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business
international human resource management

Questions and Answers of International Human Resource Management

=+2 How can HR managers develop the high level of competency in IHRM needed to meet these challenges?
=+1 Which challenges to IHRM do you think are the most important? Why?
=+j Describe the likely future of the IHRM department and profession.
=+j Explain the increasing complexities and challenges faced by IHRM.
=+j Explain the current role and increasing professionalization of the IHRM manager.
=+Describe the ways in which the IHRM department will obtain more involvement in the MNE.
=+5 How does HRM relate to efforts to increase innovation?
=+How might these stem from country and regional cultures?
=+Which efforts do you think might be related to which regions of the world? Why?
=+4 Are there regional variations in country and company efforts to support innovation?
=+3 What is the link between country efforts to support innovation and company efforts?
=+country competitive advantages? Why? Support your point of view.
=+2 Which of these country efforts to support innovation are most likely to lead to
=+1 Are there aspects of a country’s culture that parallel its national efforts (or lack thereof) to support innovation?
=+from:a) a MNE’s perspective? andb) the HRM manager’s perspective?
=+4 In many regions and countries, governments face pressures to increase the age when a person can retire. What are major implications for raising the retirement age
=+What are some of the advantages and disadvantages of the hybrid HRM system?
=+3 It seems that some countries like China may be developing “hybrid HRM systems.”
=+organizations can face when trying to move to a performance based HRM system?
=+2 Moving to a performance based HRM system seems to be an issue in many regions and countries such as Asia-Pacific and Europe. What are some of the barriers
=+1 What are the major differences between macro- and micro-regions?
=+j Explain the current debate over the convergence of IHRM across countries and regions.
=+j Describe important features of IHRM in Europe, North America, AsiaPacific, and Latin America.
=+j Describe the institutional, economic, and cultural context for IHRM in different regions.
=+j Understand different types of regions in the world.
=+Understand the fi eld of comparative IHRM.
=+IHR have prevented these situations from occurring and having such dire consequences?
=+4 What is the responsibility of IHR in both of these circumstances? How could
=+3 What is the employer’s responsibility if something happens to its employees while on foreign assignment?
=+2 What is an employer’s duty in preparing its employees for foreign assignments?
=+1 Are WLB issues different in newly developing countries from what is experienced in developed countries? Why or why not? Is there a trade-off between WLB and career ambition?
=+4 Why is designing and implementing a global human resource information system so difficult? What kinds of problems need to be overcome?
=+3 Describe the kinds of health, safety, and security problems that international employees encounter and design a crisis management program to deal with them.
=+2 Why have family-friendly and work-life balance programs become so important?
=+1 What makes managing employee health and safety programs around the world so difficult?
=+j Describe the problems associated with implementing an effective global HR information system.
=+j Explain IHRM’s role in global HR research.
=+j Describe the various support services delivered by IHR.
=+j Describe an effective crisis management program.
=+j Describe IHRM’s role in managing a global health, well-being, safety, and security program.
=+3 If you were the local HR manager, how would you counsel Richard (or Mr.Somsak)?
=+2 Are there – or can there ever be – universal approaches to performance appraisal?
=+1 If you were Richard Evans, how would you proceed? Explain your approach.
=+5 What are the major issues involved in performance management of international assignees?
=+4 How does the international character of the MNE impact the evaluation of the performance management system?
=+3 How does the international character of the MNE impact the implementation of the performance management system?
=+2 How does the international character of the MNE impact the design of the performance management system?
=+management system of the MNE?
=+1 What are the tensions between standardization and localization of the performance
=+j Identify and overcome the major challenges related to the performance management of international assignees.
=+j Formulate evaluation criteria and practices that meet parent-company requirements while addressing the host-culture’s norms and expectations.
=+j Describe the role of cultural value dimensions in the design, implementation, and evaluation of an international performance management system.
=+j Identify and overcome the major challenges to international performance management.
=+j Explain the characteristics of a successful international performance management system.
=+2 What kind of global compensation policy would deal effectively with this sort of problem?
=+1 What would you do if you were the IHR manager?
=+5 What different tax approaches can be used by MNEs for international assignment compensation?
=+ what are advantages and disadvantages of each system, and when are they used most appropriately?
=+4 What are common international assignment management compensation systems,
=+3 How are equity compensation plans affected when used as incentive compensation with employees from different countries in an MNE?
=+2 What are the major issues related to the effectiveness of global remuneration plans?
=+1 What is the difference between global remuneration and international assignment compensation?
=+employee to take on the international assignment?
=+2 What additional incentives and premiums will be required to motivate the
=+differences in home- and host-country costs of living?
=+1 What type of adjustment (differential) will they need to pay to make up for the
=+derived from the assignment will balance the costs?
=+ Based on the answers to the previous questions, what is the overall cost of the assignment, and will the various decision-makers (management and IA) consider that the benefits
=+7 What is the overall cost of the international assignment?
=+The IHR manager should know who the peer group is of the particular employee considered for assignment so that they can justify the elements of the C&B package.
=+herself to in terms of equity with regard to this assignment?
=+ What typical employee will the IA compare him/
=+6 Who is the peer of the IA ?
=+C&B (especially taxation) laws, regulations, and practices?
=+5 Where is the IA leaving from and going to? Which are the home and host countries of the IA and what is the context of these countries with regard to
=+contract, or moving on to a third country?INTERNATIONAL COMPENSATION, BENEFITS, AND TAXES
=+4 What happens with the IA at the end of the assignment? What are the repatriation plans for the IA upon completion of the assignment? Is the employee returning to the home country, continuing in
=+Duration (and especially the number of days out of the home country in a particular tax year) usually has important tax ramifications for the employee (and for the employer, if it is taking
=+3 What is the anticipated duration of the international assignment? Is it a shortterm assignment (usually less than one year and probably within the same calendar/tax year) or long-term
=+whom an overseas assignment is part of their normal workforce? Demanddriven assignments may require a better compensation package than learningdriven assignments as the IA will derive
=+consistency in the foreign operations, or the employee has the necessary competencies to solve a particular problem for the company), learning-driven (the international assignment is for the
=+2 What is the purpose or reason for the international assignment? Is the assignment demand-driven (i.e., the IA is sent because the MNE wants control and
=+young and relatively inexperienced employee? Is the IA part of an international cadre of expatriates who move from one foreign assignment to another or is the IA someone who seeks to become
=+who needs an international posting for additional global business experience, an experienced employee relocated for technical or managerial skills, or a
=+1 What is the type of employee being relocated abroad? Is the IA an executive
=+j Identify the challenges of dealing with various tax structures and methods affecting international assignment C&B.
=+designing international assignment C&B packages.
=+j Explain the balance sheet approach, as well as other approaches, of
=+j Describe the types of compensation systems available for international assignees.
=+j Identify critical issues in C&B for the global workforce of the MNE.
=+j Distinguish between global remuneration and international assignment C&B.
=+Outline the basic objectives of global compensation and benefi ts (C&B).
=+What language and cultural variables would you take into consideration?
=+How should it be delivered?
=+ What would it look like? Who should deliver it?
=+2 How would you design a training program (e.g., to use a new software for tracking sales) for Malawi?
=+1 Are there any training techniques that are culture-free? Why or why not?
=+6 How can MNEs overcome barriers for knowledge sharing across borders?
=+5 What is the role of cross-cultural preparation in international assignment management?
=+4 How does one acquire a global mindset?

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