Cross-Cultural Effectiveness - Expatriate Training - Annotated Bibliography Example

 Cross-Cultural Effectiveness - Culture GAP and Expatriate Training There always exist culture differences between two nations. If USA expatriate managers are sent abroad to work in another country, as expatriate managers, they will find it difficult in terms of operation due to a different culture in the host country. They will, therefore, need to learn the behaviors and norms acceptable in the host country (in our case China) so as to breach the culture gap between the two nations. Some form of training will be offered to ensure these US expatriate managers adapt quickly to the Chinese culture. That way, their productivity will quickly be achieved. The following is an annotated bibliography of six sources that analyze the culture gap between USA and China, and the kind of training offered to breach this gap for expatriate managers. Puck, J. F., Kittler, M. G., & Wright, C. (2008). Does it really work? Re-assessing the impact of pre-departure cross-cultural training on expatriate adjustment. The International Journal of Human Resource Management, 19(12), 2182-2197. According to this article, culture adjustment is a prerequisite for any expatriate if they are to succeed abroad. The best way to ensure a manager from a US firm survives in China is to offer them the necessary training and awareness of appropriate behaviors and norms of the host country through CCT (cross-cultural training). The authors assert that adaptation will be a problem if expatriate managers are not taught the behaviors acceptable in the host country. The training will ensure an expatriate manager from US settles quickly and puts their efforts towards improving the productivity of a company. Therefore, it is an inevitable process that expatriate professionals must undergo to fill the culture gap existing between two countries. Dong, K., & Liu, Y. (2010). Cross-cultural management in China. Cross Cultural Management: An International Journal, 17(3), 223-243. According to this journal research across China concerning cross cultural circumstances, has been done and summarized. The journal is a Chinese intercultural research that guides international employees and managers on how to adjust and perform in Chinese culture. The journal is a study showing how the Chinese people work with foreign managers and employees. The journal recommends that the Chinese people should guide the foreigners to ensure that they adapt. A USA expatriate manager can use this journal to identify the adjustment to make to fit in the Chinese culture. It is crucial for the Chinese people to know how different foreign people behave in their country. They will therefore, guide them in the most convenient way. Therefore it means USA expatriate managers can not only be guided from their country but also guided when in China by the host people they are working with. Benson, G. S., & Pattie, M. (2008). Is expatriation good for my career? The impact of expatriate assignments on perceived and actual career outcomes. The International Journal of Human Resource Management, 19(9), 1636-1653. According to Benson Career outcome, may involve one to work abroad. It examines the outcome of market of the US employee internationally. Benson shows how the different carriers in US have international markets. He says that one has to learn the activities taking place in the international market before deciding on the foreign country to select. The study confirms that expatriates can adapt to international culture. They only need to learn and after some time they will get used, and everything will be normal. For instance, traffic laws are not laws in China. It means there is no strict usage of traffic lights, and this is one culture that the expatriate managers should be aware of. Therefore, Careers outcome to China should not prevent US expatriate trainees from achieving their goals because they can still adapt. Ahad M. Osman-Gani, A., & Hyder, A. S. (2008). Repatriation readjustment of international managers: An empirical analysis of HRD interventions. Career Development International, 13(5), 456-475. The book identifies the major problem of repatriation adjustment as there is an international business interest in most areas. It aims at developing readjustment of return of foreign managers. When expatriates managers come back from abroad, some experience difficulties in repatriation. The study developed here, concerns programs of repatriation, program duration, training contents, and efficient program training providers. Repatriation readjustment is done through involvement of the human resource development. Many people in the US have developed interest in international businesses especially in China. The US expatriate managers for instance, in China will after some time learn the Chinese culture. Through this research, it will be easier for the US expatriate manager sent to China readjust and settle when back. Daniels, Radebaugh, and Sullivan. (2015). International Business Environments & Operations: International Human Resource Management. Chapter five. PPT In this chapter, importance of human resource management is discussed. The various expatriates are explained, and the MNEs’ staffing framework used is profiled. The MNEs have different methods to use when compensating employees in order to retain them after selecting and preparing them. In international assignment language role is most significant and is considered here. The data given in this chapter is very vital. It will guide the various expatriate managers from the USA on what they are supposed to do when sent to China. This guideline will make the expatriate managers adjust very fast and feel at home. The human resource manager should be among those guiding the USA expatriate managers to adapt to the new Chinese culture. Daniels, Radebaugh, and Sullivan. (2015). International Business Environments & Operations: The Cultural Environments Facing Business. Chapter four. PPT In chapter four of this book, cultural environment learning methods are discussed which will offers guidelines to foreigners. There is cultural adjustment guidelines analyzed and different ways in cultures that evolve in countries in this chapter. Changes and differences of cultural significant causes are also explained. Business practices that influence behavioral factors in countries and the difficulties of differences in cross-cultural information like communication are stated clearly in this chapter. The USA expatriate managers should recognize difficulties of differences in cross-cultural information like communication for them to adapt to China. They must learn the Chinese language. Cultural adjustment guidelines analyzed and different ways in cultures evolving in countries discussed will be proper guidelines for the USA manager expatriates in China. The methods of learning cultural environment will be useful to the US expatriates in learning the Chinese cultural environment. Read More