All posts tagged Dessler

Repatriating Employees

Published June 26, 2013 by Mayrbear's Lair


The most significant strategy organizations can implement to retain repatriated employees upon their return from an international assignment is to become a positive partnering force and an active participant in the expatriate and repatriate processes. Hyder (2007) deduced that leaders who develop and design effective programs to assist the employee and their families in the expatriate and repatriate process fostered deeper relationships and connections with their employees. When a staff member has a positive experience with expatriation and repatriation, they perform at higher levels and are likely to stay in a long term commitment with the organization (Hyder & Lovblad, 2007). For example, when an employee is assigned an international position, they need to have a firm grasp on their new culture both in and out of the organizational climate. For instance, not knowing the differences between AC and DC current can present a huge problem for an American family trying to plug in their electronic devices. Another challenge they will encounter is when they make an attempt to purchase a DVD. If they are not cognizant of PAL and NTSC formatting they will face more challenges and create stressful situations. A lack of knowledge can have enormous impact if they are not identified and addressed prior to the relocation process. In addition, making sure employees learn how to navigate through their region is equally important in countries like Britain where the road systems are designed for driving on the left side. These are the kinds of the issues that can cause distress and anxiety for an individual that is not trained or prepared.


When expatriates return after a substantial amount of time living in a different environment they must find a way to readjust because so many changes may have occurred during their absence. Hyder (2007) suggested that leaders design systems to help employees understand that the repatriation process is a crucial part of the training for an international position. In addition, they need to know that the organization is backing them with their assistance and moral support (Hyder & Lovblad, 2007). Foreign assignment employees must learn to adjust to a new environment and when they finally make the adjustment and begin to feel comfortable, the assignment is completed and they return to their home land, only to have to readjust to the changes that occurred during their absence. For example, due to a medical condition, as a young teenager I was sent to Greece alone. Although I stayed with relatives and had a pretty firm grasp of the language I still experienced a severe level of cultural shock. I had never traveled alone  before, especially to a country outside the US. I was not prepared for the trip. However, when my father advised me that within a few days I was to spend my entire summer vacation in Athens I became upset and nervous. I had been looking forward to spending the summer school break with local friends. At that time, no one in my family had the tools to help manage my anxiety and fears of traveling, let alone getting adjusted to a foreign country. I was hesitant to go because I was not prepared for the experience. However, once I adjusted to the new culture and got into a routine, by the end of my three month visit, I did not want to return to the states. When I did, I found myself feeling like a foreigner in my own country because no one helped me with the repatriation process. My friends made fun of the new style and manner of communication I adopted. I felt alone and isolated. Today however, with advances in modern technology like Skype, Instant messaging, and other forms of social media, people are finding ways to keep better connected with their home land, while they are away on foreign assignments.


Organizational leaders that establish effective programs and systems to assist employees in the expatriate and repatriate processes, help employees and their families transit smoothly and thereby create a more pleasant experience overall. Employees that are happy are likely to remain loyal to an organization who value their staffers and invest in their health and well-being. Dessler (2011) purported that organizations who provide employees with a repatriation process that includes: (a) a realistic view of what to anticipate, (b) effective orientation programs, (c) screening devices to assess weaknesses and strengths, and (d) efficient benefit packages to assist them, improve their success rate of retaining personnel after they return from international assignments (Dessler, 2011). Leaders who help employees identify their own culture and help them acclimate to the new foreign culture, will most likely have a positive experience. When employees are supported by their organization, staff members feel more confident and motivated. In this state, they are better equipped to make effective decisions and perform at higher levels. In conclusion, an organization that supports their employees in the expatriation and repatriation processes, creates a culture that develops more productive staff members who will remain loyal and active in driving the success of an organization.


Dessler, G. (2011). A framework for human resource management (Sixth ed.). Upper Saddle River, NJ: Pearson Education, Inc.

Hyder, A., & Lovblad, M. (2007, January). The repatriation process – a realistic approach. Career Develop International. Bradford, United Kingdom: Emerald Group Publishing, Limited. doi:

Palmer, T., & Varner, I. (2005). Role of cultural self-knowledge in successful expatriation. Singapore Management Review. Singapore, Singapore: Singapore Institute of Management. Retrieved June 09, 2013, from

Staff Appraisal

Published June 5, 2013 by Mayrbear's Lair


In order to issue an accurate appraisal, supervisors are required to assess the work performances of their staff members. The employer’s responsibility is to find ways to motivate personnel to perform at stellar levels and help them achieve their highest potential. Sander and Keefe (2004) contend that an employee evaluation helps leaders justify the parameters for a salary increase and/or a promotion; or on the other hand, its sets the groundwork for the dismissal of an unacceptable employee whose performance levels are substandard. The experts suggest and recommend revisions in current appraisal systems as many are outdated and deemed insufficient for collecting accurate information. The terms supervisors used to evaluate employees, for example, may be too general, ambiguous and in some cases merely bias statements to insure the highest level of monetary promotion rather than to garner accurate appraisals of staff work performance levels. Sandler and Keefe (2004) postulate that in addition, leaders design an evaluation system that can assess the following components with respect to the work performances of their staff: (a) the level of accuracy and attention to details, (b) quality of their work, (c) their work habits, (d) how developed their teamwork and interpersonal skills are, (e) amount of time devoted to their occupation, and (e) their overall work attitude (Sandler & Keefe, 2004).


There are many effective methods employers could use to appraise their employees. For best results, Dessler’s research (2011) contends that employers design an appraisal system that combines a variety of methods. For example, incorporating a graphic rating system can serve to measure skills and aptitude levels, while integrating a ranking system is an effective method to quickly identify personnel with the highest and lowest performance levels. In addition, incorporating a system to include Critical Incidents creates a paper trail of specific work-related behavior that has been recorded which is then applied as part of the assessment process (Dessler, 2011). Employers that integrate a variety of appraisal methods will most likely yield the best results.


Because today’s business arena is extremely driven, successful employers find ways to stay competitive by rewarding their staff for outstanding performances. Some managers are concerned that their current appraisal systems are ineffective however, because they are based on monetary incentives by way of salary increases, rather than performance levels. Lyster and Arthur’s (2007) research suggests that employee performance appraisals need not be salary driven. Instead, employers should focus their efforts and provide employees other forms of incentives that are focused on inspiring exceptional performance achievement levels. They purport that reviews should integrate the organization’s goals, vision, ethics, and values. In this way, the appraisal process becomes a significant part of the organization’s climate (Lyster & Arthur, 2007). Managers can develop appraisal systems that combine rating, ranking, and critical incident methods as effective tools to assess the strengths and weaknesses in their personnel. This system would be designed to include a platform that provides workers the opportunity to engage in one-to-one communication and allows employers to convey the organization’s vision and objectives with the entire staff, as well as gather information to identify specific elements that inspire employee passion and motivation, while incorporating those results to develop more effective incentives and an efficient reward system.



Dessler, G. (2011). A framework for human resource management (Sixth ed.). Upper Saddle River, NJ: Pearson Education, Inc.

Lyster, S., & Arthur, A. (2007). 199 Pre-written employee performance appraisals. Ocala, FL, USA: Atlantic Publishing Group, Inc.

Sandler, C., & Keefe, J. (2004). Performance appraisal phrase book. Avon, MA, USA: F&W Publications Company.

The Tough Screener

Published May 29, 2013 by Mayrbear's Lair


Employers are struggling with employee recruiting challenges from an inherent inability to attract qualified candidates, in spite the high unemployment conditions. Arthur (2012) suggests that employers develop a three way recruiting strategy. This includes: (a) providing clarity and details about the organization like a mission statement and what each department contributes to long and short term goals; (b) target their recruiting strategies to motivate, attract, and retain high level performers; and (c) offer clarity to the applicants with respect to job description, expectations, opportunities for growth and advancement, as well as compensation plans, and benefit packages (Arthur, 2012). Employers who make these components clear and concise as part of the application process, put applicants in a better position to identify whether there is the possibility of an organizational fit.


Although an employer is well within their rights to do as much homework as they can on a potential job candidate, they will ultimately run into issues if they do not remain within the legal framework and parameters of the Equal Employment Opportunity Commission (EEOC), American Disabilities Act (ADA), and the Privacy Act of 1974. For example, conducting background checks requires a release that is fully executed by the applicant and gives authorization for a potential employer to conduct one (Dessler, 2011). Without this agreement, employers are setting themselves up for time consuming litigation by gathering information illegally or in a stealth manner without consent. In addition, although studies support the validity of honesty testing, most tests cannot accurately reveal the true nature of an individual. The test taker for example, may be focused on impressing their prospective employer. In fact, they may actually respond to a question the way they believe will render the highest score, rather than retort sincerely.


Instead, employers are encouraged to verbally ask honesty related questions like, “Have you ever covered up a lie for a colleague?”  In this way, the interviewer can detect clues in the applicant’s body language and the manner in which the individual responds to distinguish whether they feel the answer is satisfactory. A well skilled leader who participates in active listening can pick up nonverbal cues and discern whether the individual is sincere and confident in their response. Furthermore, some states like Rhode Island have very strict guidelines when it comes to implementing honesty tests in the application process. With strategic planning, leaders and Human Resource managers who are well versed in EEOC, ADA and the 1974 Privacy Act, can gather a wide range of candidate information legally, without violating any laws.



Arthur, D. (2012). Recruiting, interviewing, selecting & orienting new employees. New York, NY: AMACOM.

Dessler, G. (2011). A framework for human resource management (Sixth ed.). Upper Saddle River, NJ: Pearson Education, Inc.