In this comprehensive summary, we take a critical look at the state of performance management systems in multinational enterprises, summarizing what we have learned to this point, and speculating on where the field should go. We specifically address four challenges (i) can performance really be managed? (ii) if so, how do we go about doing this? (iii) the need to balance consistency across locations with the need to accommodate unique realities of individual locations, and (iv) addressing the different employee profiles - i.e., expatriates vs. host country nationals. In terms of what we have learned to this point, we believe that global organizations need to pay more attention to (i) performance context, (ii) ratee reactions, and (iii) rater motivation, as these are integral to successful performance management. On the other hand, they might re-consider and re-visit the amount of time and energy spent on factors such as (i) appraisal forms and (ii) rater training, as these may not be serving any useful purpose. We next discuss the unique challenges faced by multinational enterprises, including (i) the type of strategy a corporation might employ (Bartlett & Ghoshal, 1998), (ii) the different cultures of the nations where the organization operates (Hofstede et al., 2010), and (iii) managing the performance of expatriates (Toh & DeNisi, 2007). Looking ahead, we would like to remind multinational corporations (and all other corporations) that culture and context matter, but these must be addressed in concert with the need to treat all employees fairly and consistently. We conclude by proposing several research ideas, including the need to explore the potential role of host country nationals in the performance management process for multinational enterprises.

中文翻译：

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绩效管理系统和跨国企业：我们在哪里，我们应该去哪里

在这份综合总结中，我们批判性地审视了跨国企业绩效管理系统的状况，总结了我们迄今为止所学到的知识，并推测该领域应该走向何方。我们专门解决了四个挑战 (i) 真的可以管理绩效吗？(ii) 如果是这样，我们如何去做？(iii) 需要在不同地点的一致性与适应个别地点的独特现实的需要之间取得平衡，以及 (iv) 处理不同的员工概况——即外籍人士与东道国国民。就我们到目前为止所学到的知识而言，我们认为全球组织需要更多地关注 (i) 绩效背景、(ii) 评价者反应和 (iii) 评价者动机，因为这些是成功绩效管理不可或缺的一部分。另一方面，他们可能会重新考虑并重新审视在 (i) 评估表和 (ii) 评估员培训等因素上花费的时间和精力，因为这些可能没有任何有用的目的。我们接下来讨论跨国企业面临的独特挑战，包括（i）公司可能采用的战略类型（Bartlett & Ghoshal，1998），（ii）组织运营所在国家的不同文化（Hofstede 等， 2010)，以及 (iii) 管理外派人员的绩效（Toh & DeNisi，2007）。展望未来，我们想提醒跨国公司（和所有其他公司）文化和环境很重要，但这些问题必须与公平和一致地对待所有员工的需要相结合。最后，我们提出了几个研究思路，