International assignments are the hub of international HR which makes the fact that they often fail a great concern to many corporations who make big investments in overseas assignments. As more U. S. companies expand their business overseas, the need to send employees on international assignments will increase, making the process of discovering the reasons for these failures increasingly important. Expatriate employees, meaning employees that are non-citizens of the country in which they are working, often find that unfamiliar surroundings and a new job can be particularly challenging, while family pressures also increase as everyone makes cultural adjustments. Another reason for these failures include lack of preparation from the employer.
In a 2003 study of more than 700 expatriate workers around the world, nearly forty percent felt their employers did not do an adequate job preparing them for their international assignment. One of the major steps an employer can take to reduce the uneasiness of going abroad is in selecting the right candidate for the assignment. Just having technical expertise or management skills does not make an employee right for international assignments. More important to this particular kind of job is an individual’s inherent cultural sensitivity, flexibility, adaptability, and interpersonal communication skills. Regardless of the method, the candidate selection process is the first critical step in an employers pre-departure counseling and in ensuring the success of a foreign assignment.
The Research paper on Employee Turnover and Job Satisfaction
A collection of peer-reviewed articles were used to examine the link between job satisfaction and employee turnover, as well as how to effectively use work motivation to decrease employee turnover rates. Though the literature surveys various types of studies in multiple settings, overall it indicates that how satisfied employees are with their work is directly linked with a business’ employee ...
While many people, particularly those who want to go overseas, adapt well to the change, others experience culture shock and even depression. Responses to culture shock can show themselves as depression, hostility toward native customs and people, and lack of interest in learning about new things. Often employees and their families hold unrealistic stereotypical views of foreign countries based on vacation brochures or television. For example, Sherry Harsh-Porter, founder of The Porter Bay Groups, an international consulting company based in St. Louis, Missouri says “When Americans go to Britain, they think it will be just like [the United States]. But even with a common language, they go through a profound culture shock because the way business is done is very different, often resulting in failed expectations on both sides.
The company doesn’t prepare employees well enough and they, in turn, expect things to be different then they are.” Cross-cultural training is another key part of a pre-departure counseling that must be imposed before sending one off on assignment. Not only does the employee go through culture shock, but their spouse and / or children have some major adjustments to adapt to. This is often known as “Trailing Spouse” Syndrome. A five-year study by Com Psych, a provider of employee assistance and work life benefits, found that spousal conflict is the number one reason international assignments fail. Most couples go through a honeymoon period of three to six months in which the spouse may be excited about being in another country. When that ends, some people begin to see the negative aspects of their surroundings and often want to return home.
Prior to departure, the major sources of stress for couples are in-country adjustment, family and child issues, and move-related matters. Once the assignment begins, however, marital and relationship issues emerge as the leading cause of stress. It’s often the “trailing spouse”, the one who follows the career-bound expat abroad, who feels the emotional impact of the move. Christy Quimby, manager of operations for Com Psych states “Assignees generally work long hours and often travel, so they are gone a high percentage of the time.
The Term Paper on Stages Of Culture Shock
Outline the stages of culture shock with reference to the literature and your own experience and make suggestions for how you could have dealt with culture shock better. With reference to the literature; also discuss the major differences between your home and host culture. The phenomenon of culture shock is accompanied by almost everyone who goes outside of the home country, and sometimes even ...
The spouse is in a new culture where they don’t have any support structure at all. Their friends and family are back home. Their kids will typically develop a support structure at school. The assignee has a support structure in the work environment. The spouse has nothing.” she concludes. Many corporations provide counseling for these spouses and for the whole family as well.
There are hotline numbers they can call and counselors available to meet with in their area. There is no quick and easy solution for managing international assignments to ensure that they are cost effective and meet to the company’s objective, while providing both the professional and personal support the expatriate and the expatriate family need on the assignment. There is no doubt, however, that employers can do more and can learn from one another’s experiences in the management of overseas assignments. BIBLIOGRAPHY “International: Why U.
S. Managers Fail Overseas”, McClenahen, John S. , Industry Week; Nov. 16, 1987; 235, 4; ABI/INFORM Global pg. 71″Home Truths About Foreign Postings”, Cheng, Bill, Business Week Online, July 15, 2002″Jobs overseas can be a tough gamble”, CNN. com, Jan.
25, 2004. Find this article at web “The Executive Family: An Overlooked Variable in International Assignments” Harvey, Michael G. ; Abstracted from Columbia Journal of World Business 20, No. 1 (Spring 1985): 84-92 “Why International Assignments Fail and What Employers Can Do About It”, Hollis, Virginia W.
; Insights, Fall 2003.
