... Practical considerations for HR and OD
practitioners in a global environment;
ã Attracting and selecting global talent; and
ã Maximizing performance in the global workplace.
Within each section, authors ... regions.
During her two years of study at the CUHK, Wynne carried
out consultancy projects and training workshops for different
organizations in Hong Kong and China, including Hutchison
Port (China), ... of employees, ranging from recruiting to training and
development, to expatriate assignments, and much more. The
broad coverage in this volume will bring new understanding and
skills to a wide...
... include designing and analyzing employee
surveys, advising senior executives, developing small and large
change interventions, creating competency-based training, and
building selection instruments. ... at
the Institute for Simulation and Training. Xavier received a B.S.
in psychology and M.S. in industrial/organizational psychology
from San Francisco State University. His research interests
include ... assistant at the Institute for
Simulation and Training. There he has been involved in several
research projects related to culture and teams. He received his
M.S. in industrial and organizational...
... Processes and Guidelines 53
degradations in its coherence (shared understandings, behavior,
and affect), which in turn,promotes the coordinated action indica-
tive of effective teams. Leadership interventions ... reluctant to make any
Culture: Values, Beliefs, Perceptions, Norms, and Behaviors 41
distinction between in- groups and out-groups in an exclusionist
society is often maintained in business relationships ... are
changing at a faster pace than ever before. In China, for example,
thinking around thrift that developed over centuries seems to be
changing overnight. And though the deep underlying values...
... E. (1995). Measuring and managing for team
performance: Emerging principles from complex environments.
In R. Guzzo & E. Salas (Eds.), Team effectiveness and decision making
in organizations ... Measuring knowl-
edge organization as a method for assessing learning during
training. Human Performance, 37, 804–816.
Lau, J., & Murningham, J. K. (1998). Demographic diversity and
faultlines: ... through a common understanding of the training and its
goals, thus enhancing not only the training itself, but also serving
as an initial foundation upon which team members can begin to
develop a shared...
... expectations.
‘‘Strategic thinking’’ in India should look like ‘‘strategic thinking’’
in Brazil; however, subtle differences in meaning and interpreta-
tions can and do exist. To the degree that performance behaviors
... nurses in the Philippines, spends
time explaining their mission and work, and, after determining
a fit, invites them to join their campus. This strategy has helped
them tremendously in meeting talent ... conversations and the
sharing of important work or client information almost instantly.
A common technology platform provides consistent input and
output of data. It allows for rollup of information at a...
... brand. Organizations follow various methods to
create a brand image by signaling certain positive attributes and
differentiating themselves in a labor market. Branding in uences
familiarity and ... ability which in turn positively in uence
candidate attention and job application behaviors (Collins, 2007).
The key idea in branding is to make the organization salient in
Recruitment in a Global ... workforce customize
part of their Web site to target the part-time candidates. For
126 Going Global
India by Naukri.com, in association with CNBC TV 18, a lead-
ing business news and information...
... standardized
tests in use today.
There have long been guidelines for creating and using tests,
with the bar being set by the standards for educational and psy-
chological testing, created by the ... do Chinese outside Mainland
China. Norming is thus done for each country separately.
Cheung (2004) echoes the necessity for doing this step, noting
that ‘‘If interpreted directly according to ... messages are highly
economical and rarely contain all of the information necessary
to understand meaning. Instead, meaning is obtained by placing
the statements in the context from which they...
... are investing in a process of gathering stakeholder input
and mapping an initial network for the new employee. This
investment has resulted in reduced turnover and greater employee
engagement in ... days)
ã Stage 3 integration meeting (Check -in)
Takes place within rst 6 months
ã Stage 4 integration meeting (Final check -in)
Takes place between 12 and 18 months
This work is coordinated and facilitated ... development efforts,
something that globally accounts for a staggering multibillion-
dollar investment?
Thus, organizations are increasingly saying, ‘‘Why is so much
invested in developing leaders,...
... happening
in their environment and maximize the leadership potential in
every culture. What inspires and instructs a leader counts in the
development process, and it needs to allow for variation in ... of
theMiddleEast,thismeansunderstandingtheinfluenceofthe
family, Islam, family business, and colonialism. Given this basic
understanding the ability to develop leaders greatly improves.
Following the understanding of culture, ... Middle East.
Instead of understanding where they are working, they just plow
forward and commit serious faux pas. What they need to do is
to begin with learning what in uences the society. In the case...
... approaches including behav-
ior modeling, role playing, and simulation; and mixed training
approaches including language training, integrated behavioral
Table 10.1. Summary of Training Approaches and ... cross-cultural
training: practical information, area studies, and cultural aware-
ness training. Practical information training is one of most
common types of cross-culture training used in industry and is
focused ... training, integrated cultural assimilator and
behavior modeling training, and relational ideology training.
Language trainingisconsidered separately from othertraining
methods because it often includes...
... afraid), and evaluative (weighing the pros and cons
involved in decision making). As individuals progress into the I
am, I have,andIdostages, the processes are more behavioral, such
as seeking reinforcement ... Eight-Stage Process for
Creating Major Change:
1. Establishing a sense of urgency
2. Creating a guiding coalition
3. Developing a vision and strategy
Creating Infectious Change in Global Organizations ... coordination and control of international operations through
socialization and informal networks; and (3) to support manage-
ment development by enabling high-potential individuals to acquire
international...
... components
include learning how to conduct business in a host country, build-
ing a network of professional relationships in the host country,
learning the host country language, and increasing understanding
of ... example, promoting the repa-
triate upon return, maintaining position prestige and status,
or providing additional compensation for completing the
Maximizing Success and Retention of International ... Repatriation
Considering the large investment to develop, maintain, and trans-
fer international assignees, losing an employee with valuable
international experience is costly and can affect the firm’s bottom
line....
... include designing and analyzing employee
surveys, advising senior executives, developing small and large
change interventions, creating competency-based training, and
building selection instruments. ... within countries, and certainly within and
across continents. Understanding the complexity both within
regions and on a global scale is especially important based on
the significant increase in ... at
the Institute for Simulation and Training. Xavier received a B.S.
in psychology and M.S. in industrial/organizational psychology
from San Francisco State University. His research interests
include...
... the challenges inherent in working within multicultural teams.
In doing so, key processes and emergent states will be briefly
described, resulting in a framework within which to think about
multicultural ... overlooked are the challenges
inherent in leading and working within teams in which individu-
als have vastly different backgrounds, traditions, motivations, and
concerns (Dinwoodie, 2005).
If there ... Processes and Guidelines 47
based on their cultural orientation. The interaction within these
teams primarily reflect intercultural interaction versus intracul-
tural interaction.
In seeking to provide...