INTERNATIONAL TALENT FLOW AND INTENTION TO REPATRIATE: AN IDENTITY EXPLANATION Helen De Cieri, Cathy Sheehan, Christina Costa, Marilyn Fenwick & Brian Cooper Working Paper 10/07 March 2007
DEPARTMENT OF MANAGEMENT WORKING PAPER SERIES ISSN 1327–5216
Abstract This paper examines the role of identity in knowledge workers’ intentions to repatriate after international work experience. Using a sample of 563 Australian professionals currently working overseas, we investigate the relationships between intention to repatriate and national identity, factors that ‘pull’ professionals to work outside Australia and those that would ‘push’ them to return home, and demographic characteristics. This research has implications for individuals, employers and government policy with regard to the management of talent flows of knowledge workers.
This paper is a work in progress. Material in the paper cannot be used without permission of the author.
INTERNATIONAL TALENT FLOW AND INTENTION TO REPATRIATE: AN IDENTITY EXPLANATION
INTRODUCTION Globalization has brought many challenges and opportunities for the mobility of individuals and the development of their careers. The movement of labour, particularly the internationalization of professions and professional labour markets, has raised awareness of the importance of understanding the factors that influence individuals’ decisions related to their career development. . In line with the trend towards labour mobility, the present study investigates the factors that affect the decision of professionals engaged in knowledge work who are educated and trained in one country, to choose to develop their career elsewhere. The phenomenon has been referred to in the literature as ‘brain drain’ or ‘talent flow’ (Baruch, Budhwar & Khatri, 2006; Carr, Inkson & Thorn, 2005; also see Tung & Lazarova, 2006). Recognizing the apparent complexity and importance of the issue, research is growing in this area (see Baruch et al., 2007). The term ‘talent flow’ is now more commonly used, to provide a broader conceptualisation than brain drain or gain, as it is a more accurate representation of human mobility across geographical and cultural borders. Talent flow has been defined as “the migration of skilled people between countries. Talent flow is governed by human choice and is constituted from boundaryless global careers” (Carr et al., 2005: 387). The flow can benefit countries, provided it is reciprocal and at least balanced in terms of the direction of the talent flows. That is, talent exchange or talent circulation is in the interests of any nation seeking to engage in global business, and particularly in the global knowledge economy (Hugo, Rudd & Harris, 2003; Frey, 2004).
GLOBAL TALENT FLOW FROM THE PERSPECTIVE OF A SMALL ECONOMY The global knowledge economy has emerged as a challenging competitive environment for business and management (Considine, Marginson, & Sheehan, 2001; Doz, Santos & Williamson, 2001). As a nation with a small domestic economy that has sought to improve its international competitiveness by internationalising, outside any trading bloc, and participating in the global knowledge economy, Australia provides a fascinating backdrop to explore the importance of knowledge workers and global talent flows (Dick & Merrett, 2007; Australian Government’s Innovation Report, 2003-04; Vaile, 2000). The saying ‘knowledge is power’ has never been more applicable to Australian policy-makers and managers. At the national level, the term ‘diaspora’ has been used to describe the “ ‘scattering of a people’ beyond their homeland” who continue to identify with and cultivate connections between themselves and that homeland (Fullilove & Flutter, 2004: 3). This diaspora includes self-initiated expatriates, who travel overseas in search of employment (Suutari & Brewster, 2000), as well as individuals on international assignments initiated by multinational enterprises. Research suggests the main...
...of strategic management accounting was first coined by Simmonds (1981). Who defined it as the provision and analysis of information about a business and its competitors for use in developing and monitoring the business strategy? However, in the contemporary business environment, organizations are experiencing greater challenges, increased competition and rapid diffusion of knowledge. (2)
Traditionally management accounting has been characterised as providing information to aid managers internally in a firm and as such the focus of the management accounting systems has also tended to be internally orientated. During the 1980s and 1990s a growing number of academics (Johnson and Kaplan, 1987; Bromwich and Bhimani, 1989, 1996) began to recognise that management accounting was not adapting to changes in the modern business environment and as such was not fulfilling its function to aid managers. In a bid to improve the quality of management accounting information for managers it was necessary to focus more widely on the external environment of the firm and thus the concept of strategic management accounting evolved. Now (strategic) management accounting involves the provision of information, which is externally orientated, market-driven and customer-focused and provides managers with a range of techniques and tools to facilitate strategically-orientated decision making. (3)...
A sample proposal is available in Appendix Six
Research Proposal Form
Vu Tien Dat
BSc 16 Management
Method Research Project
Proposed Project Title: Researching about KFC’s long-term strategies in Vietnamese market ( HRM and business strategies)
Please review the requirements of your study guide before you complete this form. This form should be no longer than 3 pages in total when completed.
1. Subject Area of Research
The topic of study must relate directly to your programme of study.
(a) What is the module which your research will be based upon?
[ x ] Human Resource Management [ ] Management Organisational Behav.
[ ] Managing Change [ ] Cross-cultural management
(b) Which specific topic from this module?
Recruitment, selection and training programs to prepare for entering a new market and from these find out the way to develop in the new environment
(c) Please indicate what is the question which you intend to
research in 20 words or less?
What challenges did KFC have to cope with when approaching to Vietnamese market and which strategies was used to solve them? ( including internal and external organization)
(d) What are your research objectives?
(i) Examining what the academic literature...
...continue their works in order to remain relevant to the changing cosmos. Some organizations have offered to sponsor their best employees to undertake various certification courses.
In an effort to encourage innovativeness amongst employees, the governing bodies have allowed employees to resolve issues on the best ways they remember the company’s operations are not impressed. Secondly, employees have been given a leeway to come up with new ideas that they think can be of help to the company. This entails that, every employee can come up with an idea and then apportion it with the management for implementation. It was discovered that employees whose ideas were viable were rewarded financially. This was acted to encourage others to become think tanks of the fellowship as well.
An able leadership in a company is very vital. The success and the failure of an arrangement depends on the management ability to further its development. The power to be innovative has played a vital part in the survival of most of the modern day companies. As the world changes, the dynamics involved in working a business change. Employees play an important role to promote the growth of the company. Thus, the leadership in the company ought to provide an enabling environment via which employees can make. This has been determined to promote innovativeness amongst themselves.
Yukl, G. (2002). Leadership in organizations. New York: Prentice Hall....
...Management 3200: Principles of Management
Spring 2012; Section 01; 12:10-1:30 TTH
Course Objective: The course objective is two-fold: 1) to acquire knowledge of the basic vocabulary and major facts, principles, and concepts of management and 2) to achieve an appreciation of the issues involved in managing people.
Required Text: Fundamentals of Management (7ed.) (2011) by Robbins, DeCenzo, &
Coulter; Prentice Hall.
Recommended: The Wall Street Journal http://subscribe.wsj.com/semester
Grading Components Final Grade
Exam 1 = 100 points (50 Questions x 2) A (90-100%) = 270-300 points
Exam 2 = 100 points (50 Questions x 2) B (80- 89%) = 240-269 points
Exam 3 (final) = 100 points (50 Questions x 2) C (70- 79%) = 210-239 points
Total 300 points D (60- 69%) = 180-209 points
F (00- 59%) = 000-179 points
Exams: The exams will cover material presented in the lectures, the textbook, and the assigned outside readings. Each of the three exams will consist of 50 multiple-choice questions. The final exam is not comprehensive.
If you must miss an exam, please contact me before the date of the exam. Make-up exams will be given in the week following the exam. The format of the make-up exam (multiple choice, short answer, or essay) is left to the discretion of the instructor.
NOTE: If you miss an exam and fail to contact me before the date of the exam, this behavior...
...any organisation of preference which found to be suitable to discus the above issues.
1. Management is important because It helps in Achieving Group Goals - It arranges the factors of production, assembles and organizes the resources, integrates the resources in effective manner to achieve goals. It directs group efforts towards achievement of pre-determined goals. By defining objective of organization clearly there would be no wastage of time, money and effort. Management converts disorganized resources of men, machines, money etc. into useful enterprise. These resources are coordinated, directed and controlled in such a manner that enterprise work towards attainment of goals.
2. Optimum Utilization of Resources - Management utilizes all the physical & human resources productively. This leads to efficacy in management. Management provides maximum utilization of scarce resources by selecting its best possible alternate use in industry from out of various uses. It makes use of experts, professional and these services leads to use of their skills, knowledge, and proper utilization and avoids wastage. If employees and machines are producing its maximum there is no under employment of any resources.
3. Reduces Costs - It gets maximum results through minimum input by proper planning and by using minimum input & getting maximum output. Management uses physical, human...
...This paper will identify the Mintzberg roles on management, and associate them with an actual manager and will evaluate whether Mintzberg’s roles are relevant or not. The manager is female, managing an Australian based local organisation within the private sector. The company is in the service industry, based on horticulture / agriculture and employs over one hundred people. The manager is a middle manager managing a local branch of a national based horticulture company. Mintzbergs classifies management roles into three main areas; interpersonal which involved people; informational which involves receiving and collecting information; and decisional which involves making decisions for the organisation. (Robbins et el, 2006). The manager of this organisation mainly fits into interpersonal and informational roles, but has elements of Henri Fayol’s ideas of management. Most of the decisional roles are made at state level, which includes budgets and allocation of resources. Mintzberg’s roles will be associated with the manager interviewed, using the interview as evidence. It will be argued whether Mintzberg’s model has been useful with this manager’s role or not.
Mintzberg’s model of management is based on what managers do in their role within an organisation. There are ten main roles grouped within three main groups. These are interpersonal roles of figurehead, leader and liaising; informational roles of monitoring,...
...this. The fall in legal trade barriers can create both opportunities and threats.
Organisational culture describes the set of beliefs, expectations, values, norms, and work routines
that influence how members of an organisation relate to each other and work together to achieve organisational goals. When members share an intense commitment to goals, a strong organisational culture exists. When the opposite is true, the organisation’s culture is weak. When an organisation’s culture is very strong it is often referred to as the organisation’s ‘personality’ because it influences the way its members behave. Organisational culture is an important way of managing the environment for two reasons. First, it makes management possible in situations where managers cannot be constantly supervising employees. Second, and more importantly, when a strong and cohesive set of organisational values and norms is in place, employees focus on thinking about what is best for the organisation in the long run—so all their decisions and actions become oriented towards helping the organisation perform well.
Values and norms: Creating a strong organisational culture
Values are beliefs and ideas about the kinds of goals members of a society should pursue, and about the kinds or modes of behaviour people should use to achieve these goals. Norms are unwritten, informal rules or guidelines that prescribe appropriate behaviour in particular situations....
...4.4 Labor supply
labour supply “individual potentially employable by an organization.” Labor supply can either be men or women . The rate of woman workforce has increase in the modern era. Thaitanic recruit people mostly from local and qualifies university graduates.
4.5 government agencies
‘Agencies providing services and monitoring compliance with laws and regulations at local state or regional and national levels” the government agencies for Thaitanic is Food safety standards in Indonesia.
4.0 Internal Environment
“An organization's internal environment is composed of the elements within the organization, including current employees, management, and especially corporate culture, which defines employee behavior. “(The Internal Environment: http://cliffsnotes.com/more-subjects/principles-of-management/managerial-environments/the-internal-environment).
Mission: to introduce people to Thai cultures and culinary and to offer customer fresh and delicious Thai food
Mission Statement: experience the spice of Thailand
To be an effective mission statement, organisation must consider 4 things
customers are the one who will be served, theyre the main reason why businesses exist. Many organization are trying to be close with the customer to increase customer base.
5.1.2 products / service
these are the things that will be produced and offered to customer. These are usually...