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This study investigates the relationship between self-monitoring and multidimensional performance ratings of global assignees. It was hypothesized that supervisors' performance ratings of expatriate subordinates would depend on three factors: (a) individual differences in self-monitoring, (b) supervisor-subordinate national similarity, and (c) the dimension of performance being rated (technical, contextual, or expatriate-specific). Analysis of variance results from 78 supervisor/subordinate dyads indicated significant interactions among these three factors. The significant interaction for the contextual performance dimension suggests that high self-monitors were rated more favorably by supervisors of the same nationality. Low self-monitors' ratings were somewhat less affected by rater-ratee national similarity. Self-monitoring also had a significant main effect on ratings of assignment-specific performance. These results suggest self-monitoring personality has differential effects across performance dimensions and rater context. Future research implications are provided for examining the relationship between personality and job performance dimensions. Practical recommendations for the performance management of global assignees are provided.

The second edition of Global Talent Management (GTM) offers a state of the art overview of the key areas of talent management in theory and practice. Drawing on contributions from the leading global contributors to talent management research, the book is structured around three key sections. Section one provides a contextual overview of talent management. The second section explores in depth some of the core areas of GTM practice which includes the meaning of talent in the global context, internal talent identification, developing leadership talent, employee turnover, employer branding and the role of the corporate HR function in GTM. The final section considers three key contemporary issues in GTM, namely, data analytics in GTM, managing virtual talent and managing globally diverse talent. The chapters in the volume provide advanced undergraduate or postgraduate students with an interest in global talent management with a cutting-edge overview of the key topics in the field. It is also an invaluable resource for the reflective practitioner looking for an overview of key research in this important area of practice.

"International human resource management (IHRM) is a key area of research in the sphere of international business and management. Described as a field in its infancy in the 1980s, IHRM has quickly advanced through adolescence and into maturity. Today, it is a vibrant and diverse discipline which boasts a large and active body of researchers across the globe. This volume examines cutting-edge themes, with the input of contributions from both established and emerging scholars. The Routledge Companion to International Human Resource Management gives a state-of-the-art overview of the key themes, topics and debates in the discipline, with valuable insights into directions for future research. Drawing on a large and respected international contributor base and with its focus on mature and emerging markets, this book is an essential resource for researchers, students and IHRM professionals alike"--

This study explores cross-cultural and individual differences in predicting employer reputation as a driver of organizational attraction. Controlling for occupational and generational differences, this study examines the importance of employer reputation when choosing an employer among graduate engineering students in nine countries. At the cultural level, the impact of two cultural syndromes of individualism vs collectivism and verticalness vs horizontalness is examined. At the individual level, the influence of their needs for power and achievement is examined. Results suggest that, at the cultural level, collectivism and, at the individual level, need for power and achievement are related to the importance attached to employer reputation. In practice, companies should consider crafting their recruitment message to fit the cultural norms of the country where they are recruiting and also encourage their recruiting staff members to tailor their messages to fit the candidates they are trying to attract.

As a review of the literature, this paper highlights how three dimensions - task performance, skill development, and cross-cultural adjustment, have been used to understand cross-cultural performance. With respect to task performance, two criteria should be measured for all those working cross-culturally, including remote or virtual cross-cultural work: (1) how accurately employees read the unique contextual demands of a cross-cultural context and (2) how effectively they respond given the contextual and strategic demands of the task. Focusing on development of cross-cultural competencies as a performance goal we highlight the dimensions most important for assessment, focusing on self- and relationship management competencies. Regarding cross-cultural adjustment, we offer a more precise and nuanced approach which accounts for the person-environment fit in the context of working in cultural novelty.