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ance. Scholarly discourse on the development of recruitment and selection techniques illustrates that global organisational assimilation to create 'best practice' is far from reality (Huo, Huang & Napier, 2002, Anderson, 2005). A high performing culture within the organisation will be made by establishing a thorough and comprehensive recruitment and selection policy will make an organisation to become competitive within the market and also, with the right people in the right places at the right time.

The main objective of the performance management is the connection between the objectives of an organisation with the job targets of individuals and focuses on work improvement, learning, development, motivation and reward. A performance management system starts with the induction of new staff when they join an organisation and it has four elements. They are, defining performance standards and setting targets, reviewing, appraising, enforcement and supporting them by counselling in order to meet performance standards. The review process then identifies the learning and development needs of individuals and rewards will be allocated for measured outcomes (Armstrong and Baron 2005)

In relation to employee retention and establishing a high performing culture, it is imperative to develop organisation behaviours in order to provide motivation, satisfaction and a sense of empowerment to employees. In order to do this successfully, it is important to successfully engage employees. Developing an employee retention strategy is one step organisations can take to avoid high levels of turnover. As well as keeping costs under control, cleverly thought out retention objectives that support resourcing and business goals will also strengthen the internal employer brand and therefore contribute to the organisation's ability to attract new talent.

As Guest (2002) stressed, where the psychological contract is positive, 'increased employee commitment and satisfaction will have a positive impact on business performance'. Also the psychological contract with the employee is very important for firms to generate a high performing culture.

Engaged employees have a 'sense of personal attachment to their work and organization. They are motivated and able to give of their best to help it succeed and from that flows a series of tangible benefits for organisation and individuals' (MacLeod & Clarke 2009).

In the light of globalization and the rapid changes facing the world the need for understanding how people from different cultures interact and communicate has assumed a staggering importance' (Bhawuk, 2008, p. 305). The awareness of cultural differences is becoming more essential in nowadays global businesses and is affecting cross-cultural management.

Therefore it is important for MNCs and their managers to develop cultural awareness to sustain management effectiveness across cultural borders (Trompenaar and Hampden-Turner,1997). Furthermore managers need multicultural interactive skills to be able to understand the differences of domestic culture and the culture of the country they would like to operate in (Parhizgar, 2002). To prepare managers and expatriates and help those to understand the impact of cultural differences as well as how they can deal with it, appropriate training and teaching is needed (Swierczek, 1994)

The growing interest of the on-going