Read the case study below carefully and then answer each question, linking it to key IHRM and culture theories (you do not have to discuss cultural dimensions/models in any detail) that we covered in class and in your book. You need to use additional material and reference it (see end of guide-lines for referencing requirements) Donna has been working for UAE Oil as the Senior HR Director for 8 years. UAE oil is a large MNE in the oil and gas industry, with the Head Office based in Abu Dhabi. Donna was originally from Leeds, a city in Northern England, UK, but she was a seasoned expatriate who lived and worked in 3 other countries before being approached to work for UAE oil in Abu Dhabi 7 years ago. She loved her job but she also often faced high levels of stress, especially when it came to some challenging decisions on key HR functions. Today, was a particularly stressful day as her CEO who was currently visiting their Shanghai subsidiary for 2 weeks to provide some training for HNCs in Shanghai, got in touch and asked her to have a Zoom meeting. In the meeting, the CEO explained that plans were rapidly going ahead with the opening of a new subsidiary in Lagos, Ni-geria, West Africa. A key part of Donnas job was to decide how PCNs, HCNs and TCNs would be recruited and selected to work in the Nigerian subsidiary. This left Donna feeling a bit anxious but also excited as this was the first time since she joined the company that a new subsidiary was opening for UAE Oil and she had full control on how the resourcing function would operate in Nigeria. She knew she had to properly analyse key factors in deciding the resourcing methods for all employees and she had to consult her team in order to better understand the level of education and work standards in Nigeria (this was important for potential HCNs) but also for all the TCNs who would be joining the subsidiaries from other countries. She obviously knew much more about the resourcing processes for PCNs in the Abu Dhabi Head Office (parent country) but she still had a lot of decisions to make on how different groups of employees would be recruited and selected to work in the Nigerian subsidiary.

2. Discuss each approach in detail and ensure that you discuss it specifically in the context of this case study, stating issues in Abu Dhabi, in Nigeria and for any countries any TCNs would be employed from. (20%)