A review of expatriate staffing practices in Australian business enterprises

Abstract

Abstract This paper evaluates the findings from a study of the expatriate staffing practices in twenty Australian business enterprises which have a physical presence in the East Asian business region. Results of the study suggest the need for expatriate staffing practices that, (a) use multiple selection techniques and sources. (b) understand and communicate the expatriate role clearly, (c) provide systematic training for the role and its environment, (d) acknowledge different performance expectations, (e) are career focused for the individual and the organization, (f) ensure effective compensation and, finally, (g) enrich the role to ensure appropriate decision-making authority and organizational learning. Implications of the factor constructs identified would confirm the need for a stage-interdependent perspective to expatriate appointments: that is. Recognizing that each stage of an expatriate appointment. i.e., prior to, during and following an appointment. is effectively linked to each of the respective stages. In addition, that the expatriate appointment is matched to a firm's international business strategy. Keywords: Adjustmentcareercultureexpatriateinternationalstaffing