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Interviewing procedures
According to Hodgetts & Luthans (2003:457; Briscoe & Schuler, 2004:241), many firms use interviews to screen people for overseas assignments. It is generally agreed that extensive interviews of candidates and their spouses by senior executives still ultimately provide the best method of selection (Hodgetts & Luthans, 2003:457). In research surveys, 52 percent of MNEs surveyed in the USA reported that in the case of managerial candidates, MNEs conducted interviews with both the manager and his or her spouse, and 47 percent conducted interviews with the candidate alone. In the case of technically orientated positions, 40 percent of the firms interviewed both the candidate and the spouse, and 59 percent conducted interviews with the candidate alone. German MNEs followed a pattern similar to that of the USA companies. In the case of management positions, 41 percent interviewed both the candidate and the spouse, and 59 percent interviewed the candidate only; for technically oriented positions, these percentages were 62 and 39, respectively. These figures suggest that in management-type positions, which involve more extensive contact with the local community than technically oriented positions, the adaptability of the spouse to living in a foreign environment was perceived as important for successful performance abroad. However, even for technically orientated positions, a sizeable proportion of the firms did conduct interviews with both candidate and spouse. This lends support to the contention that MNEs are becoming increasingly cognisant of the importance of this factor to effective performance abroad (Hodgetts & Luthans, 2003:457; Tung, 1982:64-65). In addition, a growing number of MNEs are modifying the approaches they use in conducting their interviews. Many MNEs have found that in interviewing Chinese job applicants in the People’s Republic of China it is useful to employ both expatriate and local interviewers. The expatriate is there to ensure that attention is focused on the key selection criteria, so that those who are offered jobs will indeed have the abilities, skills and training to do the work. The local person is there because this individual knows the local culture and customs and can provide insights regarding the applicant’s responses and other behaviour that might go unnoticed by the expatriate. So together the two are able to identify those candidates most likely to do the best job (Hodgetts & Luthans, 2003:457; Bjorkman & Lu, 1999: 20).
International status
Merely being from another country does not automatically qualify an employee for all the benefits mentioned. A subsidiary may hire home country nationals or third country nationals and pay them the same as it pays host country employees. However, management have found that although an American, for example, may agree initially to take a job and be paid on the local scale, sooner or later bad feelings and friction will develop as that person sees fellow Americans enjoying international status perquisites to which he or she is not entitled. Sometimes firms promote host country employees to international status even without transferring them abroad. This is a means of rewarding valuable people and preventing them from leaving the company for better jobs elsewhere. Thus, international status means being paid some or all of the allowances and bonuses discussed, and there can be other sorts of payments as individual circumstances and people’s imaginations combine to create them (Ball et al, 2004:613).
1. INTRODUCTION AND PROBLEM STATEMENT
1.1. INTRODUCTION AND PROBLEM STATEMENT
1.2. RESEARCH OBJECTIVES
1.3. LITERATURE REVIEW
1.4. RESEARCH DESIGN
1.5. CHAPTER OUTLINE
1.6. ABBREVIATIONS
1.7. REFERENCE TECHNIQUE
2. INTERNATIONAL HUMAN RESOURCE MANAGEMENT
2.1. INTRODUCTION
2.2. THE STRATEGIC IMPORTANCE OF HUMAN RESOURCES
2.3. SOURCES OF PERSONNEL
2.4. SELECTION
2.5. TRAINING AND DEVELOPMENT
2.6. COMPENSATION
2.7. PERFORMANCE APPRAISAL
2.8. REPATRIATION
3. INTERNATIONAL STAFFING
3.1. INTRODUCTION
3.2. INTERNATIONAL STRATEGIES
3.3. STAFFING POLICIES
3.4. CHOICE OF STAFFING POLICY
3.5. REASONS FOR EMPLOYING EXPATRIATES
3.6. STAFFING DECISIONS SUPPORT GLOBAL DEVELOPMENT
3.7. INTERNATIONAL STAFFING PROBLEMS
3.8. CHANGES IN INTERNATIONAL STAFFING POLICY
3.9. SUMMARY
4. THE PREPARATION, SUPPORT AND TRAINING OF EXPATRIATES
4.1. INTRODUCTION
4.2. PREPARATION
4.3. TRAINING
4.4. SUPPORT
4.5. SUMMARY
5. RESEARCH METHODOLOGY
5.1. INTRODUCTION
5.2. PROBLEM STATEMENT AND OBJECTIVES
5.3. SAMPLING DESIGN
5.4. RESEARCH DESIGN
5.5. DATA COLLECTION
5.6. DATA ANALYSIS
5.7. LIMITATIONS
5.8. SUMMARY
6. ANALYSIS AND INTERPRETATION OF RESULTS
6.1. INTRODUCTION
6.2. DEMOGRAPHIC PROFILE OF THE SAMPLE
6.3. RELIABILITY
6.4. PROVIDED VERSUS REQUIRED
6.5. SPOUSE AND FAMILY NEEDS
6.6. LOCATION NEEDS
6.7. REQUIREMENTS AND AGE
6.8. REQUIREMENTS AND DURATION
6.9. REQUIREMENTS AND MANAGEMENT LEVEL
6.10. OPEN-ENDED QUESTIONS 1
6.11. SUMMARY
7. CONCLUSION AND RECOMMENDATIONS
7.1. INTRODUCTION
7.2. LITERATURE REVIEW
7.3. CONCLUSION
7.4. RECOMMENDATIONS
7.5. FUTURE RESEARCH
