Khezzar, NedjelaBouras, Ahmed2018-01-102018-01-102015http://hdl.handle.net/123456789/413"People's minds are like parachutes - they only function when they are open " Sir James Dewar (1842-1923) Scientist This Research addresses the inadequacy of the literature of International Human Resource Management (IHRM) explaining expatriation in developing countries and, in particular, in Algeria. A key reason for the return of expatriates before the official end of their foreign assignment is the uncertainty and frustration resulting from poor cross-cultural adaptation. The literature provides this general, normative view without much to say about the interpersonal conflict expatriates experience in the workplace abroad causes by cultural differences. Building on these arguments, this research investigates the different types of training that are provided to the western expatriates and their family members whilst on international assignments in Algeria as antecedents to their adjustment and performance in the host country. This research study advences our understanding about expatriate management, in particular, the nature of cross-cultural management in Algeria involving Western expatriate and Algerian host national manager, the important features of adjustment for expatriates living and working there, and the type of training which will assist them to adjust and to work successfully in this North African environment. Qualitative and quantitative data on each issue was gathered during in-depth interviews in Algeria, using structured interview schedules, with 55 expatriates and 31 host national managers drawn from a cross-section of functional areas and organizations. The inability of the spouse and/or family to adapt to Algeria is identified as a major reason for expatriate assignments to fail, though the causes have less to do with living away from family and friends, than with Algeria environment. The adjustment of expatriate managers is facilitated by a strong orientation towards career development and hard work, possession of technical professional expertise, and a willingness to engage in a process of continuous 'active learning' with respect to the host national society and culture. This thesis reviews previous research undertaken in this area and highlights the need for this study and the benefits this study can offer. The novelty about this study is adding to a limited literature in the field of human resource management in my chosen geographical area which is Algeria. Although there are empirical studies that have been done abroad with regards to the issues of expatriates, a limited amount has only covered the North African settings and specially Algeria. Many studies have been conducted on multinationals, but only few have relevance to the North African setting, none of the studies has ever investigated deeply the importance of understanding Islamic culture and the underlying implications to multinational business in Algeria. Literature on HRM in the Maghreb is an III emerging area. At present there is a limited literature specifically focusing on cultural issues within MNCs in the Maghreb. The research will provide a contribution to this emerging literature as well as produce a set of data that could be beneficial to both the academic community and multinational companies operating in the region. The novel about this study is to find out the best model that will be useful for the managing international staff in Western MNC operating in Algeria. A four-part model of management training suitable for Algeria is derived from the study data it consists of a pre-departure briefing, post-arrival cross-cultural training and language training and in how to communicate more effectively in English with non-native speakers. The research contributes to the fields of international human resource management and also has key messages for policy makersenCross-cultural : managementManagement : (Algeria)Other