通常，绩效评价被认为是一个棘手的问题在人力资源功能和国际化组织简单复杂这一功能进一步。不同的文化对表演会有不同的欣赏，事实上几乎不可能设定表演标准。例如，在中国获得一个好的绩效考核，你将需要与上级有良好的个人关系。（卢等人，1998）了解有影响力的人也能确保工作顺利进行。但这种情况在组织中可能并非如此，因为良好的业绩仅仅意味着高销售额或其他可以量化的因素。对外派人员的绩效评估更加详细。在进行绩效评估时，还必须考虑到现有资源的稀缺性（如基础设施和沟通不充分）和外派人员的软技能（如适应性和智谋），以便建立一个公平的外派人员制度。一个可靠的方法，以确保进行专业和公正的绩效考核是有一套指导性的问题。这些问题将作为如何进行绩效评估的指导。斯通（2008）列举了一些对绩效评估至关重要的问题。类似于绩效定义的问题；什么是绩效标准；组织中的所有级别都将使用相同的标准吗？
加拿大北英属哥伦比亚代写论文:绩效评价
Conventionally, performance appraisal was considered as a knotty problem in the HR function and internationalisation of organisation simply complicate this function further. Different cultures will have different appreciation for performance and it is virtually impossible to set a standard for performance. For example, to get a good performance appraisal in China, one will need to have good personal relationship with their superiors. (Lu et al, 1998) Knowing strong and influential people will also ensure a smooth work life. But this might not be the case in organisation where good performance simply mean high sales figure or other factors which can be quantified. Performance appraisal for expatriate is much more elaborated. The scarcity of resources available( eg. Poor infrastructure and communication) and the expatriate soft skill( eg. Adaptability and resourcefulness) must also be taken into account when doing their performance appraisal so as to establish a system of fairness to the expatriate. A reliable method to ensure that a professional and unbiased performance appraisal is being carried out is to have a set of guiding questions. These questions will act as a guide as to how a performance appraisal should be done. Stone(2008), listed a few questions which is fundamental to performance appraisal. Questions akin to definition of performance; what is the performance criteria; will the same criteria be use across all level of in the organisation and will the performance appraisal be assessed on a group or individual basis.
