Human Resource Management: Multiple Choice Questions

2 Be able to present a reasoned case for changes in staffing resources, identifying personnel requirements

A) a company can control the actions of its own employees, including non-sales job tasks.

To begin Company D put the most qualified personnel in place in order to determine what is needed to go forward with the shoe company. This highly qualified management will be able to point out if upgrades are needed, as well as if any training is needed for specific positions in the company. Management will make sure all

B. The existing policies of the company in relation to rewards and recognition for the workers

* Supply and demand; Organisation will have to look at supply of the talent. If the supply is low and demand high use of internal resources will be necessary by forward planning, supply of specialist training

Company A is a holding company that provides financial protection, insurance and asset management services that employs 20,000 employees in 17 different countries in Europe, North America and

The first barrier that comes to mind is Language. Either the Company employs someone who is well versed in Japanese and from that Country or it forces the Japanese to speak English. As English is a more common language in the business world, it would seem as if that forces the Japanese to speak English.

Performance criteria and goals are best established by combining the values and norms of each local environment with the home-office’s performance standards. An individual country profile should be developed and should take into account the foreign subsidiary’s environment. This profile should be used to review any factors that may have an effect on the expatriate employee’s performance. Such factors include language, culture, politics, labor relations, economy, government, control, and communication.

This paper provided an opportunity to take a deeper look into the country of Japan by conducting a Global Cultural Analysis. Throughout this paper the following four research areas were explored: 1.What is the major elements and dimensions of culture in Japan? 2. How are these elements and dimensions integrated by locals conducting business in Japan? 3. How does U.S. culture and business compare with the elements and dimensions of culture integrated by the locals conducting business in Japan? 4. What are the implications for U.S. businesses that wish to conduct business with Japan?

(b) Explain the measures put in place in taking advantage of the opportunities with specific reference to Personnel Management

The future costs of inducting and training new staff and costs of labour turnover if the selected staff are not retained. As in St. Margaret’s Nursing Home the HR Director is under pressure to increase staff retention in order to reduce future training and recruitment costs, she believes that the current recruitment and selection policies of St-Margaret’s Nursing Home are partly responsible for the turnover problem.

Our firm has set out to Internationalise its operations by opening to different facilities One in China Assembling and Maintaining Aircraft Engines and the other in Europe fabricating turbine blades for Aircraft

Culture is a very important value that is often misconstrued with a foreign country. You have to understand the local law and its role in their society. Americans often think that because Japan has very little litigation, Japanese companies are not concerned about contracts and legal rights. That is an enormous cultural misunderstanding that can lead to major business mistakes. Japanese businesses are very legalistic and concerned with preserving their rights - though they are not litigious, in part because the Japanese court system is slow, expensive and cumbersome.

Senior employee is preferable than fresh employee in the stereotype of age. They have more job competency because of experiences,

Thereafter, the need to retrain and retain the talent pool through promotions and competitive remuneration package would need to be reviewed. However, it is not short of having the need to revise the retirement age and to release employees deemed unsuited for the new objectives. Hence, a new talent pool aimed at exceeding, if not meeting, expectation would be formed to successfully deliver the company’s commitment.