Expatriate selection and repatriation in MNEs.docx - Running head EXPATRIATE SELECTION AND REPATRIATION IN MNES Expatriate Selection and Repatriation in

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Running head: EXPATRIATE SELECTION AND REPATRIATION IN MNES 1 Expatriate Selection and Repatriation in MNEs Lujing Chen (1610163) Tang Li (1610046) Ning Ma (1510790) University Canada West Professor Dr. Tom Chan HRMT 621: Human Resource Management in the Global Environment 06/06/2017 TABLE OF CONTENTS 1
EXPATRIATE SELECTION AND REPATRIATION IN MNES 2 Introduction ............................................................................................................ 3 2 Expatriate Selection in Toyota .............................................................................. 4 3 Repatriation Management in Toyota .................................................................... 6 4 Expatriate Selection and Repatriation in Huawei ................................................. 7 5 Conclusion .............................................................................................................. 1 1 6 R eferences .............................................................................................................. 1 3 Introduction With an increasing globalization of the organizations, the expatriate rate has increased dramatically and become an important tool within the organizations during the last years. Expatriates can be defined as the employees who are transferred out of
EXPATRIATE SELECTION AND REPATRIATION IN MNES 3 the parent country across national boundaries and work in an international firm. Repatriates can be seen as the employees who used to work for oversea assignment and now return their home country (Dowling et al., 2013). Multinational corporations (MNCs) employ expatriates based on varying purposes, such as joint ventures negotiations, expertise sharing, new market development and international management development. According to Edstrom and Galbraith (1977), three general reasons can explain why MNCs use expatriates in their foreign subsidiaries. Specifically, the first reason is to transfer the expertise to develop the technical and managerial knowledge of the local managers. The second reason is management development, which provides an opportunity for expatriates to develop their management capabilities. The final reason is organization development, which aims to socialize expatriate and local managers into the corporate culture and ensure coordination with headquarter’s policies and practices. It is known that the management of international human resources is the primary determinant of success or failure in the international business. Therefore, it is important for the MNCs to improve their ability in managing international human resources. The features of these initiatives involve the length of the selection and training of expatriates and the subsequent job assignment for the repatriates in their home country. Expatriate Selection in Toyota Toyota is one of the most famous automakers and employs over 300,000 people all over the world. Toyota is accepting by consumers from its high-quality vehicle and efficient energy saving , reasonable price. To some extent, e xpatriation, as well as repatriation, are playing a significant role in their routine operation. And in general, Toyota sends many senior employees to operate foreign subsidiary or technician to host company. It must be admitted that how to choose appropriate
EXPATRIATE SELECTION AND REPATRIATION IN MNES 4 expatriates and help them match the core value of Toyota with a local company is the biggest challenge.

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