1:5 HR Competencies: Global and Cultural Effectiveness Quiz
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? 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. Inform the groundskeeper that it would be futile to argue the termination because it was clear that he was intoxicated. 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.
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.
Which would be the best strategic action for the HR manager to use to demonstrate HR's value in this new product venture? 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. Use the Delphi technique with the production manager to determine the minimum qualifications and educational requirements for the new job descriptions. Recommend that a special projects implementation team be created to analyze, design, and manage the development of the new product.
Analyze the process throughput plan with the production manager, determine the staff levels needed, and conduct a job analysis for each position
The HR manager wants to create guidelines that could be used by supervisors to rate expatriates (i.e., employees transferred from abroad) and local employees fairly. Which should the HR manager do first? Apply research on cross-cultural best practices to formulate rating guidelines for supervisors. Review the research literature for characteristics of people from various cultural backgrounds. Administer surveys to supervisors asking about cross-cultural difficulties with managing expatriates. Inform supervisors that training is planned for next year to address their concerns.
Apply research on cross-cultural best practices to formulate rating guidelines for supervisors.
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? Promise the caller that the HR manager will look at the groundskeeper's employment history and discuss it further with the director. 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. 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.
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.
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 assess the engineering manager? Assist the engineering manager by researching engineering outsourcing firms and other short-term sourcing opportunities. Consult with the engineering manager to assist with prioritizing the work of the drafters. Share information about the employee assistance program (EAP) to assist engineers stressed by increased workloads. Assist the engineering manager in creating an organizational chart showing the engineering department reporting structure.
Assist the engineering manager by researching engineering outsourcing firms and other short-term sourcing opportunities.
Which factor/s most contribute to basing laws on religion? Regulatory directives Legislative acts Court decisions Beliefs and conventions
Beliefs and conventions 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.
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? E-mail the director, asking for details about what happened. 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.
Call the director and ask for details about what happened.
During this time of change and uncertainty for the organization, what should the HR manager do to encourage retention of key employees? Remind employees where to access exit information and review the effectiveness of the exit interview process. Review the organization's current knowledge management retention strategy and communicate it to all managers and leaders. Clearly communicate job expectations and ensure that employees have adequate resources to perform their work. Develop a long-term succession plan for each key position in the organization and ensure that it is updated.
Clearly communicate job expectations and ensure that employees have adequate resources to perform their work.
An organization is experiencing a high turnover rate in new hires within the first six to nine months. The HR director conducts research and determines that several of the employees have joined a competitor. The HR director decides to employ a third-party firm to conduct a salary survey, and a complete review of the job description and a job analysis for the position. Additionally, the HR director performs an internal employee opinion survey in which employees share that the current benefits package lags that of other companies in the area. The results from the third-party survey confirm that the company does lag the competitor by a large margin in compensation and benefits. While a need to offer additional employee benefits in order to be competitive in the market has been identified, the HR director is concerned that not all employees will value or make use of them. Which first step should the HR director take to determine the most appropriate benefits to include? Choose to eliminate or offer some of the benefits based on cost savings only Offer all benefits in question and later review,modify, or drop programs based upon interest Conduct a company-wide survey to identify which benefits employees express interest in, value, or would likely use Wait for more input from departing employees, because they won't leave a job based solely on benefits
Conduct a company-wide survey to identify which benefits employees express interest in, value, or would likely use
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? 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. 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.
Conduct a meeting with the company's legal counsel to ensure that new protocols are fully compliant with the law.
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? Review all current employment legal and administrative actions the new company has had filed against it. 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. Conduct an HR audit of the new company's HR department for current and potential employment-related issues.
Conduct an HR audit of the new company's HR department for current and potential employment-related issues.
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? Request that the managers each send an email containing their three biggest concerns. Develop a survey that can be taken by each of the company's managers anonymously. Conduct individual meetings with company managers to develop relationships. Create an anonymous suggestion box for all employees to submit ideas to improve performance and compliance.
Conduct individual meetings with company managers to develop relationships.
An organization is experiencing a high turnover rate in new hires within the first six to nine months. The HR director conducts research and determines that several of the employees have joined a competitor. The HR director decides to employ a third-party firm to conduct a salary survey, and a complete review of the job description and a job analysis for the position. Additionally, the HR director performs an internal employee opinion survey in which employees share that the current benefits package lags that of other companies in the area. The results from the third-party survey confirm that the company does lag the competitor by a large margin in compensation and benefits. The HR director and executive team agree that pay and benefit increases are necessary to remain competitive in the market. Which action should the HR director take to determine if the organization is experiencing benefit from the proposed solution? Conduct stay interviews with employees to periodically review benefit offerings and track retention rates Monitor the employee departure rate to see if it declines in six months Communicate to managers that a plan has been implemented to reduce departures Review the next cycle of performance evaluations to confirm whether goals are being achieved
Conduct stay interviews with employees to periodically review benefit offerings and track retention rates
In the past year, a mid-sized company has decided to strengthen its global operations. As an initiative to achieve this goal, there has been an increase in hiring in offices across countries. Employees have also been transferred to work in offices in different countries. However, this has caused some difficulties for supervisors at the local headquarters who must manage personnel transferred from foreign countries. In particular, supervisors have found it difficult to conduct performance ratings. Specifically, they have mentioned the difficulty in interpreting how employees transferred from abroad interact with locally hired coworkers, because some behaviors that are considered polite in some cultures may be seen as inappropriate in others. The supervisors have also expressed concerns that they may be seen as intolerant if they happen to rate employees from other countries lower than employees who share the same background as the supervisor. Because of these issues, many supervisors have missed the deadline for submitting the past quarter's performance ratings, which was a week ago. This delay has slowed down other corporate operations. An HR manager at the headquarters has been appointed to help the supervisors manage personnel from various backgrounds. What should the HR manager do first to facilitate better integration of expatriates (i.e., employees transferred from abroad) and local employees? Highlight success stories of cross-cultural interaction in company-wide communications. Conduct workshops within work groups where expatriate and local employees can discuss differences in customs. Conduct training to clarify that performance management is consistent across cultural differences. Administer anonymous surveys to gauge employees' level of inclusion every six months.
Conduct workshops within work groups where expatriate and local employees can discuss differences in customs.
An HR director is responsible for evaluating employee benefit requirements for various municipalities in regions across the country. What legal concept does this situation represent? Conflict of laws Extraterritoriality Rule of law Difference between civil and common law
Conflict of laws Conflict of laws is created when two or more jurisdictions (in this case, the municipality and any higher level of government in the country or in other countries) each have different legal requirements for the entities operating in their borders. The HR director, probably with legal counsel, must clarify which jurisdiction has control over a particular issue and adjust policies accordingly.
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? Cultural determinism Cultural relativism Cultural ethnocentrism Cultural stereotyping
Cultural ethnocentrism 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.
A global organization implements a clothing policy that sets general guidelines for a neat appearance and safety in the workplace. The policy also allows regional management to issue appropriate expectations for the local operations. Which does this action illustrate? Corporate standardization Cultural determinism Cultural imperialism Cultural relativism
Cultural relativism When a firm adopts a cultural relativist perspective, it allows local HR practitioners to interpret general guidelines according to local cultural practices and norms.
Which term refers to a set of beliefs, attitudes, values, and behaviors shared by members of a large group and passed down from one generation to the next? Assimilation Culture Globalization Global mindset
Culture The term culture refers to basic assumptions, norms, and values shared by members of a group. These elements of culture are expressed in artifacts such as clothing and in speech and behaviors. The elements are learned by new members of the group (whether newborn children or new employees in a workplace) and in this way are passed down over time. Globalization refers to the trend toward interconnectedness among countries. A global mindset is developed through understanding multiple cultures. Assimilation is the process of acquiring the elements of a new culture.
Which two tendencies are critical in developing a global mindset? Ethnocentrism and self-satisfaction Parochialism and exclusiveness Cosmopolitanism and sophistication Curiosity and change acceptance
Curiosity and change acceptance A global mindset is characterized by intellectual curiosity, a desire to understand larger contexts and multiple perspectives. Employees with a global mindset tend to see change as an opportunity.
Which term refers to the process of framework to address cultural differences? Parochialism Cultural relativism Determinism Dilemma reconciliation
Dilemma reconciliation 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.
An organization is experiencing a high turnover rate in new hires within the first six to nine months. The HR director conducts research and determines that several of the employees have joined a competitor. The HR director decides to employ a third-party firm to conduct a salary survey, and a complete review of the job description and a job analysis for the position. Additionally, the HR director performs an internal employee opinion survey in which employees share that the current benefits package lags that of other companies in the area. The results from the third-party survey confirm that the company does lag the competitor by a large margin in compensation and benefits. Also, managers do not provide candidates an accurate representation of day-to-day activities within positions. Which action should the HR director take to help hiring managers understand the criticality of a realistic job preview? Recommend all hiring managers be placed on a performance improvement plan for their interviewing shortcomings Partner with managers to review current job descriptions to create a representation of the typical workday Discuss with managers the importance of accurate representations in the interview, turnover costs, and their questions Conduct refresher training for experienced managers and more in-depth training for new managers on effective interviewing
Discuss with managers the importance of accurate representations in the interview, turnover costs, and their questions
Which legal process prohibits the government from fining a business without proof of a law violation? Jurisdiction Rule of law Conflict of laws Due process
Due process Due process is the concept that laws are enforced only through accepted, codified procedures, thereby avoiding unfair or arbitrary action by a country's government and restraining that government from abusing its power. Jurisdiction refers to the right of a legal body to exert control. Rule of law reflects the consistency with which a country's laws are applied to all individuals equally, the extent to which "no one is above the law." Conflict of laws occurs when the laws of two or more jurisdictions may apply to an individual event or action.
Upper management wants the HR manager to instruct the supervisors to submit the past quarter's ratings immediately. How should the HR manager respond to this? Agree to instruct the supervisors to submit performance ratings as soon as possible. Present some potential benefits of supervisors spending more time now to understand expatriate employees. Communicate that a delay in performance ratings is expected when a company is adjusting to expanding globally. Explain the value of providing additional time to supervisors to make more accurate ratings for the organization's operations.
Explain the value of providing additional time to supervisors to make more accurate ratings for the organization's operations.
Where is a plaintiff more likely to file a legal suit when jurisdiction shopping? Country where the plaintiff is employed District that allows for jury trials Region where the company headquarters resides Locale that historically provides the desired results
Locale that historically provides the desired results Jurisdiction or forum shopping is the practice of litigants taking their legal cases to the most likely location that will provide a favorable judgment. Some jurisdictions have become known as "plaintiff-friendly" and so have attracted litigation even when there is little or no connection between the legal issues and the jurisdiction in which they are to be litigated.
What describes a culture that prefers training activities that spell out details and use direct and logical communication? Low-context Large power distance Small power distance High-context
Low-context In low-context cultures, people react to what is explicitly communicated so that those coming into the environment know how to behave.
What should the HR manager do to address supervisors' concerns that they may be seen as insensitive if they rate expatriates (i.e., employees transferred from abroad) lower than local employees? Remind employees that the performance ratings provide valuable information that is independent of the value of the person. Conduct focus groups with supervisors so they can share their experiences and their concerns about the rating process. Offer cross-cultural training to supervisors that could be applied toward conducting performance reviews. Explain to the supervisors that the ratings will be valuable feedback for the employees that can be used to improve their behavior.
Offer cross-cultural training to supervisors that could be applied toward conducting performance reviews.
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? Advise the company's legal counsel to explain to the HR staff what happens if the company is not compliant. Implement required computer-based training for all HR staff to complete on their own time. Recommend that all HR staff enroll in a certification or degree program to attain legal qualifications. Organize training for HR staff related to legal requirements, compliance, and performance management.
Organize training for HR staff related to legal requirements, compliance, and performance management.
Which culture is more likely to prefer an informal agreement (e.g., verbal, handshake) to a detailed contract? Universalist Ascriptive Particularist Outer-directed
Particularist In a particularist culture, a strong handshake agreement may be sufficient, and requiring a written agreement may be perceived as an insult. This may be contrasted with a universalist culture, which focuses on rules and the existence of one right way.
An organization is experiencing a high turnover rate in new hires within the first six to nine months. The HR director conducts research and determines that several of the employees have joined a competitor. The HR director decides to employ a third-party firm to conduct a salary survey, and a complete review of the job description and a job analysis for the position. Additionally, the HR director performs an internal employee opinion survey in which employees share that the current benefits package lags that of other companies in the area. The results from the third-party survey confirm that the company does lag the competitor by a large margin in compensation and benefits. The departure of the new hires shortly after starting the job is a cause for concern. Which recommendation should the HR director make in order for the organization to see an immediate reduction in the turnover? Review the job description for accuracy since that is the only important factor Partner with managers to review the job description and conduct interview and onboarding training Increase new-hire starting salaries by 20% because the competitor is paying its employees more Review the hiring process and ensuring that hiring managers are interviewing correctly
Partner with managers to review the job description and conduct interview and onboarding training
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? Tell the plant manager that the lottery must stop as indicated by the corporate HR director. 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. Schedule a meeting with the corporate HR director and the plant manager to discuss the issue. Submit
Schedule a meeting with the corporate HR director and the plant manager to discuss the issue.
Which employee action is most effective in developing a global mindset? Demonstrating motivation to work in another country Completing cultural diversity courses the employer offers Learning another language based on organizational locations Spending time living abroad
Spending time living abroad Of the choices, the candidates most likely to have a global mindset are the employees who have actually spent time living outside their own countries. This provides daily interactions that embody cultural differences. The other actions will also help develop a global mindset, but they do not provide the firsthand, intensive experience in living in another culture.
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? Teams. Working on global teams and international projects helps executives develop cross-cultural management skills. 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. Task orientation. This involves teaching managers to focus on task goals instead of established diversity-based innovations.
Teams. Working on global teams and international projects helps executives develop cross-cultural management skills. 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.
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? 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. Terminate the groundskeeper for gross misconduct and illegal activity when offering alcohol to the under-aged minor.
Thank the student worker for raising her concern and drive the groundskeeper for a drug/alcohol test to be taken immediately.
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? Communicate new performance expectations at company-wide meetings. 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. Train employees and supervisors on the new performance management process and expectations.
Train employees and supervisors on the new performance management process and expectations.
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? Host a company-sponsored picnic for all employees and their families. Organize one-on-one interviews with employees to discuss what the HR manager can do better. Walk around the plant to talk to employees and get to know them better personally and not in a formal setting. Meet with the corporate HR director to identify a legally acceptable activity to replace the lottery.
Walk around the plant to talk to employees and get to know them better personally and not in a formal setting.
How should the HR manager best encourage compliance with the new policy? Install surveillance cameras throughout the plant to monitor employees' behavior. Have informal discussions with employees asking about whether anyone is holding lotteries. Hang posters throughout the company outlining the disciplinary procedures if anyone breaks the policy. Write an article in the company newsletter outlining the reasons why the policy is beneficial.
Write an article in the company newsletter outlining the reasons why the policy is beneficial.
