Abstract
This research examines the role of the employee who remains in a domestic location, but undertakes a role with international responsibilities, often undertaking frequent international travel. Two propositions are tested: first, that as each role is specific to the individual, HR policies either do not exist or are not applied to that situation; and second, in the absence of these HR policies, the employees develop their own coping strategies. The methodology applied to test the proposed model is a case study of a large technology MNC operation in the Asia Pacific region. Data from the in-depth interviews provided support for the two propositions. Implications of this research are important for MNCs in the development of a pool of available and mobile global managers, and in particular, how generic HR policies can be developed to support the coping mechanisms drawn on by such employees.
Original language | English |
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Title of host publication | EURAM 2011 |
Subtitle of host publication | Management Culture in the 21st Century |
Place of Publication | Brussels |
Publisher | EURAM |
Pages | 1-29 |
Number of pages | 29 |
ISBN (Electronic) | 9789985982471 |
Publication status | Published - 2011 |
Event | Annual Conference of the European Academy of Management - Talinn, Estonia Duration: 01 Jun 2011 → 04 Jun 2011 https://euram.academy/img/past_conferences/Flyer_2011.pdf |
Conference
Conference | Annual Conference of the European Academy of Management |
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Abbreviated title | The management of culture in organisations |
Period | 01/06/11 → 04/06/11 |
Internet address |