see attachment smirky for student responses/added ebook info as well-wil try to get correct course tomorrow-but you will have login info. ty
Week 6 – Instructor Guidance
As we come to close of the term, the discussion turns to expatriation and repatriation — in the context and under the strong influence of globalization. The following questions are wholly relevant to expatriation and repatriation:
Do laws like the Fair Labor Standards Act and the Family and Medical Leave Act apply to U.S. citizens working in several other countries?
How can a company manage an expatriate employee’s performance?
How can my company best retain repatriated employees?
How do I find out what visas are required for an expatriate assignment?
How do we handle taxes for expatriates?
How should we compensate an employee on a foreign assignment?
What are the differences among a local national, an expatriate, a third-country national, and an inpatriate?
What are the selection criteria for an international assignment?
What country-specific factors should my company consider when expanding business globally?
What is done to repatriate an employee who is returning from an assignment abroad?
When an employee is on an international assignment, are we required to withhold Social Security tax from his or her wages?
When our company sends U.S. employees overseas, where do they pay income tax?
These questions can be answered here:
http://www.shrm.org/TemplatesTools/hrqa/globalhr/Pages/default.aspx
I have also provided some insight into a few critical decisions that have been made in recent weeks that will add value to substance of the course.
FMLA does not require that a job be held open indefinitely
In Henry v. United Bank (
1
st Circuit, 11-1666, July 1
3
, 2012), the federal appeals court ruled that the FMLA does not require that jobs be held open indefinitely. Henry was employed as one of three FT credit analysts. After seeking FMLA leave several times, and using up all 12 weeks, Henry then sought indefinite, open-ended leave for another illness. The court determined that the company was within its rights to hire another permanent credit analyst if it could show that ongoing use of temps simply didn’t work for the company. While the company could be required to extend FMLA for specific circumstances, it was not required to extend FMLA for indefinite periods.
Extensive Employment Applicant Searches
While some companies only conduct the standard applicant search (job title, dates worked, and place of employment), EBI reports that many companies are now involved in two advanced search methodologies. The Social Security Trace Report can be used to uncover information about where an applicant has lived. In addition, this report can be used to uncover aliases used by the applicant, as well as uncover any criminal record hits on the applicant, including any sexual assault offenses. However, it will only capture this information in places where the applicant has had a residence. A National Criminal Record Database Search can be used to uncover any criminal activity hits anywhere in the USA, regardless of whether the applicant has had a residence in the area of the criminal activity or not.
The EEOC has put out an advisory that private companies may not automatically eliminate applicants based on a criminal conviction. Instead, companies have to consider the applicant’s entire application and likelihood of recidivism, as well as how the specific crime relates to the job the applicant is seeking. However, a criminal record or dishonesty on the part of the applicant can certainly be considered in any hiring process. Furthermore, companies have an obligation to protect other employees, customers, and stakeholders from potential harm caused by dangerous or predatory individuals. As a result, companies have an obligation to be as careful as possible and make hiring decisions based on as much information as possible.
Week Six Overview
Assignment
Due Date
Format
Grading Percent
Expatriation
Day 3
(1st post)
Discussion Forum
Repatriation
Day 3
(1st post)
Discussion Forum
3
Research Project
Day 7
Written Assignment
28
Readings
1. Read Module A in A Framework for Human Resource Management.
2. Read Hyder, A. & Lovblad, M. (2007).
The repatriation process – a realistic approach
. Career Development International, 12(3), 264-278.
3. Read Palmer, T., & Varner, I. (2005).
Role of cultural self-knowledge in successful expatriation
. Singapore Management Review, 27(1), 1-25.
Discussions
To participate in the following Discussion Forums, go to this week’s Discussion link in the left navigation:
1. Expatriation
How can organizations maximize the likelihood of success of expatriate employees? What is the single point of failure in the expatriate experience? What can the organization do to mitigate the single point of failure?
Explain your answers in 200 words. Respond to at least two of your fellow students’ postings.
2. Repatriation
How can the organization retain repatriated employees upon their return from abroad? What specific tactics and approaches can be applied to retain repatriated employees?
Explain your answers in 200 words. Respond to at least two of your fellow students’ postings.
Assignments
To complete this assignment, go to this week’s Research Project link in the left navigation:
Research Project
Focus of the Research Project
Submit an eight-to ten-page job analysis paper (excluding cover page and references). The Research paper is organized around the premise that you have recently been promoted from your current job to the next management level above that job. You must now find a replacement for yourself and then supervise that person in your old job. In order to do this you must engage in a job analysis exercise and produce a job description. Using the job description, you then develop a recruiting plan and selection strategy including testing and interviewing. Once that person has been hired, his/her job performance must be evaluated. A performance evaluation philosophy and method must be developed. You must then decide how the position should be paid and why. Finally, training and development issues must be addressed for professional growth. Use at least one theory from the organizational behavior literature to support your positions. The Research paper asks you to apply the knowledge you have gained from the material presented in class in addition to your own experiences.
Writing the Research Project Paper
The Paper:
· Must be eight- to ten- double-spaced pages in length and formatted according to APA style as outlined in the approved APA style guide. Title, reference, and any exhibits or appendices are not counted in the paper length.
· Must include a cover page that includes:
– Title of paper
– Student’s name
– Course name and number
– Instructor’s name
– Date submitted
· Must include an introductory paragraph with a succinct thesis statement.
· Must address the topic of the paper with critical thought.
· If possible, provide a context of a first-person experience where you saw this academic concept in operation. Do not simulate third-party statements of experience.
· Readdress the concept and the experience with critical thought. That is, what is your response to the content, either positive or negative, and then defend your position. If multiple options/alternatives/positions are present and are being rejected you must also defend the reasons for rejecting an option.
· Must conclude with a restatement of the thesis and a conclusion paragraph.
· Must use APA style as outlined in the approved APA style guide to document all eight or more sources.
· Must include, on the final page, a Reference List that is completed according to APA style as outlined in the approved APA style guide.
COURSE CHOICES:
OMM 640 Business Ethics and Social Responsibility
Instructor: Carolyn Broner
7/9/2013 to 8/19/2013
Order Books >
OMM640: Business Ethics and Social Responsibility
Course Text:
Ferrell, O.C., Fraedrich, J. & Ferrell, L. (2013) Business ethics: & social responsibility. [OMM640 Custom edition] Mason, OH: Cengage Learning.
To locate and purchase this text through the Ashford University Online Bookstore (ED MAP), please use:
Bundle: ACP Business Ethics, ISBN 9781285563794
BUS 691 Strategies in Organizational Leadership
Instructor: Conni Whitten
8/27/2013 to 10/7/2013
Order Books >
BUS691: Strategies in Organizational Leadership
Course Text:
Northouse, P. (2010). Leadership theory and practice (6th ed.). Thousand Oaks, CA: Sage Publications. ISBN: 9781421974882.
Rowe, G. (2011). Cases in leadership (2nd ed.). Los Angeles, CA: Sage Publications. ISBN: 9781412980197.
BUS 670 Legal Environment
Instructor: To Be Determined
10/8/2013 to 11/18/2013
BUS670: Legal Environment of Business
Course Text:
Seaquist, G. (2012). Business law for managers. San Diego, CA: Bridgepoint Education, Inc.
This text is a Constellation™ course digital materials (CDM) title.
1. Expatriation
How can organizations maximize the likelihood of success of expatriate employees? What is the single point of failure in the expatriate experience? What can the organization do to mitigate the single point of failure?
There are many things organizations can do to maximize the likelihood of success with respect to the expatriation process of their employees. Palmer and Varner’s (2005) research suggested that employers work in partnership with their employees and train them effectively. Their basic findings suggested that employers can do so in four stages: (a) a pre-screening phase to assess whether the employee meets the qualifications and support of their family as a viable candidate for the assignment, (b) the self-discovery stage where employees train, identify, and study personal cultural awareness including the pros and cons, (c) the education and training stage to identify and study the visible and invisible culture (reasons) of the foreign country, including an analysis of their responses and acceptance levels, and (d) instruction, exploration, and implementation of strategies designed to help make the necessary changes and adaptations to adjust to the foreign culture (Palmer & Varner, 2005). The most important aspect of this model is that training is a significant component of the process.
Leaders are beginning to discover that the single point of failure in the expatriation process is the employee’s experience of the process. Hyder and Lovblad (2007) deduced that an individual’s success as an expatriate was contingent on whether they had a positive or negative experience. In addition, their research concluded that the experience was more favorable when the organization participated in both the expatriation and repatriation phases with the employee and their families (Hyder & Lovblad, 2007). For example, when employers devise systems and training programs to help both the executive and their family understand and help assist them in the relocation and acclamation process as well as when they return from the assignment, employees tend to experience a smoother transition making the experience more pleasant and manageable. In most cases, when organizations invest in the welfare of the employee and their families, the employee is likely to offer their loyalty and work hard for the organization. Employers that do not participate in this process risk losing a valuable employee as well as not having access to the information and experience that employee gained from the assignment. This is a very significant component for multinational organizations that want an edge on the competitive global market.
One of the most important things an organization can do to prevent the employee from having a negative experience is become a partner with them in the expatriation process by first helping them identify their own organization’s culture and values as well as that of their home country. Dessler (2011) suggested that employers design training systems focused on cultural differences to bring awareness of the impact these variances have on business outcomes (Dessler, 2011). For example, an immigrant from France trying to establish a small business with limited education and ethnocentric views, may find it difficult to adjust to the norms of the US work schedule where shops do not shut down in mid-afternoon, as they do in many of the EU countries. This aspect of doing business in a new country creates culture shock for those unfamiliar with the work schedules of that region. Employers and organizations can create a win-win situation in the expatriation process if they train and work in partnership with employees who are selected for international work assignments. A leader that shows they value their employees will most likely inspire staff members to perform at higher levels, and then in return those employees are happy to offer the organization their loyalty and full commitment. With this strategy, organizations gain invaluable information from their expatriate employees and also benefit from having an edge on the global marketplace from the results of these successful experiences.
Have a great 4th of July everyone! Be safe!
Regards,
Michael M.
References:
Dessler, G. (2011). A framework for human resource management (6th ed.). Upper Saddle River,
NJ: Pearson Education, Inc.
Hyder, A., & Lovblad, M. (2007). The repatriation process – a realistic approach. Career
Develop International. Bradford, United Kingdom: Emerald Group Publishing, Limited.
doi:http://dx.doi.org/10.1108/13620430710745890
Palmer, T., & Varner, I. (2005). Role of cultural self-knowledge in successful
expatriation. Singapore Management Review. Singapore, Singapore: Singapore Institute of
Management.
2. Repatriation
How can the organization retain repatriated employees upon their return from abroad? What specific tactics and approaches can be applied to retain repatriated employees?
The most significant strategy organizations can implement to retain repatriated employees upon their return from an international assignment is to become a positive partnering force and an active participant in the expatriate and repatriate processes. Hyder (2007) deduced that leaders who develop and design effective programs to assist the employee and their families in the expatriate and repatriate process fostered deeper relationships and connections with their employees. When a staff member has a positive experience with these expatriation and repatriation processes, they perform at higher levels and are likely to stay in a long term commitment with the organization (Hyder & Lovblad, 2007). For example, when an employee is assigned an international position, they need to have a firm grasp on their new culture both in and out of the organizational climate. For instance, not knowing the differences between AC and DC current can present a huge problem for an American family trying to plug in their electronic devices. Another challenge they will encounter is when they make an attempt to purchase a DVD. If they are not cognizant of PAL and NTSC formatting they will face more challenges and create stressful situations. A lack of knowledge can have enormous impact if they are not identified and addressed prior to the relocation process. In addition, making sure employees learn how to navigate through their region is equally important in countries like Britain where the road systems are designed for driving on the left side. These are the kinds of the issues that can cause distress and anxiety for an individual that is not trained or prepared (Palmer & Varner, 2005).
When expatriates return after a substantial amount of time living in a different environment they must find a way to readjust because so many changes may have occurred during their absence. Hyder (2007) suggested that leaders design systems to help employees understand the repatriation process is a crucial part of their training for an international position. In addition, they need to know the organization is backing them with their assistance and moral support (Hyder & Lovblad, 2007). Foreign assignment employees must learn to adjust to a new environment and continued changes; when they finally make the adjustment and begin to feel comfortable their assignment was completed and return to their home land, find they then have to readjust to the changes that occurred during their absence
Organizational leaders that establish effective programs and systems to assist employees in the expatriate and repatriate processes, help employees and their families transit smoothly and thereby create a more pleasant experience overall. Employees, who are happy, are more likely to remain loyal to an organization that value their staffers and invest in their health and well-being. Dessler (2011) purported that organizations who provide employees with a repatriation process which includes: (a) a realistic view of what to anticipate, (b) effective orientation programs, (c) screening devices to assess weaknesses and strengths, and (d) efficient benefit packages to assist them, improve their success rate of retaining personnel after they return from international assignments (Dessler, 2011). Leaders, who help employees identify their own culture and help them acclimate to the new foreign culture, will most likely have a positive experience. When employees are supported by their organization, staff members feel more confident and motivated. In this state, they are better equipped to make effective decisions and perform at higher levels.
In conclusion, an organization that supports their employees in the expatriation and repatriation processes creates a culture that develops more productive staff members who will remain loyal and active in driving the success of an organization.
References:
Dessler, G. (2011). A framework for human resource management (6th ed.). Upper Saddle River,
NJ: Pearson Education, Inc.
Hyder, A., & Lovblad, M. (2007). The repatriation process – a realistic approach. Career
Develop International. Bradford, United Kingdom: Emerald Group Publishing, Limited.
doi:http://dx.doi.org/10.1108/13620430710745890
Palmer, T., & Varner, I. (2005). Role of cultural self-knowledge in successful expatriation.
Singapore Management Review. Singapore, Singapore: Singapore Institute of Management.
http://support.vitalsource.com/kb/cts/contacting-vitalsource-support
COURSE CHOICES:
OMM 640 Business Ethics and Social Responsibility
Instructor: Carolyn Broner
7/9/2013 to 8/19/2013
Order Books >
OMM640: Business Ethics and Social Responsibility
Course Text:
Ferrell, O.C., Fraedrich, J. & Ferrell, L. (2013) Business ethics: & social responsibility. [OMM640 Custom edition] Mason, OH: Cengage Learning.
To locate and purchase this text through the Ashford University Online Bookstore (ED MAP), please use:
Bundle: ACP Business Ethics, ISBN 9781285563794
NOTE: This message repeats information shown on the order confirmation page that displayed following your recent purchase from your Ashford University online bookstore. If you redeemed your eBook at that time, you may ignore the redemption instructions in this email message. If you have not yet accessed your eBook, follow the instructions to do so.
Hi Michael,
Please review the following information about your order. We recommend you save this email for your records. Thank you for ordering from your Ashford University online bookstore; we appreciate this opportunity to support your studies.
Top of Form
Shipment #1: Shipped from ED MAP
Order Number: 4309303
Description |
Qty |
Price |
Total |
||
OMM640-OL-1 ISBN: 9780558415426 |
1 |
$47.05 |
|||
Shipping: |
$0.00 |
||||
Tax : |
Subtotal |
Tax |
TOTAL PAID |
Bottom of Form
Ebooks are available in both online and downloadable formats. Please follow the instructions below for your preferred format; you will be able to access either or both formats.
How to access your online eBook(s):
1. Click the following link to open your eBook(s) in the online bookshelf and enter the email and password for your VitalSource account. (If this is your first purchase of a VitalSource eBook, ED MAP sent you these credentials in a separate email message with the subject line of “Your VitalSource Account.”).
http://online.vitalsource.com/#/books
.
How to access your downloadable eBook(s):
1. If you have not already done so, download and install VitalSource Bookshelf. This free software is available by following this link:
http://vitalsource.com/software/bookshelf/edmap-downloads/
2. Open the application and enter the email and password for your VitalSource account. (If this is your first purchase of a VitalSource eBook, ED MAP sent you these credentials in a separate email message with the subject line of “Your VitalSource Account.”)
3. Your eBooks will begin downloading immediately.
Should you require additional assistance, email us at
customer_service@edmap.com
or call toll-free at 800-274-9104. From outside the United States, please dial +1 740-753-3439.
Our Customer Service representatives are available at (800) 274-9104 Monday through Friday from 9:00 AM EST to 8:30 PM EST
Please do not reply to this email. This mailbox is not monitored and you will not receive a response. For any questions about your course materials, please contact your Bookstore Administrator at 800-274-9104.
Smirky I downloaded the Software first below- you might do this as well
1. http://vitalsource.com/software/bookshelf/edmap-downloads/
And updated the Password @
http://online.vitalsource.com/#/books
quietspirit1234 username
Trueblue123 Password
It takes you to this below and I accessed it. Please verify you can get this as well. Thank you!!
http://online.vitalsource.com/#/books/0558415423/pages/12179273
WHOOPS Wrong book-will change tomorrow- At least you will know info and let you know when I completed my end. TY
WEEK 6 STUDENT RESPONSES DISCUSSION 1 BELOW:
Michael Henderson 7/2/2013 8:12:02 PM |
“Expatriates are noncitizens of the countries in which they are working” (Dessler, pg325). Or as defined in Latin, “out of country or fatherland” (Wikipedia). So how can organizations maximize the likelihood of expatriate employees? “Some companies don’t realize what it actually costs to send an expatriate abroad. Agilent Technologies estimated that it cost about three times the expatriate’s annual salary to keep the person abroad for 1 year” (Dessler, pg.326). First, companies must be able to afford their investment. If it will be beneficial to either bring a worker in from abroad or send one of your own to a foreign nation to gain experience, the dividends better be great due to the cost of making it happen. At the Air Force Senior Non Commissioned Officers Academy in Gunter, Alabama, the school house has instructors from such countries as Germany, Canada and Great Britain. The cost of housing and paying these members of our sister services is far greater than that of the local instructors. The benefit of having the “outside perspective” of a foreign military service man or woman outweighs the cost, at least in this case. The point of failure occurs when the US begins to offshore employees from other nations. “Off shoring—having local employees abroad do jobs that the firm’s domestic employees previously did in-house—is growing rapidly. Forrester Research estimated that about 588,000 U.S. jobs moved offshore between 2000 and 2005, and that that total will grow to over 3 million jobs by 2015” (Dessler, pg.327). Many argue that this process hinders the chance for Americans to fill such positions while others state that it makes room for more research, creating jobs for the future. From the reading in the book, it seems that staffing policies have the biggest effect on whether or not expats are successful. “A geocentric staffing policy “seeks the best people for key jobs throughout the organization, regardless of nationality”—similar to what Ford Motor Company does. This lets Ford transfer the best person to the open job, wherever he or she (or the job) may be” (Dessler, pg.327). To me, the manner in which a job gets accomplished the best is the most important and should be the focus. As long as those staffed in other countries are adhering to the ethical standards of those countries and also giving America the respect and initiative it deserves, this way of business seems to be the most logical. It is important to have employees at the leadership and managerial levels gain the experience of working directly with and dealing among foreign counterparts. Better business can be achieved and a cultural balance of sorts can be maintained allowing for future progress of the organization. If the cost is right and ethical standards are met, the idea of expatriates can work to the benefit of the organization. Respond |
RE: Discussion 1 Dr DeYoung 7/3/2013 4:41:11 AM |
The importance in supporting expatriate employees is profoundly important and cannot be overlooked. One of the most important aspect of being an expatriated employee is centered around the fact that expatriates must be fully prepared to work in a different social, cultural and professional setting. The expatriated employees are subjected to many different changes in their work environment. Missing something in the transition can create a situation that is quite difficult to overcome and repair. Respond |
Week 6 Discussion 1 Cynthia Brown 7/3/2013 7:57:29 AM |
Employing expatriates or expats is not always an easy thing for organizations to do. However, there are a few things employers can do to help expats adjust to their new surroundings and responsibilities. In most cases hiring expats is complicated due a number of variables including family issues, time differentials, and other cultural impacts. Mitigating these issues is not always an easy task for employers. Respond |
RE: Week 6 Discussion 1 Dr DeYoung 7/3/2013 3:54:18 PM |
The single point of failure for the expatriate is not being able to adjust to a new environment. Some may find their new life too demanding or just to much to handle, especially if their family has not traveled with them. The stress of worrying about family back home might cause issues with the expatriate focusing on the tasks at hand. The organization can help alleviate this by making sure that the employee is well prepared and ready. This would mean that evaluating the employee (and their family,if applicable) to ensure that they have what it takes to face the cultural challenges ahead of them. What specific methods beyond cultural training is available to an organization to facilitate a successful transition? Respond |
Discussion 1 — wk 6 Gabrielle Tyner 7/4/2013 7:50:10 AM |
In order for organizations to maximize the likelihood of success when choosing to employ expatriates, they must ensure that the expatriate according to Caligiuri and Di Santo (2001) are competent in the areas of ability, knowledge, and personality (cited in Varner & Palmer, 2005). Because expatriates are individuals of another country employed in another country (Dessler, 2011) it would also benefit the organization if the expatriates had some working knowledge of the countries culture that they would be employed in. Respond |
Expatriation |
How can organizations maximize the likelihood of success of expatriate employees? Respond |
RE: Expatriation Nicole Fuller 7/4/2013 9:23:39 AM |
References Willie Hooks 7/4/2013 10:49:02 AM Cross cultural differences are among the most challenging factors affecting the livelihood of expatriates in different organizations. The organization’s executives can employ cross cultural training to reduce the changes of expatriate’s relocations going bizarre. Having cultural training aids for the employee and family members to better approach and deal with the relocation; this will help to mitigate the negative consequences of “culture shock” are greatly reduced. Conscious self-awareness contributes to the likelihood of success in expatriation; therefore, companies should include it in the preparation of their expatriates (Varner & Palmer, 2005). The single point of failure in the expatriate’s experience is the negative consequences of culture shock such as; language barriers, working environment becoming tainted with pressure and stress, just to mention but a few. By training, the expatriate on cross cultural relations, as well as, target destinations helps in providing them with coping strategies to support them when feeling vulnerable. Training in cultural awareness needs to be an ongoing process because the employees, their companies, and the environment in which they operate all change (Varner & Palmer, 2005). For example, the military trains us for every location we happen to work in. We are have access to Rossetta Stone for that particular country, pamphlets, books, and guides built on past experiences by other airmen in the location. The continuous training we receive helps us to blend in with the host country and understand their culture. I have had the experience of living in German, French, Arabian, Iraq, and Turkish societies. Without the cross cultural training, I would have missed out on the great cultural experience of those countries; because I probably would not have ventured off the installation. Respond Expatriation Jennifer Moore 7/4/2013 11:38:32 AM How can organizations maximize the likelihood of success of emigrant employees? |
DISCUSSION two Week 6 RESPONSES BELOW:
Michael Henderson 7/2/2013 8:33:54 PM |
“One of the most confounding facts about sending employees abroad is that about half of them will probably quit within 3 years of returning home. One study suggests that a 3-year assignment abroad for one employee with a base salary of about $100,000 costs the employer $1 million, once extra living costs, transportation, and family benefits are included. Given the investment, it obviously makes sense to do everything possible to make sure they stay with the firm” (Dessler, pg336). The process of retaining or even reintegrating a repatriate is much like that of a process used in the military to reintegrate family and soldier/airman/sailors and marines back into day to day life after a contingency deployment. One such process is called the Yellow Ribbon Reintegration Program or YRRP. The book discusses a process involving a psychologist prepping the employee for departure to a foreign area, constant contact with home and co-workers while away and then a psychological and Human Resource orientation upon return. This is much like the military process although the armed forces does it in a much more canned and expedient fashion. Deployers and family members are out briefed prior to departure about things they may encounter while loved ones are gone, entitlements allowed while deployed and outlets that families and service men and women have available to them while deployed and once they return. This helps allow these patriots to reintegrate into everyday military life much easier after a long deployment away from friends and family. The three steps discussed in repatriation are quite similar. “Probably the simplest thing the employer can do to improve repatriates’ retention rates is to value their experience more highly” (Dessler, pg.336). Repatriates are more likely to stay on board if they feel that they were and are still valued for the experience they received while abroad. Although other co-workers may feel as though these individuals got “special treatment” and were on a sort of “vacation,” the value learned and passed on to others can be huge in terms of self development and mentorship. The experience must be viewed as a learning experience for the organization. Having a solid Human Resource department that can assist in developing reintegration programs that allow repatriates to give back to the organization they left to make better is key. Respond |
Week 6 Discussion 2 Cynthia Brown 7/3/2013 7:59:43 AM |
In order to be an expat, there is a particular personality which is often associated with these individuals. For instance, many expats possess some form of adventurism. This is an area where this writer believes employees would be smart to identify and match expats in their company with work which could be more adventuresome. Respond |
Repatriated Nicole Fuller 7/4/2013 10:06:19 AM |
Respond |
Discussion 2 — wk 6 Gabrielle Tyner 7/4/2013 10:09:15 AM |
When an individual takes a job opportunity that requires them to relocate to another country they are considered an expatriate, and when that same individual returns to their homeland they are considered to be a repatriate. Rodrigues (1996); Baruch and Altman (2002); Bossard and Peterson (2005) suggests that expatriates have a tendency to experience a level of culture shock when they leave their country because they are unfamiliar with the practices of the country; a repatriate on the other hand undergoes a sense of reverse culture shock because they have been away from their own country (cited in Hyder & Lovbald, 2007). In any situation, when one leaves what they are familiar with and returns they usually do so with a new/fresh perception. Their experience as an expatriate may have given them a new outlook on what ways to better themselves. In an effort to combat the potential chance of losing a repatriated employee, the organization would need to envisage how the repatriate now sees things and work to create a more supportive environment (Hyder & Lovbald, 2007). It may also be that the organization could find ways to competitively offer incentive packages similar to what they had become accustomed to when they were expatriated. Dessler (2011) suggests that “the simplest thing the employer can do to improve repatriates’ retention rates is to value their experience more highly” (p. 336). |
Willie Hooks 7/4/2013 10:51:18 AM |
This could happen immediately when the repatriate arrives; if the repatriate gains access to a job which recognizes any newly acquired international competences, experiences minimal cross-culture readjustment difficulties; and reports low turnover intentions. The organization can retain them if it offers reasonable incentives such as increased payments and incentives to create comfort and security for the repatriates. An employee who experiences good support from his/her organization feels a greater obligation towards it and is less inclined to leave (Hyder & Lovblad, 2007). Specific tactics could be providing them with allowances such as; medical allowances, transport, and housing allowances. Furthermore, increasing their salaries to out-compete their pay elsewhere for the same job description would be a great way of retaining them permanently. Also, the organization’s efforts to establish favorable environment for the repatriates could also help in retaining them as well as utilizing their resourcefulness. For example, if the expatriate resided in Germany for a year; it would be beneficial to include the member to work on the accounts for that country. When the expatriate’s expectations about the repatriation process are met or perceived to be met, the relational contract between the employee and the organization will function and chance for repatriate retention will increase (Hyder & Lovblad, 2007). |