Impact of Cross-Cultural Training Programmes in Improving Employee Management in Malaysian Mncs

Abstract

Multinational companies (MNCs) are dedicated to enhancing their skills in managing expatriates on global assignments in order to succeed in global business. Keeping expatriates for overseas jobs is proving to be a challenge. Many people who are deployed on foreign assignments end up quitting their employment and going back home. One of the main reasons why expats don't adapt to their new surroundings is because they can't get into the local culture. MNCs' cross-cultural training (CCT) programs for overseas workers have therefore become crucial to the smooth running of their global operations. The impact of CCT on the several components of adjustment for expats in Malaysia and China is assessed in this research. The study polled 165 groups of foreign nationals now employed in Malaysia and China. Various culturally different trainings considerably effect on unique traits of foreigners' adjustment, according to the findings of this research. There is a discussion and identification of practical consequences. The efficacy and efficiency of foreign organizations is at the heart of the present cross-cultural dilemma in emerging nations. As a result, developing-world organizations are making great efforts to work together, learn, and absorb the culture of the host nation. An empirical examination of the impact of the three elements of cross-culture—managers' home country culture, managers' experience, and culture training—on organizational performance via adoption is the goal of this article, which is based on the underlying cross-cultural approach. The study's theoretical model and assumptions were put to the test with the use of survey data collected from foreign organizations operating in Malaysia. The data was then analysed using multiple linear regression and correlation coefficients.