AstraZeneca PLC: A Comprehensive Study of Expatriate Management Practices - Essay Sample

Introduction

The critical analysis of AstraZeneca PLC's profile paints a good picture of the company's expatriate management practices. AstraZeneca PLC has shown great concern for all of its employees who are in transit into a foreign nation. The company is not only concerned about the particular employee but also the human relationship(s) the employee has back at home. Every single expatriate is taken through a comprehensive workshop to ensure they are in sync with all they are required to do and how they can respond to their various needs (Bolman & Deal, 2008). The international assistant manager spearheads this exercise and ensures that the expatriate is well conversant with the language(s), opportunities, social, and cultural differences of the nation that AstraZeneca PLC is sending him/her. While at the workshop mentioned above, expatriates are equipped with necessary information regarding the entry into and exit out of the nation they are being sent to. The same studio also works on providing the expatriates together with their spouses on the necessary communication skills (languages) they will need while in that nation.

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While all this would be sufficient for an expatriate to start a new career in a foreign state, AstraZeneca PLC goes ahead to link the new expatriate with other expatriates working in that particular country. In so doing, the company attempts to cushion the new expatriate against the effects of the unique circumstances they might face while in that country (Hao & Yazdanifard, 2015). This support is well paired with the extensive destination support that the company offers to expatriates and their families. AstraZeneca PLC also went a step ahead and assigned high compensation rates for foreign assignments while shortening assignment terms to ensure employees did not stay longer than is necessary for those foreign states. The combined effects of these steps have been a significant improvement in expatriates' productivity (Bolman & Deal, 2008).

Work-Related Pressure/Stress/Anxiety/Strain

Work-related stress can emanate from the specific factors in the new work environment expatriates find themselves in or pressure from their new jobs. Work-related stress is becoming more and more common each day due to recessions, competitive markets, globalization, and increased layoffs (Bolman & Deal, 2008). The new work environment expatriates find themselves can be a source of stress due to increased expectations, increased workload, policy changes, and changes in management. These and other similar circumstances may become a source of stress and anxiety for expatriates as they try and adjust to their new work environments. The effects of such fear and stress are not limited to work-related productivity, but other parts of the expatriate's life may be affected as wel (Hao & Yazdanifard, 2015)l. This calls for all multinational organizations to thoroughly investigate and resolve causes (triggers) of work-related stress/anxiety.

It is worth noting that different people respond to different stimuli differently. Based on this reasoning, various expatriates will have different reasons for the anxiety or stress they may be experiencing (Hao & Yazdanifard, 2015). It, therefore, falls upon organizations like AstraZeneca PLC to have one on one conversations with their employees to put into account the problems that every employee is facing. While on the same, companies can set up call centers through which employees can fearlessly and confidently air their grievances. Such resources would have to uphold the utmost standards of confidentiality and privacy. In response to such complaints, companies should erect useful and reliable resources that will cushion employees from the effects of new work environments. Some of these resources may include accessible and affordable psychiatrist services that employees can turn to when need be. Motivational seminars may also be another resource that would greatly help employees evade burn-outs and resultant stress or anxiety (Hao & Yazdanifard, 2015). A stress-engulfed life runs the risk of endangering an employee's health. Organizations like AstraZeneca PLC is therefore required to sufficiently understand the problems their employees are facing and provide precautionary and well as mitigative measures.

Benefits Maximization Despite Economic Downturn

If companies desire to reap more benefits from their expatriate assignments even during economic downturns, they need to train their expatriates thoroughly. Such training pragmas would need to be conducted before the expatriates are sent out to their new assignments. The expatriate selection criteria need to be more refined and thorough too. Nevertheless, it would still be incredibly difficult to predict the performance or productivity of an employee if he/she has never been an expatriate before (Hao & Yazdanifard, 2015). Better results of the expatriate program would thus stem from rigorous training and not a highly restrictive selection process.

Companies may also benefit from spending less (lean-spending) while in recession. Short-term assignments would be one of the ways to achieve the same as the short duration of tasks would see the organization spend the least amount of money possible in case such a program fails (Hao & Yazdanifard, 2015). Companies can also invest in video conferencing facilities, which would require significantly less spending/budget than sending people abroad would. While this would be an excellent investment, businesses would lose the benefits that come with face-to-face interactions.

If organizations are to spend more resources in the employee selection process, they will end up using even more resources to ensure they retain the selected employees. The dynamics of such an excursion has shown to produce sour fruits. Employees sent abroad often record dissatisfaction with the compensatory packages they are awarded. The duration of time that expatriates spend abroad is usually short, and their return to their mother countries often comes as a surprise to the affiliated companies. To remedy this, companies should offer expatriates sufficient training and compensation if they desire to change the odds of success to their favor.

References

Bolman, L. G., & Deal, T. (2008). Reframing Organizations: Artistry, Choice, and Leadership. San Francisco: CA: John Wiley & Sons, Inc.

Hao, M. J., & Yazdanifard, D. R. (2015). How Effective Leadership can Facilitate Change in Organizations through Improvement and Innovation. Global Journal of Management and Business Research Administration and Management, 15(9). Retrieved from https://globaljournals.org/GJMBR_Volume15/1-How-Effective-Leadership.pdf