In It has not been particularly important for

In recent years,there has been an increasing demand for people with specialist knowledge inAmerica and Europe.

This phenomenon is based on continuous technologicaldevelopments, but also on the expansion of trade in developing countries wherethere is a shortage of skilled staff. Trade-related activities requireincreased knowledge. Here are the so-called “expatriates” ofcompanies that move to the country where the company operates and take actionin a country outside their borders to consolidate their company in that country.Expatriates are selected by the company’s Human Resource Department.

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The spread ofglobalization and the dubious ending of missions across borders has created anincreased demand for expatriates, which is accompanied by a shortage ofworkers. It will become a comparative approach for expatriates, in relation tothe national workers of the enterprise:Education: It has notbeen particularly important for companies to have the expatriate educationcontinue in the host country by the subsidiary. Of course, there is often noexperience from affiliates to handle such issues without the parent company’sguidance.Surveys show that USmultinationals are less likely to use expatriates less frequently beforeleaving than European and Japanese companies. The use of preparation programsseems to be hampered by the short time between the selection of the candidateand his departure. In any case, support from the local community isparticularly helpful in adapting the expatriate family to everyday life.Education is important to continue after the person is transferred.

War zones:Expatriates, with the growth of globalization, followed missions inpost-conflict zones, facing difficulties in completing their duties in chaoticconditions with strong negative effects on unemployment. Still, they are oftenforced to work on security restrictions by adding stress, stress and stress totheir work. Without being trained, many expatriates are faced with people whohave suffered significant losses and traumatic experiences in their lives,possibly resulting in a secondary post-traumatic stress disorder,Careers:International missions offer individuals the opportunity to reshape theiridentity through a new culture and environment. Individuals in internationalmissions are trying to combine the demands and interests of local and parentcompanies by striking a balance between global integration and local response.(Kohonen, 2005).Through research intoAmerican companies despite the fact that 65% of the executives of H.

R.M.believed that an international career affects positively a person’s career, 77%of the expatriates felt they had a negative impact on their careers. Moregenerally, research findings show that expatriates after repatriation feel thatthe international mission has neutral or negative influence on the career path,while many are quitting looking for work in other companies or feelunproductive as companies do not make use of their international experience.The research byStahl, Miller, Tung (2002) shows that incentives to accept an internationalmission such as personal challenge and professional development are moreimportant than career development opportunities.

Participants alsosaid they were unsure about the recognition and reward of their company for thepursuit of an international mission. As it appears, expatriates, who do notbelieve that the policy and practices of the I.H.R.

M. have a strategic role,see that there is a discontinuity between their mission and the subsequentevolution of the company. Still, the majority of expatriates said they wereunhappy with the way H.R.M. was managed.

their mission and repatriation. Also,the majority of respondents said the international mission would have apositive effect on future career opportunities among other potential employers,while fewer people claimed they would help them grow in the same companyFrom the abovefindings it is concluded that international missions help to acquire knowledge,skills and experiences, which are usually not available in the country oforigin. Despite the general dissatisfaction with the support and rewardoffered, expatriates feel they are boosting their business opportunities, butnot always with the same company. (Stahl, Miller, Tung, 2002)Women: In this area,expatriates, the number of women is significantly below men, and it is not inthe interest of companies to exclude talented human resources.

This is largelysupported by the negative perceptions of companies, and is opposed to thesuccessful missions of women across the world.The social andpsychological adaptation of expatriates to the local environment is vital tothe successful completion of their mission. The first refers to the integrationinto everyday life, the socialization of the individual in the receivingcountry and the second to the emotional and psychological health of theindividual.

According to the Selmer, Leung (2003) survey, working women facegreater conflicts and problems in combining their personal and professionallives than men.This is because ofthe excessive burden on responsibilities and hours of work. Women expatriates,when accompanied by their family, assume more obligations and pressures thantheir male counterparts.

Satisfaction:International missions are seen as an indispensable experience for anindividual who wishes to reach the hierarchy of a company operating in theinternational business. Wage is a measure of comparison, but also a sense ofcorrect treatment in the company. However, when a person leaves a foreigncountry for an international mission, some business contacts are lost, whichsomehow kept away from the parent company’s information network. Certainly, surveysshow that expatriates face international missions as opportunities for personaland professional development and development. However, it seems that therepatriates who remain in their company do not receive the recognition theywaited for. By comparison, therefore, with repatriates and domestic workers,expatriates will report significantly higher levels of satisfaction with theprospects of their career.

(Bonache, 2005).

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