International Corporation

Question: Explain the Role of Expatriates in International Corporation. Answer: Concept of Expatriates Multinational Corporations have now faced with a critical role of assigning human resources for the competitiveness of the global business. Developing global leaders for International Corporation is very useful for successfully handling the global business out of domestic markets. According to Min, Magnini and Singal (2013), International Corporation faces many challenges in operating multinational business in host countries due to different cultural barriers and different business practices ran by different countries in the host countries. On the other hand, Wiese (2013) opined that due of geographically dispersed location, the subsidiary organizations of the International corporations may not operate according to the standard set by the head quarter of the organization. These can lead to lack of interdependence among the subsidiaries of International Corporations. On the other hand, communication gap between the head quarter and subsidiary organization may lead to risk due to not p roviding timely information between the two groups. In such a situation, Expatriates is the right choice for the International Corporations who are assigned the role of leadership in the subsidiary companies of foreign countries. According to the previous researcher, the expatriates of International Corporation of Jordan are responsible for coordinating and managing different cultures other countries and transferring required information between the associated organizations. Role of Expatriates in International Corporation According to Muenjohn (2015), the role of expatriates is associated with holding the top managerial role and key position in the functional departments of the subsidiaries in foreign country. On the other hand, Altman and Baruch (2012) opined that expatriates are high skilled workers of the organization with unique skills who are sent by the International corporations in foreign countries to work under other unit of same organization. According to Brewster et al. (2014), International Corporations of Jordan send the expatriates to foreign countries for adjusting different culture and managing the interdependencies among the branches of the organizations. According to Vaiman, Haslberger and Vance (2015), expatriates of International Corporations of Jordan are always concerned about providing timely information between the head quarter and subsidiaries of the organization. Therefore, consistency of information between the subsidiary branches of the organization is maintained properly b y reducing risk of the International Corporation. On the other hand, Wiese (2013) opined that the role of expatriates are also be reflected in sharing the international experience of managerial role that can enhance the effectiveness of managerial role of home country organizations through applying the international experience properly. The previous researcher has argued that the primary role of expatriates is sharing knowledge in between the home country and host country organization for minimizing complexities associated with business project. Issues in managing Expatriates Resource Based Theory of International Corporations suggests that expatriates are concerned regarding the displaying the economic interest of the organization in its home country and its host country. However, the International Corporation faces several challenges in managing expatriates in the host countries who are engaged in the subsidiary branches. It has been fund that the management of Event consultants in Jordan faces difficulties in managing expatriates due the adjustment issues of the family of the expatriates in the foreign country (Harzing et al. 2015). Many times, it can be found that expatriates lack appropriate training in managing new project in foreign subsidiaries. Monetary interest of expatriates also prevents the expatriates in properly communicating the information between the head quarter and subsidiary of the International organization. According to Min, Magnini and Singal (2013), the expatriates of United Chemicals Mkt Est Co Ltd in Jordan faces lot of issues r egarding the advance technology in developed countries. It can also be found that management of the International Corporation sometimes fails to delivering timely information to the expatriates for managing the foreign subsidiaries. Contextual Model of Expatriate management Contextual Model of Expatriate management suggests a proper management of expatriates so that coordination between the head quarter and foreign subsidiaries of International Corporation is maintained properly. According to Muenjohn (2015), the International Corporations should clearly set the strategies and goals of the organizations and communicate it with the expatriates so that they can further communicate with foreign agents. This goals and strategies are set with respect to the maturity level of subsidiary organization in host country and culture of the organization established in host country and home countries. On the other hand, Altman and Baruch (2012) opined that the organization should clearly clarify the expectation of organizations from them so that their job role is transparent to them. The effectiveness of the engaging expatriates would reflect when the organization would continuously evaluate the performance of the expatriates. Performance management should be the par t of daily management of the International Corporation. In order to keep the expatriates engaged in their job role and maintaining their transparency in the organization, the organization should give training to the expatriates and give performance related pay (Vaiman, Haslberger and Vance 2015). Figure 1: Contextual Model of Expatriate management Reference List Altman, Y. and Baruch, Y., 2012. Global self-initiated corporate expatriate careers: a new era in international assignments?.Personnel Review,41(2), pp.233-255. Brewster, C., Bonache, J., Cerdin, J.L. and Suutari, V., 2014. Exploring expatriate outcomes.The International Journal of Human Resource Management,25(14), pp.1921-1937. Chaawla, D. and Sondhi, N., 2012. Research methodology concepts and cases.International Journal of Physical and Social Sciences,2(6), pp.403-405. Fenwick, M.S., De Cieri, H.L. and Welch, D.E., 2013. 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