HR assignment help essay on: International assignments provide multinational with competitive advantages
Refers to the notion of how selecting parent country nationals for international assignments can provide multinationals with competitive advantages?
Selecting the parent country nationals for the international assignments provide multinational with competitive advantages. When a parent country is selected, the multinational would be required to follow the various stages of internalization. In order to expand its operations all over the globe, the domestic company would be required to pass the different stages of internalization. The important stages which shall be kept in mind by the organization have been discussed in this section of the essay. Firstly, the organization would be required to have prominent presence within the domestic market where in it operates. The domestic company would be known as ethnocentric (Reiche & Harzing, 2008). It shall be seen that, most of the multinational have their operations in the domestic market. Once the enterprises reach certain level of growth, they plan to expand its operations in the international markets as well. The enterprises look for new products, new verticals to explore, etc. In order to enter the international markets, the firms may use any of the three options i.e. licensing, exporting and franchising. The company would be required to portray seriousness in terms of attitudes, beliefs and move towards the next step in the stages of internalization. The second stage in the stage of internalization refers to a phase where in the domestic company will be converted to international company. In order to focus on new sets of market, an entire marketing mix shall be formulated. This would help to extend the operations within the foreign markets. The last stage of internalization is the formation of the multinational company. Once the focus of the enterprise changes from ethnocentric to polycentric it will manage the supply of products or services to the global market rather than focusing only on the domestic markets. The multinational organizations would be regarded as an enterprise which will dominate the markets including the industries all across the globe (Reiche & Harzing, 2008). The multinational organizations would be regarded as an enterprise which would link the global resources along the global markets & earn high levels of profits. This will provide the multinational markets with high levels of competitive advantage as it raise the levels of sales and make hefty profits.
The various approaches to international staffing which shall be kept in mind by the parent country national has been discussed in this section of the report. There are mainly four approaches to international staffing. They are ethnocentric, polycentric, geocentric & regiocentric approach. The ethnocentric approach refers to an approach whose motto is – “if this works in my country therefore it shall work in other countries as well”. The organizations operating under this type of an approach are known as home country oriented organizations. Japanese organizations are well suited in this type of an approach to international staffing. In this type of an approach all key decisions are taken up by parent country national. For example, when a Japanese organization invests in an Australian enterprise where in Japanese is a home country and Australia is the host country therefore, Japanese would be regarded as an ethnocentric enterprise. Based upon this approach, it is concluded that the parent country (home) national are intelligent, trust worthy, reliable, etc as compared to the foreign country. The second approach to international staffing refers to the polycentric approach. The motto followed by this approach is – “when in Rome do as the Romans do`”. While operating this approach it shall be seen that, the parent country nationals will occupy the key positions within the headquarters. Many of the multinationals adopt this approach to international staffing due to the fact that, they face high levels of diversifications in case of product preferences which might act as a deciding factor of what shall be developed for a particular market area (Rao, 2007). Regiocentric refers to the third international staffing approach which provides high levels of benefits when functions are shared amongst various regions. This approach states that, if there is a global firm having its operations in US, Asia, UK, etc therefore the manager working in branch located in Asia would be required to move in the same region only (Padala & Suryanarayana, 2012). Lastly, geocentric approach to international staffing would take into consideration the selection of best people for the different job profiles offered within an organization irrespective of the nationality, caste, creed, religion, region, etc. One of the main advantaged attached along this type of an international staffing is that multinational would develop a team which would keep in mind the global perspective as well as deploy the labor internally. It will also take into consideration cooperation as well as sharing of the resources within the enterprises (Reiche & Harzing, 2008).
With an increase in the levels of improvements of the employees across the national boundaries, strong focus shall be provided towards the repatriates of the multinational corporations. Repatriation refers to the process of converting the foreign currency into one’s own country or the home country. The amount so invested which has been done by the investor will depend upon the rate of exchange which shall be practiced between the two currencies traded (Padala & Suryanarayana, 2012).
Based upon the various research conducted by the researchers, they commented that coming back to one’s own country is quite difficult. Based upon the researchers it was said that repatriation has been referred to as a real shock. The repatriated expat feels like an alien in own country. The repatriated expat would be unprepared for long, harsh & a complete culture change. Based upon the survey conducted by KPMG in the year 2001 covering total of 300 companies, it was noticed that repatriation lead to high levels of turnover in terms of cost & failure in transferring the knowledge. It was reported within the survey that, 2/3 of the employees returning to their home country believed that the process of repatriation could have handled in a better manner. It was estimated that 23% of the organizations did not plan for repatriation at all. Based upon Dowling et al. it was seen that, there are four steps to repatriation. They are preparing for repatriation, physical relocation, transition & readjustment. It was seen that, the organizations did not pay attention towards readjustment which creates a problem for the employees to settle down in the home country.
In order to manage repatriation, Black et al has described various steps which would accomplish repatriation in an effective and efficient manner. Firstly, in order to manage repatriation analyses & defining the strategic functions shall be done. The main purpose of sending the individual abroad shall be kept in mind. Once the purpose of sending the individual is accomplished, the second step to manage repatriation would be to establish a repatriation team. Thirdly, the organizations shall try & target high risk repatriates as well as put more effort which would help to overcome different types of problems which he might encounter after returning home. Fourthly, constant communication shall be established keeping in mind regarding the home country sources such as visits, sponsors, training, etc. The mentor shall prepare the employee as well as focus upon company related changes. Lastly, the enterprise shall show high levels of interest regarding the work which has been accomplished by the repatriate as well as appreciate the experiences gained by him/her.
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