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The research was consistent in emphasizing the need to take factors such as the psychic distance that is involved between home markets and other countries into account as well as how powerful cross-cultural factors will influence business operations. The successful deployment of managers to foreign countries, though, was also shown to require careful consideration in the selection of appropriate candidates, the provision comprehensive training preparatory to deployment and debriefing upon their return to gain valuable insights concerning their experiences that can be used to fine-tune future training for other managers.

References

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Brewster, C., Mayrhofer, W. & Morley, M. (2000).

New challenges for European human resource management. Basingstoke, England: Macmillan.

Carraher, S.M. (2003). The father of cross-cultural research: an interview with Geert Hofstede.

Journal of Applied Management and Entrepreneurship, 8(2), 98-99.

Clark, T., Grant, D. & Heijltjes, M. (1999). Researching comparative and international human resource management. International Studies of Management & Organization, 29(4), 6.

Couto, J. & Vieira, J.C. (2004). National culture and research and development activities.

Multinational Business Review, 12(1) 19-20.

Harrison, J.K. (1999). Developing successful expatriate managers: A framework for the structural design and strategic alignment of cross-cultural training programs. Human Resource Planning, 17(3), 17-19.

Murphy, E.F., Gordon, J.D. & Anderson, T.L. (2004). Cross-cultural, cross-cultural age and cross-cultural generational differences in values between the United.

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