What is 360 Degree Feedback?

360 Degree Feedback is a system or process in which employees receive confidential,

anonymous feedback from the people who work around them. This typically includes the
employee's manager, peers, and direct reports. A mixture of about eight to twelve people
fills out an anonymous online feedback form that asks questions covering a broad range of
workplace competencies.

 Managers and leaders within organizations use 360 feedback surveys to get a better
understanding of their strengths and weaknesses.
 The 360-feedback system automatically tabulates the results and presents them in a
format that helps the feedback recipient create a development plan. 
 Individual responses are always combined with responses from other people in the
same rater category
 360 Feedback can also be a useful development tool for people who are not in a
management role.
 360 Feedback for non-managers is useful to help people be more effective in their
current roles
  help them understand what areas they should focus on if they want to move into a
management role.

4 QUALITY CIRCLES

Meaning:
It is small group of employees in the same work area or doing similar type of who voluntarily meets
regularly for about an hour every week to identify, analyze and resolve work related problems not
only to improve quality, productivity and the total performance of the organization, but also to enrich
the quality of work life of employees. There is a misconception that quality circles and task force are
one and the same. But the quality circle is not a task force and the former is broader than the latter.
Objectives: the important objectives of Quality Circles are:
(i) To develop, enhance and utilize human resources effectively;
(ii) To improve quality of products/services, productivity and reduce cost of production per unit of
output;
(iii) To satisfy the workers’ psychological needs for self-urge, participation, recognition etc. with a
view to motivating them. Accomplishment of this objective will ensure enhancement of employee
morale and commitment;
(iv) To improve various supervisory skills like leadership, problem solving, inter-personal and conflict
resolution and
(v) To utilize individual imaginative, creative and innovative skills through participation, creating and
developing work interest, including problem solving techniques etc. Achievement of these objectives
effectively requires the use of certain techniques.
Organizational Structure of Quality Circles
1.  Non-members
2. Members
3. Leader/Depute Leader
4. Facilitator
5. Steering Committee
6. Top management
7. Co-ordinating Agency

Benefits of Quality Circles

1. satisfaction of self-esteem and esteem from others
2. improved job satisfaction
3. self-development in terms of skills,
4. satisfaction of social and psychological needs

Human resource management practices in Japan

Traditional Japanese human resource practices Japanese culture is ancient and complex.2 Its rich
traditions have manifested in a system of unique human resource management practices. Some core
features of Japanese human resource management include lifetime employment, seniority-based wage
and promotion, and enterprise unionism.3 Other notable Japanese human resource management
practices include a particular quality management system, consensus decision-making, employee loyalty
to the company and a lack of gender equality in the workplace.

1. Lifetime employment
2. Seniority-based wage and promotion system
3. Enterprise unionism
4. Quality management system
5. Consensus decision-making
6. Employee loyalty to his/her company
7. Lack of gender equality in the workplace

What can Talent and Development leaders do to avoid the “danger zones” of an international
assignment and ensure the success of employees their company sends abroad?

1. Take responsibility for the development of your global leaders.

2. Provide cultural training for all family members
3. Customize the training based on the unique situation of the expat and family and
location.
4. Include ongoing support throughout the assignment.
5. Repatriation training should be provided to all expats and family members when they
return home
 6. Prepare a succession plan where the expat can apply what he or she has learned.

What are Internationalizations

internationalization is the basic process of Globalization. Although there is no agreed definition

of internationalization, it is said to be the process of increasing a company’s involvement in
international market.

It can also be defined as making the products and services adaptable to various consumer
markets across nations.

Motives for internationalization- Push and Pull factors

Push Factors
These are also called Reactive forces. These are the compulsions imposed by domestic market to
go international. These are often perceived as negative forces. For example- Saturation of
demand in domestic market forces (pushes) a firm to resort to international markets.

Pull Factors
These are also called Proactive forces. These factors are the opportunities and attractiveness of
the international market that pulls the domestic market-oriented companies towards them.
These factors are often perceived as positive factors. For example- Reduced trade barriers in a
foreign country motivates a domestic company to engage in trade activities with that country. 

STAGES OF INTERNATIONALISATION

1. DOMESTIC COMPANY-

The company whose vision is limited to the national political boundaries is a

domestic company.

 It only focuses on the opportunities in the domestic market,

 Caters to the demand of only the domestic customers,
 Its supplier firms are in domestic boundaries,
 Arranges finance from in-country sources, and
 Formulates strategies in accordance with only home country’s business environment.
2.INTERNATIONAL COMPANY-
An international company is the company which has grown beyond national market
capacities.

 It starts exploiting foreign markets in addition to domestic markets.

 The company starts with this stage to internationalize due to limited resources and
less expertise.
 Same marketing mix as of domestic country is extended to foreign markets as well.
This means product designing; price setting and promotion strategies still reflects
domestic country’s culture and perceptions.
 The approach followed is still ethnocentric.
 Modes to become international include Exports and Imports or locating a branch
office in foreign countries.

3.MULTINATIONAL COMPANY-
A Multinational company is also called “multi-domestic company.” As discussed above, since
extension of domestic market strategy fails to work, the company adopts “multi-domestic”
strategy in the next stage. This means different marketing mix is adopted in accordance with
different business environment in different counties or regions.

The multinational company tends to the specific needs of the foreign markets.

 The approach followed is polycentric or regiocentric. That is, the company’s

procedures and policies are based on host country or on different regions (countries
with similar market characteristics clubbed together).
 The approach is highly market-oriented.
 Modes to internationalize include setting up of subsidiaries and joint ventures.
 Sufficient decentralization takes place to give autonomy to subsidiaries.

4. GLOBAL COMPANY-
A Global company has its presence in many countries but unlike Multinational companies, it
has consistent product offerings in each country. Only exception is that the marketing
strategy is adaptive, changing according to the target country. Hence product offering will
be same, the message conveyed can be different.

 The approach followed by Global companies is Geocentric, i.e., the company

practices common procedures and strategies throughout the world.
 Generally, one corporate office (headquarter) is responsible for making one global
strategy, thus decentralization is less.
 Assets are based in home country and are interdependent.
 Less autonomy to different units and central asset holdings distinguishes it from
Multinational companies.
  A Global company can have
 a global source strategy where it produces products globally and markets
those products domestically, or
 a global marketing strategy, where it produces product domestically and
markets them globally.

5. TRANSNATIONAL COMPANY-
Transnational company produces, markets, sells and operates across the world.

 It links global resources with global markets to reap profits. This happens by setting
up different stages of production and assembly lines in various countries according to
availability of resources, cheap labor, and technological advancements.
 The approach followed is geocentric implying similar marketing mix and strategies are
practiced in international markets.
 One striking feature of transnational company that distinguishes it from Global
company is that it does not consider any country as its home country.
 A Transnational company is the dominating company in its market and industry.
 The assets are distributed throughout the world and are independent and specialized.
 Similarly, Research and production facilities are spread in many countries based on
local factors and are still integrated.
 The knowledge developed by one unit of Transnational company is shared jointly by
all units.

Factors In the Selection Decision Of Expatriate

1. technical ability
2. requirements of the family
3. cross cultural sustainability
4. cultural/ country requirements
5. language
6. multinational enterprise requirements
7. cultural shock
8. schooling
9. Past International work experience
https://www.slideshare.net/Shamimansary/analysis-on-selection-policy-and-criteria-for-expatriate-
selection-in-bangladesh-14522235

Discuss The Major Factors Associated with Appraisal of Expatriate

Managerial Performance?
1. Client Relationships.
2. Operations
 3. Productivity
4.  Personnel Resources.
5. Human Resources.
6. Training

The four HRM models are:

1. The fombrun model
2. Harvard model
3. The guest model
4. Warwick model

Six innovative management techniques

1. Understand what working on your business really means

2.  Remove the hierarchy and create a culture of innovation
3. There is a big difference being busy and being productive
4. If it’s good enough for Googe
5. Channel your inner wolf – a wolf doesn’t perform in a circus
6. Accept that people are your business

Managers are so much more than “people herders”. They are also agents of change
for your business and will drive the rest of your team to:

 Set goals, motivate and align your businesses output (manage)

 Control and co-ordinate group activities within the team (delivery)
 Allocate resources appropriately to meet objectives (results)
 Apply knowledge spread (learning)
 Build and nurture relationships (internally and externally) 

Approaches to international compensation.

1. Going rate approach
2. Balance sheet approach
3. International citizen’s approach
4. Lump sum approach

The role of government and regulation in HRM:

1. Labor market and
employment. This includes the
entry of jobs, the classification
of jobs, the beginning and
ending of jobs, job contracts,
etc.
2. Education and training related
to work. This includes
apprenticeships, terms and
content of training and
education, master proofs
3. Safety and health related to
work. This includes working
conditions, working time,
living conditions, women and
child labor.
4. Employee relations. This
includes the relations between
employer and
employees and forms of worker
participation.
1. Labor market and
employment. This includes the
entry of jobs, the classification
of jobs, the beginning and
ending of jobs, job contracts,
etc.
2. Education and training related
to work. This includes
apprenticeships, terms and
content of training and
education, master proofs
3. Safety and health related to
work. This includes working
conditions, working time,
living conditions, women and
child labor.
4. Employee relations. This
includes the relations between
employer and
employees and forms of worker
participation.
1. Labor market and employment. This includes the entry of jobs, the classification
 of jobs, the beginning and ending of jobs, job contracts, etc.
2. Education and training related to work. This includes apprenticeships, terms and
content of training and education, master proofs
3. Safety and health related to work. This includes working conditions, working time,
living conditions, women and child labor.
4. Employee relations. This includes the relations between employer and
employees and forms of worker participation.

5. Reward or income and social

security. This includes the
height and the form of
the wages (per piece or per day
and for winter of summer) for
different employee
groups and (limited) regulations
for social benefits
5. Reward or income and social security. This includes the height and the form of
the wages (per piece or per day and for winter of summer) for different employee
groups and (limited) regulations for social benefits

10 OF TODAY’S COMMON HUMAN RESOURCE CHALLENGES (RECENT

PROBLEMS)
1. Compliance with laws and regulations
2. Management challenges
3. Leadership development
4. Workforce training and development
5. Adapting to innovation
 6. Compensation
7. Understanding benefit packages
8. Recruiting the talented employees
9. Training the employees
10. Work place diversity

1. challenges faced by hr in retaining employees in home and host country

(15 Mark)

International Human Resource Management (IHRM) is the term used for

organisations that manage their human resources activities at an international level.

Human resources (HR) is the division of a business that is charged with finding,

screening, recruiting, and training job applicants, as well as administering employee-
benefit programs.

1. Compliance with labor laws.

2. Talent acquisition
3. Developing agile leaders
4. Balancing local and home issues
5. Building capability
6. Efficient coordination and collaboration
7. Retaining critical talent.
8. Sharing knowledge across borders.
9. Operating efficiently
10.Improving productivity
11.CULTURE difference

https://www.smartbrief.com/original/2015/08/10-challenges-hr-faces-
global-company
2.Bring out the adoption suggested by the Poles to Harward Model (Notes)
3. Discuss the various sources & approaches to international staffing?
 1. ethnocentric approach
The ethnocentric approach to recruitment means that we hire people from our parent
country to fill positions all over the world. For example, if we want to fill an executive role
in a foreign country, we could:

 Relocate one of our existing employees who’s a permanent resident of our

parent country.
 Hire a person from our parent country who lives or wants to live in the host
country.

We use the ethnocentric method when [opening a new branch at a new country, so it’d
be easier for our company’s policies and procedures to be transferred from the parent
country to the new branch]. As a rule, expatriates from our parent country should
comprise less than [20%] of a foreign office so that we minimize the total hiring costs
and avoid missing the pulse of the local community.

2. polycentric approach

The polycentric approach to recruitment means that we hire locals to fill our positions
in a host country. For example, we could advertise on local job boards or create a
contract with a local recruitment agency.

We use the polycentric approach when [we need the skills of locals to conduct our
business. For example, if we want to expand our clientele to a specific country, we’d
hire a local professional who knows the market and can coordinate our sales
operations.] We’ll apply one of the other approaches if we haven’t found qualified
candidates after [four months].

3. regiocentric approach
The regiocentric approach to recruitment means that we hire or transfer people within
the same region (like a group of countries) to fill our open positions. For example, we
might decide to transfer employees within Scandinavian countries. So if we want to hire
someone in Sweden (a host country) we could transfer one of our employees from
Denmark, a host country in the same region.
We use the regiocentric approach when [the costs of transferring an employee from a
host country are lower than transferring them from the parent country.] When deciding
to use this approach, take into account any language or cultural barriers that may exist.

4. Geocentric approach

Geocentric approach to recruitment is hiring the best people to fill our positions without
regard to where they come from or where they live. This means:
  Hiring remote employees. We use this option when we want to hire someone at
a place where we don’t have offices. For example, if we want a customer support
agent in another time zone to support our customers there.
 Relocating our employees. This includes both bringing foreign talent into our
parent country and relocating people to a new host country. We use this
approach when we need someone to be physically present at a specific location,
but the best person for the job is living elsewhere.

To use the geocentric approach, we need to have a global outlook on recruitment. For
example, whenever a position opens at a host country or our parent country, the hiring
team could:

 Advertise on global job boards first, before using local job boards mentioning the
location of the job clearly. Also, advertise on job boards focused on remote work
when possible.
 Source candidates online without looking at their current location.
 Check our global employee database to find internal candidates who may wish to
relocate.
 Ask recruiters to suggest candidates they met at international career fairs or
events.
 Ask for referrals from our existing employees, as they may have someone in their
network who could fit in this position and be willing to relocate.

International recruitment and selection process

Decide which staffing approach is most suitable for this particular case. Use this policy to
determine whether the regiocentric, ethnocentric or polycentric approach suits best. Discuss
the budget with finance to make sure you’re able to apply the chosen approach and whether
another one could work equally well with lower costs. If there’s no particular reason to use any
of them, then the [geocentric approach] should prevail.
Determine the recruitment methods that work for this approach. For example, if you decided
on the polycentric approach, then consider local job boards and locally-based recruiters in the
host country.
Allocate your budget. To make sure you can coordinate recruitment activities, look into your
budget. For example, if you’ve chosen the ethnocentric approach, you’ll need to factor in
relocation costs for your new hire. Also, you may decide you need to meet candidates from the
host country in-person so pay attention to travel expenses. Work with [finance/ HR] to
determine the available resources.
Evaluate candidates. When it comes to resume and phone screening, we evaluate all
candidates the same way. You could also use video interviews for remote candidates. Each role
will demand a different skillset, but to make sure our employees can work well together, look
for people who:

 Are self-motivated and can work independently (especially if their manager is remote).
 Can communicate well even through cultural and language barriers.
 Have a global mindset.
 Are tech-savvy.
 Also, depending on the approach you’ll use, make sure to discuss if a candidate is
legally permitted to work in the country where the open position is. If it’s agreed
upon, discuss immigration procedures.

Close the hire and discuss paperwork. Once a candidate accepts a job offer, ask HR
how to proceed with any legal procedures regarding visas, immigration policies or taxes.
Be in close collaboration with the new hire until everything is resolved.

4.Bring out the challenges and opportunities for women in international

business
According to the National Association of Corporate Directors, companies that have women on
their boards generate value to their corporations by broadening market vision, enhancing
board dynamics, inspiring female stockholders and improving corporate reputation

8 Major Challenges that Women Face in Business

1. Limited Funding
2. Balancing Responsibilities
3. Fear of Failure
4. Inadequate Support System
5. Gender Inequality
6. Limited Knowledge

7. Unfavorable Business Environment

8. Timidity
9. Working capital management
10.Lack of marketing skills
Women who strive and succeed are often shy about touting their accomplishments. They
are afraid of being labeled as proud or boastful people. Humility is not shyness or
timidity. Women need to stand by their success and let people around them recognize it.

“Believe in yourself and own your own success.” – Sheryl Sandberg

Owning your success as a woman motivates you to work harder and achieve more in
your business. It inspires the people around you. Sheryl Sandberg has inspired women
to come out and take a place in corporate boardrooms. Oprah Winfrey and Michelle
Obama are among those who have motivated other women to work toward their
entrepreneurial dream. Confidence is an essential part of prosperity and growth. When
a woman leads, others follow.

opportunities for women

1. Flexiblity

2. Minimum setup cost

3. Huge customer base

4. Gender equality and inclusivity becoming policy

5. Entrepreneurship as the path to leadership
6. Strengthening credentials with a business degree

5.Define international compensation and its components

“International compensation can be defined as the provision. of monetary and non-monetary
rewards, including base. salary, benefits, perquisites, long- and short-term incentives, valued
by employees in accordance with their relative. contributions to MNC performance.”

• Compensation is the amount of remuneration paid to an employee by the employer in

return to the employee’s services towards the company.

• Compensation is extrinsic reward for an employee.

Extrinsic rewards include praise from a superior, salary, employee benefits, career
progression etc

7 Key Components of an International Compensation

 Base salary.
 Foreign Service inducement/hardship premium:
 Allowances:
 Education Allowances for Children:
 Relocation Allowances and Moving:
 Tax Equalization Payments:
 Spouse Assistance:

 Expatriate Compensation Packages

6.Note on Expatriate failure

What is expatriate failure? It is a term used to encompass a range of issues that prevent
return on investment from an expatriate including early return, underperformance or
adjustment problems. ... Expatriates sent to emerging economies are likely to have higher rates
of failure than those sent to developed countries.

Reasons for expatriate failure

1. Culture shock

2. Inability to cope

3. Difficulties with the environment

4. Personal or emotional problems

5. Lack of technical competencies

6. Inability of spouse / family to adjust.

7. Disconnection from home country

8. Failure to plan time to prepare practically and mentally  for the assignment
Measures to manage expatriate failure
1. Find employees with the right soft skills
2. Encourage a Recon Trip
3. Choosing an Employee with a Supportive Family
4. Ensure a Supportive Work Environment
5. Having Comprehensive Global Health Insurance
6. Provide appropriate training and support
7. Provide all information and equipments
8. Provide opportunity for the language lesson

Reasons for early return – Expatriate

1. Family concerns
2. Accepted new position in the company
3. Completed assignment early
4. Cultural adjustment challenges
5. Security concerns
6. Career concerns
7. Quality of life
8. Remuneration

7.Compare and contrast the labor practices in East and West

8.Recent trends in IHRM

1. Offshoring
2. Workforce diversity
3.Dual career couples
4. Technological changes
5.Globalization
6. More knowledge work
7. Work from home concept
8. Moonlight
9. Companies Double Down on Digital

10. Virtual Work is here to Stay

11. Training of Employees

12. AI & Machine learning

Role of technology & hypermedia in global human resources practices

Technology has changed the business world many times over. 

In the Information Age, the start of computers and the Internet has increased that
impact significantly. 
Many businesses cannot even function without the use of information technology.
 This impact is seen in nearly all areas of business, including human resources, where
technology continues to have a significant impact on HR practices.

1. Technology based selection and recruiting

2. Employee training, monitoring and evaluation
3.Organizational development
4. Communication
5.Applicant tracking system
6. Virtual meatings
7. E hr record maintaining
8. HR MIS

9.In the light of the statement briefly discuss your primary dimensions on cultural differences.
(15 Mar)
 • • A culture refers to a system of shared meaning held by the organization’s members
that distinguishes the organisation from other organizations.

• The organization’s culture refers to a system of a shared meaning.

• Culture is understood as the customs, beliefs, norms and values that guide the
behaviour of the people in a society and that are passed on from one generation to
the next.

• Culture has normative value. It prescribes dos and don’ts which are binding on the
members of a society.

• Culture is a group phenomenon. Culture applies to the members of a society. Societys

normative values are binding on each member and not vice versa.

• Cultural practices are passed on from generation to generation.

Culture - Characteristics 
• Innovation and risk taking.

• Attention to detail: employees are expected to exhibit precision,

analysis and attention to details.
• Outcome orientation: Focuses on results or outcomes rather than on
the techniques and processes
People orientation: Takes into consideration the effect of outcomes
on people within the organisation.
• Team orientation: The degree to which work activities are organised
around teams rather than individuals.
• Aggressiveness: The people’s aggressiveness and competitive
atmosphere.
• Stability: The organisations activities maintains the status quo in
contrast to growth.
 • Dominant culture - pervasive and extends to the whole of a country.

• Subcultures exist within the dominant culture. – Subcultures subsume

into the dominant culture to present a unified culture, typifying "unity in
diversity".

• Organisational culture - Every organisation will have its own distinct culture.
• Occupational Culture - Each profession carries its own culture and it cuts
across dominant cultures.

Factors Affecting Organisational Cultural Predispositions

 Founder’s philosophy.

 Criteria used in hiring .

  Actions of the current top management.

 Code of conduct.

 The degree of success achieved.

 Matching new employees values to those of the organization.

 The top managements preference for socialization methods.

Factors Affecting Organisational Cultural Predispositions

• The Learned Modifications

 – Stories – Rituals – Material symbols – Language

Hofstede’s Cultural Dimensions

Power Distance,

 Individualism/Collectivism, 

Masculinity/Femininity, 

Uncertainty Avoidance, 

Long-term/Short-term Orientation and 

Restraint/Indulgence.

https://www.business-to-you.com/hofstedes-cultural-dimensions/
10.Highlight the various factors affecting international compensation.

INTERNAL FACTORS

 Ability to pay: Generally, a firm which is prosperous and successful has the ability to pay
more than the competitive rate. This way it can attract a superior caliber of personnel.
 The Employee: Numerous employees related factors also influence his or her compensation.
These include the following; Performance, Experience, Seniority and Potential.

 Job requirements: Wages are also influenced by the requirement of a job such as physical
and mental requirements. Jobs, which demand more skill, responsibility, efforts and are of
hazardous in nature, will carry high wage tag with them
Job evaluation: It establishes a consistent and systematic relationship among base
compensation rates for all jobs. In other words, it establishes the satisfactory wage differentials.

Organisation’s strategy: The organisation’s strategy regarding wages also influences employee
compensation. For example, an organisation which wants rapid growth will set higher wages
than competitors. On the other hand, organisations that want smooth going and just maintain
the current earning will pay average or below average.
EXTERNAL FACTORS

 Demand and Supply of labour: The conditions of labour market, i.e. demand and supply of
labour influence the fixation of compensation. In case the supply exceeds the demand then
wages may be fixed at lower levels.

Labour unions: Labour unions influence wages by controlling the supply of labour. Often there
are strikes by labour unions for higher wages.

 Government: Government influence compensation through various legislations, policies

regarding wages, wage differentials and dearness allowance, etc. Government has enacted a
number of labour legislations, which have a bearing on employee compensation.
Prevailing Market Rates:Going rate of pay or comparable rates also influence the employee
compensation. Prevailing market rates are those, which are paid by different organizations in
an industry every organization tries to conform to the wage rates being paid by the industry,
community and the adjoining organizations.

 Cost of living: The present cost of living also influences the wage rates considerably. This
matters during the periods of rising process. It immediately calls for wages adjustments based
on increase in the cost of living index.

 Economy: The state of economy also influences the wage and salary fixation. Wage rates will
be different in a stable economy than in a depressed economy. In case of depressed economy
there is increase in supply of labour and fixation of lower wage rates.
Technological changes: Technological changes also influence the fixation of wage levels. Due to
the advancement in the technology, there may be shortage of skilled manpower in that area.
So, the organization will provide high wages for skilled personnel.
 Productivity: It refers to output per man-hour. Increase in productivity depends upon the
contributions of all the resources, i.e. men, machines, materials, methods and management.
Improvement in technology, better management, latest machines and equipment, efficient
methods of production, etc. can raise the productivity.
Psychological and social factors: Both the psychological and social factors have a great influence
on employee’s perception regarding their job and success in life. An organisation cannot ignore
these factors. Psychological needs of employees should be taken into consideration before
fixing wages as security. Sociologically and ethically, people feel that “equal work should carry
equal wages”.

11.Write a note on 360 degree feedback method and its importance in

management development.

360-degree Appraisal is an assessment process used to improve managerial effectiveness by providing

the manager with a more complete assessment of their effectiveness, and their performance and
development needs.

What the process involves Obtaining feedback from the manager's key contacts. These would normally
include: o The manager him/herself o Subordinates (employees who work for the manager) o Peers
(fellow managers) o Managers (senior management) o Customers o Suppliers

How is Feedback obtained?

By using a questionnaire which asks participants to rate the individual according to observed behaviors -
usually managerial or business-specific competencies. This process will not suit all companies. One
should assess how well it would fit with the current culture before launching a scheme and a pilot
scheme is worth building into the programme

What does 360 measure ? ̊

✔360 degree measures behaviors and competencies.

✔360 degree addresses skills such as listening, planning, and goal-setting.

✔360 degree focuses on subjective areas such as teamwork, character, and leadership effectiveness.
✔360 degree provide feedback on how others perceive an employee.

Advantages

Method of collecting information from as many sources in an employees environment.

✔ Honest assessment as viewed by a variety of constituents.

✔ Confidential input from many people of how an employee fares in his job.

✔ Helps employees in seeing themselves as others see them.

✔ It provides information which neither employee nor his/her superior may be aware.

✔ Confidentiality an important aspect.

✔ Employees find this method to be fair.

✔ Gives an indication of performance enhancing or distracting work situation.

✔ Allows to improve the system creating greater harmony and overall improvement.

✔ Help employees identify strenght and address skill gaps.

✔ Lends to continuous learning , growing self confidence and improved productivity.

12. Outline the emerging trends in cross border management of human

resource.
13.Compare and contrast the labour relation practices in Japan and Germany.
14. Discuss the role of technology and social media in selection and training of
human resource globally.

15. As an HR Manager of a reputed company what are the most important

factors involved in the section decision? 15 Marks
1. Profile matching
2. Relevant experience
3. Educational qualification
4. Salary Budget

5.The geographic location of candidates

The geographic location of candidates may affect the demographics of the candidate
as if you are recruiting from a small and specific geographic location you may be
limiting the diversity of the candidates and missing out on great talent.

6. The number of candidates applying for a position

The more candidates that apply, means a larger pool of talent to search within. This
then translates to a greater chance of identifying high quality candidates that are
suitable for the role.
7. LANGUAGE ABILITY : Language skill is a significant factor, knowledge of the host
country’s language can be considered essential for many top level management
positions, along with the aptitude to communicate successfully.

8. PHYSICAL EXAMINATION
Candidates are physically examined in process of hiring to discover the diseases and medical limitations
for candidate. The future job performance can be affected by candidate’s health issues so it is necessary
to check medical complications before hiring. (Price 2007)

9. CRIMINAL RECORDS AND BACKGROUNDCHECKS

The criminal records and background checking depends upon the nature and type of organization. This is not a
common practice of all the organizations. It is very time consuming and costly. There are several jobs like police jobs,
security concern jobs, teaching jobs and sensitive nature jobs where criminal records and background verification is
very necessary.

10. PERSONAL AND PROFESSIONAL CHARACTERISTICS

The other characteristics refer to different personality traits as well as his professional
attitude. Many organizations examine personal attributes of candidates, his
communication style, presentation skills, oral and written competency of language,
confidence, behaviour adoptability etc. These all characteristics build up the personality
of the candidate and organization has to seek best potential candidate who have good
professional and personal attributes. ( Price 2007)

16. Bring out the Convergence theory of IHRM. (Notes)

17. Explain the Bournois model of Intonational HRM.

18. Discuss the types of global business and impact of inter country differences
on HRM.
A global business is a company that operates facilities (such as factories and distribution
centres) in many countries around the world. This is different from an international business,
which sells products worldwide but has facilities only in its home country.

5 Forms of International Business

International business refers to any business activities conducted
across national boundaries. There are number of ways to
internationalizing the business. Business can choose among these five
basic activities to start.

1.Importing & exporting

Imports: a good or service brought into one country from another.
Exports: a good or service produced in one country then get marketed to other country.
Import-export is the most fundamental and the largest international business activity,
and it is often the first choice when the businesses decide to expand abroad as it is the
easiest way to enter the market with a small outlay of capital.

2. Licensing
Licensing is one of other ways to expand the business internationally. Licensing is the
arrangement between a firm, called licensor, allows another one to use its intellectual
property such as brand name, copy right, patent, technology, trademark and so on for a
specific period of time. The licensor gets benefits in term of the royalty. The company
may choose to sell the products under the licensing when the domestic production costs
are too high, strict government regulations, or the company wants to sell and produce
standardized products everywhere.

3. Franchising
Franchising is closely related to licensing. Franchising is  a parent company (franchiser)
gives right to another company (franchisee) to do business using the franchiser’s name
and products in a prescribed manner. Franchising is different from the licensing in
terms of the franchisees have to follow much stricter guidelines. Moreover, licensing is
more about the manufacturers while franchising is more popular with restaurants,
hotels, and rental services. For example, McDonald, KFC, Pizza Hut and so on.

4. strategic partnetships& Joint venture

A strategic partnership or alliance is a positive aspect of the cooperation of two or more
companies in different countries are joined together for mutual gain. A joint venture is a
special type of strategic alliance, where the partners across globe collectively found a
company to product goods and services. The cooperation between the companies allow
them to share the production cost, technologies, development, and sales networks. The
resources will be pooled to mutual advantages and put the companies in win-win
situations. For example, Motorola and Toshiba joined a strategic partnership to develop
manufacturing processes for microprocessors.

5. foreign direct investment (fdi)

Foreign direct investment is a company’s physical investment such as into the building
and facilities in the foreign country, and acts as a domestic business with a full scale of
activity. Companies practice FDI to get benefits from cheaper labor costs, tax
exemptions, and other privileges in that foreign country. The host country will get
benefits by the introduction of new products, services, technologies and managerial
skills.  Also, FDI helps facilitate progressive internal policy reforms of the host country,
and enhance the economic situation. For example, Intel, which is United States based
company, has made the FDI in many countries in Southeast Asian.

How Intercountry Differences Affect HRM

1.Differences in laws :how many employees in board of directors
2.Need for security and terrorism awareness training
3.cultural factors
4.individualism vs. collectivism
5.attitude towards gender differences:
6.economic systems
7.legal system
8.labour cost factor
https://www.slideshare.net/mitzini/intercountry-differences-and-hrm

19. Explain how selection process has been working in global labor market.

20.Discuss the collective bargaining process in Multinational Ownership.

Collective bargaining is the process in which working people, through their unions,
negotiate contracts with their employers to determine their terms of employment,
including pay, benefits, hours, leave, job health and safety policies, ways to balance work and
family, and more.

Collective bargaining is the process where a group of employees ‘collectively’

negotiate with the employer. This is generally to negotiate pay, working
conditions, benefits, and other factors regarding the employees compensation
package and rights.

Key Points
1.Collective bargaining is where a group of employees get together to negotiate
better terms with their employer.
2.A collective bargaining agreement usually covers items such as pay, benefits,
working conditions, and pensions.

1. Preparing for Negotiations

This may cover a number of areas that its members are most concerned with. It may
include a survey of members or several focus groups.
Simply put, the trade union and negotiators look to find out the key points by which they
are to negotiate on.
For instance, the lack of local canteen may be an issue, or alternatively, workers want to
get paid extra to work Sundays. Whatever the key issues, the first stage would be to
compile these ready for the negotiation.

 2. Propose Key Demands

Once a list of key items are highlighted by the unions members, it compiles them down
into an official document which is then passed onto the relevant party/parties. These are
also known as ‘key demands’.

It may include items that are ‘red lines’ by which the negotiation must start with. Often
this would be wages or key benefits to the employee. So if these are not met,
negotiations will fall down.
There may also be some conditions by which the unions would ask their members to
strike if certain criteria is not agreed upon or met. For instance, this may be a set
minimum wage or a higher wage for overtime.

 3. Negotiation
There may be sit down meetings, emails, or phone calls whereby the details of a deal
are discussed. Both sides may request certain parts of the deal be left out, whilst the
employer may request some to be included in.

As part of the process, both parties may take time to gather information on whether a
specific course of action would be best. For instance, an increase in an employees
salary by 10 percent is going to cost the company. So the negotiators would have to see
whether this is financially possible.
In turn, the negotiation will continue in a circular fashion until an agreement is reached
or negotiations completely break down.

 4. Agreement Reached

An agreement is usually reached in principle and it is at this stage by which the more
intricate details are hammered out.
Legal wording, and binding agreement are put into place so both parties are liable. Any
legal documents are then signed.
In short, this stage is where the agreement is put into place and the final details are
arranged.

 5. Administration of Agreement

It is at this stage by which unions will look to hold the employer to account and ensure
the agreement is being implemented. For instance, are workers getting paid the agreed
minimum salary? Or, has the firm built the newly requested canteen on time and to an
agreed upon quality.
Furthermore, some agreements may have a set expiry date by which another set of
negotiations will take place. So the collective bargaining system can be seen as a
continuous process.

21. Explain as to how participative management impacts the quality circles?

Impact of Quality Circle
1.Improvement of human relations and workplace morale
2.Promotion of work culture
3.Enhancement of job interest
4.Effective team work
5.Reducing defects and improving quality
6.Improvement of productivity
7.Enhancing problem solving capacity
8.Improving communication & interaction
9.Catalyzing attitude change
10.Promotion of personal & leadership development

What are the challenges of International Performance Management?

1.Environmental variations
Performance management systems rarely work in the same way domestically and
internationally. Environmental variations including; different growth rates, the immediate
environment and differences in performance, usually mean international performance
appraisals need to be unique to each expatriate manager.

2.Time and distance :Improvements in technology make this less of an issue than it once was,
but time differences and local infrastructure will impact on performance and appraisals. This is
particularly true of expats working in underdeveloped countries.

3.Cultural adjustment
The employee’s ability to adjust to the organisational culture within the subsidiary, as well as
the wider culture within their new country, is likely to impact performance. An understanding
of the local organisational culture by the HR team, the management team and the employee
will facilitate the creation of a measurable international performance management system.

4.Define, facilitate and encourage performance

Ultimately the goal of an expatriate performance management system is to define, facilitate
and encourage performance in the individual and the teams they work with.
Your company’s international performance management system should enable managers of
expat employees to set specific, realistic, measurable goals that feed into the overall objectives
of the business. However, setting goals is not sufficient for success, the programme should also
contain a method of assessing performance on several occasions over a year.

5.Training
Essential to successful international performance management is a clear and effective training
plan for all stakeholders. Once complete, managers need to be held accountable for
implementing the process across their own employees, ideally in the form of their own
performance appraisal by senior management and/or human resources.

6.Cross-cultural differences
When creating a performance development plan that is going to work cross-culturally the
differences in how performance feedback should be provided needs to be accounted for. For
example, in some European cultures feedback should be direct and actionable where as in
some Asian cultures the same feedback could cause unacceptable loss of face for the employee.
Therefore, it is important to understand the culture on the ground when creating guidelines on
how feedback should be provided.
7. Lack of Alignment
The first challenge is the lack of alignment due to various organisational processes being
created in isolation.  The link between Strategy development, budgeting and operational
planning is developed by different groups of people with different frameworks being used. The
performance management system lacks alignment between individual performance,
departmental performance and organisational delivery and so all systems default back to
financial measurements.
8. Lack of Measurements  
The second challenge happens at various levels of the organisation in that poor measures are
developed, in many cases targets are set but no relevant measure is put in place. In other cases
no data can be collected or is kept as evidence to track performance.
9. Managing of the performance system
Managing a performance system in an organisation requires a disciplined framework; it requires
the organisation to work off one master plan broken down into relevant parts and areas of
responsibility. The management responsibility at various levels needs to understand the
contracting, measurement development and appraisal process very well and apply it
consistently. Secondly management needs to appreciate that performance management is not
an event but something that is managed daily but recorded and reported at certain times
through reviews and appraisals.

.What is the difference between HRM and IHRM? State and explain
various recent problems International HRM. Same answer
Comparison:
1. IHRM operates beyond national borders while domestic HRM
operates within the borders.
2. Domestic HRM is concerned with managing employees belonging to
one nation and IHRM is concerned with managing employees
belonging to many nations (home country, host country and third
country employees).
3. IHRM is subject to more stringent international rules & regulations
as opposed to domestic HRM.
4. Domestic HRM is concerned with managing limited number of
HRM activities at national level and IHRM is concerned with
managing additional activities such as expatriate management.
5. Domestic HRM is less complicated due to less influence from the
external environment. IHRM is very complicated as it is affected by
external factors such as cultural distance and institutional factors.
6. IHRM is much more complex, involves more risk, and
comparatively challenging than domestic HRM.

Parameters of
Comparison HRM IHRM

Human Resource International Human

Full form Management Resource Management.

Adheres to the law of a Adheres to all universal

Laws particular country. laws.

Standard policies are In the lives of the

made, and it is the same employees, interference
Policies for everyone. happens.

People belonging to only

one culture can work People from various
Culture efficiently. cultures work together.
Risk factors High risks involved, such
involvement Minimal risks. as terrorism and crisis.

A company’s culture gets

Adaptation to the culture affected by different
Adjustment is easy. cultures.

The employer or the Due to difference in

Employer- superior treats all the culture, Employer deals
Employee workers of the company with every employee
Relationship equally. differently.
. What is an interview? Explain its validity and reliability. What are the
different types of employment interviews?

An interview is a face-to-face conversation between the interviewer and the

interviewee, where the interviewer seeks replies from the interviewee for
choosing a potential human resource.

According to Gary Dessler, “Interview is a selection procedure designed to

predict future job performance based on applicants’ oral responses to oral
inquiries.”

Types of Interview

There are several types of the interview;

1. Unstructured (Nondirective) Interview: An unstructured interview is

an interview where probing, open-ended questions are asked. It involves
a procedure where different questions may be asked to different
applicants.
2. Structured (Directive) Interview.

In structured interviews, the interviewer lists the questions and acceptable

responses in advance and may even rate and score possible answers for
appropriateness.An interview consisting of a series of job-related questions
asked consistently of each applicant for a particular job is known as a
structured interview.

A structured interview typically contains four types of questions.

 Situational questions: Pose a hypothetical job situation to determine

what the applicant would do in that situation.
 Job knowledge questions: Probe the applicant’s job-related
knowledge.
  Job-sample simulation questions: Involve situations where an
applicant may be required to perform a sample task from the job.
 Worker requirements questions: Seek to determine the applicant’s
willingness to conform to the job requirements.

3.Situational Interview: In a situational interview, you ask the candidate

what his or her behavior would be in a given situation. Candidates are
interviewed about what actions they would take in various job-related
situations. Situational interviews ask interviewees to describe how they
would react to a hypothetical situation today or tomorrow.

4.Behavioral Interview.: In a behavioral interview, you ask applicants to describe how

they reacted to actual situations in the past.Candidates are asked what actions they have taken
in prior job situations similar to situations they may encounter on the job. The interviewers are
then scored using a scoring guide constructed by job experts.This structured interview uses
questions designed to probe the candidate’s past behavior in specific situations. This technique
involves asking all interviewees standardized questions about how they handled past situations
similar to situations they may encounter on the job.The interviewer may also ask discretionary
probing questions for details of the situation, the interviewee’s behavior, and the outcome. The
interviewee’s responses are then scored with behaviorally anchored rating scales.

5.Job-related Interview.In a job-related interview, the interviewer asks applicants

questions about relevant past experiences.It is a series of job-related questions that focus on
relevant past job-related behaviors. The questions here don’t revolve around hypothetical or
actual situations or scenarios.Instead, the interviewer asks job-related questions such as,
“Which courses did you like best in business school?”

6.Stress Interview.: In a stress interview, the interviewer seeks to make the applicant
uncomfortable with occasionally rude questions. The aim is supposedly to spot sensitive
applicants and those with low or high stress tolerance.Stress interviews may help
unearth hypersensitive applicants who might overreact to mild criticism with anger and
abuse. It intentionally creates anxiety to determine how an applicant will react to stress
on the job.

7.Panel Interview (Board Interview).:A panel interview, also known as a board

interview, is an interview conducted by a team of interviewers, who interview each
candidate and then combine their ratings into a final score.Here one candidate is
interviewed by several representatives of the firm. This technique entails the job
candidate giving oral responses to job-related questions asked by a panel of
interviewers.Each panel member then rates each interviewee on such dimensions as
work history, motivation, creative thinking, and presentation.

8.One-On-One Interview.: In a one-on-one interview, one interviewer meets

one candidate. In a typical employment interview, the applicant meets one-on-one
with an interviewer. As the interview may be a highly emotional occasion for the
applicant, meeting alone with the interviewer is often less threatening.

9.Mass Interview (Group Interview),The mass/group interview is a relatively

new technique in the west and almost unknown. It is a procedure for the discovery of
leadership.Several job applicants are placed in a leaderless discussion, and interviewers
sit in the background to observe and evaluate the performance of the candidates.In a
mass/group interview, a panel interviews several candidates simultaneously. The panel
poses a problem and then watches to see which candidate takes the lead in formulating
an answer.

10.Phone Interview :Employers do some interviews entirely by These can actually be

more accurate than face-to-face interviews for judging an applicant’s conscientiousness,
intelligence, and interpersonal skills.

Here, neither party needs to worry about appearance or handshakes, so each can focus on
substantive answers. Or perhaps candidates – somewhat surprised by an unexpected call from
the recruiter – give more spontaneous answers.

4 Major Dimensions Involved in HR Practices in

International Context
1. Planning:

There are usually three approaches to HR planning in multination. These are:

ethnocentric, polycentric, and geocentric. In ethnocentric policy, all key management

positions are filled by parent company nationals and foreign subsidiaries are being

locally staffed or what is termed as HCNs (Home Country Nationals).

2. Recruitment and Selection:

Recruitment and selection functions of HRM are performed to ensure right man on

right job at right time and right place. However, this is not so easy, more especially in

case of MNCs. According to Solomon, 20% to 25% of all overseas assignments fail

mainly due to recruitment reason. Hence, recruitment and selection matter in human

resource management.

3. Training:

Training is essentially imparted to improve job skills of the employees. It should also

coincide with staffing needs. Accordingly, employees in an MNC need induction,

orientation and training to be imparted in the social, cultural, business and technical

aspects to make them, fit for business requirements of today and tomorrow. An expert

suggests that overseas employees need four-level training to be imparted.

4. Compensation:

The issue of compensation/remuneration in case of international employees is a tricky

one for two reasons. First, paying all the employees of one rank the same compensation

satisfies the norm of equitable remuneration. However, it raises more problems than it

solves. The fact remains that as a second reason, the cost of living can be significantly

varying among the countries.

Performance Appraisal:

Like compensation, several things complicate the task of appraising a foreign

employee’s performance. Two are the most crucial ones. One, who will appraise? Two,

what will be the criterion of appraising? Local managers having some inputs can

appraise the expatriate employee. But such appraisal is likely to be distorted by cultural

differences.
7 Key Components of an International Compensation

1. Base salary
2. Foreign Service inducement/hardship premium:
3. Allowances:
4. Education Allowances for Children:
5. Relocation Allowances and Moving:
6. Tax Equalization Payments:
7. Spouse Assistance:

What are training requirements and methods of training adopted in

international assignment ?

Effective Training for International Assignments

1. Documentary training
2. Cultural simulation training
3. Field simulation training

TOP 7 PERFORMANCE MANAGEMENT TECHNIQUES

1. 360 degree feedback
2. Utilize feedback
3. Key performance indicators and metrics
4. Performance appraisals
5. Management by objectives
6. Balance scorecards
7. Personal development plans

top 8 emerging global HR trends

1. Remote working
2. Employee experience
3. Online training & upskilling
4. Employee wellbeing and mental health
5. Cloud based HR systems
6. People analytics
7. Virtual onboarding
8. Artificial intelligence
As a Global Head of an HR section how do you manage the problems of
repatriates? Briefly explain.

Importance of quality circles in ihrm

Composed of a group of employees (usually from 5-8 people) who are members of a single work unit,
section, or department; the basic purpose of a quality circle is to discuss quality problems and generate
ideas that might help improve quality. The goal of a Quality circle is to involve employees in decision
making

Importance

1.They may solve problems that have been around for years

2.Quality circles create strong lines of communication

3. To improve quality

4. To increase overall productivity

5. Helps in develop the problem solving skills of employees

6. High motivation for work

7.Involvement and interest in work

8. To decide the best solution

What are the components of effective pre-departure training program? Explain

with suitable examples.
Pre-departure training for expatriates is a broad term for a programme that briefs soon to be
expatriates on what to expect when living and working abroad. Well delivered training
allows employees to personalise learnings to anticipate and plan for challenges they and their
family may face when they move abroad.

The main objectives of this pre departure training is to make the employee feels comfortable
stay in foreign country and to avoid or at least minimize the culture shock , to enable the
employee to handle his/her obstacle and challenges . To help expatriates adapt with
communication practice and leadership style in host country. That’s why this pre departure
training has been created for providing the employee with support to deal with the cultural, 
personal , professional , and social challenges they would face during the assignment .

1. Culture awareness program

 2. Preliminary visit
3. Language training
4. Information about host country
5. Training for the role
6. Relocation assistance
7. Nontraditional assessment and training

Explain brief by the causes of employees' reluctance to overseas assignments.

How can they be motivated to take up foreign assignments?

Main Challenges or problems of Global Research.

1.Costs and Technological capabilities 
Cost is a pressing matter for stakeholders and organizations who want to maximize every
dollar spent on their research investment. Global market researchers are usually faced with
challenges stemming from factors such as differences in currencies, logistics issues, and
limited technological capabilities. These are typically encountered in emerging markets in
countries that have insufficient infrastructures such as lack of telecommunication devices,
shortage in electricity, poor transportation, and road systems, and sometimes low levels of
literacy. Because of these factors, some companies are hesitant to finance global research
studies. 

2.Government Bureaucracy
There are countries that have laws requiring research permits. Some government bodies
often require researchers to provide them a copy of the survey questions before giving them
the approval to conduct in their city or country. These permits can take several days, even
weeks, before it is released which slows down the progress of your study.                      

3.Cultural and language barriers

One of the most distinct challenges to global market studies is often translating research
questions into the language of its subjects. After surveys and questionnaires have been
answered, responses must then be translated back into the original language for
interpretation and analysis. Confusion also arises from words, phrases, or idioms that mean
different things in different cultures. There are instances where it will be hard for
researchers to communicate complex ideas and must rely on visual cues such as
photographs to help the respondents obtain a better understanding of what you are trying to
convey. You are required to understand how each of these cultures will respond to your
brand. Basically, there is a need to modify the market research process in such a way that it
does not conflict with any of the countries’ cultural values.

4.Unavailablity of data

5.Finding the right research partner

The next big question is whether you have the research capabilities to conduct meaningful
projects internationally. Most brands and their research partners can run domestic research
projects with ease. But if you’re in the UK, say, even going as far afield as France or Germany
requires different sensibilities and capabilities. The more international you get, the harder you
need to look for that kind of experience and expertise.

6.Bringing together local and global expertise

This is one of the biggest challenges in international marketing research and there has to be a
collaborative effort and a shared understanding of the mission, the methodology and the
insights to overcome this. A research team at HQ might working with a local marketing team to
understand how to position a product for success in an emerging market. But if the teams are
siloed and don’t have a consistent understanding of the brief, their approach to researching the
market and their findings might not actually help deliver on the challenge at hand.