International Human Resources Expatriate Assignment
Critically discuss the following statement. ‘An expatriate assignment is an important training and development tool, with international assignments being recognized as an important mechanism for developing international expertise.’ | | | 10/11/2003 |
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The process expatriate assignment could be categorized as three stages. First, expatriate selection and given necessary information and pre-departure training for the expatriate assignment. Second, the expatriate serves in the international position. Finally, the expatiate returns to PCN as a repatriate (Bossard & Peterson, 2005). The importance of establishing foreign networks exhibits an increasing trend in the recent years due to the increasing level of globalization (Mendehall, 2001). One of the powerful tools to complete such mission was the use of expatriate assignment. It is crucial for multinational company (MNC) to develop a solid foundation before entering international marketing. However, numerous empirical researches shown that majority of expatriates preserved a neutral and sometimes negative attitude for the impact of expatriate assignment on their careers (Black, Gregersen, Mendenhall, & Stroh, 1999; Adler, 2001). On the other hand, the HR management from U.S. MNCs shows a positive feeling (Black et al., 1999). Arthur and Rousseau (1996) suggested that manager values benefits from expatriate assignment for more qualitative perspectives. Because of this feature, it is likely variation existing between the stated strategies and the actual IHRM policies and practices. Furthermore, the problem with repatriation becomes more significant with longer time period of expatriation process. Therefore, the expatriation focused here is on long-term assignment which longer than one year. Also, the capability of utilisation of expatriate assignment on training and development will be discussed from individual and corporate perspective.
Research (Tung, 1998) found the primary motivation for
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The process expatriate assignment could be categorized as three stages. First, expatriate selection and given necessary information and pre-departure training for the expatriate assignment. Second, the expatriate serves in the international position. Finally, the expatiate returns to PCN as a repatriate (Bossard & Peterson, 2005). The importance of establishing foreign networks exhibits an increasing trend in the recent years due to the increasing level of globalization (Mendehall, 2001). One of the powerful tools to complete such mission was the use of expatriate assignment. It is crucial for multinational company (MNC) to develop a solid foundation before entering international marketing. However, numerous empirical researches shown that majority of expatriates preserved a neutral and sometimes negative attitude for the impact of expatriate assignment on their careers (Black, Gregersen, Mendenhall, & Stroh, 1999; Adler, 2001). On the other hand, the HR management from U.S. MNCs shows a positive feeling (Black et al., 1999). Arthur and Rousseau (1996) suggested that manager values benefits from expatriate assignment for more qualitative perspectives. Because of this feature, it is likely variation existing between the stated strategies and the actual IHRM policies and practices. Furthermore, the problem with repatriation becomes more significant with longer time period of expatriation process. Therefore, the expatriation focused here is on long-term assignment which longer than one year. Also, the capability of utilisation of expatriate assignment on training and development will be discussed from individual and corporate perspective.
Research (Tung, 1998) found the primary motivation for