Expatriates, Modern Technology, Institutionalisation and their Impact on Human Resource Management Practices

by

ACKNOWLEDGEMENT

My thanks go out to all who have helped me complete this study and with whom this project may have not been possible. In particular, my gratitude goes out to friends, facilitator and family for extensive and helpful comments on early drafts. I am also deeply indebted to the authors who have shared my interest and preceded me. Their works provided me with a host of information to learn from and build upon, also served as examples to emulate.

DECLARATION

I, [type your full first names and surname here], declare that the contents of this dissertation/thesis represent my own unaided work, and that the dissertation/thesis has not previously been submitted for academic examination towards any qualification. Furthermore, it represents my own opinions and not necessarily those of the University.

Signed __________________ Date _________________

ABSTRACT

Various studies have been performed on the subject of expatriate and modern technology in HRM. This current work will build upon those findings by evaluating the imperative factor of cultural competence that the expatriate experienced and was prepared for. For the purpose of this study, successful expatriate experience is defined by both their ability to return on the scheduled return date, as well as company longevity that is, remaining with the company for at least 12 months prior to repatriation. The purpose of this study is to explore the impact of expatriates, modern technology and institutionalisation on human resource management. This study investigates the relationship among expatriates and human resource management. The purpose of this descriptive quantitative study was to determine the relationship between international business HRM of European managers and their ability to have successful managerial experiences while managing in foreign nations. A random convenient sample with the inclusion of the snowballing sample strategy was used to solicit participants; only excluding those who managed in the IT industry. This strategy permitted a wide range of professions to be captured increasing the generalizability of the findings. This descriptive quantitative study sought to determine the relationship between formal post secondary international business education and European expatriate managerial success. The theoretical framework suggests that European expatriates can perform well abroad if they can assimilate, adapt to new environments, appreciate cultural differences, minimize language barriers, have support from family and the organization, and have an outgoing personality.

TABLE OF CONTENTS

ACKNOWLEDGEMENTII

DECLARATIONIII

ABSTRACTIV

CHAPTER # 1: INTRODUCTION1

Background of the study1

Problem Statement2

Purpose3

Research question3

Aim and Objectives of Dissertation4

Significance of the Study4

CHAPTER # 2: LITERATURE REVIEW6

Introduction6

HRM perspective7

International Human Resources Management in the MNCs9

The Advantage of Using Expatriates10

Factors Critical to Expatriate Success11

Current Theoretical Framework for Expatriate Development15

Skills Needed16

Research Variables17

Cross-cultural Training21

Scope22

Conceptual underpinnings24

CHAPTER # 3: METHODOLOGY26

Introduction26

Research Method and Design Appropriateness27

Population28

Sampling Frame28

Instrumentation29

Validity30

Reliability30

CHAPTER # 4: RESULTS AND FINDINGS31

Introduction31

Findings34

Demographics34

Descriptive Statistics: Type of Education36

Factor Analysis: Categories of Education and Success Factors40

Research Hypothesis41

Hypothesis 141

Hypothesis 242

Summary43

CHAPTER # 5: CONCLUSION AND RECOMMENDATIONS45

Conclusions46

Research Questions47

Implications to Leadership48

The Echols Factor-Based AES Model51

Limitations of Study51

Recommendations for Future Research52

REFERENCES54

APPENDIX60

Questionnaire60

CHAPTER # 1: INTRODUCTION

Background of the study

Modern-day expatriates go by many names, including expats, international designees, international employees, and global executives, although all are safely defined as being persons ...