Abstract

Organizations are increasingly seeking business opportunities in foreign countries. As a result of this trend, human resource professionals in international firms are faced with the pressing challenge of recruiting, selecting, training, assessing performance and managing the careers of international employees. Both the domestic and international human resource literatures are reviewed with the intent of identifying the "best practices" for expatriates. Using a multiple case study approach, this research examines the international human resource practices of Canadian MNCs and explores the reasons why these organizations have adopted the practices they have. Data from questionnaires, focused interviews, participant observation and existing documents were used to compare the research questions to the practices of Canadian MNCs. The qualitative results guide the development of the final paradigm. As hypothesized, all "best practice" variables were found to apply in Canadian MNCs, albeit to differing degrees. New variables were also identified. The final paradigm details these findings. The implication of these findings for Canadian MNCs and for international organizations in general are discussed. The implications for international human resource literature and for practical use are also explored. Future research suggestions are provided.