Week 11: Global mobility and people management
22 November 2022 15:10
GLOBAL MOBILITY
- Globalisation
Growth world trade and FDI
GLobal and integration
Interconnectedness
- International mobility: vital part of global business strategies.
- Competitive advantage: through combining competencies and capabilities
INYERNATIONAL STAFFING
Typology of processes (framework), how to manage international staffing:
- Ethnocentric: PCN (Parent country national)
Strategic decisions at HQ
Subsidiaries with limited autonomy
All key jobs filled by HQ staff
Nationals in parent country, expatriates...
+ Simple, clear employent structure
+ staff employed on similar format (contracts) HOME COUNTRY
-Potential resistance to HQ
-Cultural difference
-Limit growth and success unless in HQ
POLYCENTRIC: HCN (Host country national) staffing
- Each subsidiary a distinct national entity
- Local control of operations
- HQ controls taget & investment
- Key corporate HQ jobs staffed by parent country
+facilities organizational learning on local markets
-problems of understanding
(language, cultural awareness, communication with HQ)
-conflicts of interest
-reliance on performance target
REIGIOCENTRIC: TCN (Third country national) staffing
- Control/movement of staff on REGIONAL basis
- Adapts to business/operational demands
- Regional management greater discretion
- Movement of staff restricted to REGIONS
LECTURES Page 1
22 November 2022 15:10
GLOBAL MOBILITY
- Globalisation
Growth world trade and FDI
GLobal and integration
Interconnectedness
- International mobility: vital part of global business strategies.
- Competitive advantage: through combining competencies and capabilities
INYERNATIONAL STAFFING
Typology of processes (framework), how to manage international staffing:
- Ethnocentric: PCN (Parent country national)
Strategic decisions at HQ
Subsidiaries with limited autonomy
All key jobs filled by HQ staff
Nationals in parent country, expatriates...
+ Simple, clear employent structure
+ staff employed on similar format (contracts) HOME COUNTRY
-Potential resistance to HQ
-Cultural difference
-Limit growth and success unless in HQ
POLYCENTRIC: HCN (Host country national) staffing
- Each subsidiary a distinct national entity
- Local control of operations
- HQ controls taget & investment
- Key corporate HQ jobs staffed by parent country
+facilities organizational learning on local markets
-problems of understanding
(language, cultural awareness, communication with HQ)
-conflicts of interest
-reliance on performance target
REIGIOCENTRIC: TCN (Third country national) staffing
- Control/movement of staff on REGIONAL basis
- Adapts to business/operational demands
- Regional management greater discretion
- Movement of staff restricted to REGIONS
LECTURES Page 1
