Career Management of International Assignees

The increased pace of the globalization of economic activity emphasizes the need for all corporations to prepare managerial personnel for responsibilities that must be discharged amid alien social structures. Managerial personnel assigned responsibilities in international situations who are not prepared to serve effectively in such situations create a multiplicity of problems for the corporation. The productivity and even the viability of a corporation's international operation are placed at risk. Additionally, the disillusioned manager may sever her or his connection with the corporation, thereby creating additional problems and costs for the firm (Roberts, Kossek, & Ozeki, 1998).

One of the most debilitating of organizational phenomena is a high rate of turnover among managerial personnel. Within this context, turnover among expatriate managers has been found to be substantially higher than the rate of turnover for domestic managers. For the organization, expatriate managerial turnover can create a nightmare situation because of the difficulties involved in obtaining, training, and installing replacements. For the individual managers involved in such situations, the outcomes can be career crippling (Tung, 1999).

Corporations conducting foreign operations require an effective means of predicting the success potential of personnel assigned international managerial responsibilities. A relatively lar

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tested a model of job satisfaction which assessed the effect of role clarity on perceived satisfaction. The finding was that the output component of role clarity did not significantly influence perceptions of satisfaction, but that the behavioral component of role clarity did have a statistically significant effect on perceptions of satisfaction. The preponderance of the evidence in the literature appears to support a conclusion that performance is the antecedent of job satisfaction (Brown & Peterson, 1993). Role clarity, thus, should be addressed effectively in an organizational career management process for international assignees. Decision Process Participation and Career Management for Expatriate Managers Research indicates that managerial satisfaction increases as participation in the organizational decisionmaking process increases. Naumann (1993b) found that participation or the absence thereof in decision-making process was a major source of dissatisfaction among expatriate managers, and that effective pre-departure training can mute the development of such dissatisfaction. Frucot and Shearon (1991) studied managerial performance and job satisfaction among Mexican managers, however, with different results. This stu
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Some common words found in the essay are:
Miller Jablin, Sparrowe Liden, Brady Brady, International Assignees, Kossek Ozeki, Dreher Ash, Frucot Shearon, Stening Hammer, Turban Dougherty, ASSIGNEES Introduction, job satisfaction, expatriate managers, career management, pre-departure training, international assignees, naumann 1993b, assigned international, managerial personnel, personnel assigned, role clarity, personnel assigned international, career management expatriate, perceptions job satisfaction, tett meyer 1993, brady brady 1994,
Approximate Word count = 2409
Approximate Pages = 10 (250 words per page)

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