MAN6635 FINAL QUESTIONS AND
ANSWERS 100% CORRECT
- benchmarketing
- statistical methods
- subject matter experts- "educated guesses" - ANSWER-Ways yo forecast demand
- Downsize
- Reduce pay
- demotions
- transfers
- early retirement
- wait for natural attrition
- hiring freeze - ANSWER-Methods for Correcting a Surplus
downsizing - ANSWER-Companies choose this strategy when:
•Attempting to reduce costs
•Closing or altering production facilities
•Outsourcing and offshoring for economic reasons
drawbacks of downsizing - ANSWER-- Often irreplaceable people are let go
- Survivors just work harder
- Survivors become disillusioned
- existing people work harder
- use temporary employees
- outsource
- promote from within
- decrease voluntary turnover
- recruit and hire new people - ANSWER-Methods for Correcting a Shortage
Workforce - ANSWER-An enterprises employees
labor force - ANSWER-The pool of potential employees from which the firm attracts and
hires its workforce
MNEs will likely need to: - ANSWER-•find staff in whatever location they operate
•learn to recruit and hire in multiple locations and cultures
•logically deploy staff internationally
- availability of data
- increasing Diversity of Labor Forces
- Brain Drain
,- Lack of Suitable Candidates for Management
- Populations Characteristics: The Shortage and Surplus Balancing Act - ANSWER-
challenges of international staffing
Approaches to MNE staffing: - ANSWER-•Ethnocentric
•Polycentric
•Global
Ethnocentric Staffing Approach - ANSWER-•Fill key managerial positions with HQ staff
•Appropriate when:
-Local management skill insufficient
-Close coordination with HQ is critical
-High level of technical capability required
-Proprietary technology is used extensively
Ethnocentric Staffing advantages - ANSWER--HQ staff familiar with company goals,
products, technology, policies, and procedures
-HQ staff knows how to get things done through HQ
Ethnocentric Staffing disadvantages - ANSWER--Lack of opportunities to develop local
managers
-Risk of poor adaptation of lack of effectiveness of IA
Polycentric Staffing Approach - ANSWER-•Fill key managerial positions with locals
•Appropriate when company wants to "act local"
Polycentric Staffing Advantages - ANSWER--Local managers familiar with local culture,
language, and ways of doing business
-Local managers have local contacts
-Local managers more likely to be accepted by people inside and outside the subsidiary
-Usually less expensive than sending manager from HQ
availability of data - ANSWER-•Difficult to find accurate data about labor forces in many
countries.
•IHR professionals must often develop such data from independent sources.
•MNEs should not make the assumption that local labor forces will be adequate to
provide the talent they need.
-increased globalization
-modern technology
-global communications - ANSWER-People with the education and skills needed in
today's global economy are increasingly available everywhere as a result of:
-Millions of people now work outside of their home countries.
, - People of all racial and ethnic origins and nationalities now comprise the global labor
force and thus the workforces of many companies - ANSWER-The world is
experiencing emigration and immigration on an unprecedented scale
Brain Drain - ANSWER-•Educated citizens in emerging and developing countries
leaving for jobs with better pay in developed countries.
- Effects are mitigated to the extent that work and jobs are exported from developed
economies through subsidiaries, joint ventures, outsourcing, and off-shoring
Lack of Suitable Candidates for Management - ANSWER-In many emerging
economies, overseas investment is outpacing the supply of suitable local managers.
Populations Characteristics: The Shortage and Surplus Balancing Act - ANSWER-•In
many developed economies, of primary concern is their aging populations and the
resulting labor shortages.
-More people retiring than entering the workforce
•In many developing and emerging economies, of primary concern is their young labor
forces who often lack the skill sets that jobs in MNEs require.
-Importing of workers/exporting of jobs
-Foreign direct investment
-Cross border joint ventures and partnerships
-Outsourcing, off-shoring, and sub-contracting - ANSWER-opposing profiles create a
balance in the global labor force, with the surplus of young workers in the developing
economies providing labor for the aging and shrinking labor forces in developed
countries through:
Staffing for an MNE involves: - ANSWER-•hiring at the local level
•managing a mobile workforce
Polycentric Staffing Disadvantages - ANSWER--Difficulty coordinating activities and
goals between subsidiary and HQ
-Potentially conflicting loyalties of local manager
-HQ managers of international firms don't get international experience
Global Staffing Approach - ANSWER-•Best managers are recruited from within or
outside the company, regardless of nationality
- Very well might not be from home or host country
Global Staffing Advantages - ANSWER--Largest pool of qualified applicants
-Applicants tend to have
•cultural flexibility and adaptability
•bilingual or multilingual skills
-Perceived by employees as acceptable compromises between HQ and local managers
-Cheaper to transfer employees from some countries than others
ANSWERS 100% CORRECT
- benchmarketing
- statistical methods
- subject matter experts- "educated guesses" - ANSWER-Ways yo forecast demand
- Downsize
- Reduce pay
- demotions
- transfers
- early retirement
- wait for natural attrition
- hiring freeze - ANSWER-Methods for Correcting a Surplus
downsizing - ANSWER-Companies choose this strategy when:
•Attempting to reduce costs
•Closing or altering production facilities
•Outsourcing and offshoring for economic reasons
drawbacks of downsizing - ANSWER-- Often irreplaceable people are let go
- Survivors just work harder
- Survivors become disillusioned
- existing people work harder
- use temporary employees
- outsource
- promote from within
- decrease voluntary turnover
- recruit and hire new people - ANSWER-Methods for Correcting a Shortage
Workforce - ANSWER-An enterprises employees
labor force - ANSWER-The pool of potential employees from which the firm attracts and
hires its workforce
MNEs will likely need to: - ANSWER-•find staff in whatever location they operate
•learn to recruit and hire in multiple locations and cultures
•logically deploy staff internationally
- availability of data
- increasing Diversity of Labor Forces
- Brain Drain
,- Lack of Suitable Candidates for Management
- Populations Characteristics: The Shortage and Surplus Balancing Act - ANSWER-
challenges of international staffing
Approaches to MNE staffing: - ANSWER-•Ethnocentric
•Polycentric
•Global
Ethnocentric Staffing Approach - ANSWER-•Fill key managerial positions with HQ staff
•Appropriate when:
-Local management skill insufficient
-Close coordination with HQ is critical
-High level of technical capability required
-Proprietary technology is used extensively
Ethnocentric Staffing advantages - ANSWER--HQ staff familiar with company goals,
products, technology, policies, and procedures
-HQ staff knows how to get things done through HQ
Ethnocentric Staffing disadvantages - ANSWER--Lack of opportunities to develop local
managers
-Risk of poor adaptation of lack of effectiveness of IA
Polycentric Staffing Approach - ANSWER-•Fill key managerial positions with locals
•Appropriate when company wants to "act local"
Polycentric Staffing Advantages - ANSWER--Local managers familiar with local culture,
language, and ways of doing business
-Local managers have local contacts
-Local managers more likely to be accepted by people inside and outside the subsidiary
-Usually less expensive than sending manager from HQ
availability of data - ANSWER-•Difficult to find accurate data about labor forces in many
countries.
•IHR professionals must often develop such data from independent sources.
•MNEs should not make the assumption that local labor forces will be adequate to
provide the talent they need.
-increased globalization
-modern technology
-global communications - ANSWER-People with the education and skills needed in
today's global economy are increasingly available everywhere as a result of:
-Millions of people now work outside of their home countries.
, - People of all racial and ethnic origins and nationalities now comprise the global labor
force and thus the workforces of many companies - ANSWER-The world is
experiencing emigration and immigration on an unprecedented scale
Brain Drain - ANSWER-•Educated citizens in emerging and developing countries
leaving for jobs with better pay in developed countries.
- Effects are mitigated to the extent that work and jobs are exported from developed
economies through subsidiaries, joint ventures, outsourcing, and off-shoring
Lack of Suitable Candidates for Management - ANSWER-In many emerging
economies, overseas investment is outpacing the supply of suitable local managers.
Populations Characteristics: The Shortage and Surplus Balancing Act - ANSWER-•In
many developed economies, of primary concern is their aging populations and the
resulting labor shortages.
-More people retiring than entering the workforce
•In many developing and emerging economies, of primary concern is their young labor
forces who often lack the skill sets that jobs in MNEs require.
-Importing of workers/exporting of jobs
-Foreign direct investment
-Cross border joint ventures and partnerships
-Outsourcing, off-shoring, and sub-contracting - ANSWER-opposing profiles create a
balance in the global labor force, with the surplus of young workers in the developing
economies providing labor for the aging and shrinking labor forces in developed
countries through:
Staffing for an MNE involves: - ANSWER-•hiring at the local level
•managing a mobile workforce
Polycentric Staffing Disadvantages - ANSWER--Difficulty coordinating activities and
goals between subsidiary and HQ
-Potentially conflicting loyalties of local manager
-HQ managers of international firms don't get international experience
Global Staffing Approach - ANSWER-•Best managers are recruited from within or
outside the company, regardless of nationality
- Very well might not be from home or host country
Global Staffing Advantages - ANSWER--Largest pool of qualified applicants
-Applicants tend to have
•cultural flexibility and adaptability
•bilingual or multilingual skills
-Perceived by employees as acceptable compromises between HQ and local managers
-Cheaper to transfer employees from some countries than others
