1. To
what extent is it possible to roll out ‘best practice’ HRM in a globally
operating company? Focus specifically on the consequences for employees and
organisational performance.
2. What
do you regard as the most pressing practical questions comparative
international HRM should tackle? Why do you see them as most urgent?
3. Give
two examples each for a cultural and an institutional determinant of HRM in
practice and discuss how HRM practitioners are restricted by these factors in
their practical action.
4. What
five core competencies do you see as essential for an HRM practitioner working
in a globally operating company that is sensitive to various contexts? Why?
For Quality Research Projects: kojalajohn12@yahoo.com
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