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Unit 7: Training and Development

skill development as well as on the new task. The level of rigour should be moderate to Notes
high. The duration of training can extend from two weeks to two months including language
training, use of training assimilators and field experience in addition to area briefing and
sensitivity training.

Notes Mendenhall, Dunbar and Oddou proposed three dimensions – training methods,
low, medium, and the high levels of training rigour, and duration of the training relative
to degree of interaction and culture novelty – as useful guidelines for determining an
appropriate programme.

For example, If the expected level of interaction is low and the degree of similarity between
the individual’s native culture and the host culture is high, the length of the training
should probably be less than a week. Methods such as area or cultural briefings via
lectures, movies, or books would provide the appropriate level of training rigour.
If the individual is going overseas for a period of two to twelve months and is expected to
have some interaction with members of the host culture, the level of training rigour
should be higher and its length longer (one to four weeks). Also, training methods such as
culture assimilators and role plays may be appropriate.
If the individual is going to a fairly novel and different host culture and the expected
degree of interaction is high, the level of cross-cultural training rigour should be high and
training should last as long as two months. Also, sensitivity training, field experiences,
and inter-cultural experiential workshops may be appropriate training methods in this
situation.

Figure 7.2: Cultural Awareness Training and Assignment Performance

Contextual and situational Individual Differences
factors  locus of control
 time available  efficacy expectations

Skills Development
Motivation  self dimension
 relational

Cultural
Awareness Motivation Retention Reproduction
Adjustment
and
Incentives

Performance Management

Source: Dowling et al., International HRM (2001) p. 160

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