IHRM Chapter 5
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IHRM Chapter 5. International Human Resource Management. Recruiting and selecting staff for international assignments. Managing people in a multinational context. Chapter Objectives. We address the following: The myth of the global manager The debate surrounding expatriate failure

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International Human Resource Management

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International human resource management

IHRM Chapter 5

International Human Resource Management

Recruiting and selecting staff for international assignments

Managing people in a multinational context


International human resource management

Chapter Objectives

  • We address the following:

  • The myth of the global manager

  • The debate surrounding expatriate failure

  • Factors moderating intent to stay in or leave the international assignment

  • Selection criteria for international assignments

  • Dual career couples

  • Are female expatriates different?

IHRM Chapter 5


International human resource management

Terms

recruitment

selection

effectiveness skills

coping skills

global manager

IA Phases:

tourist

culture shock

pulling up

adjustment

direct cost

indirect cost

international assignment (IA)

expatriate failure rate (EFR)

common corporate language

“coffee machine system”

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International human resource management

Global manager myths

There is a universal approach to management.

People can acquire multicultural adaptability and behaviors.

There are common characteristics shared by successful international managers.

There are no impediments to mobility.

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International human resource management

Table5-1

Current expatriate profile

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International assignments:factors moderating performance

Figure5-1

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Reasons for early return

Family concerns

Accepted new position in the company

Completed assignment early

Cultural adjustment challenges

Security concerns

Career concerns

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Figure5-2

The phases of cultural adjustment

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Figure5-3

Factors in expatriate selection

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Table5-2

Harris and Brewster’s selection typology

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4 dimensions for successful expatriate selection

Self-orientedExpresses adaptive concern for self-preservation, self-enjoyment, mental hygiene.

PerceptualAccurately understands why host nationals behave the way they do.

Others-oriented Cares about host national co-workers and affiliates with them.

Cultural-toughness Able to handle the degree to which the culture of the host country is incongruent with that of the home country.

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International human resource management

Family-friendly policies

  • Inter-company networking

  • Job-hunting assistance

  • Intra-company employment

  • On-assignment career support

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International human resource management

Table5-3

Barriers to females taking international assignments

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International human resource management

Discussion Questions

What is the difference between a global manager and a global mindset?

Should multinationals be concerned about expatriate failure? If so, why?

What are the most important factors involved in the selection decision?

Are female expatriates different?

Discuss the proposition that most expatriate selection decisions are made informally, as suggested by the ‘coffee-machine’ solution.

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