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resource management for individuals

Questions and Answers of Resource Management For Individuals

7 Who will act as the guardians of national culture if not the IHRM function? Does this role still matter?
6 What will be the impact of working through networks on the careers of IHRM professionals?
5 What types of knowledge do global HRM expertise networks need to transfer?
4 Is it possible to create an employee value proposition on a global scale?
3 To what extent is there still a role for the corporate HRM function in international human resource management?
What would be the HRM effects of creating a centre of excellence at the British headquarters of an MNC?How might these change if it was decided that the centre should be located in Hong Kong?
Identify the effects of thinking about resource capability as the key to competitive success for an IHRM department.
5 Is it ever possible to develop a global talent management system?
4 Are global leaders born or made?
3 What capabilities do IHRM functions have to develop if they are to successfully transfer HRM practices globally?
2 What are the best practices that organisations in your country wish to 'import'?
1 Are global integration and local responsiveness useful concepts when it comes to the design and export of an HRM practice?
4 Is it possible to create metrics to measure the value of international assignments? Suggest critical success factors for implementation.
3 Suggest practical steps an organisation can take to alleviate work-family issues for international assignments.
2 If diversity is seen to be a critical factor of competitive advantage for international organisations, why is the expatriate population still largely white and male?
1 What are the advantages for international organisations in ensuring a diverse workforce?
5 Why should a company be worried about expatriates leaving them at the end of an assignment? What should they do to minimise the possibility?
4 What would be the best and most cost-effective form of pre-departure training and development for an expatriate?
3 Compare the advantages for companies and individuals of using permanent, career expatriates who go from country to country as opposed to single- assignment expatriates.
2. In light of the ease with which we can communicate internationally through electronic means, and the increasing ease of air transport, is it likely that there will be fewer expatriates in the
1 Expatriation is an expensive process: what are the reasons that cause companies to continue to use it?
4 Plot your current organisational approach to HRM on the model of processes associated with the globalising HRM model in Figure 13.2.
3 Describe the key features of a typical HRM approach under each of Heenan and Perlmutter's (1979) orientations to internationalisation.
2 To what extent can there be such a thing as 'best practice' in IHRM?
1 Which of the theoretical approaches to SIHRM are the most useful in explaining your organisation's current IHRM policies and practices?
7 Evidence on the role of HRM functions in developing and newly industrialising countries is currently anecdotal at best. What role would you expect them to have? On what are you basing your
6. Are shared-service models going to represent a new force for convergence and standardisation of HR practices on a global basis, or will they result in more localised and customised policies and
5 Consider three (other?) countries for which evidence features here. What are the key influences on cross-national comparative variation in the place and role of the HRM function?
4 Choose three countries for which evidence is presented above. How far does the data presented in this chapter help you to identify the most significant roles in the Ulrich model for each country?
3 What advantages and disadvantages might a line manager see in being asked to adopt greater HR responsibilities?
2 Is a high level of assignment of HRM responsibilities to line managers a sign of HRM influence or of mistrust of HRM specialists? How might this vary by country?
1 Given that the notion of HRM is seen in some countries to be more advanced than the idea of personnel management, why might the latter continue to be the preferred terminology in most of Europe?
3 For an internationally operating organisation, what aspects of training and development policies are best retained centrally and what are best handled locally? Why?
2 What would be the implications for a training manager of moving from performing that role in western Europe to performing that role in China?
What are the implications for international HRM departments of the range of levels of literacy and numeracy that they will encounter in different countries?
4 Is there a danger of focusing too much on national culture as a driver of pay practice?
3. What are the main ways in which national culture influences rewards behaviour?
2 How would you characterise the underlying philosophy that British HR professionals have towards reward, compared with French HR professionals?
1 What are the main cross-national differences in the nature of pay systems and practices?
5 Provide some examples of how culture impacts performance management.
4 What are the major challenges to the implementation of global performance management practices?
3 Where do the origins of performance management and performance appraisal lie?
5 What are the different resourcing strategies open to organisations as they operate in these global labour markets?
4 What are the main issues facing organisations as labour markets become more global?
3 What are the main technical challenges faced by firms that wish to internationalise their selection and assessment approaches?
2 How would you characterise the underlying philosophy that British HR professionals have towards selection compared with French HR professionals? Is this evidenced in a different take-up of
4 Given the imperatives of modern capitalism, should we expect convergence across countries, or at least convergence across the national operations of MNCs?
What country factors does an HR manager need insight into in order to understand the flexibility and work-life balance trade-offs that are preferred in any particular country
2 Why do countries respond differently in terms of flexibility and work-life balance to what seem similar economic pressures?
1 Do the differences in flexible and work-life balance practices discussed in this chapter constitute a barrier to MNCs' transferring personnel policies and practices across borders?
8 May 'best practice' in work organisation be inoperable some contexts? Is this always because it wouldn't improve productivity performance?
6 How should an MNC in, say, retail approach work organisation in the various countries in which it operates?
5 Which are the best methods to facilitate upward and downward communication? Are they likely to vary with different cultures?
4 Might the importance of overcoming the gulf between managerial and non- managerial employees be more important to organisational effectiveness in some countries than others?
3 Why is Taylorism still influential in work organisation a century after its development?
2 Consider the basis of your view of the work organisation typical outside the established OECD or old industrialised world. Check that it is consistent with what we do know about the comparative
We have limited evidence on how work is typically organised in the developing and newly industrialising worlds, but what would you expect to be typical?
4 Consultation with representative bodies is now required for all organisations over a certain size by the EU. What reasoning might have led the EU to take such a step?
3 Consider the supports and challenges to managements pursuing business performance which joint regulation offers. Do you feel that strong unions make people management more challenging for managers?
Are unions a positive or negative factor in organisational communications? Is the answer dependent upon or independent of country? Give reasons for your answers.
1 What might explain the fact that union membership is higher in some countries than in others?
Consider whether managers might find it easier to deal with social regulation of the employment relationship by law rather than by unions. To what extent does this depend on the character of the law
What might be the advantages to management of decentralised arrangements (that is, single employer or workplace bargaining)?
What might be the advantages to management of more centralised bargaining arrangements (that is, multi-employer bargaining at sectoral or even multi-sectoral level)?
4 Is there such a thing as cultural intelligence, and if there is, can we now specify what it involves? What, then, does it involve?
3 Should we think about more regionally aligned sets of HRM practices, such as the existence of a Confucian form of HRM?
2 How important is the ability of international managers to undertake cultural interpretation work to the subsequent success of international strategies?
1 Pucik (1992) argued that HRM functions often unintentionally impede globalisation rather than help assist it. Can HR managers rise to Pucik's challenge of not standing in the way of globalisation
Does the study of how individuals develop multiculturalism have implications for the broader management of MNCs? If so, what are they?
Would an overseas international manager be able to stand into the shoes of a local manager and appraise in this way?
Would they show organisation citizenship behaviours (OCB)?
Would a British employee, or a German, be satisfied with their job or their organisation if the performance appraisal was conducted on the basis of kankei or guanxi?
6 What does the study of how managers actually spend their time and their decision-making powers in like-for-like organisations really tell us? What are the messages for key areas of HRM policy?
5 Argue that an organisation should have clear rules about the management of people that cover operations in all its different countries. Argue that such rules should be varied for the different
4 Choose an aspect of HRM such as selection, appraisals, training or industrial relations, and explain how cultural differences might affect it.
3 How might cultural differences make it difficult for a UK visitor to Japan to do business?
2 Are national cultural differences likely to be more, or less, strong than organisational or gender differences in culture? Explain your views.
Is culture about the values of individuals or the values of the institutions that they subscribe to?
How pervasive is culture at the individual level? Should you expect that individuals might or might not reflect the cultural constructs?
Is there a considerable standard deviation around the averages that cultural researchers write about?
Where do you feel you reflect a national culture - where do you believe that you are in some way different?
What is the more dominant influence on culture in Hong Kong and Korea here Confucian values or the way these operate in their national context?
To highlight the complexity of culture, take the key cultural models that are explained above and analyse the national culture of India. How would you handle the many regional (state) cultures in
Using the Hofstede dimensions, what would be the key people management considerations for a UK-based organisation that wished to expand into France, Germany and Japan?
What aspects of international management might be more susceptible to differences between high- and low-context?
Would you say that Britain is high or low context? Why?
How does this reflect cultural influences?
What is the predominant style of leadership within your organisation?
3 What is the role of individual national governments in HRM policies? What arguments would you offer for the views that the role of the state is increasing/decreasing?
Argue for or against the statement that we are seeing an increasing convergence of HRM practices within Europe/across the world.
And what are the implications of my views for my interests in and study of HRM?
What are my views about the dominance of the US approaches to HRM?
Where do I stand on the universalist/contextual axis?
Or, can we combine these two accounts and, if so, how?
Or, is it the case that things are done so differently in different countries that we have to be very aware of the location in which human resources are being managed before we can understand them?
Is the way organisations have to go through the processes of recruiting, inducting, developing, paying and working with staff so similar in every country that general points about how human resources
Why might it be that some HRM practices are best explained by the varieties of capitalism categories, some by the wider comparative capitalisms literature and some exhibit country differences but do
In what order would they fit onto this list, in terms of their likely alignment with local practices?
Think of three or four other HRM practices.
Imagine that you are a HR manager in a domestically based company that has decided to operate internationally. You have been charged with sorting out the HR effects of the decision. What questions

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