Advantages Of Polycentric Staffing

International organizations will have to integrate the culture’s values in which they are working in. Other countries norms may not fall under the assumption that employees can seek responsibility. There are countries who view their leadership as royalty and that norm carries over to their business. Management and employees may not be able to socialize as easily as American based business. This would create a gap in the employee’s ability to integrate their creativity and use their imagination. Countries like China, who have multiple factory “sweatshop”

Competing in global markets entail many factors and centralization of its human resource practices is certainly vital to improve global competitiveness and empower employees for global assignments. To achieve success in global marketplace, the challenge of all businesses regardless of their size is to understand global corporate cultural differences and invest in human resources which includes selecting and retaining talented employee, training and development whilst encouraging employees to be innovative and creative. Employees selected to work in foreign locations should be prepared beforehand with adequate cross-cultural training. For an organization to be successful in the international marketplace, it must be concerned with this fit from both an internal and

Our business unit is preparing for global growth, with our first international deal closing in New Zealand. Several of the major challenges we face are balancing ‘business as usual’ with preparing for international expansion (including hiring internationally, sourcing new offices) and preparing staff for potential re-deployment. Although I agree with the approach discussed in (Kramar, et al., 2014), in which finding local nationals is a more viable option.

Performance criteria and goals are best established by combining the values and norms of each local environment with the home-office’s performance standards. An individual country profile should be developed and should take into account the foreign subsidiary’s environment. This profile should be used to review any factors that may have an effect on the expatriate employee’s performance. Such factors include language, culture, politics, labor relations, economy, government, control, and communication.

Kelley described mobility agreements, where employees must agree to move. Geographical considerations are common with government agencies and global organizations, and “many companies struggle with the problem of how to incorporate geographical regions into their structures (Robbins and Judge, 2009, p. 541). One potential solution to the resultant stressors from geographical coverage is to implement a boundaryless organization structure. Boundaryless organization structures provide a potential solution because they consider geography challenges of “more of a tactical, logistical issue than a structural one” (Robbins & Judge, 2009, p. 541). Robbins and Judge (2009) define a boundaryless organization as one that has “limitless spans of control” (p.

Today, as businesses hire white-collar workers abroad, similar opportunities will abound for those ready to change and grow. As in earlier eras, the capital accumulation made possible by the increased efficiency and specialization at American companies will fuel demand for employees with new skills, such as managers able to integrate a company's activities across countries and cultures.

The steps used in the process of establishing guiding principles and rules for staffing purposes within global organizations are extensive and time consuming. They are necessary, however, in order to ensure strategies, practices, and tools are implemented properly throughout all areas of a global organization. Global organizations are not independent businesses located in different countries, rather they use resources from one part the organization to create competitive advantages in other areas (Ryan, Wiechmann, & Hemingway, 2003). One of the first steps in the process in designing global assessments is determining the objectives (Scott & Reynolds, 2010). This will involve gathering information about what an organization seeks to achieve with

Working for respectable companies based in America and Great Britain can carry wonderful benefits. The Human Resource Department must give attractive packages to appeal to skilled workers when expanding outside of the US. Bridging the gap when salaries are not as attractive can be achieved by providing other befits like healthcare, covering the cost of additional educational expenses for employees, tuition cost for children. Benefits become expensive when working with scores of people nationally and internationally. Human Resource Management plans for these types of expenses based on location and country the organization will be expanding to, overhead cost must not exceed what the organization can afford. As the organization began recruiting members of the team, it is vital to have the correct personnel be hired. Hiring the wrong people for the job can be very costly. Starting with the leadership team who will be expected to train and ahead of time to be prepared to work with others in a new setting. With conflicts breaking out around world knowing who the company is working with cannot be taking lightly. Knowing who the stakeholders are and who the company adversaries are can save money and lives. Decisive leadership in an international context is essential to high productions and partnerships globally.

For instance: “Thus, U.S. managers often have relatively little difficulty doing business in England, because managers in both countries speak the same language, and a common framework exists for understanding both commercial and personal relationships”( DeNisi & Griffin, 2014, p. 56). However, this can open a can of worms if both the in house management and the business country are having issues with the foreign country such as Canada or India; to name a few. These differences can alter the direct business practices to stray from its original format, causing misunderstandings, personal norms, and certain customs to play a major role in the misfortune of the situation being evaluated. “As a result of these and myriad other cultural differences, then, managers may encounter unexpected complexities when doing business in countries where these sort of cultural differences exists” (DeNisi & Griffin, 2014, p. 56).

The ethnocentric staffing policy approach chooses United States as top ranking employees international operations. We will give executive positions to US citizens located in the manufacturing state of Tamaulipas, Mexico. The main advantage of this staffing approach is that it allows the EcoPlay! to make sure that the people in the top positions are experienced in the business of the manufacturing industry. This is because the people in the host country, Mexico, does not have enough skilled workers for staffing top positions in the industry. The ethnocentric staffing policy approach is also employed to make certain the culture of the entire industry is unified rather than diversified. The problem we might encounter with this approach is that

Human resource management functions in multinational companies are incredibly complicated by the need to adapt policies and procedures related to personnel, to differences between the countries, which is one of the branches. In particular, the countries cultural differences, differences in economic development and legal systems may require an international company adaptation programs of hiring, firing, training and remuneration for

Managing HR in MNC is different from the way the HR is being managed in the country, According to Morgan (1986) there are three factors that differentiate between IHRM and domestic HR: First, the countries of operations such as the -country where a subsidiary may be located, the host-country where the subsidiaries are located, and other countries. Second, the different types of employee, in international environment the HR management have to deal with the host-country nationals (HCNs), expatriates or home-country nationals (PCNs) and third country nationals (TCNs), for example if L’Oreal hired an Indonesian employee in their Indonesian subsidiary the employee is a HCNs, and when manager from L’Oreal Headquarter in France came to work in Indonesian subsidiary the manager is a PCNs, and if L’Oreal employs manager neither from Indonesia nor France to work in their Indonesian subsidiary the manager is TCNs. Third, is the way HR practices (eg. staffing, compensation, training, and etc) are conducted. Although IHR practices seems to have the same activities as domestic HR, in IHR the manager will be dealing with different environment and diversity of employees from different cultural background. Moreover, as mentioned earlier dissimilarities between domestic and international HR management mostly due to profound differences between host and home countries in term of culture,

Briscoe D., Schuler R., Tarique I., (2011). Internatonal Human Resource Management : Policies and Practices for Multinational Entreprise.

We lived in an era of multinational companies and a large proportion of large companies hold under their portfolios several branches in different cities and countries. The knowledge of professional employees is converted into in a valuable asset for these companies and the relocation of key individuals turns

Face to those options and wide resource, the managers in global enterprises have particular concern about the employees’ ability to disseminate knowledge and innovation throughout their global operations . The use of expatriates has seemed to be a logical choice for staffing, while the use of parent-country nations seems to be most appropriate in some specific situation . Some other global enterprises also prefer integrate the expatriates and local human resource. Nevertheless, each procedure has both advantage and disadvantage.