International human resource management - Chapter 5

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International human resource management - Chapter 5 Chapter 5Training and development 5/1Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch Chapter objectivesTraining aims to improve employees’ current work skills andbehavior, whereas development aims to increase abilities inrelation to some future position or job. In this chapter, weexamine how the international assignment is a vehicle for bothtraining and development, as reflected in the reasons whyinternational assignments continue to play a strategic role ininternational business operations. The role of training inpreparing and supporting personnel on internationalassignments is also considered. We examine the followingissues:(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 thechapter is on the traditional, expatriate assignment. However,where possible, we will draw out training and developmentaspects relating to short-term assignments, non-standardassignments 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 WelchFigure 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 WelchFigure 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 WelchFigure 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 WelchFigure 5-4: The impact of language and power Use with International Human Resource Management ISBN 1-84480013-X ...