International Human Resource Management 5th Edition Christopher Brewster; Elizabeth Houldsworth; Paul Sparrow; Guy Vernon - Solutions

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Define the terms HR planning and work design from a strategic perspective
Describe the dominant approaches to HR planning
Evaluate the effectiveness of commonly used analytical HR planning techniques
What are the main options available to line and HR managers when they discover a mismatch between the job/organisation fit with the person they have hired?
Outline three advantages of person-job fit and person-organisation fit.
Outline three disadvantages of person-job fit and person-organisation fit.
Analyse the key elements impacting individual level performance
Analyse the key elements impacting systems level performance
Evaluate the effectiveness of performance management systems
Explain the causes of poor performance at individual and systems level
From your study of organisational behaviour, critically evaluate the contribution of any two theories that are relevant to the study and practice of performance management.
Critically evaluate the contribution of HRM-performance link in the wider literature on SHRM & ER.
Compare performance appraisal system from multisource performance feedback approaches.
Review of key theoretical bases of learning and development
Analyse the dominant drivers of internal career orientations of individuals
Examine and analyse the relationship between strategy and learning and development
Analyse the key drivers of training
In times of uncertainty whose responsibility is it for developing an individual employee’s career? What approach and skills would be most beneficial for individuals to have in such times?
What are the key external factors that may impact the skills formation process in an organisation?
Are institutions and government interventions of increasing the quality and quantity of human capital stock an answer to better wages? Why, why not?
Define the terms employee voice, direct and indirect employee voice
Identify the reasons for differences in employee voice across geographical boundaries
Understand the theoretical basis for employee voice and employee participation
Evaluate the contribution of employee voice
Discuss to what extent is employee voice an important consideration in your decision to work at an organisation?
If given a chance, would you undertake a role of employee participation representative and engage in collaborative decision-making? Provide a brief rationale for your choice.
Trade unions are losing their might and more hybrid forms of employee voice will be needed in future to provide sustainable conditions of employment that offer decent work. Discuss the above statement.
Analyse the key barriers to change
Describe the four tasks of managing change
Examine and analyse the relationship between managing change and HRM practices
Identify the key competencies needed by an HR practitioner in managing change
What are the key challenges in selling the change agenda in a change management initiative?
Change management is living in the shadow of OD.Discuss the above statement and outline any differences that you believe exist between OD and change management as we know of today.
Building on your knowledge of HR professional competency frameworks wherein change management is identified as a key HR competency, what are the most important task(s) an HR practitioner must deliver a successful change management initiative.
Understand the multiple goals of strategic compensation and benefits
Describe the dominant approaches to strategic compensation and benefits
Analyse the relationship between of strategic compensation and benefits and performance
Identify the theoretical bases for determining strategic compensation and benefits
What are the key sources of inequity and unfairness caused by compensation and benefits in an organsiation?
Provide an overview of the dominant theories of motivation that can be directly linked to the design and implementation of compensation and benefits in an organsiation.
What are the common consequences of a poorly designed compensation and benefits program?
Define the terms ambidexterity and public service motivation
Analyse the relationship between HRM practices, ambidexterity and innovation
Analyse the impact of employee well-being on the HRM-performance link
Identify the emerging trends in Green HRM
Discuss the key approaches in managing people in times of a crisis
What are the key HRM practices that support innovation at work? Discuss.
Which aspect of human agency is most conducive to managing people in times of a crisis? Discuss with examples.
What is the relationship between high-performance work practices and employee well-being? Provide a critical discussion.
Radhika Subramanian* and Vijayakumar Parameswaran Unnithan*** Founder of Glow Worm Consulting, a Learning, Leadership and Organization Development Consulting firm.** Professor and the Chairperson of the Centre for Social and Organisational Leadership (C SOL) at Tata Institute of Social Sciences
The rapid change in technology which is the hallmark of the workplace in the twenty-first century has given rise to unique challenges to Human Resource (HR)Management, not least in the frontline interaction with the outside world such as recruitment and selection. Applicant vetting may go beyond a
Global work-life initiatives present unique challenges for HR departments in multinational enterprises (MNEs) because of the complexity of implementing policies that require sensitivity to local issues such as cultural traditions and legislation (e.g., Bardoel and De Cieri 2007; Scullion et al.
Elefsina is the birthplace of Aeschylus and the site of the ancient Eleusinian mysteries revolving around issues of life after death. In modern times, it hosts a major industrial center, few kilometers away from Athens, Greece. Elefsina is also home to SOFMAN S.A., a small-medium sized firm
Mergers and Acquisitions (M&A) occur frequently all over the world and about 70% are categorized as cross-border deals with the aim of multinational firms to undertake investments in foreign countries (Peng 2008). There is evidence that cross border deals are more difficult to successfully realize
It was another Friday evening at the office, when Dimitris was looking at the view of Piraeus port, thinking some words from the last meeting: “We need to do what needs to be done, in order to be fully compliant, over and above regulations, industry standards and principals’ requirements. Our
Systel Technologies is an embedded telecom solutions company that helps businesses across the telecom value chain to accelerate product development life cycles.It was established in 1989 and currently employs about 2400 people at offices in India, Canada, China, Germany, Japan, Sweden, the UK and
When one of India’s foremost news magazine puts you on their front page then you have certainly arrived. However, when the issue is closely read by stock market analysts who are understanding the dynamics of Indian stock market then there is something happening which is disruptive to say the
This chapter is based on the insight that today’s organizations in many national and societal contexts face the challenge of managing an increasingly diverse workforce.This increase in workforce diversity is partly due to a changing business environment, but also due to new technologies and
Ms. Wolf is the Director of a large Agency, a branch of a national public administration dealing with formal compliance and respect of the law. Her “military branch”is made of civil servants working as inspectors. Ms. Wolf has recently noted a growing level of absenteeism, conflicts at work and
Over the last 20 years the Italian education system has lived an intense and tormented epoch of reforms and radical changes culminated in the introduction of school autonomy and decentralisation. Such institutional pressures have created, in the Italian school system, contradictory effects at an
Therese Sevaldsen was the Head of Human Resources at Philips Middle East and Turkey, based in the regional headquarters in Dubai, UAE. Throughout her years at Philips, she had led major HR transformation projects. Her passion, dedication and expertise had placed her as an influential role model at
The evidence is derived from research at the plant in 1995 and 1997. The first study covered interviews with all levels of employee and a questionnaire survey of shop-floor workers. In 1997, we revisited the plant and interviewed many of our key informants again.The Lynemouth Smelter in
Buildsoc is one of the UK’s main building societies which has successfully fought a battle to retain its mutuality status instead of becoming a PLC. It was founded at the end of the last century and is the product of more than 70 mergers of local building societies. Assets in 1998 were of the
Accountco is a small accountancy firm based in the south of England. There are 4 partners and 25 staff, 5 of whom are employed in secretarial and support roles. The firm is over 50 years old and has a solid reputation in the local area. The firm does not have a specialist personnel department.
Multico employs over 70,000 people worldwide producing a highly diverse range of products and having a reputation for being an innovative company. It is a relatively stable company, risk adverse with a considerable amount of centralised control. This is reflected in its human resource and
London Borough is a large, so-called ‘unitary’ local authority providing a full range of services for its population on the outskirts of the capital city. Altogether, it employs around 15,000 people spread across a range of manual, craft and clerical-administrative occupations, together with
As a result of changes in the financial services sector, Bankco has undergone numerous operational and strategic changes over the past few years. One of the most significant changes has been the cultural shift from being operational to becoming more sales oriented. Bankco was restructured from 7
Pharmaco was originally part of a large British pharmaceutical and chemical company which, as a result of strong competitive pressures in the 1990s, undertook a major organisational change programme.This led to a number of divisions and plants being sold off, plant closures and hundreds of job
Telco is a major player in the UK telecommunications sector. It retains a strong engineering base but over the last 15 years has reorientated its business to give a much higher priority to sales and customer relations. The business environment for Telco is changing constantly. Two aspects are of
Engineering Products is a long-established British engineering firm which for much of the 20th century produced fasteners for industrial clients. The company undertook substantial restructuring in the 1980s, selling off or closing many of its activities so that currently it has three business
• Why would adopting an integrated approach to managing people be beneficial to an internationally operating organisation?• Why might it be harmful? Provide examples for each perspective.
Re-read the sequence of definitions outliningwhat IHRM is about.• How do the definitions change over time? Is there a progression?• What do these changing definitions tell you about the sorts of knowledge – and the theoretical understanding – that might be important for the field and should
Examine existing HRM practices in your company or one that you know about.Which of them are the product of your country’s legal, economic, political or social institutions?Provide explanations for your answer.
This evidence refers to European countries.Perhaps introducing emerging economies and underdeveloped economies into the picture will extend the variety that we see (Brewster, Mayrhofer and Cooke, 2015). But will it show more or less convergence?Think of a non-European country and ask yourself: Is
• From your experience and study of the subject, what do you consider to be the key elements of ‘best practice’ in HRM?• To what extent can these be applied on a global level?Identify the reasons underlying your arguments.
Imagine that you are a human resource manager in a domestically based company that has decided to operate internationally. You have been charged with sorting out the HRM effects of the decision. What questions should you be asking?
Consider three or four other HRM practices.In what order would they fit onto this list, in terms of their likely alignment with local practices?
• Why might it be that some HRM practices are best explained by the varieties of capitalism categories and some by the wider comparative capitalisms literature?• Why might some exhibit country differences but not fit into these categories?
Take a few minutes to think about the options.• 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 are managed (or perhaps should be managed) are
Fortunately, perhaps, the field is still open. We can each have our views and our different interests. Before going further, it may be worth asking yourself:• Where do I stand on the universalist/ contextual axis?• What are my views about the dominance of the US approaches to HRM?• What are
Argue for or against the statement that we are seeing an increasing convergence of HRM practices within Europe and across the world.
In the light of the arguments produced in this chapter, how do you assess the notion of ‘best practice’ in HRM?
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 or decreasing?
Think about two countries that you know something about. What differences can you identify in their values?
Would you say that Britain is high or low context? Why?What aspects of international management might be more susceptible to differences between high and low-contexts?
Using the Hofstede dimensions, what would the key people management considerations be for a UK-based organisation that wished to expand into France, Germany and Japan?
From our discussions of recent criticisms of research into cultural differences:• Can we safely assume the existence of single national cultures?• Is the influence of culture as an explanatory variable decreasing in the wake of globalisation?• Are there conditions that elicit universal
Explore key journals such as International Journal of Cross Cultural Management and Cross Cultural and Strategic Management. Draw upon some of the evidence to argue how, in any one national setting, culture could be considered to impact on any one of the following:• Power and authority
The areas of future interest have started to move away from the psychological perspective towards group and organisation-level questions.How might an organisation’s social networks, or its IHRM practices, influence and help derive benefit from an individual’s multiculturalism?
How do bicultural or multicultural employees contribute to organisational life? Do the skills that they have naturally acquired make them the best international managers? Why, or why not?
How well do the indices and measures here reflect your own country? Give reasons for your answer.
Are national cultural differences likely to be more, or less, strong than organisational or gender differences in culture? Explain your views.
How might cultural differences make it difficult for a UK visitor to do business in Japan? Or a Japanese visitor in the UK?
Choose an aspect of human resource management, such as selection, appraisals, training or industrial relations, and explain how cultural differences might affect it.
Argue that an organisation should have clear rules about the management of people that cover operations in all its different countries.Then argue that such rules should be varied for the different national cultures represented within the organisation. Can the two views be reconciled?
What do we really learn from studying how managers actually spend their time and their decision-making powers in like-for-like organisations in different countries? What are the messages for key areas of HRM policy?
Can HRM specialists rise to the challenge of promoting standardisation while also remaining the guardians of national culture in an organisation?
How important is the ability of international managers to undertake cultural interpretation work to the subsequent success of international strategies?
Is there such a thing as cultural intelligence, and, if there is, can we now specify what it involves? Describe it.
Consider the national framework of employee relations in a country with which you are familiar.What is the balance between the governance of the employment relationship by unions, works councils based on statute, and direct statutory regulation?

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International Human Resource Management 5th Edition Christopher Brewster; Elizabeth Houldsworth; Paul Sparrow; Guy Vernon - Solutions

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