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The present study aims at increasing the understanding of existing expatriate performance management practices, their ef ciency and related contextual factors. The descriptive ndings mainly support the picture arising from the few earlier studies identi ed, but also bring out several new ideas such as the use of team goals. Second, key performance management practices in uencing the perceived ef ciency of the system were identi ed, the key nding being that expatriate performance management with of cially set performance goals and formal performance evaluation increases the ef ciency of the process. The results further show that a company's level of internationalization, its size, the position of the expatriate in the organizational hierarchy, his or her task type, the location of the host unit and the structure of the organization in uence performance management practices.

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