Leading & Managing People - Expatriate
1.0 INTRODUCTION
“Multinational firms throughout the world are increasingly concerned about hiring, developing and retaining managers with international experience and global perspectives” quoted by Briscoe and Schuler in 2004.
This report will be focusing on variety of issues relating to Human Resource implications which faced by the expatriate working in MNC located in Malaysia as well as Malaysian working in overseas.
The extraction will be from the most recent newspaper, journal and articles relating to the following topics in human resource management. 1) Expatriate Failure and the Selection policy 2) Training and development for cross-cultural 3) Performance appraisal for expatriate
The expatriation was subjugated by professionals sent by their employers to foreign subsidiaries or headquarters.
3.0 KEY ISSUES AND ANALYSIS
3.1 Expatriate Failure and the Selection policy
Expatriate facade many new challenges both in the workplace and the community. For instance, culture shock differences in work-related norms, isolation, homesick, housing, schooling, language, customs, cost of living and coping with his/her spouse’s problems of adapting to new environment.
According to Stone(2008), research indicates that a manager’s inability to adapt or their partner’s inability to adapt is the major cause of expatriate failure.
Harvey(1983) cited the consequence include premature return from a foreign posting and high resignation rates, with expatriates leaving their company at about twice the rate of domestic managements.
Tung (1987) expounded the three main reasons contributing to the failure of expatriates in US MNC is as follows:- * the inability of the manager’s spouse to adjust to a different physical or cultural environment; * the manager’s inability to adapt to a different physical or cultural environment; * other family-related problems.
One study by International Orientation Resources, an HRM consulting firm, found
“Multinational firms throughout the world are increasingly concerned about hiring, developing and retaining managers with international experience and global perspectives” quoted by Briscoe and Schuler in 2004.
This report will be focusing on variety of issues relating to Human Resource implications which faced by the expatriate working in MNC located in Malaysia as well as Malaysian working in overseas.
The extraction will be from the most recent newspaper, journal and articles relating to the following topics in human resource management. 1) Expatriate Failure and the Selection policy 2) Training and development for cross-cultural 3) Performance appraisal for expatriate
The expatriation was subjugated by professionals sent by their employers to foreign subsidiaries or headquarters.
3.0 KEY ISSUES AND ANALYSIS
3.1 Expatriate Failure and the Selection policy
Expatriate facade many new challenges both in the workplace and the community. For instance, culture shock differences in work-related norms, isolation, homesick, housing, schooling, language, customs, cost of living and coping with his/her spouse’s problems of adapting to new environment.
According to Stone(2008), research indicates that a manager’s inability to adapt or their partner’s inability to adapt is the major cause of expatriate failure.
Harvey(1983) cited the consequence include premature return from a foreign posting and high resignation rates, with expatriates leaving their company at about twice the rate of domestic managements.
Tung (1987) expounded the three main reasons contributing to the failure of expatriates in US MNC is as follows:- * the inability of the manager’s spouse to adjust to a different physical or cultural environment; * the manager’s inability to adapt to a different physical or cultural environment; * other family-related problems.
One study by International Orientation Resources, an HRM consulting firm, found