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Hiring Third Country Nationals: 8-Step Analysis Case Study

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Updated: May 15th, 2021

The analysis of the case under review became practical owing to the adherence to the steps envisaged in the AMA guide. By using the steps, it is easy to unearth the underlying problems, its components, and the best solutions.

Application of the model in evaluating the provided study was momentous in yielding positive outcomes. Notably, while the case reflects a scenario in the employment sector, the guide enables researchers from various categories to inspect underlying matters in their respective fields because it extends to several areas of humanity. By applying the model, societies can successfully address issues that affect productivity in workplaces, hospitals, education, and other sectors. Concisely, the system gives individuals a chance to look at the world from an informed standpoint and review the challenges that they face in a broad spectrum. A case in point mirrors an emerging issue that concerns the rising instances where MNCs hire TCNs.

Eight Steps of the Guide

Analyzing Relevant Facts

The first step used in the case encompassed an examination of facts that coined the presented challenge. Fundamentally, to understand the concept discussed by the case comprehensively, it is essential to read it thoroughly and look for the relevant information. By reading the case comprehensively, it becomes easy to delineate pertinent facts from those that are irrelevant. Upon reviewing the case, it emerged that the subject of study was the recruitment of third country citizens. The case elaborated the rising instances where MNCs hire TCNs in their companies. The Japanese Times (2015) outlines situations where companies in Japan have increased the number of third country employees working for MNCs based in the country. Although the regulations in Japan discourage managers from hiring TCNs, benefits such as bilingual abilities and expertise force them to increase the number of non-natives serving in their enterprises.

Determining the Problem

From the provided case, it is evident that modern societies encounter challenges in foreign countries whenever they establish their branches. The problem outlined by the case centers on the inadequacy of skilled human resources who can deliver company requirements. Kortese (2016) notes that the hosts who could be the right set of employees may not be fluent in foreign languages often associated with companies that operate in various locations. The challenges summarized by the case compel employers to hire TCNs because they can communicate using more than one language and have the necessary skills. By using the approach, it is easy to understand the problem. The cornerstones provided by the model are useful in identification of the matter communicated by the case and its magnitude in contemporary societies.

Identifying the Problem Components

The third stage incorporates scrutiny of the components that constitute the subject. The step is useful because it helps individuals to develop an in-depth understanding of the problem. Remarkably, extensive knowledge of the issue enables individuals to provide alternative solutions. In the case of TCNs, the author outlines some components that lead to an increase in their employment. Although these components appear as benefits and threats, they facilitate the rising cases of TCNs. Consequently, other components comprise the regulations established by the host nations to minimize recruitment of non-natives. These benefits and provisions are among the elements that increase cases where employers recruit TCNs.

Generating Alternatives

The fourth step encompasses a process where individuals come up with a wide range of options that can be useful in dealing with a particular problem. These alternatives may have different mechanisms of tackling the issue and timeframes. In the context under discussion, the proposed substitutes comprise developing regulations that discourage TCN employment, educating natives to understand several official languages, and relaxing rules that limit hiring of non-natives.

Notably, these alternatives emanate from a close assessment of the case and a process of brainstorming. While some solutions stem from the information in the case, others originate from an extensive study of past research. A combination of information from past literature and the case study furnishes the reader with the various options that can be useful in dealing with the rising cases of TCNs.

Evaluating Alternatives

After generating a set of options, the next stage regards their evaluation. In this stage, substitutes become subjects of serious scrutiny basing on their advantages, demerits, weaknesses, and strengths. The essence of the review emanates from the desire to settle on a solution that addresses a challenge conclusively. In the case provided, the alternatives include promoting employment of TCNs, training natives to understand foreign languages, and developing policies that discourage recruitment of non-nationals.

An evaluation of these options is critical in selecting the right alternative. For instance, relaxing the rules on employment of TCNs limits the opportunities enjoyed by the hosts. Due to the relaxed policies, managers may neglect the natives and hire foreigners. Once these TCNs leave, natives remain without the necessary skills and fail to gain the benefits derived from MNCs.

The second option centers on training hosts to understand the task deliverables and the language used in foreign countries. Although the option is important, the time utilized by trainers to ensure that the nationals attain the requisite fluency may be costly and time consuming, especially for operational enterprises. During the learning process, these companies must hire people who will keep their systems functional to mitigate losses. Therefore, in as much as the option of training natives is essential, it does not provide a timely solution to the issue.

The other possibility of regulating recruitment of TCNs is unbalanced. While the hosts need employment from companies based in their countries, TCNs who have the right proficiencies cannot be discriminated using their nationality. Therefore, by devising policies that hinder the employment of TCNs, the host nation prevents organizations from exploiting the full potential held by individuals residing in the respective region.

Choosing Alternatives

After evaluating the options presented during the brainstorming process, the next step is the selection of the best possible solution. The preferred alternative should have the long and short-term milestones useful in dealing with a problem. Notably, managers should ensure that the option solves the current challenge and prevents any future occurrences. In the context under review, the best solution that managers can utilize to tackle the rising recruitment of TCNs and the opposition from host governments is the development of policies that promote TCN employment and empowerment of non-nationals. The two options are useful because they address the problem in both the short and long-term.

When strategies concerning employment of TCNs become relaxed, governments enjoy increased investment from MNCs, which translate into increased GDPs and GNPs. As investments from MNCs increase, the government then proceeds to train its citizens on various official languages used by other countries and the requisite expertise. After a specific timeframe, the educated citizens will have the essential qualifications. The training will also enable the individuals to work in other countries away from their places of birth or residence, hence solving the challenge of TCNs and the opposition from host nations. Instead of working within a region due to the language barrier, citizens of a particular country will have the opportunity to work in several nations after learning diverse languages.

Implementing the Selected Solution

The next stage occurs after selection of the correct option and entails its execution. At this point, the necessary infrastructure and resources should be present so that the implementation process becomes swift and successful.

In the context of TCNs, the correct options comprise relaxation of policies on the hiring of non-nationals and training the host communities. Initially, countries will enact policies that promote employment of TCNs with the view of encouraging investments and growing their economies. Enactment of regulations should be simultaneous with the empowerment of citizens so that they acquire competencies that improve their positions in an outside the regions. Upon successful training, the individuals may not necessarily work in the host countries but may venture overseas and serve in other places.

Evaluating the Selected Alternative

One of the significant steps that should commence after implementation is the follow-up. By evaluating the progress attained from the selected option, managers and governments will be in a better position to address any complications that may emerge during implementation.

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IvyPanda. "Hiring Third Country Nationals: 8-Step Analysis." May 15, 2021. https://ivypanda.com/essays/hiring-third-country-nationals-8-step-analysis/.


IvyPanda. 2021. "Hiring Third Country Nationals: 8-Step Analysis." May 15, 2021. https://ivypanda.com/essays/hiring-third-country-nationals-8-step-analysis/.


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