Generally, the paper "Human Resource Management - Thailand" is a perfect example of human resources case study. In our case study, Sally is a third-country national expatriate staffing. This is because she is working outside their respective home countries mainly from the headquarters of the company. The main reasons why employees may be sent to work outside their home countries include the need to fill positions, management and organization development just like in Sally case. According to Reiche & Harzing (2009), expatriation aims at achieving socialization of both expatriate and local managers into the corporate culture and the creation of a verbal information network that provides links between subsidiaries and the headquarter.
Expatriation is a strategic tool to achieve specific organizational goals and needs. Expatriates staffing strategy is fundamental in decision-making and provides surveillance of subsidiaries. Expatriates are very useful in an organisation’ s aim to weave a network of informal communication. Sally was sent to Bangkok to weave communication between two different cultures. They transfer ideas and leadership strategies to the branches of an organisation. They are the best to meet the technical and managerial expertise needed by an organisation for it to adapt to a foreign socio-economic and cultural setting.
An expatriate (Sally) was the best person who could fulfil the organisation’ s goals since they are usually experienced, business managers. Sally had skills and experience in human resource. This is because, for one to be an expatriate, it calls for a combination of skills and experience in the area of interest. Expatriation is very necessary for places where qualified prospective employees might not be available. To the expatriate, the task is a leap to their career development.
It gives them an opportunity to have international management experience. They can be able to undertake other challenging roles in the organisation. Expatriate staffing provides an avenue for a company to link up to the regional branches. This link enables members of the organisation to be more effective towards achieving the organisation's goals. According to Reiche & Harzing (2009), expatriates presence (in Sally case) is most effective in facilitating informal control in subsidiaries that are otherwise relatively independent from the headquarters, whereas in subsidiaries that are quite dependent from the headquarters, their presence serves mostly to facilitate direct expatriate control. That expatriates are carriers of knowledge and in order to share and use that knowledge, they need to establish social relationships, interpersonal trust and shared values with the host, which was not observed in Sally case.
The challenges of the language barrier, lack of supportive staff and communication breakdown will hinder the ability of information sharing. Sally intended to share ideas and help improve the operations of the Bangkok branch, but lack of reliable staff hiring agencies, language barrier and lack of qualified people to hire halted her plans.
It was impossible for her to implement the management strategies that seemed to work at her previous position at the organisation’ s headquarters. Locals may prefer their own citizens in managerial positions and therefore, they may frustrate the efforts of the expatriates to achieve their goals. Difficulties to cope with the new environment experienced by the expatriates may also affect their quality of work. The trickle-down effects of the disruption of personal and social lives associated with expatriates affect the employee's input in the organisation.
Sally was homesick despite the fact that the idea of going to Bangkok was initially exciting to her. Although that was not her first time in the country, Sally did not have the first-hand experience on the realities of the country. They face other challenges including technical knowledge, personal adjustment to the foreign culture, labour force stability and cultural distance from one’ s home culture (Mossler, K. 2003).
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