International Human Resource Management

Managing people in a multinational context

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?
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Terms
recruitment selection effectiveness skills coping skills global manager direct cost indirect cost IA Phases: tourist culture shock pulling up adjustment

international assignment (IA) expatriate failure rate (EFR) common corporate language coffee machine system
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Global manager myths

1. There is a universal approach to management. 2. People can acquire multicultural adaptability and behaviors. 3. There are common characteristics shared by successful international managers. 4. There are no impediments to mobility.
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Table 5-1

Current expatriate profile

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Figure 5-1

International assignments: factors moderating performance

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Reasons for early return

1. 2. 3. 4. 5. 6. Family concerns Accepted new position in the company Completed assignment early Cultural adjustment challenges Security concerns Career concerns

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Figure 5-2

The phases of cultural adjustment

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Figure 5-3

Factors in expatriate selection

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Table 5-2

Harris and Brewsters selection typology

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4 dimensions for successful expatriate selection

1. Self-oriented Expresses adaptive concern for self-preservation, selfenjoyment, mental hygiene. 2. Perceptual Accurately understands why host nationals behave the way they do. 3. Others-oriented Cares about host national co-workers and affiliates with them. 4. 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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Family-friendly policies
Inter-company networking Job-hunting assistance Intra-company employment On-assignment career support

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Table 5-3

Barriers to females taking international assignments

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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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