Journal of Business Studies Quarterly 2010, Vol. 1, No. 4, pp. 110-118
Rewarding for Success in an International Assignment: the Case of Returning to an Uncertain Future Ileana Alvarado Krystal A. Antoine Gian-Carlo Cinquetti Jorge Fernandez Jabir Najair Giuliana Scagliotti Bahaudin G. Mujtaba Nova Southeastern University
Abstract This case discusses how the decisions and communication from Human Resource (HR) management can be detrimental at times when placing expatriates. It also analyzes some of the problems that a firm can face along with recommended solutions that can prevent a reoccurrence. Recommendations, suggestions, and plans for practical alternatives are provided for human resource professionals and expatriates. The case emphasizes the importance of clear communication between HR management and expatriates working abroad and starting repatriation. Multinational firms can use this case in order to improve their management and business structure. Key words: Communication, Human Resource Management, expatriates, multinational firms.
Andreas Weber’s Reward for Success In this case about Andreas Weber reward for success, the authors looks at the way human resource professionals communicate with expatriates when it comes down to international assignments. Andreas was a typical businessman whose sole purpose was to enter into the workforce and grow in ranking. He entered the leadership program with the understanding that this would be a position where his skills would be put to use. The Chief Executive Officer (CEO) emphasized that international experience is the key to moving upward in this organization.
© Ileana Alvarado, Krystal A. Antoine, Gian-Carlo Cinquetti, Jorge Fernandez, Jabir Najair, Giuliana Scagliotti and Bahaudin G. Mujtaba
The time before Andrea’s arrival, a bigger and better position opened up which allowed him to have more control over the bank. Knowing this would be his assignment, he prepared to head to New York. No arrangements were made for his arrival, and he should have taken the initiative to speak with the head of HR before his departure to the U.S. Another issue that he had was being the victim of miscommunication between HR in Frankfurt and HR in the US. The original position that was presented to him was not the one he signed up for. Suddenly, he found himself in a foreign country with no other choice but to stick with the position, since his family was coming from overseas. After several months of adjusting, Andreas was finally promoted to a supervisory position and a year later, to a managerial one. A new contract with new terms was presented and signed by Andreas; extending his assignment for another three years. The dilemma that Andreas faced after making this decision was that his family needed to go back to Germany because they were homesick. The move back would not be an easy one, since the HR department did not have a position for him at his level. After the many years he spent working for the company, in the end he was offered a position that was the same as when he first started. Positive Side of International Human Resources Management (IHRM) The German bank has clearly defined a strategic policy of expansion. Although it is not clear whether this is a written policy or a mandate of the Board of Directors, the CEO spoke out this course of action. It is clear that the bank is facing a growing plan on a global scale. In this order of ideas, the globalization plan that the top executive level is trying to tackle demands actions in the field of IHRM. It seems that there is an ethnocentric approach to staffing beneath these few actions because key positions in domestic and foreign operations are being filled by parent country nationals (PCN). The use of this approach is appropriate for a business entity that is in its initial stages of globalization, because it reduces the perceived risk and facilitates that the new subsidiaries comply...
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