Table of Contents

Introduction:.................................................................................................................................................. 2 Strategic planning: ........................................................................................................................................ 3 Selecting candidates for the assignment in China ......................................................................................... 3 Professional Qualities ............................................................................................................................... 4 Personal Global Qualities ......................................................................................................................... 4 Personal China-Specific Qualities ............................................................................................................ 4 Personal Traits and Family Circumstances ............................................................................................... 5 Expatriation ................................................................................................................................................... 5 Basic guidelines for using expatriates ....................................................................................................... 5 Expatriate preparation and training ............................................................................................................... 6 Pre-departure training ............................................................................................................................... 6 On-site orientation .................................................................................................................................... 6 Specific Knowledge Acquisition .............................................................................................................. 6 Specific Skills Training............................................................................................................................. 7 Adjustment .................................................................................................................................................... 7 Euphoria .................................................................................................................................................... 7 Culture shock ............................................................................................................................................ 8 Acculturation............................................................................................................................................. 8 Stable state ................................................................................................................................................ 8 Expatriate failure........................................................................................................................................... 8 Culture-related problems .......................................................................................................................... 8 Personality-related problems .................................................................................................................... 8 Repatriation programmes .............................................................................................................................. 9 Conclusion .................................................................................................................................................. 12 References ................................................................................................................................................... 13

Introduction: Expatriates opportunities of individuals in business enterprises for non-profit have rapidly increased over the years. In todays global economy having a workforce that goes beyond boundaries of the enterprise a competitive edge in the market. Therefore the human resource helps play a very important role by having expatriation as part of their strategic objective and formulating programmes for planning, selecting and preparation of the right staff to send for expatriate duties. Planning begins with careful selection of overseas assignments based on long term knowledge of employees and their families. This is because an effective selection process will eliminate many potential failures. Moreover its important to provide a model for selecting, training and supporting chosen personnel and their families for assignments to help them adjust to new cultures (Merilainen, 2008). Pastoralist Integrated Support Programme (PISP) is a local Non-Governmental, non profit Organization based in northern Kenya. It was established in 1996, PISP started working with pastoral communities in kenya including Rendille, Turkana, Borana and Samburu , the aim of this organization is to reduce nomadic household poverty by establishing clean water access and also to facilitate education in the district. PISP is alloctating expitrates to china noting that it has no experience operating beyond its current national base in Marsabit District (PISP, 2009). Todays organizations obligation pursue global knowledge and maintain a global perspective in order to remain competitive in the global environment. PISP is no different due to increased globalization, the organizational opportunities are incredible. One of the critical success factors to managing organization abroad is to effectively transfer a companys critical capabilities on an international basis. The international perspective and experience an expatriate develops during the international assignment is considered a key component to an organization striving for global knowledge (Paik et al, 2006).

Figure 1: Expatriate Assignment Cycle

Selection Strategic Planning

Repatriation

Preparing & Training

Performance Measurement & Compensation Source: (Merilainen, 2008)

Adjustment

Strategic planning: Strategic approach to expatriate process can be described as a cyclic process, which consists of five phases: strategic planning, selection, preparation and adjustment, performance measurement and compensation, and repatriation. Preparation and adjustment, performance management and compensation, and repatriation can be seen as the implementation of the expatriate assignment (Merilainen, 2008).

Selecting candidates for the assignment in China Although past performance is an important consideration for selecting candidates, However, PISP never operated outside kenya. African management styles differ dramatically from the Chinese management styles found in China. Chinese management styles, in contrast, are primarily governed by Confucian ideals that value relationships and the maintenance of interpersonal and societal harmony. (Lund & Degen, 2010) according to Lund & Barker, (2007) they argue that although African and Chinese managers share common day-to- day organizational processes, their managerial styles, and the principles that govern those styles, are fundamentally different.

A candidate for a China assignment must first pose some qualifications in other assignments, and then show the ability to work in an international environment, and then demonstrate the necessary capability to adapt to the cultural and business challenges posed by China.

Professional Qualities Significant aspect of the professional qualities of the candidates is the ability to manage difficulty. Every senior manager must manage complex relationships with employees, business partners, superiors, regulators, competitor and customers. In China these relationships are more complex and difficult to manage because distance from language barrier, and cultural differences. These qualities include solid technical and corporate expertise and proven management experience and are important because Chinese employees may have very high expectations of expatriate managers. As Chinese managers gain expertise in global business practices, they expect expatriate managers to contribute to their learning experience with new knowledge and skills (Lund & Degen, 2010).

Personal Global Qualities Personal global qualities are also essential for expatriate in China. These qualities are an open multicultural mind-set and a commitment to learn. The multicultural mindset is the readiness to recognize the limitations of ones own culture and adapt to elements of the host countrys culture. In China, this adaptation involves a commitment to learn about the countrys deeply rooted cultures and organizational practices and to avoid preconceived ideas about how to function in the new culture. To be effective in China, the expatriate manager must be flexible andmust have the ability to adapt to the organizations culture abroad. (Lund & Degen, 2010).

Personal China-Specific Qualities Expatriate employees in China also need to adopt attitudes of humility and patience rather than the commonly applied directive approaches which impose ideas on peers and subordinates.

Expatriates using aggressive management styles in China tend to be ineffective the ability to adapt to changes that occur continuously in Chinas organization environments is another essential characteristic for working effectively in China. Having respect for employees, clients, and friends in China, more so admitting lack of knowledge in certain areas, can be a powerful tool in establishing goodwill (Lund & Degen, 2010).

Personal Traits and Family Circumstances Determining personal qualities such as the ability to adapt and thrive in different cultures and ones capacity for tolerating high levels of ambiguity is more difficult. The effectiveness of expatriate in China is also positively related to the extent to which the expatriates have supportive family and/or spouse relationships in China. Hence, it is important to consider the family status of candidates, with particular attention to their spousal relationship. If they have children, the entire familys likelihood of being able to effectively adapt to living in China will be challenging, therefore children given formal introduction to Chinese language. Although Selmer, (2001) as cited in Barbra, A. (2005) argues that although being accompanied by a spouse in the host country may enhance job performance it does not help in adjusting to know cultural environment.

Expatriation The international movement of human resources has generated the development of research which targets the adjustment of expatriates in the foreign cultures (Lau, 2007). The management of expatriates is a common feature of IHRM. It continues to be current practice for local organisations (PISP), to send their own local employees on international assignments when establishing ventures across borders (Lau, 2007).

Basic guidelines for using expatriates There are many reasons for using expatriates this includes specific organizational needs, (knowledge transfer), sending people with specific skills or experience, which done in cases

where the destination operation lack these specific skills. Also career development, which means giving promising managers the opportunity to go abroad in order to gain experience in management autonomy and self-sufficiency.Finally, control over operations abroad, which means keeping the subsidiary in line with the home organizational direction (Velde, 2009).

Expatriate preparation and training By necessity, much of the responsibility for success in international organizations falls upon expatriate training and support. Successful implementation of a global business strategy requires expatriate employee with cross-cultural management skills. Training an expatriate is important during and after their deployment abroad. We can differentiate among three types of expatriate training programmes: pre-departure training, on-site orientation, and repatriation programmes (Beitler, 2005).

Pre-departure training prepares the expatriate for an assignment. Pre-departure expectations are important antecedents to adjustment after arrival. As knowledge about the new culture increases, the extent of the expatriate family's culture shock decreases. Most pre-departure training programmes include technical and managerial training, cultural training, and language training. All pre-departure programmes should be planned to aid in an understanding of environmental differences between the home and host countries (Forrester,2006). On-site orientation the support for which should come from both the firms headquarters and from local mentors, is crucial to an expatriate success. It has been suggested that there should be several months of coaching from the manager who the expatriate will replace (Forrester.,2006). Specific Knowledge Acquisition The specific knowledge acquisition phase includes area studies, language studies, and host attitude awareness. Area studies, covering history, political system, economy, demographics, and climate are assumed to increase empathy, which will modify behavior in cross-cultural interactions (Beitler, 2005). The knowledge of the host country's language is essential. Interestingly, an individual's level of confidence and willingness to use the host language is a

greater influence on success than his or her actual level of fluency (Beitler, 2005). Therefore, building the trainee's confidence and willingness is critical.

Specific Skills Training The specific skills training stage emphasizes the application and practice of the skills necessary to succeed in the foreign culture. In this phase, expatriate analyze the problem situation, diagnose the underlying cultural issues, and respond accordingly. The communications in this simulation require the use of greetings and introductions, etiquette, and appropriate topics for conversation, thus this forces the trainees to deal with emotions resulting from cross-cultural misunderstandings. Expatriate are encouraged to watch live or videotaped models demonstrating effective behaviors; then the managers rehearse the demonstrated behaviors (Beitler, 2005).

Adjustment Sending an expatriate for a foreign assignment is easier said than done. Once the expatriate moves to an unfamiliar host culture, customary behaviours may be inappropriate or even unacceptable in context of the local culture. Cross-cultural adjustments, requires the learning of new behaviours which are better suited to the host culture ((Lau, 2007).orientation and support are needed both before the assignment begins, and during the first three months at least. On entering a new culture, many individuals pass through some fundamental changes in attitude, which are: initial sense of elation and optimism, period of frustration, depression and confusion and a gradual improvement in mood, leading to optimism and satisfaction with the new situation (Lau, 2007). For adequate adjustments to a different cultural set up four phases, of cross cultural adjustments are involved, they include: euphoria, culture shock, acculturation and stable state Euphoria in the initial weeks after arriving in the new country, wherein the expatriate and accompanying spouse or family members are fascinated with their adventure in the new culture, and everything seems new and interesting.

Culture shock begins as they start to cope with the challenges of their daily life and may become overwhelmed by certain aspects of the new culture. Cultural shock occurs in this stage, characterized by frustration and possible attitudes of hostility toward the new country and its people. Acculturation is the adjustment period, in which the expatriate and the family gradually adapt to the new country and accept the peculiarities of the culture with its various norms and values. In this stage, they are able to function more calmly without criticizing or rejecting the culture. Stable state: Its where the expatriate and his/ her family are able to function and thrive in the new culture in a way that feels comfortable and normal to them (Lund & Degen, 2010).

Expatriate failure The major problems which act as causes of expatriate failure are: Family-related problems, international assignment may bring the family together or pull it apart. Both outcomes have significant effects/impacts on the expatriate's job performance. We should not forget that there may be more stress on the spouse and their children than on the expatriate. The expatriate has the support of fellow nationals at work. The family may feel isolated and depend totally on the expatriate for care and comfort (Forrester,2006).

Culture-related problems stem from a lack of understanding not only of the new, but also the expatriate own cultural setting. Effective foreign assignments will not be possible until the expatriate understands the principles of their own culture: only then can a person understand and cope with another culture. Culture shock and reverse culture shock are the main problems faced by expatriates in the early days of their transfers and returns. Suggestions on how to handle with culture shock depend on the individual's situation and the degree to which the home and host cultures differ. Some suggestions for dealing with culture shock take account of having a hobby or interest, having a local mentor, strengthening family relations, undertaking language training and being open minded (Forrester, 2006).

Personality-related problems can be conquered by training expatriates although the effectiveness of this training may be limited. A better way out is to select an expatriate who has

already demonstrated sensitivity to towards others regarding the previous job performance and reputation (Forrester, 2006).

Repatriation programmes they are aimed at reducing reverse culture shock and furthering the career plans of the expatriate. Several expatriate decisions and behaviours are affected by their expectations about their return home. Much of this burden in planning and implementing repatriation programmes can be transferred from human resource departments to assigned mentors for each expatriate at the headquarters. The above argument suggests that at least two mentors are needed: one in the host country to help in the adjustment process of the expatriate while he or she is overseas, and another at home to help reduce the reverse culture shock and ease the repatriation process (Forrester,2006). The return of the expatriate from china can be challenging for the individual, their families and for the Organization; many expatriate decisions and behaviours are affected by their expectations about their return home (Forrester, 2006)

Ending an expatriate assignment with repatriation process is critical to successful completion; Pastoralist integrated support program must recognize that repatriation is a period o that is characterised by key changes both professionally and personally.

Pastoralist integrated support program must have clear policies and procedures regarding repatriation and this will lead to the reduce employee uncertainty and inaccurate expectations upon their return home to Kenya. The repatriation stage is described as the time of confusion for many employees and the company must recognize that and provide the needed guidance (Bergstedt, 2005). Studies suggest that the expatriates need two mentors, one in the host country china to help them in adjusting abroad, and another mentor in Kenya to reduce the affect of culture shock and ease the process of repatriation (Forrester, 2006).

Often the repatriates and his family have to cop with re-entry shock and readjusting at home; taken into consideration that during the assignment a lot of changes must have occurred in the home environment this is especially true when the assignment duration is long. Also individuals values might have changed during his assignment due to the exposure to new cultures which will only increase confusion and uncertainty the individual feels (Bergstedt, 2006). Not to forget that the expatriates Throughout the international assignments must adjust to new cultures and work environments, this will lead them to change their behavioral routines and be more cautious about what they say and do. .( Elenius et al, 2007) Pastoralist integrated support program must utilize the repatriates knowledge and international experience they gained during their assignments; the lack of integrating that knowledge can often lead to the repatriates leaving their jobs after a short period from returning home. The organization must have a repatriation program in place; it should start three to six month before the repatriates returns home. The program should prepare the repatriates fro the change in the social environment as well. It should have a briefing on the repatriates new knowledge and skills, his career goals and decide the best job that fits his capabilities in the organization. (Bergstedt, 2006). Its important to maintain communication between the home organization in Kenya and the expatriate during the assignment to china. Creating correct expectation is essential for successful repatriation, and repatriation programs and similar support programs work to minimize inaccurate expectations concerning the return home (Bergstedt, 2006). Repatriation program: There are common reasons for organizations not to have a repatriation program in place, this reasons include the lack of expertise needed to establish such a program, cost of the program and its perceived by most that it no necessary and important by the top management. In fact most organizations focus more on the expatriation than on the repatriation process; after all the expatriate is coming home, which should not cause any problems even thought repatriating is often more difficult than expatriating.( Elenius et al, 2007)

However, many organizations dont realize that the money spent on having a repatriation program in place is small compared to the global insight, experience and knowledge retained (Bergstedt, 2006). The different steps to ease re-entry include preparation this is three to six months before returning home in order to discuss the individuals goals upon return, then the repatriate has a session with the organization to find out what skills, knowledge and expertise they gained and review potential jobs. The repatriates involvement will cause him to be more committed to the home organization (Bergstedt, 2006). While establishing repatriation program social and personal changes must be considered in the program, this is done by offering advice upon return and aid in the process of finding new schools for the children of repatriates.

Conclusion Managers of international operations need to pay close attention to designing organizational processes and structures that fit the requirements of its international business strategy. The implementation of an international operations strategy and the effective running of operations require the effective recruitment, selection, assignment, and training of people, the human resources. Managing human resources at the international level is a complex issue.

Managers in various countries and cultures may achieve the same given objectives through various approaches. There are differences in managerial styles around the world and these differences are mainly attributed to cultural differences. As we have explained, socio-cultural factors are considered as the most important of the influencing variables. In this paper we have considered the implications of these national and cultural imperatives upon the process of managing people.

In particular we have concerned ourselves with factors surrounding the expatriation and socialization of home or third country managers (themselves, international business managers). There are no simple answers or guidelines, but awareness of these issues and potential problems for the individual and organization as a whole is critical in ensuring successful assignments of foreign nationals abroad.

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