International Managerial Personnel

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 large body of literature has been developed that indicates, at a general level, that the success potential of individuals assigned expatriate managerial responsibilities is a function of the level of job satisfaction. Career management for managerial personnel assigned to interna

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e 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 study tested hypotheses related to the effect on job satisfaction of participation in decisionmaking processes. The study found that higher levels of participation did not lead to higher levels
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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, Positions Organizations, job satisfaction, expatriate managers, pre-departure training, career management, naumann 1993b, international assignees, assigned international, role clarity, personnel assigned, personnel assigned international, mueller 1996, perceptions job satisfaction, frucot shearon 1991, job satisfaction expatriate, satisfaction expatriate managers,
Approximate Word count = 2375
Approximate Pages = 10 (250 words per page)

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