Question 1:- What is Coca-Cola’s staffing policy for managerial positions: ethnocentric, polycentric, or geocentric? Does this policy make sense? Answer:- . : I think Coca-cola staffing follows a polycentric for managerial positions as they have to do that because they “think globally and act locally” and on this basis their policy is combination of ethnocentric as well as geocentric. Yes this policy makes sense because this is aligned with their global strategy in global expansion and expected to be more profitable in future. I would like to highlight that their policy is combination of ethnocentric as well as geocentric.
Yes, this policy makes sense because this is aligned with their global strategy in regards to their global expansion. Basically, Coca-Cola is a customer driven company so they try to increase their touch points with the costumer So they try to manage and expand their business by hiring the local candidates because they think that the mango (local) people can understand the mango (local) customers and employees but at the same time they empower their local managers with global experience they have by spending 500 high level managers under global service program.
With this style of working they add value to the local business from their learning experience from the other parts of the world. Question 2:- What is the strategic role of the Human Resource Management functions at Coca-Cola? How does HRM help Coca-Cola to become a more successful international business? Ans. Coca-Cola main strategic role is “Think Globally, act locally”. HRM help Coca-Cola achieve these in the following ways: 1. By conducting two-week HRM orientation sessions for HR staff from 25 operations. 2.
Empowering the local people for management positions, this helps manage the employees and customers in the best possible way and expansion of the business is easy. 3. 500 high-level managers experiences from another part of the world. 4. By moving policy of managers they become globally updated and this helps for expansion and progression of their company. Question 3:- Do you think it is appropriate pay expatriates according to US Benchmark rates, even when their home operation is not US? What potential problems might such a policy cause?
What are the benefits of the policy? Answer:- Yes it’s appropriate to pay the expatriates according to the US bench mark because Coca-Cola has so many global service programs which requires them to move their managers from the world headquarters to the other parts of the world to empower the local managers with global tools via training and by paying in terms of US standards its makes easy for the managers to move outside and still motivated UD standards by par is the world bench mark so they managers from the US do not mind moving to other parts of the world.
Potential Problems: (a) Dis-satisfaction in the employees who do not go outside the country (b) Race among the local employees to go abroad. (c) Costly affair. Advantages: (a) It helps Coca-Cola achieve “Think Globally act locally”. (b) Employees remain motivated.