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Copy of MGMT3702 Jaguar or Bluebird Case Study

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luis perez

on 10 November 2013

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Transcript of Copy of MGMT3702 Jaguar or Bluebird Case Study

Option 4: Look for a job in Singapore from Europe
What are Mark's major options?
Option 5: Change family situation
Reasons for accepting the job and returning to Singapore
Reasons for rejecting the job in Singapore and staying in Europe
Needs to look after mother. Longer abroad, more difficult to continue her banking career.
Losing Singaporean identity. Longer abroad, more difficult adapting to Singaporean society and school.
Mark likes his current authority and greater scope of responsibilities. Netherland position is even greater.
Middle-management position is best offer - does he have a future in this company?
Need to rebuild social networks in Singapore. Better to leverage existing relationships with HQ personnel to climb up the corporate ladder.
High standard of living in London (possibly higher in Netherlands) with expatriate benefits. Mark and family have new friends and happy lifestyle.
Jaguar or Bluebird?
Question 1:

Discuss whether Mark should stay or return home after his expatriate assignment.
Option 2: Patience
Just be patient, do a good job, and good things will happen.
Option 3: Stay in Europe
Tata Keovilay
Candice Kim
Kartika Kisdijarto
Andrew Mak
MGMT3702 IHRM Case Presentation:
Option 1: Springboard
Question 2:

What kinds of HR systems or practices should be in place to prevent a frustrating case such as Mark's from happening in a multinational firm?
The Problem!
Incongruence between expatriate's expectations & reality back in home country.
Accurate expectations
= Better adjustment & performance
Need to shape accurate expatriate re-entry expectations.
(1) Career counseling & identify possible difficulties
(2) Inform on changes in home country organization
(3) Shorten duration of International Assignment
(4) Assign 'mentors' back in the home organization
Convey important info throughout international assignment.
(5) The Shadow System
Commonly used by European MNEs.

AIM: Gives expatriates feedback about the development of their (fictional) job level and salary in the home organization throughout their foreign assignment.

The HR department determines the “shadow position” and “shadow salary” of an expatriate.

Continuous comparison between development of peers in home organization.
More realistic expectations about their prospective job level and salary upon returning.
Approaches to facilitate Repatriation Process
Closer tie-in of international assignments.
An individual living in a country other than their country of citizenship, often temporarily and for work reasons.
The process of an expatriate returning permanently to their country of citizenship.
Repatriation is a part of the Expatriation process!
Pre-departure training
On Assignment
Transfer to a position in Singapore Energem.
But look for a new job in another firm later.
- Current economy good/bad?
- Lack of suitable jobs
- Reputation may be tarnished
- Few senior positions available
- Long wait
- Re-entry shock
Make Europe his career base. Go to Netherlands, or a new job at London head quarters.
Family become world citizens.
- Disconnection from family roots
- Lack of belongingness
Reject position in Singapore Energem. Keep working in Europe, but look for job in another firm in Singapore.
- No suitable job offers
- Family get stuck in Europe
Live a 'commuter marriage', or ask Linda's mother to come live in Europe with them.
- Family breakdown due to distance
- Older generation's difficulty to adapt
- Financial
Shaping accurate expectations
1. Career counseling & identify possible difficulties

2. Inform on changes in home country organization

3. Shorten duration of International Assignment

4. Assign 'mentors' back in the home organization

5. The Shadow System
Education on potential risks.
- Less authority &
benefits than on
foreign assignment.
No firm promises on future positions should be made.
Regular update on contemporary organizational change.
Regular, short assignments back to home country organization.
Reduces the risk of reverse culture shock.
Focus on Awareness
Policy of expatriate
recall after 3-4 years.
Give expatriates short assignments back in home country.
Helps to sensitize between 2 locations
Able to re-cultivate social network
Method of check & balance.
Mentor assesses possibilities for expatriate upon return (salary level, career paths, performance etc.)
Mentoring is a two-way process!
Attention to repatriation possibility in regular performance reviews.
Monitoring of training needs.
Examine alternative re-entry positions prior to repatriation.
Develop formal de-briefing program.
Identification & integration of job skills acquired/enhanced.
Further Discussion Question:
What are the long term benefits of MNEs in developing a successful repatriation program?
Key points to take home...
Special thanks to...
(COFA student)
for helping us out with the video!
Higher return on investment through...
Diminish costs required in the process of hiring and training of replacements/new expatriates.
Retainment of talent and experience. Knowledge/skill transfer.
“The need for the cross fertilization of ideas and practices that assist in developing and maintaining a competitive advantage”
It's not black & white. Depends on people's values and needs.
Every option has a pro/con to consider.
Need to always be aware of what your changing options. Hold realistic expectations.
The need for Repatriation Processes/Programs.
Be aware that every case will be different. There's no miracle equation.
Successful repatriation program will yield invaluable benefits for both the individual and MNE.
Not a miracle solution to everything. Some unavoidable circumstances do occur.
Expatriation/Repatriation processes may inhibit one another.
"In some respects the more outstanding a performer the executive was overseas, the more uncomfortable his return will be."
Eg. Highly fluctuating economy & deteriorating business conditions.
But remember...
Mark is not alone...
Culture shock
1/5 leave company upon return.
Less than 1/2 get promotions.
2/3 feel expat assignment had negative
impact on career.
1/2 Re-entry position less satisfying than
expat position.
Re-entry problems
Adler, N. J. (2002). International dimensions of organizational behaviour (4th ed.). South-Western College Publi¬shing.

Baughn, C. (1995). Personal and organizational factors associated with effective repatriation. In J. Selmer (Ed.), Expatriate management: New ideas for international business (pp. 215-230). Westport: Quorum.

Black, J. S. & Gregersen, H. B. (1999). The right way to manage expats. Harvard Business Review, 77, 52-62.

Black, J. S. (1992). Coming home: The relationship of expatriate expectations with repatriation adjustment and job performance. Human Relations, 45, 177-192.

Brewster, C. (1991). The management of expatriates. London: Kogan.

Caligiuri, P. M., & Lazarova, M. (2001). Strategic repatriation policies to enhance global leadership development. In M. E. Mendenhall, T. M. Kühlmann & G. K. Stahl (Eds.), Developing global business leaders (pp. 243-256). Westport: Quorum.

Dowling, P. J., Welch, D. E., & Schuler, R. S. (1999). International human resource management: Managing people in a multinational context (3rd ed.). Cincinnati: South-Western College Publishing.

Harvey, M. G. (1982). The other side of foreign assignments: Dealing with the repatriation dilemma. Columbia Journal of World Business, 17, 53-59.

Napier, N. K. & Peterson, R. B. (1991). Expatriate re-entry: What do repatriates have to say? Human Resource Planning, 14, 19-28.

Stroh, K. L., Gregersen H. B. & Black, J. S. (1998). Closing the gap: Expectations versus reality among repatriates. Journal of World Business, 33, 111-124.
Limited no. of attractive and challenging positions back home. Need to be offered 'temporary positions'.
Difficult to find 'lateral' positions back home - especially if you've been promoted overseas.
Severed ties in social network.
From Head Quarters to a Subsidiary = Lack of power/influence.
Unrealistic expectations.
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