International Human Resource

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                                                            BM025-3-3-IHRM

Group Assignment

FACTORS FOR SUCCESSFUL EXPATRIATION

(667 words)

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GROUP MEMBERS

LECTURER                : Mazuwin bt Haja Maideen

INTAKE CODE                : UC3F1301IBM

HAND IN DATE                : 29 April 2013

1.0 Factors Successful for Expatriating Staff

1.1 Family Situation

Shellenbarger (1997) noted that the primary reasons for employees' refusing international assignments are concerns for children and spouses' careers. Fukuda and Chu (1994) confirmed that the family situation is the factor that most contributes to expatriate assignments' failing. Dowling & Welch (1999) stated that contribution, which family predominantly the spouse, makes to the success of foreign assignment. A principle reason for expatriate failures in U.S. and European multinationals is the family situation factor, i.e. inability of the spouse to adjust to a different physical or cultural environment (Tung, 1987).  Weber (1990) stated that factors under family situation moreover include stable marriage and willingness of spouse to live abroad. This indicates that managers who are most ready for international relocations are those whose spouses are also supportive of that move.

1.2 Adaptability and Flexibility

Most researchers (Black and Stephens, 1989; Black, Mendenhall, and Oddou, 1991; Harvey, 1985; Mendenhall and Oddou, 1985) have confirmed that the adaptation of the family and spouses of expatriate plays a very significant role in deciding the success of an expatriation. Factors that come under flexibility/adaptability include tolerance of ambiguity, listening skill along with ability to deal with stress. McEvoy and Parker (1995) additionally pointed out that the problems that surround family along with spouses have negative effects on the adaptation of expatriate managers. If an expatriate and the spouse cannot adapt successfully in another country, their level of satisfaction with expatriation along with the expatriates’ job performance might be seriously affected. Consequently, it is fundamental to focus on the family friendly policies and practices of human resource management when it comes to the adjustment and adaptation of expatriates’ spouses (Pellico and Stroh, 1997; Shaffer and Harrison, 1998).

1.3 Job Knowledge and Motivation

Sinangil and Ones (1997) analysis showed job knowledge and motivation were the most important for a successful assignment in the eyes of host nationals. Studies shows that an expatriate with achievement motivation and positive mission orientation is more likely to remain in the overseas posting, compared with candidates without these characteristics (Hall & Gudykunst, 1989). Giving trainings to the expatriate will assist them to adapt to the new environments in the host country. It would obviously prevent premature returns. Employee’s expectation about his foreign assignment is crucial for the success of his whole expatriation processes (Bonache, Brewster, & Suutari, 2001).  Motivation is the basic foundation that inspires people to give their best, whether on a personal level or on a professional (Aldler, 2008).  Motivations can include the extra benefits given to the expatriates in order for them to sustain during the assignment such as compensation which includes base salary, allowances and bonuses.

1.4 Relational Skills

Relation skills should be nurtured through various culture awareness training programs. This will promote a sense of appreciation towards the culture and the host country as a result; the expatriate will behave accordingly or at least develop appropriate managing styles to cope up with new challenges. Relational skills are significant if an expatriate has significant contact with host nationals. Selections based partly on relational skills are strongly recommended. There is high degree of consensus related to the need for expatriates who possess qualities such as empathy, flexibility and open mindedness. This shall definitely boost the effectiveness and the negotiating abilities of the expatriates in the host countries. Another essential dimension of this is that it will let the expatriates along with their families to achieve social support in the host country outside the domain of work and the expatriate community. As a result, the managers’ access to information regarding the economy will be improved.

1.5 Extra Cultural Openness

Practicing extra cultural openness is very crucial part in order to be successful in foreign assignment. This helps in accepting cultural differences of the host country (Tucker, 2000). The capability to work with others from diverse cultures is a key skill for academics with jobs that are outside their home countries. When an expatriate arrives in their new country, they are likely to go through all of the stages of culture shock described by scholars. Efforts to minimize such shocks can be done through expatriate training programs that include training such as language, cultural awareness, country-specific information, cultural assimilation, flexibility, and local business norms (Romero, 2002). Lastly, successful expats typically recognize their new host culture. In addition, they become less affected by the cultural differences.

Referencing

Black, J. S. & Stephens, G. K. (1989). The influence of the spouse on American expatriate adjustment in overseas assignment. Journal of Management, 15(4): 529-44.

Black, J. S., Mendenhall. M. & Oddou, G. (1991). Towards a comprehensive model of international adjustment. Academy of Management Review, 16(2): 291 -317.

Bonache, J., Brewster, C., & Suutari, V. (2001). Expatriation: A Developing Research Agenda. Thunderbird International Business Review, 43(1), 3-20

Caligiuri, P. M., Hyland, M. M., Joshi, A. & Bross, A. S. (1998). Testing a theoretical model for examining the relationship between family adjustment and expatriates' work adjustment. Journal of Applied Psychology, 83(4): 598-614.