Only for PhD doctorate

REDUCING EXPATRIATE TURNOVER

Miguel E Agamez

Bus 325

Professor: Thomas Swinney

Strayer University

10/30/2016

Institution:

TO: Mr. Smith

FROM: Rita Jones

DATE: 30TH OCTOBER 2016

RE: strategies on reducing expatriate turnover

To reduce expatriate turnover, I came up with two plans that I think would be useful for the company presently and in the future. The first strategy has frequent evaluation on the performance of all the employees in the enterprise. By evaluating the performance of workers more often, the employees will feel the need to work harder so as not to be found on the wrong side of the company's regulations (Froese and Peltokorp, 2011). Keeping them in check more often will help make them more competent than before and in turn the returns of the company will increase. In many cases when an employee knows that their bosses are not keen, they tend to do other things that are not work related during working hours thus making the company lose a lot of time. However, if they are aware that the boss is keen and can conduct impromptu checks regularly, they will always be keen, and they will use their office time effectively. Therefore, for this reason, it will be wise to have action taken on those found on the wrong side so that it may serve as a warning to the rest who do not take their work seriously.

The second strategy that would be appropriate for the organization would be sending people abroad for seminars or on operating missions. Sending them will help them acquire new skills that will be of help to the company (van der Heijden, 2010). Staying at the same place all the time may be unhealthy for the enterprise. However, when people are sent abroad, they borrow new skills and ideas that in return help the company develop. The selection of citizens to be sent abroad should be based on their performance as evaluated by the impromptu checks that will be conducted by the supervisors. In return, this will also boost the morale of people as they will work harder so as to be nominated for the next trip. Not only will the trips bring new skills to the organization, but they will also bring new, different corporate culture to the company.

References

Froese, F. J., & Peltokorpi, V. (2011). Cultural distance and expatriate job satisfaction. International Journal of Intercultural Relations, 35(1), 49-60.

van der Heijden, J. A., van Engen, M. L., & Paauwe, J. (2010). Expatriate career support: Predicting expatriate turnover and performance. The international journal of human resource management, 20(4), 831-845.