International Human Resource Management

School of Business Management

Dr.Syed Mansoor Pasha

1 Assistant Professor
AGI, Hyderabad
Course File Index

Page
S.No. Item Description
Number

1 Course Information Sheet 3

2 Syllabus 4

3 Text Books, Reference Book, Web/Other Resources 4

Programme Educational Objectives(PEO’s), Programme

4 5
Outcomes(PO’s)

5 Bloom’s Taxonomy 6

6 Course Outcomes 7

7 Course Shedule 8

8 Lecture Plan 9-10

8 Minutes of Course Review Meeting 11

9 Unit Wise Questions 12-14

10 Model Question Papers 15-16

11 Tutorial Sheet 17

12 Course Assessment Report 19

13 Direct Assessment Sheet 20

14 Indirect Course Assessment Sheet 22

15 Add-ons(Activities,cases,ppts) 23

16 Case Studies 25

16 Classroom Activites 29
2
 ANURAG GROUP OF INSTITUIONS
SCHOOL OF BUSINESS MANAGEMENT
COURSE FILE
2018-19

Course Name: INTERNATIONAL HUMAN RESOURCE MANAGEMENT

Course Number : A93008H

Credits : 4

II MBA – II Semester
(2019-20)
Course Coordinator:
Dr.Syed Mansoor Pasha

Name of Faculty Academic Section

Year/Regulation
Dr.Syed Mansoor Pasha R18 A&B

3
 Syllabus

Introduction to IHRM: Definition, The drivers of internationalization of business.The

different setting of International Human Resource Management.Development of
Unit – I
IHRM.Difference between IHRM and Domestic HRM. Culture and employee
management issues/ impact of Country culture on IHRM

International Expansion Strategies: Linking HR to International Expansion Strategies,

Unit – II Socio-cultural context, Culture and Employee Management Issues ,Responding to
Diversity, Challenges of Localization, Global Integration.

Managing International Workforce : Mastering Expatriation, Institutional & Structural

Unit – III Context-Managing Alliances and Joint ventures, HR challenges in Cross Border
Integrations.

Acquisition& Performance Appraisal of International Workforce: Legal issues in

global workforce management, Staffing in International context, Appraisal of Expatriate,
Unit – IV
Third and Host country employees, Issues in International Performance Management,
International Training.
International Compensation:- Approaches, Composition, Social Security Systems
Across Countries, Emerging Issues, International Labour Relations, HRM Practices In
Unit – V
Different Countries practices Across The Countries, Emerging Issues In Compensation
Management.

Text Books:
1. Dowling, P.J. and Welch, D. E. International Human Resources Management.4th ed.
Cengage Learning. (1999)
2. Ashwathappa, K. and Dash, S. International HRM. Tata Mc.Graw – Hill Publishing
Company Limited (2008)
References
1. SubbaRao, P. International Human Resource Management. Himalaya Publishing House
(2009) 1st Ed.
2. Rao, P. L. International Human Resource Management. Excel Books, (2008)
4
 3. Marquardt, M. & Engel, D., Global Human Resource Development, Prentice Hill,
(1993)P.L Rao ,International Human Resource Management: Text and cases,excel books
india,2008
4. K.Ashwathappa and sadhnadash,international Human resource management,Mcgraw hill

Program Outcomes
The learning outcomes specify the knowledge, skills, values and attitudes students are expected
to attain in courses or in a program.
1. Business Environment and Domain Knowledge: Graduates are able to improve their
awareness sand knowledge about functioning of local and global business environment and
society.
2. Critical thinking, Business Analysis, Problem Solving and Innovative Solutions: Graduates
are expected to develop skills on analysing the business data, application of relevant analysis,
and problem solving in other functional areas such as marketing, business strategy and human
resources.
3. Global Exposure and Cross-Cultural Understanding: Demonstrate a global outlook with the
ability to identify aspects of the global business and Cross Cultural Understanding.
4. Social Responsiveness and Ethics: Graduates are expected to identify the contemporary
social problems, exploring the opportunities for social entrepreneurship, designing business
solutions and demonstrate ethical standards in organizational decision making.
5. Effective Communication: Graduates are expected to develop effective oral and written
communication especially in business applications, with the use of appropriate technology.
6. Leadership and Teamwork: Graduates are expected to collaborate and lead teams across
organizational boundaries and demonstrate leadership qualities, maximize the usage of diverse
skills of team members in the related context.
Program Educational objectives
1. To impart the fundamentals of the key elements of a business organization.
2. To provide a critical perspective on theoretical knowledge and practical approach to various
functional areas of management and decision making.
3. To develop analytical skills to identify the link between the management practices in the
functional areas of an organization and business environment.
4. To establish and realize a creative research culture among the student community.
5. To provide insights into latest technology, business communication, management concepts
and to built team work and leadership skills among them.
6. To inculcate the habit of inquisitiveness and creativeness aimed at self actualization and
realization of ethical practices.

5
 Blooms Taxonomy

Definitio I. Remembering II. III. Applying IV. Analyzing V. Evaluating VI. Creating
Verbs
ns • Choose • Classify
Understandin • Apply • Analyze • Agree • Adapt
• Define g
• Compare • Build • Assume • Appraise • Build
• Find • Contrast • Choose • Categorize • Assess • Change
• How • Demonstra • Construct • Classify • Award • Choose
• Label te • Develop • Compare • Choose • Combine
• List • Explain • Experiment • Conclusion • Compare • Compile
• Match • Extend with • Contrast • Conclude • Compose
• Name • Illustrate • Identify • Discover • Criteria • Construct
• Omit • Infer • Interview • Dissect • Criticize • Create
• Recall • Interpret • Make use of • Distinguish • Decide • Delete
• Relate • Outline • Model • Divide • Deduct • Design
• Select • Relate • Organize • Examine • Defend • Develop
• Show • Rephrase • Plan • Function • Determine • Discuss
• Spell • Show • Select • Inference • Disprove • Elaborate
• Tell • Summarize • Solve • Inspect • Estimate • Estimate
• What • Translate • Utilize • List • Evaluate • Formulate
• When • Motive • Explain • Happen
• Where • Relationships • Importance • Imagine
• Which • Simplify • Influence • Improve
• Who • Survey • Interpret • Invent
6
• Why • Take part in • Judge • Make up
• Test for • Justify • Maximize
• Theme • Mark • Minimize
• Measure • Modify
Course Outcomes: At the end of the Course students will be able to
1. Explain the concepts & Issues of International Human resource management
2. Develop competency in dealing to describe the International HRM planning and staffing
Decisions
3. Interpret the strategic and functional roles of HRM in various international contexts
4. Analyze external forces that have the potential to shape International HRM
5. Develop generic and transferable skills-especially in diagnosing International HRM
issues
MAPPING OF COURSE OUT COMES WITH PO’s & PEO’s

Course
PO’s PEO’s
Outcomes
CO1 1,3,6 1,2,3
CO2 1,2,3 2,3,4
CO3 1,3,4 1,2,5
CO4 1,3,6 1,2,3
CO5 1,2,3 2,4,5

Articulation matrix of Course outcomes with PO’s & PEO’s

Program Outcomes Program Educational objectives

PO PO PO PO PO PO PEO PEO PEO PEO PEO PEO
1 2 3 4 5 6 1 2 3 4 5 6
CO1 1 2 2 1 2 2
CO2 2 1 2 2 2 1

CO3 1 2 2 1 2 2

CO4 2 3 2 2 2
2
CO5 2 2 3 2 3 2

7
Course Schedule
Distribution of Hours in Unit – Wise

Total No.
Unit Topic of Hours
I Introduction to IHRM 9
II International Expansion Strategies: 9

III Managing International Workforce 8

IV Acquisition& Performance Appraisal of International

9
Workforce
V International Compensation 10

Total Classes 45

8
 Lecture Plan:

SUBJE INTERNATIONAL HUMAN RESOURCE MANAGEMENT

CT
Topic Lecture Method No of
S.NO classes
1 Unit-I: Introduction to IHRM :Definition Chalk and Board 1
2 The drivers of internationalization of business Group Discussion 2
The different setting of International Human Resource PPT 1
3 Management

4 Development of IHRM Group Discussion 2

5 Culture and employee management issues PPT 1
6 Impact of Country culture on IHRM Case Study 1
7 Cases 1
8 Unit-II: International Expansion Strategies Group Discussion 1
9 Linking HR to International Expansion Strategies PPT 1
10 Socio-cultural context Role play 1
11 Culture and Employee Management Issues PPT 2
12 Responding to Diversity Role play 1
13 Challenges of Localization Group Discussion 2
14 , Global Integration Chalk and Board 1
Unit-III: Managing International Workforce- PPT 2
15 Mastering Expatriation

16 Institutional & Structural Context Chalk and Board 1

17 Managing Alliances and Joint ventures Role play 2

9
18 HR challenges in Cross Border Integrations PPT 2
19 Cases 1
Unit-IV: Acquisition& Performance Appraisal of Chalk and Board 1
20 International Workforce

21 Legal issues in global workforce management Group Discussion 1

22 Staffing in International context PPT 1
23 Appraisal of Expatriate Chalk and Board 2
24 Third and Host country employees Role play 2
25 Issues in International Performance Management Group Discussion 1
26 International Training PPT 1
Unit-V: International Compensation: Approaches, Chalk and Board 2
27 Composition

28 Social Security Systems Across Countries Group Discussion 2

29 Emerging Issues PPT 1
30 International Labour Relations. Chalk and Board 1
HRM Practices In Different Countries practices Across Group Discussion 1
31 The Countries

32 Emerging Issues In Compensation Management. PPT 2

33 Cases 1
Total 45

10
Minutes of Course Review Meeting
Details of Meeting No -
Date of Meeting

Member’s Present

Signature of
Member’s
Remarks

Details of Meeting No -
Date of Meeting

Member’s Present

Signature of
Member’s
Remarks

Details of Meeting No -
Date of Meeting

Member’s Present

Signature of
Member’s
Remarks

11
Unit Wise Questions (With different Levels of thinking – Blooms Taxonomy and Course
Outcomes)

Unit-I
1) Discuss various terms and concepts related concerning international human resource
management?(CO1-L2)
2) Explain the Scope of International Human Rsource Management?(CO1-L2)
3) Differentiate between Domestic HRM and International HRM? (CO1-L4)
4) Define IHRM? what are the characteristics International Human Resource
Management?(CO1- L1)
5) Illustrate the different drivers of internationalization of business? (CO1-L2)
6) Explain the different setting of International Human Resource Management?(CO1-L2)
7) Explain the Culture and employee management issues in IHRM(CO1-L2)
8) Discuss the Development of International Human Resource Management?(CO1-L6)
9) Illustrate the impact of Country culture on IHRM? (CO1-L2)
10) Explain the different activities of involved in International Human Resource
Management? (CO1,L2)

Unit-II
1) Explain different international expansion strategies?.(CO2-L2)
2) Discuss the organizational strategies for managing workforce diversity?(CO2-L6)
3) Explain the Culture and employee management issues in IHRM(CO2-L2)
4) Discuss the national and international strategies for managing workforce diversity?
(CO2-L6)
5) Write about culture and various factors that contribute to the formation of
culture?(CO2,L1)
6) Explain the different Challenges of Localization in IHRM? (CO2,L2)
7) Outline about issues involved in Global Integration?(CO2,L3)
12
 8) Explain the issues of standardization and localization in general for MNEs and how do
they particularly manifest themselves in IHRM activities? (CO2-L2)
9) Explain the glass ceiling and how does it take place for women employees and employees
belonging to minority groups? (CO2-L2)
10) Discuss about the Socio-cultural context in International Human Resource Management?
(CO1-L6)
Unit-III
1) Describe the formation process of cross-border mergers, acquisitions and international
joint ventures. What are the major differences? ?( CO3,L2)
2) Explain the development phases of an M&A and the respective HR implications?(
CO3,L2)
3) Examine the What are some of the typical challenges for HRM in internationalized
SMEs?(CO3-L4)
4) Illustrate in which way do cultural and institutional differences impact the HR integration
in M&As and in IJVs?(C03-L3)
5) Explain the concept Expatriation and issues involved in it?(CO3,L2)
6) Outline the development phases of an IJV and the respective HR implications? (CO3-L3)
7) Explain the Institutional & Structural Context in International Human Resource
Management? (CO3-L2)
8) Discuss the difficulties in Managing Alliances and Joint ventures?( (CO3-L6)
9) Analyze HR challenges in Cross Border Integrations.? (CO3,L4)
10) Examine the role of expatriate in M&A in International Human Resource Management?
(CO3,L4)

Unit-IV

1) Outline the Legal issues in global workforce management?(CO4,L3)

2) Explain the Staffing in International context?(CO4,L2)
3) Analyze the Issues in International Performance Management?(CO4,L4)
13
 4) Discuss about Appraisal of Expatriate, Third and Host country employees? (CO4-L6)
5) Analyze the most important factors involved in the selection decision? (CO4-L4)
6) Explain about the training in International context?(CO4,L2)
7) Outline the main characteristics of the four approaches to international staffing? (CO4,L3)
8) Explain the necessity to include hard, soft and contextual goals when assessing
managerial performance? (CO4,L2)
9) Discuss the major factors associated with appraisal of expatriate managerial
performance? (CO4,L2)
10) Explain the key challenges faced in training expatriate managers? (CO4,L2)
Unit-V
1) Explain different approaches to International Compensation?(CO5,L2)
2) Discuss Composition of International Compensation?(CO5,L6)
3) Explain the Emerging Issues in International Compensation ?(CO5,L2)
4) Illustrate HRM Practices In Different Countries practices Across The
Countries?(CO5,L2)
5) Outline the Social Security Systems Across Countries? (CO5,L2)
6) Explain about the International Labor Relations?(CO5,L2)
7) Identify Emerging Issues In Compensation Management? (CO5,L4)
8) Explain the main differences in the Going Rate and Balance Sheet Approaches to
international compensation (CO5,L2)
9) Analyze the key differences in salary compensation for PCNs and TCNs? Do these
differences matter? (CO5,L4)
10) Explain the main points that MNEs must consider when deciding how to provide
benefits?? (CO5,L2)

14
Model Paper
ANURAG GROUP OF INSTITUTIONS
(Autonomous)
School of Business Management
II-M.B.A-I-Semester End Examinations,
Subject: International Human Resource Management
Time: 3 Hours Max.Marks:75

Section – A (Short Answer type Questions) (5X5=25 Marks)

 Answer all questions, each question carry equal marks.
1. Explain the Scope of International Human Resource Management?

2. Discuss the organizational strategies for managing workforce diversity?

3. Explain the concept Expatriation and issues involved in it?

4. Outline the Legal issues in global workforce management?

5. Discuss Composition of International Compensation?.

Section – B (Essay Questions) (5X10=50 Marks)

 Answer all the questions
6. a) Illustrate the different drivers of internationalization of business?
OR
b) Differentiate between Domestic HRM and International HRM?

7. a) Explain the glass ceiling and how does it take place for women employees and
employees belonging to minority groups?
OR
b) Write about culture and various factors that contribute to the formation of
culture?

8. a) Describe the formation process of cross-border mergers, acquisitions and

international joint ventures. What are the major differences?
15
 OR
b) Discuss the difficulties in Managing Alliances and Joint ventures?

9. a) Analyze the Issues in International Performance Management?

OR
b) Outline the main characteristics of the four approaches to international staffing?

10. a) Analyze the key differences in salary compensation for PCNs and TCNs? Do these
differences matter?
OR
b) Explain the Emerging Issues in International Compensation?

16
Tutorial Sheet
Unit-I Topics Revised
Topic Name

Unit-I Topics Revised

Topic Name

Unit-III Topics Revised

Topic Name

Unit-IV Topics Revised

Topic Name

17
Unit-V Topics Revised
Topic Name

18
 Course Assessment Report

Batch:

Academic Year/Sem:

Course Name:

Course Number:

Course Attainment (75 of Direct + 25 of Indirect)

Remarks and suggestions:

Course Coordinator

19
Direct Course Assessment Sheet

a) Internal Examination

Course assessment sheet Ass1

Hall Ticket No S1 S2 TOT

1
2
3

Course assessment sheet Mid1

Hall S1 S2 S3 S4 S5 L1 L2 L3 L4 L5 TOT
Ticket
No
1
2
3

Course assessment sheet Ass2

Hall Ticket No S1 S2 TOT
1
2
3

20
Course assessment sheet Mid2

Hall S1 S2 S3 S4 S5 L1 L2 L3 L4 L5 TOT
Ticket
No
1
2
3

b) External Examination

Hall Ticket No Total Marks

21
 Indirect Course Assessment Sheet
Tools:
a) Case Study

S.No. Hall Ticket Number Rubric Assessment

1
2
3

b) Course End Survey Report

22
Add-ons(Guest Lecture/Video Lecture/case study discussion /Poster Presentation…. etc.)
PPT’s & Lecture Notes

23
24
 Case 1 Establishing a branch of a family business in China
A family-owned carbon steel company from Germany has extended its business to Hong Kong.
The owners bought a small traditional Chinese firm and decided to copy the successful structure
they had developed at home. This structure was headed by three general managers who equally
shared the responsibilities for the business activities of the firm. The consequences were as
follows.
1 Now the Chinese employees were assigned tasks by people they have never seen before and
whom they did not understand. Many misunderstandings occurred, some were quite costly.
2 The employees back in Europe were only concerned with whether the assigned tasks were
completed and did not consider any other obligations to the Chinese employees, such as taking
care of the relationships with the Chinese government, banks, etc.
3 Eventually, the local employees became frustrated and were ready to leave the company.
The result was that the management model was changed again and a single managing director of
the subsidiary was accountable for all business activities in Hong Kong.
Discussion Questions:
1 Relate the described situation to one of the cultural dimensions identified by Hofstede. How
can you explain it?
2 How does this situation compare to comparable situations in your home country? What are the
limits of a cultural explanation?

CASE-2
WHOM DO YOU SATISFY? EXPATRIATE OR NATIONALS
Hi-Tech Electronics Limited was established in 2006 in Kualalampur, Malaysia. It produces and
markets all types of electronics goods in most of the Asian and Pacific countries. It has been one
among the top five companies as for the level of technology and one among the top three
Companies regarding marketing of the products in Malaysia. The company’s policy and
practices concerning human resource management are top in the country. The company’s salary
administration policies and practices were taken as guidelines not only by the other companies
but Also by various wage boards and pay commissions in the country. But this company has
25
been struggling a lot because of a minor problem relating to administration of salary and
benefits. The problem is stated hereunder.
The company employed nearly 400 national young graduate and post graduate engineers and 20
expatriate engineers. This employees form the cream of the company’s present human resource.
The expatriate employees occupied higher position in all the departments including Human
Resource Department. The company’s salary policy and benefit policy were formulated mainly
on the basis of the expatriate employee’s desire. The base salary of the company is the same for
both the expatriate and national employees. But expatriate receive additional allowances like
international market allowance, educational allowance, settling-in allowance, car allowance,
housing allowance and entertainment allowance. Thus, expatriate receives nearly 250% more
salary than the nationals doing the same job.The national employees demanded the management
to pay equally with that of expatriates immediately. According to them, the pocket frustrates
them severely.
(a) What is the crucial issue in this case?
(b) If you were the HR manager of the company, whom do you satisfy?
(c) what are the factors contributing to Expatriate’s Failure?

Case Study 3-HR in the DaimlerChrysler merger -The merger

The merger between Chrysler and Daimler Benz was one of the largest in history. Both
companies had started to screen the automobile industry for partners in 1997. In early 1998
Jurgen E. Schrempp, CEO of the German-based Daimler Benz company took the initiative and
suggested a merger to Robert J. Eaton, CEO of the American-based Chrysler corporation. The
merger contract was signed in May 1998. HR in the different phases of the M&A At the
beginning of the merger ‘soft’ people skills were not an important issue to consider. Even in the
second phase when the merger was negotiated HR issues continued to play a minor role.
Negotiations were dominated by legal and financial aspects. Due to the strict secrecy at this
stage, the corporate HR directors from both companies were not informed nor involved. In the
integration planning phase in August 1998, management teams from both firms developed
strategies for the merged company. These teams identified a number of issues that had to be dealt
26
with during the post merger integration. With respect to HR one important challenge was to
solve the remuneration problem: The German top managers earned much less than their
American counterparts. The contrary was the case for the lower management levels. It was
decided that the salaries for those German top managers who had international responsibility
would be raised to US level. For a broader group of German managers a component of their
salary would be linked to the company’s profit and its share price. At this stage all employees
were informed using various media such as letters, the intranet or films. Furthermore, there was a
first awareness about cultural issues in the merger. The new board was composed by 18 members
including both, Schrempp and Eaton as chairmen, 8 board members from Chrysler and the same
number from Daimler-Benz plus 2 from the Daimler subsidiaries Dasa and Debis. During the
post merger integration phase mixed teams worked on more than 1000 projects identified by the
post merger integration coordination team. Only 43 projects were in the area of HR. They
addressed topics such as corporate culture, employee profit-sharing, leadership styles, labor
relations, global job evaluation, exchange programs, and management development. The board
member responsible for human resources was not included in the ‘Chairman’s Integration
Council’, the core of DaimlerChrysler’s management structure during the post merger integration
phase. Within the first 2 years of the merger DaimlerChrysler lost about 20 top executives,
especially from the Chrysler side. There is little evidence about a systematic retention program
for this level. During the information campaign for the other levels the focus was on job security.
Only two years after the merger DaimlerChrysler executives had admitted cultural problems.
Examples included inappropriate humor, political correctness, perceived excessive formality,
sexual harassment, private relationships, and documentation of meetings. The company offered
intercultural training for executives and management exchange programs. Long-term effects In
2000, profitability at Chrysler had sharply dropped and there was a 20 per cent decline in the
DaimlerChrysler share price. At that time, the market capitalization of DaimlerChrysler was little
more than that of Daimler-Benz before the merger. Some years later, at the beginning of 2007
and after important financial losses mainly on the Chrysler side, media is discussing the
possibility of a separation of Daimler and Chrysler. Although Chrysler had to close several
production plants and had cut down around 40 000 jobs during the first years following the
27
merger it has to admit important economic problems for the third time after the merger
endangering the overall success of the combined company.16 This seriously affected the success
of the merger between Daimler and Chrysler and led to a separation of the two partners in due
course.
Case 4 Role playing: Intercultural competence
You have been assigned to Mexico for a two year international assignment. Your task is to
support the development of a new subsidiary. During the first weeks of your stay in Mexico you
experience again and again that your Mexican employees as well as your suppliers and
customers are never on time. Now you are sitting in a restaurant and you are waiting for the
Sales Director of one of your Mexican suppliers. Your meeting was at 12.30 but it is already
13.00 and the person you were waiting for did not show up. As you have another appointment at
13.30 you ask for the bill, still hungry! Exactly at this moment the Sales Director shows up – half
an hour late. How do you react? What reaction do you expect from your Mexican partner?
Which reactions would be interculturally competent and which would not be?
Case 5 A rainy expatriate performance appraisal
Richard Hoffman, a Que´ be´ cois Chemical Engineer working for a Canadian-based energy
firm, was given a three-year expatriate assignment in Venezuela as a technical liaison and
environmental protection project manager. His local project supervisor was Jean, a French
engineer who had lived in French Guiana and then Venezuela for over 20 years. Richard thought
that as a Francophone from Quebec, he and Jean would be able to build a quick working
relationship. Rich sent Jean an early email (in French, and not the usual corporate English)
containing what he thought of as the five most significant goals associated with his assignment –
similar to the management by objectives section of the more or less standard performance
appraisal forms he had filled out for years during earlier assignments in Edmonton, Toronto and
at corporate headquarters in Montreal. After several months with no response from Jean, Richard
caught Jean in the hallway between meetings and asked him about the email and his progress to
date. ‘Don’t worry about that’, Jean responded blandly, ‘Just keep working to the deadlines and I
will check with your coworkers and the other project managers on your work. Where did you go
to engineering school by the way?’ Richard waited another six months and was becoming
28
increasingly anxious as the firm’s annual review week approached. He finally caught up with
Jean on a rainy Friday in the lobby of the office building as they both waited for their drivers to
arrive. When asked about the upcoming performance review, Jean snorted and said. ‘C’est tout
fini, it’s all been taken care of. Make an appointment with my assistant Louisa next week and we
can go over the report we have sent to Montreal’. As Jean stepped gingerly into the rainy Caracas
parking lot, Richard thought back to the last few weeks with his team, the sometimes loud
disagreements with his fellow project managers, and wondered if it was too late in the day to call
his old supervisor in Toronto.
Activites
Background of the information
Brunt Hotels, PLC, owns more than 60 hotels throughout the United Kingdom. They recently
acquired a small hotel chain headquartered in France. Brunt’s chief executive decided that half of
the new hotels in France would be retained and rebranded as part of the Brunt Hotels Group; the
other half will be sold. This will support Brunt’s strategic objective of growing the organization
slowly to make sure that new ventures are well supported and opened on time and on
budget.Brunt’s hotels are considered budget accommodations; they are functional, clean and
reasonably priced.
Most guests stay for one to three nights and are a combination of business and leisure travellers.
The hotels are typically situated in downtown locations that are easily accessible by mass transit.
Tourists are attracted to these hotels in popular visitor destinations where the many local
attractions mean that they will not be spending much time in their hotel rooms.
The organization has decided to use an ethnocentric approach and send some of their existing
UK-based managers to France to lead the changeover of the new hotels and then manage them
after they re-open. If this new overseas venture is successful, Brunt may decide to acquire other
small hotel groups in other European countries. The organization would like to own 150 hotels in
the next fi ve years. Their 10-year plan is to own 300 hotels across Europe. This is an ambitious
target, so it is important that the organization finds an effective formula to operate successfully in
other countries.

29
Case Study-Part one
The organization has never owned any hotels outside the UK before, and has hired a team of
independent management consultants to advise them on how to proceed. They provided the
consultants the following information during their initial meeting:
 A majority of their existing managers said they would like a chance to work abroad.
 None of their existing managers speak French fluently.
 They will allow four weeks to rebrand the hotels. The new hotels must be ready to open
after that time.
 They expect to recruit a large number of staff for the new French hotels, because more
than 70 percent of the employees from the acquired organization left.
 They will require their managers to be fl exible and move between countries if any
problems arise.
Activity A (5 minutes)
Based on the information you have to date, what do you think the key priorities should be?
Activity B (15-20 minutes, including presentation of ideas)
The hotel management asked you if they should look only at internal candidates who are parent
country nationals (PCNs) or recruit host country nationals (HCNs). The class should be divided
into three groups; each group should prepare a 3-minute argument based on the following:
Group 1 believes that only PCNs should be hired.
Group 2 believes that only HCNs should be hired.
Group 3 believes that a combination of PCNs and HCNs should be hired.
Present the advantages of the approach your group was allocated to the class.
Note to instructors: You might want to refer to the PowerPoint slides for more detail on PCNs
and HCNs.

30
Case Study—Part Two
Brunt management decided that because this is their fi rst venture into a country outside the UK,
they want to use PCNs to set up the new hotels and that only internal candidates should be
considered. They think that this is important so they can incorporate the organization’s values.
However, they believe that once the hotels are up and running, HCNs could be hired. The
management vacancies must be filled as soon as possible.
In their company literature, the organization states that their core values are to:
 Provide excellent levels of customer service to all guests.
 Provide a clean and comfortable environment for guests and staff.
 Recruit and retain excellent staff.
 Support and develop staff so they can reach their full potential.
 Continuously strive to improve all aspects of the business.
 Ensure that all hotel buildings, fixtures and fittings are well-maintained in a proactive
manner.
It is important that the management consultants for this project take these core values into
account when making their recommendations.
Activity C (15 minutes)
Write a recruitment advertisement for the new positions which can be sent to existing managers
by e-mail. Your advertisement should include, at a minimum, the following information:
1. Main responsibilities of the new job.
2. The skills you are looking for in the position.
Case Study—Part Three
The management team liked your recruitment advertisement, but realized that they did not
consider the salary for these new positions! Since the organization has never hired managers to
work outside the UK before, they do not know how to start determining the compensation. They
provide you with the following information that they found on the Internet:
1. Existing salary for managers is £30,000 (45,000 Euros) plus bonuses.

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 2. Surveys show that the average salary for hotel managers in France is 60,000 Euros with
no opportunity to earn bonuses.
The directors want to have a consistent approach as to how they compensate expatriates because
they expect their overseas business to expand in the future. They also want existing employees to
be enticed into working abroad and want to have a good range of incentives.
Activity D (20 minutes)
Design a compensation package for the hotel management position. Explain the rationale for
your design. You may also include non-financial benefits.
Case Study—Part Four
The management eventually approves the advertisement and the compensation package and
distributes both internally. Interested candidates are asked to write a letter to the CEO to explain
why they think they are the best person for the job. Thirty managers apply for one of the new
positions (there are 10 positions available), which means there will be 20 unsuccessful
candidates still working for the organization.
The management team acknowledges that the application letters were not helpful with making
decisions and that they need a more robust selection process. There must be a strong sense of
fairness in the selection process because they do not want to de-motivate any of these existing
employees. They want to select the right candidates because it is essential that the new hotels are
successful and up and running quickly and efficiently. The senior managers know all of the
candidates quite well (personally and professionally). They would like you, as independent
consultants, to design an appropriate selection methodology.
The management team advises you that they do not want to take into account the marital or
family situation of the expatriate candidates; they are concerned that this may fall afoul of UK
equal opportunities legislation.
Activity E (20-30 minutes)
Each management consultant group must design a selection process for the candidates.
There is no budget limit for the development of the process; the senior management team knows
that it is important to get the right person for the job. However, because the new hotels must be

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up and running quickly, they ask you to design a selection process which will take a maximum of
two days.
You are in competition with the other management consultant groups and have fi ve minutes to
present your ideas. You must be able to justify why each method is appropriate.
Case Study—Part Five
The management hires six candidates to work overseas because they did not feel that the other
candidates were qualified. They feel confident that these six can successfully open the new
hotels. The success of these managers is vital to the success of setting up the new business, so
management wants to ensure they provide effective support for them in terms of training and
development. They believe that the best option is to divide training into two parts: pre-departure
training and on-the-job training in the new country. Since the organization has never sent
employees abroad before, they are not sure about what should be included in these training
programs. The only mandatory area that must be included is an introductory language section
(including basic business French) so that the managers have a basic grasp of the French language
by the time they open the new hotels. However, they hope that the managers will enjoy their
introductory language course and will continue to attend more advanced language classes when
the new hotels are open.
Activity F (20-30 minutes)
The organization knows that training is important; but despite looking at what other com- panies
offer, they cannot decide what the key training areas should be.
They would like all three management consultant groups to design the content and structure of
these training programs and allocate two managers to each of the groups (as indicated below).
Because of the large investment they are making in the managers, they provide you with some
details on each of them so that the training can be tailored to their needs. Please refer to page 17
for this information.
Group 1 will design the training programs for Managers A and B.
Group 2 will design the training programs for Managers C and D.
Group 3 will design the training programs for Managers E and F.
Complete the work tool shown in the following.
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