VI.Questions for Review Chapter 1 -These activities include human resource planning.staffing.performance management,training and development,compensation and al HRM ctivities are broadened to include as home.other)c deeten)(.5) 2 Define these te ntern: inel UpM DCN HCN and ToN HRM isdefined as per Stahl and Bjorkman,s define the field ofI it of peopl ge o human resourceissue facing parts ofther Aiiona,weinectadecompaireaa7aesofHRMndnicateotics PCN-narent-country national 3.Discuss two HR activities in which a multinational firm must engage that would not be required in a domestic environment The teyt notes a number of activities international taxation international reloeation and orientati administrative services for expatriates,host-govemment relations,and language translation services.Further discussion is found in pages56. 4.Why is a greater degree of involvement in employees'personal lives inevitable in many international HRMactivities? th PCN and TCM employees to 5.Discuss at least two of the variables that moderate differences between domestic and intemational HR practices. its home country market,and the attitudes of senior management. Chapter2 1.What are the stagesa firm typically goes through as it grows intemationally and how does each stage affect the HR function? -This question is best answered via direct reference to the text(pp.26-28). -The sta es considered in this question include exn rting,licensing. subcontractinguse of a sales subsidiary,and foreign productior -In terms of the impact on the HR function of the firm,the text notes that in (HCN or PCN),as well as expatriation issues. 2.What are the specific HRM challenges of a networked firm? 7pggedvatenomaiancendBooat 3.Country of the firm's approach structure Ⅵ. Questions for Review Chapter 1 1. What are the main similarities and differences between domestic and international HRM? ‐ Define what is meant by HRM: ‘.those activities undertaken by an organization to effectively utilise its human resources.’ (p. 2). ‐ These activities include human resource planning, staffing, performance management, training and development, compensation and benefits, and industrial relations. ‐ In international HRM, the preceding activities are broadened to include aspects pertaining to the national or country categories (host, home, other) countries, and firm employees (host‐country nationals, parent‐country nationals, and third country nationals). ‐ International HRM can be viewed as more complex than domestic HRM due to six factors (more HR activities, need for a broader perspective, more involvement in employee’s personal lives, changes in emphasis as the workforce mix varies, risk exposure, and broader external influences) (p. 5). 2. Define these terms: international HRM, PCN, HCN, and TCN. ‐ International HRM is defined as per Stahl and Bjorkman, as follows: ‘We define the field of IHRM broadly to cover all issues related to the management of people in an international context. Hence our definition of IHRM covers a wide range of human resource issues facing MNCs in different parts of their organizations. Additionally, we include comparative analyzes of HRM in different countries.’ (p.5). ‐ PCN – parent‐country national ‐ HCN – host‐country national ‐ TCN – third‐country national 3. Discuss two HR activities in which a multinational firm must engage that would not be required in a domestic environment. The text notes a number of activities: international taxation, international relocation and orientation, administrative services for expatriates, host‐government relations, and language translation services. Further discussion is found in pages 5 – 6. 4. Why is a greater degree of involvement in employees’ personal lives inevitable in many international HRM activities? A greater level of involvement is required for both PCN and TCN employees to ensure the effective management of PCN and TCN employees. This involvement may extend to housing arrangements, health care, and compensation. More discussion is found on page 7. 5. Discuss at least two of the variables that moderate differences between domestic and international HR practices. The text names five variables that act as ‘moderators’ (diminishing or accentuating the differences between international and domestic HRM): complexity, the cultural environment, the industries with which the multinational is involved, reliance of the multinational on its home country market, and the attitudes of senior management. Chapter 2 1. What are the stages a firm typically goes through as it grows internationally and how does each stage affect the HR function? ‐ This question is best answered via direct reference to the text (pp. 26–28). ‐The stages considered in this question include exporting, licensing, subcontracting, use of a sales subsidiary, and foreign production. ‐ In terms of the impact on the HR function of the firm, the text notes that in exporting, the HR function is unclear but will involve training in export operations. In a foreign sales subsidiary, the HR role may involve staff selection (HCN or PCN), as well as expatriation issues. 2. What are the specific HRM challenges of a networked firm? This question is best answered via the information in the text under ‘Beyond the Matrix’ (pp. 34 – 38). 3. Country of origin influences the firm’s approach to organization structure