When considering performance management practice for expatriate managers, what are the major factors that most be addressed? Do these differ for expatriate staff? How can you ensure that you are treating both groups equitably?
Sample solution
Dante Alighieri played a critical role in the literature world through his poem Divine Comedy that was written in the 14th century. The poem contains Inferno, Purgatorio, and Paradiso. The Inferno is a description of the nine circles of torment that are found on the earth. It depicts the realms of the people that have gone against the spiritual values and who, instead, have chosen bestial appetite, violence, or fraud and malice. The nine circles of hell are limbo, lust, gluttony, greed and wrath. Others are heresy, violence, fraud, and treachery. The purpose of this paper is to examine the Dante’s Inferno in the perspective of its portrayal of God’s image and the justification of hell.
In this epic poem, God is portrayed as a super being guilty of multiple weaknesses including being egotistic, unjust, and hypocritical. Dante, in this poem, depicts God as being more human than divine by challenging God’s omnipotence. Additionally, the manner in which Dante describes Hell is in full contradiction to the morals of God as written in the Bible. When god arranges Hell to flatter Himself, He commits egotism, a sin that is common among human beings (Cheney, 2016). The weakness is depicted in Limbo and on the Gate of Hell where, for instance, God sends those who do not worship Him to Hell. This implies that failure to worship Him is a sin.
God is also depicted as lacking justice in His actions thus removing the godly image. The injustice is portrayed by the manner in which the sodomites and opportunists are treated. The opportunists are subjected to banner chasing in their lives after death followed by being stung by insects and maggots. They are known to having done neither good nor bad during their lifetimes and, therefore, justice could have demanded that they be granted a neutral punishment having lived a neutral life. The sodomites are also punished unfairly by God when Brunetto Lattini is condemned to hell despite being a good leader (Babor, T. F., McGovern, T., & Robaina, K. (2017). While he commited sodomy, God chooses to ignore all the other good deeds that Brunetto did.
Finally, God is also portrayed as being hypocritical in His actions, a sin that further diminishes His godliness and makes Him more human. A case in point is when God condemns the sin of egotism and goes ahead to commit it repeatedly. Proverbs 29:23 states that “arrogance will bring your downfall, but if you are humble, you will be respected.” When Slattery condemns Dante’s human state as being weak, doubtful, and limited, he is proving God’s hypocrisy because He is also human (Verdicchio, 2015). The actions of God in Hell as portrayed by Dante are inconsistent with the Biblical literature. Both Dante and God are prone to making mistakes, something common among human beings thus making God more human.
To wrap it up, Dante portrays God is more human since He commits the same sins that humans commit: egotism, hypocrisy, and injustice. Hell is justified as being a destination for victims of the mistakes committed by God. The Hell is presented as being a totally different place as compared to what is written about it in the Bible. As a result, reading through the text gives an image of God who is prone to the very mistakes common to humans thus ripping Him off His lofty status of divine and, instead, making Him a mere human. Whether or not Dante did it intentionally is subject to debate but one thing is clear in the poem: the misconstrued notion of God is revealed to future generations.
References
Babor, T. F., McGovern, T., & Robaina, K. (2017). Dante’s inferno: Seven deadly sins in scientific publishing and how to avoid them. Addiction Science: A Guide for the Perplexed, 267.
Cheney, L. D. G. (2016). Illustrations for Dante’s Inferno: A Comparative Study of Sandro Botticelli, Giovanni Stradano, and Federico Zuccaro. Cultural and Religious Studies, 4(8), 487.
Verdicchio, M. (2015). Irony and Desire in Dante’s” Inferno” 27. Italica, 285-297.
Sample Answer
Sample Answer
Performance Management Practices for Expatriate Managers: Key Considerations
Managing expatriate managers requires a nuanced approach to performance management, as these individuals face unique challenges and expectations compared to local staff. To establish an effective performance management system for expatriates, several key factors must be addressed, and attention should be paid to ensuring equity between expatriate managers and local staff.
Major Factors to Address in Performance Management for Expatriate Managers
1. Cultural Adaptation and Understanding
– Expatriate managers must navigate cultural differences that impact communication, work styles, and interpersonal relationships. Performance management systems should include assessments of cultural adaptation and the ability to manage diverse teams effectively.
2. Clear Objectives and Key Performance Indicators (KPIs)
– Establishing clear performance objectives aligned with both organizational goals and the specific context of the host country is crucial. KPIs should take into account local market conditions, cultural expectations, and the expatriate’s role in achieving strategic objectives.
3. Support Systems
– Providing support systems such as mentoring, training, and resources to help expatriates acclimate to their new environment is essential. Such support can enhance their performance and overall well-being.
4. Feedback Mechanisms
– Regular feedback is vital for expatriate managers to understand their performance and areas for improvement. This should include both formal reviews and informal check-ins that address challenges specific to their expatriate status.
5. Integration into Local Teams
– Performance management practices should focus on how well expatriate managers integrate with local teams. This includes measuring team dynamics, collaboration, and the extent to which expatriates foster inclusivity.
6. Repatriation Planning
– Preparing for repatriation is often overlooked but is crucial for performance management. Organizations should develop plans that address how expatriates will reintegrate into their home country roles after their assignments end.
Differences for Expatriate Staff
While many factors overlap between expatriate managers and local staff, there are notable differences:
– Adjustment Period: Expatriate managers may require more time to adjust to new cultural norms and business practices compared to local staff.
– Support Needs: Expatriates often need additional resources for relocation, cultural training, language courses, and social integration.
– Expectations and Accountability: Expatriate managers may face higher expectations in terms of performance due to the strategic nature of their roles, which can influence how success is measured.
Ensuring Equitable Treatment of Both Groups
To ensure equity in treating expatriate managers and local staff, organizations can implement the following strategies:
1. Standardized Evaluation Criteria
– Use standardized evaluation criteria that apply to both expatriates and locals while allowing for contextual adjustments based on role-specific requirements and challenges.
2. Cultural Awareness Training
– Provide cultural awareness training for all employees, emphasizing the value of diversity and the unique challenges faced by expatriates as well as local staff.
3. Transparent Communication
– Maintain open channels of communication regarding performance expectations, career development opportunities, and support resources available to both groups.
4. Inclusive Leadership Development
– Implement leadership development programs that are inclusive of both expatriate and local talents, fostering cross-cultural collaboration and shared learning experiences.
5. Regular Review of Policies
– Continuously review performance management policies to ensure they remain relevant, fair, and reflective of the changing dynamics within the organization and its global operations.
Conclusion
Performance management for expatriate managers involves navigating cultural differences, establishing clear objectives, providing support systems, and ensuring effective feedback mechanisms. While there are distinct considerations for expatriates compared to local staff, organizations can promote equity by standardizing evaluation criteria, fostering cultural awareness, maintaining transparent communication, promoting inclusive leadership development, and regularly reviewing policies. By addressing these factors, organizations can enhance the effectiveness of their expatriate managers while ensuring fair treatment across all levels of the workforce.
