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International human resource management - Chapter 5
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Nội dung Text: International human resource management - Chapter 5
Chapter 5
Training and development
5/1
Use with International Human Resource Management ISBN 1-84480013-X
Published by Thomson Learning © Peter Dowling and Denice Welch
Chapter objectives
Training aims to improve employees’ current work skills and
behavior, whereas development aims to increase abilities in
relation to some future position or job. In this chapter, we
examine how the international assignment is a vehicle for both
training and development, as reflected in the reasons why
international assignments continue to play a strategic role in
international business operations. The role of training in
preparing and supporting personnel on international
assignments is also considered. We examine the following
issues:
(cont.)
Use with International Human Resource Management ISBN 1-84480013-X
5/2
Published by Thomson Learning © Peter Dowling and Denice Welch
Chapter objectives (cont.)
• The role of training in supporting expatriate adjustment and
on-assignment performance.
• Components of effective pre-departure training programs
such as cultural awareness, preliminary visits and language
skills. Relocation assistance and training for trainers are also
addressed.
• The effectiveness of pre-departure training.
• The developmental aspect of international assignments and
its relation to international career paths.
• Training and developing international management teams.
(cont.)
Use with International Human Resource Management ISBN 1-84480013-X
5/3
Published by Thomson Learning © Peter Dowling and Denice Welch
Chapter objectives (cont.)
Reflecting the general literature on this topic, the focus of the
chapter is on the traditional, expatriate assignment. However,
where possible, we will draw out training and development
aspects relating to short-term assignments, non-standard
assignments and international business travelers.
Use with International Human Resource Management ISBN 1-84480013-X
5/4
Published by Thomson Learning © Peter Dowling and Denice Welch
International assignments as a
training and development tool
• Expatriates are trainers
• Expatriates show how systems and
procedures work, ensure adoption, and
monitor performance of HCNs
• International assignments a form of job
rotation – management development
Use with International Human Resource Management ISBN 1-84480013-X
5/5
Published by Thomson Learning © Peter Dowling and Denice Welch
Figure 5-1: International training and development
Use with International Human Resource Management ISBN 1-84480013-X
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Published by Thomson Learning © Peter Dowling and Denice Welch
Components of effective pre-
departure training
• Cultural awareness programs
• Preliminary visits
• Language training
• Practical assistance
• Training for the training role
• TCN and HCN expatriate training
• Non-traditional assignments and training
Use with International Human Resource Management ISBN 1-84480013-X
5/7
Published by Thomson Learning © Peter Dowling and Denice Welch
Figure 5-2: The Mendenhall, Dunbar and Oddou
cross-cultural training model
Use with International Human Resource Management ISBN 1-84480013-X
5/8
Published by Thomson Learning © Peter Dowling and Denice Welch
Figure 5-3: Cultural awareness training and
assignment performance
Use with International Human Resource Management ISBN 1-84480013-X
5/9
Published by Thomson Learning © Peter Dowling and Denice Welch
Language training
• The role of English as the language of world
business
• Host country-language skills and
adjustment
• Knowledge of the corporate language
Use with International Human Resource Management ISBN 1-84480013-X
5/10
Published by Thomson Learning © Peter Dowling and Denice Welch
Figure 5-4: The impact of language and power
Use with International Human Resource Management ISBN 1-84480013-X
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Published by Thomson Learning © Peter Dowling and Denice Welch
Practical assistance
• Information that assists relocation
• Assistance in finding suitable
accommodation and schooling
• Further language training
• Makes an important contribution to
adaptation of expatriate and accompanying
family members to the host location
Use with International Human Resource Management ISBN 1-84480013-X
5/12
Published by Thomson Learning © Peter Dowling and Denice Welch
Effectiveness of pre-departure
training
• Limited data on how effective such training
is and what components are considered
most essential:
– Use of mixture of methods makes evaluation of
which method is most effective difficult to
isolate
– Large diversity of cultures involved
– What works for one may not work for another
– Complex jobs in multiple cultural contexts
Use with International Human Resource Management ISBN 1-84480013-X
5/13
Published by Thomson Learning © Peter Dowling and Denice Welch
Developing staff through
international assignments
• Management development
– Individuals gain international experience which assists
career progression
– Multinational gains through having a pool of
experienced operators on which to draw
• Organizational development
– Stock of knowledge, skills and abilities
– Global mindset
– Expatriates as agents of direct control and socialization
Use with International Human Resource Management ISBN 1-84480013-X
5/14
Published by Thomson Learning © Peter Dowling and Denice Welch
Figure 5-5: Expatriate career decision points
Use with International Human Resource Management ISBN 1-84480013-X
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Published by Thomson Learning © Peter Dowling and Denice Welch
How international teams benefit
the multinational
• Fosters innovation, organizational learning
and transfer of knowledge
• Assists breaking down of functional and
national boundaries
• Encourages diverse inputs
• Assists in developing broader perspectives
• Develops shared values
Use with International Human Resource Management ISBN 1-84480013-X
5/16
Published by Thomson Learning © Peter Dowling and Denice Welch
Figure 5-6: Developing international teams through
international assignments
Use with International Human Resource Management ISBN 1-84480013-X
5/17
Published by Thomson Learning © Peter Dowling and Denice Welch
Chapter summary
This chapter has concentrated on the issues relating to training and
developing expatriates for international assignments. In the process,
we have discussed:
• The role of expatriate training in supporting adjustment and on-
assignment performance.
• The components of effective pre-departure training programs such
as cultural awareness, preliminary visits, language skills,
relocation assistance and training for trainers.
(cont.)
Use with International Human Resource Management ISBN 1-84480013-X
5/18
Published by Thomson Learning © Peter Dowling and Denice Welch
Chapter summary (cont.)
• How cultural awareness training appears to assist in adjustment
and performance and therefore should be made available to all
categories of staff selected for overseas postings, regardless of
duration and location.
• The need for language training for the host country and in the
relevant corporate language.
• The impact that an international assignment may have on an
individual’s career.
(cont.)
Use with International Human Resource Management ISBN 1-84480013-X
5/19
Published by Thomson Learning © Peter Dowling and Denice Welch
Chapter summary (cont.)
• The international assignment as an important way of training
international operators and developing the international ‘cadre’. In
this sense, an international assignment is both training (gaining
international experience and competence) and managerial and
organizational development.
• How international assignments are connected to the creation of
international teams.
Use with International Human Resource Management ISBN 1-84480013-X
5/20
Published by Thomson Learning © Peter Dowling and Denice Welch
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