INTERNATIONAL STAFFING

Factors and motives influencing International Staffing

International Staffing

Introduction

International staffing is a very essential corporate function for many corporate organisations (Ferguson, 2006). This paper will explore the factors that influence the international staffing such as cross cultural differences, nature of subsidiary and different attitudes for the managers towards international assignment. In later part of this paper I will explore various expatriates that have been occurred in international staffing.

Discussion

International staffing occurs for a variety of different corporate motives (Gelade, 2003) suggested that. In a general way, this can be subsumed under the three major reasons such as establishing and controlling the geographical disparities, filling positions in the foreign units due to the lack of skilled personnel and the usage of global assignment for the development of management purpose.

Penta Chutian Laser Equipment Co.ltd is a joint venture between a Chinese and Italian company but the company have faced many problems in international staffing due to cross cultural differences. Some major differences among these countries are:

Italian Bosses

Chinese Subordinates

More or less power people can become friends

There is no such rule exist in Chinese companies

People should trust on each other

Each person is independent

Manager takes decision after consultation with subordinates

Employee are feeling fear to disagree against bosses

The above table indicates that there are power management differences that might create the problem of international staffing for these countries employees to make adjustment with each other cultures (Hofstede, 2001)

Practices of staffing has been shaping wide array of different factors that includes the different characteristic of home and the host country. According to Caligiuri, (2006), the subsidiary feature of MNC's is a competitive strategy, which stage an international platform for particular industries. Herzberg, (1959) found earlier that, this is also a building of a notion of organization dominant logics that are characterized by the top level management, and ...