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Issues Of Expatriate In Multinational Human Resource Management

3771 words - 16 pages

Issues of Expatriate in Multinational Human Resource ManagementIn 21st century, the rapid growth of technology caused economic society and lives are changing significantly (Budhwar & Debrsh 2002). Within these changes and uncertain business environments, how to capture their competitive advantage has become the most important issue for organisations (Tye & Chen 2005). There is a common recognition that to operate on a global level is essential to maintain a competitive advantage for many organizations (Tye & Chen 2005). Under this situation, how to manage human resources on a global scale becomes a greatest challenge with business has becoming increasingly international (Liu ...view middle of the document...

While organizations may notice expatriation as an attractive method for accumulating foreign markets, they face the challenges of selection, management of the most appropriate individuals (Lee 2005).The second section of this essay will provide a summary of the four myths which concerning global manager. First myth stated that expatriates can acquire multicultural adaptability and behaviours (Dowling & Welch 2004). Culture is the learned actions, attitudes, and beliefs of a people (Katz 1998). In a certain extent, success or failure in business may be subject to the ability of negotiating culture successfully (Davidson 2005). This myth stated that as expatriate they can adapt different culture and culturally adopt appropriate behaviours in a multicultural environment.The second myth specified that global manager could adopt a universal approach to management (Dowling & Welch 2004). This myth persist an ethnocentric approach to manage global manager. In the ethnocentric approach, the cultural values and business practices are based on the home country that is predominant (Davidson 2005). Headquarters not only develops a managing and staffing approach but it also applies it through the world consistently. In terms of subsidiaries, practices have developed and key positions have held by managers from headquarters to ensure consistency (Treven 2006).The third myth emphasized that a successful international managers shared common characteristics (Dowling & Welch 2004). As successful expatriates they were sent foreign nation to finish international operations, facing multicultural circumstance they should have some common characteristics such as good communication skill, experience working internationally, and high level of extroversion and stress tolerance (Tye & Chen 2005).The last myth is stated that with organisation have become more global in their operations people have no problems to mobility (Dowling & Welch 2004). Global managers have no issues to adapt in new work environments when they were sent to foreign country.The following section will critically discuss the challenges due to selecting expatriates based on the myths. Dowling and Welch (2004, p.7) point out that 'the key difference between domestic and international human resource management (HRM) is international HRM is that the complexities of operating in different counties and employing different national categories of workers'. Especially in the selecting process which expatriate selection is much more difficult than the selection of personnel for a position in the home country (Stone 1998). There are various challenges when selecting expatriates based on the myths.The major challenge is culture shock (Dowling & Welch 2004). The first myth espoused that expatriates can adopt culturally appropriate behaviours. However, Dowling and Welch (2004) argued that sometimes people can not adopt culturally appropriate behaviours to apply in the cultural...

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