INTRODUCTION
Globalisation has influenced many organizations to look beyond the domestic market and seek new opportunities outside of their home countries. Growing internationally has resulted in use of expatriates and successfully managing expatriation has become an important operation among human resources practices.
First part of the documentation concentrates on looking at the causes behind expatriate failure and providing solutions to overcome such failures. Later part of the document discusses on expatriate training. Here main concentration has been given for special training required for expatriate before or on the job. And also a comparison has been provided on traditional training and international training.
MANAGING EXPATRIATES FAILURE
Critical cause for expatriate failure is due to “soft issue” which is the impact of culture difference between the parent country and the host country. Culture creates direct impact on behaviour nuisances of expatriate both on the job as well as off the job.
When people move into a new country and experience a new culture, they always take values, beliefs and behaviours based on their own culture. If the new culture clashes with their home culture, a form of cultural shock creeps in and they begin to encounter frustration and feel helplessness, irritability and disorientation. Yet this is considered as a critical stage since it triggers the expatriate to become involved in the new culture and not just isolating himself or herself from the new environment.
Acculturation is the processes by which a person understands a foreign culture and modifies their behaviour to fit into it. Through this an expatriate moves in to the adjustment stage, where an expatriate comes to feel psychologically comfortable with a new environment and harmonizes with it. (Reynolds 2005, p.52) In this definition expatriate been psychologically comfortable has been delineated by Brett’s assertion (1980 cited Reynolds 2005, p.53)...