Improving selection processes but providing marginal support: a review of cross‐cultural difficulties for expatriates in Australian organisations in China

Hutchings, Kate

doi:10.1108/13527600210797424

Cited by 25 publications

(8 citation statements)

References 66 publications

(44 reference statements)

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“…Ngo, Lau and Foley 2008), while Australian MNEs across the board appear reluctant to invest in expatriate training and development (e.g. Davidson and Kinzel 1995; Hutchings 2002). Thus, it is valid to ask whether the limited training of expatriates in our study may be influenced by these attitudes.…”

Section: Discussionmentioning

confidence: 99%

Expatriate performance management and firm internationalization: Australian multinationals in China

Fee

McGrath‐Champ

Yang

2011

Asia Pacific Journal of Human Resources

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This paper presents the results of an empirical study exploring the expatriate performance management systems of 16 Australian multinational firms operating in China. The results show that highly internationalized firms tend to be better at deploying the 'hard' components of performance management (goal-setting and performance appraisals), and yet most firms, and in particular highly internationalized ones, are poor at managing 'soft' control mechanisms like training and mentoring. The results give some support for the notion that expatriate performance management takes on increased importance as a firm's international operations become more dispersed; however, it also suggests a lack of appreciation of the value of soft control mechanisms in achieving this. The study contributes to international human resource management literature by identifying the relationship between the degree of internationalization of firms and the nature of expatriate performance management.

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Section: Discussionmentioning

confidence: 99%

Expatriate performance management and firm internationalization: Australian multinationals in China

Fee

McGrath‐Champ

Yang

2011

Asia Pacific Journal of Human Resources

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“…Another example of volunteer management is Musa and Hamid's (2008) study of burnout, job satisfaction, stress and distress among aid workers in Darfur. Hutchings (2002) found that Australian firms operating in China pay attention to psychological factors when selecting expatriate workers, but do not follow up systematically once these people are in the field. Ehrenreich and Elliott's (2004) study of humanitarian aid organizations found that few of them screen field staff to identify those who may have adverse responses to stress, nor do they train field workers in stress management.…”

Section: Management Of Aid Organizations and Their Staffsmentioning

confidence: 97%

Humanitarian work psychology: The contributions of organizational psychology to poverty reduction

Berry¹,

Reichman²,

Klobas

et al. 2011

Journal of Economic Psychology

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a b s t r a c tAchieving the MDG goal of reducing world poverty by 50% by 2015 requires the cooperative effort of many disciplines. To date the discipline of organizational psychology has not played as significant a role as it might in this endeavor. With the recent establishment of the Global Task Force for Humanitarian Work Psychology, this discipline signaled its commitment to the global effort. Organizational psychology offers to bring its expertise to poverty reduction: its ability to assess needs and capacity, develop partnerships with stakeholders, bring about and manage change, and systematically review, evaluate, monitor and revise high level mandates, policy development, program implementation and consultation on personnel issues. Its successes as practitioners-scientists in private enterprise will enhance its credibility for success in the public sphere. The article reviews the research and practice of some of the organizational psychologists presently engaged in poverty reduction and how humanitarian work psychology might enhance the efforts of anti-poverty organizations.

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“…Cultural variations between China and Australia may cause a huge influence on the organizations' managerial styles (Wang & Clegg, 2002). Investors from Australia should emphasize the adaptation of the cross-cultural environment while selecting the expatriates (Hutchings, 2002). Researchers found a direct relation between the adaptability of Chinese local culture and job duration in the Chinese market (Hutchings & Murray, 2003).…”

Section: Chinese and Australian Casementioning

confidence: 99%

Untitled

2020

JISR-MSSE

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Cultural intelligence, does it come naturally, or one has to learn it. The answer is a bit of both. Adaptation of a culture in a new environment is pertinent for the newcomers in society. Collaborations among different countries for different purposes (i.e. economic, commercial, social, etc.) also require an understanding of home-country and host-country cultures i.e. China Pakistan Economic Corridor (CPEC). Just like countries and societies, organizations also enjoy different cultures and the need for adaptation increases when it involves some organizational scenario. The focus of this study is mainly on the pertinence and utilization of cultural adaptation in settings that are novel to the new-comers. The current study has generated a conceptual discussion on cultural intelligence while understanding its role and significance in settings where cross-cultural learning is adopted. A thorough discussion is generated on the standing of cultural learning and the importance of cultural intelligence along with the theoretical developments in the area. A practical example of Australian investment in the Chinese market is shared followed by concluding the study. Findings of this study are significant for organizations as well as countries with workforce serving from various countries having diverse cultures.

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Improving selection processes but providing marginal support: a review of cross‐cultural difficulties for expatriates in Australian organisations in China

Cited by 25 publications

References 66 publications

Expatriate performance management and firm internationalization: Australian multinationals in China

Expatriate performance management and firm internationalization: Australian multinationals in China

Humanitarian work psychology: The contributions of organizational psychology to poverty reduction

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