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Homework answers / question archive / ASSIGNMENT BMG312/03 International Human Resource Management Part A (100 Marks) Case Study Read the case study given below and answer all the questions that follow

ASSIGNMENT BMG312/03 International Human Resource Management Part A (100 Marks) Case Study Read the case study given below and answer all the questions that follow

Management

ASSIGNMENT

BMG312/03 International Human Resource Management

Part A (100 Marks)

Case Study

Read the case study given below and answer all the questions that follow.

Imagine that you have recently been hired as a human resources consultant by an American multinational enterprise (MNE) called MERICO. MERICO designs, manufactures and sells commercial airplane engines and fuselages worldwide. It currently has over 1,000 employees in its three locations, including 500 at its global headquarters in America, 300 at a manufacturing plant in the Canada, and now over 200 at its newest manufacturing plant in Mexico.

 

The firm is having problems communicating and sharing its corporate values and policies with its newest employees in Mexico. The only experience MERICO has had in opening a new subsidiary prior to Mexico was in Canada, where corporate values and policies were taken up by Canadian employees with little difficulty. The problems in the Mexican plant seem to center around poor communications between the managers, who are mostly Americans, and its new employees, who are mostly from Mexico.

 

“We want our corporate culture to be the same everywhere,” explains MERICO’s CEO, Ms. Lisa Stood, to you over lunch. “We want everything we do in America to be the accepted, standard practice across all of our locations, but that just doesn’t seem to be getting across to our employees in Mexico.” Stood continues by telling you that all new employees are trained in MERICO’s corporate culture via discussions with their managers and corporate brochures/reading materials. She says that her American managers in Mexico are frustrated with the Mexican workers’ abilities to learn MERICO’s culture and that, as a result, productivity at the plant has been negatively impacted.

 

You investigate the issue by speaking with managers and employees at the new subsidiary in Mexico. The managers complain that employees at the new plant do not speak their mind very often, and often seem to stress harmony with each other over learning MERICO’s culture. Managers are also frustrated that staff meetings frequently start late due to the lateness of employees. The employees, who are younger than their managers on the average, are frustrated that they are not told exactly how to do their tasks; instead, they are told to read their employee manuals for guidance. They are concerned that MERICO managers are too impatient with them about learning the policies. They feel they have been left to their own devices to figure out how things work, which often causes them to stay late at work. What is more, staying late on their shifts often causes them to be late for staff meetings, where they are often berated by managers for not acting like “good American employees”.

 

After your examination you become convinced that the problem MERICO is experiencing relates to culture.

 

 

END OF CASE STUDY

 

 

Question 1

Awareness of cultural differences is an essential for point as the HR consultant to look at. It is important for expatriate employees as well as those at the host location. Explain the statement based on the case above.                                                                                                                   

                                 (40 marks)

 

 

                                   

Question 2

 

Select two of Hofstede’s five cultural dimensions to explain to MERICO the main differences between MERICO’s American HQ and its Mexican subsidiary in terms of culture. Explain the reasons with examples those dimensions are selected as the primary source to solve the problem between the MERICO HQ and its Mexican plant.

 

                                                                                                            (60 marks)

-End of Assessment Questions-

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