There are some strict rules and policies about

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There are some strict rules and policies about expatriate selection in Toyota. In the first place, the selection of expatriate is internal, not open public because of the importance of function and role in subsidiaries. The expatriate should be selected from the current senior staff which reflects Toyota has a serious attitude to expatriate. Moreover, expatriate does not open to the public which guarantees the expatriate understand deeply about Toyota culture. In the second place, if the expatriate accomplishes the task successfully and comes back to Japan, Toyota will give them the position promotion. It is different from other traditional Japanese companies that most of the senior managers in Toyota have overseas employment experience. Toyota takes the expatriates literature as the core value of management. At the same time, the position promotion motivates employees to go abroad and get foreign operation experience. In the third place, Toyota encourages the expatriate to go abroad with their family and supply their personal life in foreign country. Toyota tries the best to care for employee’s family and win loyalties from the expatriate (UK essay, 2015). To deal with the coordination between the local stuff and the expatriate, Toyota strengthens some detail s for the integration in IHRM . Communication ability: T he strong communication ability is usually regarded as the essential requirement for high-quality expatriation. Not only could the expatriate speak host nation language, but also hold strong communicative skills to make a bridge between local employees and the expatriate. To some extent , the importance of communicative skills outweighs other professional knowledge in Toyota. Pre-training: Pre-training is regard ed as the effective method to reduce the
EXPATRIATE SELECTION AND REPATRIATION IN MNES 5 unnecessary waste in the aspect of the expatriate . The training content composed of the culture, politics, values from the host country. It significantly helps the expatriate get the clear perspective of what the do in the host country and reduces the risk of misunderstanding and cultural shock. Trust with each other : Trust, as the core value of Toyota, it is also emphasized in subsidiaries. The expatriates shall be no hesitating to share the information, trust local employees, delegate part of the power to them. Apparently, it can promote the integration and harmony between expatriate and local staff when the trust system established (Baruch &Quantrill, Steele, 2002). Repatriation Management in Toyota Repatriation as a part of expatriation, it increasingly attracts attention from MNEs. There are many reasons for return. One of the main causes for returnee is that the period of overseas expatriation is ended. Or maybe expatriates want their children to study at home country from employee’s personal view. The another reason can be made that expatriates are not happy when they work in a foreign subsidiary. Finally, expatriates have to back to the home company due to the failure of accomplishing their job overseas. Hence, it is imperative that HR should understand repatriation and

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