1. International Human Resource Management
IHRM Chapter 5
International Human Resource Management
Recruiting and selecting staff for international assignments
Managing people in a multinational context

2. 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

3. 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”
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4. 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.
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5. Current expatriate profile
Table 5-1
Current expatriate profile
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6. International assignments: factors moderating performance
Figure 5-1
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7. Reasons for early return
Family concerns
Accepted new position in the company
Completed assignment early
Cultural adjustment challenges
Security concerns
Career concerns
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8. The phases of cultural adjustment
Figure 5-2
The phases of cultural adjustment
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9. Factors in expatriate selection
Figure 5-3
Factors in expatriate selection
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10. Harris and Brewster’s selection typology
Table 5-2
Harris and Brewster’s selection typology
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11. 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.
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12. Family-friendly policies
Inter-company networking
Job-hunting assistance
Intra-company employment
On-assignment career support
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13. Barriers to females taking international assignments
Table 5-3
Barriers to females taking international assignments
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14. 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.
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