Expatriate Cross-Cultural Adaptation

2. PROBLEM STATEMENT

Expatriates are often unable to manage across cultures without attending for a formal training and education in cross cultural skills has always resulted in poor adaptation of the opposites culture and behavioural in the host country. The expatriate is unable to take a holistic view point in adapting the learning abilities, skills and style between home and host country. This has resulted in poor coordination, communication, interaction and harmonization with the new company, people and the host country at large. Therefore has led the expatriate to have cross cultural adaptation issues. They are unable to focus on preferences and learning skills following to the new environmental complexity which focuses on specialized

The expatriate needs to develop cross-cultural learning skills include assessment of individual commitments and values (Kayes, 2001). The expatriate with having the new assignment in mind even with identified ability in the home country not necessarily able to adapt to a foreign culture. They have failed to perform their job assignments satisfactorily due to the cultural changes. They are unable to perform their assigned job task internationally taking into consideration of the cultural effect, language difficulties, willingness to move, length of assignment, different management styles, different reporting line, work-related factor, difference associates, family adjustment in the new environment. Thus all the cultural aspects have literally brought them to be less motivated in the host country and affect their international job postings. In addition to that, influences and pressures from their immediate family members can also be associated with the downfall of the expatriate in discharging their duties. In worse scenario, the length of time or duration of expatriate transfer may vary depending on the purpose of the transfer and the nature of the task to be performed. This can further add more mental disturbance and hassle to them and their

Expatriate failure or turnover has been defined as all individuals who either quit or transfer back to the home country prior to the completion of their expected foreign assignments (Andreason 2008; Haile, Jones, and Emmanuel 2007; Lee 2007; Vogel, Van Vuuren, and Millard 2008). Premature return to the home country is a major factor contributing to the high cost associated with expatriates. Van Oudenhoven, J.P. (2001), summarize much of the data relating to failure rates and early return. These calculations include expatriates’ original training and moving expenses, as well as lost managerial productivity; but they do not include the decreased performance of the foreign subsidiary, damaged relationships with the host country government, diminished reputation, impact on morale of other employees, or cost to the company of replacement if they leave the firm (Palthe, J. (2004). The inability to perform effectively in the new environment typically results in lower than expected performance, poor management, low productivity, and failure to meet corporate objectives (Black 1988; Haile, Jones, and Emmanuel 2007; Kaye and Taylor 1997; Pires, Stanton, and Ostenfeld 2006; Tung 1987). A number of factors have been identified in the literature as contributing to the success of expatriate assignments. Proper training is typically at the top of the list and should include how to adapt to different cultures,