An ethical argument for host country workforce training and development in the expatriate management assignment
David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 12 (8):635 - 641 (1993)
This paper seeks to establish the ethical foundation of MNCs' responsibility for providing host country workforce (HCW) preparation and training attendant to the new expatriate management assignment. It argues that such moral responsibility arises from a set of correlative duties which MNCs acquire as business institutions. They include duties involving the expatriate manager, the HCW, and the host nation to (1) assist all employees, including the expatriate manager, in the successful execution of their assignments; (2) avoid the semblance of discriminatory treatment; (3) encourage full status integration into a global economy; (4) foster personal enlightenment and self-enrichment; (5) help individuals develop useful, marketable skills; (6) contribute to the development of a greater and more functional national labor skill base; and (7) encourage a long-term focus on creating enduring value for a maximum number of stakeholders, rather than upon short-term and shortsighted profit for only a few. Some important cautions and considerations related to HCW training implementation are then discussed.
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