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international human resource management

Questions and Answers of International Human Resource Management

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
■ What will be the timescale?
■ Who will be responsible for implementation?
■ How will the intervention be implemented?
■ How will the intervention be communicated?
■ How will systems or structures be addressed?
■ How will assumptions be addressed?
■ Who will be involved?
■ What will it consist of?
■ What are the objectives of the intervention?
3. Designing the intervention
■ What is the scope of the intervention (e.g., all diverse groups)?
■ Is there a vision?
■ What is the motivation behind the intervention?
2. The context of the intervention
■ What other research is necessary (e.g., audit of company culture)?
■ What do you need to ask them?
■ Who do you need to talk to?
■ How will you access that information?
■ What information do you need?
■ What research do you need to conduct to design the intervention?
8. Compucan recently conducted an employee survey to evaluate the success of their familyfriendly and work–life balance initiatives. The feedback is disappointing. Senior managers are perplexed.
7. Some writers refer to the term ‘presenteeism’ to describe a long hours culture. Is‘presenteeism’ good for organisational effectiveness? Evaluate the case for and against‘presenteeism’.
6. ‘Family-friendly policy initiatives are of no relevance to single childless employees.’Discuss.
5. Mirvis and Hall (1994), have argued that supposed ‘family-friendly firms’ still value most highly those who sacrifice family life. What benefits do employees with full and active lives outside
4. What are the barriers that hamper effective family-friendly and work–life balance policies at Compucan ona) an individual level?b) an organisational level?c) a societal level?
3. Currently male employees at Compucan are not given the option of returning to work part-time following the birth of a child. Indeed, in most EU countries legal paternity rights are much less than
2. In what ways do the work–life experiences of new mothers and fathers differ? How would you account for this?
1. How successful has Compucan been in its efforts to become a family-friendly employer? What are the benefits of being seen to be a family-friendly employer?
8. Can the demands of managing diversity interventions be effectively linked in with overall business strategy?
7. What were the key difficulties you experienced in devising the diversity plans?
6. What are the similarities and differences between the diversity plans?
5. What are the similarities and differences between the organisational situations?
4. How do the plan/s link in with the overall business strategy of the organisations?
3. Are there any particular problems you would anticipate in the implementation of the plan/s?
2. What response do you anticipate from the senior management teams in each of the organisations?
1. What response do you think the plan will receive from the diverse groups in each of the organisations?
7. Through the mentoring process, Alison is attempting to ‘re-create models’ of her own career at Compucan by encouraging others to do as she has done. How might this approach affect attempts to
6. Women are currently under-represented at Compucan in both technical and managerial roles. What evidence in Alison’s account helps explain why this might be the case?
5. Alison is adamant that ‘getting on’ at Compucan has nothing to do with politics. Do you agree with her?
4. The ‘high-flier database’ offers managers at Compucan a highly effective disciplinary device in disguise. Explain.
3. What does Alison mean when she says ‘no pain no gain’? To what extent do you believe that in order to achieve career success there must be an element of ‘pain’?
2. What metaphors does Alison employ to describe her career? In what ways do her career metaphors help us to understand how she makes sense of career?
1. How does Alison’s conception of career compare with the numerous definitions presented earlier in the chapter? Which definition is closest to her conception of career?
■ Would you describe these performance appraisal schemes as ‘position’ or ‘portfoliocentred’career management interventions?
■ What would you say are the key advantages and disadvantages of these schemes?
■ Compare and contrast the stories of Debbie and Paul. If you have been involved in performance appraisal processes, to what extent do these stories resonate with your own experiences?

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