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international human resource management

Questions and Answers of International Human Resource Management

■ Consider Kanter’s model in light of your career time-line. Would you say that your career could be described in terms of one of her career forms? Could more than one of these forms apply?
■ How does your career compare to traditional, bureaucratic conceputalisations?
■ Consider the issue of career diversity in terms of your experience of career? To what extent do feminist calls for ‘re-visioning’ the career concept have resonance for you?
■ Explore the relevance of career anchors, shapes or logics. What are the relative merits/weaknesses of these approaches in relation to your own experience of career?
■ To what extent do sociological/psychological approaches shed light on your career experiences?
■ Do you see your career as objective or subjective? Who ‘owns’ your career?
2. Consider this time-line in terms of the theoretical approaches introduced in this chapter.
1. Make a ‘time-line’ of your career to date. Choose an appropriate shape, and include significant events, decisions, people, transitions. Should aspects of personal life be included? What about
4. Apply this definition to your own experiences. Which aspects of your life would it include? Which aspects would be excluded from this definition? Based on this definition, would you say that your
3. Construct a definition of career that justifies your categorisation. How does this definition compare to those introduced in the chapter?
2. Which of these jobs would you consider to be ‘careers’? Which would not be careers?Why?
1. Working in a group, make a list of 20–30 jobs – make your list as wide-ranging as possible.
3. Could organisational effectiveness be enhanced by the adoption of an alternative approach?
2. Why do you think this approach has been adopted?
1. Identify what approach you think it employs in staffing its national subsidiaries (e.g., convergence models, ethnocentric, emic, etic, etc.)
4. Why do you think the oil companies investing in Equatorial Guinea chose the HR policies identified in the case?
3. What benefits could the oil companies gain from a move away from the near exclusive use of parent company nationals in skilled and managerial posts?
2. What are the practical, training, development and resourcing implications of shift to the alternative policies identified in question 1?
1. What alternative HR policies could oil companies investing in Equatorial Guinea adopt?
2. What lessons can managers learn from this case about managing culture?
1. Explain employee reactions to culture change initiatives in this case.
4) How and to whom would you report back your findings?
3) What data collection and analysis methods would you use and why?
2) Who would you seek to gather information from and why?
1) What sort of questions would you ask and why?
2. Does this culture apply equally across the whole of the organisation or just to a certain part(s) of it?You will initially need to think through these ideas on your own. Make some brief notes to
1. What do you consider the organisation’s culture to be?Either use your own words to describe this or relate your understanding of the culture to one of the models we have covered in this chapter,
4. If it is accepted that organisations comprise subcultures, are strategies for culture change sophisticated enough to recognise the differential approaches required?]
3. Do organisations have unitary cultures, and if so is it feasible to change the culture of the whole organisation at once?
2. Even if behaviour is changed is this really culture change? If employee values and assumptions have not changed does this really matter if management is primarily interested in employees
1. At what level is culture change occurring – is it at the artefacts level or at the level of fundamental assumptions?
3. What issues do you think this case raises in terms of performance management? If you were a manager, how would you manage highly paid star performers? If you were such a ‘star’ player, how do
2. Do you feel that the line manager (Ferguson) was right to discipline the player(Beckham), or that the player has a legitimate grievance to pursue against the manager?
1. Do you feel that Beckham was harshly treated by Ferguson, or that Beckham let Ferguson down? What factors would you point to in support of your argument(s)?
3. How might the retail personnel director ensure that HR policies are fully converted into practice in Retailco stores?
2. Is it inevitable that ‘soft’ HR practices will diminish in the foreseeable future in Retailco, regardless of any head office policies devoted to high-commitment human resource management?
1. If line managers hold the main responsibility for HRM, how foreseeable is it that HR policy will always be undermined at store level in Retailco?
6. In what way could the new information and consultation legislation affect the union–employer partnership at Eurotunnel?
5. Why could Eurotunnel employees’ perception of a lack of effective union voice undermine the union’s influence on management?
4. What can management do to increase union effectiveness?
3. In what way/why could the process of union recognition be handled differently?
2. Can union–management partnership actually succeed? Why?
1. Why was the company council not a ‘substitute’ for union representation?
6. Some analysts have suggested that the NHS is moving from a bureaucratic mode of organisation to a network mode of organising. What are the implications of such a development for IPR practice?
5. It has been suggested that the key challenge currently facing performance appraisal systems is their upgrading, renewal and re-invention such that they are more compatible with business
4. A key for managers in measuring individual performance under systems of performance appraisal is distinguishing between ‘real’ and ‘created’ performance achievements. The danger is that
3. According to Wright (1991) a paradox of performance management systems is that the meaningful is rarely measurable and the measurable is rarely meaningful. What evidence is there to support such a
2. Should IPR be retained by the organisation? If you recommend retention, what changes would you advise? If you recommend it should be scrapped, what would you advise should replace it?
1. Is IPR a failure at North Trust?
5. A key finding of the reward project team was that ‘communication and training were vital to the consistent application of the scheme’. What should be the form and content of the communication
4. To what extent may fairness and inconsistency co-exist in the Airbus (or any other organisation’s) reward structure without harmful consequences?
3. Which other HR initiatives complement the new reward structure?
2. The new reward structure was designed to help the generation of a performance culture. Which other HR initiatives would be consistent with this aim?
1. What may be the advantages and disadvantages of the new reward structure at Airbus?
6. On what criteria would you judge the Theatres Project? Would you say that it has been successful? Are there any lessons that might be learned by other NHS trusts and other organisations more
5. What were the main concerns of the HR Department? What pressures and difficulties did they face? What role or roles did they take on?
4. How well was the process of change managed?
3. What does the harmonisation agreement imply for the terms and conditions of the two main groups of staff involved? Would you welcome the new terms and conditions if you were formerly (a) a nurse,
2. How is flexibility understood by, respectively, the management of the Theatres Directorate, Theatres Directorate staff and the Human Resources Department?
1. From where did the Theatres Project emerge? What issues did it address? If you had been looking at the project at the time of its emergence, would you have said that it was likely to be a success?
6. Draft a recruitment advertisement for sales assistants at Girlie Glitter Co. What key issues might you need to consider in recruiting, selecting and training new staff?
5. What coping strategies do staff implement to alleviate the negative consequences of the emotional labour aspects of their work?
4. What techniques have the management team devised to encourage sales assistants to perform emotional labour?
3. Drawing on Bolton and Boyd’s (2003) typology, identify the different types of emotion management performed by sales assistants at Girlie Glitter Co.
2. How might the concepts of ‘surface acting’ and ‘deep acting’ (Hochschild 1983) be applied to the experiences of sales assistants?
1. In what ways is gender relevant to the performance and management of emotional labour at Girlie Glitter Co.?
4. Devise an alternative, HRM-driven business and ethical case for maintaining the existing long-term relationship with employees, customers and subcontractors.
3. Construct an ethical case in favour of the flexible firm solution proposed by the director of marketing, explaining which principles you draw on.
2. How justified was the decision to prevent trade union organisation and is it still appropriate today? Consider the arguments for and against and the principles involved.
1. How far was A&B’s original employment policy ‘ethical’ in modern terms? What sort of ethical principles did it draw upon? Which elements would be acceptable today, and which would not?
4. Such engineers are not usually part of the mainstream definition of knowledge workers. On the basis of the case study, can Domestic-Powerco’s service engineers be said to be knowledge workers?
3. Is the ratio of managers to engineers adequate, or too high? Reflect on the benefits and disadvantages of either increasing or decreasing this ratio, for both managers and engineers. Is changing
2. What would be the benefits and disadvantages of Domestic-Powerco providing formal support, within work time, for the informal, pre-work meetings that many engineers used to organise? Is it better
1. Is there more that Domestic-Powerco could have done with its payment and reward system to encourage/reward appropriate knowledge-sharing behaviours among engineers?
5. To what extent has the change in management style and HR strategy exacerbated the tensions and contradictions in the employment relationship at Beverage Co.?
4. Should trade unions be worried about the introduction of EP techniques? Why / Why Not?
3. What influence has the small firm context had on EP at Beverage Co.?
2. The family owners of Beverage Co. have asked you to produce a report (or a short presentation) on the efficacy of EP in the company. Using the information in the case study identify the main
1. What are the likely benefits for workers of employee participation as practised at Beverage Co.? Are these likely to differ in each of the union and non-union parts of the company? Why / Why Not?
4. Why is it difficult to establish a relationship between employee voice and organisational performance?
3. Do you think the size of the company is an important factor in the nature of employee participation practised at Compucom?
2. Do you think the use of a non-union consultative council helps Compucom management remain union-free? Why/Why not?
1. In relation to the framework for analysing employee participation described earlier in the chapter, where would you locate Compucom in terms of the ‘depth’ and ‘scope’ of their
4. What could Perth and Western Bank have been done differently to ensure a more effective restructuring process?
3. What were the positive outcomes of the restructuring? And what were the negative ones?
2. How was the downsizing process at Perth and Western Bank different from that of International Mining?
1. How did Perth and Western go about restructuring?
5. What should the firm have done differently?
4. What were the positive outcomes of the two restructurings? The negative ones?
How was the second restructuring different from the first?
3. How did the company go about the process of downsizing in each of the two instances?
2. What was to be the desired outcome of the restructurings?
1. What were the over-riding issues that convinced International Mining it should restructure in each of the two episodes?
■ What will be the role of the consultants in this process?
■ How will they be accountable?
■ Who will be accountable for diversity issues in the future?
6. Issues in the long term
■ What criteria will be used for the evaluation?
■ How will the intervention be evaluated?
5. Evaluating the intervention

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