Case Study: Martello International Hotels

Case Study: Martello International Hotels
5th January 2015
Case Study: Martello

International Hotels
Human Resources Management
Group members:
Chiang Kai Ro
10079054a
Chong Xin Hui
10279049a
Christina Tou Yee Yee
10179067a
Shin Jye Wen
10179053a
Supia Chao
10179064a
Professor: Dr. Peter W Obrien

1.
Objective _________________________________________________________________________________ 1
2.
Background Information _____________________________________________________________________ 1
3.
Introduction _______________________________________________________________________________ 1
1.1 Introduction to Program Timeline __________________________________________________________ 2
4.
Expatriate Recruitment Process _______________________________________________________________ 3

1.2 Poster Design __________________________________________________________________________ 3
1.3 Recruitment Announcement ______________________________________________________________ 5
5.
Pre-selection Briefing _______________________________________________________________________ 5
6.
Expatriate Selection Process _________________________________________________________________ 5

1.4 Selection Criteria ________________________________________________________________________ 6
1.5 Selection Methodology ___________________________________________________________________ 8
1.5.1
Cross Cultural Adaptability Inventory (CCAI) _________________________________________ 8
1.5.2
Workplace Stress Management Test ________________________________________________ 9
1.5.3
Situational Judgement Test ______________________________________________________ 10
1.5.4
Interview Protocol _____________________________________________________________ 12
1.5.5
Human Resource Information System Performance Management _____________________ 14
1.5.6
Supportive Selection Considerations_______________________________________________ 14
1.6 Selection Assessment ___________________________________________________________________ 14

7.
Shortlisting selected expatriates _____________________________________________________________ 15
8.
Pre-Departure Training Program _____________________________________________________________ 16

1.7 Expatriate Compensation Package ________________________________________________________ 16
1.8 Introduction to Living in Italy _____________________________________________________________ 18
1.8.1
Supporting Living in Italy Material ________________________________________________ 18
1.9 Cross Cultural Training Program __________________________________________________________ 19

1.10 Technical Management _________________________________________________________________ 23
1.11 Italian Language Course _________________________________________________________________ 23
1.11.1 Supportive Language Training ____________________________________________________ 24
1.12 Stress Management Course ______________________________________________________________ 24
1.12.1 Supportive Stress Management Material ___________________________________________ 25

1.13 Counselling Course _____________________________________________________________________ 25
9.
Pre-rebranding On-The-Job Training __________________________________________________________ 26

1.14 One-Day Trip __________________________________________________________________________ 26
1.15 Technical Management Course ___________________________________________________________ 26
1.16 Cross Cultural Training __________________________________________________________________ 26
10. Post-rebranding On-The-Job Training _________________________________________________________ 27

1.17 Counselling Program ___________________________________________________________________ 27
1.18 Personal Development __________________________________________________________________ 27
1.19 Language Course ______________________________________________________________________ 28
11. Checklist _________________________________________________________________________________ 28
12. Addendum - Avoiding expat failed repatriation Family Situation _________________________________ 28
13. References _______________________________________________________________________________ 30
Appendix _____________________________________________________________________________________ a
ii

1. Objective
The purpose of this project is to complete as a part of the Human Resource Management
course offered in International Tourism and Hospitality Department.
The objective is to design an appropriate selection process for potential expatriate staff
for a fictional hotel organisation based in United Kingdom ; using ethnocentric approach to send
existing managers to Italy to lead the changeover of the new hotel chain, following by the crosscultural training program; including both pre-departure and on-the job training. This should also
include the evaluation for the selection and training program, a checklist to ensure that
expatriates and their spouses and families receive the relevant information. In addition, a poster
will be design to attract existing staff to apply for the expatriate positions.
Overall, this project is to understand the main elements related to an international cross
cultural assignment; how selection and training program works in an international perspective
involving more than one nation and how cultural differences play an important role in the
process.
2. Background Information
Martello Hotels, PLC, owns more than 60 hotels throughout the United Kingdom. They
recently acquired a small hotel chain headquartered in Italy. Martellos strategic objective of
growing the organization slowly to make sure that new ventures are well supported and opened
on time and on budget. Martellos hotels are considered budget accommodations; they are
functional, clean and reasonably priced. Most guests stay for one to three nights and are a
combination of business and leisure travellers. The organization would like to own 150 hotels in
the next five years. Their 10-year plan is to own 300 hotels across Europe. This is an ambitious
target, so it is important that the organization finds an effective formula to operate successfully in
other countries. As this is the company first venture outside United Kingdom, it is important to
find an effective formula to operate successfully in other countries.
3. Introduction
As the consultation team for the selection and training programs for the expatriates
assignment our main duty is to ensure that the new chain of budget hotel operation will be
rebrand successfully in four weeks. As this will be their first venture outside United Kingdom the
1

program should be effective to establish a good start to approach the European market and their
company long-term goal.
The selection process should be robust and fair; using the Equality Act 2010 as the
guideline, hence the selection process should proceed without discriminating employees on
grounds of religion or belief, sexual orientation and age; and provide equal treatment in access to
employment regardless of marriage and civil partnership, sex and race. We will design a
selection methodology to hire the most suitable candidates in not more than two days.
The training program will be carry out in two forms, pre-departure training and on-thejob training. The training program for the expatriate should prepare them to adapt at the new
working environment and making a smooth transition at the new country. Despite the limited
time the training should include all elements needed to ensure the success of the program.
To attract more candidates to join the expatriate program we will design a poster to
appeal to more plausible expatriate across the company nationwide.
1.1 Introduction to Program Timeline
Figure 1: Program Timeline
Figure 1 represent the timeline of the event that take place approximately four weeks
before the rebranding of the hotel in Italy. This include how long we plan to post the recruitment
poster at every Martello branch across United Kingdom. We also planned for a pre-selection
briefing before the selection process to explain the about the job benefits and recruitment
qualification and specification. This is to give the candidates a brief idea regarding the expatriate
job. Then we will proceed with a two-day selection process. After the selected expatriates is
shortlisted we will have a ten-day pre-departure training program to prepare the expatriates with
one day off during the training. Two days after the training program the expatriates will be flying
to Italy to their designated branches, there they will continue with a four-day pre-rebrand on-thejob training before the day of rebranding. Additional on-the-job training after the rebranding will
take place part by part to follow up with their work progress and environment adaptation.

4. Expatriate Recruitment Process
Recruitment process involves attracting a pool of qualified applicants for the expatriate
positions available. We designed a poster to enhance on the benefits of being an expatriate in
Italy in addition to the email announcement to potential candidates.
1.2 Poster Design
Next page shows Figure 2, represents the recruitment posters. The poster will be posted
on every Martello Hotels branchs bulletin board in United Kingdom. This is as part of the open
system approach whereby everyone with the appropriate qualification and experience may apply
for the expatriate position. Besides serving as a recruitment poster it will also spread awareness
among all Martellos staff that the company is going to expand their business to Italy.
Figure 2: Recruitment Poster

1.3 Recruitment Announcement
Given that Martello Hotels decided to use an ethnocentric approach and selection only
candidates from parent country national, in this case a United Kingdom nationality employee.
The recruitment email regarding the expatriate position will be sent to every branch current
general manager and assistant general manager as they are the potential expatriate. The email
should include the job description of the expatriate job, skills and qualification needed in
addition to remuneration, as well as benefits and opportunities for promotion and career growth.
We propose that the senior management team at the headquarters are able to nominate some high
potential candidates for the expatriate positions, since general manager position is the highest
position at any hotel branch; their immediate supervisor would be the senior management team at
the headquarters, however, we will not pressurise the nominated managers to apply for the
position, nomination list will be used for future reference to ensure fairness.
5. Pre-selection Briefing
Before proceeding to the selection process all interested candidates are required to attend
a pre-selection briefing at the company Headquarters. During this session details about the
selection policy, process and evaluation criteria will be delivered to the candidates to give them a
general idea about the process and some time to prepare for the selection and time to socialize
with each other.
We suggest that the companys senior management team should take advantage of this
meeting to gather more information regarding the applicants.
6. Expatriate Selection Process

We propose a two-day selection process to identify the best candidate for the position
through different systems and processes method. During this selection process we will elect the
best and most suitable candidate from the existing pool of candidate applied for the position
during the recruitment. First we test the candidates by measuring their personality using the cross
cultural adaptability inventory (CCAI) to measure how well they can adapt at a country with
different culture. We will then proceed with a stress test to determine how well they can work
under stress. On the other hand, we will also test their managerial ability and various area
performances using a situation judgment test (SJT) and accessing the human resource
5

information system (HRIS) to retrieve the applicant performance history to provide reference for
the assessment. Lastly, we will perform an in-depth individual interview with the panel. All these
information will be supported by the informal consideration based on the opinion and
recommendation by the senior managers. Each selection method and their evaluation criteria
will be discuss in detail in the next section.
1.4 Selection Criteria
During the selection process we need to consider the companys needs based on their
business core values and strategic goals, the external market conditions and employee
identification with the value system of the top management; then consider the candidate profile.
Hence, we can determine six factors to be consider in making the final decision for the selection
process.
Figure 3: Factors in Expatriate Selection

Source: Adapted from Dowling, P.J. & Welch, D.E., (2004)
Since, the senior management team for Martello Hotels stated that none of their existing
managers speak Italian fluently; we shall not judge the candidates based on their Italian language
ability, however they shall possess the interest in learning the language. We have been advised
that we should not take into account the marital status or family situation of the expatriate
candidates as it may fall foul of the Equality Act 2010 legislation, howbeit, we expect the
candidates to have their family ultimate support for their application to be an expatriate.

Therefore, we shall base our selection criteria on the remaining four factors, but primarily
focusing on the individual factors mainly the technical ability and the cross cultural suitability.
The technical and managerial skills of candidates is a crucial criterion to consider, the
assessment is relatively easy as it is often based on the previous job performance available on the
companys human resource information system, yet, it must be reminded that it will not matter
that much when solving specific problems in a new foreign culture and environment. However,
we must take into consider the candidates managerial intelligence quotient which will be
measure in eight specific dimension: -cognitive intelligence, emotional intelligence, political
intelligence, social and cultural intelligence, organisational intelligence, network intelligence,
innovative intelligence and intuitive intelligence. This is based on Selecting expatriates for
increasingly complex global assignments. Despite there is little or no difference between
personal qualities required for success in domestic and international manager but the successful
development of business abroad demands higher level of skills and qualities as the expatriates
will need to deal with wider range of activities, roles and responsibilities as they are operating in
a more complex environment created by the cultural differences.
Theoretically, we will based the selection for cross cultural suitability on three sets of
Self-efficacy
skills
Relational skills
Reinforcement substitution, stress reduction and technical

competence.
Relationship development, willingness to communicate, and
language.
Perceptual skills
Understanding why host nationals behave and think in the way they
do and making correct inferences as to the motives behind these
behaviours.
individual skills listed as follows:

Source: Adapted from Mendenhall, M. and Oddou, G. (1985)
This should also include cultural empathy, language skills, attitude toward new cultures,
emotional stability, level of personal maturity, and ability to tolerate differences in face, beliefs
and cultures, including its customs and values.

The situation factors like the country/cultural requirement shall be consider as an
influencing factor during the selection process as it mainly involve issues of residence card and
visas, taxation and legislation regarding expatriates in host country; these information will be
delivered to the selected expatriates during the training program.
Since this is the company first business venture outside United Kingdom and this will be
their first batch of expatriates we should highlight the importance of the organisation core values,
and the selected expatriates should be able to represent the values and convey it to the rebranded
firm. Consequently, our expatriates must speak for the company core values given below:
Provide excellent levels of customer service to all guests.
Provide a clean and comfortable environment for guests and staff.
Recruit and retain excellent staff.
Support and develop staff so they can reach their full potential.
Continuously strive to improve all aspects of the business.
Ensure that all hotel buildings, fixtures and fittings are well-maintained in a proactive
manner.
1.5 Selection Methodology
Our proposed selection methodology are based on the criteria stated above, we will use
the most relevant assessment to evaluate every applicable factor. During the first day of the
selection program we will gather all applicant at headquarter, a conference room will be
provided with a classroom-style table setting to provide the applicants a comfortable
environment to take a few tests. These tests will assess the applicant fundamental cross cultural
adaptability, performance under stress, technical and managerial skills as well as both emotional
intelligence and intelligence quotient.
The next day we will advance with interview process, there will be an in-depth individual
interview with the panels, a meeting room with boardroom-style table setting preferably rounded
rectangular boardroom table with eight seating; each interview will be carry out with four panels,
represented by a senior manager, the team manager for the expatriate abroad assignment,
headquarter human resource manager and the chief executive officer of the company; during the
interview we will evaluate candidate overall performance and how well the candidate represents
the company core value and the candidate is capable of holding each essential aspects together.
1.5.1 Cross Cultural Adaptability Inventory (CCAI)
8

The CCAI is first introduced by Kelly, C. and Meyer, J, in 1995, is a 20 minutes test
consisting 50 item-long instrument with six-point Likert scale which the ability of a person to
live contentedly and work effectively in a cross-cultural environment is assessed. The CCAI
instrument helps individuals identify their current strengths and weaknesses within four critical
skill areas important for effective cross-cultural communications and interactions.
Dimension
Emotional
Resilience
Judging Area
Coping with stress and ambiguity
Recovering from imperfections and mistakes
Openness to new ideas and experiences
Interaction with people in new or unfamiliar situation
Flexibility/Openness Openness towards, and preparedness to learn from things and people
that are different from oneself
Tolerance of others, non-judgmental attitude towards new
experiences
Flexibility or role behaviour
Perceptual Acuity
Attention to communication cues
Ability to recognize the logic and coherence of other cultures
Personal Autonomy
Personal identity independent of environmental indications
Confidence in ones own values and beliefs
Sense of empowerment in the context of an unfamiliar cultural
Table 1: CCAI Assessment Dimension
situation
This is a popular test among cross-cultural specialists and is widely use among multinational corporations, expatriates, immigrants and others; it is user-friendly, inexpensive, and
easy to understand and administrate; the tool demonstrates extreme reliability and validity. This
is a very reasonable test to exanimate the applicant cross cultural suitability, albeit not enough to
be the only judgemental test, therefore, it will only be used to round out those that are not
suitable for the position but not to eliminate any applicants to avoid demotivating any employee.
1.5.2 Workplace Stress Management Test
Although hospitality industry is consider high stress industry and every manager is
supposed to bear with a degree of job stress from different sources and a good amount of stress is
important to maintain a high work performance.
Figure 4: Source of Job Stress

Source: A. Anbazhagan; L. J. Soundar Rajan; A. Ravichandran (2003)
Figure 4 shows different stressors that contribute to job stress, since environmental stressors play
we would like to use the workplace stress test to identify applicants that can cope under stressful
environment, this is to prevent expatriate from burnout.
The workplace stress management test will identify applicants with higher stress
management ability in a new working environment. The test consists a set of questions with fivepoint Likert scale weighting each stressor; estimating it will takes about 30 minutes to run the
test and it will be carry out based on the guidance given by the International Stress Management
Association (ISMA) in United Kingdom, this test will serve as a guideline for the selection
process.
ISMA will monitor the test to ensure high validity and reliability of the test as a condition
to measure expatriates stress management providing cultural differences, they will help to
develop a suitable test to measure the applicants work stress management and it is consider an
important role associating with the successfulness of an expatriate.
1.5.3 Situational Judgement Test
Situational Judgement Test (SJT) is a psychological test with a realistic, hypothetical
scenarios to ask the test-taker to identify the most appropriate response or rank the responses in
the order they feel is most effective. There will be two parts of the test using different modalities,
10

the test booklets including both multiple-choice options where the test-taker rank the most
effective responses and a more innovative feature with an open-ended response format and a
filmed scenario; applicants will need to write their reaction to the video; rubrics for scoring
responses will be developed as a guidance for evaluation.
The SJT will be develop specially with a team of expertise and representative from the
senior management team, it will be used to determine the candidate behavioural tendencies,
assessing how an individual will behave in a certain situation, and knowledge instruction, which
evaluates the effectiveness of possible responses. Since this will be a tailor-made test, it can be
adjusted to match the organisation core value as a part of the evaluation. The test is also a good
way to measure the applicant management intelligent quotient mainly the analytical intelligence,
practical intelligence and creative intelligence.
In the multiple-choice options SJT, we will focus on identifying way to incorporate
company core value while solving problem involving cultural diversity in workplace associating
with co-workers and subordinates or customers, at the same time evaluate the practical
intelligence. Based on each situation the test-taker will rank the options from most effective to
least effective. The open-ended response format will use similar approach but the focus will be
on the managerial qualities, the test-taker should response to the situation in restricted time. It
will test the creative intelligence of the applicants, including the innovative and intuitive
intelligence quotient how they can find a unique ideas to address a situation without previous
experience. In order to set a standard judgement the rubrics for the scoring guidance will be
develop with the aid from the company senior management team.
Video based SJT will feature a scenario depicting highly realistic and important work
situation obtained by means of critical incident interview with experienced expatriates in Italy, at
a critical point of the scenario, the video will freezes and the applicant must then response on
paper to the given situation in his or her own words. This will be used to measure the cultural
empathy and openness, perception acuity, in addition to the creative intelligence. The rubrics for
the scoring will use opinion from the experienced expatriates in Italy to use in par with the
company core value as a guideline for the team.
Overall the SJT assessment plays a crucial part for selecting expatriate, each part of the
test will weigh-in for the final evaluation. This test will be judging different criteria needed for a
successful expatriate, since this will be the company opening abroad assignment for expatriate
11

the SJT will be develop with a team of expertise. The cooperation with the experts will ensure
that the test has a high validity, reliability, fairness and legal defensibility. Despite some
criticisms if used correctly a suitable SJT can provide a more comprehensive and higher
reliability for evaluation since it involve multiple constructs and interests.
1.5.4 Interview Protocol
An interview is a procedure designed to solicit information from a persons oral
responses to oral inquire, it is also used to predict future job performance on the basis of
applicants responses. The interview information is use to judge the overall compatibility for the
abroad assignment. The interview questions will be a set of structured questions emphasising
both situational and behavioural questions. Since the senior managers know all of the candidates
quite well, both personally and professionally, it will ease the administration process. Questions
for the interview and the rating scale should be develop carefully by the senior managers with a
team of expert in expatriate abroad assignment to ensure its reliability and avoiding mistakes.
Whilst developing the interview question we need to consider its competency in mapping
each criteria relevant to the successful expatriate at the same time keeping the candidates work
motivation lest not selected for the assignment. The panels assess candidates against formalised
criteria and determine the best fit through continual comparison, it is also more likely to produce
a closer match between the schemas of the ideal expatriate and the candidates.
However the interview questions must be monitor carefully to avoid any infringement of
the Equity Act 2010, or asking questions involving candidates family matters to create a fair
ground for all candidates. In addition, the interview should be focused on getting more
information from the candidates that cannot be obtain from the previous methods, we will use the
advantage of the interview to evaluate the candidates personality traits, relational abilities and
motivational state; high willingness to learn the host country language will be plus.
12
Figure 5: Characteristics of a Successful Expatriate

Source: Adapted from Kelly Ross (2011)
Figure 5 illustrates the characteristics of a successful expatriate, a suitable candidate

should represents all of it, and with suitable coaching for the selected expatriates it will increase
the successfulness of the abroad program. The candidates will be judge on how well they can
express their personality in both verbal and non-verbal context, the best candidate should
represent all the characteristic of a successful expatriate as well as the company core value as this
is the corporation first international assignment hence the expatriate must be able to bring their
company core value to the host country.
The structured behavioural interview questions will test the candidate personality and
how well it represents the company core value, maturity and managerial quality. The structured
situational interview questions will test the cross cultural openness and flexibility and predict
how well the candidate can perform at a foreign environment, in addition, we can test how well
the candidate handle the situation if they are not selected for the abroad program or their future
plan if selected as an expatriate.
The success of the interview process can significantly affect the outcome of the selection
process. The interview panels should take advantage of the interview process to find out more
about each candidates. The interview can be customise to suit each candidate using semistructural question howbeit not encouraged to overly rely on it, it serves as a connecting
condition for the overall assessment. Each structured interview question will be evaluated
13

individual according to its profile competency and the definition of the competency measurement
skill using five benchmarking levels to ensure high reliability of the interview.
1.5.5 Human Resource Information System Performance Management
Human resource information system (HRIS) refers to the interrelated people, data,
technology, and organisational procedures a company uses to collect, process, store, integrate,
and disseminate its human resource information. Performance management is the continuous
process of identifying, measuring and developing the performance of individuals and teams and
aligning their performance with the organisations goal.
We will assess the applicant performance history and use the information to serve as a
secondary component to the selection process. The performance history of the candidates will
serves as a benchmark for our evaluation to predict the candidate future job performance. The
information is highly reliable as the performance evaluation is given by the candidate direct
supervisor over the period of time the candidate serves the company.
1.5.6 Supportive Selection Considerations
During the recruitment process we recommended the senior managers of the company to
nominate a candidate they think has a high potential to be a successful expatriate. And given that
the senior managers know all of the candidates quite well their opinion and impression on the
candidate is important. This assessment will provide a supporting aspect to the candidate
evaluation for the abroad program, albeit informal it can be a critical influential if the candidates
performance are is similar under comparison. The direct supervisors impression and
recommendation is consider as a supportive assessment, the best candidate should have a good
overall review from their supervisors and senior manager.
1.6 Selection Assessment
Previously, we had discussed the selection methodology to find the most suitable
expatriate from the pool of applicants. Each selection method will be score individually, after the
two-day selection program at headquarters all the scores will be finalised. The senior managers
will gather all related information and evaluation for each of the method will weigh-in for the
final assessment. A scoring matrix will be develop, each selection method will have different
weighted scoring contribution to ensure overall fairness.
Taking into consideration the median score from each test and selection as well the total
scoring from the matrix we can determine the best candidates from the applicants. The
14

supportive selection consideration will serve as reference for the senior managers. During this
assessment, the senior managers will select six best candidates whom they think most suitable
for the position.
Due to the time constraint, the selection assessment should be done in one-day. The
developed scoring method will smoothen the selection process.
7. Shortlisting selected expatriates

The six selected expatriate will be informed in person by the senior manager. The abroad
assignment and promotion letter will be handed in by the senior manager the day after the
selection assessment reached a conclusion. The details about the abroad assignments, contract,
and training program details will be sent to the selected expatriate.
A physical examination requirement, residence card and visa application form will be
given to the expatriate and will be collected on the first day of training, the company will then
follow on with the application process. If is a trailing spouse following the candidate the
company will provide help in visa application. The citizens of the European Union (EU) dont
need a work permit to legally work in Italy as they have a right to work in EU member states. A
schedule of the training program will be given to the expatriate and session that encourage the
spouse to join can be mention so that they expatriate and their spouse can make necessary
arrangement.
Regarding rejected applicants a formal information letter will be sent, however, taken
into consideration on keeping employee candidates motivation it should be done carefully, since
this is the company first abroad venture the company still encourage unsuccessful applicants to
apply for future abroad assignments and will be given high recognition and support them to
improve their new language ability and other elements.
15

8. Pre-Departure Training Program
The pre-departure training program is a ten-day program specifically designed to suit the
expatriates need, it consist different courses to prepare the expatriates for their abroad
assignment. It will start with the expatriate compensation package and contract signing. The
summary of the training is provided in the Table 3. The time and details of the program will be
adjusted to meet the requirement of the company.
Day
Day 1
Day 2
Day 3
Day 4
Day 5
Day 6
Day 7
Day 8
Day 9
Day 10
Lesson 1
Compensation
Package
Language
Lesson
Language
Lesson
Stress
Management
Language
Lesson
Language
Lesson
Presentation
Style
Language
Lesson
Cultural
Category
Language
Lesson
Lesson 2
Language Lesson
Lesson 3
Language Lesson
Didactic Training
Language Lesson
Cultural Awareness
Training
Language Lesson
Cultural
Experimental
Concept of time
and space
Language Lesson
Counselling
Communication
Patterns
Language Lesson
Technical
Management
Language Lesson
Language of
Management
Language Lesson
Lesson 4
Introduction to
Living in Italy
Cultural Awareness
Training
Language Lesson
Language Lesson
Counselling
(Individual)
Leadership Style
Audience
Expectation
Language Lesson
Language Lesson
Business Culture
Language Lesson
Interaction
Training
Language Lesson
Stress Management
Table 3: Training Program Schedule
120-minutes lesson
90-minutes lesson
180-minutes lesson
1.7 Expatriate Compensation Package

The expatriate compensation package will be included in the management between
Martello Hotels International and the expatriates. Compensation package is the sum of direct
benefits (such as salary, allowance, bonus, commission) and indirect benefits (such as insurance,
pension plans, vacations) that an employee receives from an employer. The package will be
deliver personally by the human resource manager to the expatriate individually to retain each
expatriate privacy; any further negotiation will be deal in private.
16

The compensation package shall include but not limited to the following:
Base Salary after much consideration we propose the to match the average salary for
hotel managers in Italy which is 60,000 Euros
Cost of Living Allowance we assume that expatriates spend their base salary on three
item in home country; housing, taxes and goods and services (spendable income). The
cost of living allowance is a differential paid to equalise the expatriate for the
difference between host country and home country. This will be review quarterly and
adjusted if needed. How if the cost of living at the host location is the same or lower
this will not be included as part of the compensation.
Housing/Utility Allowance we propose the company to provide in-house

accommodation for the expatriates, if necessary it can be adjusted to fit the expatriate
family condition if there is trailing spouse or children. However, if the expatriate chose
to live outside the hotel, housing and utility allowance will be provided based on the
average rental and utility expense in the assigned area.
Hypothetical Taxes tax equalisation program is designed to ensure that the expatriate
will remain whole with respect to his or her home country tax position and avoiding
double taxation by the home and host country. Taxing information in the host country
will be provided.
Home Leave the expatriate will be entitle to one Home Leave back to UK for each
12 month period in the assigned location, however this should not be taken until 6
months in the new location. The round-trip airfare business class from assigned location
to home location will be include, alternatively, expatriate may elect to travel in
economy class in which the expatriate will be entitled two round-trip tickets
considering expatriate with trailing spouse.
Annual Leave United Kingdom labour law requires employer to provide a 25 days
annual leave for their employees, however it is 28 days in Italy, therefore the
expatriates are entitled 28 days annual leave.
Language Course Allowance we expect the expatriate to have the motivation to

continue learning the host country language, Italian, hereby allowance will be given if
they signed for language course in the assigned location. The fee will be fully covered
by the company.
17
Healthcare Plans the company will cover the fee for the expatriate National Health
Service in Italy known as Servizio Sanitario Nazionale (SSN) and Italian health
insurance card (tesserae sanitaria)
Other Benefits Existing employee benefits like meals on duty, provision of uniform
and pension plan remain.
The compensation package is develop using the guidance from worldwide expatriate policy,
European tax equalisation policy, United Kingdom labour law and Contracts of employment Act
1963.
1.8 Introduction to Living in Italy
Getting use to a new living environment is important for the expatriate, this part of the
training serve as a first impression of the host country. We believe that the introduction will be
more effective and closer to the heart if it can be deliver by a Briton therefore we will invite
Danny Singh, whom has been living in Rome, Italy for the last 18 years.
Danny Singh is an experience speakers in cultural differences between Italy and United
Kingdom. This will be 3-hour interactive session, we expect him to share his living experience in
Italy to our expatriates and give them important survival tips, a brief history, economy overview,
weather and climate, Italian traditions, brief Italy political condition, how government offices in
Italy work, and lifestyles.
Expatriates may face a lot of problem in a new environment they should use this talk as a
chance to ask about their worries, we encourage trailing spouse to join this training session to
that both of them can adapt better in the host country, since family condition is a crucial element
in determining expatriate successfulness we will try to make sure that the spouse will be taken
care of too considering that it will additional audience to this session will not add to the cost.
1.8.1 Supporting Living in Italy Material
A copy of Graeme Chesters book Living and Working in Italy: A Survival Handbook
will be given to the expatriates. This book is widely recommended by expatriates living in Italy
and has a good overall review from readers. This will serve as a supporting material for the
expatriates, it can provide them with a more realistic impression of the country.
18

1.9 Cross Cultural Training Program
Cross cultural training program is used to facilitate the adjustment to a new cultural. We
adapted the U-curve model and the four phases of cultural adjustment theory as a guidance for
the training program.
Figure 6: The U-Curve and the four phases of cultural adjustment

Source: Adapted from Black & Mendenhall, 1991
Figure 6 represents the four phases expatriates will face when moved to a new living
environment. It started with honeymoon phase where the expatriate only gets the opportunity to
see the good sides of the new culture. However, it will then makes a step turn downwards
towards culture shock phase where the expatriate realises the difficulties in adjustment, culture
can happen for many reason for example: stress as a result of feeling obliged to make many
adjustments; a sense of loss in regard to friends, status or possessions; rejection by (or against)
people of the host country; confusion in self-identity, roles and expectations, surprise, anxiety
and even disgust over cultural differences and feeling incapable of coping with the new
19

environment. Culture shock is a normal process albeit inevitable. Adjustment phase will take
place when the expatriate start coping with the differences understand the typical norms in
behaviour and social patterns. Once the expatriate is comfortable and well-adjusted with the new
environment he or she can function effectively and be more productive. Overall the four phases
can be summarise into: excitement, annoyance, accepting and enjoying.
The cross cultural training will be used to facilitate our expatriate to have a smoother
transition in the host country by reducing the duration of the culture shock phase and aid the
expatriate to adjust better under the foreign environment. Cross cultural training has three main
objectives listed as below:
enable the expatriate to determine how to perform job tasks and behave appropriately in
the new culture
help the expatriate to handle unexpected events and reduce cultural conflicts
help the expatriate to develop realistic expectations about the job and the day-to-day life
in the new culture
Table 2: Overview of the cross cultural training methods, their focus, timing of implementation and general
activities used to convey the training
Source: Adapted from Hnberg & sterdahl, 2009
There are several cross cultural training methods, some may suit one situation better than another
and may be combined to achieve a better results. The summary of the training methods is
mapped in Table 2.
20

For this part of our program we hired a team of expert from Riversdown Languages
International which is a division of the Richard Lewis Communication Ltd. Lead by the
Chairman Richard D. Lewis himself. Richard D. Lewis is well known for his work on crosscultural understanding. They will provide a deep analysis of the cultural factors affecting our
company business profile and establish an action plan to meet the challenges and opportunities
provided by these cultural factors. They have regional experts amongst their general crosscultural trainers and a wide database network to cover topics from behavioural trends to
presentation and leadership styles. Using the Lewis Model of cultural types develop by the
founder of the company a suitable training program will be develop specially to meet our goal.
Figure 7: Lewis Model of Cultural Types

Source: http://www.crossculture.com/UserFiles/Image/pcp_660.jpg
In the 10-day training program we arranged 14 cross cultural lessons, each training
session can be two hours or three hours depending on the arrangement. It will start with a
didactic training focusing the on factual information of the host country, diversity on if the host
country, intra-country cultural differences, typical stereotypes and cultural specification. The
21

content of the cultural aspects does, however, mainly address practical issues, such as shopping
and dress codes, we expect this session to take up a 3 hours lesson.
The cultural awareness training is use to create to introduce the host country general
culture and to understand the host country culture as a concept, we can use role-plays to add
dimension to the lesion. This is to give the expatriate insight about the concept of culture and
cultural differences. It should covers the day-to-day lifestyle differences like food culture,
driving habits, greeting preferences, cultural taboos, non-verbal communication to other issues.
The cultural experience course will be use after the cultural awareness as a first-hand
experience under stimulated condition. This can be used to evaluate the how well the expatriate
understand and accept the cultural differences.
There are functional cross cultural trainings provided by the team of experts from
Riversdown like the concept of time and space, this is a very useful lesson for our expatriate
when they reach the host country. It is important to understand how the host country nations
perceive time and space to avoid misunderstanding. The lecture will need a two-hour lesson.
Communication patterns like the speech styles and listening habits will take up a twohour session. In this session the coach will teach our expatriates how to communicate effectively
with an Italian co-worker.
Leadership style course will be given to our expatriate, the coach will motivate our
expatriate to explore a leadership style that can suit them better in the new working environment.
How do the host country nations employees prefer to be led and how to lead a new hotel in the
assigned location.
Presentation style and audience expectation course will be given on the same day to
enhance its effectiveness. As a hotel general manager presentation skills is important and if the
presentation style suits the host country employee it will be an advantage for the expatriate to fit
in better in the new working environment. It is paired with audience expectation to give the
expatriate an impression on how Italian behave during meetings and talks. If coached
successfully it can improve the expatriate work situation.
Business culture course will be a three-hour session focusing on the cultural differences
between home and host country in the business context, it will include but not limited to the
contract agreement and signing, meeting protocols, handshaking, negotiation style, business
22

cards and etc. The expatriate will represents our company profile from United Kingdom
therefore they give a good impression to future business partners.
The cultural category course will be focusing on the cultural differences in the macro
region of Italy: North-West, North-East, Centre, South and Islands. Considering the fact that
each of the expatriate will be assigned to different location in Italy in different macro region,
hereby the coach for this lesson will concentrate on each expatriate individual needs while
dealing with the cultural elements in the new environment.
Language of management is a two-hour course on the managerial differences; how
language is use by the Italians, this is to avoid any misunderstanding. As English is not a native
language in Italy, this class main focus is on how Italian use English as a form of communication
in the company; it covers writing and speaking habits of the natives.
Interaction training is consider an experience sharing from an experienced expatriate to
our expatriates. The sequential training is a combined cultural experience given at the end of the
training program to serve as a part of the evaluation and how well our expatriate perceive the
host country. This will also serve to detect any false assumption made by the expatriate before
departure and how to give the expatriate a realistic expectation.
1.10 Technical Management
Technical management regarding the standard of procedure of the organisation operation
and overlook of their business venture operation in Italy will be given by the company CEO and
team manager of the expatriate program. This is to provide the expatriate with deep
understanding of the assignment and the company expectation and goals.
This shall provide the expatriate with an overview of their working environment and
workload in Italy. The history and forecast of the business revenue in Italy will be deliver to the
expatriates. Other day-to-day operational details, financial report will be study during this
session.
1.11 Italian Language Course
Over the span of the ten-day training program we will provide the expatriate with a basic
and business Italian language course as language plays an important part while serving in a
foreign location. Italian is consider a language closely related to English and easy to learn for a
native English speaker. It is estimated to take approximately 23-24 weeks or 575-600 hours to
reach general professional proficiency in speaking.
23

For this task we will hire Christina Lauretti, she is a teacher of Italian language in
Parlance Language School in London with six years of teaching experience. Her background in
psychology of communication is a plus given the time constrain of our training program.
We suggest two 90-minute lessons a day everyday throughout the training program. This
will be an intensive Italian language course and will be personalise to meet our expectation for
the expatriates. We will give the freedom to the Ms. Lauretti to use a most effective training
method and teaching material will be provided Ms. Lauretti too.
1.11.1 Supportive Language Training

To promote a faster learning in the language we will also propose an innovative method
for the expatriate, using smartphones application Duolingo to learn Italian. Duolingo receives a
high rating from the users, named by Apple as iPhone App of the Year, 2013, Googles Best of
the Best App 2013, and TechCrunchs Best Education Startup 2014. Duolingo app is free,
extremely user friendly, fun to use and provides interactive learning. We highly recommend the
expatriate to use this app to aid their language learning since it is available 24/7 albeit not
compulsory.
1.12 Stress Management Course
Stress management training will also be conducted, as dealing with the stress that comes
with adjusting into a new environment can be very beneficial to the process of the expatriate
transition and adjustment and prevention of possible expat failure.
Some of the factors that may affect the expat worker negatively and cause stress when
moving to another country are the difficulties of overcoming a language barrier, culture shock,
sudden lack of a social group, and many others. This section on the training is very important
because stress is often the cause to decrease of productivity levels, efficiency, profitability,
absenteeism, morale and increase of staff turnover.
The Stress Management Society is a non-profit organization that helps workers to
manage stress. It is recognized as one of the leading authorities on stress management in the
United Kingdom, and consists of a team of qualified professional counsellors. This particular
team of coaches was chosen because of their highly varied and heterogeneous staffs that have
degrees in various areas that are helpful in the treatment of stress that deals with mental health,
24

nutrition, hypnosis, etc. The stress management training is a three hours lecture given by the
team to help our expatriates when they reach the host country.
1.12.1 Supportive Stress Management Material
Internations is an international community for all people living and working abroad from
their home countries. Their mission is to make life easier for expats alike. World Forum is a
platform which gathers a big expat community from all over the world in one place, so it makes
it easier to exchange information about their lifestyles and experience about living in a different
country.
Joining this community before going and actively participating in it even after the
transition will help the expats to be prepared for what is to come, preventing major culture shock,
since it prepares the expats by providing a wide variety of resources for all things related to
moving and living/working abroad, such as information on interesting places to visit, finance,
insurance, communication, family issues, visa permits, public transportation, and much more.
Having a group support can significantly improve the stress situation of the expatriate
give them a realistic expectation in the assigned location every help them make friends.
However, joining the community is not mandatory but we do recommend our expatriate to join
this community considering their needs and benefits.
1.13 Counselling Course
To ensure that all expatriates can adapt to the environment as soon as possible, our
company decided to hire a psychologist to provide our expatriate with counselling course. There
will be two-part for the counselling course, the group counselling and an individual face-to-face.
This part of the program will be constructed by Dr. Robert Sharpe and experience psychologist
with 25 years of advisory experience at individual, team and board level.
The small group counselling course will be mainly focusing on how to focus on career
and personal development, lifestyle balance, stretching for excellence, engagement and selfesteem building.
In the personal counselling session we encourage trailing spouse to join the session, this
session will be focusing on dealing with personal matters, worries and fears regarding the
expatriate assignment. If the trailing spouse can join the counselling session it will be an
advantage for the expatriates so their partner can understand the abroad assignment better to
25

minimise the future disagreement. We highly recommend our expatriates to join the personal
counselling with their spouse howbeit not necessary.
9. Pre-rebranding On-The-Job Training
Due to the time constrain, our expatriates will have only three days in the assigned
location. Providing that each expatriate will be assigned at different location within Italy, the prerebranding on-the-job training program will be given using a one-to-one training method.
It will start with a one day trip around each assigned location, then it will be follow by a
technical training program and lastly a cross cultural training program before the rebranding day
of the branch in Italy.
1.14 One-Day Trip
Once the expatriate reach the assigned location we prepared a one-day trip for the
expatriate and trailing spouse around the town. It will be guided by the companys representative
in the assigned location. It will be a tour to some famous tourist spots in the area as well as some
useful everyday guide around the town like bank, market, shopping place, transportation
information, clinic and hospital, government office and others. This is to help the expatriate get
use to the new environment as soon as possible.
1.15 Technical Management Course
Before taking over the position at the assigned location the technical management course
are given to show the expatriate a typical day-to-day operations need of a hotel general manager.
It will be emphasising on the management theories and skills differences, given that after the
rebranding the hotel will adopt the Martello Hotels standard of procedures operation; a brief
overview at the financial, sales and marketing history of the branch is important to the expatriate
to smoothen the takeover.
This training will be given by the branch representative of the assigned branch in Italy, at
the branch itself. The expatriate will tour around in the hotel to get have a better understanding
with the branch, documents of information like room rates, numbers of rooms, restaurants,
facilities provided in the hotel and other relevant information shall be in included during this
course.
1.16 Cross Cultural Training
Similarly to the pre-departure training program we will collaborate Riversdown
Languages International global partner in Italy, YellowHub is professional language and cultural
26

coach team. We will provide our expatriate with a one-on-one personalised training to meet their
individual needs at the assigned location. The expatriate previous performance during the predeparture training program will serve as a base to customise a suitable training for them.
This training will give them a first cultural impression of the host country will take a day
with the coach, how to deal with work related problems and how to motivate their subordinates
and hotels employees and other necessary. Interaction training will be introduce learning about
the specification of the culture in the region.
10.
Post-rebranding On-The-Job Training

After the rebranding we propose a set of training for the expatriates, it include
counselling program, language course, technical management course and personal development
course. The training program will be monitor closely and evaluate at different period of time to
until the end of the assignment period shall any problem occurs it should be noted immediately
and additional training and supervisory will be given.
1.17 Counselling Program
To make sure our expatriate will have a good emotional health despite the drastic
transition, we will provide them with a clinical psychologist expert in Italy to give them
counselling to ensure they can adapt in the living environment in Italy. We are going to hire Dr.
Denise Richardson, a registered clinical counsellor to provide the service.
This will program will last for a year or until the expatriate has accepted and adapted
successful into living in the new environment. We will give the expatriate full privacy and will
only monitor the overall progress of the expatriate without interfering his or her personal life.
The first counselling session will take place in the first week upon arrival, sequential
appointment session will be decided by the expert.
1.18 Personal Development
For this part of the training, we will hire coach form TPC, The Performance Coach in
Italy, to facilitate our expatriate, they will help our expatriate to with different courses to meet
the companys requirement.
This program will be monitor for three months after arrival and freedom will be given to
the coach from TPC to plan the best course to meet the requirement at the same time help the
27

expatriate to be a better leader in the new working environment. We expect to see positive
changes from our expatriate performance and leadership ability.
1.19 Language Course
Similarly we will still collaborate with YellowHub to provide a one-to-one language
training for our expatriate, we allocated two 90-minute classes a week considering the workload
of a general manager, and the language course will last for three months after reaching the
assigned location. However, if the expatriate is interested in learning the language allowance is
provided for them to sign for additional language courses.
The language course will be personalise to fit the expatriate language level, as they
already taken basic and business Italian language course before arrival. It will be up to the
language coach from YellowHub to establish a suitable course for the expatriate.
11.
Checklist
Considering that each expatriate to a different location the checklist will be different,
there are some information the expatriate should know when leaving UK. The checklist for the
expatriate is listed below:
The specific location of the assigned branch.
The flight information and tickets to the assigned location for the expatriates and
trailing spouse if applied
Work related issues their responsibilities and tasks, the expected working hours,
companys intranet system, and who will they be reporting to upon arrival.
Practical issues about living in the host country health and dental care services,
banking services, emergency services, telecommunication services, local and public
facilities, cost of living and public and bank holiday in Italy.
Support group for expatriates
12.
Association of British Expats in Italy
Addendum - Avoiding expat failed repatriation Family Situation

One of the main reasons for a failed assignment and consequent early return for
expatriates on international tasks is regarding family reasons, more specifically, the difficulty of
the spouses of the workers of adapting to the new environment. They mostly suffer from identity
28

crisis from suddenly becoming dependent on their partners because of not being able to have a
paid job, and having too much free time.
In order to prevent such events to happen, we, as consultants for the Martello Hotels,
strongly advise the spouses of the candidates to consider these very important questions and
discuss it thoroughly with their partners before thinking of taking the job:
1. Will the expat spouse be able to work, if they so desire? This question will help to
make sure that the wife will or will not be able to fill their times with a paid job, while living in
Italy, and not feel like theyre dependent.
2. What is the existing strength of the husband/wife relationship? This can help identify
existing problems between the couple. Apart from identifying weaknesses and strengths, both
parties also have to make sure that they will be willing to compromise in order for there to be no
bigger conflicts.
3. Will there be children that move abroad? Depending on the age of the child,
changing their living environment can take a lot of time, and thus, the transition to another
country should be planned in advance.
29

13.
References
A. Anbazhagan; L. J. Soundar Rajan; A. Ravichandran (2003). Work Stress Of Hotel
Industry Employees In Puducherry, Asia Pacific Journal of Marketing & Management Review,
Vol.2 (5)
Black, S.J. & Mendenhall, M. (1990), Cross-Cultural Training Effectiveness: A Review
and a Theoretical Framework for Future Research, Academy of Management Review, Vol 15,
No 1, 113-136.
Brewster, C. & Harris, H. (1999), The Coffee-machine System: How International
Selection Really works, The International Journal of Human Resource Management, 10:3, p488500
Caligiuri, P. & Tarique, I. (2005), International Assignee Selection and Cross Cultural
Training Development, Handbook of Research in IHRM, London.
Dowling, P.J. & Welch, D.E., (2004). International Human Resource Management, 4th
edition, Thomson Learning: London.
Edward M. Mervosh (1997). Managing Expatriate Compensation, Industry Week, US.
Gary Dessler (2013), A Framework for Human Resource Management, 7th Edition,
Pearson.
Hnberg, C. & sterdahl, G. (2009). Cross-cultural Training of Expatriates: A Case
Study of Ericsson, Department of Business Studies, Uppsala University, Sweden.
Harvey, M & Novicevic, M.M., (2001). Selecting expatriates for increasingly complex
global assignments, Career Development International, Vol.6, Issue 2, pp. 69-86.
Kelly Ross, (2011) Characteristics of Successful Expatriates: Unleashing Success by
Identifying and Coaching on Specific Characteristics, Capstone 3 Research Analysis.
Mendenhall, M. and Oddou, G. (1985) 'The Dimensions of Expatriate Acculturation: A
Review', Academy of Management Review, 10: 3947.
Strelling, M. (2008), How Swedish MNCs Select their Expatriates, Three Case Studies,
Masters Thesis, Lule University of Technology, Sweden.
30

Websites:
Richard Lewis Communication Retrieved: 2015-01-04, available at:
http://www.crossculture.com/about-us/richard-d-lewis/
Riversdown Retrieved: 2015-01-04, available at http://www.riversdown.com/
Dr. Denise Richardson Counselling Service Retrieved: 2015-01-04, available at
http://counsellingdeniserichardson.com/index.html
Dr. Robert Sharpe Retrieved: 2015-01-04, available at http://www.robertsharpe.com/
Stress Management Society Retrieved: 2015-01-04, available at http://www.stress.org.uk/
Internations Retrieved: 2015-01-04, available at http://www.internations.org/
Christina Lauretti Retrieved: 2015-01-04, available at http://www.gumtree.com/p/otherlanguage-classes/qualified-italian-teacher-italian-tutor-ciao-/1044401448
Association of British Expats in Italy Retrieved: 2015-01-04, available at
http://www.britishexpatsinitaly.org/
CCAI Retrieved: 2015-01-04, available at
http://www.intercultures.de/english/service/29/2907.php
ISMA (UK) Retrieved: 2015-01-04, available at http://www.isma.org.uk/
Danny Singh Retrieved: 2015-01-04, available at http://www.hltmag.co.uk/jun09/sart10.htm
Duolingo Retrieved: 2015-01-04, available at https://www.duolingo.com/
31

Appendix
Sample Situational Judgement Test
1. You lead a team of twelve people. In order to address the department's new objectives you have
been asked to work out your department's yearly plan. Your Manager has given you and other
team leaders a deadline of two weeks so that she can report to the board.
Rate
Effectiveness
Spend an hour on it, as yearly plans are never followed anyway
Try to complete the plan in time to discuss it with your Manager before she
has to submit it to the board
Before preparing your plan, quickly contact your key stakeholders and ask for
their views on your department
Because of the complexity of the task, turn it into your top priority for the next
two weeks by personally producing a detailed plan
5
6
7
8
9
10
11
12
13
14
15
Definitely
Not True
Not True
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
Tends to
be Not
True
Tends to
be True
I have ways to deal with the stresses of

new situations.
I believe I could live a fulfilling life in
another culture.
I try to understand peoples thoughts and
feelings when I talk to them
I feel confident in my ability to cope with
life.
I can enjoy relating to all kinds of people.
I believe I can accomplish what I set out
to do, no matter where I am.
I can laugh at myself when I make
cultural faux pas (mistakes)
I like being with all kinds of people.
I have a realistic perception of how others
see me.
When I am working with people of a
different cultural background, it is
important to me to receive their approval.
I like a number of people who dont share
my particular interests.
I believe that all people, of whatever race,
are equally valuable.
I like to try new things.
If I had to adapt to a slower pace of life, I
would become impatient.
I am the kind of person who gives people
who are different from me the benefit of
the doubt.
True
Definitely
True

16 If I had to hire several job candidates from
a different cultural background to my
own, I feel confident that I could make a
good judgment.
17 If my ideas conflicted with those of others
who are different from me, I would follow
my ideas rather than theirs.
18 I could live anywhere and enjoy life.
19 Impressing people different from me is
more important than being myself with
them.
20 I can perceive how people are feeling
even if they are different from me.
21 I make friends easily.
22 When I am around people who are
different from me, I feel lonely.
23 I dont enjoy trying new foods.
24 I believe that all cultures have something
worthwhile to offer.
25 I feel free to maintain my personal values
even among those who do not share them.
26 Even if I failed in a new living situation, I
could still like myself.
27 I am not good at understanding people
when they are different from me.
28 I pay attention to how peoples cultural
differences affect their perceptions of me.
29 I like new experiences.
30 I enjoy spending time alone even in
unfamiliar surroundings.
31 I rarely get discouraged even when I work
with people who are very different from
me.
32 People who know the world would
describe me as a person who is intolerant
of others differences.
33 I consider the impact my actions have on
others.
34 It is difficult for me to approach
unfamiliar situations with a positive
attitude.
35 I prefer to decide from my own attitudes
even when those around me have different
values.
36 I can cope well with whatever feelings I
might experience in a new culture.
37 When I meet people who are different
from me I tend to be judgmental about
their differences.
38 When I am with people who are different
from me, I interpret their behaviour in the
context of their culture.
39 I can function in situations when things
are not clear.
40 When I meet people who are different
from me I am interested in learning more
about them.
41 My personal value system is based on my
own beliefs not on conformity to other
peoples standards.
42 I trust my own ability to communicate
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
Definitely
Not True
Not True
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
Tends to
be Not
True
Tends to
be True

new situations.
another culture.
life.
see me.
the doubt.
If I had to hire several job candidates from
good judgment.
If my ideas conflicted with those of others
I could live anywhere and enjoy life.
Impressing people different from me is
them.
I can perceive how people are feeling
I make friends easily.
When I am around people who are
I dont enjoy trying new foods.
I believe that all cultures have something
I feel free to maintain my personal values
Even if I failed in a new living situation, I
I am not good at understanding people
accurately in new situations.
True
Definitely
True
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
43
Definitely
Not True
Not True
Tends to
be Not
True
Tends to
be True

new situations.
another culture.
life.
see me.
the doubt.
good judgment.
them.
I enjoy talking with people who think
differently than I think.
True
Definitely
True
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
d
TT
TNT
NT
DNT
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
44
Definitely
Not True
Not True
Tends to
be Not
True
Tends to
be True

new situations.
another culture.
life.
see me.
the doubt.
good judgment.
them.
When I am in a new or strange
environment I keep an open mind.
True
Definitely
True
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
e
TT
TNT
NT
DNT
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
45
Definitely
Not True
Not True
Tends to
be Not
True
Tends to
be True

new situations.
another culture.
life.
see me.
the doubt.
good judgment.
them.
I can accept my imperfections regardless
of how others view them.
True
Definitely
True
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
f
TT
TNT
NT
DNT
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
46
Definitely
Not True
Not True
Tends to
be Not
True
Tends to
be True

new situations.
another culture.
life.
see me.
the doubt.
good judgment.
them.
I am the kind of person which gives
people who are different from me the
benefit of the doubt.
True
Definitely
True
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
g
TT
TNT
NT
DNT
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
47
Definitely
Not True
Not True
Tends to
be Not
True
Tends to
be True

new situations.
another culture.
life.
see me.
the doubt.
good judgment.
them.
I expect that others will respect me
regardless of their cultural background.
True
Definitely
True
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
h
TT
TNT
NT
DNT
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
48
Definitely
Not True
Not True
Tends to
be Not
True
Tends to
be True

new situations.
another culture.
life.
see me.
the doubt.
good judgment.
them.
I can live with the stress of encountering
new circumstances or people.
True
Definitely
True
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
i
TT
TNT
NT
DNT
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
49
Definitely
Not True
Not True
Tends to
be Not
True
Tends to
be True

new situations.
another culture.
life.
see me.
the doubt.
good judgment.
them.
When I meet people who are different
from me I expect to like them.
True
Definitely
True
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
j
TT
TNT
NT
DNT
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
50
Definitely
Not True
Not True
Tends to
be Not
True
Tends to
be True

new situations.
another culture.
life.
see me.
the doubt.
good judgment.
them.
In talking to people from other cultures I
pay attention to body language.
True
Definitely
True
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
DT
T
T
TT
TT
TNT
TNT
NT
NT
DNT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
TT
TNT
NT
DNT
DT
k
TT
TNT
NT
DNT

Case Study: Martello International Hotels

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Case Study: Martello International Hotels

Uploaded by

Copyright:

Available Formats

Case Study: Martello International Hotels

5th January 2015