Cross Cultural Training Case Study

With the increase in globalization, business managers working in companies that have a global presence are finding themselves with opportunities of working in various different countries. This possess a challenge of training and development of these employees as they adjust to the new cultures that they find themselves in. Cross Cultural training programs enhance the competencies required for these assignments. Theories such as Hofstede’s cultural dimension theory have also been analyzed to study there impact if any on Cross Cultural Training effectiveness.
Globalization has a major impact on an organizations culture and the employees that work in those companies. With the increase in globalization came the requirement of Cross Cultural Training …show more content…
Employees experience high levels of anxiety and stress when they return to their home countries because of the change experienced in the culture of the two places. A change in the job from what the employee was performing before he was sent for the assignment also becomes a major culture shock for him. A lower level of responsibility from what he had during the foreign assignment also leads to high rate of turnover among the returned employees. To ensure that this does not happen, continuous training upon arrival to home country, a boost in their career, recognition etc. boost the employees morale therefore reducing their anxiety and reducing culture shock.
Cultural characteristics influence an employee’s behavior. Culture here refers to both the company’s culture as well as the countries culture where the employees are sent for their assignment. Culture influences the behavior and management styles and behavior of the employees. Hofstede included five key dimensions relevant to culture in is theory. They …show more content…
Countries with high masculinity prefer assertiveness and competitiveness whereas countries with high femininity place higher value on quality of life and helping others. Therefore, the training need for employees transferring from these two regions vary such that people from high femininity countries need to be trained in a way that increases there competitiveness and assertiveness thus ensuring their success in countries with high masculinity.
• Power Distance: power distance refers to the distribution of power in a hierarchy. Therefore, countries with high power distance place more importance to power distribution in a hierarchy. An example of this power distribution can be how a person refers to a superior. Titles are used in countries with high power distance whereas people call each other on first name basis in countries with low power distance. This has implication on training and development as employees need to be trained on their communication when they are transferred to countries having a different power