ihrm chap 3 skp

8/19/2019 IHRM chap 3 SKP

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IHRM : Sustaining international

business operations

Chapter no. 3


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Approaches to staffing

• Factors affecting approaches to staffing – General staffing polic on !e positions at

hea"#uarters an" subsi"iaries

• $thnocentric• %olcentric

• Geocentric

• Regiocentric

– Constraints place" b host go&ern'ent – Staff a&ailabilit


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$thnocentric

• Strategic "ecisions are 'a"e at

hea"#uarters

•(i'ite" subsi"iar autono'

• )e positions in "o'estic an" foreign

operations are hel" b hea"#uarters*

personnel+ %C,s 'anage subsi"iaries


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%olcentric

• $ach subsi"iar is a "istinct national entit

-ith so'e "ecision'a!ing autono'

•HC,s 'anage subsi"iaries -ho aresel"o' pro'ote" to H/ positions

• %C,s rarel transferre" to subsi"iar

positions


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Geocentric

• A global approach -orl"-i"e integration

• 0ie- that each part of the organi1ation

'a!es a uni#ue contribution• ,ationalit ignore" in fa&our of abilit:

– 2est person for the ob

– Colour of passport "oes not 'atter -hen itco'es to re-ar"s4 pro'otion an"

"e&elop'ent


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Figure 3-1: Geocentric staffing requirements


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Regiocentric

• Reflects a regional strateg an" structure

• Regional autono' in "ecision 'a!ing

• Staff 'o&e -ithin the "esignate" region4rather than globall

– Staff transfers bet-een regions are rare


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Table 3-1: The advantages and disadvantages of usingPCNs, TCNs and CNs


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Figure 3-!: "eterminants of #$% a&&roaches and activities


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Reasons for international

assign'ents• %osition filling

– $g. S!ills gap4 launch of ne- en"ea&our4 technolog

transfer

• Manage'ent "e&elop'ent – 5raining an" "e&elop'ent purposes4 assisting in

"e&eloping co''on corporate &alues

• 6rgani1ational "e&elop'ent

– ,ee" for control4 transfer of !no-le"ge4 co'petence4

proce"ures an" practices


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5pes of international

assign'ents• Short ter'

– 7p to 3 'onths

•$8ten"e" – 7p to 9 ear

• (ong ter'

– 0aries fro' 9 to ears – 5he tra"itional e8patriate assign'ent


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,onstan"ar" assign'ents

• Co''uter assign'ents

• Rotational assign'ents

• Contractual assign'ents

• 0irtual assign'ents

'ome of these arrangements assist in overcoming the

high cost of international assignments but are notal(a)s effective substitutes for the traditional

e*&atriate assignment


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Figure 3-3: Factors influencing virtual assignments


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Roles of an e8patriate

• Agent of "irect control

• Agent of sociali1ation

• ,et-or! buil"er • 2oun"ar spanner

• (anguage no"e

• 5ransfer of co'petence an" !no-le"ge


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Figure 3-+: The roles of an e*&atriate


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5he role of none8patriates

• %eople -ho tra&el internationall et arenot consi"ere" e8patriates as the "o notrelocate to another countr

– Roa" -arriors4 globetrotters4 fre#uent fliers

• Much of international business in&ol&es&isits to foreign locations4 eg.

– Sales staff atten"ing tra"e fairs – %erio"ic &isits to foreign operations


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A"&.

• International business tra&elers cite the

positi&es as:

– $8cite'ent an" thrills of con"ucting business

"eals in foreign locations

– (ife stle ;top hotels4 "utfree shopping4

business class tra&el<

– General e8otic nature


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=isa"&.

• Ho'e an" fa'il issues – fre#uentabsences

• >or! arrange'ents – "o'estic si"e of

position still has to be atten"e" to• 5ra&el logistics – -aiting in airports4 etc.

• Health concerns – poor "iet4 lac! of sleep4

etc.• Host culture issues – li'ite" cultural

training


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Table 3-!: arious roles of cor&orate $

ihrm chap 3 skp

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