Download BU (Bangalore University) MBA (Master of Business Administration) 4th Semester 2017 July International Human Resource Management Question Paper
IV Semester M.B.A. Degree Examination, July 2017
(CBCS Scheme)
MANAGEMENT
4.4.2 : International Human Resource Management
Time : 3 Hours ? Max. Marks : 7O
Instruction : Answer all Section.
SECTION ? A
Answer any five questions, each carries 5 marks. (5x5=25)
1. Discuss Human Resource Planning in international context.
Explain in detail the process of repatriation and the challenges in repatriation.
Distinguish between traditional and virtual organizations.
Knowledge management in MNCs is a planned exercise. Discuss.
Elucidate the roles of the international HR Manager.
Bring out the role of international education in IHRM.
Neweww
Write short notes on :
a) Expatriate
b) Knowledge transfer
0) Diversity.
SECTION ? B
Answer any three questions. (10x3=30)
8. Explain in detail on the training and development of expatriates. How do you
manage cultural differences while acquiring new employees ?
P.T.0.
PG ? 884 .2. |lllilllllilillllllllllllllIIIIIIII
9. Discuss in detail the components, objectives and methods of international
compensation and also the challenges in taxation decisions.
10. Discuss on the barriers and aporoaohes to TQHRM. Compare and contrast
TQHRM with traditional HRM.
11. Discuss on the process of con?ict management while managing an international
workforce. Explain with an example of Japan and China.
SECTION ??C
12. Case study :
Compulsory Question : (15x1=15)
Compensation Problems with a Global Workforce
Expanding the international workforce to include non-US employees has brought
increased capabilities and decreased costs ? along with a new set of
compensation problems. For example, the director of international HR for a
large multinational company, faced just such a dilemma. ?It seems as though
our international compensation program has gotten out of hand. I have US
expatriates, third-country nationals and inpatriates yelling at me about their
allowances. [In addition] headquarters is yelling at me because the costs are
too high. Quite frankly, I can?t seem to get any answers from our consultant and
no one else in the industry seems to know how to approach the problem.? This
San Jos?-based multinational has forty US expatriates working as field engineers
and marketing managers in fourteen ~countries. But it also has foreign national
employees from the Philippines, Japan and Bolivia working alongside the US
employees in eight locations worldwide. And finally, it has foreign nationals
from Thailand and the Philippines working with US nationals at the organization?s
San Jos?, California, headquarters. In all cases, it is the firm?s policy to send
such employees out on foreign assignments for less than five years and then
return them to their home countries. An example of the type of complaints that
were being received from the expats involves the following problem concerning
inpatriate employees working at the San Jos? headquarters. The firm has a
field engineerfrom the Philippines who?s earning the equivalent of US$25,000 in
Manila. It has anotherfield engineer from Thailand who?s earning the equivalent
of US$30,000 in Bangkok. And they?ve both been relocated to the San Jos?
facility and are working side by side with American field engineers who earn
$60,000 for the same job. Not only do they work side by side, but they live near
illlilllllllllllllllllIllillllillll ?3? PG ? 884
each other, shop at the same stores and eat at the same restaurants. The problem
the lHR director has is that he?s spending a lot of money on cost?of-iiving
adjustment data for expats from two different home countries, both going to
San Jos? and yet their current standard of living is the same and the same as
that of their local peers. They?re angry because their allowances don?t reflect
how they live in San Jos?. Their allowances also don?t reflect how they lived in
their home countries, either. ?So what we have are two employees, one earning
$ 25,000 and the other earning $30,000 (plus cost-of-iiving adjustments), working
and living side by side with US counterparts who are earning $60,000. The solution
that most companies have tried is to simply raise the foreign nationals' salaries
to the $60,000 US level, thereby creating a host-country pay system for a home-
country employee. ? Unfortunately, there's nothing more pathetic than the tears
of your foreign nationals when it?s time to return home and you have to tell them
you?re cutting their salary to the pre-US assignment level. What you . . . are
looking for is a pay system that will compensate your foreign nationals either by
pay or by provided benefits [including, e. 9., housing and local transportation], in
consistent, fair and equitable manner and will allow you to repatriate them with
minimal trauma."
Answer the below questions :
1) What are the compensation problems identified in the above case ?
2) Suggest the strategies where the global companies can manage their
compensation plans without hurting employee's morale.
3) With all the challenges and compensation strategies, are expatriates satisfied
to work in foreign assignments. Discuss.
This post was last modified on 28 January 2020