IHRM_Chapter5

8/8/2019 IHRM_Chapter5

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1(c) 2009 by Nelson Education Limited.

Chapter Five

Recruiting and

Selecting Staff for

InternationalAssignments


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Chapter Learning Objectives

After reading this chapter, you should be able to:

explain the myth of the global manager

discuss the debate surrounding expatriate failure

outline the factors moderating intent to stay or leave

the international assignment


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Chapter Learning Objectives

list selection criteria for international assignments

explain why dual-career couples can represent a barrier

to staff mobility

answer the question: Are female expatriates different?


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Chapter Vignette

Dual Career Couples: Trailing Spouse's Job Needs Start

To Get More Company Time

Spouse/partners career :

a barrier to international assignments

adaptability and dual career management cause of failed

assignments limited career planning


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Recruitment

is defined as searching for and obtaining qualified job

candidates in sufficient numbers to fill job needs


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Selection

gathering information for the purposes of evaluating and

deciding who should be employed in particular jobs


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Major Differences Between Domestic

and International Staffing

predispositions with regard to who should hold key

positions (i.e. ethnocentric, polycentric, regiocentric and

geocentric staffing orientations)

constraints imposed by host governments (i.e. work visas

and prefer local national employment)


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Global Manager Myths

1. There is a universal approach to management

2. People can acquire multicultural adaptability and

behaviors3. There are common characteristics shared by

successful international managers

4. There are no impediments to mobility


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Global Manager

a person who is comfortable operating

in diverse countries, cultures, and situations,

and can be transferred internationally

into different operations


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Global Mindset

implies the ability to see beyond ones own national and

functional boundaries.


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Current Expatriate Profile(Table 5-1)


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14

(c) 2009 by Nelson Education Limited.

Expatriate Failure

premature return, under-performance and

retention upon completion of the assignment


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Magnitude of the

Phenomenon

high failure rates; 30%-50% and higher

foreign assignments increasing


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Costs Associated with

Expatriate Failure

Direct costs

airfares and associated relocation expenses

compensation

training


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Expatriate Failure

Indirect costs

difficulties with host-government officials and clients

changes to the multinationals general staffing approach

local employee morale and productivity


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Expatriate Failure

Expatriate

loss self-confidence

future performance may be impacted

family relationships may be threatened.


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International Assignments: Factors

Moderating Performance (Figure 5-1)


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Reasons for Early Return

1. family concerns

2. accepted new position in the company

3. completed assignment early4. cultural adjustment challenges

5. security concerns

6. career concerns


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Expatriate Relocation

Cultural Adjustment

Phase 1

reactions prior to the assignment

positive and negative emotions

upswing of mood upon arrival

homesickness sets in


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Expatriate Relocation

Cultural Adjustment

Phase 2

a critical time, individual copes with the psychological

adjustment

failure as an early recall may be triggered at this point

Phase 3

person begins to adjust to the new environment.

Phase 4

recovery


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Length of Assignment

a longer assignment allows the expatriate more time to

adjust and become productive


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Willingness to Move

reluctant expatriate or family members interpret events

and situations encountered in the new environment

negatively


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Work-environment

Related Factors

Skill utilization was significantly related to

job satisfaction

organization commitment

intent to finish the international assignment

Moderators influencing expatriate turnover

job autonomy

perceived level of organizational support


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Factors in Expatriate Selection(Figure 5-3)


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Cross-Cultural Suitability

cultural empathy

adaptability

diplomacy

language ability

positive attitude

emotional stability

maturity


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Family Requirements

Impact on spouse/partner/family

early return

responsible for settling family

left career and social supports

concern for childrens education

care of aging parents

single parent


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Country/Cultural

Requirements

work permits

entry visas

hardship postings


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MNE Requirements

mode of operation

assignment duration and type

amount of knowledge transfer required


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Language

speak the local language (fifth highest criteria)

knowledge of countries and cultures

common corporate language


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Use of Selection Tests

lack of valid and reliable testing and screening devices

little correlation between test scores and performance

(ability to adjust to another culture)


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4 Dimensions for Successful

Expatriate Selection

1. Self-oriented

Expresses adaptive concern for self-preservation, self-enjoyment,

mental hygiene.

2. PerceptualAccurately 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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Equal Employment

Opportunity (EEO) Issues

conflicting national laws on employment ( i.e. mandatory

retirement and hiring ages)

MNE ensure compliance of the different forms and levels

of EEO, human rights and discrimination prevention

legislations


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EEO Expressions of

Societal Values

CanadianWomen

Employment Equity Act, Human Rights Code, Pay Equity

Middle East, African, Asian and Latin AmericanWomen

perceived as lower class and not universally employed


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Assignment Letters

Standard Content

employment conditions (dates)

services to be performed

location and employer compensation and medical coverage

taxation and housing

home visits

relocation supports ( i.e. maintenance of the existinghome, shipping of personal goods and cost of livingallowances)


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Assignment Letters

Clarifying what happens if an international assignment

does not work out

employment laws that apply and violation procedures

procedures dealing with cases of family illness

employment opportunities for expatriates early return

non-compete and clawback provisions


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Alternative Assignment

Arrangements

short-term assignments

commuter assignments

other arrangements (assignments replaced by business

travel and virtual assignments)


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Family-Friendly Policies

inter-company networking

job-hunting assistance

intra-company employment

on-assignment career support


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Are Female Expatriates

Different?

female expatriates are under represented in international

assignments because they face different international

assignment issues (than their male counterparts)

Barriers to Females Taking


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Barriers to Females Taking

International Assignments(Table 5-3)


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What Differentiates Female

and Male Expatriates

degree to which the moderators affect individual

performance (technical ability, cross-cultural suitability

and family requirements)

value placed on cultural awareness training

dual career issues a greater barrier for mobility


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Discussion Questions

1. What is the difference between a global manager and a

global mindset?

2. Should multinationals be concerned about expatriate

failure? If so, why?


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Discussion Questions

3. What are the most important factors involved in the

selection decision?

4. Are female expatriates different?


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Case: The Reinhart Case

1. Was it the right decision in the first place for

Terramundo to operate in a region that was well known

for being controlled by FARC guerrillas, and where

kidnapping was a very common way to fund FARCactivities?

2. Did Reinhart do the right thing to get involved in the

way described above and help his employee? What

were Reinharts alternatives and options?


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3. What can companies operating in industries such as

the mining or oil business do to protect their

international assignees? What should be the role ofthe HRM function?


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4. When sending your employees into remote and

dangerous geographic regions should all

employees (home and host country employees) getthe same employment support and workplace safety

and security support? Is the reality reflecting or in

line with your response?

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