Download GTU (Gujarat Technological University) MBA (Master of Business Administration) 2018 Winter 3rs Sem 3539243 International Human Resource Management Ihrm Previous Question Paper
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER-3 ? EXAMINATION ? WINTER 2018
Subject Code: 3539243 Date:11/12/2018
Subject Name: International Human Resource Management (IHRM)
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 Answer the following in brief
1. Repatriation
2. Cultural shock
3. TCN
4. Heterarchy
5. Polycentric approach
6. Tax equalization
7. Dual Career Couples
14
Q.2 [A] Why is a greater degree of involvement in employees? personal lives inevitable in
many IHRM activities?
07
[B] Explain the important criteria MNCs should use while selecting expatriates. 07
OR
[B] Discuss the predictors of repatriation adjustment problems. What is the U curve of
expatriate adjustment process? Explain.
07
Q.3 [A] Define compensation. Briefly explain the various allowances paid by an organization
to the expatriate.
07
[B] Write a brief note on retaining, developing and retrenching local staff
07
OR
[A] What are the effective ways to manage repatriation process? 07
[B] What are the types of cross-cultural training? Is it necessary that such a training to be
given to family members? Why?
07
Q.4 [A] What is ?social dumping? and why should unions be concerned about it? 07
[B] ?Performance Management is the most important responsibility of HR executives?.
Comment
07
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Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER-3 ? EXAMINATION ? WINTER 2018
Subject Code: 3539243 Date:11/12/2018
Subject Name: International Human Resource Management (IHRM)
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 Answer the following in brief
1. Repatriation
2. Cultural shock
3. TCN
4. Heterarchy
5. Polycentric approach
6. Tax equalization
7. Dual Career Couples
14
Q.2 [A] Why is a greater degree of involvement in employees? personal lives inevitable in
many IHRM activities?
07
[B] Explain the important criteria MNCs should use while selecting expatriates. 07
OR
[B] Discuss the predictors of repatriation adjustment problems. What is the U curve of
expatriate adjustment process? Explain.
07
Q.3 [A] Define compensation. Briefly explain the various allowances paid by an organization
to the expatriate.
07
[B] Write a brief note on retaining, developing and retrenching local staff
07
OR
[A] What are the effective ways to manage repatriation process? 07
[B] What are the types of cross-cultural training? Is it necessary that such a training to be
given to family members? Why?
07
Q.4 [A] What is ?social dumping? and why should unions be concerned about it? 07
[B] ?Performance Management is the most important responsibility of HR executives?.
Comment
07
2
OR
[A] What criteria are used for performance appraisal of international employees? 07
[B] In what ways can trade unions constrain the strategic choices of multinationals? 07
Q.5 Siyana Software Limited is a fast growing software company in India. It defines
designs and delivers technology-enabled business solutions to its clients. It has a
global presence through strategic alliance with leading technology providers located
in different parts of the world. In fact, it conducts its global operations through its 22
overseas offices located in countries like the USA, UK, Australia, China, Poland,
South Africa, the Philippines and Argentina.
The company has 15000 employees, of which 3200 are expatriates on an
international assignment at any point of time. It has an international HR division as
part of the well-developed HR department to prepare, expatriate and repatriate the
employees linked to foreign assignments. The HR department of this company is
managed by Mr. Pranav Kumar, director, (HR). The International Human Resource
(THR) division, headed by AGM (IHR) Mr. Malhar Patel, is responsible for
identifying; training, orienting and compensating the expatriate employees. It is also
responsible for evaluating the performance of the expatriate on overseas missions.
Since Siyana Software 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 this company faces a few
specific problems like high employee attrition among expatriates and a high cost of
maintaining them on international assignments. An employee satisfaction survey
conducted among the 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 situation while evaluating the
performance of the expatriate employees in the same positions posted to different
countries. As such the international performance management tools have failed to
recognize the country-or region- specific difficulties in job performance. Another
major problem associated with the expatriate assignment is the high cost of
maintaining expatriates on overseas jobs. Siyana 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 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 to develop strategies to surmount them. The HR
department forwarded the letter to IHR division for its views and responses. Mr.
Patel, in his reply, defended both the performance evaluation system for expatriates
and the 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
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Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER-3 ? EXAMINATION ? WINTER 2018
Subject Code: 3539243 Date:11/12/2018
Subject Name: International Human Resource Management (IHRM)
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 Answer the following in brief
1. Repatriation
2. Cultural shock
3. TCN
4. Heterarchy
5. Polycentric approach
6. Tax equalization
7. Dual Career Couples
14
Q.2 [A] Why is a greater degree of involvement in employees? personal lives inevitable in
many IHRM activities?
07
[B] Explain the important criteria MNCs should use while selecting expatriates. 07
OR
[B] Discuss the predictors of repatriation adjustment problems. What is the U curve of
expatriate adjustment process? Explain.
07
Q.3 [A] Define compensation. Briefly explain the various allowances paid by an organization
to the expatriate.
07
[B] Write a brief note on retaining, developing and retrenching local staff
07
OR
[A] What are the effective ways to manage repatriation process? 07
[B] What are the types of cross-cultural training? Is it necessary that such a training to be
given to family members? Why?
07
Q.4 [A] What is ?social dumping? and why should unions be concerned about it? 07
[B] ?Performance Management is the most important responsibility of HR executives?.
Comment
07
2
OR
[A] What criteria are used for performance appraisal of international employees? 07
[B] In what ways can trade unions constrain the strategic choices of multinationals? 07
Q.5 Siyana Software Limited is a fast growing software company in India. It defines
designs and delivers technology-enabled business solutions to its clients. It has a
global presence through strategic alliance with leading technology providers located
in different parts of the world. In fact, it conducts its global operations through its 22
overseas offices located in countries like the USA, UK, Australia, China, Poland,
South Africa, the Philippines and Argentina.
The company has 15000 employees, of which 3200 are expatriates on an
international assignment at any point of time. It has an international HR division as
part of the well-developed HR department to prepare, expatriate and repatriate the
employees linked to foreign assignments. The HR department of this company is
managed by Mr. Pranav Kumar, director, (HR). The International Human Resource
(THR) division, headed by AGM (IHR) Mr. Malhar Patel, is responsible for
identifying; training, orienting and compensating the expatriate employees. It is also
responsible for evaluating the performance of the expatriate on overseas missions.
Since Siyana Software 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 this company faces a few
specific problems like high employee attrition among expatriates and a high cost of
maintaining them on international assignments. An employee satisfaction survey
conducted among the 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 situation while evaluating the
performance of the expatriate employees in the same positions posted to different
countries. As such the international performance management tools have failed to
recognize the country-or region- specific difficulties in job performance. Another
major problem associated with the expatriate assignment is the high cost of
maintaining expatriates on overseas jobs. Siyana 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 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 to develop strategies to surmount them. The HR
department forwarded the letter to IHR division for its views and responses. Mr.
Patel, in his reply, defended both the performance evaluation system for expatriates
and the 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
3
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 the response from IHR division was devoid of any
concrete solution. Understandably, the management was seriously pondering its next
move.
[A] What is your understanding of the seriousness of the problem faced by Siyana
Software Limited in its overseas operations?
07
[B] What is your opinion about the response of the IHR division to the queries raised by
the management?
07
OR
[A] Accordingly to you, what should the management do now to address the problems of
high attrition and cost in international operations?
07
[B] Do you think current PMS is appropriate? Justify and suggest if any changes are
required to make in PMS.
07
*************
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This post was last modified on 19 February 2020