Managing A Global Workforce Challenges And Opportunities In International Human Resource Management Paik Yongsun And Vance Charles M 2nd Edition Yongsun Paik - Solutions

Discover comprehensive insights into "Managing A Global Workforce: Challenges and Opportunities in International Human Resource Management" by Yongsun Paik and Charles M. Vance, 2nd Edition. Access online answers key and detailed solutions with our exclusive solution manual. Explore the solutions pdf, featuring solved problems, questions and answers, and chapter solutions. Benefit from our test bank and instructor manual for step-by-step answers. Enhance your understanding with this essential textbook, available for free download, offering valuable resources for mastering international human resource management.

10–5. A friend of yours is considering accepting a new job offer but can’t figure out how to tell his current boss he’s leaving, or what steps to take. What advice would you give him?
10–6. What does the concept of loyalty mean in today’s world of work?
10–7. Identify some tell-tale signs that it’s time to quit your current job.
10–8. Working in small groups, develop a corporate policy that specifies how career management relates to training, performance management, and reward systems.
1. How can we tie compensation strategy to general business strategy?
2. What economic and legal factors should we consider in establishing pay levels for different jobs?
3. What is the best way to develop pay systems that are understandable, workable, and acceptable to employees at all levels?
4. How can we tie incentives to individual, team, or organizationwide performance?
5. In implementing a pay-for-performance system, what key traps must we avoid to make the system work as planned?
11–1. What steps can a company take to align its compensation system with its general business strategy?
11–2. What can companies do to ensure internal, external, and individual equity for all employees?
11–3. Discuss the advantages and disadvantages of competency- or skill-based pay systems.
11–4. What cautions would you advise in interpreting data from pay surveys?
11–5. How has strategic thinking affected executive incentives?
11–6. Distinguish profit sharing from gain sharing.
11–7. If you were implementing an employee stock-ownership plan, what key factors would you consider?
1. What strategic considerations should guide the design of benefits programs?
2. What options are available to help a business control the rapid escalation of health-care costs?
3. What are some of the key trends in benefits offered and strategies to pay for them?
4. What cost-effective benefits options are available to a small business?
5. In view of the considerable sums of money that are spent each year on employee benefits, what is the best way to communicate this information to employees?
1. How should Polson communicate its new health-benefits plan to employees?In the spring of 2006, Ron McGee, vice president of group insurance and labor relations at Polson Corporation, delivered the bad news to top management. Medical-insurance premiums for the following fiscal year were expected
2. What results in terms of cost reduction do you anticipate Polson will achieve through the implementation of its new health-care program?In the spring of 2006, Ron McGee, vice president of group insurance and labor relations at Polson Corporation, delivered the bad news to top management.
3. What additional follow-up should the benefits-administration people at Polson take now that the program has been in effect for several years?In the spring of 2006, Ron McGee, vice president of group insurance and labor relations at Polson Corporation, delivered the bad news to top management.
4. To what extent do you believe health-care plans such as those at Polson are the wave of the future for health-benefits plans in major American corporations?In the spring of 2006, Ron McGee, vice president of group insurance and labor relations at Polson Corporation, delivered the bad news to top
12–1. What should a company do over the short and long term to maximize the use and value of its benefits choices to employees?
12–2. The new world of employee benefits is best described as “sharing costs, sharing risks.” Discuss the impact of that philosophy on the broad areas of health care and pensions.
12–3. In terms of the “attract-retain-motivate” philosophy, how do benefits affect employee behavior?
12–4. What can large firms do to control health-care costs? What about small firms?
12–5. Your company has just developed a new, company-sponsored savings plan for employees. Develop a strategy to publicize the program and to encourage employees to participate in it.
1. What are you trying to accomplish with your benefits package?Conduct a comprehensive strategic review of your benefits plan and its ability to meet diverse employee needs and to achieve business goals.
2. Perform a detailed audit of your workforce to assess the value of enhancing demographically targeted programs, voluntary benefits, and wellness programs as a means of differentiating your plan.
3. Develop an effective strategy for communicating benefits regularly to all employees.
1. How have changes in product and service markets affected the way labor and management relate to each other?
2. How should management respond to a union organizing campaign?
3. To what extent should labor-management cooperative efforts be encouraged?
4. What kinds of dispute-resolution mechanisms should be established in order to guarantee due process for all employees?
1. How can I ensure procedural justice in the resolution of conflicts between employees and managers?
2. How can I administer discipline without at the same time engendering resentment toward me or my company?
3. How do I fire people legally and humanely?
4. What should be the components of a fair information practice policy?
5. What is ethical decision making in employee relations? What steps or considerations are involved?
1. How do the negotiations begin? Which side talks the most in the beginning? Does each side have a clear understanding of the purpose of the negotiations?Divide the class into groups of three. Each group consists of a union negotiator, a management negotiator, and an observer. The instructor will
2. What behaviors of the negotiators seem to either bring the parties closer together or drive them farther apart?Divide the class into groups of three. Each group consists of a union negotiator, a management negotiator, and an observer. The instructor will provide a role statement for each
3. How does the climate of the negotiations change over time? Which side talks the most as the negotiations wear on? Do the parties agree more or less as time passes?Divide the class into groups of three. Each group consists of a union negotiator, a management negotiator, and an observer. The
4. How do the negotiations end? Are the parties friendly with each other? Do they both seem committed to the final solution? Are future union-management relations likely to get better or worse as a result of this agreement?Divide the class into groups of three. Each group consists of a union
13–1. Are the roles of labor and management inherently adversarial?
13–2. Discuss the rights and obligations of unions and management during a unionorganizing drive.
13–3. Why is it so difficult to be effective at both distributive and integrative bargaining in the course of the same negotiations?
13–4. What are the key features of the U.S. industrial relations system?
13–5. Compare and contrast mediation, interest arbitration, and grievance arbitration.
13–6. Why is it in the best interests of management and labor to work together? Or is it?
1. Under what circumstances are employees most likely to blow the whistle?Employees who find themselves in the dicey position of witnessing a breach of ethics, a crime, or a health or safety threat in the workplace need to proceed very cautiously.A wrong step can leave an employee without a job and
2. Use the four-part framework presented earlier (namely, is this the only way, do I have the goods, why am I doing this, am I ready?) to analyze Mr. Stone’s actions.What additional information do you need to answer the four questions?Employees who find themselves in the dicey position of
14–1. Discuss the similarities and differences in these concepts: procedural justice, workplace due process, and ethical decisions about behavior.
14–2. What advice would you give to an executive who is about to negotiate an employment contract?
14–3. Is it ethical to record a conversation with your boss without his or her knowledge?
14–4. How can a firm avoid lawsuits for employment-at-will?
14–5. What are some guidelines to follow in determining a reasonable compromise between a company’s need to run its business and employee rights to privacy?
14–6. In the course of your job, you learn that someone is “cooking the books.” Discuss the steps you would take to resolve the issue.
1. What is the cost–benefit trade-off of adopting measures to enhance workplace safety and health?
2. Which approaches to job safety and health really work?
3. What should an informed, progressive AIDS policy look like?
4. What are some key issues to consider in establishing and monitoring an employee assistance program?
5. Does it make sound business sense to institute a worksite wellness program? If so, how should it be implemented and what should it include?
1. What factors should I consider in evaluating managers, employees, and customers from a different culture?
2. What should be the components of expatriate recruitment, selection, orientation, and training strategies?
3. How should an expatriate compensation package be structured?
4. What kinds of career management issues should a manager consider before deciding to work for a foreign-owned firm in the United States?
5. What special issues deserve attention in the repatriation of overseas employees?
1. Did Len Fulkner handle the situation with Harry Boecker correctly? Why or why not?Skyline Machine Shop is a medium-sized firm located in San Jose, California. It employs almost 1,000 workers when business is good. Skyline specializes in doing precision machining on a subcontract basis for
2. Prepare an outline of a cost–benefit analysis that Jamie Trenton could use in presenting her EAP proposal to Skyline’s president. In particular, what categories of benefits might be quantifiable?Skyline Machine Shop is a medium-sized firm located in San Jose, California. It employs almost
3. If Trenton’s proposal is accepted, what key steps would you recommend to her in implementing a new EAP at Skyline Machine Shop?Skyline Machine Shop is a medium-sized firm located in San Jose, California. It employs almost 1,000 workers when business is good. Skyline specializes in doing
15–1. Should OSHA’s enforcement activities be expanded? Why or why not?
15–2. What can firms do to encourage all employees to behave safely on the job?
15–3. Discuss the relative effectiveness of engineering versus management controls to improve job safety and health.
15–4. Explain how a disease-management program might be used to address substanceabuse problems.
15–5. If the benefits of EAPs cannot be demonstrated to exceed their costs, should EAPs be discontinued?
15–6. You observe a coworker threatening another employee. What should you do?
15–7. Should organizations be willing to invest more money in employee wellness?Why or why not?
16–1. What advice would you give to a prospective expatriate regarding questions to ask before accepting the assignment?
16–2. Discuss the special problems that women face in overseas assignments.
16–3. What effects might international labor standards have on workers, companies, and consumers?
16–4. Describe the conditions necessary in order for a geocentric recruitment policy to work effectively.
16–5. What key characteristics would you look for in selecting a prospective expatriate?
16–6. Describe the balance-sheet approach to international compensation.
16–7. Your boss asks for suggestions about ways to reduce the high rate of attrition among repatriates. What advice would you offer?
Based on what you have learned from this chapter, how would you critique the Shell People Services staffing function? Particular strengths? Any weaknesses or potential limitations?
What are various methods used by Shell People Services to maximize its ability to have a global reach for talent yet fit local workplace conditions?
How is the Shell Group using its global staffing function to contribute to overall competitive advantage?
What message does this case have for MNCs as they plan and carry out staffing and other workforce management activities in their foreign host operations?
What evidence does this case provide that local management was guilty of unfair discrimination according to U.S. labor laws?
Do you believe that the behavior of local Marubeni managers would be acceptable in other counties where it is not specifically prohibited by local labor laws?
Besides avoiding legal costs, can you think of any other reasons to avoid discriminatory behavior when making staffing decisions in global workforce management?
Usually hiring locals is associated with a general multidomestic or polycentric overall strategic approach to international business. Is this the case with Wipro Technologies of Bangalore, India?
How does Wipro’s and other similar companies’ local staffing approach in Europe support company strategy and help achieve competitive advantage?
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? What added costs might be associated with this local staffing approach?
What are major ways in which Motorola University contributes to effective individual and organizational learning for this MNC?
How can Motorola’s commitment to training contribute to its distinct competitive advantage in the global marketplace?
Motorola University is a difficult model to match for smaller firms. However, based on this corporate example and your learning from this chapter, what are particular training activities that smaller and medium-size firms can use to build greater capability for competing in the global marketplace?

Showing 4000 - 4100 of 5174

First
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
Last

Managing A Global Workforce Challenges And Opportunities In International Human Resource Management Paik Yongsun And Vance Charles M 2nd Edition Yongsun Paik - Solutions

Step by Step Answers