Staffing Policies in HRM - Selection, Approaches and Advantages

This presentation discusses staffing policies in HRM, including the definition of staffing policy and its role in promoting corporate culture and implementing strategies. It explores the three main approaches to staffing policy - ethnocentric, polycentric, and geocentric - and the advantages and disadvantages of each. The presentation also includes references for further reading.

STAFFING POLICIES IN
HRM

WHAT IS STAFFING POLICY?
 Selection of employees
possessing specific set of skills
for a particular job.
 Tool for development ad
promotion of corporate
culture.
 It is also used to help the firm
in the implementation of the
concerned strategies (Ruan, et
al., 2013).

THE ETHNOCENTRIC APPROACH
• Management
executives of the
parent country
•Helps the company in
maintaining the
culture of the
corporate
•It gives the company
a continuity in the
structure
• Policy is employed
when the company
has global
standardization
strategy

THE POLYCENTRIC APPROACH
 The idea is that local
people understand the
customers better
 Facilitates organizational
learning on local markets
 Eliminates the issues that
expatriates from the parent
country have while posted
in a different country
 Increase chances of better
performance as the people
have better knowledge of
the market

THE GEOCENTRIC APPROACH
 Selecting a person for the
position based on their
qualification skill and ability to
fulfill the requirement of the
position.
 Regardless of the nationality of
the person
 Motivates and encourages the
employees
 Does not support any kind of
discrimination
 Ensures the best person for the
position is appointed, thus
improving the efficiency

QUESTIONS
 Which one do you think is the
best form of staffing policy?
 Why exactly would an
organization adapt to the
geocentric policy of staffing?
 How is ethnocentric staffing
policy harmful?
 Can you tell us about some of
the disadvantages of
polycentric staffing approach?
 What are the drawbacks of
geocentric staffing approach?

REFERENCES
 Ruan, K., Carthy, J., Kechadi, T., & Baggili, I. (2013). Cloud forensics
definitions and critical criteria for cloud forensic capability: An overview of
survey results. Digital Investigation, 10(1), 34-43.
 Garrett‐Rucks, P. (2013). A Discussion‐B ased Online Approach to
Fostering Deep Cultural Inquiry in an Introductory Language
Course. Foreign Language Annals, 46(2), 191-212.
 Perlmutter, H. V. (2017). The tortuous evolution of the multinational
corporation. In International Business (pp. 117-126). Routledge.
 Majaro, S. (2013). International Marketing (RLE International Business): A
Strategic Approach to World Markets. Routledge.
 Jack, G., Zhu, Y., Barney, J., Brannen, M. Y., Prichard, C., Singh, K., &
Whetten, D. (2013). Refining, reinforcing and reimagining universal and
indigenous theory development in international management. Journal of
Management Inquiry, 22(2), 148-164.