Are there—or can there ever be—universal approaches to performance appraisal? Richard Evans, managing director of Siam Chemicals Company (SCC) in Thailand, a division of Chimique Helvetique Ltd (CHL), a Swiss chemicals group headquartered in Basle, had only been in his position for 1 8 months. But dealing with the evaluation of Mr. Somsak, one of his local mainstays, was about ready to drive him back to Switzerland or to England, from where he had originally come. This was Richard's first assignment outside Europe, and he had not found it an easy adjustment. Between the long commutes from home to the plant, due to the terrible traffic, the lack of sidewalks for taking his young son out in his pram, and the incredibly strong attitude of deference the Thai employees exhibited toward him, most of his first 1 8 months had been spent trying to get used to the locale and the culture. It was his first time in Asia and the culture shock for himself and his family (wife and three young children) had been harsh.