DHR06
International HRM
Assignment-I
Assignment
Code: 2016DHR06A1 Last Date of
Submission: 26th May 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: 2016DHR06A2 Last Date of Submission:
26th May 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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