Human resource

Expatriate performance management plays a significant role in receiving higher efficiency and long-term competitive advantage for global enterprise. As one of the global famous telecommunications industry, Nokia enjoys about 1,200 expatriates in their global assignment. To well organize a great deal number of expatriates, Nokia create a comprehensive performance management program to set up goals, performance evaluation and feedback about their expatriates. Besides, it also concerns about continuous training and development efforts as well as performance-related pay. As other global enterprise, Nokia was utilizing global, standardized performance management system to manage every expatriate. However, people in different position or level will have different performance management. Expatriates in higher level will enjoy more room to make their decision and more emphasize on the long-term goals. Middle managers need to perform based on the local manager’s need and more focus on the short-term, local relatively goals. At last, Business establisher expatriates and customer-project expatriate’s performance management oblige to relate to their assignments. In conclude, Performance management standard was operated in varying ways according to Nokia’s five different groups of expatriates. Although a standardized performance management system will be more effective for global enterprise but expatriates in different situation or other job title will needed a specific performance management system to better organize and evaluate their performance.

Firstly, the goal setting function was recommended to utilize the international strategy that core-competences was centralized and other decentralized so that Nokia should set up a major and essential goal in headquarter and specific goals can be determined by local particular need. (Ananthram 2013) Consequently, the goal setting can be perform more effectively and particular local needs also can be satisfied. For example,