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International HR Practices-NMIMS Solution June 23

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NMIMS Solution for June 2023 International HR Practices

1st Semester NMIMS 2023 – Rs. 3000/- Only

2nd Semester NMIMS 2023 – Rs. 3000/- Only

3rd Semester NMIMS 2023 – Rs. 3000/- Only

4th Semester NMIMS  2023 – Rs. 2500/- Only

Note: You have to edit 20% before submission for avoid copy case. Why need

Q1. Dow Limited – an Australian MNC employed Australians (PCs) and Papua New Guineans (host country nationals) in its subsidiary in Papua New Guinea. The remuneration package for Australians is ten times more than that for Papua New Guineans for the same job. More than 85% of the host country employees (Papua New Guineans) complain that they are highly demotivated as the company pays highly discriminated remuneration for the same job performed by Australians and Papua New Guineans. Considering the situation, explain why do MNCs prefer Ethnocentric Approach and share the limitations of the same. (10 marks)
Q2. You are the Group HR director for a small company that has begun to use international assignments. You are considering using an external consulting firm to provide pre-departure training for employees, as you do not have the resources to provide this ‘in-house’. What components will be needed to be covered? How will you measure the effectiveness of the pre-departure training program provided by this external consultant?
(10 marks)
Q3. Mazvode is a Japanese general insurance company which has spread its operations across the continents with almost 55 percent of its employees working outside Japan. Performance management policy of the company is more developmental, learning and feedback driven in Japan, while the same is highly measured and competitive in North America, goal driven in Europe and a mix of all approaches in other nations of companies units. There is widespread dissatisfaction with performance management practice across as found out in employee satisfaction survey, since performance management has scored minimal.
Further study revealed that younger employees in Japan have sought a competitive and incentive-based performance management, while employees in North America have felt that the system should focus more on development rather than being task driven since most of customer engagement performance comes from contextual performance. There are other employees who have argued to do away with performance appraisal system altogether as in their belief it was demotivating than helping any cause.
a) Describe the major challenges faced in assessing the performance in international context. (5 marks)
b) Suggest the criteria for the performance appraisal of International employees. (5marks)

Dec 2022

Q1. Automobile spare parts Ltd, an Indian company is planning an international expansion. The company has decided to start its manufacturing plant and office in Kenya. You have been appointed as a consultant to advise the HR Head of the company on undertaking International Human Resource Planning.

  • Explain 5 important points, which you advise to the HR Head to undertake International Human Resource Planning
  • What issues and challenges are organizations to be prepared for while operating in the International scenario?

 

Q2. SSI limited an Indian-based IT company opens a subsidiary in London. Many internal IT consultants applied for Internal Job postings and out of 20 applicants, 3 got the opportunity to work in a London subsidiary. After 4 months, one of the employees wishes to come back to their home country and he reaches out to you (the HR team ). He says it’s difficult for him to sustain in London with the current compensation as the cost of living is too high.

  • You did a deep dive and reviewed the situation. What are the causes you could identify and how will you address this?
  • Which approach or structure of International compensation, does the company could have been offered to the ex-pat? What factors could have been considered before moving employees to a foreign country?

 

Q3. Ace Engineering is Mumbai, India-based heavy engineering company specializing in transformer manufacturing and setup projects. It’s now planning to set up a project management office in Warsaw, Poland. For this, there will be a team of 15 project experts moving from India and 2 from France to Poland for 6 months and will return to their home countries after 6 months, including a senior manager coming from France.

  1. How will you (in the Global HR role) plan and prepare for the repatriation process for these returnees? (5 Marks)
  2. What could be the challenges faced by repatriates while returning to their homeland? (5 Marks)

NMIMS mba solved assignments June 2022

Q1. Acme engineering in Mumbai, is India based heavy engineering company specializing in transformer manufacturing and setup projects. It’s now planning to setup a project management office in Warsaw, Poland. For this, there will be a team of 15 project experts moving from India and 2 from France to Poland, including a senior manager coming from France.
What are the pre departure and post arrival trainings you will plan for the team? What are the top 3 challenges you as HR Manager foresee after the movement is completed to Poland? (10 Marks)
Q2. Super solutions is an organic dye manufacturing company, headquartered in Faridabad, India. Their environment and skin friendly dyes are in high demand with Indian and global fashion houses, especially in Mumbai and US. They are a small firm of around 100 employees, mostly in chemical research, sales, quality and customer relationship roles. Manufacturing is almost completely outsourced to small scale enterprises in villages in Haryana and Rajasthan.
They have got into a 20 year contract to fulfill requirements of a new fashion house in Milan (Italy). As per the terms of contract, they need to have 2 researchers, 3 quality experts, 2 logistics managers and 1 customer relationship manager based exclusively at customer HQ in Milan. Super solutions have decided to go for local candidates as it will be cost effective and also in line with government guidelines to promote local talent.
Before you start planning, what all the information you need to acquire? How will you decide on the recruitment strategy and approach? Please detail the step wise plan to fulfill these needs? (10 Marks)

Q3. Pranam electronics, headquartered in Chennai, is a well-known supplier of semiconductor chips to automobile companies across Europe, US and Asia- Pacific. They source these chips from China and Philippines and then sell them after required programming and packaging. Looking at the product market demand they decided to setup manufacturing unit in Philippines to cater customers across the globe. Team of 50 members hired to setup the plant, out of which 10 are locally recruited and rest moved in from Chennai, US & France. You as a Global HR Manager have to decide on the compensation for all employees working in Philippines. Company believes in promoting equal compensation for all.
a. What are the components of International compensation you will consider while rolling out offer to the employees joining Philippines unit? (5 Marks)
b. Which international compensation approach will you choose and why? Justify with reasons. (5 Marks)

Old Assignment

Q1. ‘Yummy Restaurants’ is a Canadian restaurant chain, planning to open up its branches in India and Australia. The CEO has hired you as an HR consultant to help them in understanding the different types of international employees that they need to deal with. Explain to him the functions of international human resource management and the different sources or types of hiring employees, in this context. Explain with corporate examples.
Q2. Soumita has been working in the London division of the International Group of Hotels for 10 years. Now she has informed the HR department that wishes to move back to India. However, this process of repatriation is not so easy. As their HR head, explain what steps you will follow in the process of this repatriation for Soumita in the hospitality industry.
Q3. Ashok, the HR Director is a very proactive and a dynamic person. He believes that for building a successful MNC, it is important to give equal focus on both internal and external sources of recruitment. In this context, discuss the following:
Explain which different internal sources of recruitment Ashok will choose for an MNC. Give examples.
Since Ashok also believes that external sources of recruitment are equally effective, explain, with examples, what sources will he recommend?

 

 

Q1. ABC Ltd is an FMCG Company operating in India and you are planning to start the operations in South Africa. First problem you have, as an HR Manager, is to ensure that availability of skilled and able workforce in South Africa. What are your sources for the same and which one will you choose? (10 Marks)

Q2. NITT is a leading IT Company in India and it is planning to expand its operations in Africa. The company has decided to send the expatriates from India to man important positions in the subsidiary in Africa. What selection criteria will you use for expatriate selection? (10 Marks)

Q3. ADB is a Bank in India and it is planning an international expansion in China. One of the functions that ADB needs to deal with is ‘International Staffing.’ With respect to this write a note on each of the following:
a. E Recruitment (5 Marks) b. Use of social networks (5 Marks)

NMIMS AssignmentsInternational HR Practices-NMIMS Solution June 23
$7.50