Dialectical Analysis of Global Staffing Policy

Journal: Modern Economics & Management Forum DOI: 10.32629/memf.v2i3.379

Weidan Zhang

University of Glasgow

Abstract

Global staffing is an essential aspect of human resource management in multinational corporations (MNC) (Collings & Scullion, 2009). As the positioning of multinational organizations gradually becomes global, multinational companies must cultivate suitable global personnel. Flexible and adequate staffing and management skills can give transnational corporations a particular competitive advantage in global operations (Collings & Scullion, 2009). Understanding the background of the local market and gaining and sharing tacit knowledge in jobs around the world are all necessary professional skills for the multinational company (Harvey et al., 1999). However, human resources management departments also face more significant challenges as the multinational company expands its business globally. Learning how to effectively respond to the staffing problems of multinational companies in the course of operation reflects the company's operating capabilities. This article will first define and elaborate the global staffing policy, while the factors that will make the system more effective will be introduced. Secondly, the current problems and challenges faced by multinational companies will be listed, followed by corresponding measures. Finally, other recommendations will be provided in some areas for the human resources of multinational companies.

Keywords

global staffing, multinational corporations, differentiation, integration

Full Text

PDF - Viewed/Downloaded: 25 Times

Indexation

Download Index Record

References

[1] Abugre, J.B. Cross-cultural staffing in Ghana. In: Wintersberger, D. ed. International Human Resource Management: A case study approach. London: Kogan Page; 2017.
[2] Borg, M. & Harzing, A. Composing an International Staff. International Human Resource Management, eds. A. Harzing and J. Van Ruysseveldt. London: Sage; 1995.
[3] Briscoe, D. & Schuler, R. International Human Resource Management: Policies & Practices for the Global Enterprise. 2nd ed. New York: Routledge; 2004.
[4] Collings, D.G., Scullion, H. & Morley, M.J. Changing patterns of global staffing in the multinational enterprise: Challenges to the conventional expatriate assignment and emerging alternatives. Journal of World Business. 2007; 42(2): 198-213.
[5] Collings, D.G. & Scullion, H. Global staffing. The International Journal of Human Resource Management. 2009; 20(6): 1249-1252.
[6] Collings, D.G., Scullion, H. & Dowling, P.J. Global staffing: a review and thematic research agenda. The International Journal of Human Resource Management. 2009; 20(6): 1253-1272.
[7] Hunter, P. International Human Resource Management. Auxiliary case for lecture, at the University of Glasgow; 2020.
[8] McNulty, De Cieri, H. & Hutchings, K. Do global firms measure expatriate return on investment? An empirical examination of measures, barriers and variables influencing global staffing practices. The International Journal of Human Resource Management. 2009; 20(6): 1309-1326.
[9] McNulty, Y. & Cieri, H.D. Global Mobility in the 21st Century: Conceptualising Expatriate Return on Investment in Global Firms. MIR: Management International Review. 2011; 51(6): 897-919.
[10] Tarique, I. & Schuler, R. Emerging issues and challenges in global staffing: a North American perspective. The International Journal of Human Resource Management. 2008; (19)8: 1397-1415.
[11] Schuler, R. S., Dowling, P. J. & De Cieri, H. An integrative framework ofstrategic international human resource management. The International Journal of Human Resource Management. 1993; 4(4): 717-764.
[12] Sparrow, P. R. Globalization of HR atfunction level: four UK-based case studies ofthe international recruitment and selection process. The International Journal of Human Resource Management. 2007; 18(5): 845-867.
[13] Wiechmann, D., Ryan, A.M. & Hemingway, M. Designing and implementing global staffing systems: Part l — Leaders in global staffing. Human Resource Management. 2003; 42(1): 71-83.
[14] McNulty, Y. & Tharenou, P. Expatriate Return on Investment: A Definition and Antecedents. Journal of International Studies of Management and Organization. 2004; 34: 68-95.

Citing this article:

This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License