Dear IHRM experts,
I am studying for an exam in IHRM and I keep bringing up the same discussion questions. I would love to hear your opinion on these. They are:
1. How may institutional theory support both localization adaptation of HRM policy to local specificities and a country-of-origin effect in the HRM activities of MNCs?
2. To what extent can diversity management as part of the HRM activities of internationally operating companies be seen as a Western, culturally biased concept that only mirrors ethnocentrism?
3. What are the pros and cons of devolvement of HRM tasks to line management as your point of departure and which modern challenges are there of the structuring of the HRM-department?
4. How does resource dependency theory applied to international HRM inform and guide HR personnel in the practical planning and implementation of international assignments (expatriation)?
5. What is the contrast of the “comparative HRM”-view of international HRM and the culturalist view?
6. What are the pros and cons of devolvement of responsibility for HRM-tasks to line management?
7. How would the talent management approach of a multinational corporation vary looking at it from each of Perlmutter’s different development stages?
8. How does the knowledge based view of the firm applied to international HRM inform and guide HR personnel in the practical planning and implementation of international assignments (expatriation)?
Thank you for your time. It is appreciated.
I am studying for an exam in IHRM and I keep bringing up the same discussion questions. I would love to hear your opinion on these. They are:
1. How may institutional theory support both localization adaptation of HRM policy to local specificities and a country-of-origin effect in the HRM activities of MNCs?
2. To what extent can diversity management as part of the HRM activities of internationally operating companies be seen as a Western, culturally biased concept that only mirrors ethnocentrism?
3. What are the pros and cons of devolvement of HRM tasks to line management as your point of departure and which modern challenges are there of the structuring of the HRM-department?
4. How does resource dependency theory applied to international HRM inform and guide HR personnel in the practical planning and implementation of international assignments (expatriation)?
5. What is the contrast of the “comparative HRM”-view of international HRM and the culturalist view?
6. What are the pros and cons of devolvement of responsibility for HRM-tasks to line management?
7. How would the talent management approach of a multinational corporation vary looking at it from each of Perlmutter’s different development stages?
8. How does the knowledge based view of the firm applied to international HRM inform and guide HR personnel in the practical planning and implementation of international assignments (expatriation)?
Thank you for your time. It is appreciated.