Page 129 - DMGT548_GLOBAL_HRM

Global HRM

Notes The three aspects of social learning theory – attention, retention, and reproduction also influence
the individual differences in expectations and motivation and incentives to apply learned
behaviours in the foreign location. It recognises that effective training is only the first step and
that the expatriate’s willingness and ability to act on that training in the new environment is
crucial to effective performance. It stresses the importance of attention paid by the potential
expatriate to the behaviours and probable outcomes of a cultural awareness training programme,
the individual’s ability and willingness to retain learned behaviours, and their reproduction as
appropriate in the host location.

7.2.2 Preliminary Visits

The technique of sending the employee on a preliminary trip to the host country helps in
orienting international employees to international assignments. A well-planned overseas trip
for the candidate provides a preview that allows them to assess their suitability for and interest
in the assignment. Such a trip serves to introduce expatriate candidates to the business context in
the host location and helps encourage more informed pre-departure preparation.
Most firms that utilise preliminary visits weigh their cost against premature recall and
underperformance risks. A potential problem exists in that the aim of the preliminary visit is
often twofold–part selection decision and part pre-departure training.
Combined with cultural awareness training, the preliminary visit is a useful component of a
pre-departure programme. Exposure to the expatriate community, if one exists in the proposed
host location, can be a positive outcome of the preliminary visit.

7.2.3 Language Training

Language training is a desirable component of a pre-departure programme. There are three
interrelated aspects related to language ability:

1. Role of English as the Language of World Business: English is the accepted language of
world business, though the form of English is more “international English” than that
spoken by native speakers of English. Multinationals from English-speaking countries
such as the United States, the United Kingdom, and Australia often use this fact as a reason
for not considering language ability in the selection process, and for not stressing language
training as part of pre-departure programmes.
2. Host-country Language Skills and Adjustment: The ability to speak a foreign language
can improve the expatriate’s effectiveness and negotiating ability. It can improve manager’s
access to information regarding the host-country’s economy, government, and market.
The degree of fluency required depends on the level and nature of the position that the
expatriate holds in the foreign operation, the amount of interaction with external
stakeholders such as government officials, clients, trade officials, as well as with host-
country nationals. Language skills are important for task performance and cultural
adjustment.
3. Knowledge of the Corporate Language: For multinationals from non-English-speaking
countries, the standardisation of information and reporting systems tends to be
handled in the language of the parent’s country of origin until geographical dispersal
makes that problematical. The multinational adopts a common company language to
facilitate reporting standardisation and other control mechanisms, particularly normative
control.

124 LOVELY PROFESSIONAL UNIVERSITY