This study explores the challenges faced by expatriates in MNCs, the strategies adopted by HR in managing cultural fit, and recommendations for successful expatriate management. It emphasizes the importance of training, cultural understanding, and strategic HR approaches.
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Table of Contents INTRODUCTION..........................................................................................................................3 EXPATRIATES IN MNC.................................................................................................................4 CHALLENGES FACED BY EXPATRIATES IN CROSS-CULTURAL ENVIRONMENT...........................5 EXPATRIATE MANAGEMENT PROCESS.......................................................................................7 STRATEGIES ADOPTED BY MNC IN MANAGING EXPATRIATES..................................................9 ROLE OF HR IN CULTURAL FIT..................................................................................................11 RECOMMENDATIONS...............................................................................................................12 CONCLUSION............................................................................................................................13 REFERENCES.............................................................................................................................14 1
INTRODUCTION Dueto high paced growth and increasingly changingthe world for business, many companies are opting to go global which means they are entering into joint ventures and strategicalliancestoensuretheirpresencesininternationalcompetition.Itisvery importantforthebusinessorganizationstounderstandeffectiveoperationsofthe multinational company(Farndale, et al, 2017).Here the international HRM becomes the criticalcomponentformultinationalcompanies.Therearevariouschallengesand opportunities faced bytheorganizationssuchasMcDonald's,KFC,Unilever,Reckitt Benckiser Groups, H & M, ZARA, P& G etc which creates the needs for expatriates to be placed as managers and other skilled staffs in international locations. The aim of this assignment is to understand the management of expatriates in the multinational companies so as to assist them in managing the cultural difference they may face(Reiche, et al, 2016). One of the major challenges faced by the expatriates is the difference in the culture of other nation. Employing an excellent expatriate is a very crucial task as it gets complicated by the difference of various factors such as labour markets, culture, legal and economic systems between the countries. The assignment highlights the measures taken by the multinational company to prevent expatriates from the cultural shocks. 2
EXPATRIATES IN MNC An expatriate is an employee who is sent to work in foreign countries by an employer of the company. The company that sends the employee is the parent company and the host country is the country of employment(Furusawa & Brewster, 2016).For example, if P& G sends some of its employees to work in the any of the foreign countries, then these employees will be referred as expatriates. In order to manage the overseas operation of any organization, expatriates are sent by various corporations. S many of the companies are faced global competition; these give rise to the needs and requirements of expatriates such as internally competent employees or managers. The HRM of an organization needs to understand the dynamics of maintaining the relationship between staffing and the productivity. Employing expatriates can be beneficial in MNCs in order to have a great parental control and also for particular expertise. It helps the employees in getting the opportunities in both personal and professional development as well as advancement in a career(Suutari, et al. 2017). Due to the high cost incurred in maintaining the expatriates, this is the topmost reason of discouragement in use of expatriates. A higher degree of failure is faced by the company because of inability to adapt to the culture of other nations. It is very important for international human resource management to provide proper training and development to understand the cross-cultural transition in order to succeed in performing their jobs by adjusting to an intercultural environment. Motivation is one of the crucial factors after allowance along with the family situation in the success of an expatriate (Harzing, et al. 2016). Various type of allowance is provided to Expatriates such as Foreign Service allowance, cost of living allowance, hardship allowance, furnishing allowance. Home leave allowance, utility allowance and relocation allowance and much more. 3
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CHALLENGESFACEDBYEXPATRIATESINCROSS-CULTURAL ENVIRONMENT There are many challenges faced expatriates while working in foreign companies or on foreign assignments. Though it is considered as one of the lucrative and adventurous careers of an expatriate, they may face some of the below challenges in foreign or host country. Some of the major challenges are given below: CULTURAL DIFFERENCES: this is the major and critical issue faced by any expatriate while moving to work in any country. The difference in culture is prevalent between the different countries and to be faced by an expatriate in the remote country(Reiche, et al, 2016). It is essential to have information and knowledge regarding the c beliefs and customs of the new homeland so as to be able to accommodate the culture of another country while respecting own belief or culture. However, with the changing scenarios, the world has now become more accommodating places. An expatriate needs to understand the potential difference between the different cultures which may arise after moving overseas. The problems and issues arise in the culture are the issues of law and order. This issue creates cultural frictions(Furusawa & Brewster, 2016). Embracing and experiencing the different culture is the major element avoided by the people while mover abroad. LANGUAGE BARRIER: many people face these barriers as most of the people around the world do not speak English. Although English is considered as an international language people of some nations such as Africa, Asia, Middle East Nations, European and North American nations do not follow this language(Wang, 2014). It is very difficult for the expatriates to adjust and communicate with the local people. 4
SAFETY AND SECURITY: while living in a new country, health problems and accidents are the few problems faced by the expatriates. As they are not adaptable to the new surroundings they become the easy target for theft and scammers(Moeller & Maley, 2017). The climatic change led to getting sick abroad which is not covered by travel insurances. Most of the health issues are realised by the expatriates while moving to host countries. LOCAL ADJUSTMENTS: it is difficult for the expatriate to maintain the social life as building relationships in new surroundings can be very challenging. It results in depression and lonely ness. The relocation process can be very hectic for the expatriates(Ferraro & Briody, 2017). Change in eating habits and standard of living result in making the situation adverse for expatriates. 5
EXPATRIATE MANAGEMENT PROCESS Expatriatemanagementprocessincludestheselection,traininganddevelopment, compensation and expatriate retention. In order to effectively manage the expatriates, HRM considers different cross-cultural models to understand the cultural difference between the countries by using different cultural dimension models. Some of the cross-cultural dimension models are: HOFSTEDE’S CULTURAL DIMENSION THEORY: the framework of this model was developed by Geert Hofstede in order to explain the impact of culture and society on its people and the difference in the cultural dimensions between countries(Guo, et al. 2016). Culture is defined as collective programming of the mind which differentiates the member of one group to the member of another group. The research is based on six dimensions of national cultures which arewidely used in themanagementsettings ofbothacademicand professional. Each dimension is expressed on the scale starting from 0 to 100. These cultural dimensions represent the independent preference which differentiates one country from another. The dimensions are: Power distance index: unequal distribution of power among the members of society is evaluated in this dimension. It exhibits the fundamental issues of handling the inequality among the people(Baum & Isidor, 2017). High score in scale refers to the acceptance of inequality whereas low power distance reflects the demand for justification in inequality of power according to a hierarchical order. Individualism versus collectivism: individualism represents less preference is given by the people to look after themselves and their immediate families in this dimension. Collectivism refers to the high preferences given by the individuals in taking care of their relatives and immediate families. 6
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Masculinity versus femininity: higher score refers to the masculinity which represents achievement, assertiveness, heroism and material rewards for success being competition oriented(Lakshman, et al. 2017). Low score refers the femininity representing the presences of cooperation care, modesty and quality of life being consensus-oriented. It is related as tough versus tender in a business context. Uncertainty avoidance index: this dimension describes the un-comfortability of individuals regarding the uncertainty and ambiguity. It explains the fundamental issues of society dealing with the future. Long-term orientation: pragmatic approach is related to a high score in this dimension where encouragement in education is done to prepare for the future which is opposite in the low score where societal changes are viewed as suspicion(Furusawa & Brewster, 2016). Links are maintained by the society in past to deal with the challenges to occur in present or future. Indulgence:indulgence is referred ha freely gratification of basic and natural desires of human which is related to enjoyment in life and having fun. Indulgence in society relates to control in the life and emotions. 7
STRATEGIES ADOPTED BY MNC IN MANAGING EXPATRIATES Managing the expatriate is the most important task in international human resource management of the company. It is essential for the company to ensure that the workforce of the company is familiar with the nuances of the international business and cultural differences. While selecting and recruiting any employee, international knowledge and experiences should be the critical criteria(Lakshman, et al. 2017). The HR management of the company should be able to forecast the changes in the market to exploit them in effective manners. An effective international human resource management will hire the individual around the world who are efficient in international business operations of the organization. There are various strategies adopted by the international HRM to manage the expatriates in the multination company they are: ETHNOCENTRIC STRATEGY: this starter is followed by the company by selecting the employees from the parent country to move them to work in the host country. Generally, the high-level positions in the multinational company are given to the expatriate employees from the parent country. It is considered that the interest of headquarters can be effectively managed by the employees from parent country who can link the objectives of the company to that of the parent country. POLYCENTRIC STRATEGY: when the company recruits and manage the local people of the host country then this strategy is adopted by the company. The aim of recruiting local employee is to minimise the cost required for the operations(Guo, et al. 2016). The company that adopted ethnocentric strategy may switch to polycentric strategy. Generally, people at a lower level are recruited and managed from the host country which helps them in understanding the local market conditions, cultural requirements, political scenario and legal framework effectively. This method adopted by the company has local HR department in order to manage the human resources of the company in the host country. 8
GEOCENTRIC STRATEGY: in this strategy, the company adopts the strategy of recruiting and managing the most eligible person for the vacant positions despite the nationalities of the person(Moeller & Maley, 2017). If the nature of the company is truly global than the company adopts the globally integrated business strategy as the operations of HR can be constrained by various factors such as government laws and regulations, political and ethical factors which is very difficult for the company. In order to achieve considerable success, the geocentric strategy is adopted by large international companies. International companies develop an internal databasesystem to manageand track the performance of the employees so as to identify the eligibility of employees for global postings. REGIOCENTRIC STRATEGY: the international business of the company is divided into two geographical regions in which managers are appointed from different countries within the geographical region of the company(Ferraro & Briody, 2017). The operations of the company are managed by the managers in the region who don’t go to the headquarters of the company. This strategy is adopted by the company that have company and product strategies where regional expertise is needed. 9
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ROLE OF HR IN CULTURAL FIT Role of HR management becomes crucial in providing training and development to the expatriate to be adaptive in the foreign country. It is essential for the HR management of the multinational company to train its employees so as to overcome the challenges they might face in the cultural as well as business issues(Guo, et al. 2016). The aim of these training is not only to embrace the business issues but also focus on the lifestyle, cultural and technological issues as well. A comprehensive training is to be provided by the HR department for the expatriates. Cross-cultural business training: the HR department of the company needs to provide training by covering the elements such as labour relation laws and Acts as well as effective leadership style followed in the new culture(Ahammad, et al. 2016). The expatriate should have the knowledge regarding the productivity standards, disciplinary methods, hiring practices and other location regulations followed in the new locations. All the business topics can be covered by the HR department that can influence the performance of the expatriate. Remote Training: HR department should follow the continuous training and development procedure for the expatriates. Training can be provided to the expatriates through live meetings via computer, web-based training as well as teleconferencing which will be helpful in updating them on the progress and development of the company. Cross-cultural social training:social training is to be offered to the employees who are given assignments to work abroad(Ferraro & Briody, 2017). Through this training, the aim of the company is to make them familiar with the local customs, traditions, taboos and also the expectations in order to interact socially. Information is provided to the expatriates regarding the culture and norms of the host country starting from serving meals for guests to etiquette for giving gifts which differ from country to country. 10
RECOMMENDATIONS It is recommended to the HR management of the company to provide detailed information regarding the customs and tradition followed by the people in the culture of the host country. Taking guidance from the popular case study of the Euro Disney case Study which resulted in heavy failure due to lack of efforts in understanding the culture of France before commencing the national theme park in France(Baum & Isidor, 2017). There was a cultural difference between the US and France which was not focused on the Walt Disney. The consequence of which was heavy loss and failure in the French market. It is also recommended to the HR manager of the company to provide the training and development session to the people regarding the business topics and social life of the host country. Various factors are to be considered such as language barriers, cultural adaption, loneliness and depression(Guo, et al. 2016). Local customs, the expectation in local interactions is to be familiarized to the expatriates. Security training is to be given to the employee to protect themselves in case of any incidents and scams. Laws and regulation knowledge is to be provided to the employees so as to protect themselves in case of being arrested by the local authorities as well as being judged by the local laws. Repatriation training is to be given to employees who return to their homeland in order to make adjustments for the employees who have worked abroad. Expatriates need to be familiarised with the practices of the home office and also adjusting to reporting hierarchy (Wang, 2014). The company should also incorporate the insights and knowledge of the employees who have returned from the host country in order to train potential employees who would go to work in the host country. 11
CONCLUSION Thu it can be concluded that to ensure the success of the multinational companies, they should adopt appropriate methods and strategies to make cultural compatibility between the expatriates and culture of host countries. Sufficient training is to be provided to them to avoid poor performance and failure(Farndale, et al, 2017). Increasing competition in a global business environment made it essential for expatriate managers and employees to develop a learning session of the culture of host countries through training courses and programs. An expatriate employee who has received training is more valuable as compared to those who did not obtain such training. 12
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12.Suutari, V., Brewster, C., Mäkelä, L., Dickmann, M., & Tornikoski, C. (2017). The effect of international work experience on the career success of expatriates: a comparison of assigned and self initiated expatriates.‐Human Resource Management. 13.Wang, J., (2014). Expatriate Adjustment: A study of Taiwanese MNC employees in the UK. 14