Documents employee relocation 17 results

"This paper explores a number of relocation outcomes for geographically mobile employees in the following three regions: Germany as the home country and destination for domestic assignments (n = 115), Western Europe (n = 116) and other countries (n = 236). The satisfaction with various aspects of the post-relocation environment, the perception of change between the pre- and post-relocation environment and the attachment to the post-relocation environment at various levels were compared between the three groups. For the European and international sub-samples differences in the ideal country and future plans were also investigated. The group that stood out most clearly was the domestic sub-sample. It emerged as the group least satisfied with their job or task characteristics, perceived significantly fewer changes in the environment and was comparatively eager to leave the site they were currently working at and the job they were currently employed in. The sometimes proposed redefinition of intra-European assignments as ‘quasi-domestic' relocation appears to be inappropriate."

"The decision of an employee to move from their home country in order to work in another country/culture will create a myriad of issues for the employees to face. Every year, many employees take the decision to migrate. So far the literature has focused on the motivation to expatriate, on the one hand, or Human Resource Management (HRM) for international assignments within an organization, on the other hand. Little regard is paid to the opportunities HRM can play in supporting the adjustment of self-initiated expatriates to the new organization and culture. The paper derives assumptions based on Black, Mendenhall and Oddou's (1991) model of adjustment to help self-initiated expatriates to adjust and reach their performance potential more quickly. We argue that organizations should consider whether their current practices enhance or hinder the successful employment of self-initiated expatriates. Besides work-related HRM practices, HRM for self-initiated expatriates should consider expanding support into non-work areas, such as supporting partner relocation or helping to find accommodation. "

"Relocation is one organizational phenomenon where the influence of family is prominent. Our paper thus uses it as a backdrop against which to study the work-family interface. In-depth qualitative analysis of 62 interviews with Royal Air Force personnel is used to complement the literature by demonstrating the impact on and the impact of the immediate family in relocation. The analysis provides evidence that relocation influences an employee's role as family member, other family members and the family as a whole. Findings also illustrate that families influence employees' relocation behaviour, organizational tenure and work focus. In summary, this paper supports the bidirectional nature of the work-family interface and also demonstrates that regardless of whether examining the work-to-family influence or the family-to-work influence the effects are not always negative. "

"Only a few studies so far have tried to assess the role of HRM-flexibility in cross-national location decisions. None of these, however, investigates a potential heterogeneity across multinationals in terms of their specific needs concerning different types of flexibility in HRM. In this paper, I theoretically and empirically analyse the impact of HRM-flexibility on the type of investment being attracted. The theoretical implications are based on a real options framework and are derived in the context of a British-German comparison. They are confronted with data from an original survey on US-multinationals with manufacturing subsidiaries in Germany and the UK. The analysis reveals that in UK subsidiaries, investments in R&D are significantly lower, and technological uncertainty is significantly felt less strongly than in their German counterparts. Both results are compatible with the implications derived from the real options framework."

"This study empirically tests a model of associations between family-domain variables and willingness to accept an international assignment, and applies the general model to sub-samples of men and women to examine gender differences in the pattern of relationships. We further explore these patterns in culturally similar and culturally distant country destinations. Analyses conducted with a sample of 148 men and 79 women employed MBA graduates from dual-earner couples revealed that perceived spouse willingness to relocate, beliefs regarding spouse and couple mobility, relative income, and the presence of children are associated with willingness to accept an international assignment. Moreover, consistent with social role theory, significant gender differences in willingness were found across low and high cultural distance country destinations."

"Drawing on previous work in the knowledge management literature, this article develops a conceptual framework to analyse the cause and effects of international assignments as a knowledge transfer mechanism. In examining the characteristics of knowledge transferred within multinational companies (MNCs) the use of international assignees is explained and justified. The article also identifies the factors influencing the success of international assignees as knowledge transferors. It is argued that, in addition to the specific characteristics of the knowledge involved, transfer success will be affected by three sets of human-related factors: abilities and motivation of international staff; abilities and motivation of local employees; and the relationship between local and international staff. The article concludes by discussing some management initiatives helping to trigger the human-related factors."

"Umstrukturierungsmaßnahmen gehören mittlerweile zum betrieblichen Alltag. Immer mehr Belegschaften sind von ihren Konsequenzen betroffen. In der WSI-Betriebsrätebefragung 2007 wurden Betriebsräte nach ihren Erfahrungen mit den Umstrukturierungsmaßnahmen Standortverlagerung und Ausgliederung befragt. Ziel war es, einerseits Informationen zum Standort- und Ausgliederungsgeschehen in deutschen Betrieben aus Sicht der Betriebsräte zu erhalten und andererseits zu ermitteln, wie sich diese beiden Umstrukturierungsformen auf die Beschäftigten und ihre Arbeitsbedingungen ausgewirkt haben. In einem Sechstel der befragten Betriebe spielten in den letzten Jahren Standortverlagerungen eine Rolle, in nahezu einem Viertel mussten sich Betriebsräte mit dem Thema Ausgliederung beschäftigen. Standortverlagerungen und noch deutlicher Ausgliederungen gingen häufig mit Verschlechterungen der Arbeitsbedingungen in den verlagerten bzw. in den ausgegliederten Betrieben einher. Auch an den bisherigen Standorten wirkten sich die Umstrukturierungsmaßnahmen auf die Arbeitsbedingungen aus, aber nicht in dem Maße wie bei den verlagerten bzw. ausgegliederten Betrieben."

"Instrumente des Beschäftigtentransfers werden bei Unternehmenszusammenbrüchen eingesetzt, um den Übergang auf neue Arbeitsplätze vorzubereiten. Beschäftigtentransfer ist nicht als präventives arbeitsmarktpolitisches Programm, sondern durch widerstrebendes Nachgeben der Arbeitsmarktpolitik gegenüber betrieblichen und regionalen Notlagen und dem aus betrieblichen Verhandlungsprozessen erwachsenden politischen Druck entwickelt worden. So steht er heute widersprüchlich zwischen der Verhandlungslogik der Betriebsverfassung und der Anreizlogik aktiver Arbeitsmarktpolitik. Eine Evaluation der genutzten Instrumente ist bisher wegen fehlender Daten nicht möglich. Im Blick auf erfolgreichere Transfermodelle im Ausland schlagen die Autoren vor, Beschäftigtentransfer aus der einzelbetrieblichen Verhandlungslogik herauszulösen und auf tarifvertragliche Lösungen auf Branchenebene zu heben. Operative Möglichkeiten der Verbesserung sehen sie in Sozialplänen mit stärkeren Anreizen für Aktivierung, Transparenz von Qualitätskriterien, Mindeststandards für Beschäftigtentransfer, Professionalisierung der Transfereinrichtungen."

"Tatsächliche Entwicklungen wie Matrixstrukturen, »virtuelle Betriebe«, digital konkretisierte und kontrollierte Arbeitsinhalte und vor allem die jüngere Rspr. des BAG lassen das Weisungsrecht ausufern. Dies ermöglicht örtliche Versetzungen des AN sogar über die Grenzen der BRD hinaus schon ohne arbeitsvertragliche Vereinbarung, Arbeit auf Abruf ohne Inhaltskontrolle nach § 307 Abs. 1 S. 1 BGB und macht den einstweiligen Rechtsschutz gegenüber rechtswidrigen Weisungen praktisch hinfällig. Die Autoren beschreiben detailliert diese Rechtslage und halten eine Korrektur der höchstrichterlichen Rspr. für erforderlich. Hält das BAG an seiner problematischen Rspr. fest, sollte der Gesetzgeber Abhilfe schaffen. Die Autoren legen Novellierungsvorschläge vor. Diese haben das Ziel, wieder eine volle AGB-Kontrolle von Arbeitauf-Abruf-Verträgen gem. §§ 305 – 307 BGB zu erreichen und klarzustellen, dass unbillige Weisungen rechtsunwirksam sind und der AN die diesen Weisungen zugrunde liegende Arbeitsleistung verweigern kann. In Bezug auf das Recht auf örtliche Versetzung könnte gesetzlich eine entsprechende Anwendung des § 140 Abs. 4 SGB III eingeführt werden. Ferner regt der Aufsatz einen gesetzlichen Anspruch auf Bestimmung der Arbeitszeitlage, Nichterreichbarkeit und Telearbeit an.

Current developments, like matrix structures, »virtual companies«, digital work content, and recent BAG (Federal Labour Court) case law make the authority to give unilateral employer´s directives overflow. This enables employers to relocate employees even abroad without contractual agreement and to use work on demand without the revision of § 307 I 1 BGB. In addition, it almost vitiates interim legal protection against unlawful orders. The article contains an indepth description of the legal situation; the authors come to the conclusion that there is a need to correct the BAG jurisdiction. If the BAG upholds it, the legislator should alter the law. The authors provide suggestions for amendments. These suggestions are aimed at reintroducing that contractual clauses on work on demand are subject to the full revision of general terms and conditions pursuant to §§ 305-307 BGB. Furthermore, it should be made clear that unreasonable orders are invalid and that therefore the employee has the right to refuse the order's execution. As regards the right to relocate, an analogue application of Art. 140 Abs. 4 SGB III (Social Code III [Promotion of Employment], which limits compellable commuting times) could be introduced by law. In addition, the article suggests a legal right to the determination of working time, to being inaccessible, and to teleworking."