The increasing globalisation of the world results in the internationalisation of companies which are impelled to send their most skilled employees abroad in order to conduct cross-border activities and to support the subsidiaries for a specific period of time. Those employees are called expatriates which are “gatekeepers” to other cultures. They are the ones who have to cope and work with people from different cultural backgrounds and are often faced with cultural differences or even conflicts.
This dissertation shows how important it is to select and train the right candidates for an international assignment in order to make their stay more effective and likewise successful. Besides, other aspects of the adjustment process of the expatriate and the accompanying spouse are highlighted.
In order to compare the theory presented in chapter two with the “real” world of expatriate management, expatriates from three different companies – SAP, Siemens and Bosch – have been questioned. The selection procedures of the companies as well as the effectiveness of the training have been analysed and were further commented by expatriates. Furthermore, adjustment problems and key factors for a successful stay abroad are mentioned, too.
Lastly, conclusions from the findings and analyses are presented which show that it is not only important to train international assignees but also to find someone who really wants to go abroad; someone who has the right mindset or to be precise an open-minded attitude towards people with different cultural values. Moreover, the adjustment and mental well-being of the spouse are key factors for a good adjustment and successful stay of the expatriate.
Table of Contents
Chapter 1 Introduction
1.1. Reason for choice of topic
1.2. Academic objectives of dissertation
1.3 Outline of chapters
Chapter 2 Literature Review
2.1 Introduction
2.1.1 The expatriate employee
2.1.2 Failure rate
2.2. Selection of expatriates
2.2.1 Selection process
2.2.2 Selection recommendations
2.3 Preparation
2.3.1 The need of cross-cultural competences
2.3.2 Training of expatriates
2.4. Adjustment
2.4.1 Adjustment definition
2.4.2 Expatriate adjustment
2.4.3 Spouse adjustment
2.4.4 The U-curve theory
Chapter 3 Methodology
3.1 Introduction
3.2. Research purpose
3.3 Research philosophy
3.4 Research approach
3.5 Research strategy
3.6 The questionnaire
3.7 Limitation of using questionnaires
3.8 Ethical issues
Chapter 4 Findings and Analysis
4.1 Response rate
4.2 Selection of expatriates
4.3 Training of expatriates
4.4 Adjustment of expatriates
Chapter 5 Conclusions
5.1 Conclusion
Research Objectives and Themes
This dissertation investigates the effectiveness of pre-departure management for expatriates, focusing specifically on selection and training procedures within multinational companies. It seeks to determine how these processes impact an individual's ability to adjust to a new cultural environment and whether training truly acts as an effective tool for overcoming cross-cultural conflicts or if other factors, such as spouse support and personal mindset, play a more critical role.
- Analysis of expatriate selection criteria and methods
- Evaluation of the effectiveness of cross-cultural training programmes
- Assessment of the impact of spouse support on expatriate adjustment
- Comparison of adjustment experiences between different host cultures
- Role of personality traits and individual mindset in international assignments
Excerpt from the Book
2.4.4 The U-curve theory
The honeymoon phase is described by novelty, the person is curious and fascinated by the new culture and everything the expatriate experiences is adventurous. But after a few weeks or months the expatriate falls into a crisis, culture shock, as the cultural differences between his and the other culture become more apparent. Oberg (1960:177) describes this culture shock as an “[…] anxiety that results from losing all our familiar signs and symbols of social intercourse”.
The person does not feel accepted by the locals and finds that his own familiar values do not serve as a norm. This is the critical phase where it is decided whether the expatriate stays in the foreign environment or not.
After a while and through the provision of further training the expatriate recovers. He learns how to behave appropriately according to the cultural norms of the host country.
In the last phase, the adjustment phase, the person accepts the new environment and knows how to cope with the new circumstances.
The culture shock is not to be seen as an error but as a phase every person needs to pass in order to adjust to the new surroundings. It is often said that the deeper the cultural shock the better the resulting adjustment and performance (Herbrand 2002).
Summary of Chapters
Chapter 1 Introduction: This chapter outlines the rationale behind the study, establishes the academic objectives, and provides an overview of the dissertation's structure.
Chapter 2 Literature Review: This section reviews existing theories and research regarding the selection, preparation, and cultural adjustment processes for expatriates and their spouses.
Chapter 3 Methodology: This chapter details the research design, including the philosophy, approach, and strategy, as well as the use of questionnaires for data collection.
Chapter 4 Findings and Analysis: This chapter presents the empirical data gathered from expatriates at SAP, Siemens, and Bosch, comparing the practical experiences with the theoretical framework established earlier.
Chapter 5 Conclusions: This final chapter synthesizes the research findings, offers recommendations for expatriate management, and discusses the limitations and areas for future research.
Keywords
Expatriate, Selection, Training, Adjustment, Assignment, Multinational Companies, Cross-cultural, Spouse Support, Global Manager, Culture Shock, U-curve theory, Intercultural Competence, Human Resource Management, Personality Traits, Performance.
Frequently Asked Questions
What is the primary focus of this dissertation?
The work focuses on the effectiveness of pre-departure management, specifically looking at how multinational companies select and train employees for international assignments and how these processes facilitate adjustment to new cultures.
What are the central thematic areas?
The core themes include the selection process of expatriates, the necessity and effectiveness of cross-cultural training, the adjustment process (including the U-curve theory), and the critical role of family and spouse support.
What is the research goal?
The main goal is to identify whether current corporate pre-departure programmes are effective in helping expatriates acquire the necessary skills for a successful and comfortable stay abroad.
Which methodology was used?
The research employed a descriptive design using an inductive approach, primarily utilizing quantitative questionnaires distributed to expatriates from SAP, Siemens, and Bosch.
What does the main body cover?
The main body examines literature on selection and training, details the research methods used, and presents an analysis of survey findings comparing theory with the actual perceptions and experiences of expatriates.
Which keywords characterize the work?
The work is characterized by terms such as expatriate, selection, training, adjustment, global manager, cross-cultural competence, and spouse support.
Did the research find that training is sufficient for adjustment?
No, the findings suggest that while training is important, it is not a "cure-all." The individual's personal mindset, curiosity, and the support provided by the accompanying spouse are equally vital for a successful assignment.
How does the experience of China compare to the USA in this study?
The research noted that expatriates in China often reported faster psychological adjustment than those in the USA, likely because they were more conscious of potential cultural conflicts given the greater perceived cultural distance.
- Quote paper
- Sabrina Hoffstädte (Author), 2007, Pre-departure management of expatriates - Effective enough to adjust overseas?, Munich, GRIN Verlag, https://www.grin.com/document/76431
