Download GTU (Gujarat Technological University) MBA 2019 Winter 3rd Sem 3539284 Global Human Resource Management Previous Question Paper
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA - SEMESTER ? III EXAMINATION ? WINTER 2019
Subject Code: 3539284 Date:02-12-2019
Subject Name: Global Human Resource Management
Time: 10:30 AM TO 1.30 PM Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q.1 Define:
(a) HCN
(b) Global Product Division
(c) The Transnational
(d) COLA
(e) Tax Equalization
(f) Virtual Assignment
(g) Career Anxiety
14
Q.2 (a) Discuss which are the stages a firm passes while going global. 07
(b) Outline the main characteristics of the four approaches of
international staffing.
07
OR
(b) Discuss the selection criteria of an expatriate in international
HRM
07
Q.3 (a) Explain the role of a non-expatriate. 07
(b) Assume you are head HR in MNE, and you are designing the pre-
departure training of an expatriate, explain the components of
effective pre- departure training program.
07
OR
Q.3 (a) Write a note on components of compensation for an international
assignment.
07
(b) Are female expatriate different? Discuss challenges faced by
female expatriate in MNE.
07
Q.4 (a) Explain the phases of cultural adjustment. 07
(b) What do you mean by repatriation? Discuss repatriation process in
detail.
07
OR
Q.4 (a) Discuss key issues in international IR. 07
(b) Discuss future trends and challenges faced by international HR. 07
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Page 1 of 3
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA - SEMESTER ? III EXAMINATION ? WINTER 2019
Subject Code: 3539284 Date:02-12-2019
Subject Name: Global Human Resource Management
Time: 10:30 AM TO 1.30 PM Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q.1 Define:
(a) HCN
(b) Global Product Division
(c) The Transnational
(d) COLA
(e) Tax Equalization
(f) Virtual Assignment
(g) Career Anxiety
14
Q.2 (a) Discuss which are the stages a firm passes while going global. 07
(b) Outline the main characteristics of the four approaches of
international staffing.
07
OR
(b) Discuss the selection criteria of an expatriate in international
HRM
07
Q.3 (a) Explain the role of a non-expatriate. 07
(b) Assume you are head HR in MNE, and you are designing the pre-
departure training of an expatriate, explain the components of
effective pre- departure training program.
07
OR
Q.3 (a) Write a note on components of compensation for an international
assignment.
07
(b) Are female expatriate different? Discuss challenges faced by
female expatriate in MNE.
07
Q.4 (a) Explain the phases of cultural adjustment. 07
(b) What do you mean by repatriation? Discuss repatriation process in
detail.
07
OR
Q.4 (a) Discuss key issues in international IR. 07
(b) Discuss future trends and challenges faced by international HR. 07
Page 2 of 3
Q.5
CASE STUDY:
It is a dense, dramatic account of police raids, arrests and the
investigation into allegations that at least 200 million Euros was
siphoned out of secret bank accounts in Liechtenstein, Australia and
Switzerland. A page turning airport thriller? No, the 20-F filling
submitted by Siemens, a German conglomerate, to the Securities and
Exchange Commission in Washington, DC on 11
th
December. At the
same time, the firm restated its earnings to take account of
uncertainties over transactions being investigated by state prosecutors
in at least three countries.
The purpose of these murky dealings remains unclear; was it a case
of self ? enrichment by crocked employees or something more
sinister ? carefully laundered bribes to win Siemens business in some
of the 190 countries in which it operates? Siemens insists that it was
a victim of crime not an accessory to it. It is investigating 420 million
Euros of suspicious payments to consultants over the past seven
years. Meanwhile, six present and former employees, including one
former board member arrested on 12
th
December, are in custody.
In the flow of adverse publicity since police raided 30 of its offices a
month ago, Siemens has tried to show that it is taking appropriate
action. It announced the formation of a ?task force? to clarify and
standardize its employees? business practices. It also appointed an
ombudsman to encourage internal whistleblowing. But for
Transparency International (TI), an anti-corruption campaign group,
this was not enough. It had already suspended Siemen?s membership
of its German chapter in 2004 because of the company?s reluctance to
be transparent about an unresolved bribery case in Italy. Siemens?s
sluggish reaction to investigations in Liechtenstein triggered a letter
last month from TI warning that the firm?s membership would be
liable for termination after 15
th
December.
At an emergency board meeting this week Siemens announced new
measures to show how determined it is to change its culture. It
appointed a law firm to investigate the company?s compliance and
control systems. And it appointed Michael Hershman, an anti-
corruption expert and one of the founders of TI, to review anti-
corruption controls and training at Siemens. Some of Siemens?
problems stem from the 1990s, before Germany and other nations
signed the OECD?s anti-bribery convention in 1999. Yet the Italian
case post-dates the convention and another case in Greece concerns
preparations for the 2004 Olympics. Siemens and the Munich
prospectors point to evidence that in the latest shenanigans the
suspects ?banded together? to defraud the firm. There is only so
much one can do, sighs a Siemens? spokesman, against ?criminal
energy?.
But even poor supervision and control, rather than connivance with
bribery, are bad enough. It cannot help appearances that Heinrich von
Pierer, who was chief executive of Siemens in the 1990s before
bribery was outlawed, still heads the supervisory board. He was
supposed to steer the company through its transition to OECD anti-
bribery rules and compliance with America?s Sarbanes-Oxley Act,
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Page 1 of 3
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA - SEMESTER ? III EXAMINATION ? WINTER 2019
Subject Code: 3539284 Date:02-12-2019
Subject Name: Global Human Resource Management
Time: 10:30 AM TO 1.30 PM Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q.1 Define:
(a) HCN
(b) Global Product Division
(c) The Transnational
(d) COLA
(e) Tax Equalization
(f) Virtual Assignment
(g) Career Anxiety
14
Q.2 (a) Discuss which are the stages a firm passes while going global. 07
(b) Outline the main characteristics of the four approaches of
international staffing.
07
OR
(b) Discuss the selection criteria of an expatriate in international
HRM
07
Q.3 (a) Explain the role of a non-expatriate. 07
(b) Assume you are head HR in MNE, and you are designing the pre-
departure training of an expatriate, explain the components of
effective pre- departure training program.
07
OR
Q.3 (a) Write a note on components of compensation for an international
assignment.
07
(b) Are female expatriate different? Discuss challenges faced by
female expatriate in MNE.
07
Q.4 (a) Explain the phases of cultural adjustment. 07
(b) What do you mean by repatriation? Discuss repatriation process in
detail.
07
OR
Q.4 (a) Discuss key issues in international IR. 07
(b) Discuss future trends and challenges faced by international HR. 07
Page 2 of 3
Q.5
CASE STUDY:
It is a dense, dramatic account of police raids, arrests and the
investigation into allegations that at least 200 million Euros was
siphoned out of secret bank accounts in Liechtenstein, Australia and
Switzerland. A page turning airport thriller? No, the 20-F filling
submitted by Siemens, a German conglomerate, to the Securities and
Exchange Commission in Washington, DC on 11
th
December. At the
same time, the firm restated its earnings to take account of
uncertainties over transactions being investigated by state prosecutors
in at least three countries.
The purpose of these murky dealings remains unclear; was it a case
of self ? enrichment by crocked employees or something more
sinister ? carefully laundered bribes to win Siemens business in some
of the 190 countries in which it operates? Siemens insists that it was
a victim of crime not an accessory to it. It is investigating 420 million
Euros of suspicious payments to consultants over the past seven
years. Meanwhile, six present and former employees, including one
former board member arrested on 12
th
December, are in custody.
In the flow of adverse publicity since police raided 30 of its offices a
month ago, Siemens has tried to show that it is taking appropriate
action. It announced the formation of a ?task force? to clarify and
standardize its employees? business practices. It also appointed an
ombudsman to encourage internal whistleblowing. But for
Transparency International (TI), an anti-corruption campaign group,
this was not enough. It had already suspended Siemen?s membership
of its German chapter in 2004 because of the company?s reluctance to
be transparent about an unresolved bribery case in Italy. Siemens?s
sluggish reaction to investigations in Liechtenstein triggered a letter
last month from TI warning that the firm?s membership would be
liable for termination after 15
th
December.
At an emergency board meeting this week Siemens announced new
measures to show how determined it is to change its culture. It
appointed a law firm to investigate the company?s compliance and
control systems. And it appointed Michael Hershman, an anti-
corruption expert and one of the founders of TI, to review anti-
corruption controls and training at Siemens. Some of Siemens?
problems stem from the 1990s, before Germany and other nations
signed the OECD?s anti-bribery convention in 1999. Yet the Italian
case post-dates the convention and another case in Greece concerns
preparations for the 2004 Olympics. Siemens and the Munich
prospectors point to evidence that in the latest shenanigans the
suspects ?banded together? to defraud the firm. There is only so
much one can do, sighs a Siemens? spokesman, against ?criminal
energy?.
But even poor supervision and control, rather than connivance with
bribery, are bad enough. It cannot help appearances that Heinrich von
Pierer, who was chief executive of Siemens in the 1990s before
bribery was outlawed, still heads the supervisory board. He was
supposed to steer the company through its transition to OECD anti-
bribery rules and compliance with America?s Sarbanes-Oxley Act,
Page 3 of 3
which requires greater disclosure and personal responsibility from
executives. Worst of all for Germany?s reputation as export
champion of the world is the suspicion that it may owe some of its
prowess to secret bank accounts and slush funds.
Questions:
(a) Analyze the problems faced by Siemens at International level.
07
(b) Give your suggestion regarding global HR practices adopted by
Siemens.
07
OR
Q.5 (a) Give your opinion regarding actions taken by Siemens. 07
(b)
If you are at the position of Heinrich von Pierer, how would you
manage the situation?
07
*************
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This post was last modified on 19 February 2020