Staffing Women as International Managers
Abstract
Companies with large expatriate population most often use international assignments for early career development or training, whereas companies with fewer than 250 expatriates use them mostly to fill a senior management position. There are increasing numbers of female domestic managers, particularly in Canada and the United States, and this means more of these women candidates for foreign assignments. Many international firms want their top executives to have international experience. This implies that if women are to reach the top they need to accept expatriate assignments. Many international organisations are concerned about assigning women to countries like Japan where there is likelihood that they would not be well accepted by male counterparts. Social psychology studies explore the role of individual values in perpetuating discrimination in selection through the use of schema and stereotyping. Such studies suggest that individual selectors develop schemata of 'ideal job-holders' and use them as a yardstick against which all prospective candidates are measured during the process of selection. In groups where there is dominance of one gender, job-holder schemata are likely to be gender-typed. An 'open' system is one in which all vacancies are advertised, anyone with appropriate qualifications and experience may apply, and a 'closed' system is one in which selectors at corporate headquarters nominate 'suitable' candidates to line managers who then have the option of accepting or rejecting the offer.
Keywords: Expatriate, Discrimination, Employment, Foreign assignments, Managers, Competent, International, Effectiveness, Formal/ Informal system, Open/Closed system.
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