INTERNATIONAL HUMAN RESOURCE MANAGEMENT（U. OF NEWCASTLE, AUSTRALIA; BETTY RYAN）PART 411.ppt

chapter4 recruitingandselectingstaffforinternationalassignments chapterobjectives themythoftheglobalmanagerthedebatesurroundingexpatriatefailure cont inparti wedemonstratedhowpeopleplayacentralroleinsustaininginternationaloperations asinternationalassignmentsareanimportantvehicleforstaffing itiscriticalthattheyaremanagedeffectively andtheexpatriatesaresupportedsothatperformanceoutcomesareachieved thefocusofthischapter then isonrecruitmentandselectionactivitiesinaninternationalcontext wewilladdressthefollowingissues chapterobjectives cont factorsmoderatingintenttostayorleavetheinternationalassignmentselectioncriteriaforinternationalassignmentsdual careercouplesarefemaleexpatriatesdifferent theglobalmanager myth1 thereisauniversalapproachtomanagementmyth2 peoplecanacquiremulticulturaladaptabilityandbehavioursmyth3 therearecommoncharacteristicssharedbysuccessfulinternationalmanagersmyth4 therearenoimpedimentstomobility table4 1 currentexpatriateprofile expatriatefailure definition prematurereturnofanexpatriatenowrecognizedthatunder performanceduringaninternationalassignment andretentionuponcompletion shouldbeincluded expatriatefailure whatisthemagnitudeofthephenomenon suggestionofafallingratecomparedwithearly 1980s studiesevidenceissomewhatinconclusivediscussionaboutitsmagnitudehasdrawnattentiontoexpatriatefailureandpromptedconsiderableresearchintoitscauses expatriatefailure directcostsoffailure airfares associatedrelocationexpenses andsalaryandtrainingvariesaccordingtolevelofpositionconcernedcountryofdestinationexchangerateswhether failed managerisreplacedbyanotherexpatriate expatriatefailure indirectcosts invisible damagedrelationshipswithkeystakeholdersintheforeignlocationnegativeeffectsonlocalstaffnegativeeffectsonexpatriateconcernedfamilyrelationshipsmaybeaffected factorsmoderatingexpatriateperformance inabilitytoadjusttotheforeignculturelengthofassignmentwillingnesstomovework relatedfactorspsychologicalcontract figure4 1 internationalassignments factorsmoderatingperformance figure4 2 thephasesofculturaladjustment thephasesofadjustment theu curveisnotnormativethetimeperiodinvolvedvariesbetweenindividualstheu curvedoesnotexplainhowandwhypeoplemovethroughthevariousphasesitmaybemorecyclicalthanau curveneedstoconsiderrepatriation figure4 3 thedynamicsoftheemploymentrelationship theemploymentrelationship thenatureoftheemploymentrelationshiprelational broad open endedandlong termobligationstransactional specificshort termmonetizedobligationstheconditionoftherelationshipintact whenemployeeconsiderstherehasbeenfairtreatment reciprocaltrustviolated provokedbybelieforganizationhasnotfulfilleditsobligations figure4 4 likelihoodofexit organizationalcommitment affectivecomponent employee sattachmentto identificationwithandinvolvementin theorganizationcontinuancecomponent basedonassessedcostsassociatedwithexitingtheorganizationnormativecomponent referstoemployee sfeelingsofobligationtoremain whyconsiderthepsychologicalcontract nature locationanddurationofaninternationalassignmentmayprovokeintense individualreactionstoperceivedviolationsexpatriatestendtohavebroad elaborate employmentrelationshipswithgreateremphasisonrelationalnatureexpectationsandpromisesunderpinthisrelationship selectioncriteria technicalabilitycross culturalsuitabilityfamilyrequirementscountry culturalrequirementsmnerequirementslanguage figure4 5 factorsinexpatriateselection mendenhallandoddoumodel self orienteddimensionperceptualdimensionothers orienteddimensioncultural toughnessdimension table4 2 harrisandbrewster sselectiontypology solutionstothedual careerchallenge alternativeassignmentarrangementsshort termcommuterother eg unaccompanied virtual family friendlypoliciesinter companynetworkingjob huntingassistanceintra companyemploymenton assignmentcareersupport table4 3 barrierstofemalestakinginternationalassignments chaptersummary fourmythsrelatedtotheconceptofaglobalmanager thatthereisauniversalapproachtomanagement thatpeoplecanacquiremulticulturaladaptabilityandbehaviors thattherearecommoncharacteristicssuccessfulinternationalmanagersshare andthattherearenoimpedimentstomobility thedebatesurroundingthedefinitionandmagnitudeofexpatriatefailure cont thischapterhasaddressedkeyissuesaffectingrecruitmentandselectionforinternationalassignments wehavecovered chaptersummary cont culturaladjustmentandothermoderatingfactorsaffectingexpatriateintenttostayandperformance theseincludeddurationoftheassignment willingnesstomove work relatedfactorsandtheemploymentrelationship individualandsituationalfactorstobeconsideredintheselectiondecision evaluationofthecommoncriteriausedrevealedthedifficultyofselectingtherightcandidateforaninternationalassignmentandtheimportanceofincludingfamilyconsiderationsintheselectionprocess cont chaptersummary cont dual careercouplesasabarriertostaffmobility andthetechniquesthatmultinationalsareutilizingtoovercomethisconstraint femaleexpatriatesandwhethertheyfacedifferentissuestotheirmalecounterparts itisalsoclearthat whileourappreciationoftheissuessurroundingexpatriaterecruitmentandselectionhasdeepenedinthepast20years muchremainstobeexplored thefieldisdominatedbyusresearchintopredominantlyussamplesofexpatriates althoughtherehasbeenanupsurgeininterestfromeuropeanacademicsandpractitioners cont chaptersummary cont willthefactorsaffectingtheselectiondecisionbesimilarformultinationalsemergingfromcountriessuchaschinaandindia ifmoremultinationalsaretoencouragesubsidiarystafftoconsiderinternationalassignmentsaspartofanintra organizationalnetworkapproachtomanagement wewillneedfurtherunderstandingofhowvalidtheissuesdiscussedinthischapterareforallcategoriesofstafffromdifferentcountrylocations anotherareathatremainsignoredistheselectionofnon expatriates thatis theinternationalbusinesstravelerswediscussedinchapter3 inoursurveyofcurrentliterature thereisapaucityofrecognitionofthisgroup cont chaptersummary cont thevariousconsultingfirmsurveysconductedi