[국제경영] TCT(Tel-Comm-Tek, 영문) 사례

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2009.08.03 / 2019.12.24
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목차: Human Resource Management
Situation of TCT
Information about Candidates
Suggested Solution

본문내용: Human Resource Management
Human resource management refers to the activities that a company, whether solely domestic or thoroughly global, takes to staff its organization. And as the firm expands and opens it needs to allocate its people in order to operate business and leverage employees’ competencies. In the international environment, HRM is more difficult, because of the differences between countries in politics, culture, law, and economic status. However in order to alleviate these difficulties, companies need to have clear staffing policy among ethnocentric approach, polycentric approach, and Geocentric approach.
In detail, ethnocentric staffing policy reflects the belief that the principles and practices used by the home-office country are superior to those used by companies in other nations. And polycentric staffing policy demands adaptation of the difference between operations in the home and host countries. Geocentric staffing policy is to look for the best people for key jobs throughout the organization, regardless of their nationality. Even though all three policies have their own advantages, they all have the drawbacks to their approaches. Therefore it is crucial to find right policy for its environment and company’s purpose.
With right staffing policy, managing expatriates is also important in HRM. Firstly, when there is selection of expatriates, companies look for people with skills and outlooks in the matters of technical competence, adaptiveness, and leadership ability. And with in depth interviews and objective measures, company chooses expatriates. Then, it needs to estimate possibility of expatriate failure in order to recognize crucial training for expatriates to prevent failure. In addition, the firm needs to compensate expatriates with accurate calculation and balancing its cost and compensation. So as we have seen above, it is delicate job to allocate people for company’s plan. For the success, we have to consider each part carefully.

Situation of TCT
Tel-Comm-Tek (TCT) makes small office equipment in 9 countries. The company sells products such as copying machine, dictation units, laser printers, and paper shredders in more than 70 countries. It’s headquartered in the United States, and has an Indian subsidiary. Mark Hopkins, the managing director of TCT India, announced his resignation in January 2007. So TCT immediately began a search for his replacement.

Information about Candidates
In late 2007, TCT began building its new plant in Bangalore, the center of India’s Silicon Valley. The director of this plant will report to TCT India’s managing director. TCT prefers to fill executive vacancies by promotion from within the company. Headquarters sees international experience as an important factor in promotion. And there are six candidates for this position:

Tom Wallace (Age : 50s, Male)
Pros  A 30-year TCT veteran (4.5 years from retirement)
 Knowledgeable in the technical & sales aspects of the job
 Supervising a plant of similar size
 Rating : proficient
Cons  Never worked abroad
 Speaking only English

Brett Harrison (Age : 40, Male)
Pros  Experience in Asian regional office
 Well-acquainted with India & Many U.S. expatriates in Bengalore
 Rating : competent
Cons  Wife has a job (difficult to relocate)
 Teenage children

Atasi Das ( Age : 37, Female)
Pros  Experience in staff & line positions
 Expressed goal & interest in international responsibilities
 Single
 Speaking Hindi
 Rating : excellent & upwardly mobile
Cons  Probable disadvantage as a female in India

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