie Shen

1. Haiying Kang