St. Joseph’s College of Commerce (Autonomous)

End Semester Examination- MARCH / April 2014

MIB – IV Semester

 INTERNATIONAL HUMAN RESOURCE MANAGEMENT

Duration:  3 Hours                                                                                          Max. Marks: 100

Section – A

1. Answer any SEVEN Each carries 5 marks.                    (7 x 5  = 35)
2. What are Trade Unions? What are the reasons for formation of these unions?
3. Explain the terms, (a) Industrial Relations, (b) Collective Bargaining
4. Highlight the objectives of international compensation policy.(from the point of view of “employee” as well as the “firm”)
5. Define, “Performance Appraisal”, “hardship premium”.
6. Explain the reasons for the failure of expatriate in foreign employment.
7. Explain the stages involved in International adjustment.
8. Explain the various staffing approaches.
9. Differentiate between IHRM and domestic HRM.
10. How can staff be developed through International assignments ?
11. What is Pre-departure training? Is it necessary? Why?

 

Section – B

1. Answer any THREE Each carries 15 marks.                        (3x 15 = 45)

 

11. Write a note on cultural, social, political, and technological environment of US, UK, and Japan.
12. “It is very important for any organization to solve the conflict at the earliest”. Why and How?
13. What is the meaning of Repatriation. Explain the Repatriation Process.
14. What is meant by “Expat training”? Explain the pre-departure training session for an expat.
15. Define Compensation. Explain the objectives and the key components of international compensation.

 

Section – C

• Case Study – compulsory Question                                                             (1 x 20 = 20)

The organization has never owned any hotels outside the UK before, and has hired

a team of independent management consultants to advise them on how to proceed.

They provided the consultants the following information during their initial

meeting:

 A majority of their existing managers said they would like a chance to work abroad.

 None of their existing managers speak French fluently.

 They will allow four weeks to rebrand the hotels. The new hotels must be ready to

open after that time.

 They expect to recruit a large number of staff for the new French hotels, because

more than 70 percent of the employees from the acquired organization left.

 They will require their managers to be flexible and move between countries if any

problems arise.

Brunt management decided that because this is their first venture into a country

outside the UK, they want to use PCNs to set up the new hotels and that only

internal candidates should be considered. They think that this is important so they

can incorporate the organization’s values. However, they believe that once the hotels

are up and running, HCNs could be hired. The management vacancies must be filled

as soon as possible.

In their company literature, the organization states that their core values are to:

 Provide excellent levels of customer service to all guests.

 Provide a clean and comfortable environment for guests and staff.

 Recruit and retain excellent staff.

 Support and develop staff so they can reach their full potential.

 Continuously strive to improve all aspects of the business.

 Ensure that all hotel buildings, fi xtures and fi ttings are well-maintained in a

proactive manner.

It is important that the management consultants for this project take these core

values into account when making their recommendations.

The management eventually approves the advertisement and the compensation

package and distributes both internally. Interested candidates are asked to write

a letter to the CEO to explain why they think they are the best person for the

job. Thirty managers apply for one of the new positions (there are 10 positions

available), which means there will be 20 unsuccessful candidates still working for the organization.

The management team acknowledges that the application letters were not helpful with making decisions and that they need a more robust selection process. There must be a strong sense of fairness in the selection process because they do not

want to de-motivate any of these existing employees. They want to select the right

candidates because it is essential that the new hotels are successful and up and

running quickly and efficiently. The senior managers know all of the candidates

quite well (personally and professionally).

The management team advises you that they do not want to take into account the

marital or family situation of the expatriate candidates; they are concerned that this

may fall afoul of UK equal opportunities legislation.

The management hires six candidates to work overseas because they did not feel

that the other candidates were qualified. They feel confident that these six can

successfully open the new hotels. The success of these managers is vital to the success of setting up the new business, so management wants to ensure they provide effective support for them in terms of training and development. They believe that the best option is to divide training into two parts: pre-departure training and on-the-job training in the new country. Since the organization has never sent employees abroad before, they are not sure about what should be included in these training programs. The only mandatory area that must be included is an introductory language section

(including basic business French) so that the managers have a basic grasp of the

French language by the time they open the new hotels. However, they hope that the

managers will enjoy their introductory language course and will continue to attend

more advanced language classes when the new hotels are open.

The management team decides to select only one of the three proposed training

programs, confident that it will be useful and informative for the new expatriates.

However, they would also like to provide external support for the new expatriates

to make their transition to a new country as smooth as possible. They are aware of

some of the services that can be offered to support employees on both a personal and

professional level, but do not have a comprehensive overview.

 

Questions:

 

1. What are the advantages and disadvantages of recruiting expatriate staff externally?

 

1. Explain the benefits of an ethnocentric approach to international staffing.

 

1. What are the most important factors in the selection decisions of expatriates?

 

1. Discuss the advantages and disadvantages of involving the spouse and families of expatriates in the selection process.

 

                                    

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