Supporting Information: expatriate employees encounter problems that limit both their effectiveness in a foreign posting and their contribution to the company when they return home.
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Research suggests that many expatriate employees encounter problems that limit both their effectiveness in a foreign posting and their contribution to the company when they return home. What are the main causes and consequences of these problems, and how might a firm reduce their occurrence? Three pages of info. I have 6 pages of info with other questions. Please put reference that you use.
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Expatriate employees encountering problems that limit both are examined.
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In today's globalized environment, many organizations send their employees overseas in order to manage their operations in other countries. Expatiates are usually there as experts helping establish their organization's overall strategy. They are normally chosen by their organization based on their experience and abilities, however, very often, organizations fail in choosing the appropriate employees to send overseas as expatriates. What happens in this case is a failure by expatriates in carrying out their responsibilities in an effective and efficient manner.
There are a number of reasons that support the fact that many expatriates encounter problems in their host countries. One of the main reasons is that expatriates are unable or unwilling to accept or accommodate themselves to the new culture and norms. This results in a diminished ability to engage with local managers or firms and in establishing business relationships, which is as a direct result of a lack of commensuration between their behavior and local customs. Another reason relates to them feeling their own culture, beliefs, and norms are superior to the host country's culture, beliefs, and norms. This may arguably be more pronounced by expatriates who live in developing or poor countries. Locals in the host country in this case see expatriates as arrogant, selfish, or unaccommodating (Dowling, Festing, & Engle, ...
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