What’s the Ethnocentric Approach?




HRM (Human Resource Management) relates to the practices that an entity performs to efficiently leverage its human capital, including proper decision-making company’s human resource policy, personnel, success assessment, organizational growth, benefits, and labor relations. There seem to be three significant strategies defined inside global companies to conduct staffing work successfully: the polycentric approach, the ethnocentric approach, and the geocentric approach. The ethnocentric method will be extensively and systematically discussed in the paper, and afterward, the benefits and drawbacks of the ethnocentric approach will be described. Combined with evaluating the Hilton Community scenario, we can see that the explanation of why the ethnocentric method to Human resources management for a multinational corporation (MNC) is out is really how a foreign human resources play its role efficiently throughout the global sense.



If an organization implements the policy of preferring to operate in surrounding countries either from the people of the parental world, it’s called an ethnocentric method. Except higher-level vacancies are usually filled with parent nation expats workers. The underlying rationale behind its exclusionary strategy is that host country national’s personnel should better serve HQ desires and connect well enough with the parent nation. Under this approach, the recruiting phase includes four stages: self-selection, the development of a pool of applicants, the evaluation of professional expertise, and a joint decision. Self-selection requires the employee’s judgment about his potential course of operation in the international arena. During the next step, the workforce list is configured for overseas activities according to the corporation’s workforce requirement.


The ethnocentric strategy puts citizens of a businesses’ home nation in important roles both domestically and abroad. Throughout this case, the U.S. holding company puts U.S. nationals in crucial roles with both the U.S. and Mexico. The Ethnocentric Approach has become one of the strategies of foreign recruiting whereby, depending on the expertise needed as well as the person’s ability to blend with the community of the company, the HR hires the best individual for the right job for the multinational businesses. In the Ethnocentric Approach, the company’s core roles are packed with the host nation’s workers—the choices taken by the supervisors viz. The MNC’s devise mission, dream, priorities at their offices, as well as the company currently is to pursue the same. It is focused on the argument that the parental country’s workforce is more reliable than the others, so they would. Therefore, best serve the headquarters’ purpose.



Pros and Cons of Ethnocentric Approach



As for how the ethnocentric approach to HRM could be used in Multinational organizations, it is worth reviewing and assessing the advantages and drawbacks of the ethnocentric approach. The benefits of an ethnocentric strategy include: giving workers incentives for leading multinational exposure through job interaction at the holding company; Cultural familiarity with the parent corporation facilitates numerous transitions of operations and strategic practices; makes for better regulation and more robust integration between the headquarters between foreign subsidiaries; provides a vast pool of globally qualified managers for the parent. The business may be exposed to large relocation payments and compensation costs; transferring employees to branches may contribute in health and professional problems; it would be much more likely to lead in negative consequences associated; it may have a perverse incentive impact on the confidence and encouragement of direct governments; subsidiary businesses could be subject to constraints on local policy, among others.


The ethnocentric methodology reveals a clustered form of administration of power for multinational business. Particularly in comparison to the heliocentric method subordinates, the regional branches may not have that much decision-making power. The market climate, therefore, differs from one nation to that other. In a country, one leadership judgment worked out, but it might not function out elsewhere. It is an irresolvable issue also confronted by the company’s headquarters and has followed an exclusionary approach to Human resource management. There have certainly been both these tricky issues facing the MNC that embraces an ethnocentric approach. Yet all the concerns derive from its ethnocentric method. Therefore, I think that the drawbacks of the ethnocentric approach impose a more substantial negative impact on the productivity of both the MNC than that of the favorable direction that the strengths of the ethnocentric approach offer.


The ethnocentric strategy threatens HR as the local clients, and market practices will not be recognizable to the employees. For certain instances, domestic companies subcontract HR or employ overseas experts to help bring a brand global branch from off the floor. When you test staff, you would like to make sure that perhaps the candidates you are hiring follow the professional criteria and then have the readiness and the ability to move abroad. Spend time studying the competition before implementing an ethnocentric approach to determine how the HR practices and staff capital allow that the right plan. With an ethnocentric strategy, you are actively hiring and distributing members and staff of parent corporations to handle global operations. This strategy puts regional choices throughout the hands of individuals not linked to the management of the organization; decisions would be made upon this field by workers acquainted with the ethos of the parent business, but not generally the national community. Identifying holding company representatives will help maintain continuity in overseas-market operations. One of the human resource department approaches that an organization may use while extending activities to a new international nation is an ethnocentric strategy. Considering the dangers of creating a small global firm, it is particularly appropriate to evaluate the pros and cons of ethnocentricity versus specific approaches to HR. For further information on how to write dissertations like these, visit: https://www.oddylabs.com/dissertation-writing-salient-features/

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