Human Resource Management Study Set 10

Business

Quiz 15 :

Collective Bargaining and Labor Relations

Quiz 15 :

Collective Bargaining and Labor Relations

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Why does a person's clothing affect his or her effectiveness in business settings
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Different countries have different culture due to which the cultural differences arise. Cultural differences can be expressed through difference in custom, religion, languages and many others.
Below mentioned are the reasons concluding that person's clothing affect his or her effectiveness in business settings:
1. Comfortable.
Comfortable clothing of the individual makes him feel relax rather than irritated due to uncomfortable clothing. This also increases the concentration of individual in their working by avoiding distraction due to uncomfortable clothing and thus increases the efficiency.
2. Boost Confidence.
Employees clothing in the workplace reflects the organization culture. It also represents the goals and vision of the organization. Employee's proper dress up sends a positive message to clients and boosts the confidence of clients in the business.

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In recent years, many U.S. companies have invested in Russia and sent U.S. managers there in an attempt to transplant U.S.-style management. According to Hofstede, U.S. culture has low power distance, uncertainty avoidance, and long-term orientation and highindividuality and masculinity. Russia's culture has high power distance and uncertainty avoidance, low masculinity and long-term orientation, and moderate individuality. In light of what you know about cultural differences, how well do you think U.S. managers can succeed in each of the following U.S.-style HRM practices (Explain your reasons.) a. Selection decisions based on extensive assessment of individual abilities. b. Appraisals based on individual performance. c. Systems for gathering suggestions from workers. d. Self-managing work teams.
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Dimension of culture refers the degree of differentiation between different cultures. Knowing these differences can help a manager to do well in the international business markets.
Greet Hofstede's cultural Dimension theory helps to understand unique aspects of culture that can be scaled for comparison. Thus, based on his research, Hofstede identified five different categories of cultural dimension that can be used to understand a country's culture. These five dimensions are as follows:
• Power distance: This dimension expresses the degree to which the less powerful member of a society accepts and perceives that the power is equally distributed in the society. Thus, a society with high power distance are more coercive and use referent power whereas, society who assume themselves at low power distance value reward, legitimate and use expert power to make a decision.
• Individualism/collectivism: This dimension expresses the degree to which members of the society feel connected with each other. Thus, where the bonds between individual are loose, they tend to look after themselves and their family member. Whereas, a society who believes on collectivism social bonds and integrate their relation from birth and are always ready to protect members without anything in return.
• Masculinity/Feminist: It measures the degree to which roles are distributed among genders and the gender who dominate major decisions in the society. Thus, masculinity represents a need for achievement, heroism, material reward for success, recognition. Whereas, feminist society prefers cooperation, caring, modesty and well- balanced life, risk-avoider.
• Uncertainty avoidance: This dimension measures the degree to which members of the society avoid the uncertain situations.
• Long-term/short -term orientation : It measures the degree to which the society values the social obligation and tradition. Thus, the members having long-term orientation value more to thrift and perseverance. Whereas, members who value short -term orientation values for respect, traditions and abide by their social obligations.
a.
Selection decision based on extensive assessment of individual ability of U.S HRM style will help a manager to attract and retain best personnel in the organization. This will help a manager to consider a individual capabilities rather than focusing on the group or collective achievement.
b.
Appraisal based on individual performance will motivate the individual to work hard to achieve high performance appraisal. Moreover, it will create a competition among the employees. Employees will be motivated by achievement, recognition, heroism, material rewards for success and recognition. This will ultimately benefit the organization to achieve it's target.
c.
System for gathering suggestions from worker reflects the participatory or collectivism work culture of a organization. This will enable a manger to create a healthy and harmonious industrial relation.as the collectivism value each and every individual view point. This will also benefits a management to gather more number of alternatives when confronted with a problem.
d.
Self-managing work teams ease a management from controlling and motivating the work force. Thus, a manger gets ample of time that he/she can devote to other important work. A self-managed work group is self- motivated and directed and therefore reduce the chances of group conflict.

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Besides cultural differences, what other factors affect human resource management in an organization with international operations
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There are many factors affect the human resource management in an organization with international operations. Here we are going to discuss the factors that affect the HRM besides cultural differences.
• Other factor that affect the HRM is requirement of some extra staff and to conduct the recruitment process, HR has to evaluate the international market which would lead to increase the cost and decrease the revenue of organization.
• Training and development related issues also affect the HRM as they have to design the training program for the new employees with different and diverse educational background to make them aware about the new market.
• Other factor that affect is that HRM has to work on understanding the differences in legal policies related to the HRM practices, sometimes coping up with the different new labour laws and Govt. policies to comply with the new international law.
• HRM department has to face some linguistic and educational background related challenges while operating internationally.
• Another factor that affect the HRM is dealing with the challenges related to the employees working condition, minimum wage-rate and other legal challenges related to the employee' protection. HR has to decide about the flexible compensation systems, different pay rate, tax system and has to consider the cost of living in other country.

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Of the business challenges and plans that Stowe describes, which are related to HRM
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Would you recommend that Stowe turn to a U.S. HR expert (parent-country national) or a Tanzanian HR expert (host-country national) to develop his compensation package for his Tanzanian employees From what country would you recommend he obtain trainers for his workers Why
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What are some HR challenges that arise when a U.S. company expands from domestic markets by exporting When it changes from simply exporting to operating as an international company When an international company becomes a global company
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Of the major factors affecting international HRM and described in this chapter-cultural, educational, economic, and political-legal -which has Stowe considered Overall, does each factor seem favorable for his enterprise in Tanzania
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What abilities make a candidate more likely to succeed in an assignment as an expatriate Which of these abilities do you have How might a person acquire these abilities
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Suppose an organization decides to improve collaboration and knowledge sharing by developing an intranet to link its global workforce. It needs to train employees in several different countries to use this system. List the possible cultural issues you can think of that the training program should take into account.
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Suppose you work in the HR department of a company that is expanding into a country where the law and culture make it difficult to lay off employees. How should your knowledge of that difficulty affect human resource planning for the overseas operations
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Why do multinational organizations hire host-country nationals to fill most of their foreign positions, rather than sending expatriates for most jobs
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Deloitte Touche Tohmatsu applies a uniform set of ethical standards to its employees, who work in almost 150 different countries. Wherever they work, DTT's employees are expected to abide by the standards of honesty and integrity, professional behavior, competence, objectivity, confidentiality, fair business practices, responsibility to society, respect and fair treatment, and accountability and decision making (leading by example). The firm has one advantage, at least: Its professional employees share the values of their profession, even if they come from a variety of cultural backgrounds. For other companies, the political, cultural, and economic realities of a host country may be extremely different from those of the parent country, causing ethical dilemmas. Consider companies that market clothing in the United States that is manufactured in low-wage countries where living standards are far from those in the United States. Critics have objected to the practice of selling goods made in "sweatshops," factories where working conditions are unhealthy and unsafe. Typically, the U.S. marketer doesn't hire its own manufacturing employees but instead contracts with manufacturing firms in low-wage countries, so the U.S. company has limited direct control over working conditions. To exert some control over working conditions, Gap Inc. requires that all its suppliers guarantee they will adhere to local labor laws, not use child labor or forced labor, and meet other standards of its Vendor Code of Conduct. It sends more than 90 full-time inspectors to its contractors, checking more than 2,000 factories each year. In one recent year, the company canceled contracts with almost two dozen factories that had violated the code of conduct. But in a recent case, London's Observer newspaper reported that it had found workers as young as 10 making Gap clothes at a filthy sweatshop in New Delhi, India. Some reportedly worked 16 hours a day sewing clothing by hand but were not paid because they were still "trainees." One child told the Observer that if children cried or did not work hard enough, they could be beaten. Gap responded by saying it would convene a meeting of all its Indian suppliers to "forcefully reiterate" its policy against child labor. How can HRM support ethical conduct at Deloitte Touche Tohmatsu At Gap Is its role at these two companies different
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Imagine you are an HR consultant called in to advise the leadership at SAP. Suggest a few ways the company can overcome cultural barriers that are affecting its efforts to become more creative and agile.
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Suppose you work in Gap's HR department. How does the publicity about working conditions in overseas factories affect HRM at your company
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Identify the parent country, host country (ies), and third country (ies) in the following example: A global soft-drink company called Cold Cola has headquarters in Atlanta, Georgia. It operates production facilities in Athens, Greece and in Jakarta, Indonesia. The company has assigned a manager from Boston to head the Athens facility and a manager from Hong Kong to manage the Jakarta facility.
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In your opinion, what aspects of the changes at SAP would be most difficult for the German employees Which would be most difficult for the SAP emplyees in other countries
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Does a company bear responsibility for the ethical practices of its suppliers Why or why not
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What HRM activities or functions were affected by the changes described in this case
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For an organization with operations in three different countries, what are some advantages and disadvantages of setting compensation according to the labor markets in the countries where the employees live and work What are some advantages and disadvantages of setting compensation according to the labor market in the company's headquarters Would the best arrangement be different for the company's top executives and its production workers Explain.
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