Page 171 - DMGT548_GLOBAL_HRM

Global HRM

Notes the Internet has changed human lives. For the last few years, millions of people across the
world, who share common interests, are able to communicate with each other and exchange
ideas. Not only are they able to do this due to the various technological advances, but also
because they share a common language.
Language training is a desirable component if any one is moving out from his home country to
abroad for handling the international assignments. As we move toward hemispheric economic
integration, the knowledge of other languages of the hemisphere is becoming a highly
marketable skill.
English is the language of world business, though the form of English is more “international
English” than that spoken by native speakers of English. It is one of our official languages.
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. Language
skills are important in terms of task performance and cultural adjustment. Language proficiency
in other country allows following advantage to MNC and expatriate:
1. The ability to speak a foreign language can improve the expatriate’s effectiveness and
negotiating ability.
2. It can improve manager’s access to information regarding the host-country’s economy,
government, and market.
3. 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.

4. The ability to speak the local language different from their home country was as important
as cultural awareness in their ability to adapt and perform on assignment.
5. Knowledge of the host-country language can assist expatriates and family members gain
access to new social support structures outside of work and the expatriate community.
6. 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.
7. The multinational adopts a common company language to facilitate reporting
standardisation and other control mechanisms, particularly normative control.
8. PCNs can find themselves performing as communication conduits between subsidiary
and headquarters, due to their ability to speak the corporate language.
9. It gives added power to their position in the subsidiary as PCNs often have access to
information that those not fluent in the corporate language are denied. A PCN fluent in
the parent-company language and the language of the host subsidiary can perform a gate
keeping role. It permits PCNs to have a broader outlook on their surroundings as they are
able to look at issues with a broader perspective.
Culture and language are interrelated. The way we use language reflects cultural preferences for
type of communicative behaviour. Culture will affect the extent to which one speaks loudly and
quietly, whether use lots of “I” statements, whether choose very explicit language. Intercultural
or cross-cultural pragmatics is the contrastive or comparative study of such communicative
norms aiming to reach a better understanding of the cultural value or values that underpin them.
Situation or context also dictates language choice. Various terms have been coined for certain
types of key expressions that are related to specific contexts or situations. These key expressions

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