Query: Recruitment and selection multinational corporation

title: Multinational corporation management strategies and international human resources practices: bringing IHRM to the bottom line
abstract: This paper examined the relationship between multinational corporations' global management strategies and the resulting international human resource practices. Four global strategies, which vary in their extent of global integration and local responsiveness, were examined (ethnocentric, regiocentric, polycentric and geocentric) Data from international human resource professionals in forty six companies generally supported the hypothesis that HR practices (recruitment, selection, socialization) varied by global strategy. In particular, strategies varied especially between the ethnocentric and geocentric companies. These strategies were further found to be related to a composite Multinational Corporation Success Index of economic variables (return on capital, sales growth, return on equity, profit margin) Companies which had ethnocentric strategies were found to be less successful than companies operating under any of the other three strategies. Findings suggested that local responsiveness should be incor.

title: A Cross Modal Comparison of Telephone and Face to Face Selection Interviews in Graduate Recruitment
abstract: Although there has been an increase in the use of telephone interviews for graduate recruitment by companies in the UK, there is little evidence attesting to their equivalence with traditional face to face selection interviews. A total of 70 candidates applying to a multinational oil corporation received both face to face and telephone interviews as the first stage of the 1996 graduate recruitment milkround. Group A (N 41) received an initial face to face interview followed by a telephone interview and group B (N 29) a telephone interview followed by a face to face interview. Findings indicate that candidates received significantly lower ratings when interviewed by telephone than when interviewed face to face (p 0.001) A significant interaction was also found (p 0.05) with candidates who received face to face interviews following telephone interviews demonstrating improved performance in their face to face interviews. The practical implications of these findings for companies wishing to use telephone interviews are discussed.

title: Recruitment and selection processes in Slovak enterprises and multinational corporations

title: Strategy, structure, and HRM policy orientation: Employee recruitment and selection practices in multinational subsidiaries
abstract: This study investigates influence of some important features of multinational corporations' (MNCs) such as their corporate strategies, structures, and international policy orientations, on subsidiaries' human resource management (HRM) practices, and particularly on employee recruitment and selection activities. Four European multinational subsidiaries operating in Bangladesh were selected for the study. In depth case studies revealed that the subsidiaries' recruitment and selection practices were guided by the changing nature of corporate structures, production strategies, and headquarters' international HRM policy orientations. The study also shows that the development of employee recruitment and selection practices by subsidiaries is not solely dependent on their parent companies. The roles and capabilities of subsidiaries also influence subsidiary headquarters relationships, and consequently, the development of different employee recruitment and selection practices at the subsidiary level.

title: Multinational Corporations' Recruitment and Selection
abstract: Personnel recruitment and selection is the basic work in human resource management, and the main channel of employing people for enterprises. In the process of the economic globalization, Chinese enterprises, when faced with the global competition for talented people, can draw upon new experiences from the new characteristics, concepts and the practices of multinational corporations. As for Chinese enterprises, they have many weakness at work, which lead to their failure in the competition for talents.

title: Virtual interviews: a futuristic approach to recruitment, assessment, screening and selection processes in IT organisations
abstract: Several reports from both sides of the Atlantic agree that shortage of IT skills is a common phenomenon nowadays and one of the main factors in losing business opportunities. Large multinational organisations such as IBM and Microsoft are forced to overcome this obstacle either by outsourcing in remote countries or by introducing virtual teams of IT professionals that are geographically dispersed. Quite a few US corporations even prefer to arrange for the immigration of successful job candidates. In all three cases the main concern is how to contact the entire recruitment process. Distance and time differences are two essential issues that need to be addressed in order to assess, screen and select the most promising candidates. According to research done by the US Employment Service and the US Office of Personnel Management, an enormous amount of personnel expense can be saved by using valid pre employment methods. Costs for contacting traditional face to face interviews may include travel and accommodation expenses for all candidates and time spent by both the Human Resources interview panel. Alternatively quite a few available technologies have emerged to contact various types of tests remotely. Interviews by teleconference, customised interactive telephone qualifying services, Internet based assessment tests, and web sites with customised questionnaires are some examples. This paper introduces virtual interviewing as a different approach in saving time, effort and costs while recruiting remotely. The underlying concept is designing and implementing interviews in an on line environment, such as the Internet. Main challenges include understanding the basic principles followed by face to face interviews, identifying the transition of traditional interviews to online environment, provide the means to IT managers to select the content and structure of the online interview, design a methodology for customising the path between the interview questions with respect to different candidates and according to the answers of each question, and finally design and implement a prototype for contacting online interviews synchronously or asynchronously using agent technology. In the various sections of the paper most of these challenges are further discussed and an initial effort for a prototype web system is described.

title: A CRITICAL REVIEW OF THE LITERATURE ON EXPATRIATES SUCCESS FAILURE DURING AN INTERNATIONAL ASSIGNMENT
abstract: Expatriates share similar causes of failure and success during an international assignment and they are still facing a range issues while moving overseas. Expatriate success rate is higher than expatriate failure but there is still unexpected gap between expatriate failure and success. Organizational support, training and sound recruitment and selection are top reasons behind expatriate success while inability to adjust, lack of firm"s assistance and lack of training and development programs are few causes of expatriate employees breakdown in an global assignment. Above all, Multinational corporations don"t have a common strategy to ensure expatriate success and they are still investing to figure out a well accepted approach. In addition, there is a lot of development in the field of expatriation and it is in trend despite of pitfalls during operation in overseas. The purpose this study is to review most relevant studies on expatriate success and failure to find out the reasons behind expatriate premature return or failure and success during an international assignment.

title: Hybridization: striking a balance between adoption and adaptation of human resource management practices in French multinational corporations and their Tunisian subsidiaries
abstract: International management research has tended to approach the transfer of human resource management (HRM) practices by examining the one way transfer from parent companies to their subsidiaries, their adaptation to the subsidiaries' local context and, more recently, the reverse transfer of HRM practices from subsidiaries to their headquarters. This article aims to analyse the transfer of HRM practices from headquarters to their foreign subsidiaries through the process of hybridization. Although numerous studies focus on the transfer of HRM practices between economically developed countries or from these countries to transitional economies, few have considered French multinational corporations (MNCs) operating in ex colonized countries. This paper addresses the ways in which the HRM hybridization process is implemented in two French subsidiaries operating in Tunisia. It focuses on the dual perspectives of managerial staff at headquarters and subsidiaries as well as shop floor employees in the subsidiaries. A range of HRM practices (recruitment and selection, compensation, performance appraisal and career management) is analysed from their transfer to their reinterpretation. The results show the importance of the concept of hybridization on HRM practice transfer through a multi level analysis of the strategies used by various stakeholders during the hybridization process. The paper also provides useful insights into the factors of hybridization that may foster or inhibit the transfer and adoption of HRM practices by foreign subsidiaries. These include the relational context, the type of practices transferred, the interests of different professional categories and their social interactions. Based on these factors, several hybridizations are identified. The study points out the specificity of the Tunisian context and shows that institutional factors have less influence on the transfer of HRM practices in ex colonized countries than cultural factors that have a transversal influence on different HRM practices. Key cultural factors constraining the transfer include emotional relationships and interpersonal trust. Moreover, the international transfer of HRM practices from MNCs to ex colonized transitional countries requires taking into account the post colonialism and fascination effects.

title: INTERNATIONAL HUMAN RESOURCE MANAGEMENT FOR EXPATRIATION IN EARLY AND LATE MOVER MULTINATIONALS GESTAO INTERNACIONAL DE RECURSOS HUMANOS PARA EXPATRIACAO EM MULTINACIONAIS EARLY E LATE MOVERS
abstract: 1 The rise of multinational corporations in emerging economies led to an interest in understanding human resource management in multinationals with subsidiaries. Our research aims to analyze the international human resource management practices used for the expatriation of professionals in early and late mover multinationals located in Brazil. This research has a qualitative approach with multiple case studies, and it is both exploratory and descriptive. We perform interviews, document analyses, and observation. The results show similarities between both analyzed groups, except in the recruitment and selection, career development, and work relations practices. We conclude that both in the early and late mover multinationals there are no repatriation programs focused on career development, and specific process to assess the expatriates' performance.

title: INTERNATIONAL HUMAN RESOURCE MANAGEMENT FOR EXPATRIATION IN EARLY AND LATE MOVER MULTINATIONALS
abstract: The rise of multinational corporations in emerging economies led to an interest in understanding human resource management in multinationals with subsidiaries. Our research aims to analyze the IHRM practices used for the expatriation of professionals in early and late mover multinationals located in Brazil. This research has a qualitative approach with multiple case studies, and it is both exploratory and descriptive. We perform interviews, document analyses, and observation. The results show similarities between both analyzed groups, except in the recruitment and selection, career development, and work relations practices. We conclude that both in the early and late mover multinationals there are no repatriation programs focused on career development, and a specific process to assess the expatriates' performance.