International Human Resource Management
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International Human Resource Management. Managing people in a multinational context. Re-entry and career issues. Chapter Objectives. We examine: The process of re-entry or repatriation Job-related issues Social factors, including family factors that affect re-entry and work adjustment

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International human resource management

International Human Resource Management

Managing people in a multinational context

Re-entry and career issues


International human resource management

Chapter Objectives

  • We examine:

  • The process of re-entry or repatriation

  • Job-related issues

  • Social factors, including family factors that affect re-entry and work adjustment

  • Multinational responses to repatriate concerns

  • Staff availability and career issues

  • Return on investment (ROI) and knowledge transfer

  • Designing a repatriation program

IHRM Chapter 8


International human resource management

Terms

repatriate knowledge and skills:

market specific knowledge

personal skills

job-related management skills

network knowledge

general management capacity

re-entry shock

repatriates

holding pattern

kingpin

‘trailing’ partner

ROI

knowledge transfer

mentor

boundaryless career

‘protean’ career

international itinerants

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IHRM Chapter 8


International human resource management

Figure8-1

Expatriation includes repatriation

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International human resource management

Figure8-2

Repatriation activities and practices

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Figure8-3

Factors influencing repatriate adjustment

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Table8-1

Career impacts of international assignments

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Figure8-4

The repatriate role

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International human resource management

Predictors for repatriation maladjustment

Length of time abroad

Unrealistic expectations of job opportunities in the home company

Downward job mobility

Reduced work status

Negative perceptions of the help and support provided by employers during and after repatriation.

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International human resource management

Figure8-5

The readjustment challenge

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Figure8-6

Linking repatriation process to outcomes

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International human resource management

Difficulties measuring MNE’s Repatriate ROI

Receiving feedback from the business unit concerned.

Tracking international assignments in a systematic way

No formal planning

A lack of objective measures

Too many decisions being made without realizing the costs relating to the international assignment.

Globalization is a ‘must’ for us (so the ROI almost doesn’t matter).

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International human resource management

Table8-2

Topics covered by a repatriation program

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International human resource management

Repatriate knowledge categories

Market specific knowledge

Personal skills

Job-related management skills

Network knowledge

General management capacity

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Repatriate mentor duties

Maintaining contact with the expatriate throughout the assignment

Ensuring expatriates are kept up to date with developments in the home country

Ensuring expatriates are retained in existing management development programs

Mentors are responsible for assisting expatriates with the repatriation process, including helping them with a repatriation position.

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International human resource management

Discussion Questions

What factors contribute to re-entry shock?

How can multinationals assist dual career couples’ repatriation?

Placing value on the international assignment assists repatriate retention. Discuss this statement.

What are the elements of a good mentoring system for international assignees?

What aspects would you include in a pre-repatriation program?

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