Analysis of Expatriation Process in a Slovenian Company

Abstract

Background and Purpose: The multinational companies require different approach of human resource management to achieve their goals. The reason is in employees who are working abroad, so-called expatriates. The purpose of the research is to investigate perceptions and experience of the expatriates working in one of the Slovenian multinational company.Design/Methodology/Approach: The online survey was performed among all expatriates working for the pharmaceutical company. The questionnaire was randomly sent and delivered in an electronic form, structured in an online program named 1ka (https://www.1ka.si). A total of all 12 questionnaires were completed fully and properly.Results: Results indicate that there are several reasons that expatriates went to work abroad, but none of them did not completely fulfilled the expectations of the expatriates. There are no differences between those expatriates who are working abroad up to 12 months and those who are working more than 12 months in their fulfilment of expectations working abroad for this company.Conclusion: Based on the findings, the study shows the expatriates importance factors for their contribution of working abroad for the company and fulfilment of their expectations. The results are useful for the employees that will be in the future involved in the expatriation process in this company.

An Intensive Review of Expatriates' Issues in China

“…It is similar to expatriates in Kurdistan (Hamze, 2020) and Malaysia (Ramlan et al, 2018). Slovenia does not report on expatriates' issues (Pintar et al, 2017). However, Gudmundsdottir (2015) found that motivation facilitates expatriates working performance among Nordic expatriates in the United States.…”

Sensemaking: Produção De Sentido Na Expatriação

“…A expatriação compreende práticas como recrutamento e seleção; preparação e adaptação da família; treinamento técnico e cultural; fornecimento de documentos a todos os envolvidos; gestão de desempenho, carreira e conhecimento; remuneração; suporte psicológico (FLYNN, 1995;DUNBAR;ODDOU, 1987;ODDOU et al, 2009;SCHEFFER;BITENCOURT, 2013;KNOCKE;SCHUSTER, 2017;TUNG, 2016;PINTAR;MARTINS;BERNIK, 2017;SUUTARI et al, 2018;CHIANG et al, 2018;TAHIR;EGLESTON, 2019). Essas variáveis conectam-se ao sucesso da missão (FLYNN, 1995).…”

“…A expatriação propicia vantagens tanto para a empresa quanto para o empregado (CHIANG et al, 2018): para a organizaçãodesenvolvimento de liderança; expansão do mercado; solução de problemas; desenvolvimento da empresa (ODDOU et al, 2009) e para o empregadorealização profissional, pois implantar um projeto internacional é um grande desafio; exposição de sua capacidade e qualificação. (GALLON; SCHEFFER; BITENCOURT, 2013;PINTAR;MARTINS;BERNIK, 2017). O empregado, ao aceitar a expatriação, sente-se mais valorizado pela empresa e, por consequência, tende a se comprometer mais.…”

How do Individuals Form Their Motivations to Expatriate? A Review and Future Research Agenda

“…Only the article by Pinto et al (2012) reveals that expatriation was initiated by the company and required commitment from the assignee, which indicates that in this particular case, different options to expatriate were not evaluated prior to expatriation. Four articles studying financial professionals, engineers, designers, lawyers, senior care assistants, and government officials demonstrate that individuals expatriate as AEs for career reasons; however, these articles do not discuss whether individuals evaluate options to expatriate as SIEs (e.g., Cuhlova, 2017;Martins and Bernik, 2017;Shortland, 2018). Only one article of the four (e.g., Doherty et al, 2011) indicates that individuals moved as SIEs.…”

“…In this case, career progression expectations refer to expectations of finding new work responsibilities and new professional challenges while working abroad ( Dickmann and Mills, 2010 ; Farcas and Goncalves, 2017 ). In a similar vein, financial professionals, engineers, designers, lawyers, senior care assistants, and government officials are discussed in four articles, in which it is argued that they expect to meet their career progression expectations if they move abroad (e.g., Doherty et al, 2011 ; Cuhlova, 2017 ; Shortland, 2018 ) or to upgrade their knowledge and improve their general skills ( Martins and Bernik, 2017 ).…”