UNIVERSIDAD AUTÓNOMA DE NUEVO LEÓN.

FACULTAD DE CONTADURÍA PÚBLICA Y

ADMINISTRACIÓN

LIC. NEGOCIOS INTERNACIONALES

INTERNATIONAL AND COMPARATIVE EMPLOYMENT RELATIONS

Essay

“Flexibility, Empowerment and Expatriation programs in Global companies

(Performance appraisal systems)”

Mr. Victor Roberto Costilla Núñez

Group: XCi

Team: 3

Members

Cepeda Suarez Carlos Alejandro 1857980

García Cisneros Iris Dahiana 1800974

Garza García Daniela Michelle     1801425

Ibarra Martinez Brandon Uriel 1815874

Limas Turrubiates Brisa Scarlet 1807682

Rodríguez Cabrera Paulina 1798812

Monterrey, N.L. August 27, 2022

 Index

Contenido
Introduction.......................................................................................................................... 3
Performance Appraisal System...........................................................................................4
Compensation programs.................................................................................................5
Internal Employee Relations............................................................................................5
Assessment of Employee Potential................................................................................5
•Trait sytems..................................................................................................................... 7
•Comparison systems......................................................................................................7
• Behavioral systems........................................................................................................7
Problems in performance appraisal....................................................................................8
Appraiser Discomfort.......................................................................................................8
Subjectivity of Performance Evaluations........................................................................8
Contrast Errors..................................................................................................................... 9
Errors of central tendency...................................................................................................9
Characteristics of an Effective Appraisal System.............................................................9
Job Related Criteria:.........................................................................................................9
Flexibility............................................................................................................................. 10
Empowerment..................................................................................................................... 12
Empowerment in Performance Appraisal.............................................................................13
Ways to Empower Employees by Using a Performance Management System.................13
Expatriation Programs in Global Companies........................................................................17
Approaches to Global Staffing..........................................................................................18
Ethnocentric Staffing.........................................................................................................18
Polycentric Staffing...........................................................................................................18
Regiocentric Staffing.........................................................................................................19
Geocentric Staffing...........................................................................................................19
Recruiting Host-Country Nationals....................................................................................19
Selecting Expatriates......................................................................................................19
Conclusion.......................................................................................................................... 21
References........................................................................................................................... 22
 Introduction

First of all, we can define what is the Performance Appraisal System that manages
the employee performance process of an organization to evaluate the job
performance of a team. It includes capturing qualitative and quantitative feedback
and turning them into actionable insights.

Then we have different definitions that are involved in this system, the flexibility,
empowerment and Expatriation programs in Global companies, the first one
Flexibility can easily be applied to goal setting. They know their limitations and
strengths, so they are in the best position to guide the process.

The empowerment is the process by which managers give employees the power and
authority to make decisions at their level, recognize and solve problems, and look
beyond their job descriptions to help improve their organizations.

The last concept about expatriation is a way to identify and recruit employees with
the skills and cultural understanding needed to work abroad. It is also a way for
companies to support their employees when they move to a new country and help
them adapt to the new environment.
Performance Appraisal System
Performance Appraisal is the measuring method of how each individual performs
their daily work, before measuring someone you need to set the goals that this
person must achieve in order to keep going forward in their career path. Also, a
manager can’t establish the same goals for several people that belong to different
areas, since they will not perform the same duties, they won’t have the same
responsibilities and will not report to the same people.

“A performance appraisal is one of the most complex, and controversial, human

resource techniques. The participatory performance appraisal is an essential and
proven attribute of an effective performance appraisal system. The moderating role
of goal setting and feedback in enhancing participation effectiveness is outlined.’’

Gary E. Roberts

While measuring someone’s performance, the manager must analyze the job
descriptions and job specifications, the firsts mentioned are composed by the tasks,
responsibilities and duties that the person taking the charge must fulfill in their daily.
Meanwhile, job specifications are conformed by knowledge, skills and capabilities
that the candidate must be identified with.

The process of measuring someone’s performance can’t be something to do

sporadically, due to the objective of keeping track of someone’s career path. It is
known that progress isn’t lineal, it is pretty normal to observe a learning curve and it
is highly important to be there to notice an improvement. Most managers rely on
Performance Appraisal techniques as a basis to provide feedback, encourage
performance improvement, make valid decisions, justify terminations, identify training
and development needs, and defend personnel decisions such as why one
employee received a higher pay increase than another employee.

According to David Livingstone, normally, performance appraisal has been restricted

to a feedback process between employees and supervisors. However, with the
increased focus on teamwork, employee development, and customer service, the
emphasis has shifted to employee feedback from the full circle of sources depicted in
the multiple-input approach to performance feedback is sometimes called “360-
degree assessment”.
There are many reasons why a manager seeks to elaborate a performance
appraisal, not only for measuring the individual but also to determine other job
factors, such as pay increases. This is a very useful tool for the human resources
area, e.g., while deciding who has material to be considered for a promotion. A well-
designed appraisal system provides a profile of the organization’s human resource
strengths and weaknesses to support this effort. As mentioned before, this tool helps
to measure someone’s strong or weak points, and by this, to analyze and determine
which training could best ensure the solution of the learning curve.

When planning to hire someone, P.A. is also helpful with career planning and
development, since goals are being set considering an individual's responsibilities,
duties, skills, etc.

Compensation programs
PA results provide a basis for rational decisions regarding pay adjustments. This is
achieved by keeping track of someone’s productivity regarding the duties they must
fulfill on the daily, managers constantly decide who deserves a raise on their salary
by evaluating how productive they are. To encourage good performance, a firm
should design and implement a reliable PA system and then reward the most
productive workers and teams accordingly. Creators of total rewards systems want
to ensure that individual performance supports organizational objectives.

Internal Employee Relations

As mentioned before, this method also influences their evolving phase in a job
position, this doesn’t always mean to keep going up in positions, but also could
mean promotion, demotion, termination, layoff, and transfer. A manager could be
considering someone to occupy a different job position, it would be much easier to
decide if they analyze the work they perform today at their current job position, in
order to determine what type of performance they might provide. Or even to help
decide if someone must leave during layoffs.

Assessment of Employee Potential

Overemphasizing technical skills and ignoring other equally important skills is a
common error in promoting employees into management jobs. Recognition of this
problem has led some firms to separate the appraisal of performance, which focuses
on past behavior, from the assessment of potential, which is future oriented. This
means that you can’t fully trust someone's past behavior to determine their future in
their current position or possible further position. This could be explained by
observing someone’s improvements during a learning curve, the mistakes that you
could have made in the beginning should not define what’s upcoming.

Many firms rely on PA results to help inform decisions to terminate employment,

particularly after a regular pattern of inadequate job performance. In any case, PA
serves a developmental purpose, evaluative purpose, or both. The next step in this
ongoing cycle continues with establishing performance criteria (standards) and
communicating these performance expectations to those concerned. Then the work
is performed and the supervisor appraises the performance. At the end of the
appraisal period, the appraiser reviews work performance and evaluates it against
established performance standards. This review helps determine how well
employees have met these standards, determines reasons for deficiencies, and
develops a plan to correct the problems. At this meeting, goals are set for the next
evaluation period, and the cycle repeats.

In the current business climate, firms may want to consider monitoring performance
more often. Changes occur so fast that employees need to look at objectives and
their own roles throughout the year to see whether changes are in order. Some
organizations use the employee’s date of hire to determine the rating period. At
times a subordinate’s first appraisal may occur at the end of a probationary period,
anywhere from 30 to 90 days after his or her start date. However, in the interest of
consistency, it may be advisable to perform evaluations on a calendar basis rather
than on anniversaries. If firms do not conduct all appraisals at the same time, it may
be impossible to make needed comparisons between employees.

There are multiple approaches to appraising employee performance. It is instructive

to group them into categories according to what they are designed to measure. P.A.
methods fall into four broad categories:
•Trait sytems

They ask raters to evaluate each employee’s traits or characteristics (e.g., quality of
work, quantity of work, appearance, dependability, cooperation, initiative, judgment,
leadership responsibility, decision-making ability, or creativity).

•Comparison systems

They evaluate a given employee’s performance against that of other employees.

Employees are ranked from the best performer to the poorest performer. In simplest
form, supervisors rank each employee and establish a performance hierarchy such
that the employee with the best performance receives the highest ranking.
Employees may be ranked on overall performance or on various traits.

• Behavioral systems

They rate employees on the extent to which they display successful job performance
behaviors. In contrast to trait and comparison methods, behavioral methods rate
objective job behaviors. When correctly developed and applied, behavioral models
provide results that are relatively free of rater errors and biases. The three main
types of behavioral systems are the critical incident technique (CIT), behaviorally
anchored rating scales (BARS), and behavioral observation scales (BOS).

• Results-based systems

They focus on measurable outcomes such as an individual’s or team’s sales,

customer service ratings, productivity, reduced incidence of workplace injuries, and
so forth. The selection of results largely depends on three factors. The first factor is
the relevance of the results that may be used to judge a company’s progress toward
meeting its strategic goals. The second factor is the reliability with which results can
be measured. The third factor is the extent to which the results measure is truly a
measure of performance over which an employee has the resources and latitude to
achieve the designated results.

Problems in performance appraisal

PA is constantly under a barrage of criticism. The rating scales method seems to be
the most vulnerable target. Yet in all fairness, many of the problems commonly
mentioned are not exclusive to this method but rather, reflect improper
implementation. The following section highlights some of the more common problem
areas

Appraiser Discomfort
Conducting PAs is often a frustrating task for managers. If a PA system has a faulty
design, or improper administration, employees will dread receiving appraisals and
the managers will despise giving them.

Subjectivity of Performance Evaluations

A potential weakness of many PA methods is that they lack objectivity. For example,
commonly used factors such as traits, behaviors, and competencies are virtually
impossible to measure with objective measures.

Bias errors happen when the rater evaluates the employee based on a personal
negative or positive opinion of the employee rather than on the employee’s actual
performance. Four ways supervisors may bias evaluation results are first-impression
effects, positive and negative halo effects, similar-to-me effects, and illegal
discriminatory biases. A manager biased by a first-impression effect might make an
initial favorable or unfavorable judgment about an employee and then ignore or
distort the employee’s actual performance based on this impression.

Positive halo effect (or halo effect) is an evaluation error that occurs when a
manager generalizes one positive performance feature or incident to all aspects of
employee performance, resulting in a higher rating.
Negative halo effect (or horn error) refers to an evaluation error that occurs when a
manager generalizes one negative performance feature or incident to all aspects of
employee performance, resulting in a lower rating. illegal discriminatory bias A bias
error for which a supervisor rates members of his or her race, gender, nationality, or
religion more favorably than members of other classes.

Contrast Errors
Supervisors make contrast errors when they compare an employee with other
employees rather than to specific, explicit performance standards.

Errors of central tendency

When supervisors rate all employees as average or close to average, they commit
errors of central tendency.

Characteristics of an Effective Appraisal System

Job Related Criteria:

Job-relatedness is perhaps the most basic criterion needed in employee
performance appraisals. The evaluation instrument should tie in closely to the
accomplishment of organizational goals.
According to Chan & Lynn (1991), organizational performance criteria should
include not only just profitability, productivity, marketing effectiveness, customer
satisfaction, but also employee morale. An organization becomes successful
when its workforce works hard to achieve organizations goals and objectives
and subsequently, when the organization becomes successful, it helps its
employees to progress in life, career and earnings. To become a successful
organization, performance appraisal must be conducted all throughout the year,
wherein employee’s experience so far, motivation level, growth and
development and other factors are reviewed to get a clear picture of his/her
performance.

Performance Expectations: Employees need to consider the expectations above

them, an individual couldn’t see their process, what they’re doing wrong or right if
they don’t know what their supervisors expect from them so they can evaluathe
themselves and make adjustments as going further.
Standardization: Firms should use the same evaluation instrument for all
employees in the same job category who work for the same supervisor. Supervisors
should also conduct appraisals covering similar periods for these employees.

Trained Appraisers: A common deficiency in appraisal systems is that the

evaluators seldom receive training on how to conduct effective evaluations. Unless
everyone evaluating performance receives training in the art of giving and receiving
feedback, the process can lead to uncertainty and conflict.

Continuous Open Communication: Most employees have a strong need to know

how well they are performing. A good appraisal system provides highly desired
feedback on a continuing basis.

Conduct Performance Reviews: In addition to the need for continuous

communication between managers and their employees, a special time should be
set for a formal discussion of an employee’s performance. Because improved
performance is a common goal of appraisal systems, withholding appraisal results is
absurd

Due Process: Ensuring due process is vital. If the company does not have a formal
grievance procedure, it should develop one to provide employees an opportunity to
appeal appraisal results that they consider inaccurate or unfair.

Flexibility
The performance appraisal data are potentially valuable for virtually every human
resource functional area. That’s why it is important to know about the human
resources flexibility, because this helps to have the data that must be available to
identify those who have the potential to be promoted or for any area of internal
employee relations. Through PA it may be discovered that there is an insufficient
number of workers who are prepared to enter management. A well-designed
appraisal system provides a profile of the organization’s human resource flexibility
strengths and weaknesses to support this effort.

Wright and Snell (1998) theorized that HR flexibility is an internal trait or

characteristic of the firm that can be addressed through three conceptual
components: employee skills,employee behavior, and HR practices. Flexibility of
employee skills is the “number of potential alternative uses to which employee skills
can be applied” (Wright & Snell, 1998) and “how individuals with different skills can
be redeployed quickly” (Wright & Snell, 1998). Employee behavior flexibility
represents adaptability as opposed to routine behaviors; it is the extent to which
employees possess a broad repertoire of behavioral scripts that can be adapted to
situations with specific demands. Flexibility of HR practices is the extent to which the
firm's HR practices can be adapted and applied across a variety of situations, or
across various sites or units of the firm, and the speed with which these adaptations
and applications can be made.

Flexibility is the ability of a firm to respond to various demands from its dynamic
competitive environment.

(Sanchez, 1995)

Skill flexibility can be generated in two different ways. First, firms may have
employees who possess a set of broad-based skills and are capable of using them
under different demand conditions. Broad-based skills are valuable because they
generate output streams for existing requirements and are also capable of producing
output for possible alternative requirements. Skills possessed by employees but not
currently used may open up new opportunities of business for the firm, and indeed,
may influence strategic choices (Lengnick-Hall & Lengnick-Hall, 1988). Second,
firms may employ a wide variety of “specialist” employees who provide flexibility by
allowing the firm to reconfigure skill profiles to meet changing needs. With this
flexibility, when the need arises, the firm may reorganize its employees (e.g., through
project teams) to achieve the desired skill profile to fit with the changed demand
(Neuman & Wright, 1999).

Behavior flexibility is the capacity of people to adapt to changing situations or to

exhibit appropriate behavioral repertoires under different situations (Lepine et al.,
2000; Pulakos et al., 2000). It can be distinguished from skill flexibility in the sense
that employees may be skilled but lack the behavioral motivation to change, or they
may be highly motivated but lack the necessary skills or knowledge to make change
decisions (MacDuffie, 1995).

Behavior flexibility is valuable because it enables the firm to deal with a variety of
situations and facilitates change implementation. Desired behaviors may be
appropriate as evaluation criteria because if they are recognized and rewarded,
employees tend to repeat them. If certain behaviors result in desired outcomes, there
is merit in using them in the evaluation process.

Adaptable individuals adjust to the complexities and novelties of changed situations

(Lepine et al., 2000). So therefore, losses associated with lack of change are
minimized.

Having employees with enhanced learning capabilities means that the organization
does not need to hire new people with new attributes to address environmental
changes.

Flexibility of HR practices may induce flexible employee behaviors. In the prior

example of variable compensation plans, employees may adapt more easily to
change business demands because their compensation is determined by how
successful the firm can be inthe changed scenario.

High flexibility reduces the cost of obsolescence and, by helping firms to react to
change, may reduce the costs of delayed change and missed opportunities.

All this helps the performance appraisal system to have a positive and satisfactory
feedback or evaluation on the individual or team task performance, because it helps
to improve and increase the performance on the employees work.

Empowerment

We must primarily define what we mean by empowerment in global companies;

Empowerment: Empowerment is about creating working conditions where

employees develop the skills to take initiative and exploit their full potential to create
value for a company. This definition shows us the complexity and the stakes involved
in the notion of empowerment, as it can have a significant impact on an entire
company.

Empowerment is built on three conditions: a clear corporate vision, a sense of

autonomy and appropriation.
 ● Have a clear corporate vision; knowing this vision helps employees to make
quick and informed decisions. This helps to develop a sense of belonging
where everyone works towards a common goal. Ultimately, a well-defined
corporate vision makes your employees more efficient and motivated.
● Give employees a sense of autonomy; Employees need a sense of autonomy
to make decisions and take action. Employee empowerment also means
sending a message to the employee that he or she has the abilities, skills, and
intelligence to organize the work in such a way as to achieve the objectives
set for him or her.
● Ensure that the empowerment is well appropriated; To do this, it is
recommended to set up a management style that:
● includes a framework that lists the skills and tasks of every employee,
● gives them the resources to meet their goals (equipment, training, etc.),
● encourages initiative, risk-taking and the right to make mistakes,
● relies on trust by taking a step back and delegating some of its authority,
● acknowledges efforts made and applauds successes,
● measures the efficiency of actions that promote empowerment and
adapts them if necessary.

Empowerment in Performance Appraisal

Snell and Bohlander defines (2007) performance appraisal as a process which is

typically performed or delivered by a supervisor to a subordinate, in which the
appraisal system is designed to help employees understand their responsibility,
goals, expectations and performance success of an organization. Performance
management and review feedback can directly encourage empowerment because
they align individual goals with department objectives and organizational strategy, by
providing the employee a direct insight into how their performance results link to
organization’s business results. When employees are encouraged to express their
feelings, it gives a sense of empowerment where they feel comfortable and strong in
creating contact with their supervisors or managers to voice their concerns (Dessler
and Gary, 2000:321).
Ways to Empower Employees by Using a Performance Management System

Appropriate goal setting: One of the basic requirements for performance

management is setting clear goals. Your managers generally assess employee
performance based on these goals.

360 degree feedback: is a powerful approach to gather employee feedback. It

focuses on employee behavior more than their performance per se. A 360 degree
feedback is an innovative way to listen to the opinions of every employee rather than
only the managers feedback.

Employee engagement surveys: Employee engagement surveys help you

understand and resolve any gaps, issues or improvement required in your employee
management strategy. It is also a way of empowering your employees by letting
them know that their opinion matters and the organization is willing to make
necessary changes that can improve employee engagement

Performance improvement plans: Performance improvement plans are clear

roadmaps of how and where an employee should progress in terms of their
performance. It is a formal way of planning the performance improvement of an
employee where a manager and employee sit down to discuss their progress and
the areas they need to improve.

Empowerment in the organization is used to make the employee, without needing to

be a manager or supervisor, take the lead in different situations in order to optimize
processes and find areas of key opportunities within the organizational scheme or
work processes. People in an organization who learn to take the leadership in
different situations tend to find different opportunities where the goals are reached
thanks to innovation in the chain of work.

(Beatriz & Emilia, 2022)

Unlike traditional collaborative management, where the manager is in charge of the

well-being of their teams, empowerment involves sharing these responsibilities,
which may not be to everyone's taste. Those who do not adhere to the principle, for
fear of having to make difficult decisions, risk being excluded, either by themselves
or by their colleagues, who will be seen as hampering their performance and
damaging the climate. From the point of view of some senior executives, giving their
teams more leeway can be accompanied by a sense of loss of control, especially
when the issues are strategic to the company.

(Robert N. Ford, n.d.)

From the theoretical perspective of knowledge management, it is possible to

describe the characteristics of the Empowerment Leadership Model as a promoter of
innovation to establish a conceptual relationship between Leadership with
Empowerment and its effects on dynamics of the innovation process, this
relationship is based on the nature collaborative way in which knowledge is
managed, a process in which auto motivated all members of a business
organization.

(Beatriz & Emilia, 2022)

Leadership is a quality that individuals possess to make decisions in different

situations in which a result is sought according to expectations already adjusted in
advance. We can define it as the ability of a person to take charge of some problem
and essentially lead more people working as a team for the same goal.

(Plecas et al., 2018)

Employee empowerment is the act of encouraging employee initiative, fostering their

autonomy so that they can "take control" of their tasks. The objective is to motivate
employees to think for themselves and not be afraid to innovate in the face of the
challenges posed by the development of their tasks and projects. It is about valuing
contributions, stimulating creativity, and promoting awareness of the importance of
personal initiatives. It implies a global approach that requires the support of the
entire organization. Compensation is not the main source of motivation, although it is
of course still an important element.

(Jim Bird, 2006)

Encouraging employee initiative and responsibility is an organizational necessity for

today's businesses. It is normal that in a work environment, due to the high pressure
and subordination that can be found in the organizational scheme, employees do not
feel encouraged to take risks to try new ideas or ways of working that could increase
their productivity. The challenge is important for companies to adapt the
management method, until now not very inclusive, to the new demands of
employees in terms of autonomy and flexibility. And yet, in many firms relegating
activities becomes difficult and many managers see it as risky, since they may
believe that processes can fail.

(Robert N. Ford, n.d.)

Empowering employees is the best way to retain them. By involving them in the
company's objectives and strategies, by allowing them greater autonomy and greater
room for manoeuvre, the company favors the development of their skills and
qualifications. Increased motivation can only have a positive impact on overall
productivity and thus turnover. Accountability will thus encourage intelligent risk-
taking, unleash employee creativity, and strengthen their collective ability to execute.
In a highly competitive context, this represents a great differentiation axis, capable of
maximizing the company's competitiveness.

(Jim Bird, 2006)

On the management side, you no longer need to micromanage your teams. Savings
in time and resources can be redirected towards more strategic concerns.
Additionally, in a world where cutting-edge skills and talents are increasingly rare,
training employees is a major asset. In fact, it enhances the employer brand and
thus increases the company's ability to attract top talent. In addition, and if the need
arises, the company will more easily manage to fill management positions internally.
The reason is that it has empowered actors, experienced in the organization's culture
and values, and therefore perfectly qualified to take over.

(Jim Bird, 2006)

HR departments, of course, are not immune to changes in management style. You

are invited to support the employee empowerment process by using methods that
have proven effective. The Scrum method, for example, relies on a new way of
sharing roles to re-motivate and empower teams. It overturns traditional hierarchical
relationships to make way for the self-organization of teams. This innovative method
offers global visibility of the project, which guarantees its full involvement.

(Robert N. Ford, n.d.)

Expatriation Programs in Global Companies

In order to understand these expatriation programs, we need first to know who is an
expatriate and the different types of them.

Expatriate: Is an employee who is not a citizen of the country in which the firm
operations are located but is a citizen of the country in which the organization is
headquartered. The U.S. expatriate population has grown rapidly because of the
large numbers of workers who are being sent to China and India.

The word used to mean to get kicked out of your native country — it's from the
French word expatrier which means "banish." The prefix ex means "out of" and the
Latin patria "one's native country," but the word took a turn and now refers to people
who left without getting shoved out.

(F. Scott Fitzgerald, n.d.)

Host Country National (HCN): Is an employee who is a citizen of the country where
the subsidiary is located. An example would be a U.S. citizen working for a Japanese
company in the United States. Normally, the bulk of employees in international
businesses will be HCNs.

Companies that are staffed by locals are not only typically less expensive but also
offer advantages from a cultural and business standpoint. In most industries, HCNs
comprise more than 98 percent of the workforce in the foreign operations of North
American and Western European MNCs.
Third-Country National (TCN): Is a citizen of one country, working in a second
country, and employed by an organization headquartered in a third country. An
example would be an Italian citizen working for a French company in Germany.

Approaches to Global Staffing

There are four major approaches to global staffing that reflect how the organization
develops its HR policies and the preferred types of employees for different positions.

Ethnocentric Staffing
With ethnocentric staffing, companies primarily hire expatriates to staff higher-level
foreign positions.

This strategy assumes that homeoffice perspectives and issues should take
precedence over local perspectives and issues and that expatriates will be more
effective in representing the views of the home office. The corporate HR department
is primarily concerned with selecting and training managers for foreign assignments,
developing appropriate compensation packages, and handling adjustment issues
when managers return home. Generally, expatriates are used to ensure that foreign
operations are linked effectively with parent corporations.

Polycentric Staffing
When HCNs are used throughout the organization, from top to bottom, it is referred
to as polycentric staffing. In developed countries such as Japan, Canada, and the
United Kingdom, there has been more reliance on local executives and less on
traditional expatriate management.

The ultimate goal of most foreign operations is to turn over control to local
management. The use of the polycentric staffing model is based on the assumption
that HCNs are better equipped to deal with local market conditions. Organizations
that use this approach will usually have a fully functioning HR department in each
foreign subsidiary responsible for managing all local HR issues. Corporate HR
managers focus primarily on coordinating relevant activities with their counterparts in
each foreign operation. Most global employees are usually HCNs because this helps
to clearly establish that the company is making a commitment to the host country
and not just setting up a foreign operation. HCNs often have much more thorough
knowledge of the culture, the politics, and the laws of the local, as well as how
business is done. There is no standard format in the selection of HCNs.

Regiocentric Staffing
It is similar to the polycentric approach, but regional groups of subsidiaries reflecting
the organization’s strategy and structure work as a unit.

There is some degree of autonomy in regional decision making, and promotions are
possible within the region but rare from the region to headquarters. Each region
develops a common set of employment practices.

Geocentric Staffing
It is a staffing approach that uses a worldwide integrated business strategy. The firm
attempts to always hire the best person available for a position, regardless of where
that individual comes from. The geocentric staffing model is most likely to be
adopted and used by truly global firms. Usually, the corporate HR function in
geocentric companies is the most complicated because every aspect of HR must be
dealt with in the global environment.

Recruiting Host-Country Nationals

One of the biggest mistakes that can be made in the multinational arena is to
assume that the recruiting approaches that work in the parent company will also be
effective in recruiting HCNs.

For example, an error that many recruiters make is believing that all countries in
Europe are similar or the same. The use of technology in global recruiting also varies
considerably. For example, although Scandinavian companies in Norway, Sweden,
and Denmark were among the first to promote Internet use for recruiting, recruiters in
France, Italy, and much of southern Europe do not use it as much.
Selecting Expatriates
Expatriates are often selected from those already within the organization, and the
process involves four distinct stages.

In stage one, self-selection, candidates determine whether they are right for a global
assignment, whether their spouses and children are interested in relocating
internationally, and whether this is the best time for a move. In the case of self-
selection, the candidates assess themselves on all of the relevant dimensions for a
job and then decide whether to pursue a global assignment. The self-assessment
extends to the entire family.

When candidates are selected for expatriate assignments, spouses, partners, and
entire families also need to be “selected.” Basically, candidates must decide whether
to go to the next step in the selection process.

Stage two involves creating a candidate database organized according to the firm’s
staffing needs. Included in the database is information such as the year the
employee is available to go overseas, the languages the employee speaks, the
countries the employee prefers, and the jobs for which the employee is qualified.

Stage three involves scanning the database for all possible candidates for a given
global assignment; then the list is forwarded to the assigning department. There,
each candidate is assessed on technical and managerial readiness relative to the
needs of the assignment.

In the final stage, one person is identified as an acceptable candidate based on his
or her technical or managerial readiness and is tentatively selected.

If the decision is made to employ expatriates, certain selection criteria should be

carefully considered in stages two and three. It takes a special blend of people to
add up to an outstanding expatriate who can be productive and accepted in an
unfamiliar setting. Expatriate selection criteria should include cultural adaptability,
strong communication skills, technical competence, professional or operational
expertise, global experience, country specific experience, interpersonal skills,
language skills, family flexibility, and country- or region-specific considerations.
Conclusion
In conclusion we can say that these concepts are together what is necessary for
global companies to have a better development and work environment for their
employees,evaluation systems exist to improve the effectiveness of the organization
by ensuring that individuals perform to the best of their ability, develop their potential
and are appropriately rewarded. This, in turn, leads to improved organizational
performance.

Employee empowerment can instill greater confidence in leadership, foster

employee motivation, lead to greater creativity and improve employee retention, as
we saw throughout the development of this essay, and there are different ways in
which employee empowerment can be carried out in companies.

For the final topic developed in this essay we can see that for all those who decide to
take the risk of going to work and live abroad there are these types of programs that
support them in the process to achieve a selection process and be able to obtain a
decent job and help them to develop.

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