A British Multinational company intends to embark on a management training exercise for supervisors and middle managers in their Viet Nam plant which they have recently purchased. These staff are locals. What advice would you
give the MNC UK-based HR staff on how to effectively train such staff?
Module learning outcome description
LO1 Understand, analyse and critically evaluate the concept of globalisation.
LO2 Critically apply strategic models of HRM to an international context and to critically explore how international forces shape and impact on organisational and HR strategies and HR practices.
LO3 Assess the strengths and weaknesses of international HRM strategies.
LO6 Understand and critically evaluate issues of global governance in relation to HRM practice.
Marking Criteria
Critical understanding of the global cultural, institutional and governance frameworks in which multinational and transnational companies operate and ability to critically evaluate the influence of these frameworks on companies
HRM practices. (Understanding of the differences and similarities in work and people management practice across the globe). 30%
Ability to critically evaluate the strengths and weaknesses of competing international HR strategies in relation to the company. 20%
A clear understanding of relevant HRM theory and its application to policy and practice in an organizational setting. 20%
Clear and appropriate conclusions. 20%
Structure, presentation and referencing. 10%
What factors should the decision makers at a European MNC consider before setting their HR strategy and practices for a plant they have recently obtained in Viet Nam?
Module learning outcome description
LO1 Understand, analyse and critically evaluate the concept of globalisation.
LO2 Critically apply strategic models of HRM to an international context and to critically explore how international forces shape and impact on organisational and HR strategies and HR practices.
LO3 Assess the strengths and weaknesses of international HRM strategies.
LO6 Understand and critically evaluate issues of global governance in relation to HRM practice.
Marking Criteria
Critical understanding of the global cultural, institutional and governance frameworks in which multinational and transnational companies operate and ability to critically evaluate the influence of these frameworks on companies
HRM practices. (Understanding of the differences and similarities in work and people management practice across the globe). 30%
Ability to critically evaluate the strengths and weaknesses of competing international HR strategies in relation to the company. 20%
A clear understanding of relevant HRM theory and its application to policy and practice in an organizational setting. 20%
Clear and appropriate conclusions. 20%
Structure, presentation and referencing. 10%