International & Comparative HRM – Week 1
Case I – Expatriation in Europe
Expatriation in Europe is changing in some crucial ways. According to Scullion et al. (2002), some of the changes in Europe are common and close to other regions and others are unique. Taken together they are leading to new challenges for the management of expatriation and creating a new research agenda. “There are significant changes in the international environment; in the international organizations; and in the expatriates themselves” claims Scullion et al. (2002). There have been changes in the location of expatriate assignments for European MNCs. The number of expatriates that go to Europe has been reduced because of substantial pressures from governments on MNCs to recruit and train local employees (Brewster et.al, 1999; Opialy N., 2003).
Question: What are the most important obstacles that a MNC face in transferring employees and managers from one European country to another? From a non-European country into Europe? From a European country to a non-European country?
Case II – Female Expatriates
According to Scully et al., (2002), the main difficulties experienced by female managers in the re–entry process are the following:
- failure to get credit from home-country management for their achievements internationally,
- not having a suitable position to return to,
- outgrowing their home organizations,
- problems of social readjustment for themselves and their families,
- missed promotional opportunities due to home-country senior management overlooking them while abroad.
According to several researchers (Scully et. al., 2002; Mayerhofer et. al., 2004) many of difficulties that female expatriates face are similar to those of their male counterparts; however, when the case is a managerial position, females experience uncertainty regarding re-entry because most of them are in pioneering roles. The female managers suggested that the re-entry stage should be built in as part of an overall career plan before the expatriate initially leaves their home organization. This plan should be developed to identify the probable length of stay, projected responsibilities while abroad and subsequent job position upon repatriation (Scully et. el., 2002). The executives suggested that two important factors influencing this were the clarity of the repatriation process and the repatriation training received prior to returning back in their home countries. The managers expressed the view that clearer repatriation policies would have a positive impact on work adjustment. They also perceived that training for international managers and their families for the re-entry process, and for any likely problems related to repatriation, should reduce the uncertainty normally associated with re-entry (Scully et.al., 2002; Scully et.al., 2004; Mayerhofer et.al., 2004)
Question: What are the most substantial issues to be considered in transferring female managers from one country to another?