Hrm Concerns About Current Cross Cultural Trainings

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Concerns about Current Cross-cultural Training
Training Methods and Training Rigor
The first concern is the selection of an appropriate cross-cultural training method and its level of training rigor. The degree of interaction required in the host country and the similarity between the individual’s native culture and the new culture are two determining factors for the selection of training methods and the level of training rigor (Black & Mendenhall, 1989; Mendenhall & Oddou, 1985). Low-rigor training approaches use factual training methods, such as books, lectures, films, and area briefing. Medium-rigor training approaches use analytical training method, such as sensitivity training, culture assimilators, and classroom language training. High-rigor training approaches use experimental training methods, such as simulations, field trips, role plays, and interactive language training. The duration of low-rigor training is 4 to 20 hours, while high-rigor training was between 60 and 180 hours (Black, Gregersen, & Mendenhall, 1992; Black & Mendenhall, 1989, 1990).
Research found that unlike their European and Japanese counterparts, few American firms offer their expatriate managers in-depth, rigorous, skill-centered cross-cultural training; most of the training focuses only on troubleshooting and operatives (Black, Gregersen, & Mendenhall, 1992; Brewster, 1988; Oddou & Mendenhall, 1991). For U.S. expatriate managers working in China, in-depth cross-cultural training should be provided in order to understand its culture, economy, and political system (Björkman and Schaap, 1994). Expatriates who were working in China believed that they need additional cultural training; topics such as information on living, crime, culture, history and economies would have enhanced their experience in China (Riley, Yester, & Elkin, 2000).
Language Training
The second concern is that language training is

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