Putra Business School

International Human Resources Management (GSM 5580)

Lecturer Dr. Zuraina Dato Mansor
Lecturer:

Case study analysis:

Jaguar or Bluebird

Prepared by:

Dr. Raimond Selke GM05322

Jasur Hasanov PBS1211203
Li Choon Shyong GM05255
Mohd Safri bin Jappar PBS1311183
Syed Zikril Hakeem PBS1211065
Cheng Wee Kang PBS1311024
Peyvand Hajian PBS1311141

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 Table of contents

1. INTRODUCTION........................................................................................................................................3

2. CASE ANALYSIS AND RECOMMENDATIONS ..................................................................................5

2.1. The importance of repatriation and inpatriation process (question 1) ...............................................5

2.2. Role of Energem Company Mark's repatriation process (question 2) ...............................................7

2.2.1. Framework for Managing a Re-Entry-Process ......................................................................7

2.2.2. Issues and Solutions .............................................................................................................10

2.2.3. Re-entry Training .................................................................................................................12

2.3. Recommended repatriation programme (question 3) ......................................................................13

2.4. The impact of unsuccessful repatriation (question 4) ......................................................................15

2.5. Recommendations for Mark to make on his professional front (question 5) ..................................17

2.6. Recommendations to retain Mark for the position in the Netherlands office (extra question)........19

3. REFERENCES...........................................................................................................................................21

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1. INTRODUCTION
This case study is about the dilemma regarding either career development of an expatriate
after repatriated to his home country or a more family focused life. Expatriation was always
perceived as promotion. However, there were quite a number of issues need to take in
consideration to succeed international assignment such as cross-cultural issue, expatriates
capabilities, family support, and so on. Expatriate needed to compromise all the possible issues,
therefore their expatriation life become meaningful. Whereas one may feel that they lost their
original role in the organization and probably demotion when repatriate. Both the organization
and candidate for international assignment needed to pay detail attention on these aspects. The
character of this case study, Mark was having difficulties about his international assignment
ended and repatriated to Singapore.
Mark was a Singapore expatriate who held an international assignment of his company in
London. He was completing his assignment soon and had to consider whether to continue
international career or return to his home country. He had to take in consideration of this career
development and the needs of his family. He and his family had adopted Western lifestyle and
lived happily in England. It was a hard decision for him to make. He could either continue his
international career path to ensure his career development or prioritized his family needs by
scarifying his career development.
Initially Mark was excited about the offer from his company. Acceptance of the offer
could mean promotion to him. The advantages of becoming an expatriate certainly attract him to
accept the offer. The position offered to him was one in the senior management category. He
would be close to Gods at corporate headquarters. He could relish challenge of living and
working oversea. Besides, he was offered attractive salary and expatriate benefits package. His
wife, Linda was willing to give up her job as private banker to follow him on the assignment
where she could take a break and spent more time with her children.
Apart from the above advantages, difficulties during international assignment were
inevitable happened. Although he could mix with new colleagues and settled into his new office
easily in short time, some of his colleagues seek his expatriation as the company just to show its
valued diversity. Some of them did not think that someone from Asian subsidiary would have the
knowledge and ability required for the job. However, Mark tried to prove his expertise to his
colleagues by performing well in his job and few years of experience in the related field. In the

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same time, he was able to make used of the expatriate assignment opportunity to hoe his cross-
cultural skills. Besides, he is able to expend his network of contact within and outside his
company.
Mark and his family found that they were easily integrated into English lifestyle. They
had common activities as local people. Mark frequently joined church activities as he and his
family was Christian. They built good relationship with neighbor through local dinner parties and
picnic during leisure time. He gained support from his family for his international assignment
because Linda was enjoyed her life in England where she was a full time housewife. She quickly
built good relationship with neighbor through exchanging of gardening skills and cooking
recipes. In addition, they eagerly adopted the typical English countryside lifestyle.
Mark finally decided to return to his home country despite demotion of his career
development. He made this decision because of his wife yearning to return home as she would
like to take care of her mother. They had to give up everything they had in England. After return
to home country, they realized that everything in England were only a dream in Singapore.
Although they stayed in luxury condominium in Singapore, but the vastness of the English
countryside and the lifestyle they led in England kept appearing in their mind. Besides, Mark lost
his role in the organization. Moreover, failure in job application of Linda made her felt the
tension and upset. She does not have the similar topic with her peers since they always talked
about their jobs and office politics. Apart from that, their children could not make new friend
because of difference of their language. These outbursts had reminded Mark of his own
frustration with his current job situation. He started to have the intention to look for better
opportunity outside his current company.
In conclusion, the main problem in the case was taking place because of lack of proper
repatriation process. Analysis were conducted to the case study to figure out the main cause of
problems had been covered and solutions for them had been suggested based on academic
journal and practitioner method.

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2. CASE ANALYSIS

2.1. The importance of repatriation and inpatriation process (question 1)

Explain what is the importance of repatriation and inpatriation process in this case?

Repatriation and inpatriation are two components which affect the work performance and
hence the growth of the organization. The two IHRM-monitored aspects should not be neglected,
although they are conducted after an expatriates assignment or before a foreign assignment to
the parent company.

Repatriation covers three main aspects and is relevant for an expatriate who returns to the
home country:

Sponsor back home

Career Counseling
Cultural Reorientation
Repatriation is part of an international assignment and comes at the end of the duration of
the project, i.e. after Analysis of Job Requirement, Analysis of Country of Assignment,
Evaluation of Candidate, Preparation of Candidate/Family, and Adequate length of Assignment.
All these factors determine the successful expatriate experience. As an expat usually sees an
increase in his / her payment and higher career mobility, these factors should not be overseen
when it comes to the repatriation. (Harvey, M.G., 1982)

Inpatriation refers to the process, whereby an employee from the foreign subsidiary or
joint venture is relocated to the parent company. Such posting is often for a short period of time.
Within this time frame 1 to 2 years the foreign employee often receives teaching and training
from the perspective of the Head Quarter. The issues linked to inpatriation are similar to the one
for the selection process of expatriates. The issues are now from the receiving end. Among these
facts to care about are: effective screening candidates, measuring cultural adjustment ability and
technical skills, screening for family situation and possible problems, schooling for children,
housing needs, and foreign language skills. Therefore, support service and cultural adjustment
training are parts for an overall successful inpatriates adjustment.

Applying these two important terms on the case study, the following findings were made:
As Marks assignment comes to an end; the repatriation process does not work very well for him.

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Both employee and employer are responsible for this. The employee Mark should have been
more pro-active in identifying opportunities and constraints during the repatriation process. The
employer a subsidiary of Energem in Singapore should also be careful in respect to the
repatriation process for Mark and his family from England to Singapore. The repatriate and his
family have obviously very big problems in readjusting the previous lifestyle. It is difficult for
them to relearn the culture and lifestyle, plus new issues occurred during the stay abroad period.
The father of Marks wife Linda past away and extra effort is now needed to take care of the
ailing mom of Linda. Like the family situation the overall cultural and country specific situation
is moving forward and hence, these changes the expat and his family have to cope with, e.g. the
language issue with Singlish. Therefore, an extra informative talk before departure to England
for the lucrative assignment should have point out the possible issue after returning to Singapore.
This would have averaged out the overwhelming pros with the often overseen cons regarding
stay and work broad. This includes also the career plan opportunities offered by the Singapore
branch.

For the Energem Headquarter in England we believe that they should have considering
their selection process for the refilling of the Regional General Manager (Asia Pacific) vacancy
more carefully. They chose a former co-worker of Mark from the Singaporean subsidiary. Mark
had high expectations for maintaining the convenient life with a meaningful job assignment as an
expatriate. He had expressed his interest in the refill of the mentioned post. Hence, Mark,
discouraged from his work plus the stress related to his family matters, is facing now pressure
from two sites. It will need all efforts by Marks family and the companys help to overcome this
situation for the personal benefit of Mark and for the organizational growth. Otherwise Mark
might be looking for a new employer. (Dowling, et al, 1999)

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2.2. Role of Energem Company Mark's repatriation process (question 2)

What role can Energem Company play in order to help Mark ease his repatriation process and
increase the potential for a successful repatriation?

The re-entry process can be seen a complex transition process, which not only affects the
returnee (and family) but touches upon many the social systems (i.e. friends, family, work
environment etc.) the returnee is part of. The challenges for each member of the social system,
however, are different and specific.

2.2.1. Framework for Managing a Re-Entry-Process

No international assignment is complete without a successful repatriation. It is crucial to

have a sequence of steps in place, to guide everyone through the whole process.

Actually, repatriation begins when the expat hasnt even left the home country. A
long-term career plan should be discussed between the employee, his or her superior and the HR
manager before expatriation. Since it wont be possible for HR management to promise a certain
position without losing credibility, outlining the path to be followed would be important. In case
this path has to be changed due to organizational requirements, this should be discussed with the
repatriate as soon as possible.

The actual planning for repatriation starts about a year before the end of the
contract. First of all, it should be considered if returning to the home company would be the
appropriate step.

The alternatives are:

Extension of expatriation (new expat-contract).

Transfer to host-country (contract to local condition).
Expatriation to a third country.

The following parties should be involved in the planning process according to Stroh, K.L. et al
(1998):

The employee himself should write a report that includes a self-assessment and describes
career goals. The report should include: competencies acquired abroad, the main experiences,

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expectations and perspectives for the future. Also, the expat should be encouraged to write
proposals how his experiences abroad can be used in the company.

HR managers of home- and host-country (together with the line-manager in the host-
country who is senior to the expat) should assess the skills that the expat has gained during the
experience abroad. The HR manager of the home-country reviews potential job-openings
together with the boss of the home unit and other line managers.

The line manager senior to the expat in the host country also has to ensure succession-
planning (in co-operation with the HR-manager).

During the whole expatriation, providing information, especially on organizational

changes and new projects is extremely important: Help the repatriate understand communication
channels. The responsibility for the information flow is shared between the home unit and the
expat. Written information should be complemented by regular visits to the home company.
These visits also help the expat to maintain contact and to sustain his or her professional
network. Furthermore, the expat doesnt have the feeling to be out of sight, out of mind.

A good idea would be to assign a mentor to every expat, whose tasks are to maintain
contact and to support the expat, esp. with finding an appropriate position after expatriation.
Mentors should have their own experiences with international assignments and should not be
direct superiors of the expat.

Repatriation is a progressive process which should start 9-10 months before the end of
international assignment. The procedure and steps to be taken during the period of 9-10 months
is given by the Gantt chart below:

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 Periods 9 months before 6 months before 3 months before Repatriation Few weeks 3 months after 6 months after
Actions after
repatriation
Step 1 Nine to six months before returning home, the
repatriate, the HR-manager of the home-country
and the superior discuss which of the available
jobs best fit the expats capabilities and the
organizations needs.

Step 2 Six to three months before repatriation, the

relocation process to the foreign location and the ways
in which the employee and his family have changed
because of this experience should be reviewed, either
with the help of an HR person or during a training
session.

Step 3 The last three months before the return trip

should be reserved for organizational purposes,
finishing current project and saying goodbye to
all the people the family has met during their time
in the host country.

Step 4 Organize re-entry training with an internal trainer (or offer

an external co-trainer) for the repatriate and his family.

Step 5 Encourage the repatriate to write a

proposal for ways in which the
company can use his international
skills, and intercompany insights
at that specific foreign location.
Reassessment of the adjustment
process to identify any remaining
problems that the employee and
his family might be having.

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2.2.2. Issues and Solutions

The Receiving Unit

The responsibilities of the receiving unit (esp. the role of the superior), such as the
discussion of a long-term career plan and providing information throughout the assignment, have
already been mentioned above. But there is one more important aspect for the receiving unit
before the repatriate comes back: The team requires some cross-cultural training in order to be
able to understand the returnees perspective and not to misinterpret the actions and words of the
returnee. Those who stayed at home should be prepared that a different person somebody they
dont know will come home. (Black, 1992; Black & Gregersen, 1999)

These hints might help those who receive the repatriate upon his or her return:

Take into account the disappointment of the returnee: He had expectations concerning his
situation at home, wants to bring back what he has learned abroad etc. Moreover, many
repatriates have to get used to the idea, that they are not somebody special anymore.
Abroad, he might have had a much bigger responsibility and has lived in a privileged
situation.
The team (including repatriate) should be motivated to work towards a common goal:
This unites the team and clarifies the contributions of every team-member to the
achievement of the goal. The team needs to understand the value of returnee, but the
repatriate himself has to see that the others also have a lot to offer and to contribute.
Make sure the returnee is given the opportunity to use & integrate knowledge: Giving
him a chance to present what he can add to the team would be one step to do so, but
should be done with caution: It might be perceived as bragging.

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The Returnee (Spouse, Children)

For the returnee, both family and career issues require attention:

Each member of the family faces different challenges. Therefore, it is important to communicate
about the re-entry process within the family, so that the most appropriate solutions can be
worked out.

Typically, the following issues arise:

Returnee expects recognition and career-move upon return

If returnee and/or spouse are looking for a completely new start in the job-market at
home (no return to the previous employer), this can be a very frustrating and challenging
situation, as they may not be received with open arms
Children will be foreigners at home, might hate school, will need lots of support
Finding new friends who appreciate international experience might not be easy

The following steps can be part of a solution:

All areas of life:

Pro-active approach to repatriation, information-search, early preparation
Maintaining home contacts, both private and professional, while abroad
Network with other repatriates and people with international experience

Career management:
Communicate expectations to company
Think through career-plans (be flexible, short-term, long-term aspects)

Family:
Consider leaving teenagers to stay on at school abroad, or have them attend an international
school at home
Meet other international families with children

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2.2.3. Re-entry Training

Re-entry training should be offered to the returnee, the spouse and children. Typically,
such training is of one or two days duration. The objectives of this training are to help the
returnees get some closure on their experiences abroad, as well as putting the experiences of a
reverse culture shock into perspective. During the trainings, participants get the opportunity to
talk about their experiences and to be heard.

The training process helps the participants to

integrate some of their experiences
understand that their feelings are part of an adaptation process (and not a personal deficit)
develop coping strategies
Overcome feelings of disorientation and loneliness.
If the training is conducted in groups of returnees (returning from the same culture), an
added benefit is that the returnees may form a network to support each other in their further
integration process.

Since a re-entry-training can be a very personal and emotional process, organisations are
well advised to have an external trainer conduct the training. This allows for a maximum of trust
and breathing space. If HR-management aims to get direct feedback or an atmosphere check
from the returnees, it is more appropriate to either hold a one-on-one debriefing session, or to
join the re-entry training at a pre-arranged time at the very end of the training session. (Napier &
Peterson, 1991; Baughn, 1995)

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2.3. Recommended repatriation programme (question 3)

Suggest the repatriation programme for the employee, spouse and family members.

One of the major problems facing by MNE nowadays about repatriation of expatriate
after completed their international assignment is high turnover rate. Many of them left the
company within two years after return. This could mean a significant lost to organizations due to
loss of skills and knowledge acquired by expatriate during international assignment and cost of
recruiting and training new staff (Avril & Magnini, 2007). There are several aspects need to be
considered for employees repatriation.

Career Management
International assignment able to increase employees carry opportunity within the
organization after repatriation (Suutari & Brewster, 2003). However, more than half of repatriate
claimed that they were less satisfied with their job compared the one they have developed
abroad. Without proper career planning, employee felt that their role in the organization after
repatriation was not significant. Meanwhile, only 14% of organizations with international
assignment conducted career planning with their employees. Before expatriation, the
management and employee need to discuss on the career planning along the international
assignment. Therefore, employee was able to perceive their career advancement upon return to
home country. As in the case study, Mark did not find a suitable position which his qualification
matched in the organization in home country. It is obviously shown that no proper career
planning had been conducted by the company with employee. The organization should help
Mark in re-entry position and career path assistance to ensure the knowledge and skills he leant
during international assignment were able to implement in company in home country.

Training and mentoring received

It was suggested that there should be training provided for employee while repatriation
(Black & Gregersen., 1991). Training was able to increase employee work motivation during
repatriation (Jassawalla, Connolly & Slojkowski, 2004). Mark started to feel bored with his
current job. Repatriation training should be conducted by the organization to Mark to increase
his work motivation. Besides, training and mentoring should be provided to marks family

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member as well. They may assist on the children adaptation in home country education system
and local cultural as they grown up in England since very young. Proper reverse cultural shock
training should provide to his wife as she was unable to adapt to local culture.

Clarity of repatriation process

Employees need to understand the repatriation characteristic in advance. This enables to
make the repatriation process easier. Besides, the clarification enable expatriate make adjustment
to their general live upon repatriation as what they had been told earlier. The may be prepared for
the possible assignments in home country company upon repatriation. This helped to retain the
employee in the organization and reduce dissatisfaction of employee. No clarification had been
made in the types of assignment and compensation he could be offered upon repatriation. Mark
could not find job satisfaction in home country company. If clarification was made before
expatriation and Mark was understood, he shall make decision on whether to accept the
international assignment.

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2.4. The impact of unsuccesful repatriation (question 4)

What would be the impact of unsuccessful repatriation? Please provide a real case example.

Generally, expat will assume the home environment will be the same; he/she has
usually lived a life changing experience. The unsuccessful repatriate will cause expat assume that
practices in the workplace of origin will be unchanged and professional relationships can be
picked up where they left off. Below are some impacts of unsuccessful repatriation (Black,
1992):

Leaving the company: Feelings of frustration are commonplace if accompanied by few

or no opportunities to maximize any new skills or experience. If the expat experience
does not seem to be valued will be intensified. Unmet expectations can even lead to
depression and the employee leaving the company. This can increase the turnover rate
and this is a poor ROI on talent management investment.

Culture shock: Many cultural changes will have taken place in the culture of origin
during the international assignment which the expat will not have been part. The expat
can feel like a foreigner in his or her own country and customs and practices that were
once completely normal to them now seem alien.

Family problem: This is part of the thinking process that needs to be re-examined by
many companies as the professional and personal continuum is blurred during the return
to the country of origin. The expat not only has to manage his/her professional re-entry,
but will be impacted by negative experiences to which the family is exposed. So if the
trailing spouse and any children are struggling, then the expat will be under even greater
pressure professionally.

Demotion in rank and feeling bored with the job: Depending on the seniority of the
assignment expats miss very often the financial perks of an international mission which
could include company car, petrol allowance, school fees, flights home etc. On the return
these benefits tend to cease.

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 Lead to indirect and unexpected costs: Indirect costs connected to underutilization of
key employees, loss of key employees and inability to recruit employees into
overseas positions. These issues can bring indirect costs, such as the energy, effort, time
and money it requires to find a new employee if the repatriate leaves the home company
because he/she is unsatisfied; the costs of losing that specific knowledge or skill that the
repatriate leaving has, the cost of educating new personal; the costs of repairing a bad
reputation about international assignment; the costs of having unmotivated personnel; and
the costs of motivating these employees again.

A real Case Example

The example of case study is that Mohammad Company of Aquerate, he felt as though
their homeland had changed upon repatriation, he cannot get used to it. Mohamad explains that
he expected Iraq to be exactly as he remembered it, but instead discovered that major changes
had occurred:

In the five years I have been away from Iraq, I had an image in my mind of how Iraq
was five years ago. When we returned, I thought it would be the same as that image, I did not
realize that huge changes had happened in those five years, I totally cannot follow the step of
Iraq.

In this case, Mark has to face the challenge of repatriation, he has to make used of it. Not
only Mark, but his family also must manage to adopt it. Besides, Energem also play a crucial role
to provide repatriate training for them. It is very important to help them dealing with reverse
culture shock and transferring knowledge. Research has shown that a home culture can seem
strange after having spent a period of time negotiating a new culture. Providing repatriates with
an outlet to discuss their feelings can be crucial to successful repatriation.

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2.5. Recommendations for Mark to make on his professional front (question 5)

What next step would you suggest for Mark to make on his professional front?

First of all we need to define what is meant by professional front. By definition, based
from TheFreeDictionary.com, professional front can be defined as a position of leadership or
superiority in the workplace or particular endeavor of field. To put it simply, the question refers
to what sort of action/s does Mr Mark Chan needs to take in order to rectify his problem on his
professional work, where his wife and kids are not happy after returning back to their home place
in Singapore; with himself simply put demoted to a lower position with lower salary, no
expatriate benefits, lower scope of work and challenges; all of Mark Chans family are basically
not satisfied in Singapore where it isnt like what it was in the UK, with smaller cramped
apartment, no garden to work your Green Thumb, no more fancy sport or classic cars, and for the
kids, no self-understanding peers at school as well as their lovely house dog the Old English
Sheepdog. Mr Mark Chan, is now left with a few options on what he needs to do next. Either
fight or flight is the options that must be chosen by Mr Mark. Thus the following will discuss on
the actions that Mr Mark can take for his situation at the moment.

One of the first of choices that Mr Mark can make is that he can patiently wait for another
international assignment to be passed on to him. Since, his boss at HQ, the Global Vice
President, has promised him that should any relevant vacancy of the suitable be available, and
then he would be the one chosen to fill it first thing. Though, after long months of waiting, the
call didnt arrive and as an option, we suggested to endure it a little bit more. In addition, Mark
could also inquire his colleagues, and not just your boss at HQ, on whether there are possible
openings for a position that can happen to spring at any time soon. Rumours, gossips and the
latest talk of the office are what is needed by Mark in order to know what is going on at HQ or
the other subsidiaries. Mark can also look at the company Memo should the management posts
such information on any job openings in the company. Afterwards, he can quickly grab the offer,
and send in his resume to HR office.

The other option that Mr Mark Chan can take is to convince the senior management of
his company, Energem Singapore or even with the top management at HQ altogether. Mark was
dissatisfied with the way that he has been treated, whom he had possessed various international

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level assignment experiences throughout the years, and yet was not acknowledged by the
company and in fact, he was given a lower job position with lower salary, no expatriate benefits
and definitely smaller job scope as well. To make it worse, his wife and two sons are also on the
same boat, feeling sad, unhappy and depressed about everyday life in Singapore; where it is not
what it used to be in the English countryside. As a matter of fact, he could join the Workers
Union for management level staff, where he could voice out his concerns and problems via the
right channel and towards the right person. Its a tough hill to climb, but if you dont fight for
something, how could you possibly hoped to earn it? As said in the famous saying, Great things
in life dont come easy. Fight for what you want to earn it.

And lastly, is the most pessimistic approach of them all, where basically, Mr Mark will
make a run for it, literally. In fact, he could just quit the job altogether and find a better one
instead since the company hes working right now, doesnt value much on their workers
especially based on how many years that they have worked or how much experience that they
have accumulated over the years. He could afterwards search for a new job either somewhere in
Singapore, if hes comfortable with life there (obviously hes not), or he could search elsewhere
around the world, particularly, way back in the UK (where the whole family loved it there). He
could ask his ex-colleagues in the HQ about possible job offers in the UK, or Mark could scour
the web for company address and web e-mails to send them his resume. In addition, he could
also use job recruitment services; for example an UK version of those available in the Southeast
Asia region such as JobStreet.com. When there is an opening somewhere in the industry that he
could be interested in, the scouting service, could inform him quickly on the details. Plus, his ex-
clients back when he used to work in the UK can also be of his linkages to good job offer in the
UK as well.

Thus, these are some of the options that Mr Mark can take in order to rectify on his
problems. Though, in the end, he needs to weight on all of them together to find the sweet spot to
balance out the positives and negatives of each actions, since his familys is also at stake here
and he doesnt want to ruin their everyday lives just as what they are experiencing right now in
Singapore.

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2.6. Recommendations to retain Mark for the position in the Netherlands office (extra
question)

What are the actions the company could take to retain Mark for promotion / positioning in the
Netherlands office?

As a responsible person in a special M & A projects in the IT Group, Mark is a key

employee in the company. He also was a hardworking, very dedicated and has the potential to
hold higher position. This is why in the last few years as an expatriate he has been promoted to a
level 1. This shows that he is an important person in the company.

Recognizing the importance of Mark to the company, the company can retain Mark to
continue to serve as an expatriate in the company. Among the proposed action to be taken to
maintain Mark are as follows:

a) Career Development

Mark will be offered a position as a Global Strategy Manager for Energems special M &
A projects in Netherlands office. Global Strategy Manager is in the level D. If Mark accepted
this offer this would mean a promotion to level D.

Energem will offer responsibilities and roles to Mark. This is to allow Mark to contribute
ideas and be able to play more of a role in the company. The company will also offer the
appropriate job to his wife. For example if she has a degree in account the company can offer her
to be an accountant in Energems subsidiary in Netherlands.

b) Compensation

If Mark accepted a position as a Global Strategy Manager, salary and allowances will be
increased.

Moreover contracts for Mark will be extended for another 3 years and at the same time,
salaries and other allowances will be increased by 15%. Plane ticket to go back to Singapore will
also be given to his parents and his wifes parent other than plane ticket for him, his wife and his
children.

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 To allow Mark to concentrate on his career Energem offers first class ward (hospital care)
to Lindas mother.

c) Vacation Entitlement

The company recognizes that the family is very important to Mark, to allow Mark to
devote more time to family of companies offers to Mark paid holiday of 20% higher than those
enjoyed now and an additional 4 travel days.

d) Mentoring relationships

Mark is an experienced in the international assignment, so the company appointed him as

a mentor to the new expatriate. In addition, Mark was appointed to the selection panel expatriate
candidates for the company. The company will also hold a dialogue where he can share his
experiences working as an expatriate.

e) Special Award

This award is given to Mark for his contributions during his tenure as an expatriate in the
company. This will give new momentum to the expatriate to serve you better in the future. This
recognition will be included in the company's internal newsletters. This will also help create a
company culture that supports cultural diversity and international assignments.

f) Special Meeting

The company will also hold a special meeting will discuss current issues such as family
problems, career, and environment. In addition, the company will also try to help if Mark wants
any help; it is also can be discussed in the meeting.

The meeting also discussed Marks career goals and his plan after the expiration of his
contract as an expatriate.

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3. REFERENCES:

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Dowling, P. J., Welch, D. E., & Schuler, R. S. (1999). International human resource
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Jassawalla, A., Connolly, T., & Slojkowski, L. (2004). Issues of effective repatriation: A
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Stroh, K. L., Gregersen H. B. & Black, J. S. (1998). Closing the gap: Expectations versus
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Suutari,V. & Brewster, C. (2003). Repatriation: Empirical evidence from a longitudinal study
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