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international human resource management

Questions and Answers of International Human Resource Management

3. In light of the many existential problems confronting the nation and the world, is this a propitious time to rebuild the public service?
2. Comment on this claim: “If Aristotle ran Walmart, he would create strength and integrity through the company by nourishing a culture based on the four transcendental values (truth, beauty,
1. Discuss the following statement: “Those with interest in civil service have little authority and those with authority have little interest.”
16. What insights did you get from your experience with the role-play of the disciplinary hearing found in Appendix B? Does this seem like a reasonable process for handling such cases? Why or why not?
15. Two arguments against public employee collective bargaining are that it is antidemocratic and that it impedes effective government. Do you agree or disagree with each of these assertions? Why?
14. Comb through your hometown newspaper for a story that provides an example of labor–management cooperation or conflict. What explains the relationship you have identified? Is it typical or
13. Identify an issue on which you disagree with another party and apply some of the negotiating strategies proposed in this chapter. Report your experience to the class.
12. How is collective bargaining similar in the public and private sectors? How is it different from one sector to the other?
11. Brainstorm examples of how in your experience the negotiating strategies proposed by William Ury have succeeded or failed.
10. Debate the following topic: The rights of public employees to negotiate a labor contract should be rescinded because of a downturn in the economy.
9. What is the case against collective bargaining in the public sector?
8. Divide into four groups, each one representing a different type of arbitration (see Exhibit 12.1).Within the groups, discuss the pros and cons of the type of arbitration. Report back to the class
7. Divide into four groups representing the roles of (a) an aggrieved employee, (b) a mediator, (c) a fact finder, and (d) an arbitrator. Have the aggrieved employee group define the nature of the
6. How do you assess recent reform proposals? In what ways do you think they will improve or impede labor–management relations?
5. How do you explain the increased hostility recently directed at unions and public employees? Is it justified?
4. Invite someone who is involved on a collective bargaining team to visit your class. Ask the visitor to discuss his or her experiences involving some of the negative and positive bargaining
3. What important obstacles are likely to be encountered in each of the three phases of collective bargaining? How can each be resolved? How is this like a chess game?
2. Which is preferable: traditional bargaining or cooperative problem solving? Why?
1. What are the key implications of (a) the doctrine of hostility and (b) the doctrine of harmony as each pertains to public sector LMRs?
15. Why have private sector unions lost members, whereas public sector unions have gained members?
14. Why are there so many paradoxes and contradictions in public sector labor relations? Select five important paradoxes and consider how they can be resolved.
13. What are the special challenges of managing in (a) a union environment and (b) a nonunion environment?
12. Why do some public sector employees join unions? Why do others fail to join?
11. Interview a local public sector union representative and ask about his or her bargaining priorities and strategies for attracting new members.
10. Debate the following statement: Labor relations in the public and private sectors are more similar than they are different. Provide specific examples to support your position.
9. Divide the class into two groups, one union organizers and the other Generation Y workers. How do Generation Y workers view unions? How do union organizers view members of Generation Y? In what
8. Debate the following question: Is mandatory union membership the best way to address the free rider problem? Why or why not?
7. Divide into two groups and have one team develop arguments in favor of Ohio’s Issue 2 and the other develop arguments against. Discuss both teams’ arguments with the full class.
6. Should public employees have the right to strike? Is this preferable to binding arbitration? Why?
5. What should unions do to make themselves more attractive to newly hired Generation Y employees?
4. How effective do you think the strategies outlined in Exhibit 11.2 might be in combating the stereotypes shown in Exhibit 11.1 and the value differences in Exhibit 11.7? Why do you think
3. Are unions a relic of the past with little to contribute in the present environment?
2. Why do some public officeholders view public unions as a dangerous threat? Is the threat real? Is curbing union power an effective strategy for dealing with budget deficits?
1. Given past trends in public and private labor relations, what do you predict the future will hold?
17. Take an “imagination break“ (Exhibit 0.2) and speculate about alternative futures for personnel appraisal.
16. Evaluate the following assertion: “Regardless of the reason, when an employee is terminated the employer should assist the person to find other employment.“
15. Consider the tips presented in this chapter for conducting a performance appraisal interview.Would they have helped you—as either manager or employee—the last time you were involved in this
14. Use the last examination you took in any class to discuss the reasons for using performance appraisals—and the limitations of appraisals.
13. Whenever a rating is less than the best, or less than what the employee perceives his or her contribution to be, the manager is seen as punitive. Use examples to support your agreement or
12. Discuss the following statement: “Most people, including supervisors, like to be liked.“
11. Identify three of the most difficult rater errors. How can they be dealt with?
10. Does traditional performance appraisal help or hinder other personnel functions and their paradoxes?
9. David is a star performer who frequently irritates his coworkers and managers. His agency’s appraisal includes an interpersonal relations category, and David’s supervisor rates him low in this
8. Using the “25 in 10“ technique (see Exhibit 0.2 in the book’s introduction), discuss this statement:“The root problem in performance rating is not technical in nature.“
7. Personnel evaluations have been called a kind of bureaucratic Kabuki: elaborate, stylized, baffling—and yet predictably ineffectual. Debate this observation, with one team taking the affirmative
6. The problematic nature of evaluation reviews can be illustrated by this story showing the difference between a German and an Austrian: The German says that a situation is serious, but not
5. In theory, personnel appraisal can provide feedback on management processes such as selection, position management, training, and compensation. Given the many problems with appraisal, however, it
4. Visit a local agency to determine why, how, and by whom appraisals are done there. Analyze the rating form used. Is it legally defensible? Report the findings to the class.
3. What would be the most appropriate rating instrument for a middle manager? Staff assistant?Telecommuter? Intern? Why?
2. “You were hired to make our organization succeed and to make your boss look successful.“ Do you agree with this claim? Why or why not?
1. Organizational appraisal systems typically focus on functional rationality; supervisors, however, tend to emphasize substantive rationality by filing false—but effective—evaluations. Under
13. Develop a skills acquisition plan for yourself. Identify specific skills that you would like to acquire and when you will be acquiring them over the next 24 months. Try to identify at least one
12. You have been appointed the training director in a large state agency to develop and implement programs for staff personnel. Paradoxically, insufficient monies are budgeted for this training. Can
11. Develop some ideas for improving performance in your workplace. How might you go about getting these accepted and implemented? Should you be disappointed if not all of your ideas find acceptance?
10. Identify job-related skills and knowledge that you think your employer should provide. How likely is it that your employer will actually help you acquire these skills? How will not acquiring
9. Consider the following statement in the context of the paradox of needs: “Never let your professional development be governed by your organization.“
8. Many employees complain about a lack of positive reinforcement. Design a training program to increase its use, and link it to performance appraisal.
7. Analyze a training program for first-time supervisors. Identify some competencies for which overlearning is relevant.
6. Identify three objectives of a training program for new police officers. Focus on what participants should be able to do on completion. What should be the relative emphasis of OJT, in-house
5. Explore the paradoxes in the following statement: “We don’t want to invest money in training because it is lost when employees leave.“
4. Discuss the following statement made by Polish writer Stanisław Lec: “You will always find some Eskimos ready to instruct the Congolese on how to cope with heat waves.“
3. Examine how the paradoxes and trends discussed in the introduction to this book are present in the agencies where students in the class are employed.
2. To what extent is your organization a “learning organization“? In what ways is it such an organization? In what ways is it not? Make a list on the board of things that make up a learning
1. Discuss how the principles of learning apply to a training program to improve the effectiveness of (a)agency trainers, (b) frontline customer service personnel, and (c) supervisors.
What is the percentage of employees who are being displaced as a result of downsizing?
What is the percentage of employees who are dissatisfied with the current range of employee benefits?
What is the percentage of employees who are unmarried with domestic partners?
What is the percentage of employees who have adopted children?
What are the main sources of work-related stress?
What is the percentage of employees who indicate that they experience high levels of work-related stress?
Which employees are more likely to prefer telecommuting?
Which employees are more likely to prefer flextime?
What is the percentage of employees who currently engage in a variety of wellnessrelated activities?
How many employees care for elderly dependents, and how many days have those employees missed work to provide elder care?
How many employees have young children, and how many days have those employees missed work to care for an ill child?
What special work/family problems are employees facing?
What are current dependent care arrangements, costs, and satisfaction levels?
What education levels are required of qualified employees?
To what extent bare resources available to recruit and train employees?
What is the age profile of the employees?
What is the size of the organization?
What is the percentage of females employed?
Will the employer provide income tax guidance to employees who maintain an offsite office area?
Is telecommuting viewed as a substitute for dependent care?
Will the employer be liable for injuries resulting directly from off-site work activities?
Will the employer provide assistance to ensure the adequacy or safety of the off-site work area?
Does the employer have the right to visit the off-site location to see if it meets health and safety standards?
How will confidential or proprietary materials be protected?
Who absorbs costs of insurance to protect equipment from theft, damage, or misuse?
Who provides needed office supplies?
Who is responsible for travel expenses to and from work on days when employees come in to the office?
Who is responsible for off-site-related expenses (e.g., air conditioning, renovation)?
Who absorbs costs (installation, monthly service) of telephone lines installed for use during the program?
Does the employer retain ownership of property provided to telecommuters?
Will employers provide the equipment required for the job?
Will employees be expected to come in to the office as requested when the workload requires it?
Will employees divide their time between days at the office location and at the offsite location?
How can employers be assured that employees are accessible during working hours?
Can employees vary their hours to suit their preferences?
How will employees account for time worked?

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