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MNG00786 Assessment 2 Review 12th December MNG00786 Assessment 2 Review 8th December MNG00786-3-20 Melinda Muir 1 Case study: Interview an expatriate 2500 words Minimum 12 credible, relevant and timely sources Weighting: 50% Due date: 11 January 9.00am QLD time MNG00786-3-20 Melinda Muir 2 Review Resources The task What you are aiming for Marking criteria Ethics Report structure Individual sections Writing up your report Interview techniques MNG00786-3-20 Melinda Muir 3 1. Resources MNG00786-3-20 Melinda Muir 4 2. The task 1. Conduct an interview with an expatriate. Please note: the expatriate may be company-assigned or self-initiated. 2. Identify and analyse three international HRM issues for the expatriate (these should be different to the three issues from Assessment 1). 3. Critically evaluate the three IHRM issues involved with this specific expatriate. 4. Make recommendations as to how an organisation can address the issues raised. 5. Write up your finds as a research report (not a business report). MNG00786-3-20 Melinda Muir 5 3. What you are aiming for In Assessment 2 you will be conducting an exploratory in-depth interview with an expatriate to learn something new about the person’s work experience, rather than testing something that is known. In essence, it is a conversation with an individual who can give you information about an organisation’s international human resource management policies and practices. Identify and analyse three international HRM issues faced by the expatriate when working in another country. MNG00786-3-20 Melinda Muir 6 These issues should be different to those discussed in Assessment 1. Possible topic areas can be drawn from the prescribed textbook such as the recruitment and selection process, selection criteria, training and development, culture, compensation, dual career couples, re-entry/repatriation and career issues. MNG00786-3-20 Melinda Muir 7 Your participant (expatriate) can be from your workplace, or a friend or family member. They can be either a company-assigned expatriate or a self-initiated expatriate. They can be on a short-term, extended or longer-term assignment; or engaged in non-standard arrangements such as commuter, rotator, or contractual. They can be working in a multi-national enterprise (MNE), a small to medium-size enterprise (SME), or in a government entity, regional trade body, or charity. Your participant must have worked or be working in another country. Participation is on a voluntary basis. It is suggested that you ask someone early and also consider an alternative interviewee should your first choice become unavailable. Explain to your participant that information will be coded and that information is for assessment purposes only and will not be published in any form outside of the assignment paper itself. Please note that approval to conduct the research component of this assignment has been granted by the SCU Ethics Committee. MNG00786-3-20 Melinda Muir 8 This is an exploratory qualitative piece of research. You can use semi-structured questions. Prepare your questions in advance. The interview should have a clear purpose. The purpose is gaining a better understanding of international HRM principles and practices from the perspective of an expatriate. The interviewee should know in advance what sorts of questions will be asked and the approximate length of the interview. The interview can be conducted face-to-face, or by telephone, Skype, WebEx or any other platform. MNG00786-3-20 Melinda Muir 9 Use your prescribed textbook as a beginning framework for the development of the questions and use additional and more recent scholarly theory to help develop your questions. You will draw on the topics of this unit and refer to the literature from the textbook, readings and your own research. There will need to be justification of your evaluation through deep analysis of the interview data, synthesis of theory, research and good practice presented in your reading materials for this unit and any other scholarly documents you have sourced. MNG00786-3-20 Melinda Muir 10 4. Marking criteria Purpose (20%) Identifies a relevant research topic and a thesis that provides direction for the paper that is engaging and thought provoking. The thesis clearly and concisely states the position, and is consistently the focal point throughout the paper. Analysis (30%) The three IHRM issues are analysed in terms of the literature. Culture is analysed in terms of the literature. Logical recommendations are made and justified in terms of the literature. Research (20%) Provides compelling and accurate evidence to support in-depth the central position Research sources are highly relevant, accurate, and reliable and add to the strength of the paper. Reference to at least 12 credible academic sources from the past five years. Integrating evidence (paraphrasing, synthesising and quotations). Referencing – in-text (citing) and reference list - follows the SCU Harvard style. Structure (20%) Research report has clear, logical structure that enhances the analysis. Cohesion between sentences and paragraphs is highly effective. Adherence to the word length (+ or – 10%). MNG00786-3-20 Melinda Muir 11 5. Ethics MNG00786-3-20 Melinda Muir 12 MNG00786-3-20 Melinda Muir 13 6. Report structure: Broad divisions MNG00786-3-20 Melinda Muir 14 7. Individual sections MNG00786-3-20 Melinda Muir 15 MNG00786-3-20 Melinda Muir 16 8. Writing up your report Writing qualitatively Using your data When do you use quotations? Editing quoted material Using yourself Brevity and balance Protecting your participant MNG00786-3-20 Melinda Muir 17 9. Semi structured interviews Characteristics of Semi-structured interviews The interviewer and respondents engage in a formal interview. The interviewer develops and uses an 'interview guide.' This is a list of questions and topics that need to be covered during the conversation, usually in a particular order. The interviewer follows the guide, but is able to follow topical trajectories in the conversation that may stray from the guide when he or she feels this is appropriate. MNG00786-3-20 Melinda Muir 18 Top-25 journals publishing articles related to expatriates. Top-25 journals publishing articles related to expatriates International Journal of Human Journal of World Business Journal of International Business International Journal of Manpower Academy of Management Journal African Journal of Business Management Cross Cultural Management: An International Journal Human Relations Management International Review European Journal of International Management Human Resource Management Review Academy of Management Executive Journal of Business Research 14. Harvard Business Review 15. International Business Review 16. Journal of International Management 17. Journal of Management Studies 18. Management Decision 19. Asia Pacific Business Review 20. Asia Pacific Journal of Human Resources 21. Asia Pacific Journal of Management 22. British Journal of Management 23. Columbia Journal of World Business 24. Compensation Review 25. Journal of Organizational Change Management (Source: ISI-Web of Science – Social Science Citation Index (2012). MNG00786-20-3 1 Literature Review Career and repatriation challenges Companies should invest in talent management and development initiatives that will give a return on investment (‘ROI’), however many companies have difficultly defining and measuring this with expatriates (Linacre, 2016; McNulty, De Cieri & Hutchings, 2012). When planning an expatriate’s relocation many companies fail to define repatriation expectations, career goals and the long-term gain of the expatriation for the company and expatriate (Chiang et al., 2018; Joardar & Weisang, in press; Linacre, 2016). Further, if expectations of repatriation and career advancement in the home country are not met, employees can experience low job performance, commitment and job satisfaction (Chiang et al., 2018). Research shows that many expatriates experience a lack of career management and repatriation appeared to be an afterthought for their companies (McNulty, De Cieri Hutchings, 2013). Following an expatriation, the company’s failure to recognize and promote the expatriates new experience and knowledge due to expatriation has a negative impact on ROI (Joardar & Weisang, in press). A major challenge is corporate policy and how this impacts career management. Many expatriates are sent to a host country on an expatriate package without permanent status in the host country, nor a guarantee of repatriation elsewhere (Chiang et al., 2018, McNulty, De Cieri and Hutchings, 2013). While there’s many variations of expatriate types, there’s two main categories. Companies can either localise a permanent employee in the host location; or they can relocate on a temporary assignment with intentions of moving back to the home country. In many instances, expatriates that straddle both don’t have enough certainty to stay in the new location and have little or no support or career progression to move back to the home location (Chiang et al., 2018, Tait, De Cieri & McNulty, 2014). This can lead to expat failure (Linacre, 2016). Expatriation failure can also result from difficulties and stress a partner experiences with adjustment and finding a new career (Goede & Berg, 2018). A partner relocating with the expatriate may experience a different job market, loss of job prospects, loss of their professional identity and difficultly finding a satisfying job (McNulty 2015; Sterle et al., 2018). Ongoing stressors for a couples financial status can result in financial and relationship strain and even result in expatriate failure. Studies have reported organisational assistance such as wage allowance for partners until they find a job, language and culture courses and visits back to the home country was a positive influence on adjustment (Goede & Berg, 2018). The settlement and satisfaction of a partner has been shown to be a top reason for expatriation failure (Sterle et al., 2018). Performance Management and Training An important consideration for expatriates is the country and job they’re relocating to and what cultural integration and training they require (Guttormsen, 2016). While most companies invest in pre- assignment needs such as housing, shipping of personal items and tax assistance; many companies fail to consider the employees culture settling and training which is important for successful adoption to the host country and job for the expatriate (Joardar & Weisang, in press; Okpara & Kabongo, 2017). Factors such as ongoing learning, cultural adaptation, mentoring and online learning have been shown to improve expatriate success (Chiang et al., 2018; Tait, De Cieri & McNulty, 2014). Many expatriates experience little or no cultural integration, language or cultural training (Guttormsen, 2016). This leads to seclusion and expatriate ‘bubbles’. The added complexity of travelling across foreign borders to perform the employee’s role can be challenging (Guttormsen, 2016). Transfer of knowledge, cultural and job specific training are important, and managers and human resources need to ensure this is in place (Joardar & Weisang, in press; Tait, De Cieri & McNulty, 2014). While research focuses on the immediate impact and success of expatriation, few studies consider the future implications to expats and how this will