As the process of globalization accelerates, there is a growing number of expatriates working in foreign countries as well as repatriates coming back to home companies. Therefore, international human resources managers have the urgent task of taking care of employees' characteristics of cultures, value, beliefs, and attitudes from different backgrounds on a regular basis.
This paper critically discusses the re-entry process of expatriates and offers recommended solutions and justifications from the standpoint of international human resources management by examining the Japanese Toyota Motor as an example. In the meantime, some potential challenges and opportunities embedded in personal and organizational development such as reverse cultural shock, organizational change and career development concerns have been analyzed.
To facilitate the process of expatriates' re-entry, HR managers should not only play the traditional roles of managing human resources selection and development, harmonizing and integrating employees at all levels, promoting effective communications despite the cultural difference, but also should acknowledge diversity management, strike a good balance between domestic employees and expatriate returnees, and work with executive managers to establish a repatriate-friendly organization culture.
[...] When it comes to the advantages of re-entry programs for businesses, organizations will absorb more motivated and flexible employees who are advocates of “international thinking and mobility within the organization.” (Anonymous, 2000) Meanwhile, the process of expatriates' re-entry is an opportunity, through which managers encourage international knowledge exchange within a certain organization and the transferring of home country practices, knowledge as well as expertise to locals. In addition, re-entry programs pave the way for communicating local needs or strategic information to headquarters, which in turn fosters an organization's overall competitiveness. [...]
[...] An Artificial Intelligence Approach to International Market Screening DSS. Journal of International Technology and Information Management, 49-III. Retrieved March from ABI/INFORM Global. (Document ID: 1989834361). Geert Hofstede™ Cultural Dimensions- Japan, (2010), Itim International, Retrieved June from http://www.geert- hofstede.com/hofstede_japan.shtml John A Volkmar. (2003). Context and control in foreign subsidiaries: Making a case for the Host Country National manager. Journal of Leadership & Organizational Studies, 10(1) Retrieved March from ABI/INFORM Global. (Document ID: 384061741). Paula M Caligiuri, MaryAnne M [...]
[...] Conclusion To sum up, this paper critically discussed the re-entry process of expatriates and offered recommended solutions and justifications from the standpoint of international human resource management by examining Japanese Toyota Motor as an example. In the meantime, some potential challenges and opportunities embedded in personal and organizational development such as reverse cultural shock, organizational change and career development concerns were visited and analyzed. To facilitate the process of expatriates' re-entry, HR managers should not only play the traditional roles of managing human resource selection and development, harmonizing and integrating employees at all levels, promoting effective communications despite the cultural difference, but also should acknowledge diversity management, strike a good balance between domestic employees and expatriate returnees, and work with executive managers establish a repatriate-friendly organization culture. [...]
[...] Introduction It has never been truer that international human resource management deals with the employees' characteristics of cultures, value, beliefs, and attitudes from different backgrounds in addition to talents selection, developing, harmonizing and integrating employees on a regular basis. As the process of globalization accelerates, there is a growing number of expatriates working in foreign countries as well as repatriates coming back to home companies. Therefore, the purpose of the essay is to critically discuss the re-entry process of expatriates and give recommended solutions to the issues and justifications from the standpoint of international human resource management by examining some real world examples. [...]
[...] Therefore, it is HR managers' responsibilities to find a good fit for expatriate returnees in order to meet the expectation of colleagues who do not have as much international experience as repatriates do. From standpoint of expatriates' re-entry management, HR managers stand a better chance of success when they are able to clearly outline job descriptions for an expatriate before he or she plans to return. As a contingency plan, fallback positions should be created if no imminent jobs are available and newsletters or copies of memos can be sent to the employees. [...]
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