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Managing Cultural Issues in Service Delivery: Unit 8 Staffing approaches
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Managing Cultural Issues in Service Delivery: Unit 8 Staffing approaches

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  • 1. Staffing Approaches (Deresky, 2014)
  • 2. Ethnocentric Approach  Home-country orientation  The cultural values and business practices of the home country are predominant  Headquarters develops a managing and staffing approach and consistently applies it throughout the world.  Companies following the ethnocentric approach assume the home country approach is best and that employees from other parts of the world can and should follow it  Managers from headquarters develop practices and hold key positions in the subsidiaries to ensure consistency
  • 3. Ethnocentric Approach
  • 4. Polycentric Approach  Host-country orientation  Each subsidiary manages on a local basis  A HCN manager heads a subsidiary because PCN managers are not considered to have adequate local knowledge  Subsidiaries usually develop human resource management practices locally  the assumption: ‘each country is different from all the others and that the subsidiaries in each country should develop locally appropriate practices under the supervision of local managers’
  • 5. Polycentric Approach
  • 6. Regiocentric approach  Regional orientated approach  Organisations gear their operations to a particular continental region i.e. North America and develop a regional strategy and structure  Regional people (not necessarily HCNs) are developed for key positions anywhere in the region  There is a regional autonomy in decision making and staff are moved within the designated region rather than globally
  • 7. Regiocentric Approach
  • 8. Geocentric approach  Global approach  Organisations view the world market as their oyster  Best people everywhere in the world are developed for key positions everywhere in the world  These people constitute a mobile base of managers who are used in a variety of facilities as the need arises
  • 9. Global Approach