In order for supervisors to take the performance management process seriously, they must believe that the organisation takes it seriously – in other words, top management musty create a culture where PMS is seen as an integral part of an individual’s career progression, and not just an activity carried out once a year. One way to do this is to reinforce this through organisational mechanisms, such as ensuring that PMS is an integral part of the supervisor’s own goals and evaluation.

An individual who enjoys a good, or high quality, relationship is likely to receive significantly more attention, coaching, and guidance from his/her supervisor.  One possible outcome of such attention is that the individual learns more and performs better on his/her job. Conversely, individuals who have a relatively poor, or low quality, relationship with their supervisors may not receive the necessary coaching and guidance, and this may negatively affect their performance.

A nation’s culture can affect its’ PMSs in several ways. For example, workplace practices in some cultures emphasise traits over actual behaviours – here, showing up at work on time and on a regular basis is considered a sign of commitment and dedication to the organisation, and is highly valued. What the individual actually does or achieves while at work may not be a big concern, since it is assumed that if an individual is at work, he/she must be productive. Clearly, HR professionals must take such practices into account when developing PM systems.

Given the unique context in which expatriates are required to perform, PMSs for expatriates should not simply be a copy of the organisation’s domestic PM systems. Instead, these systems should be developed taking into account the unique contextual factors under which expatriates perform – such as local laws, technology, and culture. In addition, the degree to which expatriates receive the needs support from HCNs should be taken into account, since expatriates cannot succeed without HCN help. Finally, the physical and psychological effects of living in another culture can have a significant impact on the expatriate’s performance, and should be incorporated in performance discussions and evaluations.