JAI SHRIRAM ENGINEERING COLLEGE

TIRUPPUR – 638 660

A ppro ve d b y A IC T E, N ew D elh i & A ffiliate d to A nna U niv ersity, C h e nna i
Re cog niz ed by U G C & A cc redited by N A A C a nd N B A (C SE a nd EC E)

SCHOOL OF MANAGEMENT STUDIES

Academic Year 2023-2024

TWO MARK QUESTIONS

CLASS/ SEM I MBA / I

COURSE CODE / NAME B A 4 0 2 0 – IN T E R N A T IO N A L H U M A N R E S O U R C E M A N A G E M E N T

FACULTY IN-CHARGE M s .S . A B IR A M I.

UNIT 1

1. Short note on Harvard model

H a rv a rd M o d el o f H R M is a n H R s tra te g y f ra m ew o rk th a t h elp s o rg a n iza tio n s u tilize
th eir hum an res o u rc es in a c c o rd a n c e w ith th eir s tra teg ic n ee d s . W he n an
o rg a niz a tio n 's em p lo ye es are p ro p erly m a n a g ed , it is m o re lik ely to a c h iev e its
o b je c tive s .

2. Importance of IHRM in Multinational Corporation.

▶ E m p ha s is o n C o re C o m p eten c y.
▶ R e o rg a n iz a tio n .
▶ T ec h n o lo g ic a l C h a n g e s .
▶ C o m p en s a tio n fo r H u m a n R e s o u rc e s .
▶ N ee d fo r w o rk en fo rc em en t.

3. Meaning of HRM
H u m a n res o u rc e m a n a g e m en t is th e s tra te g ic a p p ro a c h to n u rtu rin g a n d s u p p o rting
em p lo yee s a n d e n s u rin g a p o s itiv e w o rk p la c e e n viro n m en t. Its f u n c tio n s v ary a c ro s s
d iff eren t b u s in es s e s a nd ind u s tries , b u t typ ic a lly in c lu d e rec ru itm e n t, c o m p en s a tio n
a n d b en ef its , train in g a n d d ev elo p m e n t, a n d em p lo yee rela tio n s .

4. Significance of Standardization
T h e g o a l o f s ta nd a rd iza tio n is to en s u re u nifo rm ity to c e rta in p ra c tic es w ith in th e
in d u s try . S ta n d a rd iza tio n fo c u s es o n th e p ro d u c t c re a tio n p ro c es s , o p e ra tio n s o f
b u s in e s s es , tec h n o lo g y in u s e, a n d h o w s p e c ific c o m p u ls o ry p ro c e s s es a re in s titu ted
o r c a rrie d o u t.

5. Define IHRM
A c c o rd in g to H ug h S c u llio n , In tern a tio n a l H R M (IH R M ) in vo lv es th e H R M is s u e s a nd
p ro b lem s a ris in g fro m th e in tern a tio n a liz a tio n o f b u s in es s , a n d th e H R M s tra te g ie s ,
p o lic ies a n d p ra c tic e s w h ic h firm s p u rs u e in res p o n s e to th e in tern a tio n a liz a tio n o f
b u s in e s s .

6. Outline 5p model
T h e 5 P's M o d el is b as e d o n fiv e c o n s titu tio n a l a s p ec ts :
▶ P u rp o s e
▶ P rin c ip les
▶ P ro c e s s es
▶ P eo p le
▶ P erfo rm a n c e .

7. What is the matching model in IHRM

F o m b ru n p ro p o s ed th e 'm a tc h in g m o d el', w h ic h in d ic a te d th a t H R s ys tem s a n d th e
o rg a niz a tio n s tru c tu re s h o u ld be m a n a g ed in a w ay th a t is c o n g ru e n t w ith
o rg a niz a tio n a l s tra te g y.

8. Important factors involved in the selection decision in IHRM

▶ T h e rec ru itm e n t c a m p a ig n
▶ T h e g eo g ra p h ic lo c a tio n o f c a n d id a te s
▶ T h e lite ra c y s k ills o f th e c a n d id a tes
▶ T h e n u m b e r o f c a n d id a te s a p p lyin g fo r a p o s itio n
▶ T h e c o rre c t u s e o f a s s e s s m e n t
▶ A ttra c tiv en e s s o f the p o s itio n
▶ T h e s e le c tio n p ro c es s its elf
9. Four approaches in IHRM
● E th n o c en tric
● P o lyc en tric
● G e o c en tric
● R e g io c en tric

10. Write about IHRM policies

H R p o lic ies a re g u id e lin e s th a t c o m p a nie s s e t f o r e m p lo ye e rela tio n s in th e w o rk p la c e .
T h ey're a s ta n d a rd ize d s et o f ru le s th a t e n s u re c o n s is ten c y b y o u tlin in g a c c ep ta b le
b e h a vio ra l s ta n d a rd s , em p lo ye e ex p ec ta tio n s , d is c ip lin a ry p ro c e d u res , a nd
o rg a niz a tio n a l o b lig a tio n s .

11. Contextual model

C o n te xtu a l m o d e ls a re th e o retic a l d e s c rip tio n s o f c o n te xt. T h es e a s s is t s c h o la rs a nd
in d ivid u a ls to s ys tem a tic a lly a c c o u n t fo r c o n tex tu al v a ria b le s an d m e a n in g in h u m a n
in te ra c tio n .

12. European model

T h eo rie s o f E u ro p ea n H R M fo c u s th e s u b jec t o n s ta k e h o ld e rs ra th e r th a n s h a re h o ld e rs
a n d e n c o m p a s s a w id e v ie w o f th e to p ic . S u c h th e o ries a ris e fro m th e u n iq u e c o n te xt
o f E u ro p e a n d re flec t th e c o n c e p tu a l s p ec if ic s an d th e in tern a l v a rie ty o f E u ro p ea n
H RM .

13. Localization
Lo c a liza tio n is th e p ro c es s o f a d a p tin g a n d c u s to m iz in g a p ro d u c t to m e et th e n eed s
o f a s p ec ific m a rk e t, a s id e n tifie d b y its la n g u a g e , c u ltu re, e xp e c ta tio n s , lo c a l
s ta n d a rd s a n d leg a l req u ire m e n ts .
14. Evolution of HRM
T h e e vo lu tio n o f H R M c a n b e tra c e d b a c k to th e ea rly 2 0 th c en tu ry w h e n th e f o c u s w a s
o n m a inta in in g re c o rd s a n d en s u rin g c o m p lia n c e w ith la b o r la w s . O ve r tim e , the ro le o f
H R M h a s e vo lv ed to b ec o m e m o re s tra teg ic a n d p ro a c tiv e in a lig n in g h u m a n c a p ita l
w ith th e o rg a n iz a tio n 's g o a ls a n d o b jec tiv es .

15. HRM practices

A c ru c ia l in te rn a tio n a l H R M p ra c tic e is to b e o p en w ith th e em p lo ye es , reg a rd les s o f
th e s u c c es s o r fa ilure o f th e b u s in es s . C o m p a n ies th a t fo s te r tra n s p a ren c y o f
c o m m u n ic a tio n and f ee d b a c k m ake em p lo yee s fee l tru s te d and re s p e c ted .
T ra n s p a ren c y a ls o p ro m o tes p a rtic ip a tio n a nd en g a g em e n t.

Unit 2

1. Define the term competitive advantage

Competitive Advantage: A c o m p etitiv e a d va n ta g e is a s et o f q u a litie s o r

a ttrib u tes th a t a llo w s a c o m p a n y to o u tp erfo rm its riv a ls in th e m a rk et. It c o u ld
b e a c h ie ve d th ro u g h c o s t lea d e rs h ip , d ifferen tia tio n , in n o v a tio n , o r o th er
s tra teg ies th a t m a k e a c o m p a n y's p ro d u c ts o r s e rv ic e s m o re d e s ira b le o r
c o s t-eff ec tiv e c o m p a re d to c o m p etito rs .

2. What is strategic orientation

Strategic Orientation: T h is refe rs to th e a p p ro a c h o r m in d s e t o f a c o m p a n y

w h en it c o m e s to s tra teg ic d e c is io n -m a k in g . It in v o lve s a lig n in g th e c o m p a n y's
a c tio n s , p la n s , a n d res o u rc e s in a c c o rd a n c e w ith its lo n g -term g o a ls a nd
s tra teg ies .

3. Recall the gist of Internalisation

Internalization: In th e c o n tex t o f b u s in e s s , in te rna liza tio n ref ers to a firm 's
d e c is io n to h a nd le a c tiv ities in tern a lly w ith in its o w n o rg a n iz a tio n rath e r th a n
o u ts o urc in g th em to ex te rn a l p a rties . It in vo lve s b rin g in g c e rta in fu n c tio ns o r
p ro c e s s es in-h o u s e fo r b etter c o n tro l, e ffic ien c y, o r s tra teg ic re a s o n s .

4. Infer the term international alliance

International Alliance: A n in te rn a tio n a l a llia n c e is a c o o p era tiv e a g re em en t
b e tw e en tw o o r m o re c o m p a n ie s o r o rg an iz a tio n s fro m d iffe re n t c o u n trie s to
w o rk to g e th e r to w a rd c o m m o n g o a ls . T h e s e a llia n c es c a n ta k e v a rio u s fo rm s ,
s u c h a s jo in t v en tu res , s tra te g ic p a rtn ers h ip s , o r c o lla b o ra tio ns , a n d a re o fte n
fo rm ed to g a in a c c e s s to n e w m a rk ets , tec hn o lo g ie s , o r re s o u rc e s .
5. What is expatriate failure
Expatriate Failure: E xp a tria te fa ilu re o c c u rs w he n a n e m p lo ye e w o rk in g in a
fo re ig n c o u n try o n a n in tern a tio n a l a s s ig n m en t is u n a b le to a d a p t o r p erfo rm
ef fec tiv ely in th e n ew e nv iro n m e n t. T h is c a n h a p p en d ue to v a rio u s re a s o n s
such as c u ltu ra l d iff eren c es , in a b ility to a d ju s t, fa m ily is s u es , or jo b
d is s a tis fa c tio n .

6. What is mean by joint venture

Joint Venture: A jo in t ve n tu re is a b u s in e s s a rra n g em en t w h e re tw o o r m o re
c o m p a n ies c o lla b o ra te b y p o o lin g th eir res o u rc e s a n d e xp ertis e to c rea te a n ew
en tity f o r a s p ec ific p ro je c t o r ve n tu re. It a llo w s c o m p a n ie s to s h a re ris k s , c o s ts ,
a n d k n o w le d g e w h ile p u rs u in g o p p o rtu n itie s in n ew m a rk e ts o r in d u s trie s .

7. Define franchising
Franchising: F ra n c h is in g is a b u s in e s s m o d el w h e re a fra n c h is o r g ra n ts a
fra n c h is ee th e rig h t to us e its b u s in es s m o d el, b ra n d , a n d p ro c es s es in
ex c h a n g e fo r fe es o r ro ya ltie s . T h e fra n c h is ee o p e ra te s th eir b u s in es s u n d e r th e
es ta b lis h e d b ra n d g u id e lin e s a n d b en e fits fro m th e s u p p o rt a n d re p u ta tio n o f
th e fra n c h is o r.

8. List out mode of entry in IB

Modes of Entry in International Business (IB):
● E x p o rtin g
● Lic en s in g
● J o in t Ve n tu re s
● S tra teg ic A llia n c es
● W h o lly O w n ed Su b s id ia rie s
● F ra n c h is ing
● M erg e rs a n d A c q u is itio n s

9. What is mean by licencing

Licensing: L ic en s in g is a b u s in es s a rra n g e m e n t w h e re a lic e n s o r g ra n ts
p e rm is s io n to a n o th e r p a rty (lic e n s ee ) to u s e its in tellec tu a l p ro p erty, s u c h a s
p a te n ts , tra d e m a rk s , o r te c h n o lo g y, in ex c h a n g e fo r fe es o r ro ya ltie s .

10. Culture context of IHRM

 Culture Context of IHRM: In tern a tio n a l H u m a n R es o u rc e M a n a g e m e n t (IH R M )
c o n s id e rs th e im p a c t o f c u ltu ra l d if feren c es o n H R p ra c tic es in m u ltin a tio n a l
c o m p a n ies . It in v o lv es u n d e rs ta n d in g a n d a d a p ting H R p o lic ie s , p ra c tic e s , a nd
s tra teg ies to fit d iffe re n t c u ltu ra l c o n tex ts a c ro s s v ario u s c o u n tries w h ere a
c o m p a n y o p era te s .

11. Types of organisational culture

Types of Organizational Culture: O rg a n iza tio n a l c u ltu re c a n b e c a te g o rize d in to
v ario u s typ e s :
● Hierarchical Culture: E m p h a s iz es s tru c tu re , ru le s , a n d c o n tro l.
● Clan Culture: Fo c u s e s o n c o lla b o ra tio n , te a m w o rk , a n d e m p lo ye e en g a g e m e n t.
● Adhocracy Culture: V a lu es in n o v a tio n, ris k -ta k in g , a n d fle xib ility.
● Market Culture: D rive n b y c o m p etitio n , a c h iev em en t, a n d res u lts .

12. What is global strategy

Global Strategy: A g lo b a l s tra te g y is a p la n o f a c tio n th a t s ee k s to c rea te a
c o m p etitiv e a d va n ta g e b y le ve ra g in g o p p o rtu n ities a c ro s s d iffe re n t c o u n trie s . It
in vo lv es s ta n d a rd izin g p ro d u c ts /s e rvic e s fo r g lo b a l m a rk e ts o r a d a p tin g th em
to lo c a l p re feren c es w h ile m a in ta in in g a c o h es iv e w o rld w id e a p p ro a c h .

13. What do you mean by direct investment

Direct Investment: D ire c t in v es tm en t in v o lv es a c o m p a n y inv es tin g in o r
c o n tro llin g fo re ig n a s s e ts o r en terp ris es , w h ic h c o u ld in c lu d e s etting up
s u b s id ia ries , a c q u irin g s ta k es in fo re ig n c o m p a n ie s , o r e s ta b lis h in g o p era tio n s
in a fo re ig n c o u n try.

14. What do you mean by merger

Merger: A m erg e r is a s tra te g ic c o rp o ra te c o m b in a tio n w h e re tw o s e p a ra te
c o m p a n ies c o m e to g eth er to fo rm a s in g le n e w en tity. It in vo lv es th e
c o n s o lid a tio n o f a s s e ts , o p era tio n s , a n d m a n a g e m e n t o f b o th c o m p a n ies to
c re a te a s tro n g e r, la rg er o rg a n iza tio n .

15. What do you mean by acquisition

Acquisition: A n a c q u is itio n o c c u rs w he n o n e c o m p a n y ta k es o v er a n o th er
c o m p a n y b y p u rc ha s in g a m a jo rity s ta k e o r a ll o f its s h a re s . U n lik e a m e rg er, in
a n a c q u is itio n , o n e c o m p a n y re m a in s w h ile th e o th er m a y c e a s e to ex is t a s a
s ep a ra te e n tity, b ec o m in g p a rt o f th e a c q u irin g c o m p a n y.
 Unit 3

1. Identify the challenges in international mangers staffing?

Challenges in International Managers Staffing:
● Cultural Differences: A d a p tin g to d ifferen t c u ltu ra l n o rm s a n d p ra c tic e s
in a n e w c o u n try c a n b e c h a llen g in g .
● Language Barriers: C o m m u n ic a tio n m ay b e h in d ere d d u e to la n g u a g e
d iff eren c es .
● Global Mindset: F in d in g m a n a g e rs w h o p o s s es s a g lo b a l p ers p ec tive
a n d c a n w o rk ef fec tiv ely a c ro s s d iv ers e e n viro n m en ts .
● Legal and Regulatory Compliance: C o m p ly in g w ith va rio u s e m p lo ym en t
la w s a n d re g u la tio ns in d iffe re n t c o u n trie s .
● Family Issues: A d d res s in g th e c o n c ern s o f th e ex p a tria te's fa m ily
reg a rd in g re lo c a tio n .
●
2. What are the reasons to adopt outsourcing in recruitment?
Reasons to Adopt Outsourcing in Recruitment:
● Cost Efficiency: O u ts o u rc in g re c ru itm en t p ro c es s es can be m o re
c o s t-eff ec tiv e th a n m a in ta in in g a n in -h o u s e rec ru itm e n t tea m .
● Expertise Access: A c c e s s to s p ec ia lize d s k ills a n d e xp ertis e fro m
ex tern a l rec ru itm en t ag en c ies .
● Focus on Core Business: A llo w s th e c o m p a n y to fo c u s o n its c o re
o p era tio n s w h ile e xp erts h a n d le re c ru itm en t ta s k s .

3. What are the essence of staffeing international managers?

Essence of Staffing International Managers:
● Id en tifying a n d s ele c tin g in d ivid u a ls w ith c ro s s -c u ltu ra l c o m p e ten c ie s .
● P ro v id in g n e c e s s a ry tra in in g a n d s u p p o rt f o r s u c c e s s fu l in te g ra tio n in to
th e n ew en v iro n m e n t.
● E n s u rin g a b a la n c e b etw ee n lo c a l re s p o n s ive ne s s a n d g lo b a l m in d s e t in
m a n a g ers .
4. Define recruitment?
Recruitment: R ec ru itm en t is th e p ro c e s s o f id en tifyin g , a ttra c tin g , a n d s ele c ting
q u a lified c a n d id ate s to fill jo b v a c a n c ies w ith in a n o rg a n iz a tio n .

5. What do you mean by staffing?

Staffing: S ta ffin g in v o lve s th e e n tire p ro c es s o f a c q u irin g , d e p lo yin g , a nd
reta in in g a w o rk fo rc e in an o rg a n iz a tio n .

6. List out the approaches of staffing?

Approaches to Staffing:
● Ethnocentric Approach: F ills k e y p o s itio n s w ith em p lo ye es fro m th e
h o m e c o u n try .
● Polycentric Approach: E m p lo ys lo c a ls fro m th e h o s t c o u n try to m a n a g e
o p era tio n s .
● Geocentric Approach: S e ek s th e b e s t ta len t re g a rd le s s o f n a tio n a lity fo r
g lo b a l p o s itio n s .

7. What do you mean by expatriates?

Expatriates: E x p a tria tes a re in d ivid u a ls w h o live a n d w o rk in a c o un try o th er
th a n th eir n a tiv e c o u n try o r th e c o u n try o f th eir p re vio us res id en c e.

8. What do you mean by Impatriate?

Impatriate: Im p a tria tes a re in d iv id u a ls w h o a re b ro u g h t in to a c o m p a n y's
h ea d q u a rters f ro m fo re ig n s u b s id ia ries o r o p era tio n s to s h a re th eir e xp ertis e
a n d e xp erie n c e s .

9. List out the role of non expatriates?

N o n -e xp a tria tes p la y va rio u s ro le s in c lu d in g lo c a l m a n a g e rs , e m p lo yee s in
s u b s id ia ry o ffic es , a n d in d iv id u a ls c o n trib u tin g to the g lo b a l s tra te g y w ith o u t
relo c a tin g .

10. Define selection?

Selection: S elec tio n is th e p ro c es s o f c ho o s in g th e m o s t s u ita b le c a n d id a te
fro m a p o o l o f a p p lic a n ts w h o h a ve b ee n re c ru ite d fo r a s p e c ific jo b .

11. List out the recruitment process?

 Recruitment Process:
● Id en tifying jo b va c a nc ies
● C re atin g jo b d e s c rip tio n s a n d s p e c ific a tio n s
● A d ve rtis in g the jo b o p en in g s
● R e c e ivin g a n d rev iew in g a p p lic a tio n s
● C o n d u c tin g in tervie w s a n d a s s e s s m e n ts
● S ele c tin g a n d h irin g c a n d id a tes

12. List the international recruitment sources?

International Recruitment Sources:
● G lo b a l jo b b o a rd s a n d w eb s ite s
● In tern a tio n a l rec ru itm en t ag en c ies
● In tern a tio n a l c a re er fa irs a n d e ve n ts
● S o c ia l m ed ia p la tfo rm s
● N etw o rk in g a n d em p lo yee re ferra ls

13. Mention various methods involved in selection?

Methods Involved in Selection:
● In terv ie w s
● A s s e s s m e n t C en ters
● P s yc h o m e tric T e s ts
● B a c k g ro u n d C h e c k s
● R e fe re n c e s
● G ro u p D is c u s s io n s

14. List the current practices involved in recruitment and selection?

Current Practices in Recruitment and Selection:
● A I-d rive n re c ru itm en t to o ls
● D iv ers ity a n d in c lu s io n in itia tiv es in h irin g
● R e m o te/ virtu a l h irin g p ro c e s s es
● E m p lo yer b ra n d in g s tra te g ies
● D a ta -d riv en d e c is io n -m a k in g in re c ru itm en t

15. List out the external recruitment sources?

External Recruitment Sources:
● J o b b o a rd s (lo c a l a n d inte rn a tio n a l)
● R e c ru itm e n t a g e n c ie s
● R e fe rra ls f ro m e xis tin g e m p lo ye es
● S o c ia l m ed ia p la tfo rm s
● C a ree r f a irs a n d ev en ts

Unit 4

1. Write a note on HCN?

HCN (Host Country Nationals): H o s t C o u n try N a tio n a ls a re in d ivid u a ls h ire d b y
a m u ltin a tio n a l c o m p a n y w h o a re c itize n s o f th e c o u n try w h ere th e s u b s id ia ry
o r b ra n c h o f th a t c o m p a n y is lo c a ted . T h es e ind ivid u a ls b rin g lo c a l k n o w led g e ,
la n g u a g e p ro fic ie n c y, a nd c u ltu ra l ins ig h ts th a t c a n b e v a lu a b le fo r th e
c o m p a n y's o p e ra tio n s in th a t s p e c ific c o u n try.

2. What are the issues faced by HR managers in multinational performance

management?
Issues Faced by HR Managers in Multinational Performance Management:
● Cultural Differences: V a ryin g p erfo rm a n c e e xp ec ta tio n s a nd
in te rp reta tio n s a c ro s s c u ltu re s .
● Standardization vs. Localization: B a la n c in g u n ifo rm p erfo rm a n c e
s ta n d a rd s w ith c u ltu ra l va ria tio n s .
● Language Barriers: C o m m u n ic a tio n c h a llen g es im p a c tin g p erfo rm a n c e
a s s es s m e n t.
● Global Integration: A lig n in g p erfo rm a n c e m e a s u re s w ith g lo b a l
o b je c tive s .

3. Interpret the concept of repatriation training?

Repatriation Training: R e p a tria tio n tra in in g is d e s ig n ed to h elp e m p lo yee s w ho
a re retu rn in g to th eir h o m e c o u n try a fter a n in tern a tio n a l a s s ig n m en t to re a d ju s t
to th eir h o m e c u ltu re , w o rk p la c e, a n d life s tyle . It a im s to ea s e th e tra n s itio n a nd
lev era g e th e s k ills g a in ed a b ro a d .

4. Define expatriate training?

Expatriate Training: E xp a tria te tra in in g in vo lv es p re p a rin g e m p lo ye es fo r
in te rn atio n a l a s s ig n m en ts . It c o v ers c u ltu ra l a d a p ta tio n , la n g u a g e tra in in g ,
 jo b -s p ec ific s k ills fo r th e n ew lo c a tio n , a n d s u p p o rt fo r p e rs o n a l a n d fa m ily
a d ju s tm en ts .

5. List out some of training program given to PCN and TCN?

Training Programs for PCN (Parent Country Nationals) and TCN (Third
Country Nationals):
● Language and Cultural Adaptation Training
● Cross-cultural Communication Workshops
● Country-specific Business Practices Training
● Technical or Job-Specific Training for the New Location

6. What is sensitivity training?

Sensitivity Training: S e n s itivity tra in in g a im s to in c re as e a w a ren e s s a nd
u n d e rs ta n d in g o f c u ltu ra l d iffe ren c e s a n d p o te n tia l b ia s es . It h elp s in d ivid u a ls
d e ve lo p em p ath y an d a d a p t th eir b eh a vio r to b e m o re c u ltu ra lly s en s itiv e a nd
in c lu s ive .

7. What is repatriate training?

Repatriate Training: R e p a tria te tra in in g h e lp s re tu rn in g ex p a tria tes re in te g ra te
in to th eir h o m e c u ltu re a n d w o rk p la c e, a d d re s s ing a n y c h a llen g es th ey m ig h t
fa c e in rea d ju s tin g to th e ir o ld e n viro n m en t.

8. What are the component of diversity training?

Components of Diversity Training:
● Understanding Cultural Differences
● Managing Bias and Stereotypes
● Promoting Inclusivity and Equity
● Building Cross-Cultural Communication Skills

9. Draw the expatriate training cycle?

Expatriate Training Cycle:
● P re-D ep a rtu re T ra in in g
● O n -Site A d a p ta tio n Tra in in g
● O n g o in g S u p p o rt a n d Sk ill D ev elo p m en t
● R e p a tria tio n T ra in in g

10. List the cultural issues involved in performance management?

 Cultural Issues in Performance Management:
● V a ryin g d ef in itio n s o f s u c c es s a n d p erfo rm a n c e a c ro s s c u ltu re s .
● C o m m u n ic a tio n s tyles and fee d b a c k p re fere n c es d iffe rin g a m o ng
c u ltu res .
● D iffe ren t a ttitu d es to w a rd s h ie ra rc h y, a u th o rity, a n d lea d ers h ip .

11. What do you mean by international performance management?

International Performance Management: In tern a tio n a l P erfo rm a n c e
M a n a g em e n t refe rs to th e p ro c es s of m a na g in g and ev a lu a tin g th e
p e rfo rm an c e o f em p lo yee s ac ro s s d iff eren t c o u n tries a n d c u ltu res to e n s u re
a lig n m en t w ith g lo b a l o rg a n iz a tio n a l o b je c tiv es .

12. List the current trends involved in international training and development?
Current Trends in International Training and Development:
● V irtu a l a n d R em o te T ra in in g S o lu tio n s
● P ers o n a lize d L ea rn in g Pa th s
● E m p ha s is o n C u ltu ral C o m p ete nc y a n d In c lu s io n
● T ec h n o lo g y-d riv en T ra in in g P la tfo rm s

13. List some of the methods involved in IPM?

Methods in IPM:
● B a la n c ed S c o re c a rd
● 3 6 0 -D eg ree F e ed b a c k
● M a n a g em e n t b y O b je c tive s ( M B O )
● K ey P e rfo rm a n c e In d ic a to rs (K P Is )

14. List the effective measures involved in expatriate training program?

Effective Measures in Expatriate Training Programs:
● C ro s s -C u ltu ra l T ra in in g
● La n g u a g e a n d C o m m u n ic a tio n T ra in in g
● P ra c tic a l O n -S ite Tra in in g
● P s yc h o lo g ic a l S u p p o rt f o r A d ju s tm en t

15. What are the components of expatriate training program?

Components of Expatriate Training Programs:
● C u ltu ra l A d a p ta tio n T ra in in g
● La n g u a g e T ra in in g
 ● J o b -S p e c ific T ra in in g
● F a m ily S u p p o rt a n d A d a p ta tio n A s s is ta nc e

Unit 5

1. Define International Compensation

International Compensation: Inte rn a tio n a l C o m p e n s a tio n refe rs to th e
m o n e ta ry a n d n o n -m o n eta ry b en e fits p ro vid ed to em p lo ye es w o rk in g in
m u ltin a tio n a l c o m p an ie s a c ro s s d iffe re n t c o u n tries . It en c o m p a s s e s th e
s tra teg ies a n d p ra c tic es u s ed to fa irly a n d c o m p etitive ly re m u n e ra te e m p lo yee s
in v a rio u s g lo b a l lo c a tio n s .

2. Mention the various components of International Compensation

Components of International Compensation:
● B a s e S a la ry
● B o n u s e s a n d In c e n tiv es
● A llo w a n c e s (h o u s in g , tra n s p o rta tio n , c o s t o f liv in g )
● B en e fits (h e a lth c a re , re tire m e n t, in s u ra n c e )
● S to c k O p tio n s o r E q u ity
● H a rd s h ip a n d Lo c a tio n P re m iu m s

3. What are the emerging issues in International Compensation

Emerging Issues in International Compensation:
● Equity and Fairness: E n s u rin g f a irn es s in c o m p e n s a tio n a c ro s s d iff eren t
c o u n tries a n d c u ltu res .
● Global Mobility Challenges: A d d res s in g th e c o m p lex ities o f e xp a tria te
c o m p en s a tio n a n d ta x reg u la tio n s .
● Diversity and Inclusion: T a ilo rin g c o m p e n s a tio n to b e in c lu s ive a nd
d iv ers e a c ro s s re g io n s .
4. Reproduce the idea of International Compensation
Idea of International Compensation: In tern a tio n a l c o m p en s a tio n is a b o u t
a lig n in g re m un e ra tio n p ra c tic es a c ro s s m ultip le c o u n tries w h ile c o n s id ering
lo c a l la w s , e c o n o m ic c o n d itio n s , c u ltu ra l d iffe ren c e s , a n d c o m p a n y o b je c tive s .
It a im s to a ttra c t a n d re ta in ta len t g lo b a lly w h ile m a in ta in in g f a irn es s a nd
c o m p etitiv en e s s .

5. List the approaches involved in International Compensation

Approaches in International Compensation:
● Global Compensation Structures: C rea tin g u n ifo rm c o m p en s a tio n
s tru c tu re s a c ro s s th e o rg a n iza tio n .
● Local Adaptation: A d ju s tin g c o m p en s a tio n to fit th e lo c a l m a rk et
c o n d itio n s a n d c u ltu ra l n o rm s .

6. List any two challenges in International Compensation

Challenges in International Compensation:
● Currency Fluctuations: D ea lin g w ith c u rren c y va ria tio n s im p a c ting
c o m p en s a tio n v alu e s .
● Differing Cost of Living: A d ju s tin g c o m p en s a tio n f o r va ria tio n s in th e
c o s t o f liv ing a m o n g d iffe ren t c o u n trie s .

7. What do you mean by International Labour Standards

International Labour Standards (ILS): In tern a tio n a l La b o u r S ta n d a rd s a re a s et
o f g u id e lin e s a n d p rin c ip les es ta b lis h ed b y in tern a tio n a l o rg a n iza tio n s ( lik e th e
In tern a tio n a l L a b o u r O rg a n iz a tio n - IL O ) to en s u re b a s ic rig h ts a n d p ro te c tio n s
fo r w o rk ers g lo b a lly. T h es e s ta n d a rd s c o ve r a s p ec ts lik e w a g es , w o rk in g h o u rs ,
s a fe ty, a n d m o re .

8. What is the difference between domestic compensation and international

compensation
Difference between Domestic and International Compensation:
● Domestic Compensation: T yp ic a lly ta ilo re d to o n e c o u n try's m a rk e t a nd
reg u la tio n s .
● International Compensation: C o n s id ers m u ltip le c o u n tries ' la w s , c u ltu res ,
c u rren c ie s , a n d ec o n o m ic c o n d itio n s .
9. What is International Compensation management
International Compensation Management: In tern a tio n a l C o m p en s a tio n
M a n a g em e n t in vo lv es th e s tra teg ic p la n n ing , im p lem en ta tio n , a nd
a d m in is tra tio n o f c o m p e n s a tio n p a c k a g es fo r em p lo ye es w o rk in g in d iff eren t
c o u n tries to a ttra c t, reta in , a n d m o tiva te a d ive rs e g lo b a l w o rk fo rc e.

10. List the objective of international compensation

Objectives of International Compensation:
● A ttra c t a n d re ta in g lo b a l ta len t.
● E n s u re fa irn es s a n d e q u ity a c ro s s d ive rs e re g io ns .
● C o m p ly w ith lo c a l re g u la tio n s a n d s ta n d a rd s .
● M o tiva te a n d in c e n tiv iz e e m p lo yee s g lo b a lly.

11. What are the issues involved in International Compensation

Issues in International Compensation:
● C o m p lia n c e w ith d iv ers e leg a l a n d re g u la to ry fra m ew o rk s .
● B a la n c in g g lo b a l c o n s is ten c y w ith lo c a l a d a p ta b ility.

12. List out the importance of international compensation

Importance of International Compensation:
● A ttra c ts a n d re ta in s ta le n t in a c o m p e titive g lo b a l m a rk e t.
● M o tiva tes em p lo yee s b y o ffe rin g fa ir a n d c o m p etitiv e rew a rd s .
● E n h a n c es em p lo yee s atis fa c tio n a n d e n g a g em en t.

13. What are the factors consideration in International Compensation

Factors Considered in International Compensation:
● Lo c a l M ark e t C o n d itio n s
● C o s t o f Livin g V a ria tio n s
● E x c h a n g e R a te s
● Le g a l a n d T a x R eg u la tio n s
● C u ltu ra l N o rm s

14. What is the Role of ILS

Role of ILS: In te rn a tio n a l L a b o u r S ta n d a rd s s erve a s g u id e lin e s to e n s u re f air
a n d d ec en t w o rk in g c o n d itio n s , p ro tec t w o rk e rs ' rig h ts , a n d p ro m o te s o c ia l
ju s tic e g lo b a lly.
 15. List some of the International Labour Standards
Some International Labour Standards:
● M in im u m W a g e S ta n d a rd s
● O c c u p a tio na l S a fety a n d H ea lth R eg u latio n s
● E q u a l P a y fo r E q u a l W o rk
● C h ild L ab o r P ro te c tio n s

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P re p a red b y D e a n -M B A
M s .S .A b ira m i D r.P .M eg a la d ev i