International Staffing | Essay

Running head: INTERNATIONAL STAFFING
INTERNATIONAL STAFFING
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Author Note

INTERNATIONAL STAFFING1
International human resource management includes- the problems related to human
resource management in multinational firms or it helps in the identification of the human
resource issues that are identified in the internationalisation process. International staffing is a
part of the international HRM that deals with hiring of local employees and contractors in the
new market scenario. The main aim of the paper is to discuss about the network based
international staffing. Therefore the paper will discuss about the concept of international staffing,
its approaches, and the impacts of globalisation on HRM (Desai, 2019).
According to Porter (1990), one of the most important factors affecting the performance
of an organization in international markets that also determines its growth in foreign market
includes the skilled human resources. International HRM can be differentiated from domestic
HRM on grounds that international HRM includes more complexity, more operating risk and
higher level of uncertainty. An organization which decides to expand its operations in other
countries, is required to follow the local norms in order to be successful in the foreign area.
There are four major approaches of international staffing- ethnocentric, polycentric, geocentric
and regiocentric (Kang & Shen, 2016). Ethnocentric includes- filling up the managerial positions
by the staff of the parent company and the home country’s HRM approaches will only dominate.
This kind of approach is usually managed by expatriates. The polycentric approach includes
appointing local people for the managerial post or people from the host country and therefore the
subsidiary is required to develop their HRM practices. The geocentric approach includes-
appointing people in the managerial positions without considering their nationality or without
seeing if they belong to the host country or hoe country. This kind of managers helps in creating
more cultural flexibility in organizational operations. The regiocentric approach includes
recruitment of manager for filling up managerial positions on the basis of regions. A regional