Globalisation increases demand for managers with international mobility and competencies, with global companies recognising nurturing of global employees through international assignment as a key task for the development and sustainability of these global companies (Dickmann and Harris 2005). As international assignments often surround challenging environment, it facilitates learning and growth for the expatriates and therefore, is considered to be the most efficient mode to develop globally competent leaders (Tung 1998). Additionally according to Bossard and Peterson (2005), key rationale for organisation to promote international assignment is to access a global perspective through capitalising on repatriate’s knowledge and experiences. Edstrom and Galbraith (1977) classified organisation’s use of expatriates in three scenarios including position-fillers, management development and organisational development. With the increasing demand for international assignees, the study of expatriate lifecycle is also increasingly popular. However, majority of the research had focused on recruitment and selection, pre-departure and on-assignment component of the expatriation, and little attention was given to the repatriation process (Osman-Gani and Hyder 2008). Repatriation is the process of bringing an expatriate back to his or her home country after the end of the international assignment (Dowling, Festing and Engle 2013). Therefore this essay will discuss the various issues which may arise during the process of repatriation and provide relevant solutions.
Expatriate Life Cycle
Dowling, Festing and Engle (2013) illustrated expatriate lifecycle to consist of several stages including recruitment and selection, pre-departure, on-assignment a...
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But First, Training Foreign Replacements” by Julia Preston covers only a few relevant topics dealing with international marketing. The main topic covered in the article reveals to be the main concern dealing with outsourcing. Outsourcing is a subcontracting process to a third-party company. According to our text Global Marketing, outsourcing is defined more specifically as the "shifting jobs or work assignments to another company to cut costs. When the work moves abroad to a low-wage country such as India or China" (Keegan & Green). Outsourcing reveals to be rather complex, impacting companies and businesses in different ways, both positively and negatively. The article mainly focuses on the issue of outsourcing in terms of the temporary visas known as H-1B, which are visas for immigrants that possess advanced science or computer skills. The article discusses how the company outsources from a firm based in India in order “to be more current and nimble” and “reduce costs when possible due to wage weaknesses in wage regulations” (Preston, Web). On the other hand, outsourcing negatively affects the Disney employees, or cast members, by causing American workers to lose their jobs or career opportunities and be replaced by temporary visa highly skilled technical immigrants for lower pay. Outsourcing is sometimes referred to as
The poem "La Migra" by Pat Mora carries the main idea of how power can lead to abuse. Mora shows how abuse is represented in the treatment of the Mexican woman by a border patrol agent in her poem and how this picture resembles how mankind treats animals. With the bilingual addition to Mora's poem, when the Mexican woman says, "Agua dulce, brota aqui, aqui, aqui" (lines 33-34), she is presenting the conflict of a language barrier, just like the one between animals and humans, where it is not communicated what is needed and what is unfair. Mora uses the power of language to bring her characters to life. When something is taken to the point of abuse, the actions are identical, like when the border patrol agent says, "I can touch you whenever I want but do not complain too much because I've got boots and kick" (lines 12-14). The table turns at the end, when the Mexican woman takes control of the situation with power. It does not matter how the abuse started; in the end, it is always the same---someone taking control over someone else. Abuse of power is demonstrated through "La Migr...
Osland, Joyce Sautters. "Working abroad: a hero's adventure." Training & Development Nov. 1995: 47+. Academic OneFile. Web. 26 Nov. 2013.
But there is a third role that immigrants partake in, which complements the additional two roles and allows them to provide a huge contribution to the growth in Silicon Valley where their effects are felt on a global scale. These immigrants not only establish deep networks within the fabric of Silicon Valley and inside their companies, but they can also act as a bridge between their hosting regions and home countries. By establishing a link between both visiting and home sectors, it enables these immigrants to reinforce the international network of societies, commerce, advanced technology, knowledge, and new innovations. In his article titled Why Silicon Valley Expert Entrepreneurs Return Home, Vivek Wadhwa notes that “there has been a rapid growth in the amount of highly-skilled immigrants returning home, particularly those that had come from Israel and Taiwan in the 1990s, and Chinese and Indians from 2000 through the oncoming years.” In returning back home, they transported their newfound knowledge of Silicon Valley’s technologies, networks, and business models to their countries. Their newly attained knowledge and attitudes allowed these highly skilled immigrants to contribute to the progression of innovative, and technologically sound networks in their home regions. By establishing connections between
...g employees and keep them committed to the job can be a tough job for organizations and the HR function. Retaining talented individuals that are familiar with their work culture and practices, than making them redundant and recruit them later in future also benefits organizations. As an example we can look at the measures taken by Aer Lingus, who implemented a “leave and return” policy, where they gave employees a lump sum severance payment and made them rejoin on a reduced wage (Gunnigle et al, 2013). This policy is quite important for an organization because rather than taking a more short term approach of cutting jobs and losing on talent and recruiting them again in future, companies should keep long term strategy in mind and look for ways to retain talent within their organization and try adjusting them into different roles, while keeping them motivated enough.
In an increasingly globalized world economy, the aggravation of global competition, the most important factor of national competitiveness are highly qualified and motivated employees (Storey 2007). Gubman (1996) pointed out the three challenges for the organizations that will never change: first, the major mission of human resources is to gain, develop, retain talent; second, adjust the workforces with the business; lastly, a superlative contributor to the business. Moreover, human resource management is characterized by the fact that the staff seen as an important strategic resource for the organization, which requires investment, modernization, planning, staffing, training, etc. This paper will introduce an overall review of the International Human Resource Management (IHRM) theories and studies. The analyzed concepts and approaches will be applied to the case study about Yarden Mex chain of Mexican Grill Restaurants and its Subsidiaries. The paper will include definitions of Global Talent Management (GTM) and Global Diversity Management (GDM). In
While there are many various global issues that affect the International Human Resource Management to run efficiently, there are two key concepts that play a major role in understanding how to approach them with cohesive and a well coherent strategy; they are the International Human Recourse Management Strategy and Understanding the Cultural Environment. In the International Resource Management strategy, many companies will do their research in finding companies that offer the following:
Now this has become critical due to increasing number of international assignments. Yet, this has placed a great challenge for international firms HR practitioners. In order to minimize these, they are coming up with different HRM functions that will help employees, which are from different cultural backgrounds to work together. One of these critical function is expatriate’s pre-departure training
One way to explain the high levels of turnover of managers on repatriation is provided by Lazarova and Cerdin (2007). According to the authors, it possible to divide into two groups the repatriates: the frustrated and the proactive, which is in accordance with the main reasons of leaving the company upon returning from the international assignment (Figure 8, GMAC GRS, 2016).
High turnover rate of expatriate: expatriate managers are frustrated with the performance and practices of local employees. And they do not have enough international experience and cross-cultural communication and sensitivity training.
Petronas has more than 40,000 employees and currently has sent more than 700 expatriates outside Malaysia, in 31 different countries (Human Resource, Petronas). To avoid from ineffective job performance as well as pre-mature return of the expatriates from happening, a research regarding the expatriates’ adjustment should be condu...
15. Rosalie L. Tung, "Selection and Training of Personnel for Overseas Assignments," Columbia Journal of World Business, (Spring 1981), 68-78.
The case study of the Expatriate Management of the AstraZeneca organization appears to have many topics the organization has done well to include how to treat these types of employees when their work requirements take them to another country for an uncertain amount of time. There is always possible lessons learned that may not be so much for the organization but rather the employee and their quality of life when they become an expatriate. The requirements for this task may be difficult, but the organization can help with what is required along the way from the very beginning to the end of the assignment. The article does not talk about family relations which could be something done better.
As a matter of fact, Hortle (2014) asserts that diversification of the workforce is the key to keeping employees happy and engaged. Globalization has essentially rendered the global workforce to reflect a mix of cultures. In this respect, there can be no question as to the fact that challenges on how to manage a culturally diverse workforce may arise. The principal foundation of tis claim if afforded by the fact that different cultures have different values, which inevitably impact on the attitudes of employees at the workplace. This paper establishes that cultural values promote racial, prejudicial, and discriminative attitudes in employees because of the need for dominant cultures to assert superiority over minority cultures. These cultural values also promote the attitude of increased competition, which inevitably results in intergroup conflict. They also impact on the attitude of employees in regards to workplace performance and productivity because they define the degree to which an employee is satisfied with his or her occupation. Finally, and most importantly, cultural values influence workplace leadership and essentially define the leadership styles innate in each
A relocation process is often accompanied with emotional and physical changes for the expatriate. At this state of time it is increasingly important for the managers to have their employees, e.g. the dual career couple, prepared for a cultural and environmental change beforehand in order to avoid misunderstandings. The different effects of relocation can cause satisfaction or dissatisfication. For example, for the husband the relocation could open up new opportunities and a higher salary, whereas for the wife it must not necessarily mean better working conditions (Eby et al., 2002). Therefore accompanying partners may experience losses of status, lower pay or having less opportunity to climb up a career ladder (Eby, 2001).