HRM$455$ int'l Human resour MGT : Read the case study below carefully and then answer each question, linking it to key

IHRM and culture theories $($you do not have to discuss cultural dimensions$/$models in any

detail$)$ that we covered in class and in your book. You need to use additional material and

reference it $($see end of guidelines for referencing requirements$)$

Eliza has been working for UAE Oil as the Senior HR Director for $8$ years. UAE oil is a large

MNE in the oil and gas industry, with the Head Office based in Abu Dhabi. Eliza was originally

from Leeds, a city in Northern England, UK$,$ but she was a $$seasoned$$ expatriate who lived

and worked in $3$ other countries before being approached to work for UAE oil in Abu Dhabi $7$

years ago. She loved her job but she also often faced high levels of stress, especially when it

came to some challenging decisions on key HR functions. Today, was a particularly stressful

day as her CEO who was currently visiting their Shanghai subsidiary for $2$ weeks to provide

some training for HNCs in Shanghai, got in touch and asked her to have a Zoom meeting. In

the meeting, the CEO explained that plans were rapidly going ahead with the opening of a new

subsidiary in Cameroon, West Africa. A key part of Eliza$$s job was to decide how PCNs$,$ HCNs

and TCNs would be recruited and selected to work in the subsidiary in Cameroon. This left

Eliza feeling a bit anxious but also excited as this was the first time since she joined the com$-$

pany that a new subsidiary was opening for UAE Oil and she had full control on how the

resourcing function would operate in Cameroon. She knew she had to properly analyze key

factors in deciding the resourcing methods for all employees and she had to consult her team

in order to better understand the level of education and work standards in Cameroon $($this was

important for potential HCNs$)$ but also for all the TCNs who would be joining the subsidiaries

from other countries. She obviously knew much more about the resourcing processes for PCNs

in the Abu Dhabi Head Office $($parent country$)$ but she still had a lot of decisions to make on

how different groups of employees would be recruited and selected to work in the new subsid$-$

iary in Cameroon.

$2$

$1.$ In considering this case study, state what different resourcing $($recruitment and

selection$)$ methods can Eliza and her team use in the new subsidiary in Came$-$

roon. In this discussion, state which group may be favoured $($PCNs or HCNs$)-$ see

discussion in the lectures and in your book.

$2.$ Discuss each approach in detail and ensure that you discuss it specifically in the

context of this case study, stating issues in Abu Dhabi, in Cameroon and for any

countries any TCNs would be employed from.

$3.$ What are the advantages and disadvantages of hiring PCNs$,$ HCNs and TCNs$)?$

This should be discussed again in the context of the case study, but you can use

your book and other references for the theoretical parts.

$4.$ What are some key challenges that expats $($PCNs$)$ transferred from the Abu Dhabi

Head Office to the subsidiary in Cameroon may face? Relate this to success factors

and also reasons for failure of international assignments.

$**$ Ensure that you have a clear introduction and conclusion for your analysis.