Literature Review of Recruitment and Selection in International Human Resource Management
Literature review of Recruitment and Selection in International Human Resource Management
Introduction
Staffing is one of the main functions on Human Resource Management, refer to International Human Resource Management perspective, staffing will be more important on the managing by the headquartered company to their subsidiaries in order to gain more competitive advantage for them. As a company want to achieve the mind of globalization, they must choose a suitable staffing approach in order to doing business successfully not only in the domestic also in the international environment. Maral Muratbekova-Touron (2008) stated that “One of the main issues facing the development of the global companies has always been to find the right balance between the local autonomy between subsidiaries and the control of the corporate headquarters.”, it related to how the company recruit and select their staffs in their subsidiaries. In the present paper will concentrate on the international staffing approaches in global companies, and there has four different approaches to managing and staffing their international subsidiaries. The following literature reviews will attempt to explain that four approaches and point out what is the advantage and disadvantage of each approach in the internationalization process of the company.
Approaches to Managing and Staffing Global Subsidiaries
In research text book by Ball, et al. (2008), it was explained these four approaches in detail, they are Ethnocentric approach, Polycentric approach, Geocentric approach and Regiocentric Approach. Ethnocentric approach is related to the company employing and promoting the Parent-country nationals (PCNs) in their subsidiaries which the employee are the citizen of the nation in the parent company; Polycentric approach is related to employing and promoting the Host-country nationals (HCNs) in their subsidiaries which the employees are the citizen of the nation in the operating subsidiaries;
Introduction
Staffing is one of the main functions on Human Resource Management, refer to International Human Resource Management perspective, staffing will be more important on the managing by the headquartered company to their subsidiaries in order to gain more competitive advantage for them. As a company want to achieve the mind of globalization, they must choose a suitable staffing approach in order to doing business successfully not only in the domestic also in the international environment. Maral Muratbekova-Touron (2008) stated that “One of the main issues facing the development of the global companies has always been to find the right balance between the local autonomy between subsidiaries and the control of the corporate headquarters.”, it related to how the company recruit and select their staffs in their subsidiaries. In the present paper will concentrate on the international staffing approaches in global companies, and there has four different approaches to managing and staffing their international subsidiaries. The following literature reviews will attempt to explain that four approaches and point out what is the advantage and disadvantage of each approach in the internationalization process of the company.
Approaches to Managing and Staffing Global Subsidiaries
In research text book by Ball, et al. (2008), it was explained these four approaches in detail, they are Ethnocentric approach, Polycentric approach, Geocentric approach and Regiocentric Approach. Ethnocentric approach is related to the company employing and promoting the Parent-country nationals (PCNs) in their subsidiaries which the employee are the citizen of the nation in the parent company; Polycentric approach is related to employing and promoting the Host-country nationals (HCNs) in their subsidiaries which the employees are the citizen of the nation in the operating subsidiaries;
Bibliography: Maral Muratbekova-Touron, (2008) "From an ethnocentric to a geocentric approach to IHRM: The case of a French multinational company", Cross Cultural Management: An International Journal, Vol. 15 Iss: 4, pp.335 – 352 Ball, McCulloch, Geringer, Minor, McNett, (2008) International Business: the challenge of global competition 11th edition pp.542 – 550 Kathy Monks, Hugh Scullion, Jane Creaner, (2001) "HRM in international firms: Evidence from Ireland", Personnel Review, Vol. 30 Iss: 5, pp.536 – 553 Brewster, C. (1988), The Management of Expatriates, Cranfield School of Management, Cranfield, Human Resource Research Centre Monograph Series, No. 2, . Norma D’Annunzio-Green, (1997) "Developing international managers in the hospitality industry", International Journal of Contemporary Hospitality Management, Vol. 9 Iss: 5/6, pp.199 - 208 Christoph Dörrenbächer, Mike Geppert, (2010) "Subsidiary staffing and initiative-taking in multinational corporations: A socio-political perspective", Personnel Review, Vol. 39 Iss: 5, pp.600 – 621 Banai, M., Reisel, W.D. (1999), "Would you trust your foreign manager? An empirical investigation", Journal of International Human Resource Management, Vol. 10 No.3, pp.477-87. Farrokh Safavi (1991) Journal of Management Development, Vol. 18 Iss: 1 Timothy Dean Keeley (2001), International human resource management in Japanese firms: their greatest challenge pg. 225