Case Study Spanning The Glob Calerocelia
CASE STUDY
Spanning the Globe
1 Summarize your thoughts on the problems at hand, alternative solutions and your strategy on how to proceed at the forthcoming meeting
In this case, we are facing different problems. The biggest problem here is the expatriate’s expectation. In our case, Fred illustrates this problem. Fred is a reliable and old employee of Texmark, he is a brilliant engineer. He is always ready and agrees to travel for his job (Scotland, Mexico, and India). But “today Fred was angry and disappointed that an eighteen-month assignment in India had turned into a three-year assignment, and that a research position in Durham “promised” to him by a previous VP was filled by a younger Durham resident employee”. How far the training creative by Eric make effective (How to encourage employees to take course more seriously).
The second problem in this case is the repatriation issue which is affecting the long-term strategy development of the companies’ expatriate issue. In consequence the company is facing a hard time when it’s needed to be established and to be made as a global company. As the main part of the strategy is dependent upon repatriation policy, where the growing numbers of repatriates are not meaning fully responding the debriefing and career counseling sessions.
The third problem in our case study is the issue of the cost and effectiveness of using repatriation. This issue should be approached in the future meeting. “Juanita Roberton the Vice President for HR wanted costs cut and her delegates on the team would be pushing for streamlined (Eric had mentally translated that as cheaper) training programs, shorter expatriate assignments and a faster appointment of HCNs whenever is possible.” Since the company is spending a significant figure in the expatriate training therefore the solution to this is essential.
Moreover, we can find another issue, the development of Chinese operation. Texmark need to expend his company in Asia but the
Spanning the Globe
1 Summarize your thoughts on the problems at hand, alternative solutions and your strategy on how to proceed at the forthcoming meeting
In this case, we are facing different problems. The biggest problem here is the expatriate’s expectation. In our case, Fred illustrates this problem. Fred is a reliable and old employee of Texmark, he is a brilliant engineer. He is always ready and agrees to travel for his job (Scotland, Mexico, and India). But “today Fred was angry and disappointed that an eighteen-month assignment in India had turned into a three-year assignment, and that a research position in Durham “promised” to him by a previous VP was filled by a younger Durham resident employee”. How far the training creative by Eric make effective (How to encourage employees to take course more seriously).
The second problem in this case is the repatriation issue which is affecting the long-term strategy development of the companies’ expatriate issue. In consequence the company is facing a hard time when it’s needed to be established and to be made as a global company. As the main part of the strategy is dependent upon repatriation policy, where the growing numbers of repatriates are not meaning fully responding the debriefing and career counseling sessions.
The third problem in our case study is the issue of the cost and effectiveness of using repatriation. This issue should be approached in the future meeting. “Juanita Roberton the Vice President for HR wanted costs cut and her delegates on the team would be pushing for streamlined (Eric had mentally translated that as cheaper) training programs, shorter expatriate assignments and a faster appointment of HCNs whenever is possible.” Since the company is spending a significant figure in the expatriate training therefore the solution to this is essential.
Moreover, we can find another issue, the development of Chinese operation. Texmark need to expend his company in Asia but the
References: (Peter J.Dowling, Marion Festing & Allen D.ENGLE, International Human Resource Management, chapter 6). (Hyouane Min, Vincent P.Magnini, Manisha Singal, International Journal of Contemporay Hospitality Management : Perceived corporate training in investment as a driver of expatriate adjustment.: Emerald Group Publishing Limited.2013.) (Heery, Edmund, and Mike Noon. "polycentric management." OxfordReference. 17 Nov.2014.) ( Waggoner, Dena, and Betty Jane Punnett. "Expatriates." Encyclopedia of Management. Ed. Marilyn M. Helms. 5th ed. Detroit: Gale, 2006. 274-276. Gale Virtual Reference Library. Web. 17 Nov. 2014.) (Anne‐Wil Harzing, Claus Christensen. Expatriate failure: time to abandon the concept? Career Development International. : Emerald Group Publishing Limited.2004.) ( Brewster, C. & Pickard, J. 1994, "Evaluating expatriate training", International Studies of Management & Organization, vol. 24, no. 3, pp. 18.) Célia CALERO 9741611 UB1