In the recent years, China has seen an increase in the number of foreign nationals coming to the country as expatriates. The main reason is emergence of China as the business hub of east due to which many western multinationals are opening branches or setting up subsidiaries in China. They mainly send their representatives to start or manage operations and provide an element of control and coordination in the local units.

The issues faced by them in terms of adjusting in the new environment, lack of culture and language barriers as given rise to lots of cases where expatriates leave the assignment even before completion or in other words lead to expatriate failure. Such cases have given rise to an area of study called expatriate management, which is an essential element of any company's International Human Resource Management Strategy. Thus, it is essential to find the reasons for expatriate failure and come up with strategies for successful expatriate management.

This study does the same and can be a useful reference to the multinational corporations in terms of strategies for successful expatriate management in China.

It also analyzes each stage of expatriate adjustment and gives recommendations on how a company should support the expatriate through the adjustment cycle.

The research is a combination of secondary research and primary research with thorough analysis of the already existing literature, a case study analysis and an interview analysis. Each factor necessary for evaluation of a successful human resource strategy (ranging from cross cultural issues, training of expatriates, leadership and motivation to rewards and incentive management) is analyzed in the case study from international hotel industry and in the interview of a candidate from the International Information technology industry to provide recommendations for expatriate success in China.