Managing A Global Workforce Challenges And Opportunities In International Human Resource Management 1st Edition Charles M Vance, Yongsun Paik - Solutions

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How does the effective management of people provide a competitive advantage to o r ganizations?2–1 . What are the key elements of the LAMP model? What does each contribute?2–2 . Given the positive financial returns from high-performance work practices, why don’t more firms implement
New technology sometimes destroys old jobs, but it also creates new ones. What re c ommendations would you make to high-level policymakers in organizations and government to a d dress this issue?
What are the HRM implications of globalization, technology, and sustainability ?
What should an informed, progressive HIV/AIDS policy look like?
Which approaches to job safety and health really work?
How do I fire people legally and humanely?
How can I administer discipline without simultaneously engendering resentment toward me or my company?
What steps can managers take to do a better job of responding to the special needs of workers in their early, middle, and late career stages?LO 11- 1 How can we tie compensation strategy to general business strategy?LO 11- 2 What economic and legal factors should we consider in establishing pay
What are the key issues that should be addressed in the design, conduct, and evaluation of training programs?LO 8- 4 Why should we invest time and money in on-boarding new employees ? Is there a payoff?LO 8- 5 How should the on-boarding process be managed for maximum positive impact?
Can work-sample tests improve staffing decisions?
What should be done to improve pre-employment interviews?
How should organizations manage leadership succession?
What is strategic workforce planning, and how should I begin that process?
How can business strategy be integrated with strategic workforce planning?
What can I do to accommodate women and older workers?
What are leading companies doing in this area?
What’s the business case for work-life programs?
How do employees’ attitudes relate to their engagement at work, customer satisfaction, and employee retention?
What will 21st-century corporations look like?
=+companies be motivated to eliminate age discrimination in the workplace?
=+1. Besides their commitment to ethics and social responsibility, why should
=+How should MNCs be involved with the pressing ER issues and challenges presented earlier?
=+being placed by China on non-Chinese executives working in China for nonChinese operations
=+2. What are potential negative outcomes of possible future salary restrictions
=+workers at an earlier age than in the United States or other non-European countries?
=+3. What are important implications of this case for broader long-term human resource planning, particularly related to the trend of losing experienced
=+to counter the Western European cultural expectation of early retirement and retain talented employees well into their early and mid-sixties?
=+2. What are some possible compensation package incentives that could be used
=+• Are the overall set of rewards (formal and informal, extrinsic and intrinsic) adequate to sustain desired performance on an ongoing basis?
=+• Are there competing rewards, where employees are rewarded for doing something other than the desired performance?
=+• Are there clear and strong enough disincentives for neglecting or not meeting desired performance?
=+• Are employees actually being punished for the desired performance?
=+• Are there any disincentives perceived by employees that would discourage the desired performance?
=+ What plans should be considered to help minimize this potential for cross-cultural conflict?
=+3. What are possible forms of future cross-cultural conflict in the performance management process between Costa Rican HCNs and their Mexican supervisors and managers?
=+work well (for example, how appraisal is conducted, who provides performance feedback, team versus individual performance focus, emphasis on development versus achievement, and so on)?
=+2. What particular plans for Costa Rican performance appraisal likely would
=+What are key considerations for making this implementation successful?
=+4. Do you see any challenges ahead in Citigroup’s downstream global performance management implementation of its new focus on values and ethics?
=+How critical is the role of company top leadership in effecting a true shift in company culture?
=+3. Why do you suppose this culture change effort has precipitated several res-ignations of top executives at Citigroup?
=+Citigroup represent a major upstream influence on company-wide performance management?
=+2. Based on your reading in this chapter, how does the new culture at
=+does the new management style modeled by Mr. Prince reinforce this change in company priorities?
=+1. How do you see the corporate culture changing at Citigroup? What measures and new structures have been put in place to bring about this change? How
=+the company’s previous expatriation experiences, that might have contributed to a more challenging repatriation experience for Pekka and his family?
=+1. What was different about the expatriate assignment to Colombia, compared to
=+ What changes could be made to improve this company’s performance in supporting its expatriates to optimize their international assignment success, including repatriation?
=+2. What are particular costs of poor management of international assignments as exemplified by the opening scenario?
=+which this training for Aran and the other HCN workers could be provided effectively?
=+the difficulties he experienced? What kind of training could have been helpful for the general Thai workforce at ATZ? What are some possible ways in
=+2. What kind of preparatory training could have been helpful for Aran to avoid
=+why would many companies tend to de-emphasize employee training?
=+1. With the current turbulent and rapidly changing business environment in China,
=+can use to build greater capability for competing in the global marketplace?
=+what are particular training activities that smaller and medium-size firms
=+3. Motorola University is a difficult model to match for smaller firms. However, based on this corporate example and your learning from this chapter,
=+ What added costs might be associated with this local staffing approach?
=+3. Why is this local staffing approach to support outsourcing client development so important in Europe compared to the United States? Is this approach necessary in all global operations?
=+How will disagreements regarding staffing be resolved?
=+• To what degree and for what positions must there be agreement on staffing among IJV partners?
=+For whom do the employees work? For one of the partners, or for the separate IJV?
=+should be filled by each IJV parent company?
=+• How much cross-cultural diversity is desired in the IJV management team? What positions
=+• What preference in IJV management staffing is there for temporary versus permanent job assignment with the IJV?
=+• Who will have which specific IJV recruitment responsibilities?
=+• Who is responsible for forecasting ongoing IJV staffing needs?
=+• Which partner is to have primary control of staffing the IJV management? Of staffing IJV lowerlevel employees? How will senior employee selection decisions be made?
=+Would you consider some industries and specialties less conducive to increased women leadership?
=+2. What are particular obstacles that women might face in gaining higher positions of responsibility in their organizations?
=+contracted workers who also supply labor to meet the organization’s work demand?
=+3. Is this opening scenario dealing only with a global phenomenon? Can you think of local work outsourcing arrangements where there is a clear gap between the nature of treatment and benefits of an organization’s regular employees and outsourced or
=+its products or deliver its services? In fact, what external forces can even interfere with this sense of responsibility?
=+2. What are possible forces that might contribute to an MNC’s lack of a sense of responsibility toward workers in different parts of the world who produce
=+conflicts and challenges attending needed economic transformations in high social welfare countries like Germany?
=+3. What recommendations do you have for the foreign owners and management of newly acquired firms like Grohe to help them successfully ride the
=+professionals can engage in to take advantage of this migration trend for Latinos in Europe?
=+3. What are particular practices and activities that European managers and HR
=+resolution to this difficult situation? Should the union continue to exclude foreign workers from its ranks?
=+3. What should the workers’ union be doing in working toward an appropriate
=+find themselves struggling in the middle of such ethnic conflict with increased migration across national borders?
=+2. Why do local governments and the changing hiring practices of MNCs often
=+How should Jim behave differently to help improve his present difficulties at work?
=+3. In a coaching meeting with Jim, what insights would you share with him about cross-cultural differences that might be at the root of his problems?
=+What are sources of Jim’s deteriorating relationship with his boss, Carlos?
=+2. What are possible causes of Jim’s ineffectiveness in leading his sales team?
=+often a disaster.” How was this quote applicable to the opening scenario concerning the Daimler-Benz merger with Chrysler?
=+1. Consider Hofstede’s quote mentioned earlier: “Culture is more often a source of conflict than of synergy. Cultural differences are a nuisance at best and
=+helpful in expanding and successfully implementing a global program as described here?
=+3. What are important other sources of world stakeholder support that would be
=+over existing efforts by the ILO, the OECD, and the United Nations to gain the acceptance and observance of worker codes.
=+2. What are the potential advantages of a collaborative model as presented here
=+how could the acceptance of a common standard be attractive to many MNCs that have core values of social responsibility?
=+1. Given current differences held by MNCs on worker rights and safety codes,
=+globalization (for example, movement toward global cultural convergence), and what aspects remain very much the same (for example, persistence of a cultural divergence effect)?
=+3. What social and human aspects surrounding Datu Paglas have changed with
=+ What are implications of such an advertisement for managing a global workforce?
=+4. Would the ending job advertisement fit the legal and social expectations of your country?
=+ Are these forces unique to the situation depicted in the opening scene?
=+1. What major forces are causing changes in the supply of labor to meet work demand in southern China’s manufacturing heartland?

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Managing A Global Workforce Challenges And Opportunities In International Human Resource Management 1st Edition Charles M Vance, Yongsun Paik - Solutions

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