Case Study 1 - the firm (PCN and HCN ) The firm (MNC that you choose) had developed its activities in the host country (host country that you choose) for two years, and the CEO was happy with their current performance. The market shares for essential products had increased significantly, and progress was better than expected. The number of employees had increased, including quite a few local host country managers in high-level management positions. The CEO's goal from the beginning was to avoid an ethnocentric approach. They prefer a polycentric approach that supported the recruitment of local managers. Two of HCN managers are John Miller, the marketing director of the company; he is from HCN 1 and Amalina the research and development manager from HCN 2. During the last two years, they have been thoroughly prepared for their jobs. The company had sent them to various high-level training programs at top business schools. It had provided them with a long-term career plan, which included short-term vertical career advancement. While the CEO wanted to support the development of a host country management style, he tried to transfer some HR practices from the home country. It is highly valued in the home - mainly investing in training and taking a long-term intra-organizational career perspective. While some host country firms took this approach, however, these ideas were not widely accepted in the host country. The CEO assumed that the new host country employees would value these policies. The firm would provide an important incentive for employee retention. One morning, the CEO was shocked to learn that John Miller and Amalina were about to quit their jobs. a. Based on Hofstede's cross-culture management study, describe a possible reason for Amalina. to quit her job. (15 marks) b. Do you think the cause of John Miller's resignation may be similar to Amalina? Describe and support your opinion. (15 marks)