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Chapter 5 NYPPT
Chapter 5 NYPPT
Chapter 5 NYPPT
Chapter Objectives
In Part I, we demonstrated how people play
a central role in sustaining international operations. As international assignments are an important vehicle for staffing, it is critical that they are managed effectively, and the expatriates are supported so that performance outcomes are achieved.
and selection activities in an international context. We will address the following issues:
The myth of the global manager The debate surrounding expatriate failure Factors moderating intent to stay or leave the international assignment Selection criteria for international assignments Dual-career couples Gender issues for international assignments
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Table 5-1
Source: based on data from Global Relocation Trends: 2005 Survey Report, GMAC Global Relocation Services, National Foreign Trade Council and SHRM Global Forum, GMAC-GRS 2006, GMAC GRS.
Marital Status
53% Married male
8% Married female
7% Male with significant other 4% Female with significant other 18% Single male 10% Single female
Expatriate Failure
Definition: Premature return of an expatriate
Percent of Companies
7% 69% 24% 3% 38% 59%
European Multinationals
Japanese Multinationals
11 - 19% 6 10% <5
Japanese Firms
Inability to cope with larger overseas responsibilities Difficulties with the new environment Personal or emotional problems Lack of technical competence Inability of spouse to adjust
50%
40%
30%
20%
10%
0%
Family concerns
Security concerns
Career concerns
10
Level of position Country of destination Exchange rates Whether a failed manager is replaced by another expatriate
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in the foreign location Negative effects on local staff Poor labor relations Loss of market share Negative effects on expatriate concerned Family relationships may be affected
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Figure 5-1
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international assignment may provoke intense, individual reactions to perceived violations Expatriates tend to have broad, elaborate, employment relationships with greater emphasis on relational nature Expectations and promises underpin this relationship
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Relational: broad, open-ended and long-term obligations Transactional: specific short-term monetized obligations
Intact: when employee considers there has been fair treatment, reciprocal trust Violated: provoked by belief that the organization has not fulfilled its obligations
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Likelihood of Exit
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Figure 5-2
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individuals The U-Curve does not explain how and why people move through the various phases It may be more cyclical than a U-Curve Needs to consider repatriation
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Figure 5-3
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suggesting potential problems, there may be little correlation between test scores and performance Most of the tests have been devised in the United States, thus culture-bound In some countries, there is controversy about the use of psychological tests ( different pattern of usage across countries) Use of personality traits to predict intercultural competence is complicated by the fact that personality traits are not defined and evaluated in similar ways in different cultures
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Cultural-toughness dimension
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Table 5-2
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Table 5-3
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Chapter Summary
This chapter has addressed key issues affecting recruitment and selection for international assignments. We have covered:
Four myths related to the concept of a global
manager The debate surrounding the definition and magnitude of expatriate failure.
(cont.)
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affecting expatriate intent to stay and performance. Individual and situational factors to be considered in the selection decision. Evaluation of the common criteria used revealed the difficulty of selecting the right candidate for an international assignment and the importance of including family considerations in the selection process.
(cont.)
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and the techniques that multinationals are utilizing to overcome this constraint. Female expatriates and whether they face different issues to their male counterparts.
While our appreciation of the issues surrounding expatriate recruitment and selection has deepened in the past 20 years, much remains to be explored. The field is dominated by US research into predominantly US samples of expatriates, although there has been an upsurge in interest from European academics and practitioners.
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Chapter Summary
Staff selection remains critical. Finding the right people to fill positions, particularly key managers whether PCN, TCN or HCN can determine international expansion. However, effective recruitment and selection are only the first step. We will explore in the next chapters that maintaining and retaining productive staff are equally important.
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Chapter Summary
Corporate philosophy on recruiting and selection Selection criteria and issues of concern
Intra-company arrangement
Career assistance programs Training and continuous adaptation
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Discussion Questions
1. What is the difference between a global manager and a global mindset? 2. Should multinationals be concerned about expatriate failure? If so, why? 3. What are the most important factors involved in the selection decision? 4. Are female expatriates different? 5. Discuss the proposition that most expatriate selection decisions are made informally, as suggested by the coffee-machine solution.
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IHRM Chapter 5
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