International Staffing Case Study

TABLE OF CONTENTS

I. Introduction (185/200)

II. Background of expatriate and international staffing approach

2. 1. The concept of staffing

2. 1. 1. Definition (265/200)

2. 1. 2. Staffing approach (259/300)

2. 2. Expatriate - a solution for international staffing

2. 2. 1. Definition (247/200)

2. 2. 2. Expatriate selection criteria(484/400)

2. 2. 3. Failure of expatriate (300)

2. 2. 4. Repatriation (200)

III. Greenway's expatriate selection application (500)

IV. Conclusions (300)

I. Introduction

Recent years have been witnessing growth of the number of multinational corporations (MNCs) with multinational operations. Moreover, international assignments play a major strategic role in the global operations of these firms, with previous surveys and studies have

2. 2. 3. Failure of expatriate

The inability of expatriate managers to adjust to the host culture's social and business environment is costly in terms of management performance, productivity in the overseas operation, client relations, and operations efficiency. There are also "invisible" costs due to a manager's failure overseas: the loss of self-esteem and self-confidence in the expatriate's managerial ability and the loss of prestige among one's peers. Despite the clear need for effective selection and training policies and programs for expatriates, personnel directors have consistently employed rigid and simplistic methods in selecting and training expatriate managers.

Expatriate Failure Rate (EFR) is an important indicator for meaning the effectiveness of expatriation management. Expatriate Failure is identified as the premature return of an expatriate manager before the period of assignment is completed (Tung, 1984). Some expatriate failure rates reported, for example, are shown in Table 1.

EFR - Expatriate failure Rate

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