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International Human Resource Management

IHRM Chapter 6. International Human Resource Management. International training and development. Managing people in a multinational context. Chapter Objectives. We examine these issues: The role of training in supporting expatriate adjustment and on-assignment performance.

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International Human Resource Management

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  1. IHRM Chapter 6 International Human Resource Management International training and development Managing people in a multinational context

  2. Chapter Objectives • We examine these issues: • The role of training in supporting expatriate adjustment and on-assignment performance. • Components of effective pre-departure training programs such as cultural awareness, preliminary visits and language skills. Relocation assistance and training for trainers are also addressed. • The effectiveness of pre-departure training. • The developmental aspect of international assignments. • Training and developing international management teams. • Trends in international training and development. IHRM Chapter 6

  3. Terms language training international English corporate language cultural awareness pre-departure training preliminary visits training development international business travelers international ‘cadre’ 3 IHRM Chapter 6

  4. Table6-1 Availability of cross-cultural training in MNEs 4 IHRM Chapter 6

  5. Figure6-1 International training and development 5 IHRM Chapter 6

  6. Figure6-2 The Mendenhall, Dunbar and Oddou cross-cultural training model 6 IHRM Chapter 6

  7. Figure6-3 Cultural awareness training and assignment performance 7 IHRM Chapter 6

  8. Table6-2 Perceived value of cross-cultural preparation of expatriates 8 IHRM Chapter 6

  9. Figure6-4 Developing international teams through international assignments 9 IHRM Chapter 6

  10. Discussion Questions What are some of the challenges faced in training expatriate managers? Assume you are the HR director for a small company that has begun to use international assignments. You are considering using an external consulting firm to provide pre-departure training for employees, as you do not have the resources to provide this ‘in-house’. What components will you need covered? How will you measure the effectiveness of the pre-departure training program provided by this external consultant? How does an international assignment assist in developing a ‘cadre’ of international operators? Why is it necessary to have such a ‘cadre’? Why do some MNEs appear reluctant to provide basic pre-departure training? 10 IHRM Chapter 6

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