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Running head: ASSIGNMENT 8.3: END OF MODULE REVIEW1Assignment 8.3: End of Module ReviewJerry CauseyEmbry Riddle Aeronautical UniversityJuly 19, 2016Author NoteThis paper was prepared for MGMT 427, Management of the Multicultural Workforce, by Professor Joi Bascomb.
ASSIGNMENT 8.3: END OF MODULE REVIEW21. What are the pros and cons of using expatriates instead of relying on local employees?Ferraro and Briody (2013) list the following pros and cons in using expatriates in lieu of local employees:Pros:It prevents the organization from becoming too reliant on local host country employees and, in turn, distancing itself from its overseas operations. In other words, it can go from being a truly global organization to a loose federation of autonomous entities.It allows the organization to gain ‘in-house’ managerial experience and broadens the cross-cultural skill-set of the corporation and its employees.The right combination of skills, particularly at the executive level, can be difficult to find at the local level.Cons:Using local employees can be more cost effective than relocating and maintaining an employee (and their family) at overseas locations.Using local employees is often looked at favorably by host nation partners and the like. Or, in other words, relying predominantly on expatriate employees may be viewed unfavorably by many host nationals.Locals can often times have the prerequisite skill-sets while bringing to the table local expertise in regards to language and other cultural/local knowledge.2. Which criteria are most commonly used to evaluate candidates, and which should be used more often?Ferraro and Briody (2013) state that job requirements start with such factors as the tech-nical competency of the individual being considered, especially as it relates to the industry and
ASSIGNMENT 8.3: END OF MODULE REVIEW3the company’s organizational culture. Additional requirements often considered include interper-