Global and Cultural Effectiveness
Refer to the following scenario for the next 3 questions. Soon after a new HR manager begins working at a manufacturing plant, an employee stops by the HR manager's office inviting the HR manager to participate in the plant's monthly lottery. The HR manager is uncomfortable participating because it might violate the company's anti-gambling policy and politely declines. Later, the HR manager reviews the corporate policy on gambling and finds that it is not clear. The HR manager consults with the corporate HR director, who tells the HR manager that local laws about gambling are ambiguous and a new policy prohibiting gambling at the plant should be adopted. The HR manager informs the plant manager of the new policy, who advises the HR manager that it is a long-standing tradition that boosts employee morale that should be allowed to continue until the end of the year given the ambiguous local laws. How should the HR manager respond to the plant manager's suggestion?
Item shrm1704-1-1 -Send the plant manager the policy and law so the plant manager can understand the need to stop the lottery. -Ask the plant manager to raise the issue with the corporate HR director. CORRECT -Schedule a meeting with the corporate HR director and the plant manager to discuss the issue. -Tell the plant manager that the lottery must stop as indicated by the corporate HR director.
Scenario Soon after a new HR manager begins working at a manufacturing plant, an employee stops by the HR manager's office inviting the HR manager to participate in the plant's monthly lottery. The HR manager is uncomfortable participating because it might violate the company's anti-gambling policy and politely declines. Later, the HR manager reviews the corporate policy on gambling and finds that it is not clear. The HR manager consults with the corporate HR director, who tells the HR manager that local laws about gambling are ambiguous and a new policy prohibiting gambling at the plant should be adopted. The HR manager informs the plant manager of the new policy, who advises the HR manager that it is a long-standing tradition that boosts employee morale that should be allowed to continue until the end of the year given the ambiguous local laws. How should the HR manager best develop and maintain mutual trust and respect with the employees who are upset with the HR manager about the new policy? Answers
Item shrm1704-2-2 -Meet with the corporate HR director to identify a legally acceptable activity to replace the lottery. -Organize one-on-one interviews with employees to discuss what the HR manager can do better. -Host a company-sponsored picnic for all employees and their families. CORRECT -Walk around the plant to talk to employees and get to know them better personally and not in a formal setting.
Scenario Soon after a new HR manager begins working at a manufacturing plant, an employee stops by the HR manager's office inviting the HR manager to participate in the plant's monthly lottery. The HR manager is uncomfortable participating because it might violate the company's anti-gambling policy and politely declines. Later, the HR manager reviews the corporate policy on gambling and finds that it is not clear. The HR manager consults with the corporate HR director, who tells the HR manager that local laws about gambling are ambiguous and a new policy prohibiting gambling at the plant should be adopted. The HR manager informs the plant manager of the new policy, who advises the HR manager that it is a long-standing tradition that boosts employee morale that should be allowed to continue until the end of the year given the ambiguous local laws. How should the HR manager best encourage compliance with the new policy?
Item shrm1704-3-3 -Hang posters throughout the company outlining the disciplinary procedures if anyone breaks the policy. -Have informal discussions with employees asking about whether anyone is holding lotteries. CORRECT -Write an article in the company newsletter outlining the reasons why the policy is beneficial. -Install surveillance cameras throughout the plant to monitor employees' behavior.
Refer to the following scenario for the next 4 questions. An HR manager receives a memo from a department director for termination of a groundskeeping employee. The company's recreational vehicle resort is at the same location as company headquarters. The terminated employee works and lives at the resort, and has no prior record of performance issues in his 10 year career. The memo states that the director terminated the employee yesterday for gross misconduct. The groundskeeper was working in the heat all morning and then informed the director he was going home for lunch. Later the groundskeeper radioed the director that he was running late in returning from lunch. Subsequent communications led to the director sending a student worker to the employee's trailer to pick him up and return to the office. Upon their return, the groundskeeper smelled of alcohol, and the student worker reported to the director that the intoxicated groundskeeper offered the under-aged student worker a beer, which was refused. The student worker stressed that she did not want to get the groundskeeper in any trouble; however, the groundskeeper insisted that he be allowed to drive the golf cart back to the office after drinking beer, which made the student feel uncomfortable. The HR manager reviews the memo and decides to contact the director. Which approach should the HR manager pursue next?
Item shrm1710-1-1 -E-mail the director, asking for details about what happened. CORRECT -Call the director and ask for details about what happened. -Nothing needs to be done; the director handled it well. -Schedule a meeting with the director and the fired employee at the resort location.
Scenario An HR manager receives a memo from a department director for termination of a groundskeeping employee. The company's recreational vehicle resort is at the same location as company headquarters. The terminated employee works and lives at the resort, and has no prior record of performance issues in his 10 year career. The memo states that the director terminated the employee yesterday for gross misconduct. The groundskeeper was working in the heat all morning and then informed the director he was going home for lunch. Later the groundskeeper radioed the director that he was running late in returning from lunch. Subsequent communications led to the director sending a student worker to the employee's trailer to pick him up and return to the office. Upon their return, the groundskeeper smelled of alcohol, and the student worker reported to the director that the intoxicated groundskeeper offered the under-aged student worker a beer, which was refused. The student worker stressed that she did not want to get the groundskeeper in any trouble; however, the groundskeeper insisted that he be allowed to drive the golf cart back to the office after drinking beer, which made the student feel uncomfortable. The HR manager reviews the documentation and is concerned about the director's actions. Had the director contacted HR first before terminating the groundskeeper's employment, which recommended action would the HR manager have suggested?
Item shrm1710-2-2 -Terminate the groundskeeper for gross misconduct and illegal activity when offering alcohol to the under-aged minor. CORRECT -Thank the student worker for raising her concern and drive the groundskeeper for a drug/alcohol test to be taken immediately. -Place the groundskeeper on a final written warning, explaining that any repeat episode could result in further disciplinary action, including termination of employment. -Tell the director to not do anything yet and wait for the HR manager to visit the office.
Scenario An HR manager receives a memo from a department director for termination of a groundskeeping employee. The company's recreational vehicle resort is at the same location as company headquarters. The terminated employee works and lives at the resort, and has no prior record of performance issues in his 10 year career. The memo states that the director terminated the employee yesterday for gross misconduct. The groundskeeper was working in the heat all morning and then informed the director he was going home for lunch. Later the groundskeeper radioed the director that he was running late in returning from lunch. Subsequent communications led to the director sending a student worker to the employee's trailer to pick him up and return to the office. Upon their return, the groundskeeper smelled of alcohol, and the student worker reported to the director that the intoxicated groundskeeper offered the under-aged student worker a beer, which was refused. The student worker stressed that she did not want to get the groundskeeper in any trouble; however, the groundskeeper insisted that he be allowed to drive the golf cart back to the office after drinking beer, which made the student feel uncomfortable. The day following the groundskeeper's termination, another resort employee calls the HR manager to state that the termination was too severe and that the groundskeeper made a mistake but has otherwise had a good employment record. How should the HR manager respond?
Item shrm1710-3-3 -Tell the caller that it is inappropriate to give the HR manager feedback about this issue. -Ask the caller how he feels about the director's leadership and if there are any cases of unfair treatment he can recall. CORRECT -Ask the caller if he was a witness to the incident, and, if so, would he be willing to provide a written statement on what he saw and heard. -Promise the caller that the HR manager will look at the groundskeeper's employment history and discuss it further with the director.
Scenario An HR manager receives a memo from a department director for termination of a groundskeeping employee. The company's recreational vehicle resort is at the same location as company headquarters. The terminated employee works and lives at the resort, and has no prior record of performance issues in his 10 year career. The memo states that the director terminated the employee yesterday for gross misconduct. The groundskeeper was working in the heat all morning and then informed the director he was going home for lunch. Later the groundskeeper radioed the director that he was running late in returning from lunch. Subsequent communications led to the director sending a student worker to the employee's trailer to pick him up and return to the office. Upon their return, the groundskeeper smelled of alcohol, and the student worker reported to the director that the intoxicated groundskeeper offered the under-aged student worker a beer, which was refused. The student worker stressed that she did not want to get the groundskeeper in any trouble; however, the groundskeeper insisted that he be allowed to drive the golf cart back to the office after drinking beer, which made the student feel uncomfortable. Two weeks after discharge, the groundskeeper contacts the HR manager and claims he was discriminated against due to his age and presumptions that he could not meet that the physical demands of the job, particularly during the summer heat. He points out that this is why the director hired much younger college students. How should the HR manager respond?
Item shrm1710-4-4 -Advise the groundskeeper that the HR manager can schedule a time and day for him to come in to the office to discuss the situation. -Inform the groundskeeper that it would be futile to argue the termination because it was clear that he was intoxicated. -Inform the groundskeeper that, since he is a former employee, the HR manager has no obligation to investigate the allegations of discrimination and end the call. -Let the groundskeeper know that if he wishes to pursue allegations of discrimination he can seek legal counsel; however, the HR manager can do nothing further.
A company with a history of tolerating low-performing employees has recently gained new leadership. The new executive team has brought in an HR director with a mandate to resolve multiple issues. The new HR director is well aware of the history of the company. In addition to the low-performance issue, the HR director has uncovered a poor record of compliance with the ADA, the FMLA, and workers' compensation. This lack of compliance has allowed several employees to take advantage of the system to their own benefit. The HR director has been tasked with correcting these issues with a new performance management system. Additionally, the HR director will need to improve the HR department's understanding and compliance with legal requirements so that the company is less likely to be taken advantage of in the future. The HR director has been tasked by the executive team to address the low performance of employees. Which is the best way for the HR director to handle this situation?
Item shrm4018-4-4 -Communicate new performance expectations at company-wide meetings. CORRECT -Train employees and supervisors on the new performance management process and expectations. -Instruct employees to comply with the new system or be progressively disciplined. -Conduct focus groups with managers and employees to get feedback on the current performance rating system.
Refer to the following scenario for the next 4 questions. A manufacturing organization is in the decline phase of its life cycle. The organization's largest customer has notified the CEO that it plans to withdraw its business over the next two years. The CEO and his staff must consider options to replace the lost revenue related to this customer account. The company's employees are nervous and uncertain about their future. Two options are quickly identified to replace the expected loss of revenue. Option 1 is to develop a new product that could be manufactured and delivered in one week while the competition delivers product in six weeks. To compete successfully with this approach, the company would also need to design an order entry system so customers could place orders online. This strategy requires engineering to design the product line. It also requires IT staff to design the software and customer portals, marketing and sales to develop sales literature and pricing models, manufacturing to prepare for production, and HR to develop the workforce plan. Option 2 would be to acquire a struggling competitor and quickly turn that company around. The CEO has asked the HR manager to assess possible HR issues for both of these options. The CEO decides on option 1 to develop a new product. In this scenario, the engineering department would be understaffed. Which action should the HR manager recommend as a first step to assist the engineering manager?
Item shrm1719-1-1 -Share information about the employee assistance program (EAP) to assist engineers stressed by increased workloads. -Consult with the engineering manager to assist with prioritizing the work of the drafters. -Assist the engineering manager in creating an organizational chart showing the engineering department reporting structure. CORRECT -Assist the engineering manager by researching engineering outsourcing firms and other short-term sourcing opportunities.
Scenario A manufacturing organization is in the decline phase of its life cycle. The organization's largest customer has notified the CEO that it plans to withdraw its business over the next two years. The CEO and his staff must consider options to replace the lost revenue related to this customer account. The company's employees are nervous and uncertain about their future. Two options are quickly identified to replace the expected loss of revenue. Option 1 is to develop a new product that could be manufactured and delivered in one week while the competition delivers product in six weeks. To compete successfully with this approach, the company would also need to design an order entry system so customers could place orders online. This strategy requires engineering to design the product line. It also requires IT staff to design the software and customer portals, marketing and sales to develop sales literature and pricing models, manufacturing to prepare for production, and HR to develop the workforce plan. Option 2 would be to acquire a struggling competitor and quickly turn that company around. The CEO has asked the HR manager to assess possible HR issues for both of these options. Which would be the best strategic action for the HR manager to use to demonstrate HR's value in this new product venture?
Item shrm1719-2-2 -Use the Delphi technique with the production manager to determine the minimum qualifications and educational requirements for the new job descriptions. CORRECT -Analyze the process throughput plan with the production manager, determine the staff levels needed, and conduct a job analysis for each position. -Compare the projected demand analysis for employees with the employee supply analysis in the company's immediate labor and recruitment area. -Recommend that a special projects implementation team be created to analyze, design, and manage the development of the new product.
Scenario A manufacturing organization is in the decline phase of its life cycle. The organization's largest customer has notified the CEO that it plans to withdraw its business over the next two years. The CEO and his staff must consider options to replace the lost revenue related to this customer account. The company's employees are nervous and uncertain about their future. Two options are quickly identified to replace the expected loss of revenue. Option 1 is to develop a new product that could be manufactured and delivered in one week while the competition delivers product in six weeks. To compete successfully with this approach, the company would also need to design an order entry system so customers could place orders online. This strategy requires engineering to design the product line. It also requires IT staff to design the software and customer portals, marketing and sales to develop sales literature and pricing models, manufacturing to prepare for production, and HR to develop the workforce plan. Option 2 would be to acquire a struggling competitor and quickly turn that company around. The CEO has asked the HR manager to assess possible HR issues for both of these options. Six months after deciding to pursue option 1, the CEO also decides to acquire another company. Which is the best first step for the HR manager to take as part of HR's due diligence?
Item shrm1719-3-3 -Bring in outside consultants to audit the new company's financial position to identify fiscal health. -Conduct a SWOT analysis of the likely long-term success of the acquisition of another company. -Review all current employment legal and administrative actions the new company has had filed against it. CORRECT -Conduct an HR audit of the new company's HR department for current and potential employment-related issues.
Scenario A manufacturing organization is in the decline phase of its life cycle. The organization's largest customer has notified the CEO that it plans to withdraw its business over the next two years. The CEO and his staff must consider options to replace the lost revenue related to this customer account. The company's employees are nervous and uncertain about their future. Two options are quickly identified to replace the expected loss of revenue. Option 1 is to develop a new product that could be manufactured and delivered in one week while the competition delivers product in six weeks. To compete successfully with this approach, the company would also need to design an order entry system so customers could place orders online. This strategy requires engineering to design the product line. It also requires IT staff to design the software and customer portals, marketing and sales to develop sales literature and pricing models, manufacturing to prepare for production, and HR to develop the workforce plan. Option 2 would be to acquire a struggling competitor and quickly turn that company around. The CEO has asked the HR manager to assess possible HR issues for both of these options. During this time of change and uncertainty for the organization, what should the HR manager do to encourage retention of key employees?
Item shrm1719-4-4 -Remind employees where to access exit information and review the effectiveness of the exit interview process. -Develop a long-term succession plan for each key position in the organization and ensure that it is updated. -Review the organization's current knowledge management retention strategy and communicate it to all managers and leaders. CORRECT -Clearly communicate job expectations and ensure that employees have adequate resources to perform their work.
Refer to the following scenario for the next 2 questions. The HR business partner (HRBP) of a large retail chain has compiled an annual report on turnover and shared it with the director of sales (DOS) and the district manager (DM) for one of the chain's retail districts. The DOS and the DM are pleased with the results, since the overall retention rate meets the requirement for them to be eligible for a bonus. However, the HRBP looks more deeply into the data and determines that several stores are extreme outliers and have high turnover rates. The HRBP informs the DOS and the DM. They tell the HRBP to not worry about it, as the overall number is fine. They have enough to deal with; it is not necessary to go looking for problems. The HRBP believes that the results that have been uncovered are a cause for concern in these stores. What is the best way for the HRBP to persuade the DOS and the DM that the outlier stores need further attention?
Item shrm1736-1-1 -Review the results from the prior year and see if they are consistent with this year's data. -Identify industry-specific benchmarks for turnover rates and apply them to the gathered data. CORRECT -Meet with the DOS and the DM to explain the costs of turnover and the need to investigate causes in these locations. -Craft an action plan to address the high turnover rates, and present the plan in a formal meeting with the DOS and the DM.
The HR business partner (HRBP) of a large retail chain has compiled an annual report on turnover and shared it with the director of sales (DOS) and the district manager (DM) for one of the chain's retail districts. The DOS and the DM are pleased with the results, since the overall retention rate meets the requirement for them to be eligible for a bonus. However, the HRBP looks more deeply into the data and determines that several stores are extreme outliers and have high turnover rates. The HRBP informs the DOS and the DM. They tell the HRBP to not worry about it, as the overall number is fine. They have enough to deal with; it is not necessary to go looking for problems. The HRBP believes that the results that have been uncovered are a cause for concern in these stores. Which is the best approach for the HRBP to use to determine the root cause of the high rate of turnover?
Item shrm1736-2-2 -Sit in on interviews to determine if realistic job previews are being given or if interview training is needed. -Craft and launch an anonymous employee survey. -Meet with members of management at the locations and determine if there are areas of opportunity for training. CORRECT -Conduct stay interviews with employees to determine what challenges they are experiencing.
Refer to the following scenario for the next 4 questions. A company with a history of tolerating low-performing employees has recently gained new leadership. The new executive team has brought in an HR director with a mandate to resolve multiple issues. The new HR director is well aware of the history of the company. In addition to the low-performance issue, the HR director has uncovered a poor record of compliance with the ADA, the FMLA, and workers' compensation. This lack of compliance has allowed several employees to take advantage of the system to their own benefit. The HR director has been tasked with correcting these issues with a new performance management system. Additionally, the HR director will need to improve the HR department's understanding and compliance with legal requirements so that the company is less likely to be taken advantage of in the future. Because the HR director is new to the company, which is the best way to connect with and collect information from company managers?
Item shrm4018-1-1 -Develop a survey that can be taken by each of the company's managers anonymously. -Create an anonymous suggestion box for all employees to submit ideas to improve performance and compliance. CORRECT -Conduct individual meetings with company managers to develop relationships. -Request that the managers each send an email containing their three biggest concerns.
A company with a history of tolerating low-performing employees has recently gained new leadership. The new executive team has brought in an HR director with a mandate to resolve multiple issues. The new HR director is well aware of the history of the company. In addition to the low-performance issue, the HR director has uncovered a poor record of compliance with the ADA, the FMLA, and workers' compensation. This lack of compliance has allowed several employees to take advantage of the system to their own benefit. The HR director has been tasked with correcting these issues with a new performance management system. Additionally, the HR director will need to improve the HR department's understanding and compliance with legal requirements so that the company is less likely to be taken advantage of in the future. Which is the best strategy for the HR director to take when developing new protocols concerning the ADA, the FMLA, and workers' compensation?
Item shrm4018-2-2 -Ask the entire HR team to provide input on strategies for developing new protocols. -Reach out to employees currently using these programs to obtain their feedback. CORRECT -Conduct a meeting with the company's legal counsel to ensure that new protocols are fully compliant with the law. -Develop a company-wide survey to learn from all employees which protocols they believe are deficient.
A company with a history of tolerating low-performing employees has recently gained new leadership. The new executive team has brought in an HR director with a mandate to resolve multiple issues. The new HR director is well aware of the history of the company. In addition to the low-performance issue, the HR director has uncovered a poor record of compliance with the ADA, the FMLA, and workers' compensation. This lack of compliance has allowed several employees to take advantage of the system to their own benefit. The HR director has been tasked with correcting these issues with a new performance management system. Additionally, the HR director will need to improve the HR department's understanding and compliance with legal requirements so that the company is less likely to be taken advantage of in the future. Which method should the HR director use to educate the HR staff on legal requirements?
Item shrm4018-3-3 -Implement required computer-based training for all HR staff to complete on their own time. CORRECT -Organize training for HR staff related to legal requirements, compliance, and performance management. -Advise the company's legal counsel to explain to the HR staff what happens if the company is not compliant. -Recommend that all HR staff enroll in a certification or degree program to attain legal qualifications.
Travel, training, and transfers are three of four tools, often referred to as the 4 Ts, used to develop a global mindset and influence managerial practices. What is the fourth tool, and what is its purpose?
Rationale - Item shrm1691 The 4 Ts are travel, teams, training, and transfers. They can be valuable strategies for creating a global mindset and enhancing the multicultural awareness of leaders and senior managers. In regard to teams, managers can be trained to form all their teams with an eye toward diversity and inclusion (gender, generational, cultural, etc.), not just for its own sake but for the advantages in problem solving and innovation created by more diverse teams. -Task orientation. This involves teaching managers to focus on task goals instead of established diversity-based innovations. -Technology. Mobile applications are making international assignments less isolating and are improving cross-cultural communication. -Tracking. Performance and process evaluation metrics can teach executives to self-manage their cross-cultural skill development. CORRECT -Teams. Working on global teams and international projects helps executives develop cross-cultural management skills.
What describes a culture that prefers training activities that spell out details and use direct and logical communication?
Rationale-Item shrm1025 In low-context cultures, people react to what is explicitly communicated so that those coming into the environment know how to behave. -Small power distance -Large power distance CORRECT -Low-context -High-context
With the recent addition of a traditional Japanese tea garden, a well-funded art museum wants to invest in educating staff who have little understanding of Japanese tea rituals. Which activity should HR recommend to develop cultural awareness and appreciation for the tea garden experience?
Rationale-Item shrm1692 For the event planning staff to develop cultural awareness and appreciation for the tea garden experience, they should travel to Tokyo, if possible. The other options may aid staff understanding but will not offer the cultural immersion to allow them to return and relay the experience that clients will expect. -Conduct internal training on tea culture experience that includes proper behavior. -Transfer a tea ceremony master from Tokyo to train the event planning staff. -Have the team divide assignments to research the tea garden experience by topic and cross-train each other. CORRECT -Travel to Tokyo to experience tea culture and tour tea gardens.
Which term refers to the process of framework to address cultural differences?
Rationale-Item shrm1701 Trompenaars' model refers to the process of resolving cultural differences as dilemma reconciliation, noting that solutions to dilemmas need not be either-or propositions. Dilemma reconciliation refers to the process of creating a "third way" as an alternative to opposing cultural demands. The other terms relate to cultural perspectives. -Cultural relativism -Parochialism -Determinism CORRECT -Dilemma reconciliation
Which is the best example of a civil law being applied to the practice of HR?
Rationale-Item shrm1706 Civil law is based on legislation: written codes (laws, rules, or regulations) approved by legislative bodies. It obligates employers to know the specific requirements of employment laws (not just goals) and document compliance. Common law systems are based on previous court decisions on interpretations of civil law, so updating policies and reviewing policies would be most impactful from common law. Liability can be created with either civil or common law. -Conducting an annual review of all policies, rules, and regulations across the organization. -Updating current policies and practices based on recent court decisions. CORRECT -Employers changing policy to comply with newly enacted legislation. -Identifying ways to eliminate liability from high risk areas across the organization.
Which factor/s most contribute to basing laws on religion?
Rationale-Item shrm1707 Religious law is based on religious beliefs and conventions: a mixture of written codes and interpretations by religious scholars. Sharia law, the body of Islamic religious law, for example, draws from the Qur'an, traditions derived from the actions or sayings of the prophet Mohammed, and scholarly interpretations of these sources. -Regulatory directives -Legislative acts -Court decisions CORRECT -Beliefs and conventions
What challenge to effective cross-cultural communication is faced by an organization that believes that its way is the best way and that lacks interest in other ways of reaching a goal?
Rationale-Item shrm1795 Cultural ethnocentrism refers to the tendency to view one's own cultural norms as better than the norms of other cultures in interpreting and responding to decisions or events. Ethnocentrism can be corrected with more exposure to other cultures and development of an open mind. Stereotyping assumes that all members of a culture share certain characteristics. Determinism says that culture is the primary determinant of a person's actions. Relativism holds that there are so many cultural norms that there are only differences; in reality there are common norms among cultures, such as respect for honesty. -Cultural relativism -Cultural determinism -Cultural stereotyping CORRECT -Cultural ethnocentrism
