UNIVERSITY OF BOLTON BUSINESS SCHOOL. MSc INTERNATIONAL MANAGEMENT SEMESTER ONE EXAMINATION 2015/2016 HR IN A GLOBAL CONTEXT MODULE NO: IMA 7003

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1 BBS024 UNIVERSITY OF BOLTON BUSINESS SCHOOL MSc INTERNATIONAL MANAGEMENT SEMESTER ONE EXAMINATION 2015/2016 HR IN A GLOBAL CONTEXT MODULE NO: IMA 7003 Date: Wednesday 13 th January 2016 Time: 2:00pm to 5:00pm INSTRUCTIONS TO CANDIDATES: There are TWO sections in this paper Section A: Compulsory multiple choice, answer ALL questions. Section B: answer any TWO from four questions

2 Page 2 of 8 Section A: this section is COMPULSORY and each question carries ONE MARK. There is only ONE correct answer to each question. Use the supplementary answer sheet provided to record your answers, following the instructions carefully. You must write your student ID number clearly at the top of the sheet. 1. According to Jacoby, (2005) and Foulkes, (1980), Human Resource Management can trace its roots back to the concept of: a) Financial Autocracy b) Economic Democracy c) Liberalist Unionism d) Welfare Capitalism 2. Which HRM model is closely aligned to the hard approach of HRM: a) Harvard Model b) Matching Model c) Employee Model d) Management Model 3. Which of the following is NOT considered to be an evolutionary development stage of HRM strategy focus: a) Person-Job Fit Stage b) Employee-Retention Stage c) Systemic Fit Stage d) Value Creation Stage 4. Universal bundles of HRM applying to all firms describes which of the main approaches to HRM strategy: a) Best Practice b) Resource Based c) Best Fit d) None of the above Section A continues overleaf

3 Page 3 of 8 Section A continued 5. Who developed the Five Dimensions of Culture: a) Geert Hofstede b) Charles Hampden-Turner c) Michael Minkov d) Fons Trompenaars 6. Which of the following is NOT considered to be one of the Seven Cultures of Capitalism: a) Achievement vs Ascription b) Neutral vs Emotional c) Masculinity vs Femininity d) Individualism vs Communitarianism 7. Which of the following is considered to be an implicit indication of organisational culture: a) Annual Report b) Staff Handbook c) Company Mission Statement d) Company Dress Code 8. Which of the following is considered to be a characteristic which affects organisational culture: a) The Competitive Environment b) Social Expectations c) Customer Requirements d) All of the above 9. According to Reilly and Williams (2012) which of these is NOT considered to be one of the five forms of global change: a) Mergers and Acquisitions b) Joint Ventures c) Currency Exchange Rates d) Shared Services/Offshoring Section A continues overleaf

4 Page 4 of 8 Section A continued 10. Which of the following describes the concept of Joint Ventures: a) Two companies working together b) Retrenchment, product line closure or disposal of portfolio assets c) One company acquires another company d) Outsourcing to cheaper foreign alternatives 11. Nandé and Dias (2007) indicate that the globalisation process includes: a) Globalisation of Markets b) Globalisation of Production c) Globalisation of Investment d) All of the above 11. Which of the following is NOT considered to be one of the Techniques of Human Resource Planning: a) Qualitative Demand Forecasting b) CSR Forecasting c) Supply Forecasting d) Quantitative Demand Forecasting 12. Who developed the Theory X and Theory Y model: a) Fredrick Herzberg b) Douglas McGregor c) Greg R. Oldham and J. Richard Hackman d) Abraham Maslow 13. According to Kramar and Syed, 2012 which of the following eras of organisational change management can be described as the Use of enabling technologies; Looks for the best way to change, whilst change is happening; Is about more holistic and more sustainable change : a) Complex Adaptive Systems b) Human Relations c) Scientific Management d) Sociotechnical Systems

5 Page 5 of 8 Section A continues overleaf Section A continued 14. Which of the following is NOT considered to be one of the soft approaches to Total Quality Management: a) Teamwork b) Customer Orientation c) Setting Standards of Performance d) Employee Participation 15. An isolated relationship between an SME and a larger firm is one which: a) Competes against large firms but can be subservient to their large counterparts who define rules and drive SME behaviour b) Exists within specific niches not viable for large firms due to low profitability c) Is entirely reliant on large firms; driven to orient operations towards their requests d) Develops distinctive products/services, often with high risk attached, may later gain commitment from large firms to enable growth 16. Which of the following concepts is indicated as being a way to directly manage workforce diversity: a) Total Quality Management b) Performance Evaluation c) Affirmative Action d) All of the above 17. Cooke and Saini (2012) indicate that there are differences when it comes to protected characteristics between US/UK (Western) and China/India (Oriental and Asian) because of: a) Cultural Differences b) Environmental Differences c) Financial Differences d) Legal Differences

6 Page 6 of 8 Section A continues overleaf Section A continued 18. According to the European Commission (2008) which of the following can be described as A concept whereby companies integrate social and environmental concerns in their business operations and in their interactions with their stakeholders on a voluntary basis : a) Corporate Social Responsibility b) Diversity Management c) Labour Standards d) Equal Opportunities 19. Which of the following could NOT be considered to be a benefit of an organisation undertaking CSR activities: a) Attract and retain customers b) Cover up corporate espionage c) Avoid business risk d) Legitimise business and profit levels Total 20 marks END OF SECTION A SECTION B IS ON THE NEXT PAGE

7 Page 7 of 8 SECTION B: There are FOUR questions in this section. You should provide an essay style response to ANY TWO. 1. Using examples, critically assess the impact culture may have on an organisation when they are seeking to expand their operations globally. Your response should consider both national and organisational cultural issues. 40 marks 2. Critically evaluate the role of diversity management in global organisational development, focusing upon the recruitment and retention of staff. Use examples to illustrate your response. 40 marks 3. Critically analyse major ethical dilemmas organisations may face when expanding their operations into developing countries. Using examples show how an organisation with a robust corporate social responsibility policy can help to alleviate some of these dilemmas. 40 marks 4. Your organisation is about to undertake a recruitment drive for their growing operations in Africa and the Asian Pacific. Choosing one of these geographical areas, what are the general considerations they need to consider to ensure that the right people are chosen for the job? Use examples to illustrate your response. It is expected that your response to this question will make general reference to various topics including (but not limited too) globalisation, diversity management, recruitment, culture, etc. 40 marks

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