Multiple Choice Questions on Hiring and Managing Employees

Describe how organisational procedures are applied to ensure work is planned and carried out productively, in relation to:

4. What are some of the things that you could do as a business owner to make sure that your employees are the best that they can be?

| "Can you tell me a little more about the kind of person you would like to work for?" is an example of a primary question.

17) Providing adequate resources to get a job done right and on time, and paying careful attention to selecting employees, are parts of

In reviewing Tanglewood case study 1, we evaluate all aspects of the company in order to determine which strategic staffing decision would potentially be suitable for meeting the organizations goals and staffing requirements. They’re 13 different staffing strategies which are distributed into two categories. Each one of the strategies is designed in a format of this one verses that one concept, making it so one would decide which would be best suited for the company. The two strategic staffing decision categories are staffing levels and the other is staffing quality. Staffing levels consist of : Acquire or develop talent, Hire yourself or outsource, external or internal hiring, core or flexible workforce, hire or

Dividing the workers into groups and giving them tasks to perform. The workers should perform the tasks as if they are conducting the real activities of the company

International Human Resource Management (IHRM) is the management of Human Resource in business operations in at least two nations and IHRM issues are the HRM issues and problems arising from the internationalization of business, and the HRM strategies, policies and practices which firms pursue in response to the internationalization process (Rajan, 2013).

While there are many various global issues that affect the International Human Resource Management to run efficiently, there are two key concepts that play a major role in understanding how to approach them with cohesive and a well coherent strategy; they are the International Human Recourse Management Strategy and Understanding the Cultural Environment. In the International Resource Management strategy, many companies will do their research in finding companies that offer the

2. The collective value of the capabilities, knowledge, skills, life experiences and motivation of an

Dowling Peter J and Welch Denice E and Schular Randall S(1999), International Human Resource Management, South-Western College

Managing HR in MNC is different from the way the HR is being managed in the country, According to Morgan (1986) there are three factors that differentiate between IHRM and domestic HR: First, the countries of operations such as the -country where a subsidiary may be located, the host-country where the subsidiaries are located, and other countries. Second, the different types of employee, in international environment the HR management have to deal with the host-country nationals (HCNs), expatriates or home-country nationals (PCNs) and third country nationals (TCNs), for example if L’Oreal hired an Indonesian employee in their Indonesian subsidiary the employee is a HCNs, and when manager from L’Oreal Headquarter in France came to work in Indonesian subsidiary the manager is a PCNs, and if L’Oreal employs manager neither from Indonesia nor France to work in their Indonesian subsidiary the manager is TCNs. Third, is the way HR practices (eg. staffing, compensation, training, and etc) are conducted. Although IHR practices seems to have the same activities as domestic HR, in IHR the manager will be dealing with different environment and diversity of employees from different cultural background. Moreover, as mentioned earlier dissimilarities between domestic and international HR management mostly due to profound differences between host and home countries in term of culture,

Briscoe D., Schuler R., Tarique I., (2011). Internatonal Human Resource Management : Policies and Practices for Multinational Entreprise.

Face to those options and wide resource, the managers in global enterprises have particular concern about the employees’ ability to disseminate knowledge and innovation throughout their global operations . The use of expatriates has seemed to be a logical choice for staffing, while the use of parent-country nations seems to be most appropriate in some specific situation . Some other global enterprises also prefer integrate the expatriates and local human resource. Nevertheless, each procedure has both advantage and disadvantage.

Human Resource Management is designing management systems to ensure that human talent is used effectively and efficiently to accomplish organizational goals (Mathis & Jackson, 2008). To that end, Human Resource

Globalisation, as an integrated and independent world economy, has contributed to the rapid expansion of international trade and world’s economic growth (Paik & Vance, 2006; Mutsuddi, 2012). The increase presence of global firms is shifting domestic HR towards global HR in addition to carry out a wider span of HR responsibilities (Losey, Meisinger & Ulrich, 2005; Rao, 2010; Jie, 2011; Mutsuddi, 2012). The generation of cross-border labour market also had brought human resource management into an international context (Mutsuddi, 2012).