Razafiarivony: Expatriates and the Performance Management System

Expatriates and the

Performance Management
System

hand, the existence of dual ca-

reer couples, knowledge-based
By Mary-Anne Razafiarivony management, political crises all
over the world, as well as rapid
advances in technology raise is-
International assignments
sues that need to be addressed
form an integral part of the life of
properly, lest the whole effort of
the church. Even if financial con-
repatriation leads to a waste of
siderations change their scope
resources.
and direction, they are still vital
The purpose of this article
elements of the organization. The
is an exposé of one aspect of
twenty-first century has brought
a performance management
new challenges that call for a
system1 as it relates to expatri-
fresh look at the issue of expa-
ate management. Concern has
triation. On one hand, globaliza-
been raised about applying to
tion and technological advances
non-profit organizations, church
make the implementation of the
institutions included, an applied
assignment plan easier. The
system of measures inherent to
spread of the internet around
a typical performance manage-
the globe, the opening up of
ment system. It is stated that
many countries to outside influ-
not-for-profit organizations dif-
ences as well as the availability
fer radically from for-profit insti-
of better equipment and a better
tutions because of their inherent
equipped workforce in terms of
value systems. It is argued that
skills allow for a smoother pro-
the heavy emphasis on mea-
cess than before. On the other
sures and results present in
Mary-Anne performance management pro-
Razafiarivony grams may divert attention away
is the Dean and from the core element of the mis-
Professor of sion of not-for-profit organiza-
Business at the tions (Lindgren 2001:285). Yet,
Adventist Uni- these problems are not confined
versity Zurcher, to the non-profit sector only. The
Madagascar. for-profit sector faces the same
difficulties. Schemenner, Roger,
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 Journal of Adventist Mission Studies, Vol. 2 [2006], No. 2, Art. 9
Vollman, & Thomas (1994:58) “ensuring constancy of purpose,
use the terms “gaps” to describe clear job descriptions, and clari-
the lack of emphasis on what is ty of what constitutes a job done
critical to the organization. Ac- well, focusing improvements in
cording to these authors, gaps areas of priority and so forth.”
come about through a failure to Expatriate management stud-
use the right measure. Admit- ies have focused on various
tedly, the difficulty of solving aspects of the employment of
these problems is more com- expatriates. The hiring, training,
plex in the case of non-profit and repatriation processes have
organizations because often often been researched separately
their mission and values are and/or as a whole (less often) to
expressed in abstract terms. give an idea of the issues that
Further, often their activities confront management in this
are service oriented and cannot area. On the other hand, very
be reduced to numeric figures. few studies have focused on the
Yet performance management, link between strategy and per-
if understood in its totality, can formance of expatriate employ-
still play a useful role within ees. One way of addressing this
these organizations. problem is through an integrated

Performance management, if under-

stood in its totality, can play a useful
role within organizations.

A performance management employee performance manage-

system brings several benefits ment system. Michael Armstrong
to the organization. Through (1994:41) presents the aspects of
its design, management, to- an integrated performance man-
gether with employees, come to agement system as follows:
a common understanding of the a. Clearly communicated links
mission of the organization, the to organizational strategy
expectations of each party, and b. Individual performance
how to meet such expectations. goals
In fact this alignment between c. Generation of regular feed-
the mission of the enterprise back on progress
and its activities represents d. Discussion on opportunities
the core of the system. Chen- for performance improvement
nel, Dransfield, Field, Fisher, e. Establishment of links be-
Saunders & Shaw (2000) state tween performance and rewards
that the principle of alignment2 The first aspect deals with
addresses the following issues: the overall strategy of the orga-
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90 Journal of Adventist Mission Studies
 Razafiarivony: Expatriates and the Performance Management System
nization. Armstrong states that many ways from the traditional
an organization needs to know “fields” visited by missionar-
why it is necessary to send out ies in past decades. Because of
expatriates. In other words, it such differences, the training
needs to constantly revise the methods and assignment styles
significance of the international need to differ too in order to meet
assignment. As the environment the needs of these regions. In
changes, so does the relevance the corporate world firms face
of the strategic move. As organi- the same challenge. In a study
zations move from one stage to done by Aahad Osman-Gani,
another (infancy, adolescence, the author deplores the lack of
maturity), the need ranges from empirical comparative studies on
very low to very high. It is up to expatriates coming from different
the organization to determine the places and working in different
stage it is at, and to match that countries (2000:215). Accord-
stage with the required man- ing to him, there is a need for
power (Adler 1990). a deeper understanding about
In the case of the church, comparative expatriate manage-
for example, one can consider ment issues for training and ex-
the ground breaking stage (no patriate development purposes.
Adventist presence or a pioneer Can that be said in a church
school or a pioneer hospital, context, too?
etc.); then the growing stage (new What are the implications of
members are baptized, churches these stages for the expatriate?
grow at an increasing rate, or an First of all, the stages are se-
increasing number of students, quential and need to follow each
patients, etc.); and the maturity other to be effective. Even if there
stage (churches are full, a certain may be an overall international
level of status quo is reached). strategy, individual units (divi-
Often after that stage, new efforts sions, conferences, and unions/
are made to increase member- missions) may still have individ-
ship again, therefore the volume ual strategies within the broader
of church growth will increase framework depending on the
but the need for manpower is stage where they are. Some units
different than from the initial may need a strong workforce to
growing stage. At each stage, a help in stage 1, others may need
different set of skills is required: only technical or administrative
technical expertise, mentorship assistance, still others may need
abilities, supervisor, etc. expatriates to take over broader
Related to the above idea, but responsibilities. Anne Harzing
going in another direction, is the (2001:457) states that expatriate
fact that with the political events management should therefore
happening all over the world, not be treated as a one-size-fits-
new territories are now open to all function but should rather
the gospel. Countries differ in be tailored to the strategic need
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 Journal of Adventist Mission Studies, Vol. 2 [2006], No. 2, Art. 9
of the unit in terms of selection, by the employee himself/herself
training, and appraisal. (2004:621). For example, an ex-
patriate may perceive his perfor-
As a result, the need for training,
support and preparation will vary
mance overseas as a successful
even within a single company (divi- one because he/she has been
sion, conference, union). . . . Orga- able to build many churches.
nizations that clearly identify their Yet from the organization point
goals in each stage will have more of view, his/her performance is
successful expatriation process, below par because he has not
which will result in better interna- been able to mentor and train
tional performance of expatriates his successor. Clearly, what is
(Varner & Palmer 2002:9).
called failure is anything that
The second aspect advanced negatively affects the organiza-
by Armstrong (1994:41) deals tion, because its goals have not
with individual performance been reached. The employee
goals. Harzing and Christensen may perceive to have reached
(2004:623) state that, in the his/her goals but, strategically
light of the alignment principle, speaking, this is not enough
top management needs to ex- for the organization. The ques-
plain the goals and expecta- tion then should not merely be:
tions to the missionary based How can we replace a particular
on the needs of the field of expatriate? Rather, manage-
assignment. Furthermore, the ment needs to ask the following
organization needs to clarify questions: Is there an alignment
how the individual goals of the between his/her goals and the
expatriate fit into the wider unit’s goals? Is there something
organizational strategy. After missing in the process that hin-
all, the worker does have goals, dered all the goals to converge
too, and it is not in the interest towards the same mission?
of the organization to overlook Harvey (1997) cited by Mc-
these goals. Why? Because the Caughey & Bruning (2005:23)
alignment of the individual’s states that expatriate assign-
and organization’s goal greatly ment success does not depend
encourages the success of the only on the individual or only
assignment. on the organization for both the
The issue of expatriate failure organization and the individual
is one that has been extensively share responsibility. The part
researched. It comprises prob- under the direct control of the
lems such as premature return, organization is a position-re-
low performance, adjustment lated issue: the impact of the
problems, personal problems, assignment on the individual,
etc. According to Harzing and adjustment to the host-country
Christensen, failure of the expa- office, assignment duration, and
triate may be perceived as such adequacy of training provided
only by the organization, but not before departure. In another
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92 Journal of Adventist Mission Studies
 Razafiarivony: Expatriates and the Performance Management System
study, Iris Varner and Teresa In accordance with the align-
Palmer argue that training ment principle, two-way commu-
should not focus on meeting the nication is necessary to ensure
individual goals, whatever they that the goals of the organization
are, but rather it should center are being carried out. Feedback
on meeting the organization’s on the employee’s progress would
goals (2001:9). Clearly, the also help reveal any adjustment
organization’s goals take pre- difficulties or other kinds of dif-
cedence. Training should try to ficulties that might be occurring
match the expatriate’s knowl- in the field. An added advantage
edge, skills, and competencies of this type of communication is
with the needs of the particular that it helps headquarters deter-
field of assignment. Ideally, it is mine the stages through which
therefore the responsibility of the unit is going through so
the organization to discuss with adjustments can be made. Ellen
the employee his/her goals be- and Claus Harshman (1999:3)
fore the assignment is finalized went even further by pointing
in order to make sure that the out the ethical dimension that
goals match. affects both the content and

Expatriate management should not be

treated as a one-size-fits-all function.

The third and fourth aspects structure of any form of internal

of an integrated performance communication.
management system suggest the Communication in progres-
necessity for continuous commu- sive organizations is designed to
nication and feedback in order help employees understand the
to monitor progress. In a study business and their role in it. Ac-
done by Jaime Bonache, related cording to Ann Willis, vision and
to job satisfaction and its facets, mission provides the foundation
the author mentions internal for an empowered organization
communication (2005:110). The (1999:69). Objectives provide the
findings of the study show that yardstick for measuring success,
expatriates are often not satis- and should be put in writing,
fied with a company’s internal understood, and posted in plain
communication, and feel isolated view. Employees must have an
and cut off from headquarters. overview of the whole process as
The purpose of internal com- perceived by top management.
munication is to keep employees Letting employees know where
informed on what is going on at they are actually contributing
headquarters. and where they can be more
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 Journal of Adventist Mission Studies, Vol. 2 [2006], No. 2, Art. 9
involved is one way of encourag- of reward. The modern workforce
ing improvement. To master the is mostly composed of knowledge
practices of dialogue and discus- workers who are techno-savvy,
sion is the type of communica- aware of market realities, and
tion that counts in the alignment have many opportunities to
principle. change jobs and careers. Ex-
Performance management patriates, through their work
believes in the dynamic nature experience, acquire a wealth of
of the environment where orga- knowledge, skills, and opportu-
nizations operate. As changes nities. When employees put this
happen and are imposed on knowledge and experience to
organizations, their strategy use in accomplishing the mis-
needs to change accordingly; sion of the organization, tangible
hence, the activities leading to progress can be observed. In as
their strategy need continuous much as that wealth is valued
revision. At the same time, the by the employing organization,
mission or the essence of the the appropriate rewards should
organization does not change. follow. These rewards have to be
It is necessary therefore to have perceived as having value by the

Expatriates are often not satisfied

with a company’s internal communica-
tion, and feel isolated and cut off from
headquarters.

programs in place to constantly employee in order to motivate

remind employees of the signifi- him/her to stay with the orga-
cance of the mission as tactics nization. Innovative, dynamic
are altered to meet the ongoing compensation strategies together
objectives. This is where a train- with recognition should be used
ing center can play a major role to acknowledge the contribution
on establishing a link between of the employee to the fulfillment
the mission, strategies, and of the strategic objectives.
necessary activities that need to Money is not the only reward
be performed. Training should even though it is important.
not be confined to predeparture Another complementary factor
time only, but should be avail- that can enhance compensation
able throughout the expatriate’s strategies is employee develop-
assignment. ment. Giving an employee an
A fifth aspect pointed out by opportunity for professional and
Armstrong (1994:44) is the issue career growth, tailoring the need
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94 Journal of Adventist Mission Studies
 Razafiarivony: Expatriates and the Performance Management System
for development according to the Notes
stage of the place where he/she 1
A system that ensures that
is working, and noting their the strategies that have been
preferences can be a way of en- set up are implemented and
hancing the value of the reward are producing outcomes that
system (Mohapatra, 2005). are in the best interest of the
Peter Senge in his book The stakeholders and in accordance
fifth discipline describes how an with the organizational vision,
aligned team produces a synergy mission, and objectives. The re-
that is hard to defeat in terms sults of such an implementation
of efficiency (2000:235). He should be translated through
further states that alignment specific areas, such as customer
is a prerequisite to team devel- satisfaction, financial stability,
opment and empowerment. In community well-being, etc. The
fact, according to him, if this organization endeavors to man-
precondition is missing, indi- age its resources (human, finan-
vidual empowerment and team cial, technological, etc.) in order
development would be counter- to bring out the best it can within
productive to the accomplish- the limits of its environmental
ment of the mission. Senge goes constraints. A systemic approach
on to explain that this special is needed since all the elements
type of synergy happens within a are important for continuous
special type of environment and improvement. Improvements are
with the right kind of leadership. continuous for constant changes
In a performance management call for new strategies and tactics
framework, leadership is the as organizations move towards
“driver” element that allows their overarching goals.
clear and visible objectives to 2
A concept whereby every
be set, quality values to be af- effort within the organization
firmed, and employees to be re- converges towards the accom-
warded. But just as a ship with plishment of the mission and the
a captain but without a crew will fulfillment of the initial vision set
not accomplish much, an orga- by the organization. Hence, strat-
nization needs to be seen as a egies are geared towards that end
whole. Every element has a role so that from the strategies every
to play and needs to play it well. process and activity contributes
The commission to the church is to the end with the aid of all
divine, but the human element available resources. The pres-
has its place in accomplishing it. ence of a monitoring mechanism
It is crucial that a partnership (such as performance metrics)
between the Supreme Leader ensures that such convergence
and the stewards converge to- is taking place in a balanced and
wards one goal: fulfillment of comprehensive manner.
the mission.

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 Journal of Adventist Mission Studies, Vol. 2 [2006], No. 2, Art. 9
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