tailieunhanh - International human resource management - Chapter 4

Trong phần I, chúng tôi đã chứng minh cách thức con người đóng vai trò trung tâm trong duy trì hoạt động quốc tế. Khi nhiệm vụ quốc tế là một phương tiện quan trọng đối với nhân sự, điều quan trọng là họ được quản lý hiệu quả, và những người nước ngoài được hỗ trợ để thực hiện các kết quả đạt được. Trọng tâm của chương này, sau đó, là về tuyển dụng và lựa chọn các hoạt động trong một bối cảnh quốc tế. Chúng tôi sẽ giải quyết các vấn đề sau:. | Chapter 4 Recruiting and selecting staff for international assignments Chapter objectives the myth of the global manager the debate surrounding expatriate failure (cont.) In Part I, we demonstrated how people play a central role in sustaining international operations. As international assignments are an important vehicle for staffing, it is critical that they are managed effectively, and the expatriates are supported so that performance outcomes are achieved. The focus of this chapter, then, is on recruitment and selection activities in an international context. We will address the following issues: Chapter objectives (cont.) factors moderating intent to stay or leave the international assignment selection criteria for international assignments dual-career couples are female expatriates different? The global manager Myth 1: there is a universal approach to management Myth 2: People can acquire multicultural adaptability and behaviours Myth 3: There are common characteristics shared by | Chapter 4 Recruiting and selecting staff for international assignments Chapter objectives the myth of the global manager the debate surrounding expatriate failure (cont.) In Part I, we demonstrated how people play a central role in sustaining international operations. As international assignments are an important vehicle for staffing, it is critical that they are managed effectively, and the expatriates are supported so that performance outcomes are achieved. The focus of this chapter, then, is on recruitment and selection activities in an international context. We will address the following issues: Chapter objectives (cont.) factors moderating intent to stay or leave the international assignment selection criteria for international assignments dual-career couples are female expatriates different? The global manager Myth 1: there is a universal approach to management Myth 2: People can acquire multicultural adaptability and behaviours Myth 3: There are common characteristics shared by successful international managers Myth 4: There are no impediments to mobility Table 4-1: Current expatriate profile Expatriate failure Definition: Premature return of an expatriate Now recognized that under-performance during an international assignment, and retention upon completion, should be included Expatriate failure What is the magnitude of the phenomenon? Suggestion of a falling rate compared with early (1980s) studies Evidence is somewhat inconclusive Discussion about its magnitude has drawn attention to expatriate failure and prompted considerable research into its causes Expatriate failure Direct costs of failure: airfares, associated relocation expenses, and salary and training Varies according to level of position concerned Country of destination Exchange rates Whether ‘failed’ manager is replaced by another expatriate Expatriate failure Indirect costs (invisible) Damaged relationships with key stakeholders in the foreign location Negative effects on local staff Negative