hree expatriates were assigned the positions of Director of Engineering, Manufacturing and Finance however, they had very little knowledge to Chinese market for example, Director of Finance was from Singapore and he did not have much knowledge about Chinese financial system.
Before starting the JV in China Filtration Inc should have also considered the development and maintenance of the competencies of its people especially the expatriates. Although company provided language tutorials to its expatriates and orientation trainings however, to reduce the operational difficulties in an entirely different environment, company did not focus on inadequate health conditions, performance management systems, morale problems and discipline.
To select the expatriates company did not follow any strong selection process. When the company showed its intentions to expand internationally, James showed his interest to his international human resource manager to take part in international assignments. Moreover, he has been showing his interest for international assignments during performance appraisals. When the company planned to start its JV in Tokyo, the company announced to hire a younger, more politically connected fast tracker. The company made a formal announcement and the expatriate position was promoted as a consolation prize. However, no interview or any kind of test was conducted. James was selected entirely based on his long term association with the company and because of his interest. Following is the model presented by Ronen to select an expatriate. The model shows that a company should consider job factors, relational dimensions, motivational stat, family situation and language skills while selecting an expatriate. On the other hand, only motivational state and family situation of James were considered to select him as an expatriate in an entirely different culture of China. Although James was very enthusiastic and motivated for this assignment which makes him a