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As international corporate activities increase, staffing of their organizations involves more strategic concerns. As international companies create more overseas assignments, differences between expatriate assignments and traditional assignments become more apparent. Dissatisfaction with the host country can impact expatriate failure. Working in a foreign environment with different political, cultural, and economic characteristics, expatriates are faced with job-related and personal problems. Also, it can be an expensive undertaking to send senior business executives overseas. Research suggests that approximately 40% of individuals who undertake an expatriate assignment fail, at a cost to their employer of two to four times their annual salary. Cross-industry studies have estimated American expatriate failure at between 25 and 40% when the expatriate is assigned to a developed country and about 70% when the expatriate is assigned to a developing country. Avril and Magnini indicated that in the hotel industry, a large portion of expatriate manager assignments end in failure. To a large extent hotel general managers are responsible for the success or failure of their operations. The aim of the present research was to as certain factors faced by expatriate general managers which could affect their ability to run successful hotel operations. An understanding of these factors is essential for successful expatriate managers to cope with the challenges they face operating in a different culture. In the present case, a Caribbean context was the focus. These findings are important to the hotel industry in Jamaica in order to view weaknesses and to expend more effort in those areas vital for competitiveness. The issues found in the study were similar to other studies done in such places like China, Indonesia, and Russia.
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Last date updated on July, 2014

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