Training and Development of the International US Executive

The international US executive in foreign assignments faces more obstacles than his counterpart for domestic assignments. He has to pursue better coping skills for： cultural, communication and language, self-capability, stress management, and adjustment issues in the foreign settings. Premature return can be obviated through improved pre-departure training and post-arrival mentoring. US expatriates who are selected for foreign assignments in culturally distant and operationally different countries have an especially important need for their development and training. The challenge to adapt and become functional and fluent in the local surroundings in a very short time is very difficult for the expatriate. The expatriate＇s strange and difficult-to-fathom foreign environment causes him to be anxious as he works hard to adjust and be effective. The obstacles of dealing with the different business customs, social etiquette, and language differences make it difficult for communication, operating environments, and building professional relationships in an appropriate manner. He has to deal with the strangeness and unfamiliarity during the initial period after his arrival in the foreign country. This is further compounded by the pressing need for him to show good performance and produce results in his foreign assignment. He struggles to adjust and to perform the technical aspects of his task.

Training and Development Strategies for Senior and Middle Level Managers with the Purpose of Learning Organizations

In the presence of dynamic organizational environment and a growing supply of‘knowledgeable employees’which require more professional managers to address their fast changing and increasing needs,senior and middle level managers are now required to keep up with the dynamic and learning environment more than ever.In order to train senior and middle level managers,the article has recommended four perspectives to encourage the development of learning manager.The first aspect for senior and middle level mangers is to integrate learning talents into their practices.The second point is to encourage managers to provide strong support for individuals and teams to develop a learning organization.The third point encourages learning managers and organizations to be composed into the culture of the organization.The last point advocates for more open and free dissemination of information and knowledge to be allowed within an organization.

Talent Management to Support the Transformation of Human Resource

This paper discusses talent management to support Human Resource （HR） tranformation and analyzes the role and the function of Human Resource Management （HRM）, how it is expected to be in the future for any organization. The discussion about the relation between HRM, talent management/talent pool, training and development, and HR preparation for leader＇s candidates （succession） required by every organization to maintain its existence and competitive advantage, is raised in this paper, using literatures/content analyzes and descriptive explanation. Based on the analysis, HRM in the future should be involved more directly in overall people-related business process in order to support the competitive advantage of organization. The role of HRM is no longer limited to the administration, but has shii^ed into a strategic partner and change agent. Talent management can be applied to the fields of business and education in order to achieve superior performance. Appropriate talent management can be used as a strategy to improve organizational performance. Talent management application that is consistent with the goals, strategies, and values of the organization will provide a positive impact on organizational performance.

Competitive Advantage: A Study of Saudi SMEs to Adopt Data Mining for Effective Decision Making

It is very important for organizations to develop a competitive advantage for long-term survival in the market. For this purpose, the main objective of the study was to assess the role of data mining and employee training & Development to gain a competitive advantage. Moreover, the mediating role of personnel role and knowledge management is also assessed in the present study. The data in the present study were collected from the employees of SMEs in KSA using convenient sampling. The response rate of the study was 58.36%. For the analysis of the collected data, the study used PLS 3.2.9. The findings of the study reveal that data mining and training and development plays an important role for organizations to gain a competitive advantage through Knowledge management and personnel role. The findings of the study fill the gap of limited studies conducted regarding SMEs of KSA to gain a competitive advantage. The findings of the study are helpful for the policymakers of SMEs around the globe.

Comparative Analysis of Human Resource Develop- ment between Different Countries under the Vision of Competition

Based on a literature review from English language journals related to the field of human resource development(HRD),the conceptual framework for this study was derived from the models developed by American Society for Training and Development(ASTD)for HRD practice.This study compared and analyzed the similarities and differences in HRD roles,key work dimensions,and practitioner competencies through the competitive vision of different countries,including China,US,UK,Germany,Japan,India,Singapore,and Korea.This comparative study not only described the HRD position of Chinese enterprises under the international HRD coordinates but also indicated how these differences inspire HRD in China.