International Human Resource Management

1. 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. 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. 3 IHRM Chapter 5

4. Table5-1 Current expatriate profile 4 IHRM Chapter 5

5. International assignments:factors moderating performance Figure5-1 5 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 6 IHRM Chapter 5

7. Figure5-2 The phases of cultural adjustment 7 IHRM Chapter 5

8. Figure5-3 Factors in expatriate selection 8 IHRM Chapter 5

9. Table5-2 Harris and Brewster’s selection typology 9 IHRM Chapter 5

10. 4 dimensions for successful expatriate selection Self-orientedExpresses adaptive concern for self-preservation, self-enjoyment, mental hygiene. PerceptualAccurately 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. 10 IHRM Chapter 5

11. Family-friendly policies • Inter-company networking • Job-hunting assistance • Intra-company employment • On-assignment career support 11 IHRM Chapter 5

12. Table5-3 Barriers to females taking international assignments 12 IHRM Chapter 5