DOC PREVIEW
SF State IBUS 618 - Lecture Notes

This preview shows page 1-2-14-15-29-30 out of 30 pages.

Save
View full document
View full document
Premium Document
Do you want full access? Go Premium and unlock all 30 pages.
Access to all documents
Download any document
Ad free experience
View full document
Premium Document
Do you want full access? Go Premium and unlock all 30 pages.
Access to all documents
Download any document
Ad free experience
View full document
Premium Document
Do you want full access? Go Premium and unlock all 30 pages.
Access to all documents
Download any document
Ad free experience
View full document
Premium Document
Do you want full access? Go Premium and unlock all 30 pages.
Access to all documents
Download any document
Ad free experience
View full document
Premium Document
Do you want full access? Go Premium and unlock all 30 pages.
Access to all documents
Download any document
Ad free experience
View full document
Premium Document
Do you want full access? Go Premium and unlock all 30 pages.
Access to all documents
Download any document
Ad free experience
Premium Document
Do you want full access? Go Premium and unlock all 30 pages.
Access to all documents
Download any document
Ad free experience

Unformatted text preview:

Chapter 4Chapter objectivesChapter objectives (cont.)The global managerSlide 5Expatriate failureSlide 7Slide 8Slide 9Factors moderating expatriate performanceSlide 11Slide 12The phases of adjustmentSlide 14The employment relationshipSlide 16Organizational commitmentWhy consider the psychological contract?Selection criteriaSlide 20Mendenhall and Oddou ModelSlide 22Solutions to the dual-career challengeSlide 24Chapter summaryChapter summary (cont.)Slide 27Slide 28Slide 29Slide 30Chapter 4Recruiting and selecting staff for international assignmentsIBUS 618 Dr. N YangChapter objectivesthe myth of the global managerthe debate surrounding expatriate failure(cont.)In Part I, we demonstrated how people play a central role insustaining international operations. As international assignments are an important vehicle for staffing, it is critical that they are managed effectively, and the expatriates are supported so that performance outcomes are achieved. The focus of this chapter, then, is on recruitment and selection activities in an international context. We will address the following issues: IBUS 618 Dr. YangChapter objectives (cont.)factors moderating intent to stay or leave the international assignment selection criteria for international assignmentsdual-career couplesare female expatriates different?IBUS 618 Dr. N YangThe global managerMyth 1: there is a universal approach to managementMyth 2: People can acquire multicultural adaptability and behavioursMyth 3: There are common characteristics shared by successful international managersMyth 4: There are no impediments to mobility IBUS 618 Dr. N YangTable 4-1: Current expatriate profileIBUS 618 Dr. N YangExpatriate failureDefinition: Premature return of an expatriateNow recognized that under-performance during an international assignment, and retention upon completion, should be includedIBUS 618 Dr. N YangExpatriate failureWhat is the magnitude of the phenomenon?Suggestion of a falling rate compared with early (1980s) studiesEvidence is somewhat inconclusiveDiscussion about its magnitude has drawn attention to expatriate failure and prompted considerable research into its causesIBUS 618 Dr. N YangExpatriate failureDirect costs of failure: airfares, associated relocation expenses, and salary and trainingVaries according to level of position concernedCountry of destinationExchange ratesWhether ‘failed’ manager is replaced by another expatriateIBUS 618 Dr. N YangExpatriate failureIndirect costs (invisible)Damaged relationships with key stakeholders in the foreign locationNegative effects on local staff Negative effects on expatriate concernedFamily relationships may be affectedIBUS 618 Dr. N YangFactors moderating expatriate performanceInability to adjust to the foreign cultureLength of assignmentWillingness to moveWork-related factorsPsychological contractIBUS 618 Dr. N YangFigure 4-1: International assignments: factors moderating performanceIBUS 618 Dr. N YangFigure 4-2: The phases of cultural adjustmentIBUS 618 Dr. N YangThe phases of adjustmentThe U-Curve is not normativeThe time period involved varies between individualsThe U-Curve does not explain how and why people move through the various phasesIt may be more cyclical than a U-CurveNeeds to consider repatriationIBUS 618 Dr. N YangFigure 4-3: The dynamics of the employment relationshipIBUS 618 Dr. N YangThe employment relationshipThe nature of the employment relationshipRelational: broad, open-ended and long-term obligationsTransactional: specific short-term monetized obligationsThe condition of the relationshipIntact: when employee considers there has been fair treatment, reciprocal trustViolated: provoked by belief organization has not fulfilled its obligationsIBUS 618 Dr. N YangFigure 4-4: Likelihood of exitIBUS 618 Dr. N YangOrganizational commitmentAffective component: employee’s attachment to, identification with and involvement in, the organizationContinuance component: based on assessed costs associated with exiting the organizationNormative component: refers to employee’s feelings of obligation to remainIBUS 618 Dr. N YangWhy consider the psychological contract?Nature, location and duration of an international assignment may provoke intense, individual reactions to perceived violationsExpatriates tend to have broad, elaborate, employment relationships with greater emphasis on relational natureExpectations and promises underpin this relationshipIBUS 618 Dr. N YangSelection criteriaTechnical abilityCross-cultural suitabilityFamily requirementsCountry-cultural requirementsMNE requirementsLanguageIBUS 618 Dr. N YangFigure 4-5: Factors in expatriate selectionIBUS 618 Dr. N YangMendenhall and Oddou ModelSelf-oriented dimensionPerceptual dimensionOthers-oriented dimensionCultural-toughness dimensionIBUS 618 Dr. N YangTable 4-2: Harris and Brewster’s selection typologyIBUS 618 Dr. N YangSolutions to the dual-career challengeAlternative assignment arrangementsShort-termCommuterOther (eg. unaccompanied, virtual)Family-friendly policiesInter-company networkingJob-hunting assistanceIntra-company employmentOn-assignment career support IBUS 618 Dr. N YangTable 4-3: Barriers to females taking international assignmentsIBUS 618 Dr. N YangChapter summaryFour myths related to the concept of a global manager – that there is a universal approach to management; that people can acquire multicultural adaptability and behaviors; that there are common characteristics successful international managers share; and that there are no impediments to mobility.The debate surrounding the definition and magnitude of expatriate failure.(cont.)This chapter has addressed key issues affecting recruitment and selection for international assignments. We have covered:IBUS 618 Dr. N YangChapter summary (cont.)Cultural adjustment and other moderating factors affecting expatriate intent to stay and performance. These included duration of the assignment, willingness to move, work-related factors and the employment relationship.Individual and situational factors to be considered in the selection decision. Evaluation of the common criteria used revealed the difficulty of selecting the right candidate for an international assignment and the importance of including family considerations in the


View Full Document
Download Lecture Notes
Our administrator received your request to download this document. We will send you the file to your email shortly.
Loading Unlocking...
Login

Join to view Lecture Notes and access 3M+ class-specific study document.

or
We will never post anything without your permission.
Don't have an account?
Sign Up

Join to view Lecture Notes 2 2 and access 3M+ class-specific study document.

or

By creating an account you agree to our Privacy Policy and Terms Of Use

Already a member?