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and attributes of these individuals to determine which are the best for the job at hand. Either way the importance of a good recruitment and selection process is very important and has now become quite obvious as managers of multinationals have become increasingly aware that in order to succeed in their international strategies and business their human resources have an important role to play in their success as an international organisation.

Approaches to Recruitment and selection——招聘选拔方法

When an organisation becomes international another factor that affects its Recruitment and Selection Policies are the organisation's corporate culture which according to Perlmutter (1969, cited in Harzing and Ruysseveldt, 2000) could be Ethnocentric, Polycentric, Regiocentric or Geocentric.

Briscoe and Schuler (2004) are of the view that these approaches to staffing is usually a progressive one as it changes over time as a firm develops greater international experience and sophistication. Some other scholars are of the view that these approaches also change due to the political stability and legislations of the various countries where these subsidiaries are situated etc.

Ethnocentric Approach——种族中心主义方法

This approach reflects a focus on the home country values and ways of operating thus organisations who apply this approach are organisations that are primarily home-country oriented. Key positions in the headquarters (HQ) and subsidiaries are filled by parent country nationals or citizens of the country where the HQ is located. Perlmutter (1969) noted that in these organisations home based policy, practice and even employees are viewed as superior and foreigners can be viewed as, and feel like second class citizens.

Research though has shown that ethnocentric approach to the staffing of an international organisation is usually most appropriate during the early stages of internationalization when the need for control is greatest. Mayrhofer and Brewster (1996, cited in Harris et al, 2003) have however advised against a wholehearted rejection of an ethnocentric approach to international staffing.

Polycentric Approach——多中心方法

This approach is based primarily on the host country orientation. The foreign subsidiaries are primarily staffed by the host country nationals or managers from the subsidiary location. This staffing approach according to Perlmutter is likely to be evident where organisations serve heterogeneous product markets and where products and services must be adapted and marketed to suit specific national tastes.

Regiocentric Approach——区域中心方法

This approach is based on recruiting on a regional basis and according to Scullion and Collings (2004) International transfers are restricted to regions as managers are selected based on ‘the best in the region'.

Geocentric Approach——地心方法

This approach according to Scullion and Collings (2006) involves the filling of positions at both HQ and subsidiary level with the best persons for the job regardless of the nationality. According to Evans et al (2002 cited in Scullion and Collings; 2004) ‘The skill of the person is more important than the passport'. This approach though is usually used when the organisation is at a mature stage.

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