Recruiting for a Multinational Enterprise in China
The CEO of a multinational company wanted a new human resource team that operated in Guangzhou (China) to recruit and select 85 individuals for different positions throughout the enterprise. The members of the human resource team that dealt with these tasks were highly diverse in terms of their education background and countries of origin (e.g., Canada, China, Germany). The team had to deal with a series of challenges in order for the project to be successful. These issues included a decision about task-specific job requirements, methods to assess these job requirements, strategies for recruitment, methods for personnel selection and final decision-making. The team also had to deal with diversity within the team, and cross-cultural issues as well as with the leadership behaviour of its CEO.
The case can be used in courses on human resource management, international management (with a focus on human resources), personnel selection, leadership and teams (with a focus on cross-cultural issues). The primary focus of the case is on employee selection for different positions throughout China. The secondary purpose includes topics such as leadership, intercultural team work and decision-making. The case requires students to think critically about job analysis, personnel selection methods and their validity, judgment biases in personnel selection, leadership of the CEO, teamwork in a diverse, multicultural team and intercultural differences. It introduces students to challenges an organization faces in the context of personnel selection, risks that might exist if a general personnel selection approach is used from one position to the next without any adaptations, opportunities in
which country-unspecific personnel selection methods can be adapted to a specific country, as well as features, stages and methods of personnel selection. Students have to think about which personnel selection methods are more or less appropriate given their different predictive validity. Students will also become familiar with a leadership style of the CEO and will have to reflect it in terms of leadership behaviours as proposed in the research on transformational leadership. Moreover, students will become familiar with cultural differences (e.g., Canada, China, Germany) and will have to analyze those differences systematically using the cultural values and practices dimensions as proposed in the Global Leadership and Effectiveness Study (Globe). Students will also reflect the way in which a CEO’s attitudes and behaviours affect the work in a multinational team and the team
performance.
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