Mgt-485 15-1

Mgt. 485CHAPTER 15

HUMAN RESOURCE SELECTION AND REPATRIATION

15-2

Monochronic Polychronic

Sequential Synchronous

Future Present / Past

Long- Term Short- Term

Relative Value

“Time” Orientation Cultural Dimensions

15-3

SOURCES OF HUMAN RESOURCES

Home-Country Nationals/ Expatriates

Host-Country Nationals

Third-Country Nationals

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

15-5

The Adjustment Model

Mode of Adjustment

Individual

Job

Organizational Culture

Nonwork

Organizational Socialization

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

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 75 100 125 150

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

15-9

Goal Ranking By OccupationGoal Salespeople Technical

personnelService

personnelTraining

Challenge

Autonomy

Earnings

Advancement

Recognition

Security

Friendly Department

Personal time

Company contribution

21

3

4

5

6

10

9

11

7.5

12

3

4.5

6

4.5

11

8

7

9.5

12.5

7

4

5

9

2.5

8

6

10

15-10

Major Motivational Differences

Individual Achievement

Security

Anglo cluster

French cluster

Fringe Benefits

South American cluster

Advancement and Earnings

German cluster

Job AccomplishmentNorthern European cluster

Strong Interest in:

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

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

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

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

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