Page 211 - DMGT548_GLOBAL_HRM

Global HRM

Notes In the absence of incentives to modify their role behaviour when abroad, it is not surprising
that the expatriates concerned performed as they did.
Communication of role conception from the multinational to the expatriate is indicated
by the straight arrows in Figures 11.4 and 11.5. Role conception is also communicated to
the role recipient by host-country stakeholders (example, subsidiary employees, host
government officials, customers, suppliers, etc.) as shown by the dashed arrows. This
crosses a cultural boundary. Role behaviour provides the feedback loop, again at two
levels: the parent and host-country stakeholders. Trying to perform to differing expectations
may cause role conflict. If the PCN manager adapts his role behaviour according to the
role conception communicated in the host environment, it may conflict with that
predetermined at headquarters.

Figure 11.4: PCN Role Conceptions

Communicates
Multinational role conception PCN manager
(role sender) (role recipient)

Cultural Boundary

Host-country
stakeholders PCN manager’s
(role senders) role behaviour

Source: International Studies of Management and Organisation (1985) vol. 15 (1) p. 60
If the PCN is to identify too closely with host subsidiary concerns, he may be recalled.
Some multinationals will restrict the length of stay to no more than three years to contain
the possibility of PCN identification with local concerns. Because of the importance given
to the parent as role sender in performance evaluation, a PCN may elect to ignore role
communication sent from the host-country stakeholders if he considers that performance
evaluation is determined by how role behaviour conforms to headquarters expectation.
Figure 11.5: TCN Role Conception

Cultural Boundary

Communicates
Parent company role conception TCN manager
(role sender) (role recipient)

Cultural Boundary

Host-country
stakeholders TCN manager’s
(role senders) role behaviour

Source: International Studies of Management and Organisation (1985) vol. 15 (1) p. 60

206 LOVELY PROFESSIONAL UNIVERSITY