Search icone
Search and publish your papers

The management of the expatriation in France and Europe

Or download with : a doc exchange

About the author

Level
Expert

About the document

Published date
Language
documents in English
Format
Word
Type
thesis
Pages
42 pages
Level
Expert
Accessed
1 times
Validated by
Committee Oboolo.com
0 Comment
Rate this document
  1. General introduction
  2. Different forms of mobility
  3. Geographical mobility: features and concepts
    1. National geographic mobility
    2. International geographical mobility
  4. International mobility: legal concepts
  5. The challenges of enterprise mobility and employees
    1. Why do companies use mobility?
    2. What are the effects of international mobility on the employee?
    3. The players: typology of expatriates
  6. Characteristics of mobility
    1. Barriers to mobility in Europe
    2. How can we revive international mobility?
  7. General conclusion

After 30 years of mass unemployment, mobility has become a reality. Viewed more as a threat than as an opportunity to advance in life, mobility is in fact often a prerequisite for a job that is both stable and of quality. The year 2006 was proclaimed by the European Commission as "European Year of Workers' Mobility".

Yet, Europe is confronted with a paradox: the work becomes more mobile, but the workers do not benefit as before. The free movement of labor is one of the main pillars of Europe, but Europeans do very little to benefit from this opportunity. Only 2% of EU citizens currently live and work in another Member State than their country of origin. This is a proportion that has hardly changed in thirty years.

Job mobility is a key factor for the economic success in Europe. It allows a better match between supply and demand for labor and is also an important factor in reducing unemployment in the EU, which currently amounts to an average of 9% and reaches 25 % in less than 25 years. The job mobility is good for the economy and employers while providing enormous benefits to the individual workers.

However, mobility has become a very important issue for companies wishing to expand or exported internationally. It does the same again as senior executives in the company are more or less qualified and in positions that are becoming more and more open and available to all employees.

The emergence of new constraints generated by economic globalization and labor mean that employees are not hexagonal in a strong position even in their own market. One reason for this mass unemployment that affects France, is also the opening of European borders that cause the arrival of potential workers who might at best be of interest to companies wishing to "Europeanize" and "internationalize ". On the other hand, the phenomenon of off-shoring has increased over the past ten years.

Today, external mobility is accompanied usually by a period of unemployment followed by executives looking for a job, building up their responsibility and autonomy and also their personal balance. The choice to change jobs or business is determined by the employee himself, needing to leave his current position and to resign.

Mobility constrained is so called by the fact that companies are looking for flexibility for employees encouraging them to become mobile either by voluntary mobility "resignation" but also in the form of dismissal and involuntary restraint (mobility constraint).

The employee changes employer when the national geographic mobility is voluntary and it is accompanied above all by a rather long period of unemployment. But unlike expatriation, national mobility does not necessarily happen with the spouse and children.

In French law, as in many foreign legislations, covering the expatriation by allowing employees or related persons working outside their country of origin, no longer affiliated with the general system of their country of origin, since 'they are no longer subject to its laws. The workplace is no longer the country of origin, and they may as well do more to contribute at all to another country.

Tags: expatriation in France and Europe, management of expatriation

Similar documents you may be interested in reading.

Direct investments flows between France and Great Britain

 Economics & finance   |  Finance   |  Thesis   |  09/29/2010   |   .doc   |   38 pages

Intercultural Management : Cross Cultural Experience

 Business & market   |  Management   |  Case study   |  09/29/2010   |   .doc   |   3 pages

Top sold for human resources

Andrew Ryan at VC Brakes Case Analysis

 Business & market   |  Human resources   |  Presentation   |  10/09/2015   |   .doc   |   5 pages

Management - Contingency theories of leadership

 Business & market   |  Human resources   |  Term papers   |  01/13/2009   |   .doc   |   4 pages