Jianlian Wu, An Analysis of Business Challenges Faced by Foreign Multinationals Operating the Chinese Market, Volume 3 December 2008,

International Journal of Business and Management.

Jianlian Wu, An Analysis of Business Challenges Faced by Foreign Multinationals Operating the Chinese Market. The study shows that Chinas rapid economic growth has offered numerous opportunities and challenges for overseas firms. Various giant corporations have established a China centre to bring together and control their operations in the countryside. As companies have increased their presence in China, their concerns are more and more focused on implementing doing well strategy of management practices. The study describes the challenges and obstacles that multinational corporate facing in Chinese market. The research showing the role of human resource management in Chinas culture differences, social environment and other factors. Samuel Iteba Onchoke, Dr S.B. Akash, Recruitment and Selection Practices in MNCs- An Appraisal, International Journal of Innovative Research & Development, Volume 2 Issue 4, April, 2013.

The research shows that recruitment and selection of the appropriate and diverse employees for business units is one of the key elements of success of MNCs in the emerging economies make enable them to face the competition in the market. The effective ability of the right human resource is based on the policies and practices in corporate but there are no universal best practices that can be applied in all the markets segments. The practices are generally directed by the parent company and auxiliary relationship, the constantly altering business climate. The aim of study is to focus the hiring issues and empirically evaluates selected recruitment and selection practices for MNCs.

Neeraj Kumari, A Study of the Recruitment and Selection process: SMC Global, The International Institute for Science, Technology and Education (IISTE), Volume 2, Issue 1, 2012.

The research suggests that improved recruitment and selection strategies result in superior organizational outputs. The objective of study is to recognize general practices that organizations employ to recruit and select human resource and to conclude how the recruitment and selection strategies affects organizational outputs with special reference to SMC Global Securities Ltd (Foreign MNC). An organizations measured portal is the most important medium of recruitment and selection. The staff working in the organization considered as one of the most trustworthy source of hiring the new employees.

Jonathan H. Westover, Effective Human Resource Training and Development: Examination and Application of Adult Learning Theory in the HR Management Context, The Journal of Human Resource and Adult Learning, Vol. 4, Issue 1, June 2008.

The study deals with the center values of adult learning theory. Adults learn is entirely different from young people learning because of various different reasons. These differences have triggered the implementation of adult learning theory in training of professionals in corporate. The aim of study is to deals with the core values of adult learning theory and their affect on current and future training strategies. Also for effective integration of adult learning theory, the fundamentals of motivation, reinforcement, needs assessment, retention, evaluation and transference have to be effectively applied to the Human Resource training and development system.

Ghazala Ishrat , A comparative study of Recruitment & Selection, Training and Development policies in Indian MNCs and Foreign MNCs, International Organization of Scientific Research, Journal of Business and Management (IOSR-JBM), Volume 7, Issue 5, Jan. - Feb. 2013.

This research is dealing the comparative study of recruitment and selection, training and development process of Indian and Foreign MNCs. This study point outs the similarities and dissimilarities of the policies being followed in Multinational Companies (MNCs). Globalization is also an important factor in setting benchmarks for the human resource policies being followed. New concepts such as HRMIT and E-HRM are also developed to face the scenario in which company is operating. The basic motive of all the companies whether Indian or Foreign is Profit Maximization but now the perception is bit changed as Human Resource Management has taken an important place in main system of all the companies. Now organizations are focusing on retaining talents in place of searching for lower salary employee. The study shows that good human resource strategies and practices are the vertebrae of all the organizations operating nationally or across the globe.
Serena Rovai, Recruiting high-tech managerial talents in China: an institutional perspective , Emerald Group Publishing Limited, Volume 3 Issue 2, 2008.

The aim of the study is to observe the significant function of relative factors on recruitment policies acceptance for foreign high-tech corporations operating in the PRC (Professional Regulation Commission). The study analyses the influence of institutional factors on ability recruitment and related policies and practices. In this concern, the institutionalization theory is explaining the degree to which recruitment policies and practices have been adapted, or not, to the host country environment or are more similar to those of Purpose The research is part of the

growing research on human resource management (HRM) in foreign multinational companies (MNCs) operating in the PRC. The purpose of study is to examine the critical role played by the relative factors on recruitment policies adoption for foreign high-tech corporations operating in the PRC. The study reviews the varied studies related to people management in China and it stresses the lack of research for recruitment and selection in the PRC in spite of the critical circumstances in the local labor market.

Abdul Qayyum, Muhammad Tariq Sharif, Awais Ahmad, Murad Shuaib Khan, Kashif-urRehman, Training & Development Practices in National Bank of Pakistan, Information Management and Business Review, Volume 4, Issue 1, Jan 2012,

The purpose of this study is to explore the training & development practices in National Bank of Pakistan (NBP). Different levels of officers are providing training & development opportunities in NBP. Data collected from different staff colleges of NBP. Result of this study shows, bank is providing training & development opportunities to its employees, but there is still gap which should be addressed. Training need analysis is not sufficient. Most of the trainers belong to operational background and they are unable to provide the sufficient training to develop the good employees. Bank does not have sufficient T&D plan for the top-level management.

Recruitment and Selection Policy Recruitment and selection policy of an organization is directed by the Human Resource management of that organization. However, recruitment and selection policy should also take into consideration the governments policy such as merit, internal sources, social responsibility in absorbing minority sections, women, etc. Recruitment and selection policies should entrust itself to the organizations personnel policy like inspirational human resources. There are some

factors which should be taken into consideration at the time of formulation of recruitment and selection policies. The factors are as follows: 1. Organizations personnel policies. 2. Government policies. 3. Personnel policies of competing organizations. 4. Recruitment needs. 5. Recruitment sources. 6. Recruitment cost. 7. Selection parameters and preference.

Recruitment and Selection The recruiting efforts of any organization depends upon the size of the labour market, the image of the organization, the place of posting, the nature of work and the compensation enclose Through the route of recruitment an organization tries to place potential employees and

encourages them to pertain for vacancies at a variety of levels. Recruitment thus, provides a pool of aspirant for selection. Selection is the process of picking persons who have appropriate credentials to fill jobs in an organisation. The basic purpose of recruitment and selection is to choose the individual who can perform the job in the best way from the pool of qualified applicants. Besides to meet this objective, the organization also obtains the additional information about the applicants such as age, qualifications, experience, skills etc. How well a member of staff is matched to a job is much important as it directly affects the quality of work.

Comparative Analysis
On the basis of data collected from different secondary sources we are trying to make the comparison of human resource management policies for recruitment & selection, training & development in Indian and foreign multinational organizations. The parameters of comparison are as follows. 1. Recruitment and Selection

In Indian multinational companies most of the employees feel that the HR department is good. HR department prefer both internal as well as external source for recruitment and selection. There are many Indian multinational companies adopt different sources to recriut their employee. Some of the organizations believe in off campus selection conduct in colleges through written test, group Discus (GD), Personal Interview (PI), HR Technical Round. While some of the organizations believes employee referral program. They support the involvement current work force for recruiting the right talent. Other ways like online recruitment system, internal job posting service are also used by the Indian MNCs for recruitment and selection. Foreign multinational companies also used the above sources of recruitment but some additional sources such as online talent auctions, talent referral programs, Job fairs, walk-in tours, Newspaper advertisements and third party recruitment which is mostly preferred by foreign multinational companies.

In Indian MNCs most of the employees feel that the HR department is good. About 75% of the managers say that they prefer both internal as well as external whereas in Foreign MNCs, only 17% managers prefer both internal as well as external source of recruitment and selection. In Indian MNCs about 65% of the mangers go for direct recruitment and selection and less number for mangers prefer indirect or third party. Whereas in Foreign MNCs 50%of the managers go for direct recruitment and selection. Mostly the manpower planning is done Quarterly and 30 % do not follow any pattern they dont have any fixed time. Whereas in Foreign companies, mostly the manpower planning is done annually and 27% do not follow any specific pattern. Companies prefers to go for campus interviews and even casual application that are received for recruitment but they hardly prefer placement agencies. Most of the manager Prefer Personal interviews, 30% prefer to take telephonic interviews where as only 20% go for video conferencing and rest 10% adopt some other means of interviews whereas in Foreign MNCs,about 36% of the manager prefer Personal interviews, 28% prefer to take telephonic

interviews where as 27% go for video conferencing and rest 9% adopt some other means of interviews. In Indian Companies 27% of employees have attended PrePlacement training programme where as 19% have attended Post-employment programme and around 49% have gone for both of the training programme and only 5% have not attended any of the training programme. Whereas in Foreign MNCs In Foreign MNCs, 23% of employees have attended Pre- Placement training programme where as 27% have attended Postemployment progamme and around 45% have gone for both of the training progamme and only 5% have not attended any of the training progamme In Indian companies 53% of employees say it both theoretical as well as practical knowledge is being provided during the training, whereas in Foreign MNCs 40% of employees say it both theoretical as well as practical. About 56% of employees of Indian companies are satisfied with the environment of the training programme where as only 31% are not satisfied and rest 13% of employees have not said anything. 63% of employees of Foreign MNCs are satisfied with the environment of the training progamme where as only 20% are not satisfied and rest 17% of employees have not said anything. Whereas in Foreign MNCs around 81% of the employees feel that due to training there has been an improvement in their performance, where as only 15% have said that their was no improvement and rest 4% have not said anything. Most of the employees feel that due to training there has been an improvement in their performance, where as only 17% have said that their was no improvement and rest 10% have not said anything. Majority of the employees feel that training enhances their competency and knowledge where as only 27% say it does not. 50% of the employees like to have on the job training and 23% like off the job where as the rest 27% say that it depends upon the job it is. Whereas in Foreign MNCs, around 81% of the employees feel that due to

training there has been an improvement in their performance, where as only 15% have said that their was no improvement and rest 4% have not said anything.

Method of Recruitment
Indian multinational companies mangers go for direct recruitment and selection, some of the companies prefer indirect recruitment and selection
Ethnocentric approach

When a company follows the strategy of choosing only from the citizens of the parent country to work in host nations, it is called anethnocentric approach. Normally, higher-level foreign positions are filled with expatriate employees from the parent country. The general rationale behind the ethnocentric approach is that the staff from the parent country would represent the interests of the headquarters effectively and link well with the parent country. The recruitment process in this method involves four stages: self-selection, creating a candidate pool, technical skills assessment, and making a mutual decision. Self-selection involves the decision by the employee about his future course of action in the international arena. In the next stage, the employee database is prepared according to the manpower requirement of the company for international operations. Then the database is analysed for choosing the best and most suitable persons for global assignments and this process is called technical skills assessment. Finally, the best candidate is identified for foreign assignment and sent abroad with his consent. Polycentric approach When a company adopts the strategy of limiting recruitment to the nationals of the host country (local people), it is called a polycentric approach. The purpose of adopting this approach is to reduce the cost of foreign operations gradually. Even those organizations which initially adopt the ethnocentric approach may eventually switch over lo the polycentric approach. The primary purpose of handing over the management to the local people is to ensure that the company understands the local market conditions, political scenario, cultural and legal requirements better. The companies that adopt this method normally have a localized HR department, which manages the human resources of the company in that country. Many international companies operating their branches in advanced countries like Britain and Japan predominantly adopt this approach for recruiting executives lo manage the branches."

Geocentric

approach

When a company adopts the strategy of recruiting the most suitable persons for the positions available in it, irrespective of their nationalities, it is called a geocentric approach. Companies that are truly global in nature adopt this approach since it utilizes a globally integrated business strategy. Since the HR operations are constrained by several factors like political and ethnical factors and government laws, it is difficult to adopt this approach. However, large international companies generally adopt the geocentric strategy with considerable success. For international recruitment, especially on foreign soil, organizations generally use manpower agencies or consultants with international connections and repute to source candidates, in addition to the conventional sources. For an effective utilization of the internal source of recruitment, global companies need to develop an internal database of employees and an effective tracking system to identify the most suitable persons for global postings. The geocentric approach uses Ihe best available managers for a business without regard for their country of origin. In this example, the UK parent company uses natives of many countries at company headquarters and at the U.S. subsidiary. Regiocentric Approach Company's international business is divided into international geographic regions. The regiocentric approach uses managers from various countries within the geographic regions of business. Although the managers operate relatively independently in the region, they are not normally moved to the company headquarters. The regiocentric approach is adaptable to the company and product strategies. When regional expertise is needed, natives of the region are hired. If product knowledge is crucial, then parent-country nationals, who have ready access to corporate sources of information, can be brought in. One shortcoming of the regiocentric approach is that managers from the region may not understand the view of the managers at headquarters. Also, corporate headquarters may not employ enough managers with international experience. The regiocentric approach places managers from various countries within geographic regions of a business. In this example, the U.S. parent company uses natives of the United States at company headquarters. Natives of European countries are used to manage the Italian subsidiary.

Internal Recruitment definitely is on the priorities because current employees have better understanding of the business, Culture, and environment in comparison with outside candidates. Incase if the company is moving towards a new project or business and if that project or business is out of its expertise than

external recruitment would be a choice to invite application according to expertise requirement.

External sources include schools, colleges and universities, employment agencies, labor unions, media sources, and trade and competitive sources.

Human Resource Planning and Recruitment & Appointment Policy

Employee retention can be defined as the ability of an organization to hold its employees. However, employee retention is related to the efforts by which employers effort to retain employees in their personnel. In this sense, retention becomes the strategies rather than the output. Employee turnover is a indication of a deeper issue that has not been determined. These deeper issues may comprise low employee morale, absence of a clear career path, lack of appreciation, poor employee-manager relationships etc. A lack of fulfillment and commitment to the organization can also cause an employee to withdraw and begin searching for other opportunities. Pay does not always play as large a role in inducing turnover as is typically believed

Saving is an important tendency of Indian employee so the Indian multinational companies also provide the facilities for savings such as retirement savings plan, health insurance and life insurance.

Free bagels on Fridays and dry-cleaning pickup and delivery may seem insignificant to you, but if they help employees better manage their lives, theyll appreciate it and may be more likely to stick around.