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International Human Resource Management

International Human Resource Management. Managing people in a multinational context. Re-entry and career issues. Chapter Objectives. We examine: The process of re-entry or repatriation Job-related issues Social factors, including family factors that affect re-entry and work adjustment

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International Human Resource Management

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  1. International Human Resource Management Managing people in a multinational context Re-entry and career issues

  2. Chapter Objectives • We examine: • The process of re-entry or repatriation • Job-related issues • Social factors, including family factors that affect re-entry and work adjustment • Multinational responses to repatriate concerns • Staff availability and career issues • Return on investment (ROI) and knowledge transfer • Designing a repatriation program IHRM Chapter 8

  3. Terms repatriate knowledge and skills: market specific knowledge personal skills job-related management skills network knowledge general management capacity re-entry shock repatriates holding pattern kingpin ‘trailing’ partner ROI knowledge transfer mentor boundaryless career ‘protean’ career international itinerants 3 IHRM Chapter 8

  4. Figure8-1 Expatriation includes repatriation 4 IHRM Chapter 8

  5. Figure8-2 Repatriation activities and practices 5 IHRM Chapter 8

  6. Figure8-3 Factors influencing repatriate adjustment 6 IHRM Chapter 8

  7. Table8-1 Career impacts of international assignments 7 IHRM Chapter 8

  8. Figure8-4 The repatriate role 8 IHRM Chapter 8

  9. Predictors for repatriation maladjustment Length of time abroad Unrealistic expectations of job opportunities in the home company Downward job mobility Reduced work status Negative perceptions of the help and support provided by employers during and after repatriation. 9 IHRM Chapter 8

  10. Figure8-5 The readjustment challenge 10 IHRM Chapter 8

  11. Figure8-6 Linking repatriation process to outcomes 11 IHRM Chapter 8

  12. Difficulties measuring MNE’s Repatriate ROI Receiving feedback from the business unit concerned. Tracking international assignments in a systematic way No formal planning A lack of objective measures Too many decisions being made without realizing the costs relating to the international assignment. Globalization is a ‘must’ for us (so the ROI almost doesn’t matter). 12 IHRM Chapter 8

  13. Table8-2 Topics covered by a repatriation program 13 IHRM Chapter 8

  14. Repatriate knowledge categories Market specific knowledge Personal skills Job-related management skills Network knowledge General management capacity 14 IHRM Chapter 8

  15. Repatriate mentor duties Maintaining contact with the expatriate throughout the assignment Ensuring expatriates are kept up to date with developments in the home country Ensuring expatriates are retained in existing management development programs Mentors are responsible for assisting expatriates with the repatriation process, including helping them with a repatriation position. 15 IHRM Chapter 8

  16. Discussion Questions What factors contribute to re-entry shock? How can multinationals assist dual career couples’ repatriation? Placing value on the international assignment assists repatriate retention. Discuss this statement. What are the elements of a good mentoring system for international assignees? What aspects would you include in a pre-repatriation program? 16 IHRM Chapter 8

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