Using a competency approach to understand host-country national managers in Asia

Abstract

This study empirically explored host-country nationals (HCNs) in multinational enterprises (MNEs) using a competency approach. Participants consisted of 500 managers working for a leading Japanese retail MNE, with 100 each from Japan, China, Hong Kong, Malaysia and Thailand. The study highlighted three competency variables for 12 skills of those managers: (1) the level of competency demands, (2) the level of developed competencies and (3) the level of competency improvement needs as assessed by the difference between the levels of developed competencies and the levels of corresponding competency demands. Three conclusions were drawn: First, relationship skills are the most demanded and developed competency of HCN managers in Asia, while their levels tend to vary with Asian countries. Second, goal-setting skills are also very important competency demands but are insufficiently developed by HCN managers. Therefore, HCN managers need to improve their goal-setting skills to a great degree as a top priority. Third, interpersonal and behavioral competency areas of the 12 skills are more important demands for HCN managers than analytical and perceptual competency areas. Based on the empirical evidence obtained from this study, theoretical and practical implications were discussed.

Keywords::

• a competency approach
• Asia
• experiential learning theory
• host-country nationals
• Japanese multinationals