Recruitment and Selection the Hofstede Model
Recruitment and Selection
Introduction
The trend of business on a global scale appears to be increasing, and with it, the number of persons employed by their organisations in countries other than their own. It is increasingly common for employees of international companies to spend several years working in other countries. It is also common for expatriates to work for several years in two or three different countries, during their careers with their employers.
Employees are sent to international assignments for one or more reasons:
1. to fill positions for which host country employees are judged to be unsuitable 2. for reasons of management development; and 3. for reasons of organisational development
Sometimes the first involves the intention of the organisation to maximise management control and coordination. The second is often cited in terms of giving the manager international experience before promotion within the firm in the home country. The third is more diffuse, involving a general internationalisation of the organisation and building of networks of relationships across countries and cultures.
Sending an employee to another country to manage an organisation’s operations has become a complicated process, typically requiring sophisticated understanding and complicated procedures. For the organisation, and for the individual manager, the stakes can be surprisingly high. Why this should be so, and what companies are reported as doing about it in the quest to optimise performance, warrants examination.
Learning objectives
After studying this module, you should:
• be able to understand the dimensions of expatriate assignment success and failure, and their consequences for expatriate selection • be able to use this knowledge as a basis for understanding expatriate selection
Selecting the expatriate
On the whole, the replacement of expatriates with host country nationals (HCNs) has been seen as a positive trend ... In
Introduction
The trend of business on a global scale appears to be increasing, and with it, the number of persons employed by their organisations in countries other than their own. It is increasingly common for employees of international companies to spend several years working in other countries. It is also common for expatriates to work for several years in two or three different countries, during their careers with their employers.
Employees are sent to international assignments for one or more reasons:
1. to fill positions for which host country employees are judged to be unsuitable 2. for reasons of management development; and 3. for reasons of organisational development
Sometimes the first involves the intention of the organisation to maximise management control and coordination. The second is often cited in terms of giving the manager international experience before promotion within the firm in the home country. The third is more diffuse, involving a general internationalisation of the organisation and building of networks of relationships across countries and cultures.
Sending an employee to another country to manage an organisation’s operations has become a complicated process, typically requiring sophisticated understanding and complicated procedures. For the organisation, and for the individual manager, the stakes can be surprisingly high. Why this should be so, and what companies are reported as doing about it in the quest to optimise performance, warrants examination.
Learning objectives
After studying this module, you should:
• be able to understand the dimensions of expatriate assignment success and failure, and their consequences for expatriate selection • be able to use this knowledge as a basis for understanding expatriate selection
Selecting the expatriate
On the whole, the replacement of expatriates with host country nationals (HCNs) has been seen as a positive trend ... In