Exploring HRM support for expatriation management: career capital experiences and employability of expatriates in multinational companies

Abstract

Research about Expatriate Management became more diverse or heterogenous. The aim of this study was to explore Human Resource Management (HRM) support from the career capital experiences of expatriates within the context of MNCs. Expatriates are distinguishable by the nature of their assignment, motivations and personal characteristics and some success outcomes. This research adopted a qualitative approach, eight participants were interviewed consisting of mid-management, senior management and top-management expatriates in various global companies. A current overview and new insights about the challenges and complexity about expatriation were identified: harnessing career development through agility, being relevant; balance between career and organisational goals; cross-culture communication, acclimatization; contextual differences between expatriates and globally mobility; forms of global work; uncertainties and risks; the macro environment of global companies; digital capability and metrics; and the value of expatriation. HRM practitioners make use of empirical evidence into skilled international mobility to inform company decisions and the design of practices and policies. Understanding the link between research design issues and the type of expatriation studied is important for researchers and end-users, who require the best available scientific evidence for their decision-making.

Navorsing oor ekspatbestuur raak toenemend uiteenlopend of heterogeen. Die doel van hierdie studie was om die ondersteuning van mensehulpbronbestuur (MHB) met betrekking tot die loopbaankapitaal-ervarings van ekspats in die konteks van multinasionale korporasies (MNK’s) te verken. Ekspats kan op grond van die aard van hul opdragte, motivering, persoonlike eienskappe en sekere suksesuitkomste onderskei word. Hierdie navorsing het ’n kwalitatiewe benadering gevolg. Onderhoude is met agt deelnemers gevoer bestaande uit ekspats in die middelbestuur, senior bestuur en hoofbestuur van verskillende internasionale maatskappye. ’n Hedendaagse oorsig oor en nuwe insigte in die uitdagings en kompleksiteit van ekspatriasie is geïdentifiseer: benutting van loopbaanontwikkeling deur paraatheid; relevansie; die balansering van loopbaan- en organisasiedoelwitte; kruiskulturele kommunikasie; akklimatisering; kontekstuele verskille tussen ekspats en globale mobiliteit; vorms van internasionale werk; onsekerhede en risiko’s; die makro omgewing van internasionale maatskappye; digitale vermoë en meting; en die waarde van ekspatriasie. MHB-praktisyns gebruik empiriese getuienis van geskoolde internasionale mobiliteit om vorm aan maatskappybesluite en die ontwerp van praktyke en beleide te gee. Begrip van die skakel tussen navorsingsontwerpvraagstukke en die tipe ekspatriasie wat bestudeer word, is belangrik vir navorsers en eindgebruikers wat die beste beskikbare wetenskaplike getuienis vir hul besluitneming benodig

Dipatlisiso tsa botsamaisi jwa bofudugedi di simolotse go nna tse di farologaneng le go anama thata. Maikaelelo a thutopatlisiso eno e ne e le go tlhotlhomisa tshegetso ya botsamaisi jwa badiri (HRM) go tswa mo maitemogelong a tiro a bafudugedi go lebeletswe ditheo tsa ditšhabadintsi (diMNC). Bafudugedi ba ka tlhaloganngwa ka mefuta ya ditiro tsa bona, dithotloetso tsa bona, dintlhatheo tsa bona tsa sebele le dipoelo tse di rileng tsa katlego.

Patlisiso eno e tsere molebo o o lebelelang mabaka. Go botsoloditswe banni-le seabe ba le robedi ba ba akaretsang bafudugedi ba ba mo maemong a botsamaisigare, botsamaisibogolwane le botsamaisi jo bo kwa godimo mo ditlamong tse di farologaneng tsa lefatshe lotlhe.

Go supilwe tshobokanyo ya ga jaana le tshedimosetso e ntšhwa malebana le dikgwetlho le bomarara jwa bofudugedi: go laola kgolo ya tsela ya tiro ka go obega; go nna maleba; go lepalepanya tsela ya tiro le maitlhomo a setheo; tlhaeletsano ya go ralala ditso; go itlwaetsa; dipharologano tsa bokao magareng ga bafudugedi le motsamao mo lefatsheng lotlhe; mefuta ya ditiro tsa mo lefatsheng; ketsaetsego le matshosetsi; tikologopotlana ya ditlamo tsa mo lefatsheng lotlhe; bokgoni jwa dijitale le ditekanyetso; le mosola wa bofudugedi.

Badiri ba HRM ba dirisa bosupi jwa maitemogelo jwa metsamao ya boditšhabatšhaba ya ba ba nang le bokgoni go kgontsha ditshwetso tsa setlamo le thadiso ya ditiragatso le dipholisi.

Go tlhaloganya kgolagano magareng ga dintlha tsa thadiso ya patlisiso le mofuta o o batlisisitsweng wa bafudugedi go botlhokwa mo babatlisising le mo badirising ba ba tlhokang bosupi jo bo gaisang jwa saense jo bo gona gore ba tseye ditshwetso.