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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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.

Family concerns 2.

Accepted new position in the company 3.

Completed assignment early 4.

Cultural adjustment challenges 5.

Security concerns 6.

Career concerns IHRM Chapter 5 6

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 Brewster’s selection typology

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4 dimensions for successful expatriate selection 1. Self-oriented

Expresses adaptive concern for self-preservation, self enjoyment, 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 IHRM Chapter 5 11

Table 5-3 Barriers to females taking international assignments

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