Titlebook: International Human Resource Management in South Korean Multinational Enterprises; Haiying Kang,Jie Shen Book 2017 The Editor(s) (if appli

AER

Gullible

STENT

International Recruitment and Selection Policies and Practices, selection’, localized HCN recruitment and selection, and a lack of emphasis on cultural adjustment and career development in expatriation and repatriation management. These characteristics can, to a great extent, be explained by the existing IHRM models which argue that IHRM practices are influenced by host-contextual and firm-specific factors.

以烟熏消毒

尖

The Use and Management of Non-traditional Expatriates Working for South Korean MNEs in China,ng-term expatriates including control, problem-solving, management development, and knowledge transfer. It is evident that formal and systematic policies are lacking when it comes to selecting, training, evaluating, and rewarding non-traditional expatriates.

啪心儿跳动

CAJ

Introduction,ches to IHRM, and factors determining these approaches. Subsequently, we discuss the HRM practices in South Korea and the development of South Korean MNEs and the HRM practices and the development of inward FDI in China. Next, we explain the methodology of the research. Finally, we outline the struc

Malfunction

Methodology, investigated the IHRM policies and practices and the use and management of non-traditional expatriates of South Korean MNEs in China. Content analysis was used to analyze the interview data from ten South Korean MNEs. The data for the quantitative study were collected through surveys involving 485

转向

International Recruitment and Selection Policies and Practices,ns for adopting the staffing approaches, recruitment and selection procedures and criteria, and repatriation management. The international recruitment and selection policies and practices that South Korean MNEs employed in China can be characterized as polycentric in international staffing, ‘one-way

CHASE

International Training and Development Policies and Practices,s provided expatriates with extensive language training prior to departure and following arrival, but inadequate and low-rigor cross-cultural training. Limited training was provided to HCN production and office workers. The sample MNEs paid little attention to management development to both expatria