The challenges facing international organisations in implementing an effective expatriation strategy

Résumé du document

Since the Sherman Antitrust Act (1890) was passed in the United States, regulating the competitiveness on US territory, American companies were forced to develop themselves in other countries. This was the beginning of the globalization of the economy. The companies had to find other profits/resources abroad and to send employees to set up and control new subsidiaries in foreign countries. Thus expatriation became a key factor of the economy development of the US, Netherlands, UK and Germany. Personal management and personal strategy thus became an important part of the company's organization and strategy. With more and more companies choosing to go global, Personnel strategy and good management of the international human resources have become important nowadays.

Extraits

[...] Academy of Management Review 291- Hawley, Kevan,”Proactive International Human Resource Management”; www.expatworld.co.za/journal_article_1.html 12. Punnett, Betty Jane (1997), “Towards effective management of expatriate spouses”, Journal of World Business, 32(3) Tung, Rosalie L. (1998), “American expatriates abroad: From Neophytes to Cosmopolitans”,Jounal of World Business 33(2) Kozloff, Barry Doc. Expat. Selection Barry Kozloff “Assessing Expatriate Selection”, Relocation Journal & Real Estate News, www.relogournal.com/feb96/exsel.htm 15. Fish, Alan “What motives Australian business managers to undertake expatriate appointments in East Asia Career Development International 16. Wolf M.G (1999), “Compensation: an overview” in L.A. [...]

[...] The personel management and personel strategy take a part more and more important in the contribution of the company's organisation and strategy. More and more companies are located all over the world or overseas, and it is for this main reason that a personel strategy and a good management of the international human resources are such important nowadays. The combinaison of the both phenomenons, globalisation and personel management will be the trigger of the expatriation development and the necessity to improve a strong efficiency of their assignments in the globalisation context. [...]

[...] Page Daniel Kealy sentence from International Management behavior ; implementing Strategy, Structure and Systems by Henry W. Lane, Joseph J.DiStefano, Martha L. Maznecski. Page Phatak (1992) listing from International HRM, a cross-cultural approach; The missionary Organisation by Terence Jackson (2002). Page Dowling and Schuler (1990) listing from International HRM, a cross- cultural approach; The missionary Organisation by Terence Jackson (2002). Page Caligiuri (2000) “Selecting expatriates for personality characteristics: a moderating effect of personality on the relationship between host national contact and cross-cultural adjustment”, Management International Review vol. [...]

[...] berger (eds) The compensation Handbook, 4th edition, McGraw-Hill 17. Kealey, Daniel, J & Protheroe, David, R. (1996), effectiveness of cross-cultural training for expatriates: an assessment of the literature on the issue”, Int. J. Intercultural Rel. Vol No Anonymous (1998). As Asian currency persist: US companies seek to regional costs. Business Wire August Hubson Survey in March 20-26 2006:“Hudson Survey of 10,000 Reveals Trends in Pay, Health & Retirement Plans, and Non-Traditional Benefits”; www.hudson.com. Number of words by part Introduction & 1st part: 1772 2sd part & conclusion: 1507 Other: 577 Total: 3856 The Turnitin report must be submit once again to up to date the current assignment. [...]

[...] In the contrary, if the wife or family have difficulties to integrate the new culture, the ratio of failure increases sharply. Hawley found a mistake in the selection process of the companies, is that they don't worried about the acceptation of the expatriate's family. A report has been published by “International Orientation Resources”, it show that only 21 percent of the US companies interviewed during the shortlist the possible expatriate and his wife ; Solomon (1994), Punnette (1997). The company challenge is to consider the relocalisation process not just the expatriate but by a complete family, Kozloff (1996). [...]