ISSN

2321-5763 (Online)
0976-495X (Print)


Author(s): Vibha Sharma, Mitu G. Matta

Email(s): vibha85sharma@gmail.com , mitu.matta@gmail.com

DOI: 10.5958/2321-5763.2018.00035.5   

Address: Mrs. Vibha Sharma1, Dr. Mitu G. Matta2
1Research Scholar, Lingya’s University, Faridabad India.
2Associate Professor, Lingya’s University, Business Administration Department, Nachauli, Jasana Road, Old Faridabad, Haryana India
*Corresponding Author

Published In:   Volume - 9,      Issue - 1,     Year - 2018


ABSTRACT:
Expatriates are significant workforce for any MNCs in IT Sector. As the world becomes a smaller place with different cultures workforce working together, the need for International Managers increases to understand clients and teams. It is critical to retain an expat employee in a competitive environment. The IHRM factors and policies and practices are critical for any IT organization to retain its talent. In the light of this the objective of the study is to analyse the various determinants and factors of IHRM in designing the policies and practices for expatriate. It is also worth analyzing what changes have occurred in these IHRM strategies in the light of global economic crisis.


Cite this article:
Vibha Sharma, Mitu G. Matta. Reinventing IHRM Factors for Expatriate Satisfaction in IT Sector in Asia and Outside Asia. Asian Journal of Management. 2018; 9(1):227-238. doi: 10.5958/2321-5763.2018.00035.5


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DOI: 10.5958/2321-5763 


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