Assignment Questions
MAL 321
BA (HRM) III, 2018
1.The conclusions reached by Brewster et al (2005) after their extensive
research were that: ‘Our study has revealed an increasing emphasis on
globalizing HR processes, with intense discussion around what needs to be
global, regional or national. This new definition of global HR positions the
global HR professional as the guardian of culture, operating global values
and systems.’ What do you think this means in practice for anyone involved
in international HRM?
2. You are director of HRM (international) for an international firm operating
mainly in Africa. The business strategy is to expand operations into the Far
East, starting in Malaysia. A number of medium-sized firms based in Kuala
Lumpur have been identified as possibilities for acquisition. It will, however,
be necessary to place a number of expatriates in those firms to facilitate the
acquisition and ensure that their operations fit into the strategic pattern
envisaged for the company. Due diligence has established that these firms
have a number of capable executives who are paid above the going rate
locally. However, their pay is well below the level of remuneration that would
be required to attract and retain expatriates to work there. You have been
asked by the managing director, international operations, to propose a
remuneration policy for expatriates. What do you recommend and why?
3. The chief executive officer of one of your company’s overseas subsidiaries
has e-mailed you as follows: ‘I have come across the terms “convergence”
and “divergence” in an Economist article about managing international
businesses. Apparently they refer to the choice of how far either employment
conditions should be standardized worldwide or local companies should
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