1. Mgt-485 15-1 Mgt. 485 CHAPTER 15 HUMAN RESOURCE SELECTION AND REPATRIATION

2. 15-2 “Time” Orientation Cultural Dimensions

3. 15-3 SOURCES OF HUMAN RESOURCES  Home-Country Nationals/ Expatriates  Host-Country Nationals  Third-Country Nationals

4. 15-4 SELECTION CRITERIA FOR INTERNATIONAL ASSIGNMENTS Independence and Self-Reliance Age, Experience, and Education Language Training Spouses and Dependents Leadership Ability Physical and Emotional Health Adaptability to cultural change Motivation for a Foreign Assignment

5. 15-5 The Adjustment Model Mode of Adjustment Individual Job Organizational Culture Nonwork Organizational Socialization

6. 15-6 The Compensation Issue The major reason for the decline in the # of expatriates in recent years is because of the large expenses involved

7. 15-7 Cost of Living In Select Cities Tokyo Hong Kong London Moscow New York Sao Paulo Athens Mexico City Prague Delhi 0 25 50 75 100125 150

8. 15-8 Common Elements in an Expatriate Compensation Package 1. In the US this was around $175,000 for upper-middle managers in the late-1990’s 2. Can include extra vacation time, paid airfare for annual visit home, emergency leave…. 3. Cost-of-living, relocation, housing, education, and hardship 4. Two tax bills, from the Host Country and the U.S. 5. One-time, lump sum premium

9. 15-9 Goal Ranking By Occupation GoalSalespeople Technical personnel Service personnel Training Challenge Autonomy Earnings Advancement Recognition Security Friendly Department Personal time Company contribution 2 1 3 4 5 6 10 9 11 7.5 1 2 3 4.5 6 4.5 11 8 7 9.5 1 2.5 7 4 5 9 2.5 8 6 10

10. 15-10 Major Motivational Differences Individual Achievement Security Anglo cluster French cluster Fringe Benefits South American cluster Advancement and Earnings German cluster Job Accomplishment Northern European cluster Strong Interest in:

11. 15-11 Repatriation Of Expatriates Reasons for Returning: -->Duty is finished overseas -->Want children educated in a home-country school -->Not happy with the overseas assignment -->Spouse or children do not want to stay -->Fail to do a good job at the task assigned

12. 15-12 Readjustment Problems The longer the duration of an offshore assignment, the more problem the expatriate has being reabsorbed into the home office.  The “out of sight, out of mind” syndrome  Organizational changes made during the time the individual was abroad may make one’s position redundant  Technological advances in the parent headquarters may render one’s existing skills and knowledge obsolete

13. 15-13 Transition Strategies Repatriation Agreements: The firm tells the individual how long he or she will be overseas and promises to give the individual, on return, a job that is mutually acceptable

14. 15-14 Assessment of Repatriate Experience Cultural Re-entry I do not miss the people I worked with overseas Financial Implications The salary offer in the US job assignment was better than my salary overseas Nature of Job Assignment I experienced more autonomy in my new job than had been the case in my overseas assignment

15. 15-15 Expatriation as an Experience  Spend some time on: http://www.escapeartist.com/global/reference.htm http://www.worldwide.edu/planning_guide/Culture _Re-entry_Shock/index.html