Globalization, a phenomenon that is referring to the increase of trade market and the financial integration of the world economy, has been increasing during the last decades. The increasing rate of the world trade market has been impressive. Business globalization started and cannot be stopped; the businesses, firms, and industries that have a clear understanding of the new business rule in the world economy will succeed, the rest will fail ( Adler & Gbadar, 1990). It is very well know today that human resources play an essential role in the successful implementation of strategy in multinational corporations. For that reason human resources development is crucial and human capital must be allocated carefully.
The consequences of insufficient cross-cultural understanding in international business can clearly be observed in the rate of premature return of expatriates, and in the substantial rise of the failure cost. Analysis of the importance of cross-cultural training and its effectiveness has demonstrated that it is wrong that organizations believe that the training is neither necessary nor effective (Black & Mendenhall, 1989).
The success of the expatriates depend on the training that the organization offers them in order to be prepared for their life and work abroad. The most important characteristic of expatriate training is cross-cultural training (CCT) (Alrawi, 2008). Cross-Culture Training instructs expatriates not just to work but also to live in a different culture, which is much more challenging than just handling a new job. Technical ability and managerial skills are some of the characteristics that expatriates need to be successful, but they also require cross-cultural abilities that empower them to function in a new environment, which includes cultural empathy, diplomacy, language ability, positive attitude, emotional stability, and maturity (Scullion & Starky, 2000). Some companies sort out managers from throughout their worldwide organization. This strategy is used in order to develop an integrated, global organization through the international career growth of elite managers and, by defect, the creation of a global core of executives
Global managers are developed and they need to have the global awareness of the multinational enterprise and the diplomacy to local culture and knowledge of local conditions such as labor relations and laws. Management development activities could be housed in corporate or global headquarters with local, regional, and other HR units assisting in program design and delivery (Schuler et al., 2002). In the future more research needs to be done in this area. HR management:Training & development
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