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International Human Resource Management

This chapter explores critical aspects of international human resource management (IHRM) related to recruiting and selecting staff for international assignments. It examines the myth of the global manager, the complexities surrounding expatriate failure, and the selection criteria that influence the success of international assignments. Key factors affecting expatriate retention, such as dual career couples and the unique challenges faced by female expatriates, are discussed. Additionally, the chapter highlights the importance of cultural adaptability and the phases of cultural adjustment in ensuring successful expatriation.

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International Human Resource Management

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  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. Terms recruitment selection effectiveness skills coping skills global manager IA Phases: tourist culture shock pulling up adjustment direct cost indirect cost international assignment (IA) expatriate failure rate (EFR) common corporate language “coffee machine system” 3 IHRM Chapter 5

  4. 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. 4 IHRM Chapter 5

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

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

  7. Reasons for early return Family concerns Accepted new position in the company Completed assignment early Cultural adjustment challenges Security concerns Career concerns 7 IHRM Chapter 5

  8. Figure5-2 The phases of cultural adjustment 8 IHRM Chapter 5

  9. Figure5-3 Factors in expatriate selection 9 IHRM Chapter 5

  10. Table5-2 Harris and Brewster’s selection typology 10 IHRM Chapter 5

  11. 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. 11 IHRM Chapter 5

  12. Family-friendly policies • Inter-company networking • Job-hunting assistance • Intra-company employment • On-assignment career support 12 IHRM Chapter 5

  13. Table5-3 Barriers to females taking international assignments 13 IHRM Chapter 5

  14. Discussion Questions What is the difference between a global manager and a global mindset? Should multinationals be concerned about expatriate failure? If so, why? What are the most important factors involved in the selection decision? Are female expatriates different? Discuss the proposition that most expatriate selection decisions are made informally, as suggested by the ‘coffee-machine’ solution. 14 IHRM Chapter 5

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