International Training and Management Development Policies and Practices of South Korean MNEs in China

Abstract

International training and management development has to date received little research attention. This study aims to contribute to the international human resource management literature by empirically exploring international training and management development policies and practices for both expatriates and host-country nationals (HCNs) of South Korean multinational enterprises (MNEs) operating in China. The data for this study were collected through in-depth interviews with both HCN managers and expatriate managers of 10 Korean MNEs. The results show that in our sample, South Korean MNEs provide expatriates with inadequate and low-rigor predeparture cross-cultural training and leadership training. However, the sample MNEs provide extensive predeparture and postarrival language training and regular postarrival technical and professional training. On-the-job training is provided mainly to HCN production workers in order to improve productivity and work safety. Selected high-performance HCN middle managers and employees are sent back to headquarters for training. This, however, is not regarded for career development but for rewarding good performance. The sample South Korean MNEs pay little attention to management development for both expatriates and HCNs. Consequently, this has a negative effect on employees' organizational commitment and retention.