International Human Resource Management IHRM Chapter 5 International Human Resource Management Recruiting and selecting staff for international assignments 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? IHRM Chapter 5

Terms recruitment selection effectiveness skills coping skills global manager IA Phases: tourist culture shock pulling up adjustment direct cost indirect cost international assignment (IA) expatriate failure rate (EFR) common corporate language “coffee machine system” IHRM Chapter 5 3

Global manager myths There is a universal approach to management. People can acquire multicultural adaptability and behaviors. There are common characteristics shared by successful international managers. There are no impediments to mobility. IHRM Chapter 5 4

Current expatriate profile Table 5-1 Current expatriate profile IHRM Chapter 5 5

International assignments: factors moderating performance Figure 5-1 IHRM Chapter 5 6

Reasons for early return Family concerns Accepted new position in the company Completed assignment early Cultural adjustment challenges Security concerns Career concerns IHRM Chapter 5 7

The phases of cultural adjustment Figure 5-2 The phases of cultural adjustment IHRM Chapter 5 8

Factors in expatriate selection Figure 5-3 Factors in expatriate selection IHRM Chapter 5 9

Harris and Brewster’s selection typology Table 5-2 Harris and Brewster’s selection typology IHRM Chapter 5 10

4 dimensions for successful expatriate selection Self-oriented Expresses adaptive concern for self-preservation, self-enjoyment, mental hygiene. Perceptual Accurately understands why host nationals behave the way they do. Others-oriented Cares about host national co-workers and affiliates with them. Cultural-toughness Able to handle the degree to which the culture of the host country is incongruent with that of the home country. IHRM Chapter 5 11

Family-friendly policies Inter-company networking Job-hunting assistance Intra-company employment On-assignment career support IHRM Chapter 5 12

Barriers to females taking international assignments Table 5-3 Barriers to females taking international assignments IHRM Chapter 5 13

Discussion Questions What is the difference between a global manager and a global mindset? Should multinationals be concerned about expatriate failure? If so, why? What are the most important factors involved in the selection decision? Are female expatriates different? Discuss the proposition that most expatriate selection decisions are made informally, as suggested by the ‘coffee-machine’ solution. IHRM Chapter 5 14