INTERNATIONAL HUMAN RESOURCE MANAGEMENT

MID-TERM PROJECT

INTERNATIONAL HUMAN RESOURCE

MANAGEMENT PROCESS OF SOUTH AFRICA

Submitted to Ir. Erny Hutabarat, MBA

MGT-HRM 2016

Annah D. Ilmia (014201600068)

Student of
Management Study Program
President University
20182
Table of Contents
1. General Condition of Expatriate in South Africa.....................................................................2
2. Employee Relation in South Africa............................................................................................3
2.1. Labor Union in Africa.........................................................................................................3
2.1.1. History of Labor Union in South Africa.....................................................................3
2.1.2. Labor Union Role Related to Employee Relation in South Africa...........................6
2.1.3. ILO and South Africa..................................................................................................7
3. International HR Planning in South Africa...............................................................................9
4. International HR Recruitment and Selection in South Africa...............................................11
4.1. Internal Factor Affect Recruitment..................................................................................11
4.1.1. Strategic Plan..............................................................................................................11
4.1.2. Policy and Legislation.................................................................................................11
4.2. External Factor Affect Recruitment.................................................................................12
4.2.1. Labour Market............................................................................................................12
4.2.2. Government Policy and Legislation............................................................................12
4.2.3. Labor Organization.....................................................................................................12
4.3. Source of Recruitment.......................................................................................................13
4.3.1. Internal Sources of Recruitment.................................................................................13
4.3.2. Referrals from current employees...............................................................................13
4.3.3. Former Employees......................................................................................................14
4.3.4. External Source..........................................................................................................14
4.4. International Selection.......................................................................................................14
4.4.1. Strategies of Selection Techniques in Expatriates.........................................................14
4.4.2. Six Basic Expatriates Must Have:..............................................................................15
5. Expatriates Training and Development in South Africa........................................................16
5.1. Cross Cultural Training......................................................................................................16
5.2. Pre-Departure and Post-Arrival Training..........................................................................16
5.3. Expatriates Mentoring........................................................................................................17
6. Repatriation in South Africa.....................................................................................................18
6.1. Problem of Repatriation in South Africa...........................................................................18
References..........................................................................................................................................20
1. General Condition of Expatriate in South Africa
Africa is known as the rich continent and sourceful with many natural
resources such as oil, copper, golds and diamonds, etc. It attracts many mining
company that want to establish or expand their business in Africa. South Africa is the
most stabe zone in Africa Continent because of Bostwana, Namibia, and South Africa
itself. South Africa anchoring the region and often be the base of many multinational
company of United States, ideally said also as enjoying the economic and
infrastructure of South Africa (Metlife, 2014). To work in South Africa, expatriate
must get the job offer first from company in South Africa (expatfocus, 2019). Expats
will need permission to work in South Africa if they take their job over there, but to
get one is not always that easy as common process. Under the new regulations, work
permits are also known as work visa and allow carriers to enter, live and work in the
country. The main consideration of this work is that he may not be eligible to perform
tasks with the same capacity as applicants. This is a gray area that depends partly on
the personal wisdom of officials. In this way, patience and perseverance is highly
recommended for employers to arrange their permission for them (Expatarrivals,
2019).

However, compiled countries around the world tightened their immigration

regime, it is increasingly important for organizations to prepare ahead, keep abiding
by the rules, and stick to them. in South Africa, new regulations will require rules and
regulations in South Africa that bring foreign workers to the country and foreign
organizations involving employees to South Africa. Everything here needs to be
reviewed first. Terms and conditions apply. As previously given, in some cases, there
are new bodies responsible for the approval of visas and work permits - application
requests are requested through Visa Facilitation Services companies - and there are
new agreements with people related to the South - approved, they are extended their
visa validity period can be agreed to a severe sentence. Regarding change in South
Africa, the mobility of global professionals who move with immigration problems
must waste time getting used to new rules and procedures. entrepreneurs who use
state services in South Africa must be careful to ensure their internal processes and
systems with new regulations and their policies are clearly communicated to the
designated companies. (KPMG, 2014)

Based on Cigna International Health Service, there are three biggest

reaons why expat are willing to work in South Africa:

- 74% for the adventure

- 72% for the better quality of life
- 67% for gaining international experience

These reasons must be related with the change of their life, 68% are
statisfied with life in South Africa, and 67% are satisfied with career prospect
in South Africa (Cigna, 2017)

There is no percentage that were able to tough 70%. There are some
factor that make expats feel worry about lifing in South Africa, it is about the
illness and the safety of workplace. There are also many expat comes from
diffeent background and nationality. It makes the adjustment of the culture is a
bit complicated. United States and Europe are majoring the expat in South
Africa. To adopt with the knowledge and skill between South African, Europe,
US, and its system, it is found that many expats were not provided trailing
spouses with assistance in obtaining a work permit in the host country and not
aided spouse in obtaining job in the host country. However some studies have
shown that multinational enterprise (MNEs) did not give much preparation,
support and training towards expats to develop and improve the successful
international task assignment. There are two reasons which are South African
Expatriates which are in the same position with their conterparts come from
Europe and USA do not receive preparation and support with training they
actually require. Second reason identifies that the specific preparation, training
and support that is needed by South African Expatriates enabling South Africa
MNE to compare their regualtion and policies with the requirement of the
expatriates (A.J. Vögel, 2008)
2. Employee Relation in South Africa
2.1. Labor Union in Africa
2.1.1. History of Labor Union in South Africa
Labor union in South Africa has a historical story which comes
from a very critical case in 19 century which is apartheid. aApartheid is
about racial segregation. This led to political and economic divisions
that solved Black (or Bantu), Color (mixed race), India and White
South Africa. Race separation in South Africa began after the Boer
War and actually appeared in the early 1900s. When the South African
Union was formed in 1910 under British control, Europeans in South
Africa formed the political structure of the new country. The act of
discrimination was implemented from the start. It wasn't until the 1948
election that the word apartheid became common in South African
politics. Through all this, the white minority places various restrictions
on the majority of blacks. Finally, this segregation affects citizens of
color and India too. Over time, apartheid was divided into small and
stately apartheid. Small Apartheid refers to the segregation seen in
South Africa while grand apartheid was used to describe the loss of
political rights and the rights of black South Africans. Balck South
African are prohibited to join of even establish a labor union.

Because of this issue, the economy of South Africa was starting

to be woried because theforeign investor see the discrimination and the
human resource in many companies must feel this kind of
discrimination that might impact to the productivity of the company.
Because of this worries, South Africa then giving effort to eliminate
this issue by allowing the black South African to establis labor union as
the path to the peace of industries in South Africa. This step was very
helpful to eliminate apartheid itself un that era. The first labor union
was created and dominated by black South Africans. (Grawitzky, 2013)

The recently legalized black unions took a leading role in the

opposition, especially by organizing strikes that combined economic
and political complaints. The largest organizing effort among black
workers resulted in the formation of the Congress of South African
Trade Unions (COSATU) in 1985. An umbrella organization consisting
of more than a dozen trade unions, COSATU had a total of 1.3 million
members in 1990. COSATU is affiliated with Congress African
National (ANC) and the South African Communist Party (SACP), both
are banned. In addition to winning major financial concessions for its
members, COSATU is an effective ANC and SACP mobilization arm.
The number of workdays lost due to the strike surged to more than 5.8
million in 1987. Under this law, many black workers have the legal
right to negotiate with their employers in the 1980s, and, when
mediation procedures are legally required to fail, they have the right to
strike. They used these rights aggressively, using the actions of legal
and illegal workers to suppress the demands of their workplace and to
protest apartheid. Black union membership of around 500,000 in 1980
increased to more than 2.5 million in 1990. In the early 1990s, nearly
70 percent of all union members in South Africa were black, and more
than one third of all employees in mining, industry , and trade is a
member of the union. (globalsecurity.org, 2019)

Until the end of 2016, there were 187 Labor Union in South
Africa De-Registered, yet they have their relationship with court as
official labor union. These trade unions were de-registered but each of
them has a court to continue to operate until appeal case is finalized.
(REPUBLIC OF SOUTH AFRICA, 2018)

Here are some of big labor union in South Africa:

 ANC: African National Congress

 CCMA: Confederation of South African Workers’ Union
 COSATU: Congress of South African Trade Union
 FEDUSA: Federation of Unions of South Africa
 FOSATU: Federation of South Afrcan Trade Unions
 ICFTU: Intenational Confederation of Free Trade Unions
 ILO: International Labor Organization
 NACTU: National Council of Trade Union
  NEDLAC: National Economic Development and Labor
COUNCIL
 NEHAWU: National Education, Health, and Allied Workers’
Union
 NP: National Party
 NUM: National Union of Mineworkers
 SACCOLA: South African Commitee on Labour Affairs
 SACP: South African Community Party
 SATLC: South African Trades and Labor Council
 TAC: Treatment Action Campaign
 UWUSA: United Workers’ Union of South Africa
 WCL: World Confederation of Labor

2.1.2. Labor Union Role Related to Employee Relation in South Africa

The right of workers to form and join trade unions is
effectively implemented. The government effectively protects the
freedom of association and the right to bargain collectively, and
workers routinely use these rights. While, there is always problem
that needed to be solved with some of mediation. Demonstration is a
common things in this issue. South African is familiar with this kind
of action by labor union. Strikes are sometimes characterized by
violence. Police in some cases used violence to disperse
demonstrators who blocked the main road and blocked the entrance to
hospitals and schools. During a public sector strike on August 19,
2011, police used rubber bullets, water cannons and tear gas to
disperse strikes by workers blocking the entrance to public facilities.
Strikes in the country spread like wildfire, triggering violence, lack of
goods, political reactions and economic consequences. There are so
many case that happened between companies and labor, wthin this
laborb union, South Africa has common issue with any kind of
demonstration. For the example is the strike that spread to other
mining companies and has now hit the transportation industry.
 Mining company Gold Fields said on October 23, 2012 that it had
dismissed 8,500 miners who ignored an ultimatum to end illegal
strikes and return to work. Strikers worked at the East KDC mine near
Johannesburg. The company said workers had 24 hours to appeal
their dismissal. The previous week, Gold Fields completed a strike at
two other mining sites through an ultimatum so workers had to return
to work. All of the role and action done are actually the solution that
they think will win although pass demonstration or strike action. It is
an bargaining action in that way that give such an ultimatum to the
employer with collected voice and aspiration. Demonstration are
allowed in South Africa with some term of references including the
involvement of labor union and supervision of police and
government.

2.1.3. ILO and South Africa

ILO and SOUTH Africa has significant relationship since
there are so known issues within apartheid. The ILO protested South
Africa's arrangement of racial separation and further marked its
work rehearses as constrained work. The association contended that
the nation's administrative framework directed most of Black
individuals to function as manual specialists and in this manner has
made a modest work constrain. It inferred that an arrangement of
constrained work of noteworthiness to the national economy seems
to exist in the Republic of South Africa. (sahistory.org, 2018)

South Africa was re-conceded as an individual from the ILO

on 26 May 1994. This pursued a time of 30 years of segregation
from universal work gatherings after the nation pulled back from the
ILO in 1964 because of political weight. South Africa's re-
permission concurred with different festivals of the 81st Session of
the ILO, for example the ILO festivity of its 75th commemoration,
and it was a long time since the selection of the Declaration of
Philadelphia (new period after World War II). The most critical
choices taken by the Conference include: the disintegration of the
Committee on Action against Apartheid and the recision of the
Declaration of a similar title, just as the reception of a goals
accommodating specialized help to SA in various zones (it affirmed
an extraordinary designation of US$1 000 for specialized
collaboration help to South Africa); the selection of a Convention
and Recommendation on Part-Time Work; and the appropriation of
two goals, one on the 75th commemoration of the ILO and its future
introduction and another concerning the World Summit for Social
Development. An assention between the South African Government
and the ILO was marked in Geneva on 5 June 1995 and it was
approved by Parliament on 11 October 1995. The Agreement
empowers the ILO to set up a zone office in South Africa which
covers Southern Africa part states. South Africa is an individual
from the Governing Body and furthermore seats the Africa Regional
Committee of the Africa Group (ARLAC). SA additionally takes
part in ILO Sub-panels. South Africa as a youthful popular
government is focused on financial issues and recreation from its
past and as individual from the worldwide town is to maintain
universal work models and provincial initiative in such manner.
South Africa's association incorporates Government, Labor and
Business (ILO suggestions). (IR and Cooperation Republic of South
Africa, 2019)
3. International HR Planning in South Africa

HR Planning is the ability to manage the right number of people, with the right
composition and competence, in the right place and at the right time, and the ability to
support current and future HR needs. Here are the core principle of HR Planning
Framework. There are some implications that relate to effective workplace in South
Africa.

The Implementation Plan is agreed to accompany this Strategic Framework

and will request the commitments needed to realize this vision. This will determine
the actions and outcomes needed to prioritize objectives, sub-objectives, strategic
priorities and the theme of the Framework, supporting the responsibility for achieving
the objectives set out in the Framework. This will also summarize and determine the
area coverage that is relevant for all departments as they begin HR planning.
However, consultations running to date have been agreed on tips and ideas on how
this Strategic Framework can be translated into specific actions and results. These
suggestions and ideas will be further developed when the Implementation Plan is
Adjusted. This chart outlines how various parts of community services can use this
Framework for their own purposes and collect, and have been included here for
discuss further discussion and reflection. International HR Planning in South Africa
generally hasing same process cycle. (Department of Public Service and
Administration of South Africa, 2019)

There will be some progress in HR Planning including Recruitment &

selection, training & development, talent retirement, termination, repatriation, etc.
These cycle is the official HR Planning standard that is done in South Africa both in
national or multinational company.
4. International HR Recruitment and Selection in South Africa
People are the most important assets of an organization because they are the
main determinant of what the organization will achieve or not. There is sufficient
evidence about the practice of recruitment and selection can contribute either
positively or negatively to the compatibility and functionality of the organization. The
implementation, operationalization, and challenges identified make it quite difficult if
not possible. Thus, research and election practices in several national and provincial
departments are not in accordance with the prescriptions for employee morale and
ultimately in the department. There are various ways to improve the development of
strategies to improve the development of various strategies. (Public Service
Comission, 2015). Analyst and professionalis from different academic background
trains and fields set forth a variety of definition and interpretation about the idea of
"recruitment", and the outcome has been a wealth of various definition. the way in
which the idea is characterized impacts widely the idea of the arrangements and
projects that are planned by people in general and private organizations.

4.1. Internal Factor Affect Recruitment

4.1.1. Strategic Plan
South Africa institution and organization recruitment process
must be consistent with the mision that had embeded in the Human
Resource Management Strategy that aims to continually improve the
welfare of the employees. The strategies must emphasize the need of
recruitment that could attract applicants from the different background and
nationality. These candidates ought to in the meantime be skillful, fit and
focused on conveying administrations of elevated requirements to
residents. To offer impact to this vision, every open organization are
required to guarantee that the enrollment forms they use empowers them
to accomplish the objectives determined in this strategy

4.1.2. Policy and Legislation

Beside strategic plan, policy that must be obeyed in South Africa is
that the recruitment process are undertaken in compliance with policy and
legislative constitution, Employment Equity Act, Basic Conditions of
Employment Act 75 of 1997 and the Labour Relations Act. The
 Employment Equity Act expresses that businesses must find a way to
advance equivalent open door by restricting uncalled for segregation and
making arrangement for the usage of governmental policy regarding
minorities in society measures to enable equivalent access to assigned
gatherings.

4.2. External Factor Affect Recruitment

4.2.1. Labour Market
The type of the labor market will determine the cost of recruitment
process. Lack of skill makes the cost of recruitment be higher. As the
opposite too. On the off chance that supply for job seeker in a specific
work advertise is higher with respect to accessible opening, at that point
the cost of work will for the most part be less expensive. So also the cost
of work will be higher when the supply of business searchers is lower in
respect to accessible occupations. The impact of government strategy and
enactment on the enlistment procedure is talked about in the following
subsection

4.2.2. Government Policy and Legislation

Government always has a major authority and role to give the
standard policy of international recruitment process. Section 9 of the
Constitution affords equal rights to all citizens and outlaws unfair
discrimination against any employee or employment seeker on grounds
including but not limited to race, gender, religion and disability. In terms
of the Public Service Act 103 of 1994. The Act expects them to show on
notices that candidates from recently hindered gatherings are welcome and
that applications from these gatherings will get inclination. By requiring
open establishments to distribute this data, the Act offers them the chance
to review the past work awkward nature and to guarantee portrayal as far
as race, sexual orientation and handicap in open foundations. The
accompanying sub-area clarifies how work associations impact
recruitment.
 4.2.3. Labor Organization
It is also known as labor union, because of the administrative help,
take an interest in different exercises that are completed by open
organizations, some of which incorporate taking an interest in recruitment
arrangement making structures consultative structures, for business and
work conditions as a rule. They additionally participate in and are
counseled amid recruitment and selection procedures. The involvement in
most open foundations is that the involvement of labor union in these
exercises avoids bias and nepotism and aides in accomplishing
comprehensiveness in basic leadership forms. Their cooperation
additionally goes around strikes and struggle and aides in improving
business worker connections. (Mashaba, 2019)

4.3. Source of Recruitment

4.3.1. Internal Sources of Recruitment
Interior recruitment happens when empty positions are promoted
inside. At the point when an empty position has been publicized inside it
suggests that just present representatives of that establishment are
qualified to apply and are in this way urged to do as such. This type of
enlistment infers applications from people who are not part of that
organization won't get consideration, and hence will be dismissed
naturally. Here are some of example in internal recruitment that is also
possible to expat entry this recruitment
 Promotion
 Transfer
 Rehire
 Development Activity
 Talent Inventory

4.3.2. Referrals from current employees

Recommendation from current workers (word-of-mouth) can be
utilized as an internal source recruitment. In this occasion, directors
educate their present workers about existing opportunities to either sharpen
or prescribe potential representatives (people that are not utilized by an
 open foundation) about such opening. Despite the fact that this type of
enrollment is less expensive, it may not really have the capacity to draw in
a pool of candidates from which directors can think about between
capabilities.

4.3.3. Former Employees

Reference is made to representatives who at some stage offered their
administrations to an open organization being referred to and who may
over timeframes have gained understanding on how certain capacities are
performed. At the phase at which they are re-utilized, these kinds of
workers are not really new since they left the organization with some type
of involvement and aptitude. Their reemployment could bring back this
truly necessary competency. Like current workers, previous
representatives know how the establishment capacities and need less
preparing than new candidates alluded by current workers. Former
employees could be those who were laid off during a period of recession,
they are safe to employ due to their experience and the loyalty with which
they previously served the institution.

4.3.4. External Source

It is more likely attracting outsider, external source of recruitment
allude to drawing in candidates from outside open area foundations to fill
empty positions. Like interior sources, they are helpful to pulling in
skillful candidates to apply for publicized positions in open foundations.
The broadly utilized outer wellsprings of enlistment incorporate ads,
business organizations, instructive foundations and professional work, and
are talked about in the following areas
 Advertisement
 Walk-in & write-in
 Agent / outsourcing
 Job Fair / Event
 Educational Institute
4.4. International Selection
4.4.1. Strategies of Selection Techniques in Expatriates
Worldwide organizations require the HR to be adaptable not only
to the job and organizational requirements, yet additionally to the social
necessities of different nations. Accordingly, the determination strategies
for worldwide occupations differ from those of household employments.
These strategies of selection techniques in expatriates are:
 Interview – structured interview
 The monitoring and targetting of disadvantaged group (staffing
practices are strongly influenced by norms and values that are
not covered by the law)
 Psychological Testing – mentally fit for international
assignment
 Assesment centre – competencues assesment

4.4.2. Six Basic Expatriates Must Have:

 Willing and motivated to go overseas
 Technically able to do the job
 Adaptable
 Good inter personal skills and forming relationship
 Good communication ability
 Supportive family

This is the step scientific orientation for expatriates

These are the factor that contributing to the success of Expatriate in South
Africa
 For men expatriates, faster adjustment after first year when the age is
30-35 and higher satisfaction. Progressive change after third and forward year
when the age gather is 25-30 and medium dimension of fulfillment. For
women expatriates, moderate adjustment after first year when the age is 30-35
and lower satisfaction . Quicker adjustment after third and forward year when
the age aggregate is 25-30 and medium satisfsction. (Gomes, 2019)

5. Expatriates Training and Development in South Africa

Beside selection, pre-departure training, and cross-cultural adjustment have
been among the most popular issues for the preparation and development of
expatriates in international HR. Studies on cross cultural training will be investigated
first in this section. Secondly, the research on pre-departure and post-arrival training
will be described. Here are some training and development that is very needed for
expatriates especially in South Africa:

5.1. Cross Cultural Training

Multifaceted preparing has for the most part been characterized as an
intercession intended to upgrade the information, aptitudes and capabilities of
universal chosen ones to enable them to work successfully in a new host
condition. Be that as it may, to accomplish these points a horde of various
preparing programs have been conceived. In this segment, we will separate
multifaceted preparing as far as what these projects plan to create, who are the
average beneficiaries of the measures, how the preparation is directed, and
when it is conveyed. It is vital to take note of that there is nobody measure fits-
 all program. Cross-cultural training condected for helping representatives feel
great living and working in a host nation, in this manner upgrading their
diverse change and reinforcing their capacity to comprehend and value
numerous social viewpoints. (Yang, 2011)

5.2. Pre-Departure and Post-Arrival Training

Pre-departure training is imperative, post-arrival training is also
proposed as increasingly basic to the productivity of expatriate. Post-arrival or
in-nation training has the some points of interest. The expatriates themselves
are increasingly motivated and have more "gauge involvement with the
neighborhood culture as an establishment for learning further cultural value,
ideas, and norms. Pre-departure training should concentrate on fundamental
and everyday concerns, post-arrival training ought to incorporate further parts
of culture, association and correspondence with neighborhood individuals.
Like the instances of pre-departure training, organizations tend not to give
much catch up preparing once workers are abroad. Reasons that global firms
don't give training are known: uncertainity abut the effectiveness of the
program, lack of time to relocation and selection, the recognition that abroad
assignments don't warrant costs for training in light of their brief duration, and
no apparent requirement for training with respect to top administration.
Likewise most of training endeavors for ostracizes have been dedicated to the
pre-departure organize among the three expatriates stages, while the post-
arrival stage is an increasingly basic (Kim, 2019)

5.3. Expatriates Mentoring

Mentoring is a very exclusive training that can learn with the mentor as
detail as possible anytime, anywhere with the certain and dealt duration. There
must be mentoring for expatriate that will also discuss about the domestic
setting. Domestic setting mentoring is about the whole organization,
relationship, ambience, vision, mission, value, etc. There is characteristic of
expatriate mentoring/ they have some purposes such us, local responsiveness
strategies, social support, global integration, etc. Many things that must be
known and learnt by expatriates in expat mentoring, there must be big
opportunity used by them to know everthing to make them easily adjust abd
adapt with the workplace. International and domestic settings frequently bring
 expatriates on much pressure and uneasiness because of social separation and
the absence of social help that is commonly accessible from family and
companion in the nation of origin. Tutoring projects can offer this social help
work for expatriates.

6. Repatriation in South Africa

Repatriation is the last stage of the expatriation process when an employee’s
who has worked in a foreign subsidiary of a company going back to the home country
and reintegration to the activity of the main subsidiary (Rocke, 2015). Repatriation
can be voluntary or involuntary. The term repatriation in this work is used to mean
involuntary or forced removals of persons. Authors generally distinguish forced
repatriation from deportation as deportation has an element of criminality outside
immigration law, for instance the deportation of a legal immigrant who has committed
a crime. The terms, however, are used interchangeably in the South African context
(Arman, 2009)

6.1. Problem of Repatriation in South Africa

A. Organizational Problem: lack of authority and professional
freedom, lack of acknowledgement, changes in systemn and policy,
assignment of missmatch task after comeback, lack of career
prospect and promotion, resentment coming from the colleagues
and other personel.
B. Personal Problem: the career situation the expatriate’s spouse,
problem of social adjustment, financial difficulties, their
reintegratuon into a former school, loss of status and life standard,
problems related to families, especially those that concern
children’s education.
C. Large Expenses for the Process: to comback to home country is
not as simple and cheap as that. There are too many proces that
 needs to be fixed. This is quiet expensive practice to international
organization due to international task implementation
(organizational training, salaries, compensation for them and
family, etc). This is the reason why that selected candidates and
employees must be the one who are having high productivity and
competencies to adjust the cultural working environment. To select
expatriates must be detail sinve it is about worth or not worth it to
be employed in different country that might expense much cost. It
can be considered that to choose expatriates is also about the near
country, short-term project to decrease the compensation package.
(Mazumdar, 2012)
D. Inneffective Management: it is about lack of attention in family
member that influence international assignment, thus unfocus and
inneffective activities with various mistakes could happen. There
are main factors that determine the success of international
assignment:
o Individual factor: strong personal traits, international
experience, developed the necessary skill, positive
evaluation of current job, family situation, new
assignment and the company.
o Organizational Factor: intelligent executive of
international HR, effective training, integrated,
consistent and flexible international HRM, thought-out
program of repatriation, mentoring program, etc.
o Environmental factor: linguistic similarity, relocation to
country that has similar economy and culture, reduceed
constrait on authority, existing international experience.
(Bilan, 2012)
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