“The performance of global firms depends on their ability to cope with heterogeneous cultural, institutional and competitive environments.”
In today’s world of globalization more and more people are sent abroad by their company. Most of these companies are multinational companies (MNEs) that have subsidiaries, cross-border alliances, international joint ventures or franchise partners.
There are so many reasons why companies are sending employees abroad, for example for preparing and managing a merger and acquisition or just to make experiences abroad for a better intercultural understanding between the home company and the host company. The ultimate objectives are knowledge transfer and a common corporate management. As soon as a company leave the national borders it is predicted that it needs employees who are able to manage in an international environment. The IHRM (International Human Resource Management) of a company has therefore a difficult selection process to handle.
In this term paper the targets and motivations for an international assignment will be outlined from the entrepreneurial as well as from the employee’s point of view and demonstrate how these motivations play a role for a successful international assignment. In the main part it will be shown which selection criteria are important concerning the selection of global managers. Here a global manager is synonymous with an international assignee or an expatriate because most of the assignees hold a leading position.
This term paper is not concentrated on selecting for a special international assignment like for a merger and acquisition or a joint venture, but for selecting assignees for international assignments in general, trying to identify the concerning problems for a long-term assignment. It is to point out which are the criteria and requirements for global managers an international environment. Furthermore two important factors for selection will be pointed out more precisely, the cultural and the family adjustment. For the IHRM the political and juridical subject like international compensation or international contracts is an important issue but it would take us too far afield and thus unregarded here. In this text the female form is renounced for a better reading flow, but the male form always implies the female form, too.
Table of Contents
1) Introduction
2 International assignments
2.1 Definitions and process of an international assignment
2.2 Targets and motivations
3 Selection of international assignees
3.1 Selection policies and criteria
3.2 Cultural adjustment
3.3 Family adjustment
4 Conclusion
Objectives and Topics
This paper examines the complex processes of International Human Resource Management (IHRM) regarding the selection and management of international assignees. The primary research focus is to identify the critical selection criteria and influencing factors—specifically cultural and family adjustment—that determine the success of international assignments for multinational enterprises (MNEs) and their employees.
- Strategic staffing approaches for international operations
- Key motivation factors from both corporate and employee perspectives
- The role of cultural adjustment in cross-border management
- Addressing the impact of family dynamics and dual-career challenges
- Strategies for mitigating the high costs of assignment failure
Excerpt from the Book
3.2 Cultural adjustment
Everyone who worked yet in a foreign country knows what the most difficult obstacles are. It is first of all the language, the cultural differences, the different social and general infrastructure and the changing environment. The expatriate is far away from friends and family. In the two following chapters two important aspects concerning the selection of international staff is pointed out, the cultural adjustment and the family adjustment.
Not only the wrong selection of international managers lead to expatriate’s failure also the low preparation and support of the company is an influencing factor. The pre-depature training is also an important task to manage for the international human resource management but it is often underestimated by companies. According to the GMAC study in the year 2000 50% of the consulted companies do not offer any training program for their expatriates mostly because of the bad excuse that a manager has to own these requested skills yet. But this is a myth a perfect “global manager” who acquires multicultural adaptability and does not have impediments to mobility does not exist. Most of the other 50% offering a pre-depature training which is limited, like they are just offering intercultural trainings and language courses. But as a company you have so many other possibilities to prepare an assignee. There exist four important components for pre-depature training: Cultural awareness, preliminary visits, language courses as well as practical assistance and training for a training role.
Summary of Chapters
1) Introduction: Defines the scope of the paper, addressing the globalization of firms and the resulting necessity for effective International Human Resource Management (IHRM).
2 International assignments: Outlines the definitions of assignments and the various stages of the international staffing process.
2.1 Definitions and process of an international assignment: Explores the different types of assignments and the inherent challenges expatriates face during their tenure abroad.
2.2 Targets and motivations: Discusses the financial and strategic objectives companies have for international deployments and how they align with employee expectations.
3 Selection of international assignees: Analyzes the methodologies used to identify suitable candidates for international roles.
3.1 Selection policies and criteria: Details the four primary staffing approaches—ethnocentric, polycentric, geocentric, and regiocentric—and the criteria for selecting global managers.
3.2 Cultural adjustment: Investigates the importance of pre-departure training and the necessity of cultural adaptability for assignment success.
3.3 Family adjustment: Addresses the critical impact of family and dual-career issues on the retention and performance of expatriates.
4 Conclusion: Summarizes key findings, highlighting that there is no "one-size-fits-all" manager and stressing the need for personalized support strategies.
Keywords
International Human Resource Management, IHRM, Expatriate, Multinational Enterprises, MNE, Cultural Adjustment, Family Adjustment, Selection Criteria, Global Manager, Staffing Policies, Dual-Career, Knowledge Transfer, Repatriation, Assignment Failure, Cross-Cultural Suitability.
Frequently Asked Questions
What is the core focus of this academic paper?
The paper focuses on the challenges and strategies involved in the selection of international assignees by multinational enterprises (MNEs), emphasizing the importance of alignment between corporate goals and employee needs.
What are the primary thematic areas covered?
The key themes include international staffing policies, the distinction between various assignment types, the role of cultural and family adjustment, and the financial implications of expatriate success or failure.
What is the central research question?
The research asks what MNEs must consider when selecting international assignees to ensure long-term success and minimize the high costs associated with assignment failure.
Which scientific methodology is utilized?
The paper utilizes a literature-based approach, synthesizing models and findings from recognized researchers in the field of International Human Resource Management to evaluate selection processes.
What topics are addressed in the main body of the work?
The main body covers definitions and processes of international assignments, specific staffing approaches (such as ethnocentric or geocentric), and deep dives into cultural and family-related adjustment factors.
Which keywords best describe this research?
The most characterizing keywords are International Human Resource Management, Expatriate, Global Manager, Cultural Adjustment, Family Adjustment, and Staffing Policies.
How does the "dual-career" issue impact international assignments?
Dual-career couples face increased difficulty in relocating, often serving as a primary reason for rejecting assignments. The paper highlights this as a major challenge for IHRM departments that must provide support to spouses.
Why is the "ethnocentric" staffing approach highlighted in this paper?
The paper centers its analysis on the ethnocentric policy, which involves sending parent-country nationals to subsidiaries, and examines how this affects organizational culture and international communication.
What is the author's conclusion regarding the "perfect global manager"?
The author concludes that a universally deployable "perfect" manager does not exist; instead, recruitment must be tailored to the specific needs and cultural requirements of each individual country.
- Arbeit zitieren
- Theresa Möller (Autor:in), 2014, Important Selection Criteria for International Assignments, München, GRIN Verlag, https://www.hausarbeiten.de/document/302247
