Expatriates Case Study

1463 Words6 Pages
Expatriates
The major different between traditional human resource management and international human resource management (IHRM) is that some of the staff are moved across countries internationally. These employees that moved across national boundaries are known as expatriates (Dowling & Welch, 2005). Expatriates can either work for the organization already in their home country or can be recruited externally. Their assignments that assigned by organization can vary in length and purpose. The period length of assignments that need them to relocate to other countries also varying from short visits of days or weeks to longer terms of months or years.
The cost of using expatriates is high; hence organization selected and developed an expatriate carefully. Furthermore, organizations also provide an effective pre-departure training that essential to support the expatriates to adapt to a new culture and new job title. However, expatriates struggle to survive with the demands of an overseas assignment in with different culture, new business relationships, and ethical standards that can vary from the home country (Delios, Beamish, & Lu, 2010).
The selection of the correct expatriates essentially important as the process of selection is expensive. The selection can be done internally, externally or both. For management level position, organization usually select by internally. To select internally, the process of selection can be open to all employees in the organization or from selected best employees. In contrast, selection externally can be outsourcing to provide more objectivity.
The selection of employees as expatriates can be performs in various methods. Employees or candidates of expatriates can be interviewed either by formal in...

... middle of paper ...

...se of MNCs in Poland. Management, Knowledge and Learning International Conference 2013, 1147–1155.
Tayeb, M. H. (2005). International Human Resource Management: A Multinational Company Perspective. New York: Oxford University Press Inc.
Tiwari, P., & Saxena, K. (2012). Human Resource Management Practices: A Comprehensive Review. Pakistan Business Review, (January 2012), 669–705.
Twarowska, K., & Kakol, M. (2013). International Business Strategy Reasons and Forms of Expansion into Foreign Markets. In Management, Knowledge and Learning International Conference 2013 (pp. 1005–1011). Zadar, Crotia.
Weyzig, F. (2004). GlaxoSmithKline Company Profile. Amsterdam.
Zhang, Y., Dolan, S., Lingham, T., & Altman, Y. (2009). International Strategic Human Resource Management : A Comparative Case Analysis of Spanish Firms in China. Management and Organization Review, 5(2), 195–222.
Open Document