Organizational Diversity, Culture, and Globalization

Organizational Diversity, Culture, and Globalization

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Today’s global economy requires having a workforce that is aware of world ways. This is why companies are sending employees abroad on assignments. While these assignments are costly, most companies get weak results. This paper recommends selecting right expatriates, establishing expatriate cross-cultural orientation programs, and establishing expatriate counseling programs for successful expatriation programs.

First, the sending countries should select the right expatriate employees. The employees should not only have technical skills, but also cross-cultural skills. They should have the ability to adjust to cultural differences. According to Hofstede’s five dimensions, cultures have differences (Bergiel et al., 2012). Understanding these differences is crucial for successful programs. For example, expatriates in Japan, with a higher power distance index, should expect a slow decision-making process due to an extremely hierarchical system.

Second, they should establish an expatriate cross-cultural orientation initiative. Through this program, expats will be equipped with cross-cultural skills. These skills will enable them as well as their families to have a successful transition from their culture to the new one (Bonache et al., 2001). The program should equip them with tools to effectively function in the new culture.

Third, both organizations should establish an expatriate employee counseling program. The program should be available in both countries. The training should enlighten the employees on what to expect in their new environment (Đorđević, 2016). Also, they should be enlightened about what to expect upon repatriation. This is considering that by the time they are coming back, the home environment will be different. For instance, expatriate experience may have changed them to long-working hours which is not the norm at home (Bergiel et al., 2012).

By selecting expatriates with cross-cultural skills, establishing an expatriate cross-cultural orientation program, and establishing an expatriate employee counseling program, organizational success metrics will be impacted positively. Employees will be more satisfied which has a positive impact on commitment and retention. For example, Monsanto was able to reduce turnover by preparing expatriates for repatriation (Cascio & Aguinis, 2011). Eventually, both organizations will experience improved productivity.


Bergiel, E., Bergiel, B. & Upson, J. (2012). Revisiting Hofstede’s Dimensions: Examining         the Cultural Convergence of the United States and Japan. American Journal of          Management, 12(1), pp 69-79.

Bonache, J., Brewster, C. & Suutari, V. (2001). Expatriation: a developing research agenda.   Thunderbird International Business Review, 43 (1), pp 3-20.

Cascio, W. F., & Aguinis, H. (2011). Applied psychology in human resource management             (7th ed.). Upper Saddle River, NJ: Prentice Hall.

Đorđević, B. (2016). Impact of national culture on international human resource           management. Economic Themes, 54(2), 281–300.