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Managing A Global Workforce Challenges And Opportunities In International Human Resource Management Paik Yongsun And Vance Charles M 2nd Edition Yongsun Paik - Solutions
With the current turbulent and rapidly changing business environment in China, why would many companies tend to de-emphasize employee training?
Why are companies in China finding management training an important investment leading to improved retention, in addition to work performance improvement?
How does this case illustrate the often-close integration of different functional areas of human resources, such as staffing, compensation, and training?
Even though Annette demonstrated a strong commitment to host country workforce training, is there any evidence that Aran was inadequately prepared for his new management position?
What kind of preparatory training could have been helpful for Aran to avoid 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 which this training for Aran and the other HCN workers could be provided
What recommendations do you have for Annette as she plans for her meeting with Aran?
How typical would you say are the adjustment experiences of Carol Williams, Clarence Mitchell, and Clarence’s family, including repatriation? Critique the effectiveness of Carol Williams’s firm in managing its expatriates’overall international assignment.
What are particular costs of poor management of international assignments as exemplified by the opening scenario? What changes could be made to improve this company’s performance in supporting its expatriates to optimize their international assignment success, including repatriation?
What are particular steps that the company could do before and during the assignment to better support Carol as a woman in her international assignment?
What are potential reasons why David’s company would desire to send its own home country expatriate instead of using a local Chinese manager or a third-country national.
Can you identify the main family issues facing David’s family?
Do you see any longer-range pitfalls in the approach used by David’s company to carry out its HR policy to attract the most qualified expatriates?
What was different about the expatriate assignment to Colombia, compared to the company’s previous expatriation experiences, that might have contributed to a more challenging repatriation experience for Pekka and his family?
What could Nordic Oils do more effectively before initial departure to Colombia, during the foreign assignment, and after return to improve the family’s repatriation adjustment?
What could a family like the Nieminens do for themselves to increase the likelihood of a smoother repatriation experience?
What are some possible cross-cultural challenges associated with the nature of work communications in this scenario?
From your reading in this chapter, what are possible explanations for Yusoff’s decision to request a transfer?
What recommendations do you have for modifying the practice of performance appraisal and ongoing performance management to take account of cross-cultural differences? What other suggestions do you have for improving the overall performance management process for this company that is developing
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 does the new management style modeled by Mr. Prince reinforce this change in company priorities?
Based on your reading in this chapter, how does the new culture at Citigroup represent a major upstream influence on company-wide performance management?
Why do you suppose this culture change effort has precipitated several res-ignations of top executives at Citigroup? How critical is the role of company top leadership in effecting a true shift in company culture?
Do you see any challenges ahead in Citigroup’s downstream global performance management implementation of its new focus on values and ethics?What are key considerations for making this implementation successful?
Based on the information that Kukka was considering, what are some general performance management practices that likely would fit well with Costa Rican HCNs?
What particular plans for Costa Rican performance appraisal likely would 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)?
What are possible forms of future cross-cultural conflict in the performance management process between Costa Rican HCNs and their Mexican supervisors and managers? What plans should be considered to help minimize this potential for cross-cultural conflict?
From this scenario and your reading, what are some of the biggest challenges faced by MNCs in their global compensation practices?
What are particular global compensation challenges encountered in the process of implementing successful international mergers?
What are major areas of convergence in global compensation, and what are forces that are driving this convergence?
Based on this case, how would the mix of company benefits need to be adjusted from what is typical in the United States or other non-European countries to fit the current compensation package needs in Western Europe?
What are some possible compensation package incentives that could be used to counter the Western European cultural expectation of early retirement and retain talented employees well into their early and mid-sixties?
What are important implications of this case for broader long-term human resource planning, particularly related to the trend of losing experienced workers at an earlier age than in the United States or other non-European countries?
What are major pressures and conflicts faced by the government in this particular case involving rapid industrialization and foreign company involvement through foreign direct investment?
What are potential negative outcomes of possible future salary restrictions being placed by China on non-Chinese executives working in China for nonChinese operations?
What are some possible policies and practices that Western firms might consider for addressing rising concerns presented by the growing pay gap described in this case?
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?
With the current turbulent and rapidly changing business environment in China, why would many companies tend to de-emphasize employee training?
Why are companies in China finding management training an important investment leading to improved retention, in addition to work performance improvement?
How does this case illustrate the often-close integration of different functional areas of human resources, such as staffing, compensation, and training?
Even though Annette demonstrated a strong commitment to host country workforce training, is there any evidence that Aran was inadequately prepared for his new management position?
What kind of preparatory training could have been helpful for Aran to avoid 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 which this training for Aran and the other HCN workers could be provided
What recommendations do you have for Annette as she plans for her meeting with Aran?
How typical would you say are the adjustment experiences of Carol Williams, Clarence Mitchell, and Clarence’s family, including repatriation? Critique the effectiveness of Carol Williams’s firm in managing its expatriates’overall international assignment.
What are particular costs of poor management of international assignments as exemplified by the opening scenario? What changes could be made to improve this company’s performance in supporting its expatriates to optimize their international assignment success, including repatriation?
What are particular steps that the company could do before and during the assignment to better support Carol as a woman in her international assignment?
What are potential reasons why David’s company would desire to send its own home country expatriate instead of using a local Chinese manager or a third-country national.
Can you identify the main family issues facing David’s family?
Do you see any longer-range pitfalls in the approach used by David’s company to carry out its HR policy to attract the most qualified expatriates?
What was different about the expatriate assignment to Colombia, compared to the company’s previous expatriation experiences, that might have contributed to a more challenging repatriation experience for Pekka and his family?
What could Nordic Oils do more effectively before initial departure to Colombia, during the foreign assignment, and after return to improve the family’s repatriation adjustment?
What could a family like the Nieminens do for themselves to increase the likelihood of a smoother repatriation experience?
What are some possible cross-cultural challenges associated with the nature of work communications in this scenario?
From your reading in this chapter, what are possible explanations for Yusoff’s decision to request a transfer?
What recommendations do you have for modifying the practice of performance appraisal and ongoing performance management to take account of cross-cultural differences? What other suggestions do you have for improving the overall performance management process for this company that is developing
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 does the new management style modeled by Mr. Prince reinforce this change in company priorities?
Based on your reading in this chapter, how does the new culture at Citigroup represent a major upstream influence on company-wide performance management?
Why do you suppose this culture change effort has precipitated several res ignations of top executives at Citigroup? How critical is the role of company top leadership in effecting a true shift in company culture?
Do you see any challenges ahead in Citigroup’s downstream global performance management implementation of its new focus on values and ethics?What are key considerations for making this implementation successful?
Based on the information that Kukka was considering, what are some general performance management practices that likely would fit well with Costa Rican HCNs?
What particular plans for Costa Rican performance appraisal likely would 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)?
What are possible forms of future cross-cultural conflict in the performance management process between Costa Rican HCNs and their Mexican supervisors and managers? What plans should be considered to help minimize this potential for cross-cultural conflict?
Based on this case, how would the mix of company benefits need to be adjusted from what is typical in the United States or other non-European countries to fit the current compensation package needs in Western Europe?
What are some possible compensation package incentives that could be used to counter the Western European cultural expectation of early retirement and retain talented employees well into their early and mid-sixties?
What are important implications of this case for broader long-term human resource planning, particularly related to the trend of losing experienced workers at an earlier age than in the United States or other non-European countries?
What are major pressures and conflicts faced by the government in this particular case involving rapid industrialization and foreign company involvement through foreign direct investment?
What are potential negative outcomes of possible future salary restrictions being placed by China on non-Chinese executives working in China for nonChinese operations?
What are some possible policies and practices that Western firms might consider for addressing rising concerns presented by the growing pay gap described in this case?
Often trade unions are equated with the voice of company employees. As you consider the GM Daewoo workers in the opening scenario, is this equivalent comparison always accurate?
How has union strength in South Korea changed over time? Is this change consistent with the global trend?
What particular advantages did GM hold over the KCTU before and after the acquisition of Daewoo Motors?
Why should ER also be considered part of the overall picture of employee compensation and rewards to motivate employee productivity and retention?
Why is the direct supervisor and manager role so critical for effective ER in organizations?
What are important managerial practices for effective ER as exemplified in the Domino’s case?
Besides their commitment to ethics and social responsibility, why should companies be motivated to eliminate age discrimination in the workplace?
Why does age discrimination pose a threat to the economic health of developing countries?
What measures can companies take to reduce discriminatory treatment and other negative workplace features to provide a more positive working environment and encourage the retention of older workers?
What major forces are causing changes in the supply of labor to meet work demand in southern China’s manufacturing heartland? Are these forces unique to the situation depicted in the opening scene?
How are these changes leading to new challenges in the basic human resource management functional areas of recruitment, compensation, and employee relations?
Based on the opening scene, why is it important for managers involved in international business to continually monitor challenges and opportunities facing their organizations?
Would the ending job advertisement fit the legal and social expectations of your country? What are implications of such an advertisement for managing a global workforce?
What message does this case send to those who categorically deny any value from globalization?
What conditions and factors are necessary to bring about the positive outcomes of globalization? In particular, what human factors are critical?
What social and human aspects surrounding Datu Paglas have changed with globalization (for example, movement toward global cultural convergence), and what aspects remain very much the same (for example, persistence of a cultural divergence effect)?
Given current differences held by MNCs on worker rights and safety codes, how could the acceptance of a common standard be attractive to many MNCs that have core values of social responsibility?
What are the potential advantages of a collaborative model as presented here over existing efforts by the ILO, the OECD, and the United Nations to gain the acceptance and observance of worker codes.
What are important other sources of world stakeholder support that would be helpful in expanding and successfully implementing a global program as described here?
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 often a disaster.” How was this quote applicable to the opening scenario concerning the Daimler-Benz merger with Chrysler?
From your reading of this chapter, what are the major fundamental differences between German and U.S. cultures, and how were these differences manifested in the respective companies’ practices and behaviors?
What lessons can you take from this opening scenario for your planning of future international mergers and acquisitions?
Why do you think people tend to exaggerate cultural differences?
What are the most effective ways to deal with either real or imaginary cultural differences?
Do you have any similar experiences that indicate we should be very cautious in interpreting and generalizing cross-cultural differences?
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