surroundings. When workers arrive at a strange environment, they will feel confused or emotional immature. Some even lack necessary skills to adapt the new culture. At this time, proper mentoring will give workers great support and help them adapt more quickly. Secondly, proper mentoring will help workers work more efficiency and can accomplish their assignments on time. According to Beaman’s research, thirty to fifty percent of those who do complete the assignments are considered to be ineffective or only marginally effective by their International assignments often fail due in large part to this lack of structure.【9】A successful mentoring programs is the programs that give support both to workers and their families. On the one side, the pressure comes from their families; on the other side, workers can learn more about their families, they can work without any burden.
A mentoring programme should be made according to different demands of different stage. Mezias and Scandura (2005) propose that expatriates would benefit from several concurrent mentors with diverse competencies to assist with the many issues inherent in working in another culture.【7】After the engineers arrive in Mexico, a mentoring manager should give a guide about adjustment of cultural changes and work role. After engineers adapt their conditions, the mentor should be focused on the security and healthy issues. Then the mentoring manager should be more concerned with their own reclamation. Finally, the mentor manager should pay more attention to engineers’ career development. if they have little motivation to develop meaningful mentoring relationships with host country nationals, through training and other organizational efforts (e.g. leadership, rewards; see Baruch and Altman, 2002; Baruch et al., 2002), these obstacles can be overcome.
Conclusion
Through the improvements for the current approach to predeparture, engineers have great promote in many aspects. They can adapt the working
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and living conditions in Mexico. Moreover, they can be healthier and safer. A mentoring programme also supports the development of the international assignees after they have take up their assignments in Mexico.
Reference
[1] Closing the Gulf-preparing US executives for assignments in Mexico [2] Noe, R. (2004). Employee training and development. Boston, MA: McGraw-Hill.
[3] Cox, T. (1993). Cultural diversity in organizations: Theory, research and practice. San Francisco: Berrett-Koehler
[4] Brislin, R., & Yoshida, T. (1994). Intercultural communication training: An introduction. Thousand Oaks, CA: Sage.
[5]
Rita Bennett, Anne Aston, and Tracy Colquhoun, CROSS-CULTURAL
TRAINING: A CRITICAL STEP IN ENSURING THE SUCCESS OF INTERNATIONAL ASSIGNMENTS
[6] Mentoring Strategies – Global Mentoring October 2006 Sponsored by Menttium
[7] Mezias, J.M. and Scandura, T.A. (2005), “A needs-driven approach to expatriate adjustment and career development: a multiple mentoring perspective”, Journal of International Business Studies, Vol. 36 No. 5, pp. 519-38.CDI10, 6/7 534
[8] Baruch, Y. and Altman, Y. (2002), “Expatriation and repatriation in MNC: a taxonomy”, Human Resource Management, Vol. 41 No. 2, pp. 239-59. [9]Karen V. Beaman, Human Capital Management in the Global Economy (2002),
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