英语论文网

Considerable insight into country capability resided at HR partner level. A system for the growth of organization named as ‘framework for growth’ was established to reproduce in-country operations and transfer learning. Many aspects of recruitment and selection could be cut and pasted across operations while others had to be dealt with flexibility for example criteria-based interviewing and diversity practices. Dublin acted as a first step of providing people to make easy international expansion.

Source: (International Journal of Human Resource “Globalisation of HR at function level: four UK-based case studies of the international recruitment and selection process”)

2.8.3 Team versus Individual assignments:

In this context Brewster and Harris, 1999 suggested that the expatriates mostly do the individual assignment when they go abroad. As expatriate is the only representative of the head office in the host country who is in coordination with the head office and gives them feedback of the work. Similarly assignments to learning units for management development purposes can be performed by a single individual.

But on the other hand if we speak about the transfer of knowledge then this cannot be only individual but it also can be on collective basis. Knowledge can be individual or collective. According to Grant 1996 if the knowledge to be transferred is implicit individual knowledge like for example the knowledge of a stockholder which normally is transferred individually. On the other hand collective knowledge is the product of co-ordinated efforts of different individuals. For example the launching of a new product needs team effort which involved different specialist individuals

2.8.4 Technical qualification versus other selection criteria

One of the most studied areas in the selection of the expatriate is the criteria of selection of expatriate for the international assignments.

Despite the emphasis on technical qualifications and domestic performance, there is abundant evidence that other factors also play a critical role in success of expatriates. In recent studies the factors which lead to the success of expatriate in the selection process are as follows.

Arthur and Bennet 1995 classified them into following five categories:

Job knowledge and motivation

Relational skills

Flexibility/adaptability

Extra-cultural openness

Family situation.

The above mentioned factors are the ones which if kept in view while selecting the expatriate for international assignments can help the selectors and HR manager to select the right person for the required job

2.8.5 Extrinsic versus intrinsic rewards

This refers to the type of incentive approach which an organisation offers to the expatriates. These incentives can be intrinsic or extrinsic. Extrinsic 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。