{"id":74908,"date":"2021-11-06T00:25:24","date_gmt":"2021-11-06T00:25:24","guid":{"rendered":"https:\/\/essays.homeworkacetutors.com\/challenges-for-women-expatriates-on-international-assignments\/"},"modified":"2021-11-06T00:25:24","modified_gmt":"2021-11-06T00:25:24","slug":"challenges-for-women-expatriates-on-international-assignments","status":"publish","type":"post","link":"https:\/\/www.colapapers.com\/us\/challenges-for-women-expatriates-on-international-assignments\/","title":{"rendered":"Challenges for Women Expatriates on International Assignments"},"content":{"rendered":"
\n

Introduction<\/h2>\n

A significant growth in cross-border worldwide business activities driven by globalisation have augmented the importance of International Assignments (IAs) (Culpan & Wright, 2002). International mobility of workforce is getting widespread in multinational corporations (MNCs). It has become an uphill task to find right employees with specific skills and capability keen to relocate for multinational companies to gain success on their global business projects (Caligiuri & Cascio, 1998). As international competition intensifies, the expatriates assume a significant role<\/a> of conducting business across diverse cultures. Multinational enterprises have to urgently expand the worldwide talent pool and consider female candidates possessing potential talent as compared to male counterparts (Xavier & Doris, 2014). <\/p>\n

Menzies (2012)
\nargues that due to the presence of \u2018glass border\u2019 the participation of women on
\ninternational assignments in MNCs even today remains substantially low. Linehan and Scullion (2001)
\nestimated that only 3% to 15% of expatriates are women on overseas assignments.
\nThe number of women pursuing a career in global organisations into higher
\nmanagement positions is growing (Peter & Lakshmi, 2017).
\nTransnational corporations gain an advantage by hiring women which facilitate the
\nexpansion of company\u2019s knowledge structure. Women can be associated as a valued
\nand untouched source of human wealth for global enterprises.<\/p>\n

Expatriate
\nmay be defined as an individual\u2019s sent by a multinational enterprise on
\ninternational assignments in foreign countries for a specific timespan (Xavier & Doris, 2014).
\n\u00a0Peter and Lakshmi (2017),
\nin their study, reported that it is a challenging task for MNCs to distinguish,
\ncaptivate and keep hold of skilled expatriates to gain competency in this international
\nenvironment. International projects are becoming more demanding which comprises
\nworking in diverse and risky cross culture environment with higher
\naccountability. The expatriates must possess cultural awareness and unique
\nskills to adapt and adjust in the host country.<\/p>\n

Forster (1999)
\nargued that there is the limited number of books focusing on the women\u2019s role
\nin international assignments. As compared to male, female on global expatriate
\nprojects are visible on accepting additional work and non-work task. This issue
\nis worth for examining as the number of women is noticeably lesser out of the
\nhuman resource pool for global assignments. Sharp (2018) have agreed that women
\nmanagers are understated in IAs as selection process is ad-hoc and informal
\napproach and there is a need to focus closer to explore more opportunities for
\nselection of females in the international placement.<\/p>\n

The research aims to address the challenges and barriers<\/a> confronted by women expatriates on international assignments in their career advancement to senior managerial place. On a deeper level, the research paper attempts to obtain an improved understanding of the factors influencing women\u2019s participation in IAs. The objective of this paper will be to spotlight the implications of various barriers for global human resource organization. The contribution of this research paper will be by contributing to emerging scarcity of female global managers willing to work on IAs. According to Linehan and Walsh (1999), nearly 15% of candidates decline the application for IAs because of the occupation of the partner\u2019s. The numerous problems for instance family issues, relocation, repatriation and financial instability acts as a hurdle for appealing the employees. Menzies (2012) found that almost 25% of repatriate employees tend to resign from their companies less than a year of repatriation due to the loss of career in home country.<\/p>\n

The
\nliterature review will study and examine the factors that act as a barrier for
\nwomen to obtain global career opportunities. This would be a significant area
\nof research, as the knowledge and expertise that women are endowed with act as
\nan essential role towards the success of IAs for multinational companies.<\/p>\n

In
\nthe subsequent sections, a review of the literature on women in international
\nassignment will be studied in-depth that formed the basis for their selection
\nby multinational enterprises. Following this review would further help in
\ndetermining the challenges encountered by women in their global careers. Furthermore,
\nit leads us to the discussion and recommendations that would conclude the
\nresearch paper. Finally, outlining the future research prospects.<\/p>\n

Literature Review<\/h2>\n

The
\nreview of literature discloses that the numerous research has been conducted on
\nexpatriate managers, however, the women\u2019s position in global projects are not considered
\nmuch (Menzies, 2012).
\nMenzies (2012)
\nstudy shows that family concern and gender discrimination are found to be the reason
\nof the slower growth of women expatriates in the global market. It was also
\nfound that women expatriates are honoured for their performance as compared to
\nmale expatriates in North America. A study by Linehan and Scullion (2001)
\non female expatriates in Japan reported that American female expatriates were
\nas effective as their male expatriates and argue that multinational enterprises
\ncan reap the benefit of widening the potential expatriate\u2019s pool by including
\ntalented women managers. Similar to this view, Forster (1999) shows
\nthat women are inspired and successful in pursuing the international career as
\ntheir male counterparts. However, in absence of company\u2019s support, the chances
\nof women to be nominated for IAs are very less. Linehan, Scullion, and Walsh (2001)
\nargue that despite the implementation of European Union protocol to ensure
\nequal work opportunities for women to gain equal pay, the number of women
\nadvancing their career at higher management designations has been very slow based
\non the 50 senior global women managers research conducted in Europe.<\/p>\n

Caligiuri, Joshi, and Lazarova (1999),
\nin their study, have proposed a model with four precursors namely, personality
\ntraits, organisational support, family support and host nationals\u2019 attitude
\ntowards female expatriates for predicting the success of female international
\nrepresentatives. Fischlmayr (2002)
\nclaimed that there are numerous reasons why MNCs are unenthusiastic to send
\nfemale managers on IAs, for instance, stereotypical view of personnel managers,
\ncultural factors, gender-based stereotypes and self-perception of females. On
\nthe contrary, Van Der Boon (2003) suggested
\nfrom their case study research comparing the management styles of\u00a0 900 female to 900 male managers and career
\nstrategies adopted by women expatriates in international projects and analysed
\nthat women managers encountered the major barrier from within the companies.
\nThe research shows that women\u2019s phraseology of leadership is significant in
\nhandling emotions and result-oriented at work, whilst their male managers are
\ndecision makers and involved in analysing business policies and planning
\nstrategies. MNCs have realized the need for requisite skills possessed by women
\nfor instance, intuitive and empathy and grabbed the attention of incorporating
\nthem into their labour force.<\/p>\n

Culpan and Wright (2002)
\nmention in their research study that researchers have been negligible on
\nresearching female\u2019s viewpoint on their job satisfaction on global work
\nenvironment, whilst researchers were more attracted on the success, cultural
\nadjustment and accomplishment of expatriate managers. The research investigates
\nthe four key factors which include, distinct features and skills of female
\nexpatriate managers, the nature of job design in international assignments,
\nglobal workforce policies of MNCs and cultural factors in the host country. On
\nthe other hand, Caligiuri and Cascio (1998)
\npropose four variables such as individual characteristics, organisations
\nsupporting policies and practices, family adjustments and attitude of the host
\ncountry as building blocks to predict the success of female expatriates.<\/p>\n

Mathur-Helm (2002)
\nexamined the in-depth interview of 25 female expatriate managers from MNCs
\noperating in South Africa and explored the challenges faced by female managers.
\nShe classified questions for the interview into four categories viz., social
\nand family issues, work related issues, selection and gender discrimination
\nissues and lastly, cultural and environmental issues.<\/p>\n

Though
\nthe literature highlights the growing importance and opportunities of women
\nexpatriates in the international business environment. Most of the studies
\nfocus was on analysing the willingness of females in IAs as compared to males
\nand discriminatory policies of companies. There is a need to emphasize the
\nissue of women\u2019s involvement as an expatriate to advance on their global career
\nladder as important. <\/p>\n

Barriers related to women\u2019s participation in IAs<\/h3>\n

The
\nliterature review reveals that the many studies have been conducted however,
\nthey lack in developing a broader model of barriers related to women\u2019s
\nparticipation in IAs (Menzies, 2012).
\nThe researchers have tried to study the constraints faced by women expatriates
\nfrom individual and multinational corporation\u2019s viewpoint, very few studies
\nhave scrutinized this from macro and interpersonal standpoint. In this
\nfollowing section, I would discuss four main factors, namely, macro,
\norganisational, interpersonal and individual in detail to understand the
\nbarriers related to women expatriates on international assignments.<\/p>\n

\"Factors
Figure 1: Factors related to the participation of Women in IAs. Source: (Menzies, 2012, p. 351) <\/figcaption><\/img><\/figure>\n

1.
\nMacro Barriers<\/h4>\n

With
\nthe rapid intensification of globalisation and liberalisation, it has brought a
\ntremendous change in the international business environment. Globalisation has
\nincreased the competition and impacted international human resource management
\nto employ expatriate staff to undertake international projects by taking
\nadvantage of women workforce. Consequently, more women\u2019s pursuing international
\nassignments could be seen with an increase in globalisation in international
\nmarketplace. Further, cultural factors of host nationals are the major
\nperformer in which the women expatriate do her work. The foremost anxiety while
\nsending female expatriates on IAs is whether the host countries nationals would
\nbe willing to work with them or not as business colleagues. Caligiuri et al. (1999)
\nshowed that the success of women expatriates is likely to increase in countries
\nwhere females are well acknowledged for their work in organisations. However,
\nthere are countries in which the female expatriates have to face a difficult
\ntime at professional front and sometimes it becomes impossible for them to work
\nwhere cultural issues, for instance traditional, regional or leadership
\nconstraints (Fischlmayr, 2002).
\nTherefore, cultural factors are the factors that determine the acceptance of
\nwomen in both home and host country. To support this statement, Caligiuri and Cascio (1998) found
\nthat women expatriates are well recognized if they were regarded as foreigners
\nprincipally and subsequent as women. The culture of country being sent from
\nalso affects the decision of sending women expatriates on IAs. Mathur-Helm (2002)
\nfound similar outcomes in Western countries for example UK, America and
\nAustralia where more and more women are at higher positions in management with
\ncompared to rest of the world. Hence, the higher participation of women in IAs
\ncould be experienced in these countries. On the contrary, countries like
\nThailand, Japan and India where women\u2019s are not encouraged working in
\nmanagement and do not send women on IAs. This means that these countries have
\nmasculine societies with the perception of male as breadwinners and female as
\nhomemakers. Therefore, it also indicates that foreign women being sent on IAs
\nin these countries will face difficult times in managing and remain
\nuncomfortable in the working environment.<\/p>\n

Linehan et al. (2001)
\ninvestigated that the Middle East and some parts of Asia such as Pakistan,
\nJapan and India are believed to be unsuitable places for sending female global assignees.
\nHence, a major cause of not sending female in IAs is a heavy impact of cultural
\nlimitations on the women\u2019s role in international business.<\/p>\n

2.
\nOrganisational Barriers<\/h4>\n

The
\norganisational barriers still exist and seem to affect the women expatriate\u2019s
\ninvolvement in IAs. The women expatriate managers pointed gender-based stereotypes,
\nrecruitment and selection barriers, the support provided by companies for women
\non IAs and type of industry.<\/p>\n

The
\nmale model of career advancement acts a barrier for women expatriates. Women
\nneed to prove their worth to the organisation by staying highly competent and
\nsucceeding on their career ladder. In general, women are not evaluated and
\nrewarded equally as compared to male managers. In the research by\u00a0 Linehan and Walsh (1999),
\nwomen expatriate managers need to face more challenging competitive such as
\nmore qualified, career driven and easily mobile enough when compared to male
\nmanagers for being promoted to the senior managerial designation. Women are
\nbelieved to come at the upfront of breaking the glass ceiling at first and
\nsecondly breaking the glass border and actively demanding the next career move
\nrather than waiting for the opportunity to be offered which is very important.
\nThey are required to perform an additional task to struggle to remove the
\ntagline of low performance held by the home country managers. Mathur-Helm (2002)
\nstates that female is anticipated to work for long hours and behave like males
\nto adjust themselves in this male dominating society. The larger number of
\nfemale in the pool of workforce to select from also increases their probability
\nof selection in IAs (Fischlmayr, 2002).<\/p>\n

Peter and Lakshmi (2017)
\npoint out that due to the deficiency of few females at the decision-making
\nlevels, the senior male managers select male candidates for international
\nassignments. Women are left at home country and excluded from expatriate
\nprocess dominated by biasness and informal selection procedure (Linehan et al., 2001).
\nIn many cases, due to the such myths that women are not interested in global
\nassignments automatically rejects women professional managers (Adler, 1994).
\nThus, organisations that use informal selection model they won\u2019t send women in
\nIAs.<\/p>\n

Organisations
\ngive little significance to predatory programmes and do not provide training on
\ncross cultural skills mandatory for international expatriate managers victory.
\nTraining is very vital for female expatriates as it facilitates quickly
\nadjustment and resist cultural shock. Linehan and Walsh (1999)
\nreported that for stress management organisations should conduct training
\ntogether with family members which act as pioneer supporters during
\ninternational assignments. Menzies (2012)
\nfound that women\u2019s could be encouraged for international assignments by
\norganisations support such as male trailing spouse which were neglected by
\norganisational policies. It was observed that women have higher expatriate
\ncareer achievements due to the perceived organisational support as compared to
\nmale counterparts (Peter & Lakshmi, 2017).<\/p>\n

3.
\nInterpersonal Barriers<\/h4>\n

Interpersonal
\nbarriers also have an impact on women\u2019s participation in IAs. It includes
\nnetworking, mentoring, support from top management positions, similar male and
\nfemale selection and women in-group and fitting perception of selection
\ncriteria.<\/p>\n

Networking
\nis very significant in international assignments to bridge the gap from being
\nisolated to maintaining contact. It helps in career advancement such as
\npromotions by creating awareness. Peter and Lakshmi (2017)
\nfound in their study that helped women expatriates in culture and lifestyle of
\nhost country and prepared themselves for work and issues in advance. According
\nto (Fischlmayr, 2002)
\nfemale gained jobs by engaging in professional networking which improved their
\ncapabilities to grab international assignments as selectors also relied on
\nnetworking for selection of expatriate managers out of the pool of networking
\nworkforce. The importance of networking is emphasized as we move upwards to the
\ntop management designations as the number of jobs lessens. Formal networking is
\nmore profitable to learn and seek expert advice when compared to informal
\nnetworks. This suggests that building a formal international network is
\nadvantageous for women which facilitates their way of getting position in
\nglobal offices. Linehan (2002)
\nhighlighted that women could not extend networking beyond working hours because
\nthey don\u2019t have time as compared to their men\u2019s extend their networking by
\nengaging in many options such as sporting and male bonding gatherings.<\/p>\n

Mentoring
\nis crucial for career advancement of expatriates. It helps in boosting the self
\nconfidence by discussing the problem area and formulating possible solutions at
\nthe same time. Linehan et al. (2001) stated
\nthat due to the shortage of women at senior positions in international business
\nmanagement, women are hesitant to discuss their issues of glass ceiling and
\ngender discrimination with their male mentors. This means that due to the lack
\nof mentoring women expatriates are not successful in obtaining IAs. Menzies (2012) has
\nresearched in his study that mentoring serves as a support to mentee who
\nreceive thorough developmental relationship through contacts and support from
\nnative land for career enhancement.<\/p>\n

Fair
\nselection between male and female managers has been the topic of debate for
\nresearchers. This can be explained by similarity attraction theory (Peter & Lakshmi, 2017).
\nIt has been clearly visible that managers give preference to the selection of
\nsimilar subordinates. The existing managers are typically men and it is
\nexpected that same sex manager would be appointed prevents the probability of
\nwomen going for international assignments. Thus, it is vital for organisations
\nto guarantee that selection criteria of expatriate mangers in IAs is not
\nbiased.<\/p>\n

4.
\nIndividual Barriers<\/h4>\n

Individual
\nbarriers consist various factors like dual-career relationship, family issue,
\nchild raising, length of assignment and individual characteristics and skills
\nthat impact the women for going on overseas assignment.<\/p>\n

Family
\nconcerns is noteworthy, and it is a complex decision to relocate for female
\nexpatriates. The defeatist and conventional frame of mind of males which is
\nassociate with successful males management were also supposed to be negative to
\ncareer progression by the women managers. (Caligiuri et al., 1999)
\nhas noted that incapability of the adjustment of family members in overseas is
\ndirectly linked the performance and failure of women expatriate managers on
\nIAs. In Caligiuri and Cascio (1998)
\nstudy, it was found that family attributes for instance, family support can be
\nrelated to the adjustment of women expatriates to projected work. Male partners
\nmay get easily caught in the web of isolation as mostly the trailing spouses
\nwould be women and it would be difficult for them to build their male network
\noverseas. Adding to this, the difficulties of male spouses to acquire their
\nwork visas and force them take a non-acceptable role of homemaker (Forster, 1999).
\nTherefore, it is an important decision for both male and female partners to
\nsurvive in the international environment with an additional obligation of
\nsociety\u00a0\u00a0\u00a0\u00a0 where males have a dominant
\nrole of \u201cbread-earner\u201d.<\/p>\n

The
\nfindings from the study of Linehan and Walsh (2001)
\nconfirms that the women have the primary responsibility of performing household
\ntask and child-rearing, regardless of the long working hours in office. There
\nare several complications related for women managers travelling with offspring,
\nsuch as the taking care of them, their health anxieties, cross-cultural
\nadjustment and finding international schools. The relocation of kids in early
\nyears of school would be a problem, especially when the children are not able
\nto communicate in the regional language and express their views. Future
\nresearch needs to be undertaken focusing on the effect of relocating abroad on
\nfamily of women expatriate managers in IAs.<\/p>\n

With
\nthe rise of dual career spouses issues, the main issue has been whether men
\nwill give up their jobs for female partners. Caligiuri and Cascio (1998) mentions
\nthat in societal context, it is a non-traditional practice for husbands to
\nreign from their companies with the motive of their wives\u2019 career. This can be
\nlinked to the spousal support and male partners adjustment and could be a
\nburden on women expatriate mangers making their journey overseas more difficult
\n(Mathur-Helm, 2002).
\nBecause of these causes women managers would reject IAs and human resource
\nmanagement fails to offer support for male trailing partners (Caligiuri & Cascio, 1998),
\nfor instance, in Linehan and Walsh\u2019s (2000) study, female managers face
\ndifficulties\u00a0 in finding a relevant job
\nfor their husbands, and to obtain work permits. Therefore, further studies need
\nto explore their problems in larger aspects.<\/p>\n

Conclusion and Recommendations<\/h2>\n

Overall,
\nin this male-controlled society the women\u2019s participation in IAs has still to
\ngo a long way as women experience numerous complications. The research paper
\nhas emphasized on the barriers that female expatriate managers encounter in
\ninternational assignments. It is imperious for global corporations to
\nproactively incorporate strategies to promote women empowerment to conquer the
\nchallenges faced by women and ensure their carer advancement same as their male
\nmanagers. It has become imperative for organisations to facilitate promotion
\nand moral support to females at all the level of the organisation. The gender
\ndiscrimination should be acknowledged, and corrective actions must be taken
\nproactively to abolish the unlawful practices. While tackling the individual barriers
\nand organisational barriers, MNCs should instigate combined approach to address
\nthe issues through successful mentoring and developing official and unofficial
\nnetworking approaches to ensure the success of international assignments. The
\nglobal human resource management must ensure that women\u2019s should be promoted to
\nnext level of hierarchy and their positions should be filled by selection of
\nnew talent and skilled female expertise into the organisation which would
\nensure a balance between the gender. Pre-departure and repatriation training
\nprogrammes upgrade the effectiveness of women expatriate managers in the
\norganisation. Organisations must concentrate on the determining the ways of
\nmanaging the stress emerging out of handling the balance between work and
\nfamily life. Psychological support can be an effective way to remain in
\ncontinues connection with female expatriates during their transnational
\nassignments overseas. International human resource management must induce
\nparticipation of women by providing equal opportunities and positive action
\nthrough crystalline policies, flexible working hours such as work from home
\narrangements, using communication technology like skype conference meetings and
\nother working provisions. The multinational corporations has to withstand by
\nbuckling down the challenges and simplifying the career advancement of female
\nmanagers at national as well as international level.<\/p>\n

Some Recommendations<\/h3>\n

Multinational
\nCorporations should look out for information related to the individual necessities
\nand career ambitions of female managers who may be inquisitive in a job in
\ninternational management. International human resource strategies could be elaborated
\nto encounter the diverse requirements of female managers and refine the
\npolicies that are focused to gain clarity on women\u2019s enthusiasm for climbing
\nthe career track.<\/p>\n

During
\nthe tenure of global projects, it should be recommended to corporations to stay
\nin consistent communication with the home-based corporation which could be
\nsimplified by mentoring that in turn would make the repatriation process less
\ntraumatic. The organisations must strive to revamp the encourage the global
\nmanagers to construct a healthier environment for both male and females.
\nMultinational companies should commence official and unofficial programmes
\nparticularly outlined to stimulate the female expatriate managers in
\nintercontinental assignments. This approach recommends that women managers may require
\nnon-identical mentoring obligations than men and checks former studies which reveals
\nthat women must be supported in their career growth as compared to their male
\ncounterparts.<\/p>\n

In
\norder to strengthen dedication to mentoring strategies, MNCs should hire a
\nsuperior mentor at the overseas location which be easily accessible by women
\nexpatriate managers. Due to the scarcity of female mentors in international
\nbusiness, multinational corporations have to come up with some strategies to
\nmotivate women managers to accept the challenge and occupy the responsibility
\nof mentors. There is a need for companies to enlarge their pool of top female
\nmentors who can assist female expatriate mangers by providing moral support and
\nbreak the glass ceiling by representing as a role model for the future female
\nmanagers in international business management.<\/p>\n

The
\nfindings suggest that \u2018trailing partners\u201d serves as a key issue for both female
\nmanagers and multinational corporations striving to send women in international
\nassignments. When considered from the perspective of female managers and their
\npartners, the challenge of partners adjustment in overseas location is a major
\nproblem which has increased and needs to be addressed by international
\nresearchers (Linehan & Walsh, 1999).The
\nfindings of the research paper also suggest that male spouses are not willing
\nto resign their jobs to go along with their wives overseas. Therefore, this has
\nintensified the difficulties faced by women expatriate managers with international
\nprojects with their partners. Hence, to address this issue global human
\nresource of MNCs should introduce policies and programmes where pre-departure
\ntraining and assistance for job-seeking needs to be provided to male spouses as
\nwell to reap the complete benefit.<\/p>\n

The
\nfindings also point out that in this male dominant society, pessimistic and
\northodox outlook of males were also considered to be deleterious for women\u2019s
\ncareer progressions. MNCs needs to address the issue and encourage policies to
\nabolish this backward-looking attitude to ensure women expatriate managers accomplish
\ntheir complete advantage. It was observed by the corporate managers working
\nwith female managers that differentiation and intolerance against female
\nmanagers hampers their prospects of promotion. This recommends that female who
\nwants to pursue international assignments face major challenges within the
\ncorporate culture. Hence, it is essential for organisations to raise awareness
\namong genders for equal career opportunities and change negative attitude
\nthrough well designed training programmes.<\/p>\n

Limitations and future research<\/h3>\n

This
\nstudy has some limitations which should be accepted. Tracing attention on the discernments
\nof senior women managers disregards other hierarchical levels of female managers,
\nwhose knowledges might be remarkably contrasting to those of their top level
\nfellow managers. The future research should be extended to the inclusion of
\nother managerial levels which could assist in critically carve the results of
\nthe paper. The study fails to collect statistics from the corporations which
\ncan be vital to enlighten the practices and policies adopted to monitor the
\nfemale expatriate\u2019s profession and evaluate the changes made during the time
\nspan. <\/p>\n

In
\na nutshell, numerous implications for additional research can be contemplated. Firstly,
\nthese comprises an emphasis on the multinational corporation\u2019s policies and
\npractices in the career enhancement of female managers where it affects both
\nsenior and middle level managers on international assignments. Secondly, a
\nmulti-level attention that would provide a large-scale statistic for complete
\nvaluation of the professional paths pursued by women managers. Finally, insertion
\nof husbands of women managers would offer substantial details relating to
\noccupation impact on external job responsibilities and company\u2019s framework.<\/p>\n

It
\nwould be appreciated for forthcoming researches to investigate women in the
\ncourse of and at the end of distinct types of global assignments to comprehend
\nthe changes in the perspectives on barriers and opportunities. Lastly, only
\nwomen\u2019s perspective has been addressed, it would be valuable if the future
\nresearchers investigates their study from both partners perspective on barriers
\nand opportunity of going on international assignments overseas for longer
\ndurations.<\/p>\n

References<\/h2>\n
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    Introduction A significant growth in cross-border worldwide business activities driven by globalisation have augmented the importance of International Assignments (IAs) (Culpan & Wright, 2002). International mobility of workforce is getting widespread in multinational corporations (MNCs). It has become an uphill task to find right employees with specific skills and capability keen to relocate for multinational […]<\/p>\n","protected":false},"author":6,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[8354],"tags":[9845,5294,9887,9867,9888,9889,9890,9886,9885],"class_list":["post-74908","post","type-post","status-publish","format-standard","hentry","category-employment-examples","tag-1-dissertation-writing-service-in-uk","tag-bishops-writing-bureau","tag-cn","tag-create-a-paper-using-the-following-criteria","tag-homework-help-assignment-answers","tag-in-1050-word-essay","tag-in-a-4-to-6-page-essay","tag-in-a-page-paper-assignment","tag-write-an-essay-in-words"],"_links":{"self":[{"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/posts\/74908","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/users\/6"}],"replies":[{"embeddable":true,"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/comments?post=74908"}],"version-history":[{"count":0,"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/posts\/74908\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/media?parent=74908"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/categories?post=74908"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/tags?post=74908"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}