With the trend of the trade and economic internationalization, the multinational companies started to grow and the human resources got to move around the world. Recently, China is the most popular district, mainly because of the low labor cost and the growing demand of the market. In addition, the minor impact of the culture difference is one of the main reason for Taiwanese companies to choose China labor market. However, many factors shall be considered before transfer the man power to a new district, including the competency of the chosen candidate. Initially, to find the competency from the different positions is the most important. Secondary, the manager should choose the right candidates and provide them the appropriate training. As a result, the employees will complete the mission and achieve the target of the organization. In this thesis, the author found the four propositions as the following based on the related interview and analysis: Proposition 1: The expatriate employees are chosen based on their professional competency and personality, especially those with a high tolerance to multi-cultural societies. Proposition 2: To choose the suitable competency, the employees¡¦ performance will increase significantly. Proposition 3: After the industry is localized to a certain level, the necessary expatriated employees can be limited to senior managers and special skilled employees only. Proposition 4:The competency that is the personality characteristic have to be chosen. Others can be improved by training. High tolerance of multi-cultural surrounding is essential because professional skills and leadership can be promoted by training afterwards.

Sending employees overseas for international work assignments has become a popular practice among today's multinational corporations, albeit one fraught with challenges. These expatriate employees, individuals who relocate internationally for work assignments, face many difficulties ranging from problematic adjustment to inadequate preparation. Mentoring has been proposed as one strategy for alleviating the challenges faced by expatriates and for providing the support expatriates need before, during, and after their assignments (Harvey & Wiese, 2002; Mezias & Scandura, 2005). In fact, expatriates that report having a mentor are more likely than expatriates without mentors to have positive career outcomes such as increased job satisfaction and organizational socialization (Feldman & Bolino, 1999; Feldman & Thomas, 1992). Yet, research on expatriate mentoring is still in its infancy as very little empirical research has been conducted. This study will extend past research by 1) investigating the effects of having a mentor and the amount of mentoring provided, 2) exploring the isolated impact of both career development and psychosocial support on expatriate outcomes, and 3) examining the unique impact of mentoring provided by home and host country mentors. The results revealed that the number of mentors that an expatriate reported having was not related to expatriate socialization, cross-cultural adjustment, job satisfaction, intent to remain for the duration of the assignment, or intent to turnover. The results also showed that for the expatriates having two or more mentors, having a diverse group of mentors, that is, at least one mentor from the home country and one mentor from the host country, was not related to any of the expatriate outcomes examined. Further, the results indicated that home and host country colleagues provide unique mentoring functions that predict expatriate outcomes on overseas assignments. Theoretical and practical implications based upon these findings are discussed.