RESEARCH PAPER

HUMAN RESOURCE MANAGEMENT

(MS-112)

CROSS CULTURAL TRAINING

SUBMITTED BY:

PALLAV KAUSHIK
MBA 2ND SEM
0472083908

Cross cultural training 1

 TABLE OF CONTENT

1. Introduction 03

Determinants of cultural differences 04

How do people and practices differ across culture 05

Defining Expatriate Competencies 06

Defining Cross-cultural training and its objectives 06

Design of cross-cultural training 07

2. Present scenario 10

Cross-cultural training methods 12

3. Critical Analysis 13

4. Recommendations 13

5. Conclusion 14

6. Bibliography 15

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 Research Paper
Cross cultural training in an organization
Name-Pallav Kaushik
Enrolment No.-0472083908
Research paper topic-Cross cultural training
E-mail: pallav.kaushik@gmail.com

1.1 Introduction Sterlite group acquiring mines in Australia)

have observed spurt in such activities too.
The mere size of certain deals in the range
The trend of globalization is providing
of 200-300 Million dollars (acquisition of
opportunities for Indian firms to reach
Tetley, UK, Flag Telecom in Bermuda)
foreign markets. The business model of
indicates global aspirations of the Indian
many upcoming industries like the
firms. The Pharmaceutical companies have
information technology sector is dependent
widened their reach in world market with
heavily on the foreign markets. This
examples like Ranbaxy and DRL having
increases the need of professionals working
presence in many countries. The
in foreign cultural settings. The merger and
globalization dreams present a new
acquisition activity especially the cross-
challenge for the Indian firms; the
border acquisitions have reached much
challenge to develop competent managers
higher levels. The trend of acquisitions is
who would be able to work in new
not only restricted to the new sectors like
environments efficiently and will act as a
Information Technology, Telecom and
bridge between the parent company and its
Business Process Outsourcing, but core
subsidiaries. The globalization will also
sector companies like Manufacturing (For
bring new employees to the Indian firms,
Example: Bharat Forge acquiring Carl Dan
the ones with different origin, language and
Peddinghaus in Germany, Tata acquiring
national culture adding complexities to the
CORUS) and Mining (For Example:
culture of Indian organizations. The firms

Cross cultural training 3

thus need to develop systems and processes
not only to train managers for expatriate
assignments but also to handle cultural
diversity. This task can be achieved by well
designed cross-cultural training programs
which will help employees in coping up
with the stress and cultural shock while
dealing with a new culture. The need for
cross-cultural training will be for both:
Indian expatriates and employees dealing
with expatriates of other origins. The cross-
cultural training will also be required for
the Indian companies getting into Business
Process Outsourcing as the clients belong
to culturally different environments.
Working effectively in cross-cultural
context is becoming vital competence for
aspiring managers. The present research
paper attempts to define the possible
sources of cross-cultural differences, its
impact on business practices, competencies
required for the expatriates, present
scenario of cross-cultural training, critical
analysis for developing cross-cultural
training and recommendations for training
the employees.
1.2 Determinants of cultural
differences:
Cross cultural training
There have been many attempts to define
cultures and what differentiates them. The
study by Hofstede defined and
differentiated between cultures on various
dimensions – viz. collectivism vs.
individualism, power distance, uncertainty
avoidance, masculinity vs. feminism and
long vs. short term orientation. These
parameters can be defined as:
1. Power distance: degree of inequality
in power between a less powerful
individual and a more powerful one
in which they belong to same social
system.
2. Masculinity vs. feminism: refers to
the distribution of emotional roles
between the genders. It opposes a
tough masculine to tender feminine
society.
3. Uncertainty avoidance: is the extent
to which a culture programs its
members to feel either comfortable
or uncomfortable in unstructured
situations.
4. Individualism vs. collectivism: is
the degree to which individuals are
supposed to look after themselves
4
 or remain integrated into groups different managerial values, value
usually around the family dimensions and comparative management.
India was found closer to USA than China
5. Long term vs. short-term although the geographical distance is much
orientation: refers to the extent to lesser. For example for American managers
which a culture programs its drive and ambition were important for
members to accept delayed success which is not the case in China.
gratification of their material, These countries differ in their scores of
social and emotional needs. individualism with USA (91) and china (7)
and the other two falling in between.
1.3 How do people and practices Similarly the study of motivational factors

differ across cultures? found opportunity for advancement and

financial rewards to be least important
while these factors were nearly very
The differences in cultures lead to
important for employees in the other
significant differences in the way people
countries. One more study found USA
react to a stimulus. The motivational needs
employees different from those in Latin
of the managers and executives vary across
American countries like Columbia, Peru
the cultures. The motivational factors that
and Chile, even within the Latin American
work in India may not be relevant in China,
countries there was a difference between
hence the expatriates will need to
Columbia and Peru (good pay as the
understand the basic differences in the
highest ranked motivator) and Chile
employee behavior. The production
(creativity as the highest ranked motivator).
facilities of firms may be similar across all
The culture differences effect the
the subsidiaries but the employee behavior
managerial decisions related to
in these facilities may not remain the same.
performance appraisals in multicultural
One of the relevant examples in this
workplaces and decisions in international
context is failure of Japanese management
business context.
technique like Quality Circles in India. One
study analyzed India, Philippines, USA and
China for managerial performance and
motivational factors and it is found that

Cross cultural training 5

 • The capacity to understand
1.4 Defining Expatriate relativity of one’s own

Competencies: knowledge and perception

The expatriates need to perform the same • The capacity to display

set of functions but in a completely empathy

different environment which can cause lot

of stress to the person. The cultural stress • The capacity to be flexible

will have significant impact on various

aspects of the job related behavior. Most of • Tolerance for ambiguity
the expatriate failures are related lack of
adjustment in new culture. Hence while The focus is clearly on the soft skills and
defining the competencies for the emotional maturity. The people
expatriate’s human resource professionals undertaking foreign assignments must be
also need to assess the soft skills of mature and stable enough to accept the
employees which will be handy in the new existence of cultural differences. They
environment like tolerance of cultural should also be able to understand the
difference, ability to adapt new culture and context of various situations and
interpersonal relationships. The cross- happening, which calls for objective
cultural skills required for successful evaluation of a situation without bringing in
expatriate assignment can be listed broadly one’s own biases and perceptions.
as: Hence the employees should have the
ability to question the perceptions and

• The capacity to communicate resolve conflicts arising out of the cultural

respect differences. The stress management skills

have been given importance because the

• The capacity to be non cultural differences and lack of proper

judgmental socialization along with cultural shock

causes stress on the expatriates. The stress
might also arise from living at a distance
from the family.

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 advantages from cross-cultural training
have been listed as following:
1.5 Defining Cross-cultural
training and its objectives 1. A means for constant switching from
an automatic, home culture
international management mode to a
The cross-cultural training in general can
culturally adaptable and acceptable
be defined as “Any intervention aimed at
one
increasing an individual’s capability to
cope with and work in foreign
2. An aid to improve coping with
environment.” Hence cross-cultural
unexpected events and cultural
training involves all the methods to make
shock in a new culture
the person familiar with a different culture.
The term cross-cultural training hence is
3. A means to reduce uncertainty of
broad enough to include differences in
interactions with foreign nationals
areas like language abilities, business
etiquettes, beliefs and values, social system,
4. A means for enhancing expatriates
negotiating styles etc. of any culture. The
coping abilities
cross-cultural training has also been
defined as “Formal methods to prepare
Hence cross-cultural training can be seen as
people for more effective interpersonal
a tool for improving the corporate culture
relations and job success when they
and practices by constantly learning
interact extensively with individuals
through induction of foreign nationals in
from cultures other than their own.”
the organizations. Further the cross-cultural
The term job success here seems to be
training will help to reduce the
slightly ambiguous, as the factors defining
psychological stress and cultural shock
success on an expatriate assignment can
which often lead to failure of expatriates.
include organizational values, earning
respect from peers and subordinates,
technical skills, interpersonal and
relationship management skills etc. The

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1.6 Design of cross-cultural • Linguistic barriers- English is

training: being used for most transactions

but then usage of English tends
to change with the country
The issues or focus points are very
contexts. For example the
important in the cross-cultural as it is
pronunciation in India is
required to choose between culture specific
significantly different from the
or culture general training, which areas of
American way. For example in
the culture to focus upon and what are the
US people use word shut up!
personal requirements of the person who
When they are amazed with
might have to deal with a situation like this
something but in India or UK it
or who is shifting to a different culture for
is having entirely different
work. Issues for the cross-cultural training
meaning, it depicts that be quiet
are discussed as follows:
I don’t want to listen anymore.
Secondly certain terms may
• Different aspects of time like
have different meaning in
punctuality- The time factor
different languages; hence
here involve two dimensions
context also plays an important
that are punctuality and
role. In case of countries with
relationship dimension. While in
different language the
some cultures like USA starting
expatriates must be trained in
and ending on time are very
opening dialogues and
important in others like South
discussions with the help of
American countries that may be
translators.
considered exceptional. Some
cultures prefer to take time for
• Different business practices,
relationship building, which
like conduct in meeting and
may not be acceptable at all in
unstructured and open
others. Hence cross-cultural
discussion. Dimensions like
barriers related to time need to
power distance can play an
be taken care of.
important role in situations like

Cross cultural training 8

 conduct during the meetings. In
cultures with lower
distance the employees may
tend to call their bosses with
their first names while this may
be impossible in cultures with
higher power distances. Hence
developing a first
knowledge about the practices is
very important.
• Cultural stress (ambiguity and
difference of perceptions) - The
training should also involve
methods to counter stress and to
interpret situations.
expatriates will have
understand the situations on
their own and then
perceptions. The training should
avoid any kind of stereotyping
where trainees may be lead to
believe certain things about any
culture. The culture
broadly explain value system of
a community or country but
every individual is different.
Hence any individual with a
pre-formed idea about
culture will be shocked to see
people different from his beliefs
Cross cultural training
leading to lot of confusion and
power stress.
• Body language and greetings-
The way emotions are expressed
in the various cultures may
differ, for example the face
hand expressions and hand gestures
may convey different meanings
in different culture.
The cross-cultural training should have
components related to both general
orientation and specific skill development.
The component of general orientation here
The consists of self assessment (dealing with
to change, stress management and identifying
attributes) and cultural awareness (general
form dimensions, national values and work place
incidents). The specific development on the
other hand consists of knowledge
acquisition (area studies, language studies
and host attitudes) and skills training (case
may studies, area simulation and behavior
modeling). Hence the training should focus
on providing trainee the knowledge about
national cultures and attitudes in the host
country in the first phase while in second
the phase the trainee should be made to go
through a rigorous process of handling the
situations in a simulated environment. This
9
will help the trainee to acquire hands-on dynamics in these situations becomes very
experience. The issues for cross-cultural important; hence the employees must also
training: be trained at handling people from diverse
cultures at the same time ensuring equal
• Feed back treatment and opportunities for all. One of
the most important factors that is often
• Getting beyond culturally forgotten while designing the training
determined stereotypes programs is the requirement of the
employees, the design of training program
• How to raise and deal with cultural should be made keeping in mind the length
stereotype of stay in the host country, type of function
he will have to perform, degree of

• How to counsel employees socialization required by the employee and

the personal characteristics of the

• Coaching and team building employees (extraversion, interpersonal

skills etc.). Hence cross-cultural training
program should be customized for each
• Resolving conflicts (those including
employee to certain extend. It’s not only
various ethnic groups at work place)
the employee who needs to be trained; the
family of employee should also be trained
• Counseling so as to go beyond all
on certain issues like cultural differences.
kinds of stereotypes and
Many firms have started giving due
perceptions.
importance to the training of spouse
because the socialization of expatriate and
After the internet revolution things have
job success to a large extent will depend
vastly changed for various organizations.
upon socialization of his family.
For example many firms use internet as a
medium to coordinate between different
employees working in different locations as
a team like one of the team members would
be in India, other one might be in Europe
and third one in North America. The group

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2. Present scenario Stage I the initial, or honeymoon stage.
Stage II the disillusionment or culture
shock stage.
The cultural change leads to cultural shock,
Stage III, the adjustment, or adaptation
which is a mental state of stress caused by
stage and,
acute changes in the culture. The
Stage IV the mastery stage.
expatriates tend to feel lonely because all of
a sudden every thing changes including the
The honeymoon stage is a period lasting
work environment, peers, processes and to
less than two months. Here the employee is
an extent organizational culture and value
thrilled with the new experience.
system. The employees react by comparing
The culture shock stage occurs as the
the new culture to their own values and
individual copes seriously with living in the
beliefs and at times are unable to accept the
new culture on a daily basis, as a lack of
vast difference between the two. The
understanding of the culture inhibits
process of encountering and accepting the
awareness of what is appropriate, or
new changes or in other words process of
inappropriate, behavior in the new cultural
acculturation can be classified in four
environment, resulting in confusion,
stages
frustration, tension and depression. The
frustration occurs as the person begins to
• Initial stage of elation and
realize that past behaviors are inappropriate
optimism
in the host culture but has not yet learned
what behaviors to substitute.
• Period of frustration,
The adjustment stage is characterized by
depression and confusion
increased ability to adapt in the new
culture; and,
• Gradual improvement of mood
In the mastery stage, adjustment is about
leading to optimism and
as complete as possible, and anxiety is
satisfaction
largely gone.

• Mastery stage
Reactions to a different culture are
classified in three categories that are flight,
So these four stages of adjustment are:

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fight and adaptation. The flight here • Contrast American method:
characterizes reactions like rejecting new This method involves
culture and people and withdrawing from demonstration of behaviors that
any opportunity of interacting with new are completely opposed to what
people or situations that cause discomfort. is seen in the current context of
The fight is approaching new culture with culture. This was used by
hostility and term adaptation is used for Stewart in America to train
people who undertake the process of people going abroad hence was
understanding the difference and adjusting named contrast American.
to the new culture.
• Self reference criterion (SRC):
2.2 Cross-cultural training Unconscious reference to one’s

methods own cultural values in

The various cross-cultural training methods communication with people

which organizations are practicing who are from other cultures.

presently are explained as follows: This method was developed by

Lee, who proposed 4 step
procedure to overcome self
• Cultural assimilator: The
reference criteria. The first step
cultural assimilator is a tool that
involves defining any problem
consists of a number of real life
of situation in terms of the
scenarios describing puzzling
expatriate’s own culture,
cross-cultural interactions and
followed by definition in the
expectations. The scenarios here
terms of host culture. The bias
can be defined as critical
created by SRC is analyzed and
incidents which describe
removed in third stage which is
interactions between host and
followed by solution of the
expatriates which involve
simplified business problem.
misunderstanding related to
cultural differences.
• Area simulation: The
simulation is creating natural

Cross cultural training 12

 situation of interaction with adjustment where the bottom of the curve is
people from other culture. This the strongest point of culture shock. This
can be achieved using some U-Curve of Adjustment & Performance
actors who will interact with the (UCAP) can be the most consistent
trainee according to some approach to design the cross cultural
predefined script. training program.

• Cultural self awareness model: Sometimes organizations select the training

The cultural awareness model program rigidly according to their
includes usage of video tapes organizational policies but it should not be
with themes and role plays. If the case, the mental state of the Expatriate
the trainee is able to understand and factors related to the culture of
how his culture is different he Expatriate also be considered equally.
would be able to accept the
differences encountered in the
real life interactions in a better 4. Recommendations
manner.

It is proposed that cross-cultural training

should attempt to bring about changes in
3. Critical analysis three psychological constructs:

Many research studies have focused on the 1) applicability of behavior

impact of cross-cultural training on
variables like adjustment and performance 2) clarity of mental frame of
of the employees. But there is lack of preference, and
inconsistency among all the researchers
with respect to the performance and 3) level of mere adequacy
adjustments.
For obtaining all above discussed changes,
It is observed that cross-cultural adjustment organization must tries to apply the
process leads to a U-shaped curve of appropriate method with each Expatriate

Cross cultural training 13

according to the mental state and cultural
background of the individual.
It is also advised to choose the type of
training program according to the job
positions of Expatriates.
getting the best of the employee in terms of
work output through maintaining the
employee morale and motivation. With the
growing influence of foreign markets and
increasing growth prospects for
multinational business models, it is of high
importance that companies prepare their

5. Conclusion employees to be fit for global assignments.

It is imperative that employees who are to

be expatriated are well informed regarding
the challenges they might face in a foreign
land. Coping with a foreign culture both
organizational and national needs well-
planned preparation. A well structured
cross-cultural training will help the
employees to prepare for coping with the
changes in the working styles, beliefs and
values they are expected to face. A large
degree of uncertainty which an employee
might face while moving to a foreign land
and culture can be reduced through
organizational support in terms of training.
The huge cost that an organization might
face due to expatriate failure is of high
concern. Preparing the employees for a
foreign assignment is mutually beneficial to
the organization and the employee. For the
employees, a well delivered training can
help in managing with the new situations,
while for the organization this helps in

Cross cultural training 14

Bibliography:

Aswathappa.K, TATA Mcgraw hill (2003) International Business second edition.

Bhawuk, D. P. S., & Brislin, R. W. (2000). Cross-cultural Training: A Review. Applied
Psychology, 49 (1): 161-192
Caligiuri, P., Phillips, J., Lazarova, M., Tarique, I., & Burgi, P. (2001). The Theory Of Met
Expectations Applied To Expatriate Adjustment: The Role Of Cross-cultural Training.
International Journal of Human Resource Management, 12 (3): 357-373

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