Global Business Questions – Coursework Example

Number Global Business US multinational corporations reported failure on the part of its expatriates sent by the company to represent it overseas. The five factors identified by multinational corporations for ex-patriot failure include (John Cullen):
1) Family stress – most expatriate representatives are excited of their new posting and end up spending a lot of time at work trying to adapt to the new culture and increased responsibilities. Consequently, their spouses experience difficulties in adapting to new culture changes. The result is tensions in the expatriate’s family setup which may lead to earlier termination or underperformance.
2) Burn-out- the aspirations for success in the new setting as well as the family demands lead to emotional despondency and physical breakdown which affect performance
3) Culture inflexibility - expatriates find themselves in a position where managing the deep cultural differences in their posted country becomes difficult.
4) Emotional immaturity – Expatriates without emotional maturity may find a hard time balancing expanded responsibilities and the suddenly elevated social status.
5) Responsibility load – Increases in responsibility in their new postings is hard to manage and this is exacerbated by management expectations and lack of realization of cultural factors affecting results.
Human resource departments apply the following strategies in preparing expatriates and their families for their new assignments:
1) Emotional evaluation – prior to new postings, the qualification of the person emotionally and otherwise is evaluated
2) Expatriates should be chosen on the basis of ethnocentric and culture-centric criteria always giving first priority to related cultures
3) HR conduct training and orientation programs on interpersonal, political and expansion of organizational brand
4) Constant and clear communication is conducted to keep the core objectives in focus
5) A well developed global recruitment strategy is used to promote recognition of global business arena and tailor roles accordingly
6) Institute succession planning so that current managers nominate future candidates whom they feel are more suitable
7) HR are building a global database of their personnel to determine talents available in a specific region for easy identification
8) Mobility pyramids are used to establish an expatriate’s willingness to moving to new locations as well as their skills and experiences
9) HR engages executives in benchmarking their skills and characteristics with those of ideal requirements to gauge probable performances once appointed
10) Finally, every organization should develop a policy that challenge and retain talent especially on overseas assignments. Overseas job success should be a basis for horizontal promotional (John Cullen).
Works Cited
John Cullen, K. Praveen Parboteeah. Multinational Management. Cengage Learning, 2013.