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1、Chapter 4,Recruiting and selecting staff for international assignments,Chapter objectives,the myth of the global managerthe debate surrounding expatriate failure(cont.),In Part I,we demonstrated how people play a central role insustaining international operations.As international assignments are an
2、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:,Chap
3、ter objectives(cont.),factors moderating intent to stay or leave the international assignment selection criteria for international assignmentsdual-career couplesare female expatriates different?,The global manager,Myth 1:there is a universal approach to managementMyth 2:People can acquire multicultu
4、ral adaptability and behavioursMyth 3:There are common characteristics shared by successful international managersMyth 4:There are no impediments to mobility,Table 4-1:Current expatriate profile,Expatriate failure,Definition:Premature return of an expatriateNow recognized that under-performance duri
5、ng an international assignment,and retention upon completion,should be included,Expatriate failure,What is the magnitude of the phenomenon?Suggestion of a falling rate compared with early(1980s)studiesEvidence is somewhat inconclusiveDiscussion about its magnitude has drawn attention to expatriate f
6、ailure and prompted considerable research into its causes,Expatriate failure,Direct costs of failure:airfares,associated relocation expenses,and salary and trainingVaries according to level of position concernedCountry of destinationExchange ratesWhether failed manager is replaced by another expatri
7、ate,Expatriate failure,Indirect costs(invisible)Damaged relationships with key stakeholders in the foreign locationNegative effects on local staff Negative effects on expatriate concernedFamily relationships may be affected,Factors moderating expatriate performance,Inability to adjust to the foreign
8、 cultureLength of assignmentWillingness to moveWork-related factorsPsychological contract,Figure 4-1:International assignments:factors moderating performance,Figure 4-2:The phases of cultural adjustment,The phases of adjustment,The U-Curve is not normativeThe time period involved varies between indi
9、vidualsThe U-Curve does not explain how and why people move through the various phasesIt may be more cyclical than a U-CurveNeeds to consider repatriation,Figure 4-3:The dynamics of the employment relationship,The employment relationship,The nature of the employment relationshipRelational:broad,open
10、-ended and long-term obligationsTransactional:specific short-term monetized obligationsThe condition of the relationshipIntact:when employee considers there has been fair treatment,reciprocal trustViolated:provoked by belief organization has not fulfilled its obligations,Figure 4-4:Likelihood of exi
11、t,Organizational commitment,Affective component:employees attachment to,identification with and involvement in,the organizationContinuance component:based on assessed costs associated with exiting the organizationNormative component:refers to employees feelings of obligation to remain,Why consider t
12、he psychological contract?,Nature,location and duration of an international assignment may provoke intense,individual reactions to perceived violationsExpatriates tend to have broad,elaborate,employment relationships with greater emphasis on relational natureExpectations and promises underpin this r
13、elationship,Selection criteria,Technical abilityCross-cultural suitabilityFamily requirementsCountry-cultural requirementsMNE requirementsLanguage,Figure 4-5:Factors in expatriate selection,Mendenhall and Oddou Model,Self-oriented dimensionPerceptual dimensionOthers-oriented dimensionCultural-toughn
14、ess dimension,Table 4-2:Harris and Brewsters selection typology,Solutions to the dual-career challenge,Alternative assignment arrangementsShort-termCommuterOther(eg.unaccompanied,virtual)Family-friendly policiesInter-company networkingJob-hunting assistanceIntra-company employmentOn-assignment caree
15、r support,Table 4-3:Barriers to females taking international assignments,Chapter 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 succe
16、ssful 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:,Chapter summary(
17、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
18、.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 selection process.(cont.),Chapter summary(cont.),Dual-career couples as a barrier to staff mobility,and the te
19、chniques that multinationals are utilizing to overcome this constraint.Female expatriates and whether they face different issues to their male counterparts.,It is also clear that,while our appreciation of the issues surroundingexpatriate recruitment and selection has deepened in the past 20 years,mu
20、ch remains to be explored.The field is dominated by US research into predominantly US samples of expatriates,although there has been an upsurge in interest from European academics and practitioners.(cont.),Chapter summary(cont.),Will the factors affecting the selection decision be similar for multin
21、ationals emerging from countries such as China and India?If more multinationals are to encourage subsidiary staff to consider international assignments as part of an intra-organizational network approach to management,we will need further understanding of how valid the issues discussed in this chapt
22、er are for all categories of staff from different country locations.Another area that remains ignored is the selection of non-expatriates,that is,the international business travelers we discussed in Chapter 3.In our survey of current literature,there is a paucity of recognition of this group.(cont.)
23、,Chapter summary(cont.),The various consulting firm surveys conducted into relocation trends in 2002 that we draw on in this chapter indicate that more multinationals are resorting to replacing traditional assignments with business travel as a way of overcoming staff immobility.Likewise,there is a n
24、eed for further work into the performanceselection link surrounding non-standard assignments,including commuter and virtual assignments.,Chapter summary(cont.),It is apparent,though,that staff selection remains critical.Finding the right people to fill positions,particularly key managers whether PCN,TCN or HCN can determine international expansion.However,effective recruitment and selection are only the first step.As we will explore in the next chapter,maintaining and retaining productive staff are equally important.,
