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Essay / Research Paper Abstract
A 4 page paper that discusses several issues related to international human resource management beginning with the difference between domestic and international HRM. The paper discusses why soft skills are as important as hard skills in performance assessment; challenges in training expatriate managers; strategies for dual-career couples; and expatriate failure. Bibliography lists 5 sources.
Page Count:
4 pages (~225 words per page)
File: ME12_PGinhrm.rtf
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Unformatted sample text from the term paper:
citation methods listed below. Citation styles constantly change, and these examples may not contain the most recent updates.?? EXPATRIATE MANAGERS Enterprises,
Inc. , September 2010 properly! 1. Similarities and Differences Domestic and International HRM Human resource managers need
to provide extra support and different kinds of support employees who work overseas. They will coordinate relocation, orientation to the new country, and translation services as needed. Some companies, like
British Airways have a special human resource department just for assisting international employees. There are more activities in international human resource management such as culture orientation. HRM must consider
a broader perspective in order to meet diverse needs. Human resources needs to be more involved in employees lives helping them and their families adjust to the new culture. In
some places, there is a risk, such as countries where there is always civil unrest or war. None of these exist in domestic human resource management. The similar activities
include recruitment, selection, hiring, performance assessment, compensation packages, benefits and adherence to legal regulations. Human resource managers act as support in both cases. They need to provide even more support
to expatriates. 2. Why are both hard and soft skills important Soft skills are those skills related to interpersonal interactions and relationships. Soft skills are necessary for success whether
at home or in a foreign country. Kottolli (2006) reported that success of expatriate managers is based more on soft skills than on hard skills but organizations typically select international
managers based on their hard or technical skills and knowledge. Most companies select their expatriate managers based on their technical (hard) skills. They are top performers at home which
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