In a global economy full of multinational firms, international human resource management (including expatriation, career management, and talent management) is a growing topic in the business and management literature and in universities. A thorough understanding of the adjustment of expatriates to their new environment is critical not only for selection and preparation of potential expatriates, but also for the management of expatriate performance. Managed well, expatriates can be key contributors to organizational success while abroad and even after repatriation. Poor understanding and management of expatriate issues, on the other hand, may lead to underperformance and increased turnover of expatriates and repatriates. Managing Performance Abroad summarizes and extends what is known about the topic of expatriate management and adjustment, covering all the major authors and presenting a new approach to the adjustment process. At present, expatriate adjustment is only covered as a chapter in books on international HRM and HRD. Much of this literature relies on outdated concepts and evidence. Furthermore, most business research and management publications use an expatriate adjustment model that was originally published about two decades ago. This book is the first dedicated solely to the subject of expatriate adjustment, enabling readers to formulate research questions and hypotheses and to develop expatriation policies and support systems that optimize the performance of expatriates. It presents a re-formulation of the model underlying management research about expatriate adjustment, providing guidance for researchers and practitioners alike.
The divergent view contends that differences in culture, natural resources, and pace of industrialization tend to magnify national differences in organization structures and processes (see also Adler, Doktor, & Redding, Chapter 2; ...
The business case for diversity often rests on the benefits that flow from reflecting diverse customer representation within the organization's workforce; however, as these authors note, there is no evidence that employing disabled ...
Today, it is a vibrant and diverse discipline which boasts a large and active body of researchers across the globe. This volume examines cutting-edge themes, with the input of contributions from both established and emerging scholars.
The Elements of International Management The main international management topics such as international human resource management have their own courses, textbooks, and developments. International human resource management is the focus ...
Ulrich, D., Brockbank, W., Younger, J. and Ulrich M. (eds) (2013) Global HR Competencies: Mastering Competitive Value from the Outside In. New York: McGraw-Hill. Van Ruysseveldt, J. (1995) 'Growing cross-national diversity or diversity ...
Compares the selection and training procedures used by U.S., European, and Japanese corporations to prepare employees that will be sent to positions in foreign countries
6.1.1 Why might an organisation choose to set up a foreign subsidiary? New markets may be sought for the following reasons. (a) An organisation might want to extend the product life cycle of a product. (b) Where there is intense ...
The subject area of international human resource management is “the study and application of all human resource management activities as they impact the process of managing human resources in enterprises in the global environment.” The ...
Foreign Relations Authorization for FY 1998-1999--Department of State Management Initiatives: Hearing Before the Subcommittee on International Operations and Human Rights...
We then consider how organizational culture, in turn, may shape the activities and approaches adopted by HR, with case examples and a particular focus on the issue of person-organization fit.