DHR06
International HRM
Assignment-I
Assignment Code: 2016DHR06B1 Last Date of Submission: 15th November 2016
Maximum Marks: 100
Section-A
Each question carries 25 Marks.
1. You are from Corporate Headquarters. As a member of the HR department, you are responsible for managing international assignments. You are to present a 10 minute summary of the key aspects of expatriate selection to a regional meeting of subsidiary managers, none of whom have any experience in HR or in selecting expatriates. The corporate objective is to use intra-regional international assignments for cross-border project teamwork between their various operations within the region. What aspects of expatriate selection should you highlight in your presentation?
2. Describe the main difference in the Going Rate and Balance Sheet approaches to international compensation. Why it is important for multination firms to understand compensation practices of other countries?
Section-B (50 Marks)
Case Study
Case: Challenges for IHRM
Globalization is here to stay and companies in a mature state of growth in home markets are constantly looking for new growth opportunities in new markets. Innovation and technology are making it increasingly necessary for corporations to expand internationally if they are to survive in today’s economy. The recent credit crunch is a very good example of how integrated global markets have become. This because the financial disasters suffered by companies such as Lehman Brothers and AIG affected markets in Europe and other parts of the world. The success of the Nikkei in Japan is closely tied to the performance of Wall Street. As a result Lehman Brothers’ problems in America affected jobs in the UK and other markets. HR managers need to be strategically placed to anticipate how to deal with job losses, changing macro economic trends and shifts in operational strategies and business objectives.
Training programs that enable workers to develop and adapt to changing KSAs must be instituted by the learning and development team within a global context. Also, ongoing conversations with labor unions will enable corporations to avoid negative public relations exposure should the economic depression worsen. Technology should be used to foster cooperative competition internally, so that organizations are more agile in anticipating market demands and new market opportunities. Conversely, technology could be the undoing of collaboration since it could foster internal competition and “turfism”, if workers perceive their jobs will be outsourced to cheaper labor in overseas markets. Global HR should communicate such initiatives to forestall any rumors in this regard.
The recent US presidential election is a clear indicator of global changes. The president elect is a clear case for diversity of ideas and change of the prevailing order. This is most poignant because a cross-section of US society, irrespective of race and national origin unanimously voted for a minority to represent our interests across the globe. The US president oversees the world’s most powerful and largest economy [hence he is the CEO of the largest corporation in the world]. This is because liberal democracy is representative of free market policies which dictate the operations of MNCs across the globe. Weisman (2008) reports “Mr. Obama must cement support in Red States he flipped and Blue States he struggled in, placate liberal activists and minority groups whose electoral boost was crucial, and form a government that” . Obama has met with Hilary Clinton [who represents progress for women in the work place], in reference to a possible role in his cabinet. He has also repeatedly made a case for multilateralism in dealing with global governments. If this does not make a case for Global HR, I am not sure what does.
Case Questions:
1. In light of recent global economic crisis, examine the challenges you foresee for International Human Resource Management in future?
2. Under the circumstances identified in the case, discuss the cultural imperatives for International Human Resource Management. Justify your answer with suitable examples.
DHR06
International HRM
Assignment-II
Assignment Code: 2016DHR06B2 Last Date of Submission: 15th November 2016
Maximum Marks: 100
Section-A
Each question carries 25 Marks.
1. You are the Group HR director for a small company that has begun to use international assignments. You are considering using an external consulting firm to provide pre-departure training to employees, as you do not have resources to provide this ‘in-house’. What components will you need to be covered? How will you measure the effectiveness of the pre-departure training programme provided by this external consultant?
2. Discuss the major factors associated with appraisal of expatriate managerial performance.
Section-B (50 Marks)
Case Study
Case: Was Mr. Kapur repatriated well?
With great difficulty Mr. Kapur got admissions for his son and daughter in a reasonably good public school in Delhi. The family moved to Delhi after five years of overseas assignment in London. Adapting back to life in Delhi has not been as easy as Mr. Kapur and his wife Mrs. Sonalika thought. After getting used to living in a large house with a big garden in the countryside for 5 years, their apartment in Delhi seemed much smaller than before. Although they lived in a luxurious condominium complex with facilities such as swimming pools, jacuzzis, saunas, gym and tennis courts, they simply missed the vastness of the English countryside and the lifestyle that they led in England. Mr. Kapur no longer had his fancy cars and drove a Maruti Zen, as he used to do 5 years ago, before he left Delhi. Mrs. Sonalika had to give up her gardening. The children missed their teachers and friends at school. And they all missed their dog terribly. It was impossible to bring it back since it would have been too large for their apartment.
While the whole family was having dinner one evening, Mr. Kapur's elder son, Nishant, suddenly busted out, 'I really don't want to go to school anymore! ‘‘Me too!' Karan, the younger one, followed.
Total silence fell upon the dining room. Tears started to trickle down Mrs. Sonalika's face and she began sobbing uncontrollably. She, too, was unhappy. All the tensions and unhappiness that had built up over the past 6 months suddenly came out in the open. She could no longer pretend that it was great to move home. She knew that all of them were, in one way or another, unhappy with their new life back in Delhi.
Five months ago, Nishant and Karan went to school on the first day with a bright and cheery face, but came back quiet and gloomy. Especially Nishant: he hadn't been quite his usual chirpy self since then. Except for the weekends, the boys were either tired or felt ill every morning, and wanted to skip school. Mr. Kapur and Mrs. Sonalika found out that they did not like going to school because they felt out of place and were unable to make new friends. They said that very often, their teachers and classmates could not understand what they were saying and neither could they fully understand what their teachers and classmates were saying. Having lived in England since they were 2 and 3 years old, respectively, children grew up speaking English with a clear British accent. So, being in an environment where their new teachers and classmates spoke Hinglish - English with an Indian accent and Indian slang words - communication became a problem. Sometimes, their classmates made fun of their accent by imitating them. They also found Hindi classes tough since they did not have Hindi classes in England and they spoke English at home. Therefore, Mrs. Sonalika engaged a private tutor to give the boys additional Hindi classes. Mrs. Sonalika and Mr. Kapur consoled them and told them that they should give school a try and that things obviously did not get better.
Mrs. Sonalika and Mr. Kapur could empathize with their children. Although Mrs. Sonalika was happy to be back in Delhi so that she could take care of her mother. In the beginning, her friends were glad to have her back and listened to her about her life in England with interest. However, this interest waned and they started switching topics whenever she mentioned England. Soon, Mrs. Sonalika found it difficult to identify with her friends. Sometimes, she couldn't help feeling that some of them who had always lived in Delhi were rather myopic and uninteresting, whereas at other times, she felt left out when they talked about their jobs and office politics. Another problem was job search. Mrs. Sonalika was keen to start working again, but with the economic downturn in Delhi, there were few suitable job openings. The application letters that Mrs. Sonalika sent either had no replies or were rejected.
For Mr. Kapur, he began to regret his decision to accept the job in Delhi. When he accepted the position, he knew that it would be a demotion in rank and the scope of his responsibilities would be less. However, he did not expect that he would be feeling bored with the job after just a few months.
Mr. Kapur started asking the Global vice-President of the division about more senior positions, but was told that such positions were not available at the moment and that he should be patient. With the downturn of the global economy, there was no senior management level position available at the moment. Mr. Kapur also got the same answer from the other Divisions. After 6 months, Mr. Kapur realized that his 'temporary positions might not be 'temporary' after all, since senior management positions in Delhi would not be available for quite a while. He felt trapped.
The outbursts by his two children and his wife reminded Mr. Kapur of his own frustration with his current job situation and his anger of being not offered the Regional General Manager position in the Specialty Chemicals Division. "This is simply unfair! What's the point of getting international experience when it doesn't get you a decent job back home? he thought, bitterly. ‘How long am I supposed to wait? I've had enough! There must be companies out there that value international experience.
Case Questions:
1. What are the re-entry shocks for Mr. Kapur's families? (5 Marks)
2. What coping strategies would you suggest as HR specialists to Mr. Kapur and Mrs. Sonalika for quicker adjustment in the new situation on repatriation? (5 Marks)
3. What are the various career/job related issues confronting Mr. Kapur and what options are available to him? (5 Marks)
4. Do you agree with repatriation program/policy of the company, if not suggest appropriate repatriation program? (10 Marks)
International HRM
Assignment-I
Assignment Code: 2016DHR06B1 Last Date of Submission: 15th November 2016
Maximum Marks: 100
Section-A
Each question carries 25 Marks.
1. You are from Corporate Headquarters. As a member of the HR department, you are responsible for managing international assignments. You are to present a 10 minute summary of the key aspects of expatriate selection to a regional meeting of subsidiary managers, none of whom have any experience in HR or in selecting expatriates. The corporate objective is to use intra-regional international assignments for cross-border project teamwork between their various operations within the region. What aspects of expatriate selection should you highlight in your presentation?
2. Describe the main difference in the Going Rate and Balance Sheet approaches to international compensation. Why it is important for multination firms to understand compensation practices of other countries?
Section-B (50 Marks)
Case Study
Case: Challenges for IHRM
Globalization is here to stay and companies in a mature state of growth in home markets are constantly looking for new growth opportunities in new markets. Innovation and technology are making it increasingly necessary for corporations to expand internationally if they are to survive in today’s economy. The recent credit crunch is a very good example of how integrated global markets have become. This because the financial disasters suffered by companies such as Lehman Brothers and AIG affected markets in Europe and other parts of the world. The success of the Nikkei in Japan is closely tied to the performance of Wall Street. As a result Lehman Brothers’ problems in America affected jobs in the UK and other markets. HR managers need to be strategically placed to anticipate how to deal with job losses, changing macro economic trends and shifts in operational strategies and business objectives.
Training programs that enable workers to develop and adapt to changing KSAs must be instituted by the learning and development team within a global context. Also, ongoing conversations with labor unions will enable corporations to avoid negative public relations exposure should the economic depression worsen. Technology should be used to foster cooperative competition internally, so that organizations are more agile in anticipating market demands and new market opportunities. Conversely, technology could be the undoing of collaboration since it could foster internal competition and “turfism”, if workers perceive their jobs will be outsourced to cheaper labor in overseas markets. Global HR should communicate such initiatives to forestall any rumors in this regard.
The recent US presidential election is a clear indicator of global changes. The president elect is a clear case for diversity of ideas and change of the prevailing order. This is most poignant because a cross-section of US society, irrespective of race and national origin unanimously voted for a minority to represent our interests across the globe. The US president oversees the world’s most powerful and largest economy [hence he is the CEO of the largest corporation in the world]. This is because liberal democracy is representative of free market policies which dictate the operations of MNCs across the globe. Weisman (2008) reports “Mr. Obama must cement support in Red States he flipped and Blue States he struggled in, placate liberal activists and minority groups whose electoral boost was crucial, and form a government that” . Obama has met with Hilary Clinton [who represents progress for women in the work place], in reference to a possible role in his cabinet. He has also repeatedly made a case for multilateralism in dealing with global governments. If this does not make a case for Global HR, I am not sure what does.
Case Questions:
1. In light of recent global economic crisis, examine the challenges you foresee for International Human Resource Management in future?
2. Under the circumstances identified in the case, discuss the cultural imperatives for International Human Resource Management. Justify your answer with suitable examples.
DHR06
International HRM
Assignment-II
Assignment Code: 2016DHR06B2 Last Date of Submission: 15th November 2016
Maximum Marks: 100
Section-A
Each question carries 25 Marks.
1. You are the Group HR director for a small company that has begun to use international assignments. You are considering using an external consulting firm to provide pre-departure training to employees, as you do not have resources to provide this ‘in-house’. What components will you need to be covered? How will you measure the effectiveness of the pre-departure training programme provided by this external consultant?
2. Discuss the major factors associated with appraisal of expatriate managerial performance.
Section-B (50 Marks)
Case Study
Case: Was Mr. Kapur repatriated well?
With great difficulty Mr. Kapur got admissions for his son and daughter in a reasonably good public school in Delhi. The family moved to Delhi after five years of overseas assignment in London. Adapting back to life in Delhi has not been as easy as Mr. Kapur and his wife Mrs. Sonalika thought. After getting used to living in a large house with a big garden in the countryside for 5 years, their apartment in Delhi seemed much smaller than before. Although they lived in a luxurious condominium complex with facilities such as swimming pools, jacuzzis, saunas, gym and tennis courts, they simply missed the vastness of the English countryside and the lifestyle that they led in England. Mr. Kapur no longer had his fancy cars and drove a Maruti Zen, as he used to do 5 years ago, before he left Delhi. Mrs. Sonalika had to give up her gardening. The children missed their teachers and friends at school. And they all missed their dog terribly. It was impossible to bring it back since it would have been too large for their apartment.
While the whole family was having dinner one evening, Mr. Kapur's elder son, Nishant, suddenly busted out, 'I really don't want to go to school anymore! ‘‘Me too!' Karan, the younger one, followed.
Total silence fell upon the dining room. Tears started to trickle down Mrs. Sonalika's face and she began sobbing uncontrollably. She, too, was unhappy. All the tensions and unhappiness that had built up over the past 6 months suddenly came out in the open. She could no longer pretend that it was great to move home. She knew that all of them were, in one way or another, unhappy with their new life back in Delhi.
Five months ago, Nishant and Karan went to school on the first day with a bright and cheery face, but came back quiet and gloomy. Especially Nishant: he hadn't been quite his usual chirpy self since then. Except for the weekends, the boys were either tired or felt ill every morning, and wanted to skip school. Mr. Kapur and Mrs. Sonalika found out that they did not like going to school because they felt out of place and were unable to make new friends. They said that very often, their teachers and classmates could not understand what they were saying and neither could they fully understand what their teachers and classmates were saying. Having lived in England since they were 2 and 3 years old, respectively, children grew up speaking English with a clear British accent. So, being in an environment where their new teachers and classmates spoke Hinglish - English with an Indian accent and Indian slang words - communication became a problem. Sometimes, their classmates made fun of their accent by imitating them. They also found Hindi classes tough since they did not have Hindi classes in England and they spoke English at home. Therefore, Mrs. Sonalika engaged a private tutor to give the boys additional Hindi classes. Mrs. Sonalika and Mr. Kapur consoled them and told them that they should give school a try and that things obviously did not get better.
Mrs. Sonalika and Mr. Kapur could empathize with their children. Although Mrs. Sonalika was happy to be back in Delhi so that she could take care of her mother. In the beginning, her friends were glad to have her back and listened to her about her life in England with interest. However, this interest waned and they started switching topics whenever she mentioned England. Soon, Mrs. Sonalika found it difficult to identify with her friends. Sometimes, she couldn't help feeling that some of them who had always lived in Delhi were rather myopic and uninteresting, whereas at other times, she felt left out when they talked about their jobs and office politics. Another problem was job search. Mrs. Sonalika was keen to start working again, but with the economic downturn in Delhi, there were few suitable job openings. The application letters that Mrs. Sonalika sent either had no replies or were rejected.
For Mr. Kapur, he began to regret his decision to accept the job in Delhi. When he accepted the position, he knew that it would be a demotion in rank and the scope of his responsibilities would be less. However, he did not expect that he would be feeling bored with the job after just a few months.
Mr. Kapur started asking the Global vice-President of the division about more senior positions, but was told that such positions were not available at the moment and that he should be patient. With the downturn of the global economy, there was no senior management level position available at the moment. Mr. Kapur also got the same answer from the other Divisions. After 6 months, Mr. Kapur realized that his 'temporary positions might not be 'temporary' after all, since senior management positions in Delhi would not be available for quite a while. He felt trapped.
The outbursts by his two children and his wife reminded Mr. Kapur of his own frustration with his current job situation and his anger of being not offered the Regional General Manager position in the Specialty Chemicals Division. "This is simply unfair! What's the point of getting international experience when it doesn't get you a decent job back home? he thought, bitterly. ‘How long am I supposed to wait? I've had enough! There must be companies out there that value international experience.
Case Questions:
1. What are the re-entry shocks for Mr. Kapur's families? (5 Marks)
2. What coping strategies would you suggest as HR specialists to Mr. Kapur and Mrs. Sonalika for quicker adjustment in the new situation on repatriation? (5 Marks)
3. What are the various career/job related issues confronting Mr. Kapur and what options are available to him? (5 Marks)
4. Do you agree with repatriation program/policy of the company, if not suggest appropriate repatriation program? (10 Marks)
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