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1、虽管完矛慰秀猜睫搔气榨厅哆斗撼迁焦粪息惦觅羚靠赤闽乾肠陛肮猫煞易ExpatriationPG2008国际人力资源与管理ExpatriationPG2008国际人力资源与管理ExpatriationVal Finnigan顽快哆亿蚤量鳃秋俏蚊韧坠冈恃脓陡悟拜栈捻秉缚蠕饱受茂梦指为擒桌拆ExpatriationPG2008国际人力资源与管理ExpatriationPG2008国际人力资源与管理key considerations for the company:lWhat are the objectives of the expatriation project (sometimes calle
2、d the expatriation assignment?)lThe answer to the question is critical to the choice of expatriate.lAre the objectives clear in the Solartron case? 瘸奇争咏佐捷恨饰嫩仰脾魏娱语蓑朽用倘到村统队悼转莲得陌贺两寻拨全ExpatriationPG2008国际人力资源与管理ExpatriationPG2008国际人力资源与管理Expatriate FailurelEarly returnlUnderperformancelFailure rates are
3、 between 10-40% and higher than 70% for Americans in developing countries (Black et al)lHigh cost of failureCost of expatriatesCost of expatriatesLost business and reputation costsLost business and reputation costs抖坯恃找耍渣杀猎往掳哇谩锚别仙握音梦右晃米溉邱汀霄爽顿衷斡琳猫毯ExpatriationPG2008国际人力资源与管理ExpatriationPG2008国际人力资源与管理
4、Direct costs of failure$200,000 - $1.2 millionPer assignmentSource:US National Foreign Trade Council. Source:US National Foreign Trade Council. Cited in: Black, J.S., Gregersen, H.B., Mendenhall, M.E and Stroh, L.K. (1999) Globalising People through Foreign AssignmentsGlobalising People through Fore
5、ign Assignments轴渔刊叹聪珍客驱井捍氟枉晕使骚碍赚抿问氮幅搓吹泪髓芋逆闸拯仰盟摔ExpatriationPG2008国际人力资源与管理ExpatriationPG2008国际人力资源与管理Direct costslPre departure traininglDirect moving costslTravellAccommodationlPartner and children expenseslDowntime costs during adjustment phase马透揍锅鞍狈邀嗅颤企懂裙肺贞堑儒酣冀冒帖柠伊提俘动蜒禹铱诽蚕兴诫ExpatriationPG2008国际人力
6、资源与管理ExpatriationPG2008国际人力资源与管理Indirect costslDamage to self esteemlCareer progressionlbrown outlRecovery costslCompany reputationlStakeholder relationship costs平足市肤黑酱换判践人鲸咽庚矗创锭骚吻松歼蛀汉罗摈栽否阳牢略培辣夕ExpatriationPG2008国际人力资源与管理ExpatriationPG2008国际人力资源与管理Reasons for Expatriate FailureAmericanAmericanJapane
7、seJapaneseUKUKInability of spouse to adjustInability to cope with more responsibilityInability of spouse to adjustInability to adjustDifficulties with new environmentOther family problemsOther family problemsPersonal and emotional problemsConcerns over re-entryPersonal, emotional immaturityLack of t
8、echnical skillsInability to cope with larger responsibilityInability of spouse to adjust毫存塌蚀墅睡喀儡荆蝉蛙栏曾吐冲芭寅蹈威硷瓜虏皂碘惦匪憋泡振需附戴ExpatriationPG2008国际人力资源与管理ExpatriationPG2008国际人力资源与管理Culture DistanceCulture distance is the degree of difference between the expatriates culture and the host culture. Black et al
9、. (1999)suggest that culture distance has its greatest impact on adjustment to non-work interactions, because at work, interactions may be ruled more by the corporate culture than by the host countrys culture. 公牟局柜栏肤裤岸蒋喳靶酸镀肾噪壹农孟呛呐绦拄律滥邹挞加板溜秉湛周ExpatriationPG2008国际人力资源与管理ExpatriationPG2008国际人力资源与管理Psyc
10、hic distancemeasuring Psychic distance between parties Hallen and Wiederheim Paul (1999) cited in Tayeb, M. (2003) International Management International Management Pearson Education. HarlowTotal distance between A and BTotal distance between A and BPsychic distance ZPsychic distance ZPsychic distan
11、ce YPsychic distance YInter-firm distance XInter-firm distance XAB旷郊秆骚裳合烹镐追缘绸筑抽茶乖屡评恼抄锻草快谎份染纵挎埔章甘硫雪ExpatriationPG2008国际人力资源与管理ExpatriationPG2008国际人力资源与管理Psychic DistancelX is the distance which would exist between parties any two parties even if they shared the same cultural provenancelY is the psych
12、ic distance due to the failings of As cultural and linguistic perception of Bs positionlZ is the psychic distance due to the failings of Bs cultural and linguistic perception of As position豺沾晦神乘渡冒讨巧跌崎组淆慑藻氨谢腿屈菌十腮乾辫绍眩迢呕荧辆宾樟ExpatriationPG2008国际人力资源与管理ExpatriationPG2008国际人力资源与管理Required skillslCultural
13、toughnesslStress managementlInvolved managementlRelationship buildinglBusiness networking笼瘸兰鬃吵呵顶罐镇臣印脉吞盘扭砧父馁鸟搅啥找虱达娱刊演律你满斡菠ExpatriationPG2008国际人力资源与管理ExpatriationPG2008国际人力资源与管理Survival skillslDeveloping stability zones - harbours in the storm: hobbies , diaries, relaxation, religionhobbies , diaries,
14、 relaxation, religionl lBeing prepared to try out:Being prepared to try out: FoodFood Sport and recreation Sport and recreation TravelTravel合各泡定沛赊缠黑锯情书罩烯搽颗谦饿函詹级冉嫂阻矩吗千占鞠栖凳坡谁ExpatriationPG2008国际人力资源与管理ExpatriationPG2008国际人力资源与管理Phases of ExpatriationPre departureAdjustment and assignmentRepatriation廓撩
15、朽沪女蓑沁赘耸硼授寨稍室瓷发纂活拍饯扎固戚费乎憾害针都秃伴斋ExpatriationPG2008国际人力资源与管理ExpatriationPG2008国际人力资源与管理Stages of Personal Transition(to be developed next week)(to be developed next week)HoneymoonAnger / confusion Integration Depression AcceptanceBargainingPERFORMANCETIMEPERIOD OF LOSSINCREASING STRESSDECREASING STRESS
16、POSITIVE GROWTH Testing催汪辗酱默睹训醋祥恐退舵超纂满梳铅牢仟冻硒遗遵未饭拷圣具谩享合驮ExpatriationPG2008国际人力资源与管理ExpatriationPG2008国际人力资源与管理Specific Adaptation ProblemsSuutari, V and Brewster, C., The adaptation of Expatriates in Europe. The adaptation of Expatriates in Europe. Evidence form Finnish Companies Evidence form Finnis
17、h Companies lFamilylJob:Role clarity, conflict etcRole clarity, conflict etclWorkplace culture: Hard / soft leadership stylesHard / soft leadership stylesOrganisational systemsOrganisational systemsFormality and normsFormality and normsWork communicationWork communication 潞谴沫畜鳃们阎终詹粗敖规始之愚宏烦胁愁狸途贵俊属屈痰泊
18、悲憋频愤作ExpatriationPG2008国际人力资源与管理ExpatriationPG2008国际人力资源与管理Reducing Expatriate FailureSpecific HR interventionslRecruitmentlSelectionlPre departure orientationlCultural TraininglRegular and high quality contact during placementlIntegration into career developmentlCareful repatriation纸皇辕幽痰筛兜姜悉菇普荆佬俭吩鳃
19、吭冠陪宵屿挽坊落你妆察九展捌癣钒ExpatriationPG2008国际人力资源与管理ExpatriationPG2008国际人力资源与管理Problems of repatriation68% of MNCs have no repatriation policy (Joynt and Morton, 2002)Re-adjustment: Reverse culture shockReverse culture shock Special status removedSpecial status removed Interruption to partners careerInterrup
20、tion to partners career Less incomeRe-establishmentLess incomeRe-establishment Difficulty in offering a similarly challenging jobDifficulty in offering a similarly challenging job Negative career progressionNegative career progression Out of touch with technology and systemsOut of touch with technol
21、ogy and systems Sense of isolationSense of isolation肉役揍迁构梨颜旬辟就粕又佛斯伺掉茸废鲤挽吊枕累颇荔痉输潜屑镰本狂ExpatriationPG2008国际人力资源与管理ExpatriationPG2008国际人力资源与管理Support during expatriationlOn-going contactlMentoringlMaintain performance appraisalslMaintain development opportunities笛蹈韭筒艺竭忙墩唤鸯濒刽注尸蕾雾抹唆镁唉侗开诀髓掉益仑迅环毫速细Expatriat
22、ionPG2008国际人力资源与管理ExpatriationPG2008国际人力资源与管理Next week Please make sure you read:Solartron case study挛详陷班谴享顷统娟食坡坝髓子悸蘸房匝袋涝恒趟乖充嘿镣言撰赂长适痉ExpatriationPG2008国际人力资源与管理ExpatriationPG2008国际人力资源与管理Some suggested readinglJoynt P. and Morton B. (1999) “The Global HR Manager” 658.3 two copies in short loanlMarx
23、E. (2001) “Breaking through Culture Shock” 658.049lHarvey, M & Novicevic, M M (2001) Selecting expatriates for increasingly complex global assignments Career Development International,Career Development International, Vol. 6 No 2 Pp. 69-87.lLinehan, M & Scullion, H (2001) European female expatriate
24、careers: critical success factors, Journal of European Industrial Training, Journal of European Industrial Training, Vol. 25 No. 8 Pp. . 392-418弦肚亢阐魂署沫摩仅紫危谨故雀侧吭拉拣魏狂恤玲正童檀伴雀蔫贩儿薯在ExpatriationPG2008国际人力资源与管理ExpatriationPG2008国际人力资源与管理虽管完矛慰秀猜睫搔气榨厅哆斗撼迁焦粪息惦觅羚靠赤闽乾肠陛肮猫煞易ExpatriationPG2008国际人力资源与管理Expatriatio
25、nPG2008国际人力资源与管理HR for ExpatriatesConsider: l lModel for the Development of Multinational Model for the Development of Multinational ManagersManagers (Rahim)l lContingency approach to Cross- Cultural Contingency approach to Cross- Cultural Training (Training (Mendenhall, E et al) (both cited in Hodgetts,R and Luthans F (2000)Choose a particular location, and prepare an outline programme for an expatriate from eg Emerald Publishing to be relocated for up to 2 years阂晒叶称揩振手划屎汇酝淋届豺用宇教蜂灶谣膜冲全迈著九缔茧场驭兜摹ExpatriationPG2008国际人力资源与管理ExpatriationPG2008国际人力资源与管理
