Manager Abroad
“The Manager Abroad”
Name: Tallita Cristina Bertozi Ferrero Soares
Student ID: S0237967
Course: HRM in the Global Environment - HRMT 20022
Lecturer: Melissa Sullivan
Organizations considering global expansion strategies should also consider employment strategies that will be required to facilitate the relocation. While many global organizations have incorporated more short-term expatriation assignments and relocation efforts to help reduce costs, the traditional long-term assignments of many years duration still represent the majority (Benson & Pattie 2008). During the past three decades there has been a significant increase in the number of organizations that have relocated their employees across international borders and within nations. Growth in international trade, manufacturing technology, rapid advances in information technology and communication and also distribution, have contributed to increasing the numbers of organizations deciding to expand their operations internationally and resulted in high numbers of employees being relocated overseas (Hutchings & Ratnasari 2006). Many are the factors that should be considered when trying to adjust to a new country. Two perspectives will be analyzed. First the employee perspective and secondly the organization.
The HR manager in this scenario will face many challenges, such as change in lifestyle, dynamic of the new team, performance in the new environment, and many others; however, the most important of them will be considering the cultural shock and the adjustment in the new environment. First, it should be noted that cultural shocks is a universal phenomenon that happens when individuals are confronted with environments that are significant different from those in which they are used to (Hays 1972). As trade barriers fall and organizations expand into a big variety of global settings, international relocation assignments have became increasingly important for organizational purpose (Wagner &
Name: Tallita Cristina Bertozi Ferrero Soares
Student ID: S0237967
Course: HRM in the Global Environment - HRMT 20022
Lecturer: Melissa Sullivan
Organizations considering global expansion strategies should also consider employment strategies that will be required to facilitate the relocation. While many global organizations have incorporated more short-term expatriation assignments and relocation efforts to help reduce costs, the traditional long-term assignments of many years duration still represent the majority (Benson & Pattie 2008). During the past three decades there has been a significant increase in the number of organizations that have relocated their employees across international borders and within nations. Growth in international trade, manufacturing technology, rapid advances in information technology and communication and also distribution, have contributed to increasing the numbers of organizations deciding to expand their operations internationally and resulted in high numbers of employees being relocated overseas (Hutchings & Ratnasari 2006). Many are the factors that should be considered when trying to adjust to a new country. Two perspectives will be analyzed. First the employee perspective and secondly the organization.
The HR manager in this scenario will face many challenges, such as change in lifestyle, dynamic of the new team, performance in the new environment, and many others; however, the most important of them will be considering the cultural shock and the adjustment in the new environment. First, it should be noted that cultural shocks is a universal phenomenon that happens when individuals are confronted with environments that are significant different from those in which they are used to (Hays 1972). As trade barriers fall and organizations expand into a big variety of global settings, international relocation assignments have became increasingly important for organizational purpose (Wagner &