Assignment about Staffing Framework

Table of content
1. Staffing framework do you recognize in this case study? Explain its characteristics and the
advantages of using this type of framework?..................................................................................2
2. Would this type of staffing framework affect Paul’s ability to get things done? Why, or why
not?..................................................................................................................................................3
3. Explain if any of the other staffing frameworks would be any better? What can you
recommend to the company’s headquarters in this sense?..............................................................3
4. Why does Paul want this job? Is Paul a good candidate for this expatriate position?.................4
5. What comments can you make on expatriate management in general? And what comments can
you make on the expatriate recruitment policy in particular?.........................................................4
6. What are the different expatriate compensation methods you recognized in the text? What are
the advantages and disadvantages of these different expatriate compensation methods?...............5
7. What do you suggest to the U.S. headquarters’ human resources manager in order to improve
the expatriate satisfaction/compensation?.......................................................................................6
References........................................................................................................................................6
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1. Staffing framework do you recognize in this case study? Explain its characteristics and
the advantages of using this type of framework?
It has been found that between 1985 and 2004 the CFB Company had followed the ethnocentric
staffing system. In this system, all the staff was hired by the PCN. As this is an American
company all the expatriate for the subsidiary company belongs to the parent country National
(PCN).
Characteristics
● Domestic positions, as well as the expatriate positions, are filled by headquarters '
personnel.
● All the subsidiary company follows the mission, company objectives, strategies and
operation method which are made by the headquarters. All the important decisions are
also made by the headquarters instead of a subsidiary company.
Advantages
● Headquarter can control all the subsidiary companies by applying the same strategy
rules and regulations (Taylor, Beechler & Napier, 1996).
● All the expatriates are familiar with headquarter’s communication network, system,
and business strategy.
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2. Would this type of staffing framework affect Paul’s ability to get things done? Why, or
why not?
The ethnocentric staffing system was widely used before the 1990s after that most of the
MNCs preferred a different kind of staffing system based on their growth level.
As per the case study, Paul Fierman failed to control the financial condition of the subsidiary
company and it became worse day by day. He was an American and he applied for the
position of general manager of CFB Vietnam (Bodolica & Waxin, 2007). America holds a
totally different culture than Vietnam. It has been clear that he failed to accept the culture of
the Host Country National (HCN) and also faced different kinds of family problems.
Additionally, he was not happy with his compensation benefits. He got less compared to the
other MNCs expatriate.
This kind of staffing system brings expatriate failure to the headquarters, for this operation,
the organisation should follow the different staffing system where the expatriate can adjust
with the culture of HCN and also benefited by the compensation package.
3. Explain if any of the other staffing frameworks would be any better? What can you
recommend to the company’s headquarters in this sense?
Keeping all the reasons for failure expertise in mind polycentric staffing system would be the
most appropriate staffing system for the organisation. In this system, the organisation can hire
an appropriate candidate for that position who belongs to the HCN with attractive
compensation benefits compared to the market value of the host country (Story et al., 2014).
Candidate from the HCNs can easily adjust with the staff of the subsidiary company. As
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