International HRM as per PTU syllabus

Published by:-Prof. Rashid Hamid

&

Prof. Rohit Joshi

SHORT & LONG ANSWER QUESTIONS

UNIT-4th

INTERNATIONAL HUMAN RESOURCE MANAGEMENT

MBA 4TH SEMESTER

Q .1:-What do you mean by Ethics?

Ans:- The word ”ethics” is derived from the Greek word “ ethos” which refers to

character, guiding beliefs, standards or ideals that pervade a group, community oe

people. In the present context, ethics is used in two ways. First, as a field of study,

ethics is that branch of philosophy which is concerned with moral human character

and conduct, it prescribes mass moral principles that define what ought to be.

Second, as a behavioral pattern, ethics relates to behavior that is ethical.

The basic concepts and fundamental principles of decent

human conduct. It includes study of universal values such as the essential equality

of all men and women, human or natural rights, obedience to

the law of land, concern for health and safety and, increasingly, also for the natural

environment.   Ethics as "a set of concepts and principles that guide us in

determining what behavior helps or harms sentient creatures"

Ethic is an area of study that deals with ideas about what good and bad behavior

it is a branch of philosophy dealing with what is morally right or wrong. It is the

standards of conduct the indicate how one should behave based on moral duties

and virtues arising from prinipes about write and wrong.

According to Webster:- Ethics is discipline dealing with that which is good & bad

and with moral duty and obligations.

According to Mackenzie:- Ethics is the study of what is right or good in human

conduct or the science of the ideal involved in the human life.

As a field of study, ethics is that branch of philosophy which is concerned

with moral human character and conduct. It prescribes mass moral principles that

define what ought to be. as a behavioral pattern ethics related to behavior that is

ethical

The significance of ethical formulations, today, as in all times, is in their power

for shaping attitudes and constraining behaviors. Ethics provide for a basic social

need by defining the behaviors we expect and will accept from one another. In the

ideal, our ethics allow us to live together, productively and in harmony. But within

our generation there is the appearance of a growing disregard for the ethical

standards we have been given. The erosion of these ethical norms is a source of

social anxiety, creating distrust and moral callousness. In order to prevent further

deterioration of the underpinnings of our society, we must act to discover and

remedy the sources for our growing moral confusion. But I also believe we must

act carefully and thoughtfully. As with any complex social problem, this ethical

crisis will resist simplistic attempts at resolution. It is a mistake to equate a break-

down in the function of the ethics with a deterioration of public morality. Our

generation is not simply more self-centered or less moral than our predecessors. I

contend that this appearance of moral degeneration is more accurately perceived as

moral confusion. When we ask why individuals act unethically, we must also be

prepared to ask why it is that our ethics make it seem to be in the individual self-

interest to do so. Because our common morality limits our freedom to behave in

ways we might otherwise choose to, it is not enough to simply proclaim the

wrongness or rightness of an act. In order for our ethical foundation to work, we

must agree individually and together on the basis for those morals. Our ethics

must provide understandings which help compel us to act with intelligence,

compassion and understanding.

Q.2:-Discuss Ethical Dilemma?

Ans:- A dilemma is when you are stuck for choice on two or more items or

problem with human beings and personal prices of information. An ethical

dilemma is a situation wherein moral precepts or ethical obligations conflict in

such a way that any possible resolution to the dilemma is morally intolerable. In

other words, an ethical dilemma is any situation in which guiding moral principles

cannot determine which course of action is right or wrong. An ethical dilemma is a

complex situation that often involves an apparent mental conflict between moral

imperatives, in which to obey one would result in transgressing another.

An ethical dilemma is typically described as a complex situation that involves a

conflict between different morals. Ethical dilemmas are commonly found in

medicine. For example, deciding whether or not to install a feeding tube on a

comatose patient could constitute an ethical dilemma. Ethical dilemma is also

known as moral dilemma. Ethical dilemma is any situation in which guiding moral

principles cannot determine which course of action is right or wrong. To obey one

action, would result in transgressing another. An ethical dilemma is a situation

where one is in conflict between moral imperatives. Often rejecting either solution

has major consequences. It is also known as ethical paradox.

An ethical dilemma is a debate between two moral principles, where two sides can

argue about what is wrong or what is right. However, there is no real answer to an

ethical dilemma. It is simply a matter of what one believes in. For example,

abortion is an ethical dilemma. Some people are pro-abortion while others are

strictly against it. An ethical dilemma, also known as moral dilemma, is a situation

wherein moral precepts or ethical obligations conflict in such a way that any

possible resolution to the dilemma is morally intolerable. In other words, an ethical

dilemma is any situation in which guiding moral principles cannot determine

which course of action is right or wrong.

An ethical dilemma is a problem ,situation or opportunity, that requires an

individual  group or organization to choose among several wrong or unethical

Q.3:-Write a note on innovative HR management practices in India?

Ans:- India now becomes a player in the global stage. Everyone wants to do

business with india, this change has given lot of opportunities to our country to

grow further but it posed lot of challenges in front of us like Indian companies

gained confidence to acquire foreign giant companies and try to establish

themselves very competitive than the foreign companies at the same time we have

to give emphasis on the various challenges before us like the gap between people

in the corporate world and those in the rural areas is becoming serious concern and

the wage differentials between blue collared workers and senior managers, the

candidates having good education and communication skills getting more chance

in the job market than other people lesser than them, attrition levels are all time

high in India for example business process outsourcing facing problems with talent

retention.

This paper try to extract the facts to find out how the companies in India facing HR

problems and what kind of innovative practices they are following to recruit and

retain their employees and made them feel best place to work and enjoying

working and made the companies in the great height in their own field of business.

INNOVATIVE PRACTICES IN HR AREAS:

1. Recruitment and selection

2. Learning and development

3. Rewards and recognition

4. Career planning

5. Compensation and benefits

6. Performance management

7. Leadership and development

8. Organization structure

1.RECRUITMENT AND SELECTION

1. Employee referrals by employees which comprises 50% of all hiring at SAP

Labs India, Bangalore.

2. Non – standard pool of talent: housewives with a gap in career

3. “Bar Raisers”:

The HR department has organized an elite group of 34 employees – who have veto

power in an recruitment decision, if a Bar member feels a potential recruit does not

match upto the company’s standards.

4. Short stories:

The Company compiled 52 short stories, one for each week, the company used to

introduce new recruits. The stories talk about its history and evolution, technology

and people who made a difference.

5. The company goes beyond its employees and connects with their support group:

the family, when an employee joins, his parents or spouse get a welcome letter.

2.LEARNING AND DEVELOPMENT

SME’s(Subject Matter Experts):

HR team identifies the internal subject matter experts to give training to the

employees

Sending employees for higher studies

EWelcome:

When employees join the company, they have to interact with functionaries in

other regions who assume that the new person in knows the internal systems. Often

the new employee is unfamiliar with the systems and is at sea. The EWelcome

gateway lists certain universal systems of the company and helps them get familiar

with such things. A stand – out feature is that if this checklist remains incomplete it

sends an automatic notice to the manager responsible for the employee.

Company follows a training policy to have seven days of training every year is

mandatory for all employees, even this chairman and the directors.

GOLD (Godrej Organization for Learning and Development):

Web-based learning tied up with UK – based NetG to distribute e- learning

modules among the workforce. The company gives equal importance to soft skill

training. “ Out of box thinking is more important “, the sponsored the Edward De

Bono certification of lateral thinking for two of its managerial employees, so they

could teach in – house. This learning creates a leadership pipeline.

3. REWARDS AND RECOGNITION

1. MAD (Mutual Admiration):

Is an event where every employee is given green cardboard leaves on which they

scribble messages of appreciation and pin them onto the MAD tree in the cafeteria.

The leaves are a way of reaching out to colleagues and teams who have mattered.

And at the end of the week, the foliage gets thick. Surely, the employees like being

around each other.

2. Smart Work and Smart Reward:

It directed towards improving employees productivity. It rewards those who

complete tasks in fewer working hours than stipulated.” The reward process is well

defined and transparent. It has helped in ensuring better work – life balance.

4. CAREER PLANNING

1. Career Success Centre:

An online portal and a one – stop shop for all career related resources. The portal

helps employees plan and develop their careers according to business needs.

5. COMPENSATION AND BENEFITS

1. Paternity leave

2. Extra three months maternity leave at half the salary leave

3. No attendance monitoring

4. unlimited sick leave

5. equal privileges for employees across levels: employees at all levels travel in the

same class, stay in similar hotels, work out of standard cubicles, log in their own

leave.

6. PERFORMANCE MANAGEMENT

1. 360 degree feedback system

2. “Performance Task Force”: A cross functional team constitutes 20 members and

this force keeps track of what needs to be plugged, and what seems to be working.

It goes back to HR every six months to deliver feedback.

7. LEADERSHIP AND DEVELOPMENT

1. Food for thought:

Inviting employees in groups to chat with Managing director over lunch in an

informal environment on various issues and topics.

2. Succession planning

3. Employee empowerment

4. Reach out:

An initiative to keep a direct link of communication to its employees, the president

of the company meets the employees.

8. ORGANIZATION STRUCTURE

1. Flexi and Part – time

2. The companies allow the employees to shift jobs if they wish to, across its

different functions.

3. Skits: The companies are asking the employees to devise skits to dramatize its

values, design screen savers and even create mascots themed on the values, they

would much rather hunker down and design some more.

4. The company created new position called “Employee Engagement Manager”:

the major task of the manager is to energize the workplace with fun – filled events

and effective communication.

5. “People Champions”: Every project team has one facilitator from the HR

department. The people champion takes care of any administrative need a project

might have, leaving the project members free to concentrate on their work.

6. Orientation along with parents: The Company invites the parents of new recruits

for orientation, its good for the parents to know the kind of organization their

children work for, this insight came from campus recruitment, where parents

would stay with their children right till results were parents would stay with their

children right till results were announced.

7. “People Movement Management Review Committee”: it ensures talented

employees were retained by reassigning them to other groups. The company also

hired consultants to assist those who were asked to leave to find jobs in other

organizations.

CONCLUSION:

In the present competitive world, the companies are facing lot of skill shortage,

talent crunch and attrition those reached historically height ever, that made the

companies feel the internal customer also more important equally with external

customers, so every company try to devise innovative HR practices to attract best

talent , giving them nice environment to work with, that enables the company to

retain talents, the above said practices are conceived and implemented and found

successful by the leading companies in India. It is found that convergence of

practices of different companies in different HR areas, if any company wants to

apply those practices that will benefit for the company to become more

competitive in the global market.

Q.4:- Explain Cultural practices in India?

Ans:- The culture of India is one of the oldest and unique. In India, there is

amazing cultural diversity throughout the country. The South, North, and Northeast

have their own distinct cultures and almost every state has carved out its own

cultural niche. There is hardly any culture in the world that is as varied and unique

as India. India is a vast country, having variety of geographical features and

climatic conditions. India is home to some of the most ancient civilizations,

including four major world religions, Hinduism, Buddhism, Jainism and Sikhism.

The culture of India is among the world's oldest, reaching back about

5,000 years. Many sources describe it as "Sa Prathama Sanskrati Vishvavara" —

the first and the supreme culture in the world. India is a very diverse country, and

different regions have their own distinct cultures. Language, religion, food and the

arts are just some of the various aspects of Indian culture. Here is a brief overview

of the culture of India.

Language:-

India has 28 states and seven territories, and each has at least one official language.

While the national languages are Hindi and English, there are about 22 official

languages and nearly 400 living languages spoken in various parts of the country.

Most of the languages of India belong to two families, Aryan and Dravidian.

Religion:-

India is identified as the birthplace of Hinduism and Buddhism. A huge majority

— 84 percent — of the population identifies as Hindu. There are many variations

of Hinduism, and four predominant sects — Shaiva, Vaishnava, Shakteya and

Smarta.

About 13 percent of Indians are Muslim, making it one of the largest Islamic

nations in the world. Christians and Sikhs make up a small percentage of the

population, and there are even fewer Buddhists and Jains.

Architecture:-

The most well-known example of Indian architecture is the Taj Mahal, built by

Mughal emperor Shah Jahan to honor his third wife, Mumtaz Mahal. It combines

elements from Islamic, Persian, Ottoman Turkish and Indian architectural styles.

India also has many ancient temples.

Arts:-

India is well known for its film industry, which is based in Mumbai and is often

referred to as Bollywood. The country began as a major producer of movies in the

1930s. Today the films are known for their elaborate singing and dancing and

Bollywood produces more films per year than Hollywood.

Indian dance has a tradition of more than 2,000 years. The major classical dance

traditions — Bharata Natyam, Kathak, Odissi, Manipuri, Kuchipudi, Mohiniattam

and Kathakali — draw on themes from mythology and literature and have rigid

presentation rules.

Clothing:-

Indian clothing is closely identified with the colorful silk saris worn by many of

the country’s women. The traditional clothing for men is the dhoti, an unstitched

piece of cloth about 5 yards long that is tied around the waist and legs. Men also

wear a kurta, a loose shirt that is worn about knee-length. For special occasions,

men wear a sherwani, which is a long coat that is buttoned up to the collar and

down to the knees.

Customs and celebrations:-

The country celebrates Republic Day (Jan. 26), Independence Day (Aug. 15) and

Mahatma Gandhi's Birthday (Oct. 2). There are also a number of Hindu festival

that are celebrated, including Diwali, a five-day festival known as the festival of

lights and marks a time of home-based family celebrations.  

Q.5:-Write a brief note on Cultural practices in china.?

Ans:- China is believed to have the oldest continuous civilization. China has over

4,000 years of verifiable history. Beijing is the capital of China and is the focal

point for the country. The official language is standard Chinese, which is derived

from the Mandarin dialect. Most business people speak English. There are many

dialects in China however there is only one written language. A Communist form

of government rules China. The Chinese government promotes atheism although

the constitution guarantees freedom of religion. The Chinese practice a variety of

religions, however, Confucianism; despite not being a formal religion is practiced

widely throughout the country. China is the most densely populated county in the

world with approximately 1.17 billion people as of 1992. Almost 100 percent of

the population are ethnic or Han Chinese. There are strict rules regarding childbirth

and each couple is limited to only one child.

The country is extremely large, so customs and traditions vary by

geography and the more than 50 ethnic groups that reside in this country of 1.34

billion people. Here is a brief overview of Chinese culture.

Religion:-

China is a communist state, there is no official religion and more than half of the

population claims no religious affiliation or identifies as atheist. About a quarter of

the people practice Taoism and Confucianism and other traditional religions. There

are also small numbers of Buddhists, Muslims and Christians.

Language:-

There are seven main dialects of Chinese — Mandarin, Cantonese, Hakka, Wu,

Min, Xiang and Gan. Pŭtōnghuà, the type of Mandarin based on the speech in the

capital Beijing, is the official national language of mainland China. Many Chinese

are also fluent in English. The written language is symbol-based.

Food:-

Like other aspects of Chinese life, cuisine is heavily influenced by geography and

ethnic diversity. Among the main styles of Chinese cooking are Cantonese, which

features stir-fried dishes, and Sezchuan, which relies heavily on use of peanuts,

sesame paste and ginger and is known for its spiciness.The Chinese word for rice

is fan, which also means meal, and it is a staple of their diet.

Arts:-

Chinese art is greatly influenced by the country’s rich spiritual and mystical

history. Many sculptures and paintings depict spiritual figures of Buddhism.

Many musical instruments are integral to Chinese culture, including the flute-like

xun and the guqin, which is in the zither family. The country’s musical history

dates back to the beginning of its existence.

Eastern-style martial arts were also developed in China, and it is the birthplace of

kung fu, which translates to human achievement.

Customs and celebrations:-

The largest festival — also called the Spring Festival — marks the beginning of

the lunar new year. It falls between mid-January and mid-February and is a time to

honor ancestors. During the 15-day celebration, children receive money in red

envelopes for good luck and people thoroughly clean their homes to signify a fresh

beginning. The holiday is marked fireworks and parades with dancers dressed as

dragons.

Q.6:-Write a note on Cultural practices in Japan?

Ans:-The Japanese culture is a multi-layered and complete system that has been

developed within itself and formatting new layers for thousands of years. When

westerners think of Japanese culture, perhaps one of the first images that spring to

mind is one of an ancient samurai warrior wielding his heavy sword, or perhaps

they picture a young geisha, pouring tea and serving sushi. While these elements

play some role in the entire concept of Japan as a whole, the entire meaning and

history of the nation is larger than that. Traditionally, the Japanese place great

importance on the concept of WA, or group harmony. The principle is applied in

school, as well as social groups and, later in life, the work place.

Japanese Society:-

Japanese society is extremely homogeneous with non-Japanese people (mainly

Chinese and Koreans) accounting for only around one percent of the population.

The family is the basic unit of society and respect for the elders is of great

importance. The group is regarded as more important than the individual, and

social hierarchy is more strictly observed than in the West, with respect and

deference shown to older and more senior people.

Education is extremely highly valued in Japanese society, and academic

achievement is held in great esteem. The importance of hard work and

perseverance is instilled into Japanese children from an early age and this remains

a fundamental belief throughout adulthood.

Customs and Traditions:-

Japanese youth are increasingly westernised, however the older generation may

still adhere to cultural traditions. Here are some general cultural norms:

The traditional form of greeting is the bow, although foreigners are expected

to shake hands

It can be seen as impolite to introduce yourself, if possible wait to be

introduced

It is considered respectful to add the suffix "san" to someone's name, and

especially respectful to add "sama"

Remove shoes before entering a home in Japan and put on the slippers left at

the doorway

Non-verbal communication is very important and complex. Be aware of

your facial expression, tone of voice and posture when talking

The oldest person in a group is always revered and honoured. In a social

situation, they are served first and their drinks are poured for them

There is no tipping, in any context, in Japan. It can be considered insulting

Sterilised masks are often worn in public to avoid spreading infections

Languages:-

Japanese is spoken almost exclusively within Japan, although it is rarely spoken in

any other countries. Although there are many regional dialects spoken, there is a

standard version of the language calledhyōjungo. The Japanese language has few

sounds compared to many other languages.

Religion:-

Religion does not play a big part in the lives of most Japanese people, although

religious customs and rituals are practised on special occasions and religious

holidays. The two main religions that are practised in Japan are Shintoism and

Buddhism, or a mixture of the two.

Dress Etiquette:-

Business attire is conservative.

Men should wear dark-coloured, conservative business suits.

Women should dress conservatively.

Population: -

127,333,002

Q.7:- Enumerate Cultural practices in us?

Ans:- Introduction:-

Location:- North America, bordering both the North Atlantic Ocean and the North

Pacific Ocean, between Canada and Mexico

Capital:- Washington, DC

Climate:- mostly temperate, but tropical in Hawaii and Florida, arctic in Alaska,

semiarid in the great plains west of the Mississippi River, and arid in the Great

Basin of the southwest.

Population:- 301,139,947 (July 2007 est.)

Ethnic Make-up:- white 81.7%, black 12.9%, Asian 4.2%, Amerindian and Alaska

native 1%, native Hawaiian and other Pacific islander 0.2% (2003 est.) 

Religions:- Protestant 52%, Roman Catholic 24%, Mormon 2%, Jewish 1%,

Muslim 1%, other 10%, none 10% (2002 est.)

Government:- Constitution-based federal republic

The culture of the United States is primarily Western, but is influenced

by Native American, African, Asian, Polynesian, and American cultures. A strand

of what may be described as American culture started its formation over 10,000

years ago with the migration of Paleo-Indians from Asia, as well as from Oceania

and Europe, into the region that is today the continental United States. The United

States of America has its own unique social and cultural characteristics such

as dialect, music, arts, social habits, cuisine, and folklore

American culture includes both conservative and liberal elements,

scientific and religious competitiveness, political structures, risk taking and free

expression, materialist and moral elements. Despite certain consistent ideological

principles (e.g. individualism, egalitarianism, and faith in freedom and

democracy), American culture has a variety of expressions due to its geographical

scale and demographic diversity. The flexibility of U.S. culture and its highly

symbolic nature lead some researchers to categorize American culture as

a mythic identity;

Language in the USA:-

The united state does not have an official language, but English is spoken by about

82% of the population as a native language. The variety of English spoken in the

united states is known as American English; together with Canadian English it

makes up the groups of dialects known as North American English.

Diversity

America is ultimately a nation of immigrants and as a result mish-mash in every

sense of the word. Not in the country populated by people from foreign countries

but all Americans in one way or another trace their ancestry back to another

culture, whether Irish, German, Italian, or Scottish. Looking around any major city

one will notice the ‘melting-pot’ that is it.

Informal and friendly

Most peple who come to the united states may already know a few things about

the people though TV. Although this is of course a skewed reality some of the

stereotypes are true, especially American friendliness and informality. People tend

to not wait to be introduced, will begin to speak with strangers as they stand in a

queue, sit next to each other at event, etc. visitors can often be surprised when

people are so informal to the point of being very direct or even rude.

Time is money:-

The county that coined the phrase obviously live the phrase. In America, time is a

very important commodity. People ‘save’ time and ‘spend’ time as if it were

money in the bank. Americans ascribe personality characteristics and values based

on how people use time. For example, people who are on-time are considered to be

good people, reliable people who others can count on.

The Family:-

The family unit is generally considered the nuclear family, and is typically small

(with exceptions among certain ethnic groups). Extended family relatives live in

their own homes, often at great distances from their children.

Individualism is prized, and this is reflected in the family unit, people are pound of

their individuals accomplishments, initiative and success, and may, or may not,

share those sources of pride with their elders.

Business Dress:-

What is considered appropriate business attire varies by geographic region, day of

the week and industry.

In general, people in the east dress more formal, while people in the west are

known for being a bit more casual.

Executives usually dress formally regardless of which part of the country are

in.

Casual Friday is common on many companies. How technology companies

often were casual clothes everyday.

For an initial meeting, dressing conservatively is always in good taste.

Womens can were business suits, dresses or pantsuits,. Men should were a

business suit unless you know the firm can be quite casual.

Q.8:- Give a brief note on Cultural practices in Europe.

Ans:-

Culture in Europe started to really develop in Ancient Greece. They came up with

many of the systems and cultural ideas used by Europe and later adopted by the

rest of the western world. Around 275 B.C. the Roman Empire was expanding and

started to take over Greece. Even though they conquered them, Romans still kept

many of Ancient Greece's ideas. A little while later around 200 A.D. the religion of

Christianity came to Rome. It soon became Rome's official religion and spread

throughout Europe. The influence of Christianity on Europe was huge, in the

Middle Ages even started expansion and the Crusades. Till this day different

branches of Christianity remain major religions in Europe.

Europe is made up of an an extremely diverse range of cultures, religions, and

ethnic backgrounds. Each country has its own holidays, traditions, and history.

Below, the cultural characteristics of Europe are divided up into a few different

categories, each touching on the different areas that make up European culture....

Life-style:-

Europe is divided into four traditional cultural areas: The Atlantic Fringe, The

Plain, The Mediterranean Area, and The Alpine Area. Since the increase in

modernization in the 20th century, these areas are not often referred to anymore.

Though take note that the life-styles of the people in these areas of the past helped

shape the way people in the same places live today. The types of crops produced

has also not changed very much from past to present. Each area has its own unique

food, customs, and ideas of what is important to daily life.

Religion:-

Since the spread of Christianity through Europe in early A.D., Christianity has

remained to be Europe's main religion. Christianity was broken into different

branches: Orthodox, Protestant, and Catholic, and depending on the beliefs of

different regions, people adopted them. Judaism is also practiced in Europe and the

religion of Sunni' Islam is also practiced in Turkey and some southern parts of

Europe.

Languages:-

Europe also has many many languages, hundreds of languages. The many of the

main languages of Europe are of the "Indo-European" root family. Indo-European

languages are Germanic, Celtic, Slavonic, Baltic, or Romance languages (Spanish,

Italian, French, etc.). Other languages of Europe have roots like Arabic or Russian.

Holidays and Traditions:-

The Spanish celebrate many holidays throughout the year. Some of their well

known/celebrated holidays include January 5 Día de la Constitución (Constitution

Day). May 5, it celebrates the victory of Puebla during the French invasion of

1862. In the same month only 20 days later on the 25 of May Spanish speaking

countries celebrate the anniversary of the May revolution of 1810. Primer Grito de

Independencia, celebrating the first cry of independence in 1809 is celebrated on

August 10. On September 13 the Commemoration of the Niños Héroes (child

heroes) who fell while defending the castle of Chapultepec against European

invaders in 1847. The 20 November Día de la

Q.9:-Write a note on innovative HR management practices in japan?

Ans:-The managerial practices followed in Japan are quite different from those

followed in economically advanced countries in the west. In recent years, more and

more companies have started using Japanese management practices that are

commonly cited by researchers and writers, and companies and contrast Japanese

and US management practices are discussed below:

1. Lifetime employment:-lifetime employment (Shushin Koyo) refers to

recruitment of employees immediately upon graduation, generation of

employment until retirement, and mandatory retirement. Though there is no

formal contract, employers and employees have an unwritten mutual

understanding regarding there expectations about the job. Under lifetime

employment, an employee spends his entire working life with a single

enterprise. This helps generate a feeling of job security in the employee and

a feeling of belongingness towards the enterprise. The concept of lifetime

employment brings about “harmony” (wa) in the enterprise. Harmony results

in employee loyalty and helps him/her identify closely with the aims of the

organization. The success of this practice depends on the caliber of the

personnel recruited by the company.

2. Seniority system:- the concept is closely related to the concept of lifetime

employment. Companies following the concept, provide privileges to order

employees who have been with it for a long time. Promotion and wages

increases are based on an employee’s length of service (henko) in the

company, not job performance. The seniority system seems, at first galance,

to be unfair to young and able people. However, they are to some extent

compensated phychologically by being assigned challenging tasks and being

placed in position which everybody in the company knows lead to future

managerial positions. Almost all promotions to management jobs are from

within the organization.

3. Continuous Training:- The secret of the success of Japanese managers may

lie in “continuous training” in western organization, employees receive

training only to acquire a new skill or to move to a new position. In Japanese

firms however, every young manager has a “godfather,” who is never his

boss or anyone in the direct line of authority. The “godfather” is not part of

the top management, but is highly respected by others and is over 45years of

age. He is expected to advice, counsels and looks after his “godchild”.

Because of these practice of permanent employment, Japanese

corporations enjoy the benefit of employee stability. As a result, they are in a

position well planned, systematic training to employees.

4. Emphasis on Group Work:- In most Japanese organizations, a task is not

assigned to a group, which consists of a small number of people. At kaisha’s

(One’s company), people are treated like family members. Kaisha means

“my” or “ one’s” company the community to which one belongs and which

is an important part of one’s life. Probably this is the reason why employees

take great pride in their company and its success.

5. Decision-Making:- The practice of managerial decision-making in Japan is

built on the concert that change and new ideas should come primarily from

personnel belonging to lower level in the hierarchy. Thus in Japan, lower-

level employees prepare proposals for higher level personnel. The “ringi

system” refers to decision making by consensus. The word ringi consists of

two parts ‘rin’, which means submitting a proposal to one’s superior and

getting hi approval, and ‘gi,’ meaning deliberations and decisions. Before a

proposal is finally approved, it is discussed at many groups meetings. Once

the proposal receives the green signal, things move fast. Thus Japanese firms

expect decision-making to take place in groups and decisions to be based on

principles of full information-sharing and consensus.

6. Complicated performance evaluation:- when job description are not well-

defined, and when tasks are performed by groups, it becomes difficult to

evaluate individual job performance objectives. The evaluation of workers

and managers in Japanese corporation takes a very long time- upto ten years-

and requires the use of quantitative information about performance.

For this reason promotion in Japanese firms is relatively slow, and

promotion decisions are made only after interviews with many people who

have had contact with the person being evaluated, since no one tries to

demonstrate individual merit rating systems cannot be used. In addition,

since no one tries to demonstrate individual brilliance or dynamic leadership,

it is extremely difficult to isolate individual competence or job responsibility

to carry out a fair rating of each employee.

7. Father leadership:- As a Kacho(manager), the leader is not only to supervise

his people at work, but also to show fatherly concern for their subordinate’s

private life. Since, promotion is based on senority, it is not easy to move on

to a Kacho position. Sufficiently training and experience are essential for an

individual to be promoted to this position.

8. Good benefits for Employees:- Japanese companies provide supervise

benefits to their employees. Employees are provided benefits such as family

housing and transportation allowances. Some companies also provide

bachelor accommodations, scholarship for employees’ children, and low

interest housing loans. Salary enhancement become rapid after about seven

years of employment with the firm. Since the seniority-based wage system

assumes that the longer the experience, the more valuable the employee

Japanese factory workers also get considerable amount of premium pay for

overtime work.

Q.10:- what are the types of Ethical Dilemma?

Ans:-

Various types of Ethical Dilemma are as follows:-

1. Bribery:- Bribery is a manipulative method where manager buys the power

of the influence of other person in order to satisfy his selfish need. Bribing

is commonly practiced in India today and is considered to be part of

conducting everyday business. Bribes create a conflict of interest between

the person receiving bribe and his or her organization. This conflict would

result in unethical practices. When manager is bribed for something his or

her thinking and actions are oriented towards his or her personal goals.

2. Deception:- deception or fraud are acts to propagate beliefs that are not true,

or not the whole trust ( as in half-trusts or omission). Deception often needs

to feeling of betrayal and distrust between employees. Deception violates

relational rules and is considered to be a negative violation of expectation.

3. Unfair Discrimination:- The word ‘discrimination’ implies treating the

same people differently due to the difference in their race, caste, colour,

creed, religion, etc. Discrimination has increased due to the increasing

diversity. But the diversity has increased due to globalization makes

possible the entrance of tradition, culture, religion, etc., of different

countries. Ultimately, globalization becomes the bases for discrimination.

For Example, a pre employment test that measured factors that were

not predictive of actual job performance, eg., their race, age, or sex

would discriminate unfairly among job applicants.

4. Black Money:- Black money refers to the illegal earning made by people,

whether they are businessmen or others, in violation of legal channels of

earning income. Black money generation is a consequence of the system of

controls, permits, quotas and licenses.

5. Coercion:- Coercion is forcing a person to act in a manner that is against his

or her personal beliefs. It is an external force or a man-made constraint

created that compels the other to act against his free will. The authority of

the person who demands such activity plays an important role. It may be in

the form of blackmail to an individual in an organization. It may be in the

form of a threat of blocking a promotion or lose of a job.

6. Theft:- theft is the illegal taking of another person’s property without that

person’s freely-given consent. The word is also used as an informal

shorthand term for some crimes against property, such as burglary,

embezzlement, larceny, looting, robbing, shoplifting, fraud and sometimes

criminal conversion. This is one form of misuse of official position by an

individual in the organization. Here, the employee leaks out certain

confidential data to outsiders or to other insiders, which in turn ruin the

reputation of the company. This may lead to the bad performance of the

company.

For Example: the report of L&T versus Reliance issue which was

reported in the media shows that such practices are taking place in

reputed companies and at the top management level.

7. Honesty:- It refers to trustfulness, integrity, and trustworthiness, and

impartial. Businessman should not cheat, steal, lie, bribe or take bribes.

Honesty or fairness relate to the general moral attributes of decision-

addition, they should not knowingly harm customers, clients, employees or

even other competitor through deception misrepresentation or coercion.

Although businesspeople often act in their own economy self-interest,

ethical business man relations should be grounded on fairness, justice, and

trust.

8. Conflicts of interest:- in an organization, conflict of interest arises when

managers as well as employees at any level behave with private interests

that are substantial enough to interfere with their job or duties. This would

result in the individual’s interests acting against the interest of the owner.

Conflicts of interest are morally perturbing, especially when it causes an

employee to act to the detriment of the organization.

9. Tax Evasion:- There are major unethical practices towards tax evasion.

Many large corporation hire the services of professional tax consultants to

take advantage of loopholes in the law and evade taxes to the extent

possible. The reason they attribute for such behavior is the prevalent rate of

corporate taxation, which is very high.

10.Corruption:- corruption refers to the process that destroys or subverts

honesty and integrity. Defined narrowly, corruption refers to acts by public

officials that are dishonest or illegal, most often for private gain. More

broadly, corruption includes action by public officials that may be legal or

illegal but are questionable on terms of the integrity of a system of

legitimate government and the rule of law. To the extent that real costs on

societies. Corruption distributes resources in ways that benefit dishonesty

people at the expense of law-abiding citizens, and favours the wealthy over

those unable to pay-off corruption officials.

Q.11:-Explain the Chinese Model Of People Management?

Ans:-

In late 1978, the Chinese government announced an open-door policy

and began economic reforms aimed at moving the country from a

centrally planned economy to a market economy. Under its centrally

planned economy, industries “were owned and run by the state, and their

growth was regulated by planning targets rather than by the profit

maximizing decisions of independent entrepreneurs (Putterman,1992).

Thus, planning was the dominant control mechanism, with the market

mechanism in a supplementary role. Industrial enterprises (the western

term firm is inappropriate in the communist context) were under the

control of relevant government department.

Chinese HRM policies and practices are quite different from those used

in development and market-economy developing countries, and careful

consideration of local idiosyncratic practices is required to operate

successfully (Bearrish, 1993). Knowledge of how employees have been

managed in the past may help accepting non-traditional or western-style

HRM practices. Therefore, we include prior as well as current practices

to provide a better appreciation of the effort that the transaction to a

market economy is having on the four major functions of HRM.

STAFFING

Chinese employees were classified into two groups:

Workers:- All blue-collar employees, who were

administrated by the Ministry of labour.

Cadres:- white collar staff, managed by the Ministry of

personnel. The broad definition of cadres is “ state

institution and military ‘civil servants’ and [its] narrow

meaning is persons engaged in ‘certain specified leadership

work of management work’ (e.g., organization cadres and

enterprise cadres)” (Yabuki 1995).

Since the reforms, the distinction between cards and

workers has gradually become blurred, particularly in foreign-invested

and privately owned enterprises. Employees belong to either managerial

or non managerial groups. However the ministry of Labour and the

Ministry of personnel are still two separate government departments in

China.

PERFORMANCE APPRAISAL

Prior to the current reforms, performance appraisal for cadres was mainly

for promotion or transfer, with the main criteria being political loyalty

and seniority (Su, Zhu, 1992) the appraisal was usually conducted

annually by the personnel department of the cadre’s organization. Each

cadre was given an appraisal from divided into three parts : self-

evaluation, peer-group opinions, and an assessment written by the head

of the department in which the cadre worked.

The government issued a document:- “Suggestion for implementing

the cadres Performance Appraisal System” outlining a performance a

appraisal scheme for cadres. New appraisal criteria focused on four broad

areas:

Good moral practice (de)- virtue or moral integrity. The cadre is

evaluated on whether he or she is in step politically with the party,

and carries out government orders and regulation.

Adequate competence (neng). This covers three main aspects:

educational background, ability in leadership, organization,

negotiation, planning, forecasting, and decision-making: and

physical status, which also includes age.

Positive workers attitude (quing) refers to diligence and usually

assesses attendance at work, discipline, initiative, and sense of

responsibility.

Strong performance record (jic) measures the cadre’s work

effectiveness, including quality and quantity, as well other

contributions made to the organization (child, 1986)

COMPENSATION:-

The compensation before the reforms was characterized before the

reforms was characterized by egalitarianism at both enterprise and

individual levels regardless of performance. Enterprises had no right

to set up or change any wage scale, let alone to increase (or decrease)

their total payroll. A nationally unified wage system was structured by

the state in 1956 for both blue and white-collar employees. Under this

system there were 8 grades for workers, 15 grades for technical

personnel, and 25 grades for cadres such as managers and

administration personnel. Usually, the highest pay received in an

enterprise was only two or three times, more than one in the lowest,

and the entry level was very low. These minimal wage differentials

reflected the strong ideological and political influence upon work

enterprises. The wage system also provides numerous benefits to

employees, such as insurance, medical coverage, public welfare, non-

staple food, winter heating subsidy, and a home level travelling

allowance.

TRAINING AND DEVELOPMENT:-

Pre-reform employee training was generally divided in two parts:

Training for blue- collar workers: This was primarily in the

form of apprenticeships and technical school education that

were the major sources of skilled workers ( Guan, 1990).

Training for cadres: Training for managers, especially managers

who were also members of the communist party, was mainly

offered by schools run by the party at central, provincial, and

municipal levels, or colleagues for cadre education and training.

Training priority was usually given to political studies, and this

focus is regarded as a major cause of the current shortage of

qualified managers in industry. This shortage has hampered the

move to a market economy.

Q.12: what are the sources of Managerial Ethical Dilemma?

Ans:-

People often wonder why employees indulge in unethical

practices such as lying, accepting, bribery, coercion, conflicting

interest, etc. There are certain resources that make the

employees to think and act in unethical ways. Some of each

sources of managerial ethical dilemmas are as follows:

1. Pressure to balance work and family :- Due to pressure to

set a balance between work and family the people

indulge into unfair practices.

2. Poor communication :- Most of the times due to lack of

poor communication unfair practices come into use.

3. Poor leadership :- In any organization workers use

unethical means due to poor leadership also.

4. Heavy workload:- In most of the organization heavy

workload also becomes the cause of unethical behavior.

5. Lack of management support:- Sometimes due to lack of

support of superiors or official employees people indulge

into the unfair practices.

6. Pressure to meet sales or profit goals :- In this

competitive environment there is a very strong pressure

on employees to meet the sales and profit and to achieve

the target they started using unfair means.

7. Little or no recognition of achievements :- When the

employees work hard and give good results but n return

they do not get any recognition, this made them dishonest

and they started to use unfair means.

8. Company political :- Now-a-days political has become

very common in any organization. These politics are also

the reason for the use of unfair practices in Indian

organization.

9. Personal financial worries :- In most of the times poor

financial conditions also indulge a person to use unfair

means to fulfill the need.

10. Insufficient resources :- sometimes insufficient of

resources become the reason for the use of unethical

practices to meet the need.

11. Lack of transparence an Accountability in the system :-

Due to lack of transparence in the system, persons in the

organization become very relax that if they also practice

any unethical means they are not going to trace.

12. Lack of fairness and equality :- When in an organization

inequality prevails between employees, this leads to

dishonesty among employees there by leading them to

unfair practice.

13. Lack of honesty in officials the government :- Most of

the times due to lack of honesty in the organization made

the employees free to use unethical means.

14. Democracy based on corruption :- If it is said that Indian

democracy is based on corruption then it is not wrong.

This is also a big reason for practicing unfair means in an

organization.

15. Judiciary is corrupt and ineffective :- The corrupt

judiciary also becomes the reason of unfair practices in

the organization.

16. Low literacy rate :- Low literacy rate also becomes one

of the reasons of unfair practices.

Q.13:-Write a note on innovative HR management practices in U.S.?

Ans:- Basic HRM functions are recruitment and selection, training and

development, reward and remuneration, collective bargaining and industrial

action. These practices in America are explained below:

1. Recruitment: Employees in the U.S. are aggressive approaches to

recruitment such as poaching and headhunting employees from competitors

and other successful organizations, and taking affirmative action in

recruitment of women, the old and the disable. Most companies use the

internet to advertise their vacancies and to solicit individuals to apply or to

request application information. These are also agencies that specialise in

headhunting employees with particular qualities, qualifications and skills.

The process of recruitment is commonly characterized by:

i. Recruitment of employees, especially managers,

from the private sectors to work in the public

sector and vice versa.

ii. A performance to hire already trained employees

rather than the once that companies will have to

train themselves.

2. Selection: Selection process in the U.S.A. are formalized, structured and

rigorous. Employers use a variety of tests and selection method, depending

on the types and level of the job being offered. For Example; when hiring

their assembly the workers the car manufacturing companies test the ability

of their candidates to read, write and reason, as well as testing their

mathematical, manual dexterity, computers and interpersonal skills.

Employees in the U.S. use all means to get the employees they need.

3. Graduate Recruitment: The labour market of the U.S. are knowledge-based

and the supply side is characterized by an increasing number of highly

educated workers. Many job seekers are college and university graduates,

often with higher degrees. Many companies have introduced graduate

recruitment is programmes and some even have graduate recruitment

departments. Increasingly, graduate recruitment is driven by international

companies.

4. Rewards and Remuneration: In America, rewards are related to performance,

though they differ greatly from one organization to another. Most

organizations use job evaluation and performance appraisal to determine the

wages and salaries of their employees, after taking into consideration the

rate of the current minimum wage where applicable.

5. Organisational Training: Many U.S. multiplication companies have their

own training centre, corporate collages and even universities. These spend

billions of dollars on the education, training and development of their

employees. As well as providing training in houses, they also send their

employees to attend generic or specialized university or collage courses,

consultants’ courses, seminars and workshop, and national and international

conferences.

6. Business and Management Education: The first business school and the first

formal and specialized courses in business and management began in the

U.S. in the first quarter of the twentieth century. The most popular

undergraduate degree is a business major and the most popular graduate (or

postgraduation) degree is the Master of Business Administration (MBA).

Management training is seem as the natural way into management though

programmes such as MBAs with special emphasis on strategy, finance and

HRM.

7. Vocational Education: in the U.S. the use of vocational educational is

limited. A vocational qualification normally can be achieved through two

years of feature education in a junior college. Further education is generally

self-fundad, though help is sometimes provided in the form of federal loans

or scholarship (full or Partial) that are offered by state departments, local

authorities and for profit and non-profit organizations to selected

individuals.

Q.14:- Comparison between United States, Japan, and Chinese managements?

United

StatesManagement

Japanese Management Chinese Management

Planning

(a) Primarily short-

term orientation

(b) Individual

decision-making

(C) Involvement of a

few people in making

and

“selling: the decision

to people with

(a) Long-term orientation

(b)Collective decision-

making (ring) with

consensus

(c)Involvement of many

people in preparing and

making the decision

(d) Decision flow from

bottom-to-top and back

(e) Slow decision-making;

(a) Long-term and short-

term orientation ( 5year

plan and annual plan)

(b)Decision-making by

committees. At the

top often individual

(c) Top-down-

participation at lower

levels.

(d)Top-down-initiated at

divergent values

(d)Decisions are

initiated at the top

and flow

down

(e) Fast decision-

making; slow

implementation

requiring

compromise, often

resulting in

suboptimal decisions

fast implementation of

the decision

the top

(e) Slow decision-

making / slow

implementation. (Now

changing)

Organizing

(a)Individual

responsibility and

accountability

(b) Clarity and

specificity of decision

responsibility

(c) Formal

bureaucratic

organizational

structure

(d) Lack of common

organization culture;

identification with

(a) Collective

responsibility and

accountability

(b)Ambiguity of decision

responsibility

(c)Informal organization

structure

(d) Well-known common

organization culture and

philosophy; competitive

spirit toward other

enterprises

(a) Collective and

individual responsibility

(b) Attempts to introduce

the “factory

responsibility system”

(c) Formal bureaucratic

organization

structure

(d)Identification with the

company but no

competitive spirit

profession rather than

with company

Staffing

(a) People hired out

of schools and from

other

companies; frequent

company changes

(b) Rapid

advancement highly

desired and

demanded

(c) Loyalty to the

profession

(d) Frequent

performance

evaluation for new

employees

(e) Appraisal of short-

term results

(f) Promotions based

primarily on

individual

performance

(g)Training and

development

(a)Young people hired out

of school; hardly any

mobility of people among

companies

(b) Slow promotion

through the ranks

(c) Loyalty to the company

(d)Very infrequent formal

performance

evaluations for new

(young) employees

(e) Appraisal of long-term

performance

(f) Training and

development considered a

longterm

investment

(g) Lifetime employment

common in large

companies

(a)Most hired from school,

fewer from other

companies

(b) Slow promotion, but

regular salary

increase

(c) Lack of loyalty to both

company and

profession

(d) Infrequent

performance review

(usually

once a year)

(e) 5-year plan, otherwise

short-term targets

(f)Promotions are

supposed to be based on

performance, potential

ability, and

education. But family ties

and good

relations with top

undertaken with

hesitation (employee

may go to another

firm)

managers are important

(g) Training programs

available. State exam

administered for managers

Leading

(a) Leader acts as

decision-maker and

head of

group

(b) Directive style

(strong, firm,

determined)

(c) Often divergent

values; individualism

sometimes hinders

cooperation

(e) Face-to-face

confrontation

common;

emphasis on clarity

(a)Leader acting as social

facilitator and group

member

(b) Paternalistic style

(c)Common values

facilitating cooperation

(d) Avoidance of

confrontation, sometimes

leading to ambiguities;

emphasis on harmony

(e)Bottom-up

communication

(a)Leader as the head of

the group

(committees)

(b) Directive. Parent-child

relations (in TA

terms)

(c) Common values.

Emphasis on harmony

(d) Avoidance of

confrontation

(e) Communication top-

down

Controlling

(a) Control by

superior

(a) Control by peers

(b) Control focus on group

(a)Control by group leader

(b)Control focus on

individual

performance

(c) Fix blame

(d) Limited use of

quality control circles

performance

(c) Saving face

(d) Extensive use of quality

control circles

(superior)

(b)Primary control by

groups-but also by

individuals

© Try to save face

(d)Limited use of quality

control

Q.15:- Explain European model of people management?

Ans:- European organization operates with restricted autonomy: constrained at the international

level and at the national level by culture and legislation, at the organization level by patterns of

ownership, and the HRM level by trade union involvement and consultative arrangement.

The features to be considered in this model proposes are as follow:-

Culture and legislation:- national culture are reflected in legislation, and the us has far less

legislative control than European countries over employment relationship. Europian HRM is

influenced by state regulation and companies have a narrow scope of choice than American ones.

This includes:

1. Regulation of recruitment, dismissal and employment contracts generally;

2. Legislative requirement on pay;

3. Formulization of education certification;

4. Public funding of labour market programmes;

5. Social security provision;

6. Quasi-legal nature of industrial relations including the right to trade union representation,

and co-determination arrangements in some countries;

7. More state intervention in the economy;

8. At the European level the European union charter of fundamental social rights

Patterns of ownership:- Public ownership is still generally more prevalent in European

countries than the us, and patterns of private ownership are different, including major

companies in southern Europe being held in family hands, and in germany being owned

by a tight network of banks with a consequent lower pressure for short term profits and

disincentive to drive competitors out.

Trade union involvement and consultative arrangement:- American hrm has been

regarded as anti-union, yet in most European countries union membership is high,

And often where it is not employers or industries are governed by collective

bargaining agreement. Often pay bargaining is outside the direct control of

managers of individual organizations.

Organisation and work Flexibility

A discussion of the nature of management and hrm practices in Europe leads to a

conclusion that organizations, management and work practices should respond to

increasing complexity and the need to be flexible in approach. This view identifies

a number of types of organizational forms which are emerging:-

1. Starbust: organizations such as Johnson and Johnson have successfully

developed an organization from the designed to encourage creativity and

innovation. As new product or services are developed they are split off from

the parent organization to form separate subsidiaries, partly owned by the

parent but free to develop entrepreneurially through outside capital if they

wish.

2. Cluster organization:- clusters or team are developed to carry out specific

key tasks. These are permanently based around key activities rather than

being ad hoc teams, but they then form and reform smaller task clusters to

solve specific problem. People are able to move across organizational

boundaries using their skills as they become necessary.volvo and GE are

examples of companies who have used this type of organizational form to

increase effectiveness.

3. Spider’s web:- this form of networked organization is very flat with little

hierarchy with a high level of communication between individuals and the

small groups involved in key tasks or projects. Consulting firms are good

examples.

4. Internal market:- the key example of this firm is semco in brazil which

emerged from the chaos of military dictatorship , hyper – inflation , labour

unrest, inport restriction and high business taxes, and took some eight years

to transform itself a more traditional organization. The company products

are diverse, and such items as machinery used by biscuit manufacturers are

sold all over the world.