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ASSIGNMENT
Course
Code : MS - 29
Course
Title : International Human Resource
Management
Assignment
Code : MS-29/TMA/SEM - II/2013
Coverage
: All Blocks
Note : Attempt all the questions and submit this assignment on or
before 31st October, 2013 to the
coordinator of your study centre.
1) Explain the term
‘International Human Resource Management’. Discuss in detail the differences
between domestic and international HR practices.
Answer : Human Resource Management (HRM) is set of organizational activities
aimed at effectively managing and directing human resources/labour towards
achieving organizational goals. Typical functions performed by HRM staff would
be recruitment, selection, training and development, performance appraisal,
dismissal, managing promotions and so on.
Then what is International Human Resource Management (IHRM)?
IHRM can be defined as set of
activities aimed managing organizational human resources at international level
to achieve organizational objectives and achieve competitive advantage over
competitors at national and international level. IHRM includes typical HRM
functions such as recruitment, selection, training and development, performance
appraisal and dismissal done at international level and additional activities
such as global skills management,
expatriate management and so on.
2) a) Briefly explain the importance of Performance Management from international context.
Answer : Performance management
includes activities to ensure
that goals are consistently being met in an effective and efficient manner.
Performance management can focus on the performance of an organization, a
department, employee, or even the processes to build product or service, as
well as many other areas.
Performance Management Process :
b) What criteria should be evolved before assessing an expatriate?
Answer : Selecting global
assignees is both a critical and frustrating topic for global HR professionals,
says Dr. Paula Caligiuri from Rutgers University in the U.S. "Most human resources professionals agree
that not all employees sent on global assignments will succeed. Some will
flourish, while others, unfortunately, will fail. Seasoned global HR
professionals may pride themselves on the fact that they can predict the
outcome of an assignment -- after just a few interactions with a prospective
assignee. They have developed the sixth sense for selecting global
assignees".
Despite the sixth sense that
these HR professionals may have, the unfortunate reality is that most are
unable to stop a risky global assignment from moving forward. Frequently, an
assignee is chosen within the business unit based only on the person’s
technical or managerial skills. HR has little involvement, except to process
the appropriate paperwork. This typical scenario is both short-sighted and
damaging to organisations wishing to capitalise on the strategic management of
their human talent worldwide.
c) Discuss an expatriate Performance Management Model.
Answer :
3) Discuss in detail
different barriers to cross-cultural communication and the challenges related
to it.
Answer : Barriers
to cross-cultural communication
Introduction
If you are to work effectively
with people who are culturally different, you need to become aware of your own
culture and how that impacts on others. As one textbook on professional
communication puts it:
‘... we need to become more aware
of the cultural basis of our own behaviours, perceptions, beliefs, and values.
This enables us to see an interaction from a cultural perspective. It is not
just the other person who is displaying culture-specific attitudes and
behaviours; we are also doing just that’ (Peter Putnis & Roslyn Petelin,
‘Professional Communication – principles and applications’, Prentice Hall,
Sydney, 1996, p.76).
4) Briefly discuss the
issues relating to international Industrial relations. Give few examples as to
how trade unions have responded to Multinationals.
Answer : The many issues of
industrial relations are concerned with a company's treatment of its employees
and workers. What used to be merely domestic issues of labour management have
now become global issues of cross-national management, as the international
business sector has grown. And when the influence of one multinational
principal is perceived as more relevant than others, it can trigger a possible
examination of that principal's relationship with its home-based workers, and
possibly even doubt and uncertainty of future dealings.
Standardization
Although the United States
government has staked
5) What is Cultural
Sensitivity? Briefly discuss the strategies for dealing with cultural
differences citing examples.
Answer : Cultural sensitivity is the awareness and sensitivity of other
practices and cultures. Cultural sensitivity skills can include assessing
different cultures, how they should be properly approached and how to
communicate accordingly. Skills may also include evaluating how certain
cultural differences can affect how people work, and how to value differences
so that discrimination and harassment, either intended or not, do not occur.
Importance
Cultural sensitivity skills are
important for your employees to function cohesively as a team that is
respectful and courteous to each other regardless of cultural differences.
Also, cultural sensitivity skills may be important for certain employees who
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students get fully solved assignments
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