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Host Country Nationals and the Global<br />

Corporation<br />

HCNs - Recruitment<br />

The legal and ethical climate of global<br />

human resource management<br />

266<br />

<strong>International</strong> <strong>Business</strong>- <strong>Dr</strong>. R. <strong>Chandran</strong><br />

spouse, schools)<br />

1. Less expensive<br />

2. Have distinct advantages in cultural<br />

sensitivity, understanding local employee<br />

needs/motivation strong reservations exist<br />

in using HCNs:<br />

3. Concern that locals will not adopt PC<br />

culture & management system<br />

4. Level of commitment to organization<br />

may not be high<br />

5. Don’t have the expertise or requisite<br />

skills that PCNs/expatriates possess<br />

6. Communication between HQ and host<br />

offices will be less effective<br />

7. Most problems can be eliminated by<br />

careful recruitment, selection, and<br />

training of HCNs<br />

When recruiting try to use the same recruitment<br />

methods as local businesses &<br />

other successful GCs<br />

1. Foreign Corrupt Practices Act – (1977)<br />

forbids in conducting to give the firm an<br />

unfair advantage<br />

2. There exists varying degrees of<br />

employment discrimination in other<br />

countries which may cause<br />

problems/dilemmas for PCNs managers<br />

3. Civil Rights Act of 1991 applies to US<br />

firms’ operations overseas<br />

4. Sullivan Principles<br />

FACTORS AFFECTING GLOBAL HR PLANNING<br />

Only for Private Circulation

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