EXPATRIATE MANAGERS:A

HISTORICAL REVIEW
MICHAEL HARVEY
MIRIAM MOELLER

PRESENTED BY:
ASHMITA LAMSAL
MBA GLM 6TH BATCH
 WHAT THE ARTICLE EXPLAINS ABOUT?

• Importance of expatriate managers in controlling foreign operations that directly

impact organizational performance,

• Briefly explains each stages of HRM process, beginning with identification and
concluding with the repatriation stage,

• Discussion of each stages in term of successes and problems associated with

individual , organizational, environmental and systematic units.

• Future implications needed to enhance current practices to develop expatriate

manager’s capacity depending on nature of globalization
 GLOBALIZATION, HRM AND EXPATRIATE MANAGERS
(INTERLINKAGE)

• The authors observed that there are currently 850,000 subsidiaries of

Multinational Corporations (MNCs) operating globally.

• A survey on 65% on MNCs addressed demand of expatriate managers is

increasing and steadily speed up in coming days.

• The main reason is because of their leading capacity and ability of

maintaining multiple perspective while solving the global issues.
HRM PROCESS FOR EXPATRIATE MANAGERS

IDENTIFICATION

REPATRIATION
SELECTION
HRM
PROCES
S

PERFORMANCE COMPENSATIO
APPRAISAL N
 Identification of Expatriate Managers

Successes Problems
Family issues
An external focus on local government relations

Dual career issues

Cultural leadership

Commitment to assignment
Social networking

Lack of language capabilities

Teamwork

A high level of local social knowledge of ways to compete Inadequate support for the employee/family
effectively
Selection of Expatriate Managers

Successes Problems

Empathy Ambiguous definition of expatriate failure (i.e. early

assignment withdrawal vs reduced effectiveness in the
overseas position)

Respect The direct cost (i.e. training, relocation, compensation and

repatriation

Interest in local culture

----------

Tolerance
-----------

A positive self-image
-----------
 Compensation of Expatriate Managers

Successes Problems

Capacity to attract personnel for the international Problem of dealing with an existing compensation
service program that is no longer suitable for the executive or
assignment

Potentiality to be cost effective

Impact of the stage of the family life cycle

Ensure fair with respect to local employees and other

expatriates from either the same or a different Commitment to assignment
nationality or with respect to those located in another
location

Facilitate re-entry Lack of language capabilities

Support the organization’s international strategy.

Inadequate support for the employee/family
 Performance Appraisal of Expatriate Managers

Successes Problems

Clear feedback to the international manager

Diverse employees

Frequent use of behavioral critical incidents

Multiplicity of external environments.

A highly specified, imposed program for corrective action Limited understanding of the differences in the
international market placement to assignment

Quarterly review sessions

Differences between organizational structure, strategy and
culture.

Non-comparable or missing data

 Repatriation of Expatriate Managers

SUCCESS
PROBLEMS
• I-Pre-expatriation
• FINANCIAL ISSUES
planning (the nature of
the foreign assignment)
• FAMILY ISSUES
• II-Expatriation
• INDIVIDUAL EXPATRIATE
phase(training needs to
MANAGER ISSSUES
be started for the
eventual return )
• ORGANIZATIONAL
ISSUES • III-Repatriation phase
(Time management,
 FUTURE IMPLICATIONS
 The role of IHRM has dominated the human resource agenda of MNCs though organizations are globalizing.

 The viability of using expatriates within a global organization is becoming debatable with regard to their ability to
manage the escalating demands.

 The primary objective will be to generate a greater and more advanced set of skills in managers that will allow them to
control and co-ordinate more effectively across borders.

 MNCs’ global human resource management(HRM) will face five issues

(1)developing flexible/adaptive competencies in their global workforces

(2) addressing the leadership gap which places future global growth at risk in many organizations
(3) a need to develop the means to find, motivate and retain superior global management talent
(4)developing a new set of performance metrics for global management
(5) strategic orientation to talent management and partnering management to develop a strategic global human resource
management (SGHRM) perspective
THANK YOU!!