Download GTU (Gujarat Technological University) MBA 2019 Winter 3rd Sem 4539243 International Human Resource Management Previous Question Paper
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER III ? EXAMINATION ? WINTER 2019
Subject Code: 4539243 Date: 05/12/2019
Subject Name: International Human Resource Management
Time: 10.30 am to 01.30 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 Explain the following terms.
(a) HCN
(b) Social Dumping
(c) International Compensation
(d) Sub Contracting
(e) Repatriation process
(f) International Industrial Relations
(g) Expatriates
14
Q.2 (a) ?Meeting Global status and exposure is one of the key factors
considered for international employment.? Discuss
07
(b) Explain various approaches of staffing in international context
with examples.
07
OR
(b) Explain the roles of an expatriates and non-expatriates in detail. 07
Q.3 (a) Explain repatriation process in detail. 07
(b) You are HR manager at XYZ Pvt. Ltd., a leading IT firm; you
have to do staff selection for one international assignment.
Explain issues you may face for the same.
07
OR
Q.3 (a) Describe and discuss various key components of an international
compensation program.
07
(b) Explain various global issues confronting HR Managers in
IHRM.
07
Q.4 (a) In a firm there are international employees working, as a HR
manager how would you manage their performance to increase
their efficiency?
07
(b) Explain role of expatriate training in detail. 07
OR
Q.4 (a) Explain the response of trade unions to multinationals in detail. 07
(b) How language and standardization affect the HR practices in
Host country.
07
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Page 1 of 2
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER III ? EXAMINATION ? WINTER 2019
Subject Code: 4539243 Date: 05/12/2019
Subject Name: International Human Resource Management
Time: 10.30 am to 01.30 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 Explain the following terms.
(a) HCN
(b) Social Dumping
(c) International Compensation
(d) Sub Contracting
(e) Repatriation process
(f) International Industrial Relations
(g) Expatriates
14
Q.2 (a) ?Meeting Global status and exposure is one of the key factors
considered for international employment.? Discuss
07
(b) Explain various approaches of staffing in international context
with examples.
07
OR
(b) Explain the roles of an expatriates and non-expatriates in detail. 07
Q.3 (a) Explain repatriation process in detail. 07
(b) You are HR manager at XYZ Pvt. Ltd., a leading IT firm; you
have to do staff selection for one international assignment.
Explain issues you may face for the same.
07
OR
Q.3 (a) Describe and discuss various key components of an international
compensation program.
07
(b) Explain various global issues confronting HR Managers in
IHRM.
07
Q.4 (a) In a firm there are international employees working, as a HR
manager how would you manage their performance to increase
their efficiency?
07
(b) Explain role of expatriate training in detail. 07
OR
Q.4 (a) Explain the response of trade unions to multinationals in detail. 07
(b) How language and standardization affect the HR practices in
Host country.
07
Page 2 of 2
Q.5 CASE STUDY:
Maria Liese, a senior business manager in the Munich office of a German MNC,
was given a three year assignment in the Mohali (India) operations of the
company. The MNC started its lndian operations in 2013. Maria was unmarried
and had no liabilities back home. As such, she thought that it was a good career
opportunity for her. She felt that getting some international management
experience would improve her prospects for a promotion after her return from
this foreign assignment. However, after she arrived, she found that she was not
fully prepared for the many challenges she faced and wondered how best to deal
with the situation. Initially she felt overwhelmed because her company's Munich
and Mohali offices had not assisted her much during the process of transition.
As an expatriate woman relocating all by herself, Maria was very concerned
about her personal safely in India, especially because of some prominent
incidents of crimes against women in New Delhi and Mumbai, widely reported
in the international media. She knew that as part of her contract, there would be
no problem with housing security as her company would arrange for her a
suitable house/flat in one of the safest and posh localities in Mohali. However,
she was worried about how she should dress at work and during her free time,
and especially, how others (including her colleagues) might perceive her.
Because she was single, she was also concerned about her social life, leisure
activities and making new friends in India. In the professional context, Maria
felt that the business culture was highly gender biased, and communication was
not easy when working with subordinates and other managers as most of them
were men. Some of Maria's colleagues and company clients saw her official
behaviour as too fastidious and demanding, while she thought it to be competent
and assertive. So, Maria had to really try hard to negotiate what sometimes
seemed like a cultural minefield, to make sure that she interacted with local
colleagues and clients without any problems.
Q.5 (a) What challenges may be faced by German expatriates in
India, as in the case of Maria Liese?
07
(b)
To what extent did gender issues influence the experiences
and challenges that Maria came across on her assignment?
07
OR
Q.5 (a)
What insights about India should expatriate managers,
especially women, keep in mind when given an expatriate
assignment?
07
(b)
What can MNCs do to ensure successful selection, training
and adjustment for, and completion of, expatriate assignments
in the Indian context?
07
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This post was last modified on 19 February 2020