21.With respect to performance appraisal of expatriate employees, companies can simply use their standard appraisal criteria overseas and expect valid results.
22.When it comes to assessing expatriate managers’ job performance, the key question is, “How soon after the assignment begins should the appraisal be conducted?”
23.When appraising expatriate managers’ performance, companies should use multiple raters and make sure that some of those raters have lived and worked in the country in which the expatriate is working.
24.Returning expatriates are called repatriates.
25.Compensation packages for expatriates can hinder the consistency of the company’s pay system, causing morale problems.
26.The “trick” in designing a compensation system for international environments is to understand the country’s currency system.
27.To be successful in overseas assignments, managers must be able to adapt their management behavior to the culture of the host country.
28.Helping expatriate managers understand how to work with and for people from different cultures is clearly not an HRM department problem.
29.Japanese business norms are very formal and well-defined.
30.Most Mexican firms have a decentralized management structure with power vested at the lower levels.