Download GTU (Gujarat Technological University) MBA (Master of Business Administration) 2018 Winter 3rs Sem 3539284 Global Human Resource Management Ghrm Previous Question Paper
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER 3 EXAMINATION WINTER 2018
Subject Code:3539284 Date:06/12/2018
Subject Name: GLOBAL HUMAN RESOURCE MANAGEMENT (GHRM)
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. No. Question Text and Description Marks
Q.1 Explain the terms in brief
(a) Expatriates
(b) Glass Ceiling
(c) KRA
(d) Outsourcing
(e) Strategic Business Unit (SBU)
(f) HCN
(g) HRIS
14
Q.2 (a) What is GHRM? How it is different from HRM. Explain in
brief the challenges of GHRM in 21
st
century.
07
(b) Explain different approaches adopted by MNCs in for IHRM . 07
OR
(b) What are the factors involved in Expatriate Selection, both in
terms of Individual and specifics of situation
Q.3 (a) What are the key components of global compensation
program?
07
(b) What are the main causes of expatriate?s failure?? As a
manager how would you overcome this failure?
07
OR
Q.3 (a) What are the variables associated with Performance of
Expatriate?
07
(b) What is Repatriation? Why it is required? Explain in brief
topics to be covered in repatriation program.
07
Q.4 (a) Explain in details the key issues of Industrial Relations in
IHRM.
07
(b) What is CSR? , What are the advantages of CSR to the MNC? 07
OR
Q.4 (a) What are the characteristics of Multinationals that give labour
unions cause for concern?
07
(b) What is collective bargaining? Why it is required? Explain in
brief the Collective bargaining process
07
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Page 1 of 2
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER 3 EXAMINATION WINTER 2018
Subject Code:3539284 Date:06/12/2018
Subject Name: GLOBAL HUMAN RESOURCE MANAGEMENT (GHRM)
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. No. Question Text and Description Marks
Q.1 Explain the terms in brief
(a) Expatriates
(b) Glass Ceiling
(c) KRA
(d) Outsourcing
(e) Strategic Business Unit (SBU)
(f) HCN
(g) HRIS
14
Q.2 (a) What is GHRM? How it is different from HRM. Explain in
brief the challenges of GHRM in 21
st
century.
07
(b) Explain different approaches adopted by MNCs in for IHRM . 07
OR
(b) What are the factors involved in Expatriate Selection, both in
terms of Individual and specifics of situation
Q.3 (a) What are the key components of global compensation
program?
07
(b) What are the main causes of expatriate?s failure?? As a
manager how would you overcome this failure?
07
OR
Q.3 (a) What are the variables associated with Performance of
Expatriate?
07
(b) What is Repatriation? Why it is required? Explain in brief
topics to be covered in repatriation program.
07
Q.4 (a) Explain in details the key issues of Industrial Relations in
IHRM.
07
(b) What is CSR? , What are the advantages of CSR to the MNC? 07
OR
Q.4 (a) What are the characteristics of Multinationals that give labour
unions cause for concern?
07
(b) What is collective bargaining? Why it is required? Explain in
brief the Collective bargaining process
07
Page 2 of 2
Q.5 CASE: GE ACQUISITION IN HUNGARY
In January 1990, the U. S. multinational, General Electric
(GE), invested in Tungsram, a Hungarian lighting company, as
part of its European market expansion strategy. By 1994, its
equity had risen to 99.6%. The Hungarian operation had 13
existing factories employing 17,600 workers. GE initially
appointed a Hungarian ?born U.S. expatriate employing as its
top manager, through he was later replaced when Tungsram
was brought under the direct control of GE Lighting Europe in
1993. Staff transfers played an important role in training and
developing the Hungarian Staff. Key executives were brought
over from the United States, for varying length of time (three to
Six Months) to assist in knowledge and skill transfer.
Management training also involved sending Tungsgram staff to
the United States, giving selected Hungarians exposure to GE?s
working environment, and American life in General. In order to
improve Tungsram?s competitiveness, GE reduced staff levels
by almost half and closed five plants, despite the unionized
environment; it also invested heavily in training (quality
programmes) to improve production worker?s output. During
this period, its European market share increased from 5% in
1989 to 15% in 1994.
(a) How did G.E choose to execute its expansion strategies? 07
(b) Did GE?s top Manager anticipate the HR investment that the
Tungsram acquisition would entail prior to its decision to
purchase the Hungarian firm?
07
OR
Q.5 (a) Was it proper to GE to replace the Hungarian ?born U.S.
expatriate as its top manger to Tungsram when it came under
direct control of GE lighting Europe?
07
(b)
What steps did GE take to improve the competitiveness of
Tungsram company?
07
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This post was last modified on 19 February 2020