IHRM Study - All Content .docx - Lecture 6 – International Training and Development Key Terms Employee training o procedure initiated by an

IHRM Study - All Content .docx - Lecture 6 –...

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Lecture 6 – International Training and Development Key Terms - Employee training o procedure initiated by an organization to foster learning among employees – focused on a particular job - Cross-cultural training o programs designed to educate employees, usually in the pre-expatriate phase, in the key cultural values and behaviors of the host country - Employee Development o programs which prepare employees for future growth; not related to a specific job/task - Career Management Systems o Organizational systems to gather information, evaluate performance, and provide training and development programs Importance of Training for International Operations - International training can include: o Cross-cultural training (CCT) o Organizational information o Technical training - Why is training provided? o Minimize culture shock o Assist adjustment o Part of effective performance management system Why MNEs do not want to offer cross-cultural training (CCT) - In the 1990s many firms did not provide any pre-departure preparation - Reasons given were that top management did not believe that pre-departure training was either effective or necessary - More MNEs are now extending their pre-departure training to include spouse or partner and children - BGRS (2010) suggests more use of communication technologies rather than face-to- face instruction - Cho, Hutchings & Marchant (2013) refer to expatriates gathering information on the internet - Celaya and Swift (2006) says that it may not have any effect on cultural understanding - Minbaeva and Collings ‘ (2013) article on 7 Myths of Talent Management emphasized the need to develop talent for other countries
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When Is Training Provided - ‘training in the home country’ - ‘at home training’ - ‘training upon arrival in the host country’ - ‘real time training’ - (Magnini & Honeycutt (2003)) - Selmer (2010) says pre-departure training less effective if separate from realities of the host culture - Okpara and Kabongo (2011) emphasise sequential training The components of effective pre-departure training programmes include: - Cultural awareness training - Preliminary visits - Language training - Practical assistance - Job related factors Cultural Awareness Training - Expatriate must adapt to host country - Understanding of host country culture - Focus on trust, respect, religion etc - Contingency models of training have been developed by Tung (1981) and by Mendenhall, Dunbar and Oddou (1987) Preliminary Visits - Useful for orientation both for expatriate & partner - Good introduction to business context - Assist in initial adjustment process - Encourages more informed pre-departure process - Accepting the preliminary visit must not be accepting the assignment - Some MNEs do not provide visits to locations perceived as undesirable Language Training - English is the international business language - US, UK and Australian MNEs tend to use this as a reason for not providing language training - May lead to a general “downplaying” of language skill as important international management attribute - Ability to speak the host country language is an advantage - Language skills important for MNEs where English is not the first language (translation issues)
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