Since the Sherman Antitrust Act (1890) was passed in the United States, regulating the competitiveness on US territory, American companies were forced to develop themselves in other countries. This was the beginning of the globalization of the economy. The companies had to find other profits/resources abroad and to send employees to set up and control new subsidiaries in foreign countries. Thus expatriation became a key factor of the economy development of the US, Netherlands, UK and Germany. Personal management and personal strategy thus became an important part of the company's organization and strategy. With more and more companies choosing to go global, Personnel strategy and good management of the international human resources have become important nowadays.
[...] Black, Mendenhall & Oddou (1991) showed that a previous international experience has a positive effect on the adaptation and expectation of the expatriate. The knowledge of the language is important to the self integration in the society, inside and outside the company, and to communicate easily with colleagues and the neighbors or the teacher of the expatriate's children. According to Mr. Aït- Kaki, Arab teacher of the high school of Henry IV, Paris France: “The Arab (language) is a cultural element, which is often ignored like a huge part of the Arabian culture”, if the expatriate doesn't know the language he or she is going to have difficulties in understanding the host country's culture and people. [...]
[...] Phatak (1992) listed nine skills that US companies required in order of importance: Technical abilities and Management skills are the first on the list. According to Expatriate Risk Management Survey (2002) from Mercer, the Human Resource Consulting agency, the companies have kept the technical skills and leadership abilities on the Top for 30 years. The technical and management skills are totally necessary to achieve the main objective of management with the performance of the subsidiary or branch abroad. The long term vision of the company leads it to demand that the applicant have, in addition, the ability to transfer his/her knowledge of the management and leadership, to permit to the future successor Host Country National) to take over the subsidiary. [...]
[...] These products permit also to retain the high potential in the company. Moreover, to be competitive the company are committed to compensate the tax that the expatriate will have to pay in the foreign country; this measure can change dramatically according to the countries tax policy; however the company contribute to pay the most part of the tax of its employee. The non-monetary benefits are several and different according the companies and the assignments. The non-monetary benefits are sometimes not blatant and aren't considered like real benefit. [...]
[...] The challenges facing international organizations in implementing an effective expatriation strategy Table of content I. Introduction II. The Selection and recruitment a. Criteria to select the best I. Ranking II. Personal criteria III. Family criteria IV. Consensus of criteria b. Organizational Behavior to select expatriate. III. The Reward and Package a. [...]
[...] (1998), “American expatriates abroad: From Neophytes to Cosmopolitans”,Jounal of World Business 33(2) Kozloff, Barry Doc. Expat. Selection Barry Kozloff “Assessing Expatriate Selection”, Relocation Journal & Real Estate News, www.relogournal.com/feb96/exsel.htm 15. Fish, Alan “What motives Australian business managers to undertake expatriate appointments in East Asia ?” Career Development International 16. Wolf M.G (1999), “Compensation: an overview” in L.A. Berger and D.R. berger (eds) The compensation Handbook, 4th edition, McGraw-Hill 17. Kealey, Daniel, J & Protheroe, David, R. (1996), “The effectiveness of cross-cultural training for expatriates: an assessment of the literature on the issue”, Int. J. [...]
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