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Editorial

机译：社论

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Santoso and Loosemore address the problem of managing expatriate managers on overseas construction projects. Presenting evidence that poor expatriate management is a major cause of failure on international projects, the authors interview 46 expatriates and human resource managers from five multinational Australian construction firms to explore how expatriates are selected, deployed, supported and repatriated. Their results show that what happens in practice departs significantly from what the international human resource management literature advocates. Contributing to the design of better expatriate human resource management systems, the authors argue that firms should develop more systematic and evidence-based approaches to selection, provide better preparation training and support for expatriates before and after they arrive on assignment and manage repatriation more sensitively. The authors also argue that given the growing internationalization of construction trade, much more research is needed in this area. In particular, it would be useful to know whether different recruitment, development, support and repatriation processes are needed for different professional groups and how these may change in response to the movement of employees between specific countries.
机译：Santoso和Loosemore解决了在海外建设项目中管理外籍经理的问题。为证明外籍管理不善是国际项目失败的主要原因，作者采访了来自澳大利亚五家跨国建筑公司的46名外籍人员和人力资源经理，探讨了如何选择，部署，支持和遣返外籍人员。他们的结果表明，实践中发生的事情与国际人力资源管理文献所倡导的有很大不同。作者认为，为了设计出更好的外派人员人力资源管理系统，公司应开发出更系统和基于证据的选择方法，为外派人员到达派遣之前和之后提供更好的准备培训和支持，并更敏感地管理遣返。作者还认为，随着建筑贸易国际化的发展，在这一领域还需要进行更多的研究。特别是，了解不同的专业群体是否需要不同的招聘，发展，支持和遣返流程以及这些流程可能会随着员工在特定国家/地区之间的流动而变化的情况将非常有用。

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