Expatriate Management
CHAPTER 1
INTRODUCTION TO EXPATRIATE MANAGEMENT
The world is becoming more and more global and to be successful, many companies have to compete on the global playing field. This is due to the fact that costs associated with the development and marketing of new products are too great to be amortized only over one market and production costs can be cheaper elsewhere around the world. This globalization of companies is making it more important than ever to understand how multinational enterprises can operate more effectively. One major component of this understanding is the field of human resource management (HRM), and in particular, the field of international human resource management (IHRM).[1] Managing of expatriate assignments is a challenging issue for multinational corporations. They are moving in the right direction by (1) trying to minimize the requirement for costly expatriate assignments, (2) carefully screening individuals to try and increase the chances of a successful assignment, and (3) providing a comprehensive benefits package that is competitive in nature and considers the needs of the expatriate manager and his family. Multinational corporations realize that expatriate assignments are expensive and they realize that failure in those assignments is also very costly. By minimizing the number of these positions by effectively utilizing host country nationals, the multinational corporation can reduce cost and foster better relations with the host country which generally would prefer to employ their own countrymen. By carefully screening those who must be assigned overseas and tending to the needs of their families, multinational corporations can minimize their costs in the long term and reduce costly turnover rates and assignment failures.[2]
1.1 The Process of Managing Expatriates
It is very important to develop a basic framework for the discussion of how to manage expatriates on global or international assignments. Black et al.
INTRODUCTION TO EXPATRIATE MANAGEMENT
The world is becoming more and more global and to be successful, many companies have to compete on the global playing field. This is due to the fact that costs associated with the development and marketing of new products are too great to be amortized only over one market and production costs can be cheaper elsewhere around the world. This globalization of companies is making it more important than ever to understand how multinational enterprises can operate more effectively. One major component of this understanding is the field of human resource management (HRM), and in particular, the field of international human resource management (IHRM).[1] Managing of expatriate assignments is a challenging issue for multinational corporations. They are moving in the right direction by (1) trying to minimize the requirement for costly expatriate assignments, (2) carefully screening individuals to try and increase the chances of a successful assignment, and (3) providing a comprehensive benefits package that is competitive in nature and considers the needs of the expatriate manager and his family. Multinational corporations realize that expatriate assignments are expensive and they realize that failure in those assignments is also very costly. By minimizing the number of these positions by effectively utilizing host country nationals, the multinational corporation can reduce cost and foster better relations with the host country which generally would prefer to employ their own countrymen. By carefully screening those who must be assigned overseas and tending to the needs of their families, multinational corporations can minimize their costs in the long term and reduce costly turnover rates and assignment failures.[2]
1.1 The Process of Managing Expatriates
It is very important to develop a basic framework for the discussion of how to manage expatriates on global or international assignments. Black et al.
References: 1. Brynningsen,Gitte.(2009).”Managing Expatriates on International Assignment”,Otago Management graduate review,Vol. 7,pp 1-7 2. http://www.oocities.org/philcain/papers/expatmgmt.htm(04/04/2013) 3. Abdullah, Dayang Nailul Munna Abang and Jin, Cheam Sheue.(2011).” Issues and Trends in Expatriation Management”,IPCSIT,Vol. 16 ,pp 243-247 4. Dale, Ted.(2003).” Considering an Expat Assignment?”, Velocity,Vol. 5,No. 1pp 32-35 5. Beitler, Michael.(2005).” Expatriate Training & Support”,pp 1-18 6. Peterson, Richard B. and Schwind, Hermann F.”Personnel problems in international Companies and joint ventures in Japan”,pp 282-284