University International OB and HRM Report: Organisational Processes

This report, focusing on international organizational behavior and HRM, delves into key aspects of managing employees in a global context. It begins by defining expatriate employees and examining the impact of globalization on business expansion. The report analyzes Hofstede's cultural dimension theory, and other cultural frameworks, discussing their influence on cross-cultural communication and employee behavior. It explores factors impacting international employee relations, including motivation, rewards, and the role of managers in managing expatriate practices. The report also addresses the differences between domestic and international HRM, the importance of repatriation strategies, and the Morgan model of employee types. Furthermore, it highlights the significance of intelligence and psychological tests in international assignments, the role of intercultural communication and teamwork in leadership, and the importance of negotiation skills in international business. The report provides a comprehensive overview of the challenges and strategies involved in managing human resources in an international environment, offering valuable insights for students and professionals alike.

Running head: INTERNATIONAL ORGANIZATIONAL BEHAVIOUR AND HRM
International organizational behaviour and HRM
Name of the student
Name of the university
Author note

1INTERNATIONAL ORGANIZATIONAL BEHAVIOUR AND HRM
Table of contents
Section A........................................................................................................................3
Section B........................................................................................................................6
Reference list..................................................................................................................9

2INTERNATIONAL ORGANIZATIONAL BEHAVIOUR AND HRM
Section A
Question 1
The term expatriate employees indicate those employees who are being sent for living
in abroad for a particular period (McNulty & Vance, 2017). In the current scenario, with the
increasing rate of globalization, most of the organizations have decided to relocate the staffs
for expanding the business in the global market. In the case of international assignment, the
employees who are being sent to the other countries perform the business operations after
analysing the market situation of the particular country. Through this process, the cross-
cultural practices are being influenced. Through the cross-cultural adjustments, the issues
associated with the operationalization and conceptualization in the international industry is
being analysed by the expatriate employees (Firth et al., 2014).
Question 2
Hofstede’s cultural dimension theory is being considered as a framework, where the
cross-cultural communication is being introduced (Mazanec et al., 2015). According to the
author social has the higher level of impact on the culture and values of the people who are
connected with it. Hence this can be said that the behavioural changes and cultural
preferences depend on the social values. Trompenaars and Hampden- Turner mentioned that
there are seven dimensions of culture. Liu, Meng & Fellows (2015), mentioned that the
cultural differences and influence of emotion, communication, particularism, direction,
ascription. By adopting this model the people who are from different cultural backgrounds
can be treated in the better manner. On the other hand, from the findings of McKinsey, it has
been identified that from the Horizon Index it has been analysed that in the case of long-term
approach the superior performance of individuals or a peer can influence the earnings and

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revenue of that [particular organization. It also influences the market capitalism, job creation
and investment process.
Question 3
The factors that impacts on the case of the influencing the relation of international
employees Motivation, reward, resource, people, finance, operation and marketing
(Appelbaum et al., 2015). In the foreign countries, the employees adjust with the unknown
cultural communities. In this case, the surrounding people and communication with them can
impact on the employee relation practices. If the employees are involved in the decision
making process of the company, this can develop the employee relationship. On the other
hand, it has been identified that both the non-financial and financial motivational strategies
are important for improving the employment relationship in foreign countries. As money is
considered as the important motivational technique, therefore, by providing an attractive
package with the organizations sent to its employees for international assignments.
Question 4
The important role of the manager is to manage the expatriate provision management
practices and provides the constant advice to the employees in order to deal with the situation
(Baruch, Altman & Tung, 2016). In order to manage the expats in the proper manner the, all
the employee satisfaction regarding practices are being maintained. In the training program,
the manager prepares the employees so that they can easily deal with the situation of the
international market. On the other hand, the role and responsibilities of the employees are
being clarified to them in the proper manner during the training period so that they will be
able to do their job in an effective manner. In the pre-departure training, they are being
motivated both mentally and physically as they left their family for a long time.
Question 5

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The domestic and international human resource management practices are being influenced
by the five variables such as cultural environment, the extension of the multinational or home
country market, management attitudes and the complexity that involves in the different
country operations. It has been identified that the biggest difference between the Domestic
HRM and international HRM is here the culture taxation, orientation and the administration
service are being differed (Welch & Björkman, 2015). In the case of international HRM
practices the risk exposure such as terrorism, an accident is high. On the other hand
government rules and regulation and conducting way also influence such practices. The
operational complexity in different countries is higher compared to the domestic market.
Question 6
Repatriation of the employees is being considered one of the important initiatives
taken by the human resource manager of the organization. It has been identified that with the
increasing rate of globalization, the number of expatriate employees in the international
market has increased. In this situation it is the biggest responsibility of the managers develop
the strong repatriation strategy so that the employees will come back to the parent
organization after the completion of the international assignment. The manager provides
financial motivation to the employees, which increase their dedication towards the
organization. By developing positive behaviour and reducing the misunderstanding, the
repatriation can be done. Therefore, this can be said that effective motivation can influence
the repatriation management practices. Selection the right people for sending them to abroad
is being considered one of the important responsibilities of the manager. Creating a mentor
program and defining the career goal in the proper manner to the employees can influence the
repatriation program.
Question 7

5INTERNATIONAL ORGANIZATIONAL BEHAVIOUR AND HRM
In the year 1986, Morgan introduced the model in which indicates the types of
employees, activities of the employees and the influence of countries. In this model, Morgan
mentioned about three dimensions such as allocation, utilization and procurement (Rayner &
Morgan, 2018). In this study, it has been identified that the three types of employees such as
host country nationals, third-country nationals and home country nationals. The biggest
advantages of the employees (Home country nationals) is they can easily adapt to the
organizational culture by using the key managerial mission and vision. They are also able to
control the ethnocentric approach. The disadvantage is they do not get a proper salary
compared to the other expatriates.
In the case of host country national employees, the posts they get are not permanent.
This increases the disappointment among them. On the other hand, the expatriates from the
host country are not able to understand the beliefs and values. However, better coordination
activities are their biggest strength.
In the case of third-country nationals, the employees are being considered as the
highly skilled and talented employees. By using the employees, the organizations get the
chance to develop the effective competitive advantage practices in the country. On the other
hand, the cross-cultural clashes and difficult operations are the main disadvantages for
developing effective international management practices.
Section B
Question 1
The intelligence test is very important in the case of an international assignment as it
totally influences an employee culturally, mentally and physically. In the other country, the
employee visits to represent the organization where the person should have the quality to deal
with the challenges. Hence, in order to analyse the behavioural skill as well as the

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neuropsychological assessment is being done through the IQ test. This also helps the
organization to understand the employee to whom they have chosen is able to use the cultural
intelligence skills properly or not. On the other hand, as an expatriate employee, the
operational responsibilities are quite higher compared to other employees. Therefore, if the
employee will be able to fulfil the responsibility or not is being analysed by the organization
through IQ tests.
Question 2
Psychological tests are being done for analysing the behavioural as well as the
emotional intelligence skills of the employees (Kline, 2014). Through the psychological tests,
the employee gets the chance to do the self-assessment in an effective manner. In this case,
this can be said that the strength and weakness can also be analysed by the person. This helps
to analyse what kind of changes the person needed to develop for ringing professional
development.
Question 3
Intercultural communication is being considered one of the important for dealing with the
case of developing effective leadership goals in an organization. According to the author,
these are various contextual elements in order to understand the business rules. The high
contextual factors are very important for a person to understand as its impacts are very high
in the organization (Ward et al., 2016). On the other hand, the case of low context culture is
being taken as granted. In the case of both the high and low cultural context, the
psychological adjustment with new environment and communication process is being
developed that helps for developing effective leadership practices in an organization (Hirt,
2016).
Question 4

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The team has the higher level of impact in the international business. Effective
teamwork helps to develop mutual support in the workplace. The organizational performance
also gets influenced by the effective team development practices. In the case of international
business, cultural variation becomes the biggest challenge. In order to deal with the cultural
issue, team members maintain the strong relationship with each other. By developing proper
communication in the team, the cultural differences can be decreased. This is also very
effective in the case of achieving goals and objectives.
Question 5
Strong negotiation skills are very important for maintaining beneficial compromises
between the two groups (Dygert & Van Rennes, 2015). By using the negotiation skills, the
employee gets the chance to solve the problems in life. The skill of negotiation has the higher
level of impact in the business world. In the case of international assignments, mutual
benefits are very important. By adopting this skills, the employees develop effective
agreements so that both the countries get benefited.

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Reference list
Appelbaum, S. H., Karasek, R., Lapointe, F., & Quelch, K. (2015). Employee empowerment:
factors affecting the consequent success or failure (Part II). Industrial and commercial
training, 47(1), 23-30.
Baruch, Y., Altman, Y., & Tung, R. L. (2016). Career mobility in a global era: Advances in
managing expatriation and repatriation. The Academy of Management Annals, 10(1),
841-889.
Dygert, C., & Van Rennes, R. (2015). Building your licensing and negotiation skills
toolkit. The Serials Librarian, 68(1-4), 17-25.
Firth, B. M., Chen, G., Kirkman, B. L., & Kim, K. (2014). Newcomers abroad: Expatriate
adaptation during early phases of international assignments. Academy of Management
Journal, 57(1), 280-300.
Hirt, M. J. K. (2016). Path-Goal Theory of Leadership: Leadership and Public
Management. Global Encyclopedia of Public Administration, Public Policy, and
Governance, 1-6.
Kline, P. (2014). The new psychometrics: science, psychology and measurement. Routledge.
Liu, J., Meng, F., & Fellows, R. (2015). An exploratory study of understanding project risk
management from the perspective of national culture. International Journal of Project
Management, 33(3), 564-575
Mazanec, J. A., Crotts, J. C., Gursoy, D., & Lu, L. (2015). Homogeneity versus heterogeneity
of cultural values: An item-response theoretical approach applying Hofstede's cultural
dimensions in a single nation. Tourism Management, 48, 299-304.
McNulty, Y., & Vance, C. M. (2017). Dynamic global careers: A new conceptualization of
expatriate career paths. Per
Rayner, J., & Morgan, D. (2018). An empirical study of ‘green’workplace behaviours:
ability, motivation and opportunity. Asia Pacific Journal of Human Resources, 56(1),
56-78.

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Ward, A. K., Ravlin, E. C., Klaas, B. S., Ployhart, R. E., & Buchan, N. R. (2016). When do
high-context communicators speak up? Exploring contextual communication
orientation and employee voice. Journal of Applied Psychology, 101(10), 1498.
Welch, D., & Björkman, I. (2015). The place of international human resource management in
international business. Management International Review, 55(3), 303-322.