1. Critically review the best practice and best fit frameworks for strategic HRM and their application in multinationals.
2. Critically assess the use of an ethnocentric approach to the appointment of leadership roles in a multinational’s foreign subsidiaries.
3. Diversity, inclusion and equal opportunities are common goals among multinational firms. Why is it so difficult for these firms to deliver significant changes to the composition and configuration of their workforce?
4. Multinationals often seek to transfer HRM practices (e.g. employee involvement & participation, Training and development, performance management, reward management) from their headquarters to their subsidiaries in other countries. What factors are likely to influence the likelihood of this and why?
5. Critically analyse the typical features of business and employment in one Asian country and how these features influence approaches to HRM in that country in comparison to the USA.
6. Critically engage with the claim that national culture provides a robust explanation for international differences in HRM.
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