Posted: May 24th, 2022

Resourcing for Cameroon Response Term Paper

Resourcing for Cameroon

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Table of Contents
Table of Contents 2
Resourcing for Cameroon 3
Resourcing methods introduction. 3
Resourcing methods 4
Ethnocentric method 4
Polycentric approach 4
Geocentric approach 5
Regiocentric approach 5
Advantages and disadvantages of hiring: 5
Parent Country Nationals 5
Home Country Nationals 6
Third Country Nationals 6
Expatriates’ challenges in Cameroon 6
References 8

Resourcing for Cameroon

Resourcing Methods Introduction.

Resourcing and recruiting is an essential factors for a multinational enterprise. When carrying out the activity, factors like the organizational needs need to be considered. The willingness of the available employees and talents is also a factor to consider. Margaret and the HR team of UAE Oil need to consider the resourcing methods as they resource on recruiting and selecting employees for Cameroon. The resourcing process will have to include research on the suitability of both parent country nationals, the UAE, and the host country nationals, the Cameroonians.
Management in a multinational enterprise requires careful consideration during resourcing. Various aspects determine the choice of attitudes among international executives. Essential product, functional and geographical decisions motivated the development of the different approaches to resourcing (Dowling et al., 2013). Dowling et al. (2013) quote Perlmutter that decision making, evaluation and control, information flow, and complexity of an organization are some of the organizational aspects that demonstrate the attitudes. The different methods and approaches that Margaret and the HR team can adopt in recruitment and selection for the new subsidiary in Cameroon are the ethnocentric approach, the polycentric approach, the geocentric approach, and the regiocentric approach.
The different recruitment and selection approaches affect parent country nationals and host country nationals. The effects are different depending on the different approaches, though a regiocentric and a geocentric approach affect the two groups similarly. Ethnocentric approach advocates for sourcing the management team from UAE as the parent company, which greatly favors the parent country nationals. The polycentric approach advocates for sourcing the management team from the host country, though the top executive management remains at the headquarters. In this case, the host country nationals, the Cameroonians, are more favored by the approach. The management team is sourced from any country for the geocentric approach and is qualified by merit. It means that it favors both the host country nationals and the parent country nationals the same way as qualification is by merit. Regiocentric utilizes a vast pool of managers though limited by a specific geographical area (Dowling et al. 2013). It affects the nationals differently if they belong to different geographical areas, but the effect is the same if they are from the same geographical area.
Resourcing Methods
a) Ethnocentric method
The first method Margaret and the team can use is the ethnocentric method. The ethnocentric method advocates for the management team to be composed of the parent country’s nationals (Dowling et al., 2013). It means that all the major decisions will be made at the UAE headquarters, as the management in Cameroon implements. If Margaret and the team conduct research and find out that the Cameroonian nationals are not as qualified as their set qualifications, this will be the best method. If Margaret and her team also wish that the Cameroonian subsidiary to have control links, coordination, and communication with the corporate headquarters in UAE, this method will be the best. The downside of this approach is that it takes time for parent country nationals to adapt to the new country and start being productive. The host nationals cannot get to the top management may inhibit their productivity. Therefore, the ethnocentric method favors the UAE nationals and may lead to insensitivity on the part of the management to the Cameroonians because of the perceptions and culture change.
b) Polycentric approach
Margaret and the HR team can also adopt the polycentric approach. A polycentric approach advocates for the subsidiary to gain some form of self-government, being headed by a host country national (Dowling et al. 2013). The Cameroonian subsidiary will be headed by a manager from Cameroon, who will then report to the top leadership in UAE. Cameroon has two national languages, French and English, and the language barrier can be a motivation for the adoption of this method. This approach removes the adjustment period of a foreign manager, and the expenses are also reduced. The political scene of Cameroon, with a separation between the French-speaking majority and the English-speaking minority, can also be a motivation for this approach so that UAE Oil can keep a low profile by being headed by a Cameroonian. The downside of this approach is that Cameroonians cannot advance their careers internationally, as they are only limited to working for UAE Oil in Cameroon. The range of cultural differences, personal values, and business attitudes will be felt at the corporate level as the Cameroonian management reports to the headquarters in UAE.
c) Geocentric approach
UAE Oil can source a team of able management from any country to head the subsidiary in Cameroon. This method is the geocentric approach (Dowling et al., 2013). In the company’s bid to continue expanding and investing in other nations, having a management team composed of qualified nationals from different countries is an approach that Margaret and the HR team can use to recruit employees for the Cameroonian subsidiary. This approach is vital in ensuring that there is cooperation and resource sharing across the different subsidiaries and the parent organization (Dowling et al., 2013). Geocentric approach leads to competent management, as the managers are qualified by merit and not by location. Creating a global perspective is also an added advantage because of the interactions. This method is expensive to implement because of the relocation costs, training, and an internationally standardized salary structure. If the Cameroonian government adopts measures to promote employment by legislating that a percentage of managers be Cameroonians, this approach will be affected. The geocentric approach develops global-oriented leaders yet is deeply rooted in their local countries.
d) Regiocentric approach
Margaret and the HR team may decide to have managers who can operate in specific regions per continent. It would mean that for the subsidiary in Cameroon, the management team could be from any nation in Africa. This approach is referred to as the regiocentric approach, as discussed by Dowling et al. (2013). This approach would be suitable for Cameroon since it will facilitate transfers of different managers to other subsidiaries in the region. The local culture will be maintained, and the management will be sensitive to the Cameroonian needs because of the availability of Cameroonians in the management. This approach may create regional division, limiting the management from adopting a global perspective. Career advancements are still limited to the regional level, inhibiting international expansion.
Advantages and disadvantages of hiring:
i) Parent Country Nationals
Hiring from UAE is advantageous to the UAE Oil subsidiary in Cameroon because the control and coordination are enhanced directly to the headquarters, without any cultural barrier. Because of the skills and experiences gained from operating in the UAE, they will work better and be rewarded with international experience. On the other hand, adaptation is a challenge that may take some time to settle and start effective operations. Hiring from UAE will also make the management impose a management style similar to the headquarter, which may not be effective for Cameroon. Hiring from UAE will also limit the promotion opportunities for Cameroonians, and still, the salaries will differ.
ii) Home Country Nationals
Hiring Cameroonians will be cheap with reduced barriers like work permits and the language. Productivity will increase since they will be motivated by the continuity of management. The Cameroonian government may also create an enabling environment for UAE Oil since the management is Cameroonian. However, the control and coordination may be affected because of the barriers at the top management level. Career advancements of parent country nationals and third country nationals internationally to Cameroon will be limited by the Cameroonians in the jobs. An influx of Cameroonians on the subsidiary may also make the subsidiary appear more national rather than a multinational enterprise.
iii) Third Country Nationals
Third country nationals will enjoy a higher salary and or more benefits than Cameroonians. External expertise is another advantage of hiring third-country nationals. The downside of this would be regional political imbalances and measures by the Cameroonian government to inhibit the hiring of third country nationals.
Expatriates’ challenges in Cameroon
Experts face challenges when operating in a different country. For the parent country nationals from Abu Dhabi transferred to Cameroon, they may also face some challenges in their operations. The challenge of cultural issues. Cameroonian culture is new to the experts from Abu Dhabi, yet they are supposed to learn it and even lead a team of Cameroon nationals in doing a task. Learning and getting used to the culture is a challenge. Training aids in the adaptation greatly, enhancing productivity.
The challenge of family concerns. When a family person transfers to Cameroon, but the family cannot adapt to the changes, the experts’ success will be affected. The manager has to travel to the home country for family events frequently; the costs and time lost are challenges that the expatriates from Abu Dhabi may face.
Poor communication and insufficient support systems. If the communication channel between the expatriates from Abu Dhabi and the management team in Abu Dhabi is disconnected or takes longer, the efficiency of the experts will be affected. Practical support is needed both from the parent and host countries for productivity. Therefore, the experts may face the challenge of a proper support system until expatriate training is carried out.

Dowling, P., Festing, M., & Engle, A. D. (2013). International human resource management. Cengage Learning EMEA.
Meyer, K. E., & Xin, K. R. (2017). Managing talent in emerging economy multinationals: Integrating strategic management and human resource management. The International Journal of Human Resource Management, 29(11), 1827-1855.
Samimi, E., & Sydow, J. (2020). Human resource management in project-based organizations: Revisiting the permanency assumption. The International Journal of Human Resource Management, 32(1), 49-83.
Stone, R. J., Cox, A., & Gavin, M. (2020). Human resource management. John Wiley & Sons.


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