St. Joseph’s College of Commerce VI Sem International Human Resource Management (Elective P – Iv – Hr) Question Paper PDF Download

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REG NO:

ST. JOSEPH’S COLLEGE OF COMMERCE (AUTONOMOUS)
END SEMESTER EXAMINATION – MARCH/APRIL 2016
B.B.M. – VI SEMESTER
HRM 606: INTERNATIONAL HUMAN RESOURCE MANAGEMENT

(ELECTIVE P – IV – HR)
Duration: 3 Hours                                                                                             Max. Marks: 100
SECTION – A
I) Answer ALL the questions.  Each carries 2 marks.                                        (10×2=20)
  1. Define IHRM.
  2. What do you mean by Expatriate Training?
  3. Mention two objectives of International Compensation.
  4. What do you mean by Repatriation?
  5. Mention the approaches to International Relations.
  6. What is Global Talent Search?
  7. Give the meaning of Training in an Organisation.
  8. What is cultural Shock?
  9. Mention any two issues involved in International Performance Management.
  10. Define PCN with an example.
 

SECTION – B
II) Answer any FOUR questions.  Each carries 5 marks.                                      (4×5=20)
  11. International Human Resource Management is different from Domestic Human Resource Management in various dimensions. Explain.
  12. State the different types of International Human Resources.
  13. State the areas to be appraised for Host Country National.
  14. Explain Repatriation Process.
  15. State the influence of Trade Unions on HR Practices of MNCs.
  16. Explain the recent trends in International Staffing.
 

SECTION – C
III) Answer any THREE questions.  Each carries 15 marks.                                (3×15=45)                                                                                                
  17. Explain the various areas of Global Training and Development.
  18. What are the various HR Practices in the United States?
  19. Write the Objectives of MNC’s Compensation Management.
  20. Explain the various sources of International Recruitment.
  21. What are the various factors influencing International Industrial Relations.
 

SECTION – D
IV) Case Study – Compulsory question.                                                                (1×15=15)                                                                                          
  22. When a major international software developer needed to produce a new product quickly, the project manager assembled a team of employees from India and the United States.  From the start, the team members could not agree on a delivery date for the product.  The Americans thought the work could be done in two to three weeks; the Indians predicted it would take two to three months.  As time went on, the Indian team members proved reluctant to report setbacks in the production process, which the American team members would find out only when work was due to be passed to them.  Such conflicts,

 

of course, may affect any team, but in this case, they arose from cultural differences.  As tensions mounted, conflict over delivery dates and feedback became personal, disrupting team members’ communication about even mundane (routine) issue.  The project manager decided he had to intervene – with the result that both the American and the Indian team members came to rely on him for direction regarding minute operational details that the team should have been able to handle itself.  The manager became so bogged down by issues that the project careened hopelessly off even the most pessimistic schedule – and the team never learned to work together effectively.

 

Questions:

 

  1.  What mistakes did the project manager commit while constituting the team?
  2. Which of the strategies do you recommend to bring the team back on track?
  3. What are the cultural aspects of US making it different from Indians?

 

 

 

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