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fundamentals of human resource management

Questions and Answers of Fundamentals Of Human Resource Management

• Power distance: the extent to which reward is based on hierarchical position rather than task performance, and the level of pay differentials between hierarchical levels;
• Masculinity–femininity: the extent to which it is appropriate to reward high task achievement in the job; the extent to which basic and overtime pay is structured; the extent to which
• Ascription–achievement status: the extent to which it is appropriate to reward ascribed status or achievement in the job;
• Locus of control: the extent to which employees feel they have sufficient control of their environment in order to benefit from performance-related pay;
• Individualism–collectivism: the extent to which rewards are distributed on the basis of individual performance;
• Universalism–particularism: the extent to which rules concerning the allocation of salary and benefits are universally applied;
• be understood and accepted by employees as consistent with their values and priorities and be regarded as equitable and competitive.
• provide rewards which are equitable, competitive, timely and in an appropriate form;
• identify the behaviour and results which are needed and define the rules which govern how individuals and groups behave;
• fit the organizational context in which they operate, such as the organizational mission, culture, environment, strategy and structure;
• In-house unions. It is difficult to go against trade union traditions in the host country, and normally Japanese subsidiaries adapt to local conditions in this respect.
• Lifetime employment. It may be that European employees do not want lifetime employment in a Japanese company, if it means accepting all the other aspects that go with it, such as promotion by
• Promotion by seniority. Salary bands have low differentials in Japan at the beginning of the career, and promotion by seniority reflects a step-by-step approach, and a group orientation. European
• Job rotation. This is used extensively in Japan in order for employees to get to know a variety of jobs, and to build a network of relations that help people succeed in managerial positions. Yet
• In-house training. This is highly developed in Japan and people are considered as a key success factor, with lifetime employment justifying the long-term investment in training. Yet mobility of
• Alienative involvement: a negative set of attitudes that reject the organizational values. Membership continues because of lack of alternatives. Effort is minimal.
• Compliant involvement: some identification with the organization, but behaviour is based on compliance. The organizational values are espoused but not owned;
• Calculative involvement: based on exchange where the organization is seen as a means to an end. Employees will work spontaneously and cooperatively if this is seen as benefiting them directly,
• Moral involvement: positive and intense orientation, with an internalization of organizational goals and values;
3 What is the relationship between the way expatriates are prepared for an assignment and success in an assignment? Are there differences in this between culture-general training and culture-specific
2 Is there a relationship between country of origin of the expatriate and success or failure in an assignment (e.g. are Dutch managers more successful expatriates than British or Japanese managers)?
1 Are there high failure rates among expatriates? How do these differ from one home country to another, one host country to another, and from one company to another?
3 In view of the experiences of Shell outlined above, is there really a problem with expatriate failure? How can this best be safeguarded against? How might this differ between companies such as
2 How can companies like Shell ensure that managers and key personnel are adequately prepared for international assignments?
1 In view of the changing context within which Shell operates, how is it possible to reconcile the need to be flexible and maintain an open market system for selecting expatriate managers for
• Adequate research and risk taking regarding women in ‘difficult’ cultures should be undertaken. Evidence should be produced if the ‘risks’ are seen as too high.
• When expatriates are drawn from different countries, career expectations may be different as well as expectations of the way careers should be managed. The level of ‘intervention’ required by
• Continuous cultural-general training as part of a management development process which encourages flexibility across cultures may be more effective than culture-specific training on a one-off
• Drawing from a ‘pool’ of potentially international assignees who are seen as high flyers, and as part of a more general management development process, may be more effective and prevent
• Expatriate policy should be in line with the strategic intent of the organization.
• adaptability of family: this factor is crucial to the success of a foreign assignment, because if the family get homesick or they simply are unhappy in the foreign environment, this may lead to
• emotional stability and maturity: this involves having the staying power and emotional maturity to maintain equilibrium in a foreign environment as well as being non-judgmental in relationships
• personal motives: a positive reason for wanting to take on foreign assignments;
• language aptitude: the ability to learn a language quickly is a useful attribute;
• diplomatic skills: an ability to deal with others, negotiate and to represent the parent company on foreign assignment; this may even involve interaction with politicians and government officials
• adaptability and flexibility: this includes the ability to integrate with other people and other cultures and different types of business operations; being adaptable to change; having the ability
• cultural empathy: sensitivity to other cultures and a non-judgmental understanding of other cultures is probably essential;
• managerial skills: those skills which are associated with being an effective manager are important;
• technical ability: the ability to do the job is of course a prerequisite;
• Provide the best employee relations environment.
• Enhance the international team by recruiting the best people.
• Consistently develop management talent.
• Ensure continued excellence in people management.
• Optimize the organization and its resources both locally and internationally.
• Create a refreshed and common vision and values across Europe.
• to promote and effect the cohesion of the organization: the corporate glue.
• to stimulate individuals’ career development by providing challenges and encouraging ‘rebirth’;
• to facilitate a cultural and functional interchange in order to encourage managers to take a fresh look at problems and issues;
• to encourage a drive for change by developing new ideas;
• to test high potential managers by throwing them in at the deep end;
• to gain top management involvement by ensuring that managers know the global resources of the organization;
• to enable the development of managers in depth as well as in breadth;
• to enable a balance and breadth of global management understanding at senior levels of management;
4 What are the alternatives to the competences approach?
3 How relevant is the competences approach for Andersen Consulting working outside Anglo-Saxon cultures?
2 What are the competences and capabilities required of new recruits to Andersen Consulting, given the need to maintain its strong corporate culture and ways of doing things?
1 How can Andersen Consulting develop and integrate the range of competences it requires for its international operations?
4 How do management competences required for managers by companies vary across different countries?
3 How prevalent is the competences approach, and what is its perceived relevance in different countries?
2 What different concepts and approaches are used in countries with dissimilar cultures?
1 What is the relationship between national culture and the use of the competences approach?
2 How can an international company successfully manage the antithesis between the need for global integration and local differentiations? How do strategies and practices vary according to company,
1 What is the relationship between a company’s internationalizing strategy, the culture of the home country, the culture of the host country, and the company’s people management policies and
3 What measures can a management team take to successfully set up operations in another country, where the local culture is different from their own?
2 What are the main causes of cultural clashes between managers from Sweden and employees in Spain? What can be done to lessen the negative aspects and to strengthen the synergies between the two
1 What is the relationship between cultural values and people management practices? What are the shortcomings of this approach in understanding people management practices in different countries?
12. Compare the two case studies with the HRM statistics arising from the results of the Turkish and Israeli Cranet survey. What are the key learning points?
11. What are the advantages and disadvantages of flexible working arrangements in Israel?
10. How might Israeli HR managers improve their training planning?
9. How do selection methods in Israel take account of cost–benefit considerations?
8. What are the main areas in which PA outcomes are used in Turkish companies?
7. Discuss the changes that have taken place over time regarding formal communication with employees about business strategy and financial performance.
6. Compare the responsibilities of HR departments and line managers in Turkish companies for policy decisions on HRM functions.
5. In Israel we find two generations of HR managers.Indicate the differences between the two generations.Would you define the differences between those two generations as a gradual evolution or as a
4. Discuss the role of the HR department in developing business strategy in Turkish companies.
3. How does the presence of the head of personnel or HR on the firm’s board of directors (or the executive management team or its equivalent) affect HRM strategy? Illustrate your answer with
2. What changes have occurred in recent years in the representation of HR managers on boards of directors in Turkey and Israel?
1. What led the authors to believe that Turkey is more cooperative while Israel is more competitive? Refer to factors like retention, evaluation, pay and benefits, etc.
Q: Do you feel that there has been a change in the use of flexible working practices?
Q: Do you have flexible arrangements such as working from home or the splitting of posts between two or more workers?
Q: What arrangements exist in your organisation that allow you, as manager of HR, to hire workers in a flexible manner?
Q: How do employees communicate their opinions to management?
Q: Does management conduct formal reviews for workers on strategy, financial performance and organisation of work?
Q: Who is responsible for preventing sexual harassment in your organisation? How is this issue handled?
Q: What is the percentage of professional union members in Alpha-Gamma’s workforce?How has union influence changed over the last few years?
Q: Please describe the relationship between the HR department and the production (or line)managers?
Q: And how do you rate the process? Is it effective?
Q: Is your system characteristic of the Israeli workplace?
Q: Do you carry out PAs?
Q: What incentive arrangements does your organisation use? Have changes occurred in the last few years?
Q: How are wages and salaries determined? Do cooperative agreements exist?
Q: Does the evaluation improve the level of training?
Q: Are training efforts appraised? How is this done?
Q: Are the workers’ training needs examined in a methodical fashion?
Q: What types of training programme exist in your organisation?
Q: How much does Alpha-Gamma invest in training?
Q: What steps are taken to reduce turnover?
Q: Please describe your company’s selection process.
Q: How do you recruit employees?
Q: Does the company conduct a review of the HR function?

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