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Irwin/McGraw-Hill [Modified by EvS] Mgt. 485 CHAPTER 15 HUMAN RESOURCE SELECTION AND REPATRIATION
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Irwin/McGraw-Hill [Modified by EvS] Mgt 470-15-2 “Time” Orientation Cultural Dimensions
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Irwin/McGraw-Hill [Modified by EvS] Mgt 470-15-3 SOURCES OF HUMAN RESOURCES Home-Country Nationals/ Expatriates Host-Country Nationals Third-Country Nationals
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Irwin/McGraw-Hill [Modified by EvS] Mgt 470-15-4 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
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Irwin/McGraw-Hill [Modified by EvS] Mgt 470-15-5 The Adjustment Model Mode of Adjustment Individual Job Organizational Culture Nonwork Organizational Socialization
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Irwin/McGraw-Hill [Modified by EvS] Mgt 470-15-6 The Compensation Issue The major reason for the decline in the # of expatriates in recent years is because of the large expenses involved
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Irwin/McGraw-Hill [Modified by EvS] Mgt 470-15-7 Cost of Living In Select Cities (Calculator) (Calculator) Tokyo Hong Kong London Moscow New York Sao Paulo Athens Mexico City Prague Delhi 0 25 50 75 100125 150
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Irwin/McGraw-Hill [Modified by EvS] Mgt 470-15-8 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
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Irwin/McGraw-Hill [Modified by EvS] Mgt 470-15-9 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
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Irwin/McGraw-Hill [Modified by EvS] Mgt 470-15-10 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:
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Irwin/McGraw-Hill [Modified by EvS] Mgt 470-15-11 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
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Irwin/McGraw-Hill [Modified by EvS] Mgt 470-15-12 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
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Irwin/McGraw-Hill [Modified by EvS] Mgt 470-15-13 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
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Irwin/McGraw-Hill [Modified by EvS] Mgt 470-15-14 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
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Irwin/McGraw-Hill [Modified by EvS] Mgt 470-15-15 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
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