Expatriate Selection, Training and Support - Essay Example

?Key Issues in the Effective Selection, Training and Support of Expatriate Managers Introduction As the pace of globalisation accelerates, companies are coming up with ways to identify and develop a substantial number of qualified expatriate managers (Brewster and Harris, 2012:5). This is owing to growing need for companies to choose qualified managers to oversee international assignments (Fajana and Ige, 2009). This paper gives a discussion of key issues in the effective selection, training and support of expatriate managers, with reference to a manager from Nigeria sent on an expatriate assignment to the US. A Critical Review of Models of Characteristics of Good Expatriate Managers Global HRM specialists assert that it is important for MNCs (Multinational Companies) to attract, recruit and retain employees who can work and live successfully in other countries. Various models are used to determine traits of good expatriate managers (Camilleri, 2011:35). The choice of models of characteristics of good expatriate managers for international assignments has been a long and complex affair (Chew, 2004:15). Past models indicated that functional or technical expertise has been the basis of choosing expatriate managers for various assignments (Sonja, 2003:555). Intensified attempts aimed at identifying appropriate expatriate managers were based on recognising personal characteristics of candidates that could enable them serve as better expatriate managers (Fajana, 2011:58). In other words, training improved their survival during the assignments (Camilleri, 2011:35). Though the models selection may vary according different nations, they are all based on potential characteristics and functional capabilities of prospective candidates (Huang and Lawler, 2005:1670). It can observed that early studies made out specific issues that could influence the success or failure of expatriate managers, originally very little was done to come up with a systemic approach to the expatriate selection process. It is clear that systemic, organisational and environmental issues impact on an expatriate’s success or failure that were observed from research done on expatriate selection (Hill, 2007:45). However, this diagnostic approach did not provide a comprehensive theoretical view to guide expatriate staffing. On the other hand, the explanatory approach has been recently adjusted to a predictive approach that takes into account a study of personality characteristics of potential expatriate managers (Budhwar and Sparrow, 2002:377). Specifically, researchers pay more attention to the predictive approach using the big five personality characteristics (Jens, 2007:25). The five characteristics for expatriate success include extroversion, agreeableness, emotional stability, conscientiousness, openness, and intellect. Despite the fact that personality characteristics are said to have predictive power in relation to the success of expatriate managers, the practical research to support this position is insufficient (Semerae et al., 2007:71). An all-inclusive study conducted on the big five characteristics found that conscientiousness was concluded to be the best predictor for individual performance (Jackson, 2002:14). In addition to, the link to organisational performance using this approach as the primary selection is somewhat uncertain. Moreover, the big five attributes the development of classification of soft skills that have been used in expatriate manager selection (Azolukwam and Perkins, 2009:23). Various skill classification schemes have been used to demonstrate the objective of practitioners to set up multiple means to forecast the success of expatriate managers (Price, 2000:45). The Ashridge Management Research Centre stated five skill categories with different items in each classification (Harvey and Novicevic, 2001:71). These include language capabilities, openness to different cultures, strategic awareness and adaptability environmental situations. Other studies that support the soft skill model have increased the number of classes to include ethical understanding of conducting business in foreign countries, self-confidence, cultural empathy, corporate strategy, global awareness and global negotiation skills (Storey, 2001:34). Most practitioners argue that these additional screening supplement conventional personality selection models. Recently, IHRM began to develop a more systemic approach to the HRM process (Harvey and Novicevic, 2001:71). A group of IHRM researchers argues that selection and other human resource functions should be perceived separately but must be seen as an integrated system of HR roles. IHRM researchers seem to have adopted a systemic approach towards the HR roles. Therefore, selection of good expatriates should be integrated in other human resource functions including performance appraisal, compensation, training and development (Sparrow et al., 2004). A competency based model of expatriate selection It has been observed that a competency based view of the bond between HRM and expatriate staffing states that transformation based competencies and managerial competencies are interdependent(Harvey and Novicevic, 2001:72).. They create competencies that can be used by firms to create a competitive advantage. A competency-based model is appropriate for the dynamic global business environment (Siison, 2010:1). Competencies are divided into three major categories. First, input competencies including physical assets, capital labour and other factor inputs in a global firm. Second, transformation- based competencies entail the management’s ability to achieve the necessary tasks to gain a competitive position in the market place. Finally, managerial competencies entail internal and external business systems in international firms, personal social capital and top management capabilities. There are models that are used to explain the cross-cultural adjustment by expatriate managers. The first model makes use of the social learning theory to give explanation as to why pre-departure preparation has a positive impact on cross-cultural adjustment. The second models adopt socialisation to get a better understanding of cross- cultural adjustment (Caliguiri, 2000:64). These two theories are based on a common belief: social interaction. This is an important element in relation with the host nationals. The social learning model further explains expatriate managers who undergo pre-departure training are equipped with the necessary skills to improve cross-cultural relations thereby reducing inappropriate behaviours and misunderstanding (Jie, 2005:656). The socialisation model explains how the socialisation process is influenced by individual character traits and how it impacts on cross-cultural adjustment (Caliguiri, 2000:64). This attention on expatriates’ character traits is important for two major reasons. Firstly, expatriates have different traits that are important in relating with the host nationals. Second, expatriates learn proper behaviours and norms through the host citizens. Contrast of Different National Cultures Using an Appropriate Model Using the Hofstede Model Hofstede’s cultural dimensions model explains the impacts of a society’s culture on the values and behaviours of its members (Pedersen and Hofstede, 2002:67). There are various dimensions of national cultures that can be used to contrast the national cultures using the Hofstede model. The first dimension is the power distance index (PDI) (Piepenburg, 2011:89). This is the level to which common members of institutions and organisations accept and expect the unequal distribution of power (Piepenburg, 2011:89). In most Western nations including the US, the level of acceptability of unequal distribution of power is much lower in comparison to developing nations such as Kenya. The second dimension is individualism versus collectivism. This is the extent to which individuals belong to groups. When it comes to individualistic societies a lot of emphasis is placed on individual rights and personal achievement. People are expected to choose their own affiliations and fight for their rights and their immediate family (Leslie et al., 2004:1247). Conversely, in collectivist societies, people act principally as lifelong members of a group or an organisation. Individuals remain members of extended families that are used for collective bargaining and protection in exchange for undivided loyalty (Piepenburg, 2011:89). In developed nations such as Britain, individualism is known to be the order of the day as people strive for their own interest. In most developing African nations, individuals work towards a collective goal and pay too much attention to belonging to a social group including families and the larger community (Budhwa and Debrah, 2004:67). The third dimension entails masculinity versus femininity. This can be defined as the distribution of emotional roles between members of the two genders (Piepenburg, 2011:89). Masculine cultures are characterised by assertiveness, competitiveness, ambition, power and materialism (Piepenburg, 2011:89). On the other hand, feminine cultures place more value on quality of life and relationships. The national cultures in most developing nations can be argued to be feminine as they pay too much attention on relationships and the quality of life (Rowley et al., 2004:50). Conversely, Western nations such as the United Kingdom are mainly characterised by assertiveness, competitiveness and materialism. The fourth dimension is indulgence versus restraint. This refers to the length to which individuals strive to control their impulses and desires (Piepenburg, 2011:89). In retrained societies desires ad impulses are controlled by strict norms such as the ones in most developing nations in Africa. On the contrary, indulgent societies advocate for people to freely satisfy their desires and enjoy having fun (Brewster and Harris, 2012:5). The best example for this national culture is in the United States. The fifth dimension is the long-term orientation and short-term orientation. In long-term national cultures individuals place more importance on future events. On the other hand, in short- term oriented communities values are pegged on past and present events (Piepenburg, 2011:89). Conclusion In summary, culture has been known to be a source of conflict than strength in selection, training and support of expatriate managers. In spite of the overwhelming evidence that national cultures are different from each other, individuals tend to believe that people are all the same. In fact, people are no aware of the cultures in different nations leading to misunderstandings among people from different cultures. The Hofstede model of cultural diversity helps to shed more light on these differences thereby leading to a better understanding of what expatriate managers should expect from the host nationals. Pre-departure training is also considered to be of great importance as it equips expatriate managers with the necessary skills to deal with individuals from different cultures. References Books Budhwar, P. & Debrah, Y. (2004) Introduction: HRM in developing countries, London: Routledge. Brewster, C. & Harris, H. (2012) International HRM , London, Routledge. Camilleri, E. (2011) Project success: Critical factors and behavior, Gower Publishing. Fajana, S. & Ige, A.Y. (2009) Globalisation and international labor mobility: An in-depth study of the Nigerian Health sector, Conference of Marco Biangi Foundation. Modena / Italy. Hill, C.W. (2007) International business, New York, McGraw-Hill. Jackson, T. (2002) International HRM: A cross-cultural approach, SAGE. Pedersen, P. & Hofstede, G.H. (2002) Exploring culture: Exercises, stories and synthetic cultures, Intercultural Press. Piepenburg, K. 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