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INTERNATIONAL ASSIGNEES.
Term Paper ID:27017
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Essay Subject:
Examines career management for expatriate managers responsible for assigning others to corporate positions, training, role clarity, decision-making, mentoring, transference of values.... More...
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8 Pages / 1800 Words
18 sources, 30 Citations,
APA Format
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Paper Abstract:
Examines career management for expatriate managers responsible for assigning others to corporate positions, training, role clarity, decision-making, mentoring, transference of values.
Paper Introduction:
EFFECTIVE CAREER MANAGEMENT OF INTERNATIONAL ASSIGNEES
Introduction
The increased pace of the globalization of economic activity emphasizes the need for all corporations to prepare managerial personnel for responsibilities that must be discharged amid alien social structures. Managerial personnel assigned responsibilities in international situations who are not prepared to serve effectively in such situations create a multiplicity of problems for the corporation. The productivity and even the viability of a corporation’s international operation are placed at risk. Additionally, the disillusioned manager may sever her or his connection with the corporation, thereby creating additional problems and costs for the firm (Roberts, Kossek, & Ozeki, 1998).
Text of the Paper:
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Perhaps more basic than anattitude, or even underlying attitude, a value is a type of belief,centrally located within one's total belief system, about how one ought orought not to behave, or about some endstate of existence worth or not worthattaining. The mentor's valuesystem must facilitate the attainment of protege independence, as opposedto attempting to maintain a dependent relationship (Scandura, 1992). (1997 April). Each of these factors has been linked todissatisfaction among expatriate managers. T. P. The inclusion of gender is relevant, becausein business some disagreement exists as to the wisdom of cross-gendermentoring relationships. The JobCharacteristics Model postulates that job satisfaction is the manifestationof perceived core job characteristics as these characteristics are filteredthrough critical psychological states. W. Job satisfaction,organizational commitment, turnover intention, and turnover: Path analysesbased on meta-analytic findings. M. Banai, M., & Reisel, W. Stening, B. L. To many, a valueseems to be synonymous with attitude; an attitude being a predisposition toact in a certain way. Managing theglobal workforce: Challenges and strategies. Mentoring functions are carriedout within the context of an ongoing, caring relationship between thementor and protege. The cause of the reported high turnover among expatriate managers, jobsatisfaction, is a significant economic issue for companies. The productivity and eventhe viability of a corporation's international operation are placed atrisk. For the individual managers involved in such situations, theoutcomes can be career crippling (Tung, 1999). (1993b). D., & Jablin, F. The findingwas that the output component of role clarity did not significantlyinfluence perceptions of satisfaction, but that the behavioral component ofrole clarity did have a statistically significant effect on perceptions ofsatisfaction. In a recent study ofexpatriate managers in Asia, Brady and Brady (1994) expanded the study toinclude societal as well as organizational factors. This dissonance, in turn,leads an individual to change one or more cognitive elements, in an attemptto eliminate the unpleasant state (Mueller. Transference of Values in A Career Management Process for International Assignees As noted above, a mentor is a teacher teaching a teacher. Organizational predictors of expatriate jobsatisfaction. Values andattitudes, together with their structure, lead to or determine socialbehavior. E., & Ozeki, C. Naumann(1993a) examined organizational predictors of job satisfaction amongexpatriates. Journal of Management, 18(3), 575-593. Highly relevant to such processes are pre-departure training,mentoring, and the transference of values. Withinthis context, individuals behave purposively; that is, they act becausethey believe that such action will lead to a desired outcome (Mueller,1996). ManagementInternational Review, 32(1), 77-89. (1992). Frucot and Shearon (1991) studiedmanagerial performance and job satisfaction among Mexican managers,however, with different results. The mentoring relationship must pass through three phases. Asimportant as this role is, however, it is not the only role of the mentor.A mentor is also an advisor and a counselor for the protege. M. Mentorship and career mobility: An empiricalinvestigation. Antecedents and consequences of satisfaction andcommitment among expatriate managers. Values may express either personalor social preference, and they may serve either as ends or as means toends. C. (1991). W., & Hammer, M. Turban, D. Gray, W. Mostprevious research into the underlying causes of job satisfaction amongexpatriate managers has tended to emphasize selection, training, and familyissues as predictor variables (Naumann, 1993b). (1999). Issues and Factors Involved in A Successful Career Management Program for Managerial Personnel Assigned to International Positions within the Organization The factors that contribute to the level of job satisfaction ordissatisfaction among expatriate managers (both task characteristics andorganizational characteristics) are identified and generally agreed upon inthe literature (Naumann, 1993b). Summary Issues involved in career management processes for internationalassignees. Tung, R. He tested hypothesized relationships between job satisfactionand six job/task characteristics and three organizational characteristics.The study found that role ambiguity, skill variety, task identify, tasksignificance, pay, and participation in decision processes exerted the mostsignificant influences on perceptions of job satisfaction, and that theadverse effects of each of these factors could be muted throughparticipation in effective pre-departure training (Naumann, 1993b). Within the framework of this concept, amentor could be older authority figures, supportive bosses, organizationalsponsors, career counselors, patrons, and so-called invisible godparents,who perform their tasks without their proteges' knowledge (Sparrowe &Liden, 1997). (1992). An attitude is a mental and neural state ofreadiness, organized through the process of experience, exerting adirective or dynamic influence upon an individual's response to all objectsand situations with which he or she is related. Pre-departure training is aneffective venue for heading-off the development of such problems (Naumann,1993b).Role Clarity and Career Management for Expatriate Managers Jaworski and Kohli (1991) tested a model of job satisfaction whichassessed the effect of role clarity on perceived satisfaction. Academy of Management Journal,37, 688-7 2. The study found that higher levels of participation did notlead to higher levels of satisfaction. (1992). R. Value is an important construct in nearly every branch of socialscience. (199 ). Tiegs, R. Measuring social attitudes. 1996). 5). This concept is highlyrelevant to a mentoring relationship involving an experienced expatriatemanager and a newly assigned international manager. These functions of mentoring are (1) teaching, (2) sponsoring,(3) encouraging, (4) counseling, and (5) befriending (Turban & Dougherty,1994). Information seeking duringorganizational entry: Influences, tactics, and a model of the process.Academy of Management Review, 16, 92-12 . Brady, G. The Academy of ManagementExecutive, 12, 93-131. The third phase of thementoring relationship is one in which it is transformed from ahierarchical relationship to one of independent equals. Mueller, D. The critical psychologicalstates are experienced meaningfulness, experienced responsibility, andknowledge of results. F., & Ash, R. TheAccounting Review, 66(1), 8 -99. References Alleman, E. In this same context,mentors have been said to be competent people who serve as teachers,advisors, counselors, and sponsors for an associate, who may be younger andof the same or different sex. Within this context, turnoveramong expatriate managers has been found to be substantially higher thanthe rate of turnover for domestic managers. InMentoring: Aid to excellence in career development, business and theprofessions. Journal of Organizational Behavior, 13, 169-174. Scranton,Pennsylvania: AIB. D. An important characteristic of pre-departure training is that suchtraining, when designed for effectiveness, provides participants with theinformation necessary to preclude the development of dissatisfaction withvarious aspects of an overseas assignment (Naumann, 1993b). The manyand varied uses of the construct make definition difficult. (1993). The perceived core characteristicsare skill variety, task significance, task identity, autonomy, and jobfeedback (Tiegs, Tetrick, & Fried, 1992). Process and structure inleader-member exchange. Brown, S. Mentoring As A Vital Element in Career Management for International Assignees In the contemporary environment, mentoring has been defined andconceived in a variety of ways. It is also used in philosophy, theology, and education. Cultural baggage and theadaptation of expatriate American and Japanese managers. Additionally, the disillusioned manager may sever her or hisconnection with the corporation, thereby creating additional problems andcosts for the firm (Roberts, Kossek, & Ozeki, 1998). (1993a). Tett, R. New York:Teachers College Press, 1986. A. (1998 November). Pre-departure training, thus, should be an integral part of a career managementprogram for international assignees.Job Design and Career Management for Expatriate Managers Factors related to job design consistently have been found to havesignificant effects on job satisfaction (Tett & Meyer, 1993). (1994). (1991). B., & Dougherty, T. P., & Meyer, J. In thesecond phase, the protege becomes increasingly independent, and begins tonegotiate the term of the mentoring relationship. P., & Peterson, R. Journal of Marketing Research, 3 , 63-77. Each of theseroles requires of the mentor expertise in value transference (Dreher & Ash,199 ). The new expatriate. A. The firstphase is one of idealism and dependency on the part of the protege. One of the most debilitating of organizational phenomena is a highrate of turnover among managerial personnel. (1994 June). & Brady, T. (Eds.). Dreher, G. B., Tetrick, L. The concept of value has several distinct meanings. Proceedings of the Eastern AIB meeting. Role clarity, thus, should beaddressed effectively in an organizational career management process forinternational assignees.Decision Process Participation and Career Management for ExpatriateManagers Research indicates that managerial satisfaction increases asparticipation in the organizational decision-making process increases.Naumann (1993b) found that participation or the absence thereof in decision-making process was a major source of dissatisfaction among expatriatemanagers, and that effective pre-departure training can mute thedevelopment of such dissatisfaction. V. This definition states that mentoring is a nurturing process inwhich a more skilled or more experienced person, serving as a role model,teaches, sponsors, encourages, counsels, and befriends a less skilled orless experienced person for the purpose of promoting the latter'sprofessional and/or personal development. 47). For the organization,expatriate managerial turnover can create a nightmare situation because ofthe difficulties involved in obtaining, training, and installingreplacements. Frucot, V., & Shearon, W. F. (1993 February). A. A significantcorrelation was found between pre-departure training and job satisfaction(Brady & Brady, 1994). Disagreement exists, however, withrespect to which factors are antecedent to others, and with respect to therelative significance of the several factors in the development of jobsatisfaction or dissatisfaction as a part of a career management programfor expatriate managers (Naumann, 1993a).Pre-Departure Training for Personnel Assigned to International ManagerialPositions in Organizations One of the factors frequently cited as a positive influence on thejob satisfaction/dissatisfaction perceptions of expatriate managers is apre-departure training program that prepares an individual and her or hisfamily for both expatriate managerial responsibilities and life in aforeign social structure. Career management formanagerial personnel assigned to international positions may be conductedby an organization with a focus on building job satisfaction amongexpatriate managers (Banai & Reisel, 1993). Expatriate managers' loyalty to theMNC: Myth or reality. These contrary findings aresignificant because they may indicate that both perceptions of jobsatisfaction and/or those factors that influence such perceptions differacross cultures. 44-51. What was not addressed in these studies were the effectsof an alien culture on perceptions of job satisfaction associated withdecision-making participation (Frucot & Shearon, 1991).Pre-Departure Training for Family Members and Career Management forInternational Assignees The relationship between job satisfaction among expatriated managersand pre-departure training is associated with the content of such trainingin relation to the inclusion of family members in the training process.The inclusion of a family component in pre-departure training develops astronger commitment on the part of the expatriate manager through theprocess of education (Tett & Meyer, 1993). Naumann, E. Thus, a value may be viewed both as a predisposition to act(attitude), and as an estimation of worth of an action (Miller & Jablin,1991). Journal of International Business Studies, 24(1), 61-8 . Scandura, T. Effective Career Management of International Assignees Introduction The increased pace of the globalization of economic activityemphasizes the need for all corporations to prepare managerial personnelfor responsibilities that must be discharged amid alien social structures.Managerial personnel assigned responsibilities in international situationswho are not prepared to serve effectively in such situations create amultiplicity of problems for the corporation. Role of protege personalityin receipt of mentoring and career success. (1986). One concept holds that mentoring is aprocess that involves influential people who help, in a significant way,proteges in reaching life goals. Naumann, E. A relatively large body of literature hasbeen developed that indicates, at a general level, that the successpotential of individuals assigned expatriate managerial responsibilities isa function of the level of job satisfaction. A more inclusive definition of mentoring has beenproposed. Within this context, the inference is thatcomprehensive pre-departure training is associated with higher levels ofjob satisfaction among expatriate managers, and that, in turn, higherlevels of job satisfaction among these individuals are associated withlower levels of turnover among such personnel (Stening & Hammer, 1992). (3rd ed.). Growth need strengthand context satisfactions as moderators of the relations of the jobcharacteristics model. This relationship holds great significance for educators, asvalues are seen to be systematically related to behavioral outcomes.Values affect, influence, or otherwise lead to certain behaviors. Roberts, K., Kossek, E. Budgetary participation, locus ofcontrol, and Mexican managerial performance and job satisfaction. There is general agreement that values cause attitudes, but there is"not a one-to-one relationship between particular attitudes and particularvalues. E., & Fried, Y. The preponderance of the evidence in the literature appearsto support a conclusion that performance is the antecedent of jobsatisfaction (Brown & Peterson, 1993). Corporations conducting foreign operations require an effective meansof predicting the success potential of personnel assigned internationalmanagerial responsibilities. (3rd ed.). Miller, V. (3rd ed.). Rather, a single attitude is 'caused' by many values-by one'swhole value system, in fact" (Mueller, 1996, p. Group and Organizational Management,18(2), 153-186. Value is amore abstract construct than attitude. Aninteraction of cultures, however, generally has a greater impact on themodification of behavior than it does on changing core values. In the above definition, mentoring involves, inaddition to nurturing, and acting as a role model, five specific mentoringfunctions. Another concept holds that a mentor must be a "person of greater rankor expertise who teaches, counsels, guides, and develops a novice in anorganization or profession" (Alleman, 1996, p. This study tested hypotheses related tothe effect on job satisfaction of participation in decision-makingprocesses. T., & Liden, R. Social factors influence value development and formation. An exploratory study. Measuring mentoring-frequency quality impact. (1996). Journal of InternationalBusiness Studies, 24(2), 233-248. Vancouver,British Columbia: University of British Columbia, pp. Personnel Psychology, 46, 259-293. Sparrowe, R. A., & Gray, M. Cambridge,Massachusetts: Ballinger Publishing Company. Predeparture orientation andtraining: The effect of content on the adjustment of American expatriatemanagers in Korea. A comparative study of mentoringamong men and women in managerial, professional, and technical positions.Journal of Applied Psychology, 75, 539-546. Academy of Management Review, 22, 522-552. Jobsatisfaction, or the absence thereof, has been identified as a significantcausal factor of high turnover rates among managers generally. In what are generallycalled consistency theories, investigators have attempted to discover therelationships among beliefs, feelings, and behavioral tendencies. Antecedents andconsequences of salesperson job satisfaction: Meta-Analysis and assessmentof causal effects. Chiefamong these consistency theories is the theory of cognitive dissonance.According to this theory, inconsistency between cognitive elements-beliefs,attitudes, and so forth-leads to dissonance. (1993 Summer).
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