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For most overseas managers, repatriation, the return to one’s home country, occurs within five years of the time they leave.

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End of tour of duty

Family concerns

Company restructuring

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Demotion upon return

Lack of opportunities to use foreign experience

Lack of communication from company

Boredom and lack of challenge

Difficulty adjusting to lower standard of living

Feeling that international experience is not valued

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537.The Impact of Overall Management Philosophy on Training

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537.The Impact of Overall Management Philosophy on Training

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Repatriation agreements

Maintaining expatriates' homes until they return

Using senior executives as sponsors

Keeping expatriate managers apprised of what is going on at corporate headquarters

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ethnocentric MNC

An MNC that stresses nationalism and often puts home-office people in charge of key international management positions.

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polycentric MNC

An MNC that places local nationals in key positions and allows these managers to appoint and develop their own people

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regiocentric MNC

An MNC that relies on local managers from a particular geographic region to handle operations in and around that area.

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geocentric MNC

An MNC that seeks to integrate diverse regions of the world through a global approach to decision making.

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The process of alteringemployee behavior andattitudes in a way thatincreases the probability of goal attainment.

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Of organizations with cultural programs, 58 percent offer training only to some expatriates, and 42 percent offer it to all of them.

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Ninety-one percent offer cultural orientation programs to spouses, and 75 percent offer them to dependent children.

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The average duration of the cultural training programs is three days.

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Cultural training is continued after arrival in the assignment location 2 percent of the time.

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Thirty percent offer formal cultural training programs.

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This is because countries tend to have distinctive human
resource management (HRM) practices that differentiate them from other countries

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Structural empowerment that is characterized by flat organization designs, wide spans of control, the use of flexible cross-functional teams, and the

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Accelerated resource development that is characterized by the early identification of high-potential employees, the establishment of both multiple and parallel career paths

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Agreements whereby the firm tells an individual how long she or he will be posted overseas and promises to give the individual, on return, a job that is mutually acceptable

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Employee welfare emphasis that is characterized by firms offering personalfamily assistance

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An efficiency emphasis in which employees are encouraged to monitor their

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Long-termism, which stresses long-term results such as innovation and creativity rather than weekly and monthly short-term productivity