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Managing Impatriate Adjustment as a Core Human Resource Management Challenge

Al-Rajhi, Ibrahim; Altman, Yochanan; Metcalfe, Beverly; Roussel, Josse (2006), Managing Impatriate Adjustment as a Core Human Resource Management Challenge, Human Resource Planning, 29, 4, p. 15-23

Type
Article accepté pour publication ou publié
Date
2006
Journal name
Human Resource Planning
Volume
29
Number
4
Publisher
Human ressource planning society
Pages
15-23
Metadata
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Author(s)
Al-Rajhi, Ibrahim
Altman, Yochanan
Metcalfe, Beverly
Roussel, Josse
Abstract (EN)
The article reports that the Kingdom of Saudi Arabia's (KSA) economy-sustaining workforce is comprised of foreign nationals that are hired for temporary job positions. This trend is called impatriation, and the practice is the core of international human resources management (HRM). Most economic markets in the Middle East came to rely on impatriates for work produced by the oil, healthcare, finance, and trading booms. Most high-skilled workers are from Europe and North America, bringing diversity to the country. The author evaluates general macro and micro environment needs for an impatriate, and the same requirements for their working conditions. He proposes that human resources training be expanded in the Middle East. A case study of personnel management at Al-Watania Poultry is presented.
Subjects / Keywords
Impatriation; Personnel; Direction; Ouvriers qualifiés; Commerce international et emploi; Milieu de travail; Capital humain; Marché du travail; Moyen-Orient; Conditions économiques; Arabie saoudite; Personnel management; Skilled labor; Employment & international trade; Work environment; Human capital; Labor market; Middle east; Economic conditions; Saudi Arabia; AL-Watania Poultry (Company)
JEL
J24 - Human Capital; Skills; Occupational Choice; Labor Productivity
J49 - Other
M12 - Personnel Management; Executives; Executive Compensation
M51 - Firm Employment Decisions; Promotions

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