A Study on Assessing Expatriate’s Challenges During an International Assignment: International Human Resource Management Perspective

Expatriates are often high potential employees or experts in their field sent on high profile assignments requiring successful adaptation to another culture in order to perform their new job and fulfill the succession plan of the organization (Oddou, 2002). The development of culturally competent human resources at all levels of the organization has become a strategic imperative for multinational corporations (Earley & Mosakowski, 2004). Multinational corporations select expatriates primarily based on their technical and business expertise rather than their international experience, interpersonal skills, and cultural sensitivity (Bennett, 2004; Crocitto, 2005; Oddou, 2002; Tung, 1987). This confluence of challenges puts the international assignee in a position prone to making embarrassing mistakes in interactions with host country colleagues, damaging relationships with local managers, co-workers and business partners at a high personal and professional cost to both the employee and the organization (Adler, 2008; Shaffer, Harrison, & Gilley, 1999; Tung, 1998). The research study identifies the challenges faced by expatriate during their international assignments and remedies taken by the organization to overcome the challenges. The current study aims to understand the challenges and expectations of these expatriates from the perspective of International Human Resource Management. Four different expatriates from various countries of their visits, sectors, experience were chosen to develop small case studies mentioned in the research paper.