【正文】 hods and Selection Procedure for Expatriates ... 49 Chapter IV Crosscultural Training for Expatriates.................................. 56 Section I Definition of Crosscultural Training ...................................... 56 Section II Content, Methods and Time Arrangement of Crosscultural Training .................................................................................. 60 Section III Onsite Training and Support in Host Countries .................. 67 Chapter V Assignment Adjustment of Expatriates .................................... 70 Section I Culture Shock and Uwave of Assignment Adjustment .......... 70 Section II Analysis on Influential Elements of Assignment Adjustment 74 Section III Mechanisms and Models of Assignement Adjustment ...... 78 Chapter VI Management of Expatriate Compensation ............................. 83 Section I Introduction of Expatriates’ Compensation ............................. 83 Section II Analysis on Expatriates’ Compensation Structure ................. 87 Section III Traditional Model of Expatriates’ Compensation and its “Pygmalion Effect” .............................................................. 93 Section IV Newly Developed Models of Expatriates’ Compensation and Analysis on the Application Circumstances ......................... 99 Chapter VII Performance Appraisal of Expatriates .............................. 104 Section I Introduction of Performance Appraisal of Expatriates .......... 104 Section II Analysis on Three Elements in Appraising Expatriates’ Performance ......................................................................... 108 Section III Case Study of Performance Appraisal of Nokia’s Expatriates .............................................................114 Chapter VIII Repatriation Adjustment of Expatriates ............................ 122 Section I Introduction of Repatriation Adjustment ............................... 122 Section II Analysis on Influential Elements of Repatriation Adjustment ...................................................... 128 Section III Research on Organizations’ Countermeasures to Repatriation Adjustment .......................................................................... 132 Chapter IX Empirical Research on the View of Boundless Career of China’s Taiwanese Expatriates.............................................. 138 Section I Presentation of Expatriates’ View of Boundless Career ........ 138 Section II Design of Empirical Research.............................................. 141 Section III Analysis on Statistic Results of the Questionnaire ............. 144 Section IV Conclusion, Practical Significance and Future Research Directions ............................................................................ 149 Annex I Questionnaire on Expatriates’ Career View (Chinese) .............. 152 Annex II Questionnaire on Expatriates’ Career View (English) ............. 154 Bibliography .................................................................................................... 157 Afterwords....................................................................................................... 169 前 言 1 前 言 21 世紀(jì)的企業(yè)正處于高度動蕩與混沌的國際經(jīng)營環(huán)境，包括勢不可擋的全球經(jīng)濟(jì)一體化、日新月異的技術(shù)變革和創(chuàng)新以及迅速變化的差異化顧客需求等。 關(guān)鍵詞： 跨國公司；外派；人力資源管理 ABSTRACT With the increasingly fierce petition in global business activities, the effectiveness of expatriate management is being to be considered as a key determinant to the success of international business. This article takes the expatriates of multinational corporations as the research object, endeavors to carry out a prehensive and systematic research on expatriates’ human resource policy from the angel of anizations. In accordance with the cycle of expatriate management, the seven subsystems of international human resource management in the expatriate management process can be divided into three phases, ., the period of predeparture, the period of expatriation, and the period of repatriation. Therefore, this article takes seven chapters to deal with the seven subsystems of international human resource management, namely, choice of expatriates, crosscultural training, expatriate adjustment, pensation management, performance appraisal, repatriation adjustment and career management. Meanwhile, introduction, relative theories and review on the principle research constitutes Chapter I and Chapter II. Thus forms the main content of this article. In detail, this article is divided into nine chapters. Chapter I is the introduction. Firstly, it clearly defines some basic concepts such as multinational corporations, expatriation, expatriates, expatriation failure. Secondly, it analyses into depth the question why multinational corporations use expatriates. Then this chapter deals with the research framework, innovative views and sections for further research. Chapter II mainly consists of two aspects: on the one hand, it introduces concretely theories concerning expatriate management research, such as the theory of crosscultural management, the theory of human capital, the theory of psychological contracts and the theory based on the knowledge of anizations. On the other hand, it bs and reviews principle research views concerning the said seven subsystems in international human resource management presented in the expatriate management literature. Chapter III first analyses three main characteristics and three influential variables of choosing expatriates. Then on the basis of research done by Tung, Mendenhall, Oddou, Ronen and so on, the author forms a conclusion on the criteria of choosing expatriates through five aspects of working ability, relation ability, family status, cultural adaptability and other factors. Finally the a