Managing International Staff

2990 Words Jun 24th, 2015 12 Pages
TOPIC 1
INTERNATIONAL STAFFING IN A MALAYSIAN MULTINATIONAL ( PROTON )

MANAGING PEOPLE IN MULTINATIONAL ORGANISATIONS TBS 981
MASTER OF INTERNATIONAL BUSINESS
SYDNEY BUSINESS SCHOOL – INTI CAMPUS

PREPADED BY: Yeow Sin Kah (4785149)
LECTURER: Dr. Peter McLean
SUBMISSION DATE: October 19, 2014

Executive Summary
This report examines and evaluates various topics concerning the difficulty of international staffing. We aim to provide a holistic guideline and report that can aid and assist Proton in their staffing selection of selecting either a Malaysian expatriate or a Chinese local to be operations manager for Proton’s new factory in China.
We anticipate that it is by having the significant understanding on the overall issue
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Thus if this approach is to be adopted by Proton in the case of hire a Malaysian expatriate as the operation manager to run Proton’s factory in China, Proton’s International HR Manager holds the full responsibility to make sure the successful recruitment of the best-fit candidate. The operation manager should be someone handpicked internally due to their job knowledge and deep understanding of Proton’s history, structure, policies and procedures. Nonetheless, Proton has to be aware that in ethnocentric approach, large amount of industry expert and senior management would be all from PCNs, there won’t be much room of promotions for Host country nationals (HCNs) to HQ. This could potentially produce resentment in host country which leads to cultural myopia.

2.2 Polycentric Approach
MNCs that adopt polycentric staffing approach would appoint HCNs to manage the subsidiaries and PCNs would hold key HQ positions. Best part would be, this approach not only help alleviates cultural myopia, it is also relatively inexpensive if compare with hiring an expat.
Having said that, if Proton if to adopt this approach and hired a local Chinese as the Operation Manager to run the factory in China, this would reduce a lots of cost with regards to managing the Malaysia expatriate on his/her salary, travelling and relocation expenses. This is due to the facts that China’s manpower cost are much more cheaper if company to
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