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To Train or Not to Train : European Expatriate Managers in China - Essay Example

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To Train or Not to Train : European Expatriate Managers in China

The provisionary findings give a clue that expatriate managers who receive training can easily and effectively handle their assignments and are more satisfied with their work, rather than those who did not receive any training at all (Selmer). Contrarily, there is no relationship between how the training was and how successful all managers are in their work. Outcomes also show that recipients who have received sequential training are much more satisfied with their work than those who had not have any training what so ever. Allegations of these provisional findings for conveying to firms in the future are discussed in this article.In today’s globalized world, the trade barriers are declining at a slow rate and world trade in services and goods have increased so much that it had outweigh domestic production. During the past decade, money has flown more quickly from one country to another and at a faster rate with the help of financing as investors look for return around the globe (Selmer). Via globalization, the whole entire world is becoming a huge market. This has led the way to free the market for purposes of competition. This is how firms try to reduce their costs and also indulge in profit maximization. This has been to stay resistant and robust in the market. All these procedures are contemplating free competition. Well this globalization has paved the way for human resource indulgence in the organization. Human are the assets of the organization. The HRM of any company works as a bond

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which ties all the assets together. The basic purposes of HRM department are appraisal, performance, training, selection, recruitment, labor relations, and compensation. So training is of vital importance to all employees. It is even more important for expatriate managers as those practices which might be completely fine for an organization and culture might not be right for other culture or organization. China is a different case. All the European countries have somewhat the same norms and cultures of an organization but China has been a closed door for centuries and its norms are totally different than those of the Europeans so European expatriates are most prone to dilemmas (Selmer). The companies were interviewed in this thesis which is very helpful for companies who want to send their expatriates to China. It is a way to progress and an international assignment which is healthy for both expatriate and his or her spouse and family. The process can be broken down into four phases: Selection: By emphasizing on selection characteristics and criterions of expatriates, Training: To prepare expatriate for international assignments, Arrival and support: The time period where expatriate learns how to adjust to new norms, values, assumptions, and behaviors, and finally the repatriation: how to actually prepare expatriate and his or her spouse and family to go back to home country (Selmer). Every country has a different culture than others and its laws, history, and government bears some differences than the other one. There are remarkable differences between cultures in the way a person behaves and dress and also immense differences in beliefs and values. These are to be learnt by expatriate as well. If managers want to comprehend behavior and values of people in varying cultures, they have to comprehend first how the society works and this is what training is all about. The paper analyzed a profound understanding of training process and selection of an expatriate, and
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To Train or Not to Train? : European Expatriate Managers in China This is an exploratory study which is empirical as well. It inspects the consequences of foreign expatriate, European in this case, who are managers in China…
Author : federico42
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