GTU MBA Last 10 Years 2010-2020 Question Papers || Gujarat Technological University
Seat No.: Enrolment No.
GUJARAT TECHNOLOGICAL UNIVERSITY
--- Content provided by FirstRanker.com ---
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:
--- Content provided by FirstRanker.com ---
- Attempt all questions.
- Make suitable assumptions wherever necessary.
- Figures to the right indicate full marks.
| Q. No. | Question Text and Description | Marks |
|---|---|---|
| Q.1 | Explain the terms in brief
--- Content provided by FirstRanker.com --- --- Content provided by FirstRanker.com --- | 14 |
| Q.2 | (a) What is GHRM? How is it different from HRM? Explain in brief the challenges of GHRM in the 21st century. | 07 |
| (b) Explain different approaches adopted by MNCs for HRM. | 07 | |
| OR | ||
| (b) What are the factors involved in Expatriate Selection, both in terms of Individual and specifics of the situation? | ||
| Q.3 | (a) What are the key components of a 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 the Performance of Expatriates? | 07 |
| (b) What is Repatriation? Why is it required? Explain in brief topics to be covered in a repatriation program. | 07 | |
| Q.4 | (a) Explain in detail the key issues of Industrial Relations in GHRM. | 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 labor unions cause for concern? | 07 |
| (b) What is collective bargaining? Why is it required? Explain in brief the Collective bargaining process. | 07 | |
| Q.5 | 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 as its top manager, though 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 lengths 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 programs) 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 for GE to replace the Hungarian-born U.S. expatriate as its top manager to Tungsram when it came under direct control of GE lighting Europe? | 07 |
| (b) What steps did GE take to improve the competitiveness of the Tungsram company? | 07 |
--- Content provided by FirstRanker.com ---
This download link is referred from the post: GTU MBA Last 10 Years 2010-2020 Question Papers || Gujarat Technological University