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Sunday, 17 December 2017

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DHR 06
INTERNATIONAL HRM
Assignment-I

Assignment Code: 2017DHR06B1                                               Last Date of Submission: 15th November 2017
                                                    Maximum Marks: 100
Attempt all the questions.
SECTION – A (25 marks for each question)
1.    The challenge for many multinationals is to create a system that operated effectively in many countries; however, the extent to which HRM systems are standardized or localized depends on various independent factors.   Dowling, Festing and Eagle, 2013

What are the important factors driving standardization or localization of HRM in multinationals?

2.    Discuss the predictors of repatriation adjustment problems? What is the U Curve of expatriate adjustment process? Is this curve applicable for all expatriates?

Section-B (50 Marks)
Case Study

IIS software is a fast growing software company in India. It designs and delivers technology enabled solutions to the clients. It has a global presence through strategic alliance with leading technology providers located in different parts of the globe. Infact, it conducts global operations through 40 countries located at different countries. The company has 20000 employees of which 5000 are expatriates on an international assignment at any one point of time. It has an international HR division as well as part of the well developed HR department to prepare expatriate and repatriate the employees linked to foreign assignments. The HR department of the company is being managed by Mr Charles Keith, (Director HR). The IHR division is headed by Mr Sininvas Chary (GM) is responsible for identifying, training, orienting and compensating the expatriate employees. It is also responsible for evaluating the performance of the expatriates on overseas mission. Since IIS gets a sizeable portion of  its income from overseas operations, it has spent a considerable amount of time and resources to develop a global HR system. Yet the international division of the company faces a few specific problems like high attrition among expatriates and a high cost of maintaining them on international assignments. An employee satisfactory survey conducted among expatriates revealed employee dissatisfaction over performance evaluation and pay differences. Some of the expatriates complained that the IHR division was ignoring the dissimilarity in the expatriate assignments and foreign situations while evaluating the performance of the expatriate employees in the same positions in different countries. As such the international performance management tools have failed to recognize the country. Another major problem associated with the expatriate assignment is the high cost of maintaining expatriate on overseas jobs. IIS Software estimated that the cost of using expatriates sent from the parent company is usually far greater than the cost of using local employees. The management also felt that the expatriates often overemphasized the short term results rather than the necessary long term results since they were aware that they would be working in the foreign assignment only for a few years. The management sought the view of the HR department about the expatriate problems and instructed it develop strategies to surmount them. The HR department forwarded the letter to IHR divisions for its views and responses. Mr Patel, in his reply, defended both the performance evaluation system for the expatriates and practice of deputing parent- country employees. Regarding performance evaluation , he maintained that a cross section of the employees, including expatriates was consulted while designing the international performance standards and evaluation techniques. Thus, the international performance management system was objective and comprehensive. As regards, the high cost associated with the expatriate employees, he wanted the present system to continue in the future despite managerial vacancies. According, to him, the expatriate system enabled the company to have a better and direct control over the foreign branches. When his response was placed, before the management, there was a sense of disappointment among the top managers. This was because response from the IHR division was devoid of any concrete solution. Understandably, the management was seriously pondering its next move.

Case Questions:

1.    What is your understanding of the seriousness of the problem faced by IIS in its overseas operations?

2.    What is your opinion about the response of the IHR division to the queries raised by the management?

3.    According to you, what should management do now to address the problem of high attrition and cost in international operations?

DHR 06
INTERNATIONAL HRM
Assignment-II

Assignment Code: 2017DHR06BB                                               Last Date of Submission: 15th November 2017
                                                    Maximum Marks: 100
Attempt all the questions.
SECTION – A (25 marks for each question)

1.    What are the major issues involved in developing cross cultural teams? What are the precautions you would take as HR Manager while developing cross cultural teams?

2.    Discuss the strategic role of International HRM in enhancing firm’s performance and productivity?



Section-B (50 Marks)
Case Study

Blue jeans are a legendary component of American culture from 1873, when Levi Strauss patented the riveted denim jeans. Levi Strauss doesn’t actually make the jeans in the United States. In the late 1990 and early part of this decade, Levi Strauss undertook a substantial shift in the location of its manufacturing operations. By 2004, Levi Strauss had shut down its domestic operations and moved production facilities to foreign countries such as Mexico and China. Costs were a major factor for this decision. What might cost $6.67 to make in US costs about $3 in Mexico and $1.50 in China. However, these changes have their own cultural perspectives with different work cultures prevailing in these countries.


Questions:

1.    What are the various environmental challenges you will anticipate as HR manager? What are various HR challenges you face while working in cross – cultural environments?

2.    What are the actions you take as HR manager while establishing organization in different countries.






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