International Human Resource Management National Systems And Multinational Companies 3rd Edition Tony Edwards, Chris Rees - Solutions

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2 How would you characterise the underlying philosophy that British HR professionals have towards selection compared with French HR professionals? Is this evidenced in a different take-up of particular selection tools and techniques?
4 Given the imperatives of modern capitalism, should we expect convergence across countries, or at least convergence across the national operations of MNCs?
What country factors does an HR manager need insight into in order to understand the flexibility and work-life balance trade-offs that are preferred in any particular country
2 Why do countries respond differently in terms of flexibility and work-life balance to what seem similar economic pressures?
1 Do the differences in flexible and work-life balance practices discussed in this chapter constitute a barrier to MNCs' transferring personnel policies and practices across borders?
8 May 'best practice' in work organisation be inoperable some contexts? Is this always because it wouldn't improve productivity performance?
6 How should an MNC in, say, retail approach work organisation in the various countries in which it operates?
5 Which are the best methods to facilitate upward and downward communication? Are they likely to vary with different cultures?
4 Might the importance of overcoming the gulf between managerial and non- managerial employees be more important to organisational effectiveness in some countries than others?
3 Why is Taylorism still influential in work organisation a century after its development?
2 Consider the basis of your view of the work organisation typical outside the established OECD or old industrialised world. Check that it is consistent with what we do know about the comparative organisation of work.
We have limited evidence on how work is typically organised in the developing and newly industrialising worlds, but what would you expect to be typical?
4 Consultation with representative bodies is now required for all organisations over a certain size by the EU. What reasoning might have led the EU to take such a step?
3 Consider the supports and challenges to managements pursuing business performance which joint regulation offers. Do you feel that strong unions make people management more challenging for managers? Do you feel that strong unions promote organisational and business performance? Do these questions
Are unions a positive or negative factor in organisational communications? Is the answer dependent upon or independent of country? Give reasons for your answers.
1 What might explain the fact that union membership is higher in some countries than in others?
Consider whether managers might find it easier to deal with social regulation of the employment relationship by law rather than by unions. To what extent does this depend on the character of the law and of the unions?
What might be the advantages to management of decentralised arrangements (that is, single employer or workplace bargaining)?
What might be the advantages to management of more centralised bargaining arrangements (that is, multi-employer bargaining at sectoral or even multi-sectoral level)?
4 Is there such a thing as cultural intelligence, and if there is, can we now specify what it involves? What, then, does it involve?
3 Should we think about more regionally aligned sets of HRM practices, such as the existence of a Confucian form of HRM?
2 How important is the ability of international managers to undertake cultural interpretation work to the subsequent success of international strategies?
1 Pucik (1992) argued that HRM functions often unintentionally impede globalisation rather than help assist it. Can HR managers rise to Pucik's challenge of not standing in the way of globalisation while also remaining the guardians of national culture in an organisation?
Does the study of how individuals develop multiculturalism have implications for the broader management of MNCs? If so, what are they?
Would an overseas international manager be able to stand into the shoes of a local manager and appraise in this way?
Would they show organisation citizenship behaviours (OCB)?
Would a British employee, or a German, be satisfied with their job or their organisation if the performance appraisal was conducted on the basis of kankei or guanxi?
6 What does the study of how managers actually spend their time and their decision-making powers in like-for-like organisations really tell us? What are the messages for key areas of HRM policy?
5 Argue that an organisation should have clear rules about the management of people that cover operations in all its different countries. Argue that such rules should be varied for the different national cultures represented within the organisation. Can the two views be reconciled?
4 Choose an aspect of HRM such as selection, appraisals, training or industrial relations, and explain how cultural differences might affect it.
3 How might cultural differences make it difficult for a UK visitor to Japan to do business?
2 Are national cultural differences likely to be more, or less, strong than organisational or gender differences in culture? Explain your views.
Is culture about the values of individuals or the values of the institutions that they subscribe to?
How pervasive is culture at the individual level? Should you expect that individuals might or might not reflect the cultural constructs?
Is there a considerable standard deviation around the averages that cultural researchers write about?
Where do you feel you reflect a national culture - where do you believe that you are in some way different?
What is the more dominant influence on culture in Hong Kong and Korea here Confucian values or the way these operate in their national context?
To highlight the complexity of culture, take the key cultural models that are explained above and analyse the national culture of India. How would you handle the many regional (state) cultures in this analysis, or differences between the industrialising areas versus the others?
Using the Hofstede dimensions, what would be the key people management considerations for a UK-based organisation that wished to expand into France, Germany and Japan?
What aspects of international management might be more susceptible to differences between high- and low-context?
Would you say that Britain is high or low context? Why?
How does this reflect cultural influences?
What is the predominant style of leadership within your organisation?
3 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/decreasing?
Argue for or against the statement that we are seeing an increasing convergence of HRM practices within Europe/across the world.
And what are the implications of my views for my interests in and study of HRM?
What are my views about the dominance of the US approaches to HRM?
Where do I stand on the universalist/contextual axis?
Or, can we combine these two accounts and, if so, how?
Or, is it the case that things are done so differently in different countries that we have to be very aware of the location in which human resources are being managed before we can understand them?
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 valid?
Why might it be that some HRM practices are best explained by the varieties of capitalism categories, some by the wider comparative capitalisms literature and some exhibit country differences but do not fit into these categories?
In what order would they fit onto this list, in terms of their likely alignment with local practices?
Think of three or four other HRM practices.
Imagine that you are a HR manager in a domestically based company that has decided to operate internationally. You have been charged with sorting out the HR effects of the decision. What questions should you be asking?
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 basis? Identify the reasons underlying your arguments.
What questions should you be asking?
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 HR effects of the decision.
To what extent can these be applied on a global level?
From your experience and study of the subject, what do you consider to be the key elements of 'best practice' in HRM?
This evidence refers to European countries: what about further afield? It has been argued that introducing emerging economies and under-developed economies into the picture will extend the variety that we see and will show even less divergence (Brewster et al 2015). Think of a non- European country
Which of them are the product of your country's legal, economic, political or social institutions?
Examine existing HRM practices in your company or one that you know about.
What do these changing definitions tell you about the sorts of knowledge and the theoretical understanding - that might be important for the field and that should be incorporated into a textbook of like this?
Look at the sequence of definitions used above to define what IHRM is about. How do the definitions change over time?
Why might it be harmful?
Why would adopting a global approach to managing people be beneficial to an organisation?
3 What are the advantages and disadvantages for employers of employing migrants? Do these differ from employing the native-born population?
2 How important is globalization in explaining why international migration occurs?
1 Why do you think Castles, de Haas and Miller (2014) suggest that we are in ‘an age of migration’?
4 How can the HRM function make a contribution to a more socially responsible company?
3 What motives are there for companies to engage in CSR? Examining CSR statements from large firms from different countries you are familiar with, what differences do you notice between countries? What might explain these differences?
2 The European Commission defines CSR as ‘the responsibility of enterprises for their impacts on society’, which requires companies to ‘have in place a process to integrate social, environmental, ethical, human rights and consumer concerns into their business operations and core strategy in
1 Compare the engagement with CSR of the three companies mentioned in the Introduction: Marks and Spencer, United Kingdom; Mongolian Mining Corporation, Mongolia; Asco Motors, Tonga. What similarities and differences do you see? You could compare the three companies in terms of the range of CSR
4 What are the key influences on employee voice in China?
3 What are the differences between voluntarist and mandatory voice systems?
2 What are the key European Union provisions on employee voice? Have these led to a common approach to employee voice across the EU? If not, why?
1 What does the phrase ‘employee voice’ refer to? Explain the differences between ‘employee participation’ and ‘employee involvement’.
4 Why is it important to maintain pay equity between expatriates and HCNs? What could be done to achieve it?
3 Is there a best expatriate compensation approach? How could MNCs choose the most appropriate approach(es)?
2 Has globalization brought international convergence in compensation practice? What are the implications for MNCs in determining pay arrangements in their foreign subsidiaries?
1 Why are cultural differences alone not sufficient to explain differences in compensation systems between countries?
4 ‘International assignments are so complex and diverse that there is no point in developing specialized programmes for the recruitment and selection of international managers’. Argue for or against this statement, with reference to Forster (2000) and Harzing and Christensen (2004).
3 You are an HR manager in a large multinational firm. You are asked to help select a candidate for an international assignment to a country where local women face a considerable amount of discrimination. The two candidates have equal qualifications; one is a man with no inter-cultural experience
2 Develop an advertisement to recruit an international manager for one of the corporations described in any of the books in the References section, below. Be sure to take all possible considerations into account.
1 In the selection of international managers, how important are cultural factors as opposed to past knowledge and experience? Discuss the pros and cons of hiring an international manager based on each criterion.
4 Do you think that despite the high costs related to the international assignment, firms would continue to send managers abroad? And for what purposes?
3 What would be your definition of global leadership?
2 What tools would you consider in developing global leaders? What would be, in your view, the most effective way to develop a global leader?
1 What would be the difference between a domestic and global leader?
3 What are the potential benefits and costs of outsourcing aspects of the HR function?
2 How do legal and institutional arrangements affect the transfer of people and work and the subsequent coordination of activities across organizational boundaries?
1 Why do firms outsource people, primary activities and support activities? Why has the volume of work that is outsourced been growing in recent years?
5 If you were asked to highlight the key issues to an HR manager who is about undertake her first cross-border merger, what would you tell her?
4 What are the key obstacles to be overcome if a firm wants to learn from an acquisition it makes in another country?
3 In what ways is the process of restructuring ‘political’?
2 In what ways do national effects condition the post-merger restructuring process?
1 Why are cross-border mergers and acquisitions more complex than domestic ones?
4 Do you think that MNCs will look to engage in transfer of practices to an ever increasing extent in the future?
3 What are the different ways in which production or service provision can be integrated in MNCs and what are the implications for the transfer of practices?

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