Reference no: EM132018441

CASE 1 : QUALITY COMPLIANCE AT THE HAWTHORN ARMS By Allen D. Engle, Sr.

1. Consider the three candidates in Exhibit A. If forced to make a decision tomorrow, which candidate should Alistair choose for the job? What major factors should determine his choice?

2. We are told nothing of the process that Trianon uses to recruit candidates for this level of final selection. Given what you know about the firm from the case, outline a general recruitment and selection process for Trianon. Describe how your proposed process fits with ‘best’ selection practices as well as the strategic needs of this company.

3. Should HR staff be involved in strategic decisions relating to international business operations such as finalising a joint venture agreement?

CASE 2 : LOCAL AND INTERNATIONAL? MANAGING COMPLEX EMPLOYMENT EXPECTATIONS By Maike Andresen

Assignments

1. Describe the content of a ‘traditional’ expatriate package, and the reasons of the company to provide such benefits! What limitations do you see in this contract when it comes to handling the company’s emerging needs?

2. Make a SWOT analysis of the Local International policy using information from the case study.

3. Compare the employers’ and employees’ needs regarding international mobility on a local international contract. What elements would have to be included in a package if they were to answer to these needs?

4. To what extent do you believe the distinction between the three groups of assignment packages (expatriate contract for expatriates, local international contract for local international hires and local contract for external international newrecruits) to be fair? To this end (a) refer to equity theory and determine the referent person in each of the three cases and (b) discuss the role of procedural justice! What can the company do to provoke positive behavioral intentions in reaction to the packages?

5. What does the company need to take into consideration in order to make the Local International policy for this new international employee population be applicable on a global basis? Formalize your arguments and propose a suggestion of a policy framework.

CASE 3 : BALANCING VALUES – AN INDIAN PERSPECTIVE ON CORPORATE VALUES FROM SCANDINAVIA By Martine Cardel Gertsen and Mette Zølner.

ACT 1 : Bangalore, October 17th 2012, 8.45 AM,

Question:

Identify the main issues raised and discuss how they may be explained in terms of the cultural and institutional contexts of Pharmaz in general and Pharmaz India in particular.

ACT 2 : Pharmaz India’s office in Bangalore, October 17th 2012, 9.30 AM

Question:

Imagine yourself in Amrita’s position. Which proposal would you make to Niels Nielsen and how would you argue in order to convince him?

ACT 3 : Pharmaz India’s office in Bangalore, January 17th 2013, 2.00 PM, Amrita and Niels meet to evaluate the process so far

Questions:

Step out of Amrita’s role and answer the following:

1. Do you feel that the measures taken to implement the corporate values and reorganize work in the financial services center have been appropriate?

2. Would you have done anything differently?

3. How should one proceed now to achieve the best possible result for Pharmaz India’s financial services center?