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OMM640-OL-1 ISBN: 9780558415426
EBOOK: Ethics and the Conduct of Business 6/e (AU custom)

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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.
Dessler, G. (2011). A Framework for Human Resource Management (6th ed.). Upper Saddle River, NJ: Prentice Hall. ISBN: 9780132556378

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.
 One way to assist expats in their adjustment is to offer socialization outlets where members of the community and workforce spend time interacting with one another. Many companies are beginning to encourage their employees to take part in community events like National Night Out for instance. These events help bring together law enforcement, community members, and the business community . By creating ways for the expats to socialize increases the likelihood that they will quickly assimilate to their new surroundings.
Organizations can also offer EAP or the employee assistance program, which provides free counseling session to employees and/or their family members. EAP can be a good first recourse for families attempting to navigate a new system in dealing with issues of depression or sickness (Sharar, 2008, P. 3-6). By working together with these groups, expats can find way to increase their ability to adapt.        
 
Sharar, D. A. (2008). Two isn’t always better than one: Survey findings warn against duplicating EAP, mental health benefits. Employee Benefit News, Retrieved from http://search.proquest.com/docview/214862956?accountid=32521
 

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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.
There are many contributing factors that could be present resulting in failure for an expatriate however, because they are often familiar with their own culture, it may be that their failure would stem from the shock of being relocated to another country and being ill-equipped to handle the cultural differences. Varner and Palmer (2005) suggest that “clashes in cultural orientation can have a major influence on the success or failure of an expatriate” (p. 3).
For organizations to mitigate the single point of failure it would be in their best interest to invest time into providing cultural training expatriates that they look to employ. This would minimize the culture shock that the expatriate would experience going from their culture to another. As Varner and Palmer (2005) indicate, “training in cultural awareness needs to be an ongoing process because the employees, their companies, and the environment in which they operate all change” (p. 19).
 
 
Dessler, G.  Framework for Human Resource Management, A, 6/e Vitalsource eBook for Ashford University (1st ed). Pearson Learning Solutions
Palmer, T., & Varner, I. (2005). Role of Cultural Self-knowledge in Successful Expatriation. Singapore Management Review, 27(1), 1-25. Retreived from ProQuest

Respond

How can organizations maximize the likelihood of success of expatriate employees?
 
Organizations can improve the rate of compensation for expatriate employees. Compensating expatriate employees can be very tricky because of the international currency of their host country compared to the North American currency (Dessler, 2011).  For instance, if a Sales Representative relocated from Maryland to Brazil to launch a new sales department the issue for the American employee will be the change of his wages. The currency in Brazil is the “Real” or BRL, compare to the US dollar is only worth 44 cents.
The American employee will have to understand that his or her base salary may reflect the salaries in his or her home country. On the other hand the salary may reflect the earning in the host country, the employee’s organization must make a delicate approach on the salaries because if the employee makes more than the host countries employees that will cause a dysfunctional situation and if the employee was to make less than the home base then employee may leave the organization. The organization must find a positive mean for compensating employees that goes abroad because that is a huge sacrifice that not may employees take for their organizations to grow.
What is the single point of failure in the expatriate experience?
 The single point of failure in the expatriate experience is to have an open personality, which means that the expatriate must be culturally aware of his or her surroundings. Workers who want to have an expatriate career must try to adjust to their environment.  Expatriate workers must be educated on going abroad, learning about the foreign culture and how to adapt to the new experience (Dessler, 2011). The success of the assignment will be the expatriate not the organization. If the employee is not satisfied with his or her tasks at the home base the possibility of the expatriate to embrace the different culture from the host country is not likely.
 
What can the organization do to mitigate the single point of failure?  
The organizations that are promoting these expatriate have a responsibility to assist with educating the employee before relocating process begins. The expatriate will not fail if there are steps or attempts to prepare the expatriate. The HR aspect must be in place to assess the expatriate to make sure if the employee can psychologically handle cultural change and understand the pros and cons. The organization must also analyze if the expatriate is stable to committee to this task. The expatriate must be briefed on the new country and given several language courses to eliminate the cultural barrier.
 

Respond

RE: Expatriation

Nicole Fuller

7/4/2013 9:23:39 AM

References
Dessler, G. (2011). A Framework for Human Resource Management (6th ed.). Upper Saddle River, NJ: Prentice Hall.
www.x-rates.com/table.Retrieved July 4, 2013.

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.
Varner, I. I., & Palmer, T. M. (2005). Role of cultural self-knowledge in successful expatriation. Singapore Management Review, 27(1), 1-25. Retrieved from             
                        http://search.proquest.com/docview/226851345?accountid=32521

Respond

Expatriation

Jennifer Moore

7/4/2013 11:38:32 AM

How can organizations maximize the likelihood of success of emigrant employees?
Immigrants come from all over the world with their own college degrees in most cases. The problem is that people, or organizations do not know about these schools in the United States. Therefore, they begin to hire themselves (Koba, 2012).  Immigrant business owners who considered the largest group owning such businesses own places like Dunkin Donuts, and other companies that deal in retail and construction, social services, leisure, restaurants, and even real estate firms and hospitality. These are skilled people. However, not all are and the downfall to that is not all have a college degree to own a business, just like some U.S. owners (Koba, 2012).  It does not matter their status of education, but rather if they are legal or not. The myth is that they take away American jobs, but this is not true. Immigrants come here for work and opportunity (Koba, 2012). They are also consumers and entrepreneurs.
With that said, organizations can have success with immigrant employees. Ways to improving would be by providing the right steps prior to them coming over. For example, a company needs to ensure that they make available careful screening, orientations that are made readily and that they are up to date. Also, ensure improved benefit packages, which include maybe shortening the length of stay per obligation (Dessler, 2011). Some firms help keep stress and the experience positive by using other tactics to help like short term or commuter assignments. This helps with more travel but less relocation issues. Expatriates can be expensive to send abroad. Control is another reason to use expatriates. Their reasoning is because they assume that home-office managers are already steeped in the firm’s policies and culture and are thus more likely to implement headquarters’ instructions and ways of doing things (Dessler, 2011).
What is the single point of failure in the emigrant experience?
Sometimes the one thing that can bring issues in the emigrant experience is because of outwardly issues such as family and personal problems. In addition, some may have the lack of cultural skills that have not been part of the initial process (Dessler, 2011). This can be a huge problem if they are not ready or prepared for the change.
What can the organization do to alleviate the single point of failure?
As said above, as long as the company is aware and takes the steps needed in preparing these people ahead of time, it will make for less distraction and more production out of the employee.
Jen
References
Dessler, G. (2011). A Framework for Human Resource Management. Upper Saddle River, NJ: Prentice Hall.
Koba, M. (2012, September 4). How Immigrants Are Changing US Businesses. Retrieved July 3, 2013, from CNBC: http://www.cnbc.com/id/48646997

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. 
Dessler, G. (2011). A Framework for Human Resource Management (6th ed.). Upper Saddle River, NJ: Prentice Hall. ISBN: 9780132556378.
 

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.
I believ that companies should look at promoting overseas coordinating positions to expats. This does not necessarily have to be an overseas position, but would work liaison between the company and different departments. In this globalized economy there is always a need for workers who can relate to other cultures. This is one positive that expats bring to the table. Organizations should work to nurture this talent and find ways to make it work for the company.  
Most expats would stay in positions if they felt that their talents and skills were being taped in order to increase the company’s bottom line. By finding critical solutions like these, employers can increase output of expat workers while at the same time encouraging them to stick around.     
Expats line up for a piece of india action. (2006, Jun 13). Knight Ridder Tribune Business News. Retrieved from http://search.proquest.com/docview/465306882?accountid=32521

Respond

Repatriated

Nicole Fuller

7/4/2013 10:06:19 AM

 
How can the organization retain repatriated employees upon their return from abroad?
Organization can easily retain repatriated employees upon their return from abroad by reassuring that their same position will be available once the employee return. The organization must have a plan to secure a lateral or higher position after repatriation. The repatriated employee is vital to the organization because of the internationally knowledge and connections it would be imperative to explore promotional options for employees with the experience of going abroad and building a relationship with foreign countries to promote the organization.  When the repatriated employee does not feel appreciated upon his or her return the option to leave is tempting (Tyler, 2006). 
The HR department must be included in the process of retaining the repatriated employees in preparing a plan or program to communicate the need to return an employee in “good faith”. Which means HR and the employee must communicate on when the return to home base is determine, how the long the transition will take, and capitalize on the experience gained from the exposure abroad to ensure the repatriated employee a position (Tyler, 2006)
  
What specific tactics and approaches can be applied to retain repatriated employees?
The repatriated employee and the HR department must take these steps or approaches to have a successful return: 
The first step is for HR to arrange the repatriated employee and his or her family with a psychologist to understand the cultural changes at home and how to relate to the organization’s goals and expectations.
Second, HR and the repatriate must constantly communicate to make sure everyone is in aware of the career options and the expectation from the employee and the organization. 
Lastly, the employer must illustrate the value of the repatriate experience and how the knowledge is relevant to the structure of the organization’s goals.
 
References
Dessler, G. (2011). A Framework for Human Resource Management (6th ed.). Upper Saddle River, NJ: Prentice Hall.
Tyler, K.  (2006). 0306 HR Magazine: Retaining Repatriates (Vol. 51, No. 3). SHRM. Retrieved July 4, 2013.

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).
Certain tactics to help retain repatriated employees, organizations can be more supportive (Hyder & Lovbald, 2007), invest in creating a package(s) similar to the compensation they received as an expatriate, and they could also allow the expatriate to travel back and forth so that they don’t experience too much time lapse before they repatriate.
  
Dessler, G.  Framework for Human Resource Management, A, 6/e Vitalsource eBook for Ashford University (1st ed). Pearson Learning Solutions
Palmer, T., & Varner, I. (2005). Role of Cultural Self-knowledge in Successful Expatriation. Singapore Management Review, 27(1), 1-25. Retreived from ProQuest

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).
 
Hyder, A. S., & Mikael Lövblad. (2007). The repatriation process – a realistic approach. Career Development International, 12(3), 264-281. doi:  http://dx.doi.org/10.1108/13620430710745890