...An expatriate is a manager from a company who is sent abroad for a mission. The mission varies depending on the need of the multinationals in the host country, it can be the control of quality or establishing the MNE’s procedures in a subsidiary. Multinationals need to form it managers to go overseas because the international environment is very difficult. Thus, managers are evaluated on their mission to have a feedback from the experience and then analyze where they succeeded and where they failed and mainly why. We will study the major factors associated with appraisal of expatriate management performance. To do that, we will see in a first part the variables which can influence performance and in a second time, the factors of performance management. Performance management is a tool which give to the MNE the ability to evaluate it managers, it subsidiaries following their missions abroad. The assessment is very important for the company, this allows seeing if the strategy used is the good one or if there is any modification to make. Companies can install a subsidiary abroad just to have a presence in the market, not necessary to be profitable and it can have an impact for the subsidiary management. The manager must be informed of this strategy to prepare himself/herself because it will be more difficult to manage a team, to improve their motivation. MNE’s strategy is based on economic and political criteria, which can be instable from a country to another...
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...................... 26 6.0 References............................................................................ 28 . ABSTRACT This study is based upon research previously that have been investigates and studied. Therefore the previous study will be main reference and it will state on literatures review, and then will be discussed in this study. The literature supporting issue suggest that women often have great success in performing their expatriates’ assignments than men and the literature not supporting issue will discuss about advantages over male side rather than women in expatriates assignments. These both literature issues will be discuss and compare on details in perspectives expatriate gender between male and female. The previous study have found, suggest that women often have great success in performing their foreign assignments, certain have stated that women and men performance expatriates equally same and also certain found that men will be much better perform expatriate task rather than female expatriates manager. 1.0 INTRODUCTION Business firms are increasingly becoming aware that the key to success in the marketplace rests with their ability to mobilize and utilize their human resource talent in formulating and implementing new global business strategies. To achieve that, many medium-sized...
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...functions of expatriation: position filling, management development, and organization development. Expatriate are the person who goes to the foreign country on the international assignment. When a MNC open its new subsidiary in the new country, then it might not find the local person who has the specific skills that are required by the company, so, it send an employee from the host country to that new subsidiary. As this employee is aware of the working, business culture and all other process of the company and help the employees of new subsidiary to follow and understand them. (Lee and Croker, 2006). For selecting an Expatriate, MNEs has two type of selection approach. The company can do it by: 1. Ethnocentric approach which means parent company makes the important decisions, employees from the parent company hold key position & the subsidiaries follow all the culture and practices of the parent company (Brewster, 2007). 2. Geocentric approach. The organisation that applies the worldwide incorporated business strategy, manages and recurit employees on a global basis (Brewster, 2007). Since the expatriate is more familiar with the business and the working culture of the parent company, hence he or she can assure the better job performance and follow the organisation’s policy that are used in every subsidiary. Advantages of Expatriate Companies appoint the expatriate as he or she is likely to have tacit knowledge of global operations and help the local employees...
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...and the Vice President for HR wants this by having cheaper training programs, shorter expatriate assignments and a faster appointment of HCNs. At the first meeting, Eric realized that Fred’s team did not relate well to their Mexican counterparts and Tex-Mark did not treat the local and national government agencies with enough respect and sensitivity. Although, it seemed that Fred will get a good position in India, but in the last minute, another candidate got it. Eric thought that this was due to Fred’s unwillingness to train and hand over responsibilities to local engineers and his inability to work well with district and federal regulations in India. After the first meeting, Eric prepared for the second one with the Director and gathered all the necessary data. He realized that there is a big need for language training because China is more challenging, but this causes language problems and cultural difficulties as well. He was also thinking on the repatriation, so he searched the data on repatriate turnover. HR Analysis The strength of the HR manager department is the innovativeness, they offer many career opportunities for their employees and they also care about them. They have good strategies for expatriate preparation and on-assignment support. They also support the expatriate’s family with job search activities and they help finding good schools for the expatriates’ children. This expatriate training...
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...Ross' prior expatriate experience failed to prepare him for the task of managing XCO China? I think for one the lack of training and preparation on part XCO was number one factor even though John had been successful in two other countries he did not have the cultural training required and personnel sent to him were not selected accordingly and also not prepared for such venture. What does the experience of XCO with American expatriates tell you about the problems of working abroad and about the difficulties of using home-country employees to transfer valuable knowledge with a multinational firm? I think first and foremost the culture itself is a big obstacle and if you do not know the culture you can make several mistakes including the fact they you may have people that will not get along with you for the fact that find you offensive or incompetent for the job. On the other hand using home-country employees can just cause a lack of interest to complete a task and could have a great a deal of resistance. In order to transfer valuable knowledge, why was it apparently more effective to take Chinese employees to the United States, and then transfer them back home, than it was to use U.S. expatriates? For starters it was a motivation for these employees to learn new techniques they came back motivated and inspired to perform to the best of their ability proof is the change that was seen in production and how the day to day operations ran. How might XCO's performance appraisal...
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...MSc IN iNTERNATIONAL mANAGEMENT | Under-representation of female expatriates | The issues and barriers | | OC1BBS | 02/11/15 | MBA 7020 - Research and Study Skills | Dr. Emily Fenclova | | George Ritzer and Paul Dean (2014), both writers and professors at U.S. Universities, said: “Globalization is increasingly omnipresent. In fact, globalization is of such great importance that the era in which we live should be labeled the global age” (p. 2). It is undisputable that the “global age” has opened up new opportunities for the companies to engage in international business (Taylor and Napier, 1996). According to Charles Vance and Yongsun Paik (2001), business leaders have been increasingly acknowledging the on-going global activity and the possible benefits associated with entering the global market (Linehan and Scullion, 2001). Consequently, it is more and more common for the employees of multinational corporations (MNCs) to spend time working in foreign countries on international assignments (Guthrie et al., 2003; Kollinger, 2005). For the purpose of this essay, the terms “international assignment” and “expatriate work” will be used interchangeably. Many scholars, as well as business people now realize that if a company really wants to succeed in an international or global market, the people are the difference makers (Selmer and Leung, 2003; Forster, 1999; Vance and Paik, 2001). According to Sim and Dixon (2007), a commonly held stereotype of an expat...
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...capabilities and adaptations in order to build strong business relations and produce profit. The key to building more culturally intelligent companies is training those who are in the front line of international business interactions. These employees are called expatriates. (Chew, 2004) Expatriate processes must be handled effectively. The process contains several aspects to help achieve a successful expatriate assignment. The expatriate candidate should be sensibly chosen and the work assignment description has to be clearly defined. Practical matters such as making a proper contract, logistic and housing issues, and tax assistance need to be arranged. An integral part of the expatriate process is preparing the expatriate and the spouse to contend with the myriad of cultural challenges they will face. They must be offered appropriate cross cultural training or CCT. CCT strives to improve cultural awareness and behavior in situations that are characterized by cultural differences. A vital principle for a company’s success is its employees’ ability to understand, appreciate and acclimatize to other cultures and to cultivate a global mindset. (Chew, 2004) Preliminary visits can be valuable in orienting an expatriate into a host country and is a necessary part of a good pre-departure program. The visit can...
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...increasingly use expatriates on short-term and long-term international job assignments for a variety of purposes, such as to acquire and transfer knowledge, to manage a foreign subsidiary, to fill a staffing need, to maintain communication, coordination, and control between subsidiaries and corporate headquarters, and to develop global leadership competence. Given this, successful expatriate assignments are indispensable to Multinational companies for both developmental and functional reasons. Training: An expatriate’s success in the host country is largely determined by his or her cross-cultural adjustment to the host country. While immersed in the new culture, expatriates are ‘removed from the comfortable environment of their parental culture and placed in a less familiar culture’ and are susceptible to adjustment problems because of numerous challenges that inhibit their cross-cultural adjustment like the need to speak the foreign language, to cope with culture shock, to understand different laws and customs, and to interact with local nationals. Scholarly research that has been conducted in recent years suggests that expatriates who are not prepared to confront the challenges (e.g., to cope with culture shock) find it difficult to adjust and hence incur, and impose on others, costly implications. For example, expatriates who are unable to adjust are more likely to perform poorly. Poor performance on the assignment has costly implications for expatriates (such as low self-esteem...
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...INTERNATIONAL HRM The emphasis throughout this book has been on HRM as it is practice in organizations in the United States. But many of these firms also engage in international trade. A large percentage carry on their international business with only limited facilities and representation in foreign countries. Others, particularly Fortune 500 corporations, have extensive facilities, and personnel in various countries of the world. Managing these resources effectively, and integrating their activities to achieve global advantage, is a challenge to the leadership of these companies. We are quickly moving toward a global economy. While estimates vary widely, approximately 70 to 85 percent of the U.S. economy today is affected by international competition. Recent popular books have suggested that many U.S. companies need to reassess their approach to doing business overseas, particularly in the area of managing human resources. To a large degree, the challenge of managing across borders boils down to the philosophies and systems we use for managing people. In this chapter we will observe that much of what is discussed throughout this text can be applied to foreign operations, provided one is sensitive to the requirements of a particular international setting. The first part of this chapter presents a brief introduction to international business firms. In many important respects, the way a company organizes its international operations influences the type of managerial...
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...Case 4 Jaguar or Bluebird? Mark Chan’s Decision to Stay Overseas or Return Home after His Expatriate Assignment (A) Case 5 From Jaguar to Bluebird – Mark Chan Returns Home after His Expatriate Assignment (B) Teaching Note This teaching note was prepared by Günter K. Stahl, Assistant Professor of Asian Business and Comparative Management at INSEAD and Chei Hwee Chua, Doctoral Student at the Moore School of Business, University of South Carolina. It is intended to aid instructors in the classroom use of the case Mark Chan’s Decision to Stay Overseas or Return Home after His Expatriate Assignment (A and B). Financial support for the project "Expatriate Careers" (INSEAD research grant # 2010-502 R) is gratefully acknowledged. Copyright © 2004 INSEAD, Singapore. N.B. PLEASE NOTE THAT DETAILS OF ORDERING INSEAD CASES ARE FOUND ON THE BACK COVER. COPIES MAY NOT BE MADE WITHOUT PERMISSION. Case Summary Mark Chan’s five-year international assignment in a senior management position at corporate headquarters in London is coming to an end. With a generous expatriate compensation and benefits package, a large house with a big garden in the countryside, and two fancy cars, Mark and his family are living a life in England that they can only dream of in their home country, Singapore. Having performed well in his job at corporate headquarters, Mark is offered a promotion opportunity – a very attractive three-year international assignment at his company’s subsidiary in the Netherlands...
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...MANAGEMENT OF EXPATRIATES WITHIN EUROPEAN AND MIDDLE EASTERN AIRLINES By: September 2010 Supervisor: Dr. Yu Zheng This dissertation is submitted as part of the requirement for the award of the Master’s degree MSc in International Human Resource Management THE MANAGEMENT OF EXPATRIATES WITHIN EUROPEAN AND MIDDLE EASTERN AIRLINES Acknowledgements In the name of God, most gracious, most merciful. I would like to take this as an opportunity, to owe my deepest gratitude to all who have made this dissertation possible. Firstly, I am heartily thankful to my supervisor Dr.Yu Zheng for her unlimited advice, guidance and support throughout this journey. Secondly, a big Thank you to my lovely family, for their encouragement, and constant support. Thirdly, a great appreciation should not be forgotten, to my friends who have helped me during this challenging year. 2 THE MANAGEMENT OF EXPATRIATES WITHIN EUROPEAN AND MIDDLE EASTERN AIRLINES Executive Summary This research endeavours to investigate the management of international assignments in a European and a Middle Eastern airline. In-depth qualitative interviews are conducted to get a clearer picture of the motives behind sending out expatriates, the selection procedures and training programs of each airline. Also to find out the role HR department plays towards the preparation of expatriates and their adjustment abroad. Another aim is to tackle any obstacles expatriates face, and...
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...Chapter 13 Managing Human Resources in an International Business Learning Outcomes Chapter Outline The Internationalization of Business How Intercountry Differences Affect HRM Improving International Assignments Through Selection Training and Maintaining International Employees International Labour Relations Safety Abroad Repatriation: Problems and Solutions After studying this chapter, you should be able to: Explain how to improve international assignments through employee selection. Answer the question, “What sort of special training do overseas candidates need?” Discuss the major considerations in formulating a compensation plan for overseas employees. Describe the main considerations in repatriating employees from abroad. Managing Human Resources in an International Business 2 The Internationalization of Business More and more Canadian-based companies are conducting their business in other countries. Huge global companies like Noranda, Labatt’s, and Molson’s have long had extensive overseas operations. Global changes such as the rapid development of demand in the Pacific Rim and other areas of the world means that business success depends on the ability to market and manage overseas. Of course, to foreign companies like Toyota, Canada is “overseas,” and thousands of foreign firms already have thriving operations in Canada. Increasingly, companies must be managed globally, which confronts managers with several challenges. First, the number of their...
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...Introduction With globalization maturing rapidly in the world today, it is not surprising that organizations are deeply affected by erratic changes in their environment. In their run to achieve organizational effectiveness, the constant need to monitor and adjust to the environment is critical. Jobs and employees are essential buffers for uncertainties in organizations to their environment. But for it to be effective, a good fit between both employee and the job is necessary so as to have a competent and dynamic workforce. Therefore, the purpose of this essay analyses on a Human Resource (HR) perspective what is competency, the importance of competencies in the current workforce and its tandem relationship to staff undertaking international assignment. Importance of Competency in workforce Mcshane, Olekalns & Travaglione (2010) mentioned that information technology and transport systems enhanced the effects of globalization by bringing connectivity and interdependence between countries around the globe to a whole new level. Therefore, in order to meet the competitiveness of the environment, recognizing core competencies needed by the organizations in its employees is essential as it promotes customer value on the external aspect and allows creation of new business through innovation on the internal aspect (Nankervis et al 2011). As such, it’s no surprise that the same job of past and present now has very different scope of duties. Cooper, Robertson & Tinline (2003) affirm...
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...MANAGING EXPATRIATE FOR AN INTERNATIONAL ASSIGNMENT Referring to the case study, there are gaps identified in the Kline & Associate international human resources management practices in terms of expatiate management. Before sending an employee to an international assignment there are certain skills an employee must acquire and it is the duty for the HRM of the firm to prepare the employee for any international assignment. However this was not done by Kline & and Associate before sending Fred Bailey to Tokyo which caused the culture shock and the challenges faced by Fred and his family in Japan. Firms use a variety of HR practices to manage their expatriates (Mendenhall et al., 1987; Brewster and Scullion, 1997). As successful expatriate assignments are indispensable to MNCs for strategy implementation, researchers and practitioners alike are interested in determining how to facilitate the success of expatriates’ assignments (Stroh and Caligiuri, 1998; Dowling and Welch, 2004; Scullion and Collings, 2006). However, MNCs differ on the extent to which these practices are used in managing expatriates (Tung, 1982; Kopp, 1994; Peterson et al., 1996; Scullion and Starkey, 2000) and how effectively they are designed (Mendenhall et al., 1987). According to Adler and Ghadar (1990), expatriate management practices, namely who the firm considers as possible expatriates, how the firm selects and trains them, what criteria the firm uses to assess their performance, and what impact the...
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...The Oil Rig A U.S. drilling company operates three rigs in Angola and the “Explorer IV” rig is one of them. A small jack-up is set up to house a crew of 150 men, of whom 30 are American expatriates and 120 are local works. However, there are a lot of disparities of their living conditions including space, food and medical care. For example, the quarters for the local workers are about the same size as the quarters for American expatriates. Also, expatriates will be taken to Luanda for medical surgery if seriously injured, but Angolans can only be treated on the rig by a medic. Moreover, several regulations prohibit Angolan workers from entering the Expat section. The ethical issues in this case are: first, is it ok to treat the American expatriates and Angolan workers so differently? If so, to what extent is it acceptable? From a view of legal standpoint, there is no legal issue existed based on the article, nor does the writer have any knowledge about the written laws that prevent the oil company of doing so. In the “categorical imperative” principle, Kant states that “One ought only to act such that the principle of one’s act could become a universal law of human action in a world in which one would hope to live”. He also thinks that “One ought to treat others as having intrinsic value in themselves, and not merely as means to achieve one’s ends”. However, in the case, the disparities between local workers and Americans indicate clearly that the Angolans are treated...
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