Expatriate Training and Cultural Adjustment

This assignment explores the crucial role of training modules in preparing expatriates for successful cultural adjustment. It examines how well-designed training can facilitate adaptation to a new environment and help expatriates avoid or minimize culture shock. The analysis should delve into the specific content and methodologies of effective intercultural training programs, highlighting their impact on expatriate success.

Running head: INTERNATIONAL HUMAN RESOURCE MANAGEMENT PRACTICE
INTERNATIONAL HUMAN RESOURCE MANAGEMENT PRACTICE
Name of the student
Name of the university
Author Note

1INTERNATIONAL HUMAN RESOURCE MANAGEMENT PRACTICE
Executive summary
HRM is the most important performing wing of any organization in the world. Based on which
top multinational companies as Microsoft can create it market in new market opportunities and
flourish its business both nationally and internationally.
This report deals with a critical analysis of IHRM, with reference to an organization that has
been adopted for better understanding. Microsoft has been chosen as the organization. This
report further deal with the factors that are needs to be taken care of before entering a new
market. This report explains the significance of Cross-cultural training, which is essentially
important for every organization that is performing globally. The strategies that are used to train
and motivate the expatriates are also explained in this report.
The purpose of this report is to critically analyze and understand the fundamental of IHRM in
both national and international basis as well understand the significance of cross cultural training
and it necessity for the expatriates.

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Table of contents
Introduction......................................................................................................................................4
Task 1...............................................................................................................................................5
Access to the Global market........................................................................................................5
Strategic Proposal for IHRM.......................................................................................................6
Task 2...............................................................................................................................................9
Cross cultural training evaluation................................................................................................9
Cultural shock............................................................................................................................10
Conclusion.....................................................................................................................................12
References......................................................................................................................................13

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Introduction
In today’s competitive Global market, various MNCs has chosen and improvised it
marketing and managing strategies in order to achieve a higher competitive advantage (Wagner
III and Hollenbeck 2014). Microsoft is one of the chosen MNCs for the assigned report.
Microsoft is an American multinational company that is currently leading the market,
offering software and networking technologies. Microsoft is a leader in offering its customers
smart technologies like software, latest operating platforms, smart response systems and smart
phones. Microsoft owns Google, one of the most crucial search portal and operating platform
that are used by billions of people all around the world. The primary strategies that are used by
Microsoft to expand its business are mostly flexible customer service and operational in nature.
The offering of open connections to Microsoft’s high end volume products, keeping a check on
the industry’s support on standards and extensions, higher flexibility of the current products,
introduction of the open source of Interoperability Initiatives (Campbell, Coff and Kryscynski
2012). The organization’s successful inventory management is also one of the biggest strengths
that is responsible for the global expansion of Microsoft.
The purpose of this report is to explain and evaluate the significance of the international
HRM with reference to the selected organization and help explain the fundaments that are inter
related to the principles and policies of International HRM and global expansion.

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Task 1
Access to the Global market
On exploring with the arguments of entering the Global market, the Microsoft can face
several complexities in terms of establishing a consolidated ground. Microsoft uses strategies
like collaboration, undertaking or acquiring a pre existing firm and setting up a wholly owned
subsidiary (Reiche, Mendenhall and Stahl 2016). Microsoft with its distinctive competency and
cost effective strategies can potentially generate higher revenue margin by applying those
strategies in the foreign market as well. The higher profit margins can be evaluated through the
economies of scale that includes the low cost incurring leadership. Microsoft characteristically
face difficulty from the two kinds of business complexities. The first being demands for global
cost reduction and integration and the other being, demands for the delineation and the local
receptiveness. The duality of the cultures, its commonness and yet its uniqueness affects highly
on the business strategies (Collings, Wood and Caligiuri 2014). The pressure that is presumed be
of local responsiveness involves the consumer taste and preferences, the differentiation in the
infrastructure and the national business system protocols that is obligated upon by the host
governance. The other complexities in terms of entering a new market are the globalized
workforce, the guidance of the corporate strategy in the decision making process, preparing for
the future prospects of the company and the obliging with the legal propositions. The challenge
of the global workforce involves the complications that can arise from the recruitment or the
selections of the workforce for the organization. The gaps of shortage of the workers are often
filled with aged workers. These workers are probably experienced in terms of service and
knowledge but can pose a threat in terms of occupational health and hazard. The second

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complexity defines the complications that are incurred in terms of incorporating the human
capital opportunities and risks from operating in a new market into the corporate strategic
decision-making (Machado 2015). The primary challenge arises, when the period comes for the
gathering, accessing and understanding the cultural, labor and the market intricacy in the new
market, in order to predict the company’s prospects and risks of sustenance and integration in the
new market (Story et al. 2014). Cultural diversification is one of the challenges that can be one
of the biggest strengths but the primary question arises about the successful implementation of
the diversity management strategies and how the diversity can be made useful in the organization
as well as successful mitigation of the abrasion. The final complexity is related to the legal
complications and the challenge in terms of workforce planning in order to understand the
nuisance of the laws and the customs in the region of operation. Lack of sufficient knowledge
about the ever-changing legal regulations in terms of labor can be a feasible complication.
Strategic Proposal for IHRM
As per the requirement, the two countries that is considerably chosen for the assignment
are South Africa and Australia. The reasons for choosing the two countries, being economical
stability and technical awareness. These two countries are also a consolidated market for the IT
industry and networking systems. The strategies that can be taken for the international
development of Microsoft are breaking of the local-national boundaries, building up of Global
database related to the necessary talents, construction of a mobility pyramid, identification of the
leadership capital and the management of the overseas vacancies or designations (Kotler 2012).
The benefits of application of strategic diversification of cultures in a workforce that can
be helpful in solving critical complexities in a more detailed, creative and innovative manner,

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instead of being biased towards the employees who are the nationals of the country where the
headquarter of the organization is based (Landis and Brislin 2013).
Building of the global database can help the organization keep a track of the career
developments of the other viable employees who can be promising and benefitting for the
organization. The construction of mobility pyramids enables the organization to keep a track of
the employees in terms of willingness to relocate in different locations as per the company
requirements, evaluate their capabilities, and experience (Dowling and Donnelly 2013).
The strategy of identification building the leadership capital in beneficial in terms of
building the company’s mix of managerial skills by updating the information related to the
company in the employees’ c.v. as well as their managerial skills and potential that enables the
organization to keep a track of the employees preference and career shifting tendency over time.
This information can be stored and used for analysis to understand if the employees require
additional training.
Overseas operations are important part of a company that needs to be managed. The
overseas postings are equally important as the business assignments. Overseas operation help the
organization understand and evaluate it other activities in the different regions that needs to be
understood and manipulated. This also helps in the regular monitoring of the company’s gaps
and pit falls that can be identified and mitigated on time.
The limitations of the diversity management is cultural and linguistic misunderstanding
both internally and the prospective clients, that can could be costly for the company and result in
the breakdown of a relationship between the company and its collaborator.

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The precincts of maintaining the database by the organization are subjected to the internal
managerial activities of the organization that needs to be taken care with responsibility and
dedication to keep the monitoring. This can often result is data loss or data theft, which can be
one of the viable liability of the company, towards a huge loss.
The limitations faced by in terms of relocation vacancies is the lack of willing employees
who are less eager to relocate or take up overseas assignments that can be strenuous.
All these strategies can affect the HRM of an organization, in positive and negative
manner. Since HRM is not only involved with the employee management but is responsible for a
diverse field of operation ranging from strategy making till the reward framework designing of
the workforce of the organization as well as look after the organizational productivity based on
the efficiency of these strategies.
HRM of an organization is liable for the formulation of the recruitment and selection of
candidates, demarcation of the organizational from the liabilities, employee management and
retention, formulating the business strategies, managing the performance of both the organization
and employees, managing diversity, maintaining health and safety in a workplace are all the
responsibilities of HRM. Failure to execute any of the responsibilities can affect the organization
and the HRM in return.
Task 2
Cross cultural training evaluation
Culture refers to a definite set of pattern in the diversity, which is mostly depended in the
difference in the ethnicity, perspectives, educational backgrounds. Cross culture can refer to the

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company's initiatives to increase understanding of different groups, develop effective
communication efforts to reach out to clients outside the traditional market.
The cross-cultural management theories of Geert Hofstede namely the power distance,
masculinity-femininity, individual collectivism, long-term versus short-term orientation and
uncertainty avoidance are first imparted to the employees is related to the adjustment process in
the form of a U- Curve model of learning. The U-Curve model of adaptation is a framework
which is used to identify the levels of psychological transformation that an individual undergoes
under situational influence. The four different phrases of the U-Curve model is The Honeymoon
stage, Cultural Shock, Adjustment and Mastery (Jaber, 2016). Following the learning process,
the employees undergo evaluation process (Rehg, Gundlach and Grigorian, 2012).
An employee who is sent to a different cultural diversity or nation for an assignment on a
long-term basis faces certain concerns related to the adjustments in the new circumstances. In
certain instance, the expatriates take the family along with them and in such instances, the whole
family has to undergo the adjustment process as well as the expatriates have to adjust to the new
work culture (Berardo and Deardorff 2012).
The expatriate’s cultural process is affected by several aspects that can be categorized
under four cultural dimensions such as self-oriented, others oriented, the perceptual dimensions
and the cultural- robustness dimensions (Berardo and Deardorff 2012). The initial three
components are usually individual eccentric factors that are subjected to change and
improvement whereas the final factor is influenced and controlled by the mastery of the first
three factors (Haslberger, Brewster and Hippler 2013). Different companies use different
methods of teaching the expatriates the cross-cultural skills that are targeted to facilitate the
interaction with the different cultures (Lenartowicz, Johnson and Konopaske 2014). Training

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methods of didactic, Experimental, Attribution, language, cultural awareness, interactions,
sequential and cognitive behavior and its modification are used by the Microsoft s to train their
employees before relocating or placing them in a different cultural environment (Argote 2012).
Cultural shock
Cultural shock as the term refers is the concern that every individual face while in an
overseas assignment. Usually this normal daily setback can hit any one, the first timers or the
experienced ones. Cultural shock is the outcome of the combination and the accumulation of the
several factors that give rise to stress and anxiety (Furham 2012). Usually the difficulties in
coping with the newer environment as well as the cultural differentiation, loss of regard for the
friends and other possession are considered as the probable factors to give rise to a cultural
shock. As per the U – Curve model of the adjustment process which has been explained
previously, defines the various stages, with the first phrase as the interesting or fascinating part
that occurs after coming in contact with a new environment, usually known as the honeymoon
period. Gradually with further inclination towards the bottom of the model, comes the steep turn.
This is where the individual learns the complication of the new environment and tries to cope
with the situations and gradually starts facing stress and anxiety, under the pressure (Trueba,
Jacobs and Kirton 2014).
Certain expatriates who are unable to cope with the scenario choose to remain hostile and
tend to develop a sense of injustice, towards the host nationals throughout the period of the
assignment. Whereas some people who never learn to cope, tend to return to the home place or
choose to socialize with only the other expatriates, until the return back to the place of origin.

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United States of America has been chosen for this segment of the assignment and the
organization that has been chosen is Microsoft. Two effective strategies adopted by Microsoft to
successfully help the individuals to cope with the cultural shock as well as encourage and
motivate the individuals includes two types of small training sessions such as the pre-departure
training sessions and the post arrival training sessions.
Microsoft’s pre departure training briefing for American expatriates are usually held over
a day with lectures and important work information conveying about the policies, practices,
insurance, security, health and remuneration as well as the additional incentives. The expatriates
from the other countries received a DVD with information that is a substitute from the briefing
session as well as teaching the expatriates about the cross-cultural intelligence (Ang and Van
Dyne 2015).
The post arrival training includes the cultural specific induction as well as the other
general information that are received, which is organized by the host organization. The contacts
with the existing expatriates who are familiar with the country are also present in the induction to
help the new expatriates develop a familiar environment and avert the cultural shock.
Apart from this, the constant support and assistance from the host as well as the mother
organization can be beneficial for the expatriates to adapt to the new environment and avert the
cultural shock, using the constant financial as well as moral incentives and motivation.
Conclusion
With the help of this report, it can be concluded that HRM is indeed the most important
performing wing of any organization in the world. Based on which top multinational companies
like Microsoft can create it market in new market opportunities and flourish its business both

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nationally and internationally. IHRM although has certain limitations with its respective
advantages, these limitations can be overcome with proper identification and analysis of the
crisis. Cross-cultural training is essentially important for every organization that is performing
globally. The expatriates are provided with rigorous training as well as they are armed with both
theoretical and practical knowledge about cross-cultural intelligence, before entering a new
cultural diversity. This is significant for the expatriates to help them adapt to the new
environment as well as successfully avert the cultural shock using the training module that was
initially imparted to the expatriates.

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References
Campbell, B.A., Coff, R. and Kryscynski, D., 2012. Rethinking sustained competitive advantage
from human capital. Academy of Management Review, 37(3), pp.376-395.
Collings, D., Wood, G.T. and Caligiuri, P.M. eds., 2014. The Routledge companion to
international human resource management. Routledge.
Dowling, P.J. and Donnelly, N., 2013. Managing people in global markets—The Asia Pacific
perspective.
Kotler, P., 2012. Kotler on marketing. Simon and Schuster.
Landis, D. and Brislin, R.W. eds., 2013. Handbook of intercultural training: Issues in training
methodology (Vol. 116). Elsevier.
Machado, C. ed., 2015. International Human Resources Management: Challenges and Changes.
Springer.
Reiche, B.S., Mendenhall, M.E. and Stahl, G.K. eds., 2016. Readings and cases in international
human resource management. Taylor & Francis.
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effective international HRM: Analysis of the antecedents of global mindset. Human Resource
Management, 53(1), pp.131-155.
Wagner III, J.A. and Hollenbeck, J.R., 2014. Organizational behavior: Securing competitive
advantage. Routledge.

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Lenartowicz, T., Johnson, J.P. and Konopaske, R., 2014. The application of learning theories to
improve cross-cultural training programs in MNCs. The International Journal of Human
Resource Management, 25(12), pp.1697-1719.
Rehg, M.T., Gundlach, M.J. and Grigorian, R.A., 2012. Examining the influence of cross-
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Jaber, M.Y. ed., 2016. Learning curves: Theory, models, and applications. CRC Press.
Berardo, K. and Deardorff, D.K., 2012. Building cultural competence: Innovative activities and
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Argote, L., 2012. Organizational learning: Creating, retaining and transferring knowledge.
Springer Science & Business Media.
Furham, A., 2012. Culture shock. Revista de Psicologéa de la Educación, 7.
Trueba, H.T., Jacobs, L. and Kirton, E., 2014. Cultural Conflict & Adaptation. Routledge.
Haslberger, A., Brewster, C. and Hippler, T., 2013. The dimensions of expatriate
adjustment. Human Resource Management, 52(3), pp.333-351.
Ang, S. and Van Dyne, L., 2015. Handbook of cultural intelligence. Routledge.