International human resource management - Chapter 5

Chia sẻ: HANG NGA | Ngày: | Loại File: PPT | Số trang:20

Thêm vào BST

Báo xấu

147
lượt xem 23
download

Download Vui lòng tải xuống để xem tài liệu đầy đủ

tác giả bài thuyền hoa Nhập văn bản hoặc địa chỉ trang web hoặc dịch tài liệu. Huỷ Nghe Đọc ngữ âm Bản dịch từ Tiếng Anh sang Tiếng Việt Đào tạo nhằm nâng cao kỹ năng làm việc hiện tại của nhân viên và hành vi, trong khi phát triển nhằm mục đích tăng khả năng trong liên quan đến một số vị trí trong tương lai hoặc việc làm. Trong chương này, chúng tôi kiểm tra việc chuyển nhượng quốc tế như thế nào là một chiếc xe cho cả đào tạo và phát triển, như được phản ánh trong những lý do tại sao nhiệm vụ...

Chủ đề:

Bình luận(0) Đăng nhập để gửi bình luận!

Lưu

Nội dung Text: International human resource management - Chapter 5

Chapter 5 Training and development 5/1 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
Chapter objectives Training aims to improve employees’ current work skills and behavior, whereas development aims to increase abilities in relation to some future position or job. In this chapter, we examine how the international assignment is a vehicle for both training and development, as reflected in the reasons why international assignments continue to play a strategic role in international business operations. The role of training in preparing and supporting personnel on international assignments is also considered. We examine the following issues: (cont.) Use with International Human Resource Management ISBN 1-84480013-X 5/2 Published by Thomson Learning © Peter Dowling and Denice Welch
Chapter objectives (cont.) • The role of training in supporting expatriate adjustment and on-assignment performance. • Components of effective pre-departure training programs such as cultural awareness, preliminary visits and language skills. Relocation assistance and training for trainers are also addressed. • The effectiveness of pre-departure training. • The developmental aspect of international assignments and its relation to international career paths. • Training and developing international management teams. (cont.) Use with International Human Resource Management ISBN 1-84480013-X 5/3 Published by Thomson Learning © Peter Dowling and Denice Welch
Chapter objectives (cont.) Reflecting the general literature on this topic, the focus of the chapter is on the traditional, expatriate assignment. However, where possible, we will draw out training and development aspects relating to short-term assignments, non-standard assignments and international business travelers. Use with International Human Resource Management ISBN 1-84480013-X 5/4 Published by Thomson Learning © Peter Dowling and Denice Welch
International assignments as a training and development tool • Expatriates are trainers • Expatriates show how systems and procedures work, ensure adoption, and monitor performance of HCNs • International assignments a form of job rotation – management development Use with International Human Resource Management ISBN 1-84480013-X 5/5 Published by Thomson Learning © Peter Dowling and Denice Welch
Figure 5-1: International training and development Use with International Human Resource Management ISBN 1-84480013-X 5/6 Published by Thomson Learning © Peter Dowling and Denice Welch
Components of effective pre- departure training • Cultural awareness programs • Preliminary visits • Language training • Practical assistance • Training for the training role • TCN and HCN expatriate training • Non-traditional assignments and training Use with International Human Resource Management ISBN 1-84480013-X 5/7 Published by Thomson Learning © Peter Dowling and Denice Welch
Figure 5-2: The Mendenhall, Dunbar and Oddou cross-cultural training model Use with International Human Resource Management ISBN 1-84480013-X 5/8 Published by Thomson Learning © Peter Dowling and Denice Welch
Figure 5-3: Cultural awareness training and assignment performance Use with International Human Resource Management ISBN 1-84480013-X 5/9 Published by Thomson Learning © Peter Dowling and Denice Welch
Language training • The role of English as the language of world business • Host country-language skills and adjustment • Knowledge of the corporate language Use with International Human Resource Management ISBN 1-84480013-X 5/10 Published by Thomson Learning © Peter Dowling and Denice Welch
Figure 5-4: The impact of language and power Use with International Human Resource Management ISBN 1-84480013-X 5/11 Published by Thomson Learning © Peter Dowling and Denice Welch
Practical assistance • Information that assists relocation • Assistance in finding suitable accommodation and schooling • Further language training • Makes an important contribution to adaptation of expatriate and accompanying family members to the host location Use with International Human Resource Management ISBN 1-84480013-X 5/12 Published by Thomson Learning © Peter Dowling and Denice Welch
Effectiveness of pre-departure training • Limited data on how effective such training is and what components are considered most essential: – Use of mixture of methods makes evaluation of which method is most effective difficult to isolate – Large diversity of cultures involved – What works for one may not work for another – Complex jobs in multiple cultural contexts Use with International Human Resource Management ISBN 1-84480013-X 5/13 Published by Thomson Learning © Peter Dowling and Denice Welch
Developing staff through international assignments • Management development – Individuals gain international experience which assists career progression – Multinational gains through having a pool of experienced operators on which to draw • Organizational development – Stock of knowledge, skills and abilities – Global mindset – Expatriates as agents of direct control and socialization Use with International Human Resource Management ISBN 1-84480013-X 5/14 Published by Thomson Learning © Peter Dowling and Denice Welch
Figure 5-5: Expatriate career decision points Use with International Human Resource Management ISBN 1-84480013-X 5/15 Published by Thomson Learning © Peter Dowling and Denice Welch
How international teams benefit the multinational • Fosters innovation, organizational learning and transfer of knowledge • Assists breaking down of functional and national boundaries • Encourages diverse inputs • Assists in developing broader perspectives • Develops shared values Use with International Human Resource Management ISBN 1-84480013-X 5/16 Published by Thomson Learning © Peter Dowling and Denice Welch
Figure 5-6: Developing international teams through international assignments Use with International Human Resource Management ISBN 1-84480013-X 5/17 Published by Thomson Learning © Peter Dowling and Denice Welch
Chapter summary This chapter has concentrated on the issues relating to training and developing expatriates for international assignments. In the process, we have discussed: • The role of expatriate training in supporting adjustment and on- assignment performance. • The components of effective pre-departure training programs such as cultural awareness, preliminary visits, language skills, relocation assistance and training for trainers. (cont.) Use with International Human Resource Management ISBN 1-84480013-X 5/18 Published by Thomson Learning © Peter Dowling and Denice Welch
Chapter summary (cont.) • How cultural awareness training appears to assist in adjustment and performance and therefore should be made available to all categories of staff selected for overseas postings, regardless of duration and location. • The need for language training for the host country and in the relevant corporate language. • The impact that an international assignment may have on an individual’s career. (cont.) Use with International Human Resource Management ISBN 1-84480013-X 5/19 Published by Thomson Learning © Peter Dowling and Denice Welch
Chapter summary (cont.) • The international assignment as an important way of training international operators and developing the international ‘cadre’. In this sense, an international assignment is both training (gaining international experience and competence) and managerial and organizational development. • How international assignments are connected to the creation of international teams. Use with International Human Resource Management ISBN 1-84480013-X 5/20 Published by Thomson Learning © Peter Dowling and Denice Welch