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What are the particular challenges facing women expatriates working for MNCs What if anything should multinationals do to amend their HR policies and practices to encourage more women to pursue an international career Essay Example

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What are the particular challenges facing women expatriates working for MNCs What if anything should multinationals do to amend their HR policies and practices to encourage more women to pursue an international career

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As well as environmental diversity remains an essential issue in International human relations with one of the major dimensions being masculinity versus femininity.Companies have various reasons for hesitation when sending women on international assignment among the reasons is the belief that foreigners are prejudiced against women and that female leaders would not be successful. Moreover, dual-career issues are inseparable as well as the concern for female physical safety because of the dangers that may be involved in travelling to underdeveloped nations. As well, MNC consider the isolation as well as loneliness that may be associated to an expatriate assignment. The frequent reason companies offer for hesitating to send female managers on international assignments include foreigner prejudice against women that make the women ineffective as expatriate managers. The main reason for selecting males over females is linked to the needs of the business that mainly involves avoiding a costly failure and promoting as well as optimizing competitive viability of business abroad. The main reasons for selecting men over females include the presence of strong cultural restrictions regarding the role of women in international business setting as well as the predominance of men in international business interactions. Moreover, other reasons include the great numbers of qualified males for international assignments and relative inability of females to adapt to challenging requirements present in foreign assignments. As well, hesitation by MNC to send women on international assignment is justified by the great vulnerability of females to the aggressive nature within foreign business environment that is dominated by males (Linehan & Scullion, 2001). Glass ceiling offers a stereotypical description of assumption by domestic senior management regarding women as managers and their suitability, availability and preferences for international assignments (Joshua-Gojer, n. It has been shown that women face barriers to their advances in organizations, barriers that do not exists for their male counterparts because many women hit the glass ceiling as they navigate the managerial hierarchy. Although, the metaphor regarding glass ceiling may be misleading, various counterproductive layers have influence on women seeking international assignments like tradition, socialization and negative stereotype that hinder development to senior managerial positions. Some of the

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References

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Harris, H (2002) ‘Think international manager, think male: why are women not selected for international management assignments? ‘ Thunderbird International Review, 44 (2) 175-203.

Harzing, A-W and Pinnington, A H (2011) International Human Resource Management, 3rd edition, London: Sage, chapter 3. ‘Culture in International Human Resource Management’, Romani (79 – 118).

Joshua-Gojer, A. (n.d). Women Expatriates: Why are there so few in the workplace? Available at: < http://txcdk.unt.edu/sites/default/files/Women%20Expatriates_Edited.pdf> [4 March 2014]

Linehan, M. & Scullion, H. (2001). Challenges for female international managers: evidence from Europe. Journal of Managerial Psychology, Vol. 16 No 3, pp. 215-228.

Mariano, S., Mohamed, M., & Mohiuddin, Q. (2011). The role of expatriates in MNCs knowledge mobilization. Bingley, UK, Emerald.

Minter, R. L. (2008). Preparation of expatriates for global assignments: revisited. Journal of Diversity Management, 3(2), 37-42.

Ravasi, C., Salamin, X., & Davoine, E. (2013). The challenge of dual career expatriate management in a specific host national environment: An exploratory study of expatriate and spouse adjustment in Switzerland based MNCs (No. 447). Faculty of Economics and Social Sciences, University of Freiburg/Fribourg Switzerland.

Styven, N. M, & Meijer P. (2002). Female Expatriate Managers-Why so Few? Available at: http://epubl.ltu.se/1404-5508/2002/033/LTU-SHU-EX-02033-SE.pdf

Vance, C., & Paik, Y. (2011). Managing a global workforce: challenges and opportunities in international human resource management. Armonk, N.Y., M.E. Sharpe.

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