BazEkon - Biblioteka Główna Uniwersytetu Ekonomicznego w Krakowie

BazEkon home page

Meny główne

Autor
Kubica Iwona (Cracow University of Economics, Poland)
Tytuł
Course of International Assignment - Individual and Organizational Perspective
Źródło
Journal of Intercultural Management, 2011, vol. 3, nr 2, s. 205-220, tab., rys., bibliogr. 20 poz.
Słowa kluczowe
Zarządzanie zasobami ludzkimi, Ekspat, Adaptacja społeczno-zawodowa
Human Resources Management (HRM), Expatriate, Socially-professional adaptation
Uwagi
summ.
The paper has been supplemented with research findings which covered expatriates and organizations sending or accepting them for international assignments. The research was conducted by the Chair of Human Capital Management of the Cracow University of Economics in the years 2010 and 2011.
Abstrakt
Progressing process of globalization and internationalization of companies puts new challenges in front of human resources management, which should undoubtedly include expatriation process management. Sending employees to international assignments entails the need for appropriate selection of candidates, their preparation for the journey, support during their stay, continuous monitoring of works, as well as preparation for return to the mother country. Errors or negligence in any phase of the expatriation process have unpleasant consequences for organization - both in connection with finance as well as the loss of prestige of the company itself or departure of the most talented employees who - discouraged by the international assignment, will leave the organization. How, therefore, should international assignment be organised to be successful? In the presented paper the author wishes to focus mainly on the expatriate's stay on international assignment (the two remaining ones stages - preparation and repatriation, will be discussed in brief), by analyzing it from the point of view of the expatriate as well as the parent and the visited organization. Apart from the strictly organizational aspect of support of the expatriate's stay, the issues of socio-cultural adaptation as well as cultural shock, being an indispensable element of an international assignment, will be discussed. (original abstract)
Pełny tekst
Pokaż
Bibliografia
Pokaż
  1. Armstrong M., Zarządzanie zasobami ludzkimi, Oficyna Ekonomiczna, Kraków 2005, pp. 103, 105, 110-112.
  2. Collings D.G., Scullion H., Global staffing and the multinainal enterprise, "Human Resources Management. A Critical Text" 2007, pp. 219-220.
  3. De Cieri H., Dowling P.J., Taylor K.F., The psychological impact of expatriate relocation on partner, "The International Journal of Human Resource Management" 1991, Vol. 2, No. 3, pp.379-380.
  4. Harzing A.W., Of bears, beens and spider: the role of expatriates in controlling foreign subsidiaries, "Journal of World Business" 2001, no 36/4, pp. 366-379.
  5. Hofstede G., Hofstede G.J., Kultury i organizacje, PWE, Warszawa 2007, pp. 337-339.
  6. Hurn B.J., The selection of international business managers: part 1, "Industrial and commercial training" 2006, no 38/6, p. 279-286.
  7. Juchnowicz M. (red.), Kulturowe uwarunkowania zarządzania kapitałem ludzkim, Oficyna a Wolters Kluwer business, Krakow 2009, p.477, 479.
  8. Lee H.W., Factors that Influence Expatriate Failure: An Interview Study, "International Journal of Management" 2007, http://findarticles.com/p/articles/mi_qa5440/is_200709/ai_n21295139/ (dostęp 22-08-2011r.).
  9. Lee P.-Ch., Factors that Influence Expatriate Failure: An Interview Study, "Journal of Business Systems, Governance and Ethics" 2007, Vol. 2 No.2, pp. 29-30.
  10. Leopold J., Harris L., Watson T., The strategic Managing of Human Resources, Pearson Education Limited, Harlow 2005, pp. 294-297.
  11. Liu Y., Perceived organizational support and expatriate organizational citizenship behavior. The mediating role of affective commitment towards the parent company, "Personnel Review" 2009, nr 38/3, pp. 307-308.
  12. Luthans K.W., Farner S., Expatriate development: the use of 360-degree feedback, "Journal of Management Development 2002, Vol. 21 No. 10, pp. 781.
  13. O'Sullivan S.L., Appelbaum S.H., Abikhzer C., Expatriate management "best practices" in Canadian MNCs: a multiple case study, "Career Development International" 2002, Vol. 7 No. 2, p. 79, 81.
  14. Perkins S.J., Globalization. The People Dimension. Human Resources Strategies for Global Expansion, Kogan Page, London 1997, p. 513.
  15. Petison P., Johri L., Managing local employees: expatriate role in a subsidiary, "Management Decision 2008, Vol. 46,5, pp. 744-756.
  16. Pocztowski A. (red.), Międzynarodowe aspekty zarządzania zasobami ludzkimi, Wyższa Szkoła Biznesu National-Louis University, Nowy Sącz 1999, p. 11.
  17. Pocztowski A., Zarządzanie Zasobami Ludzkimi. Strategie-procesy-metody, PWE, Warszawa 2008, pp. 90-92, 94-95, 97-98.
  18. Scullion H., International Human Resources Management, "Human Resources Management. A Critical Text" 2001, s. 288.
  19. Selmer J., Expatriate cross-cultural training for China: views and experience of "China Hands", "Management Research Review" 2010, Vol. 33 No.1, p. 43.
  20. Trompenars F., Hampden-Turner Ch., Zarządzanie personelem w organizacjach zróżnicowanych kulturowo, Oficyna Ekonomiczna, Kraków 2005, p. 256.
Cytowane przez
Pokaż
ISSN
2080-0150
Język
eng
Udostępnij na Facebooku Udostępnij na Twitterze Udostępnij na Google+ Udostępnij na Pinterest Udostępnij na LinkedIn Wyślij znajomemu