Recruitment and Selection the Hofstede Model

7727 Words May 2nd, 2012 31 Pages
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
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Another reason given relates to the perceived need for the development of managers from the parent company, through international assignments. There is every indication that a detailed examination of the trends in this area of International HRM practice is required.

Expatriate ‘failure’

As business becomes globalised, many more Australian companies than ever before are sending staff to overseas postings. The evidence from American and European studies indicates that this is both expensive and risky (Bartlett et. al 1990; Black et. al 1991; Brewster & Larsen 1992). The magnitude of the problem being faced by many international organisations can be grasped from the number of expatriate assignments judged to have failed (Shilling 1993). With national variations, it has been estimated that twenty to fifty percent of personnel sent abroad return prematurely from their overseas assignment (Distefano & Lane 1992). Further, as many as 50 percent of expatriates who do not return prematurely function at a low level of effectiveness (Black & Mendenhall 1990). These are presumably the result of selection errors, or of ineffective management policies and/or practices.

Such failure is usually described in the research literature as ‘expatriate retention failure’, in terms of high levels of early returns of expatriates, either through recalls by companies or through the manager’s voluntary early departure from the assignment, and in terms of ineffective or
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