9.A firm that adopts a polycentric approach to staffing is likely to suffer from cultural myopia. Show Get answer to your question and much more AACSB: AnalyticBlooms: UnderstandDifficulty: 2 MediumHill - Chapter 19 #9Learning Objective: 19-02 Identify the pros and cons of different approaches to staffing policy in international business firms.Topic: Staffing Policy10.Firms may choose an ethnocentric approach to staffing as opposed to a polycentric approach becauseof the cost savings it promotes. Get answer to your question and much more AACSB: AnalyticBlooms: UnderstandDifficulty: 2 MediumHill - Chapter 19 #10Learning Objective: 19-02 Identify the pros and cons of different approaches to staffing policy in international business firms.Topic: Staffing Policy11.A geocentric staffing policy seeks the best people for key jobs throughout the organization, regardlessof nationality. Get answer to your question and much more AACSB: AnalyticBlooms: RememberDifficulty: 1 EasyHill - Chapter 19 #11Learning Objective: 19-02 Identify the pros and cons of different approaches to staffing policy in international business firms.Topic: Staffing Policy12.A geocentric approach tends to weaken local responsiveness. Get answer to your question and much more AACSB: AnalyticBlooms: UnderstandDifficulty: 2 MediumHill - Chapter 19 #12Learning Objective: 19-02 Identify the pros and cons of different approaches to staffing policy in international business firms.Topic: Staffing Policy Human resource management (HRM) the activities an organization carrier out to utilize its human resources effectively. Firms need to ensure that there is a fit between their human resources practices and strategy. What is the strategy role of HRM in international firms ~HRM can help the firm reduce the costs of value creation and add value by better serving customer needs ~HRM must also determine when to use expatriate managers. those who work in a country other than their home country concerned with the selection of employees who have the skills required to performance a particular job. can be used a tool to develop companies culture organizations norm and value system. three main approaches to staffing policy ~ethnocentric approach ~Polycentric approach ~geocentric approach fill key management positions with parent-country nationals Why choose an Ethnocentric staffing policy ~lack of qualified individuals in the host country to fill senior management positions. ~best way to maintain unified corporate culture ~value can be created by transferring core competencies. limits advancement opportunities for host country national can lead to cultural myopia recruit host-country nationals to manage subsidiaries in their own country and parent-country nationals for positions at headquarters Why choose Polycentric staffing policy ~makes sense for firms pursuing a localization strategy. ~lower cultural myopia ~may be less expensive to implement than an ethnocentric ~host country nationals have limited opportunities to gain experience outside their own country ~gap can form between host-country managers and parent-country managers seek the best people, regardless of nationality, for key jobs. Why choose Geocentric staffing policy ~consistent with building a strong unifying culture and informal management ~makes sense for firms pursuing a global or transnational strategy ~enables the firm to make the best use of human resources ~builds a group of international executives who feel at home working in a number of different cultures. ~can be limited by immigration laws ~costly to implement What firms strategies would use expatriate managers? ethnocentric and geocentric the premature return of an expatriate manager to the home country. Main reasons for US expatriate failure are ~inability of an expatriate spouse to adapt ~manager's inability ~other family-related reasons ~manager's personal or emotional maturity ~mangers inability to cope with larger overseas responsibilities. Reason for European expatriate failure ~inability of the manger's spouse to adjust Main reasons for Japanese expatriate failure ~inability to cope with larger overseas responsibility ~Difficulties with the new environment ~personal or emotional problems ~a lack of technical competence ~inability of spouse to adjust Four dimensions that predict expatriate success ~ Self-orientation- expatriates self esteem, self confidence, and mental well being ~ Others-orientation- ability to interact effectively with host country nationals ~ Perceptual ability- ability to understand why people of other countries behave the way they do ~ Cultural Toughness- ability to adjust to the posting maybe the fundamental attribute of a global manager. often acquired early in life. Training can reduce expatriate failure Cultural training - fosters an appreciation for the host country's culture Language training- an exclusive reliance on English diminishes an expatriates ability to enact with host country nationals Practical training - helps the expatriate and expatriates family ease into day to day life in the host country how should Expatriate be evaluated? both host-nation and home-office managers evaluate the performance of expatriate managers. home country mangers tend to rely on hard data when evaluating expatriates host country managers can be biased towards their own frame of reference How can performance appraisal bias be reduced? ~more weight should be given to an on-site managers appraisal than to an off-site managers appraisal ~former expatriate from location be involved in the process ~home office managers should be consulted before an on-site manager completes a formal termination evaluation two key issues on compensating expatriates ~how to adjust compensation to reflect differences in economic circumstances and compensation practices ~How to pay expatriate managers How Should Expatriates Be Paid? Most firms use the balance sheet approach - equalizes purchasing power across countries so employees have the same living standard in their foreign posting as at home Compensation package has 5 components ~base salary ~Foreign service premium ~Various allowance ~Tax differentials ~benefits normally in the same range as the base salary for a similar position in the home country. can be paid in home or local currency extra pay the expatriate recieves for working outside his country of origin. generally offered as an incentive to accept hardship, housing, cost-of-living, education may have to pay income tax to both the home country and host country government when no reciprocal tax treaty exists. company usually covers extra teax assessments many firms provide the same level of medical and pension benefit abroad that employee receive at home What are the concerns of Organized labor ~multinational can counter union bargaining power by threatening to move production to another country ~Multinational will farm out only low-skilled jobs to foreign plants making it easier to switch production locations ~Multinational will import employment practices and contractual agreements from their home countries and reduce the influence of unions. Organized labor has responded to the increased bargaining power of multinational corporations ~trying to set up their own international organization ~lobbying for national legislation to restrict multinational ~trying to achieve regulations of multinationals through international organizations, such as the United Nations. What is an advantage of a polycentric staffing approach?The polycentric approach is a strategy hiring managers can use when choosing team members for an international location. This approach has the benefit of alleviating the process of adjusting for team members from the parent company's location.
What is the difference between an ethnocentric and polycentric staffing approach?Ethnocentric approach is used in MNC's having international strategic orientation while polycentric approach maintains employees from the same area, ethnocentric involves sending employees from the home or parent countries to the host country.
Which of the following is a drawback of the polycentric approach to staffing?Which of the following is a drawback of the polycentric approach to staffing? Host-country nationals have limited opportunities for advancement beyond senior positions in their subsidiary.
What is a polycentric staffing strategy?'Polycentric staffing' is an organizational structure wherein foreign subsidiaries are locally managed by host-country nationals while corporate positions are likewise filled with home-country nationals.
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A polycentric approach may be less expensive to implement, reducing the costs of value creation.
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