FINAL EXAM INTERNATIONAL HUMAN RESOURCE MGT
Employee's view a movement away from the traditional collectivist-oriented employment contract constitutes a violation of the ______________________. a.psychological contract b.employment contract c.sociological contract d.none of the above
A
_________________ is evidenced in the adoption of similar "best practices" by firms. a. Convergence b. Divergence c. Emergence d. Standardization
A
Approaches to determining international assignee compensation include all of the following EXCEPT a.negotiation. b.income statement. c.localization. d.lump sum.
B
Repatriating refers to the __________ of bringing the international assignee and family back "home" from the foreign assignment. a. policy b. process c. intention d. none of these
B
Responding to an employer's duty of care and potential liabilities and handling crises well will contribute positively to a(n)_______________ a.MNE policy. b.employer's brand. c.employer's experience. d.all of the above.
B
_______________ is an emerging interdisciplinary field that aims at influencing foreign government policy and regulatory decisions that affect global trade. a .International business bargaining b .Commercial diplomacy c .Private business-government negotiation d .Non-government organizational policy-making
B
Africa, Asia, Europe and Latin America are examples of a.micro-regions. b.cross-border regions. c.macro-regions. d.sub regions.
C
When using a(n) __________ approach, MNEs source talent from anywhere in the world. a. ethnocentric b. polycentric c. geocentric d. regiocentric
C
Which of the following is NOT a capability required for IHRM roles in the future? a.Ability to educate and influence line managers. b.Being computer and technology-literate. c.Developing specialist knowledge. d.Focusing on quality of IHR services.
C
Which of the following is not an institution within the structure of the EU? a .European Parliament b.European Commission c .World Trade Organization d .Court of Auditors
C
____________ parity is a commitment to offer something from each core category of benefit to every employee worldwide. a.Absolute b.Relative c.Qualitative d.Quantitative
C
Concern for employee health and well-being are increasing because of a. increasing attention to employee well-being around the world. b. increasing numbers of employees at potential risk because of increased global trade. c. increasing risk factors. d. all of these.
D
Concern for the well-being of the MNEs global workforce involves a.establishing health and safety policies on a global basis for all employees. b.managing the health and safety regulations that vary from country to country. c.dealing with natural and man-made disasters. d.all of the above.
D
The _________ layer of culture includes dress, food, architecture, and customs. a. invisible b. tactile c. hidden d. surface
D
The common law system, the civil code approach and religious law has its own unique methodologies for a .creating laws b .developing the content of laws c .enforcing laws d .all of the above
D
The reason why some new enterprises operate almost immediately across the globe ("born global") is a. the nature of their products b. the global networking of the engineers and scientists involved c. marketing through the internet d. all of the above
D
The types of problems the MNE confronts when determining the need for training of its local workforces include a.determining who should deliver the training. b.establishing if there are cultural differences in preferred training delivery. c.determining whether training programs should be exported from headquarters. d.all of these.
D
The use of virtual teams will become more prevalent because a. technology now makes it easier for cross-border teams to meet in a virtual fashion. b. this approach costs firms less in terms of travel and relocation expenses. c. the complexity of international business requires interaction of people with multiple competencies from many locations. d. all of the above
D
There are at least three different major legal systems operating in the nations of the world. Overall, law a .shapes government b .establishes rules for behavior c .serves as a mediator between people and organisations d .all of the above
D
Training for cross-cultural adjustment has a focus on helping international assignees and their families to do all of the following EXCEPT a.become aware that behaviors vary across cultures. b.provide practice in observing cultural differences in behavior. c.build a mental map of the new culture. d.develop an understanding of what they value in their own culture.
D
When using a(n) __________ approach, MNEs favor using talent from the region. a. ethnocentric b. polycentric c. geocentric d. regiocentric
D
Which of the following is NOT a factor in the continuing development of IHRM within MNEs? a.Managing the shift from domestic HRM to international HRM. b.Ensuring effective knowledge management. c.Providing HR services cost-effectively. d.Maintaining access to the current high levels of available IHRM professionals.
D
Which of the following is NOT an approach to employee relations followed by IHR departments within MNEs? a .Hands off b .Monitor c .Guide and advise d. Assimilation
D
Which of the following is NOT an example of an internal recruiting source? a. Nominations b. Global talent management inventories c. In-house global leadership programs d. Executive search firms
D
Which of the following is a factor affecting PM practices? a.International mergers b.Joint ventures c.acquisitions d.All of the above
D
Which of the following is a factor in determining organizational structure: a. The firm's stage of international development b. The diversity and complexity of business operations c. The amount of cross-border coordination required by the firm's strategy d. All of the above
D
Which of the following is a frustration experienced by international researchers a. Inconsistent and vague definitions of terms like culture b. Inaccurate translation of key terminology c. Difficulty in isolating cultural differences d. All of the above
D
Which of the following is a pressure driving the internationalization of business? a. increased travel b. rapid and extensive global communication c. migration of large numbers of people d. all of the above
D
Which of the following is not typically a reason for pursuing an acquisition or international alliance? a. To enhance industry consolidation. b. To enable geographic expansion. c. To form a firm with superior market advantages. d. To create a niche market.
D
Which of the following job settings involves the management of IHRM issues? a. HR manager in a domestic (local) firm b. HR manager in a firm with foreign owners c. HR manager in regional headquarters of a MNE d. all of the above
D
A reason for sending people on learning-driven international assignments is a. transfer of knowledge. b. organizational control. c. to perform functional tasks. d. all of the above
A
Adopting a global business strategy means that an MNE implements the same unified approach in all countries regardless of their differences so that there is a high degree of a. integration b. decentralization c. proactivity d. regiocentric
A
An element of the strategic management process used to develop a global business strategy is a. environmental scanning b. downsizing c. outsourcing d. all of the above
A
Co-determination is a legal requirement in which employees are __________ on supervisory boards or boards of directors. a .represented b .consultants c .advisors d. none of the above
A
Comparative IHRM is a __________ field of inquiry. a.developing b.diverging c.regional d.all of the above
A
Designing an effective cross-cultural training initiative includes a.determining the specific cross-cultural training needs. b.using one cross-cultural training program for all types of global assignments. c.standardizing a cross-cultural training program for use across the globe. d.all of the above
A
Developing unique PM practices in each foreign unit is a(n) _________ PM strategy a.adaptive b.exportative c.integrative d.differentiation
A
Governments in Latin American countries generally have an authoritarian approach that strongly ____________ the economy, labor markets and organizational relationships. a.regulates b.liberates c.innovates d.all of these
A
In the U.S., the only mandatory subjects for bargaining are wages, hours, and __ a. working conditions b .performance standards c .benefit payments d .all of the above
A
Keeping track of workforces in each country of operation, long-term IAs, termination liabilities, and employee contracts are all special complexities that _____________ MNEs. a.global HRISs offer to b.no other part of the organization will offer to c.are usually the first point of contact for the media and families within d.all of the above
A
Maintaining competitive and equitable salaries and benefits among the various operations of the organization is one component involved in managing the problem of _____________. a.comparability b.co-existence c.uniqueness d.bargaining
A
On an ethical continuum, ethical ________ suggests that what is right is whatever a society defines as right. a .relativism b .revolution c .absolutism d .none of these
A
The HR Manager in the headquarters of a multinational firm has a focus on ___________ as part of their role in developing IRHRM practices. a. developing policies and practices from the center (headquarters) out to all foreign operations b. being on the receiving end of policies and practices c. only resolving local issues d. all of the above
A
The Human Resource Certification Institute is identifying and codifying the "body of knowledge" in IHR and designing a testing procedure for a.certifying professional skill and knowledge in IHRM. b.certifying IHRM practices and policies. c.certifying that IHRM regulations have been adhered to. d.all of the above.
A
The International Lavour Organization's (ILO) Declaration on Fundamental Principles and Rights at Work attempts to establish consensus on basic employment rights, and includes all of the following EXCEPT a .restricting association and limiting collective bargaining b .abolition of child labor c .elimination of forced labor d .elimination of discrimination in regards to employment
A
The Mercosur/Mercosul "common market" agreement was signed by a .Argentina b .Boliva c .Columbia d .Peru
A
The PM system needs to be able to recognise that international assignees have developed specific skills, such as _______________, and these need to be considered in the evaluation of their performance. a.being flexible in dealing with people and systems b.ensuring that the global directives are enforced c.managing a workforce with many similarities d.all of the above
A
The United Nations Global Compact asks businesses around the world to embrace 10 principles in the areas of human rights, labor standards, and the environment. The principles that directly involve IHR include a .businesses should support and respect the protection of internationally proclaimed human rights b .businesses should pay appropriate amounts for all forms of forced labour c .businesses should improve practices that discriminate various groups d .none of the above
A
The _________ layer of culture includes universal truths. a. invisible b. tactile c. hidden d. surface
A
The __________________ perspective suggests that over time organizational structures and business practices and values in differing countries and regions will become similar. a.convergence b.divergence c.regional d.none of these
A
The instructional _____________ model, commonly used by instructional designers, focuses on the various stages of T&D. a.ADDIE b.LEARN c.TEACH d.SMART
A
The process of finding candidates from labor markets that are geographically dispersed is called a. sourcing. b. outsourcing. c. offshoring. d. all of these
A
The process or style used by management to arrange the various components of the organization is referred to as a. organizational design. b. organizational change. c. organizational structure d. none of the above
A
The significant aspect for MNEs of Hofstede's findings about national culture was that the practice of imposing managerial and organisational systems as developed in the parent country and parent company of an MNE upon all of the MNE's foreign subsidiaries was ________ a. wrong b. correct c. best practice d. an emerging trend
A
The use of parent-company policies and procedures throughout a firm's global operations is known as a. convergence b. divergence c. outsourcing d. restructuring
A
To manage the costs of international assignees, MNEs are replacing them with a. more short-term assignments b. reduced business trips c. reassignment of tasks to locals d. all of the above
A
Two major new challenges related to the successful implementation of cross-border teams are a. managing people you can't see and redefining the role of management itself. b. managing conflict and working in isolation. c. supporting managers with appropriate IHRM strategies and rewarding performance. d. managing communications in large teams and increasing diversity.
A
Wanting to conclude contract negotiations in the shortest possible time would be cross-cultural characteristic of a _________-focus pattern of business behavior. a. deal b. relationship c. monochromic d. polychromic
A
When designing financial packages for IAs we also need to pay close attention to non-compensation factors such as_____________ to ensure overall satisfaction. a.career planning b.base pay c.competitive salary d.none of the above
A
When using a(n) __________ staffing approach, MNEs tend to hire from the headquarters country and send employees on international assignment to the subsidiaries. a. ethnocentric b. polycentric c. geocentric d. regiocentric
A
Which of the following is TRUE about firms who are successful at exploiting emerging opportunities internationally: a. Their success depends on how well they interpret the dynamic world in which it operates and figures out how to deal with it, capitalizing on all the available global resources. b. Their success depends on how well they mobilize their local resources in their country of origin. c. Their success depends on how well they determine what their core business is and their ability to expand. d. All of the above.
A
Within the global labor market, people with the education and skills needed in today's global economy are increasingly available everywhere, making potential employees available from a. all racial and ethnic origins and nationalities. b. a limited number of ethnic origins and nationalities. c. within the global MNE. d. all of these
A
Work _________ have the right to receive information and to provide consultation relative to many decisions a firm makes. a .councils b .consultants c .counselors d. contractors
A
A firm has reached the level of a global orientation, a(n) ___________ mindset will develop and be adopted. a. ethnocentric b. geocentric c. polycentric d. regiocentric
B
A firm pursuing an active IHRM strategy is characterized by HR at corporate headquarters and HR at the subsidiary trying to _____________ the control over HR decision making. a. avoid b. balance c. re-allocate d. decentralize
B
A greenfield project requires _______ development of facilities than does a brownfield project. a. less b. more c. about the same
B
Best practices related to virtual team leadership include all of the following EXCEPT a.establishing and maintaining trust b.having face-to-face meetings and the beginning and end of the project c.ensuring that distributed diversity is understood d.enhancing visibility of virtual team members within the team and outside the organization
B
Cultural isolation is considered within which of the following categories in evaluating the extent of hardship in an overseas posting? a.Physical threat b.Level of discomfort c.Inconvenience d.Localization
B
Decisions about the purpose of the PM system, performance criteria, methods of evaluation and rater identification have to be made during the __________ phase of the IPM system. a.final b.design c.implementation d.evaluation
B
Designing a IHRM strategy that concentrates authority and decision making at the top of the firm (the headquarters) is similar to the concept of integration, is considered as a decision to ____________. a. regionalize b. centralize c. decentralize d. localize
B
Developing a PM system in the home country and transferring it to foreign units is a(n) _________ strategy a.adaptive b.exportive c.integrative d.differentiation
B
Due to the international knowledge gained from the overseas experience and the insights gained about how the firm is viewed in another country, the repatriate plays an important role in accelerating the ________________ from host countries to headquarters and vice versa. a. transfer of visas b. transfer of knowledge c. cultural exchange d. none of the above
B
Each stage of the process of internationalisation makes _______ demands on the HR department. a. similar b. unique c. no
B
Errors in judgment and decisions in foreign jurisdictions, mistakes when dealing with foreign employees, and international assignees are all forms of a .bargaining terms. b .litigation risks. c .IHRM practices. d. none of the above
B
For a long time, ___________ has been the first step of internationalization for most firms while they were still relatively small. a. importing b. exporting c. franchising d. licensing
B
Helping managers to improve their performance, develop future potential, motivating employees by recognizing their efforts and career planning are all forms of a.evaluation goals. b.developmental goals. c.appraisal goals. d.none of the above.
B
In many countries, the domestic (local) firms confront IHRM specific challenges, including a. responding to changes in local legislation b. the hiring of employees who come from another country c. training employees in the use of new systems d. all of the above
B
Male and female labor force participation rates vary ________ from country to country that this f actor alone has a major impact on the size of any country's labor pool. a. so little b. so much c. somewhat d. none of these
B
Managers can have a significant impact upon the success of internationalized firms by developing informal ________ throughout the many centers of the firm. a. systems b. networks c. practices d. teams
B
National cultures such as those of China, Japan and Korea that accept that business results may take time to achieve is an example of a ____________ orientation. a. short-term b. long-term c. tenure d. pragmatic
B
Organizational _______ refers to the formalized arrangement of organizational components such as headquarters, business units, and product lines in an organization. a. systems b. structure c. design d. silos
B
Organizations that bring together the production of goods and services from their many locations around the globe in order to deliver value to clients worldwide have adopted a ________ structure. a. global matrix b. globally integrated c. product integrated d. functional
B
Reasons for the need for most firms to consider internationalization and its impact for them from an HR perspective include all of the following EXCEPT a. the need to know how to merge cultures b. to effectively manage the HR budget c. to develop strategies for managing diverse languages d. the need to address different expectations of employees from multiple countries
B
Strategic IHRM is the part of IHRM that focuses on a. developing budgets b. creating and implementing IHRM policies and practices to achieve international objectives c. networking with industry partners d. all of the above
B
Technology has made it possible for the transaction type of HR activities to be managed through in-sourcing and outsourcing, so now HR professionals must focus on the _______ of HR processes and managing HR projects across organizational and ____________ boundaries. a.reduction, within domestic b.integration, national c.segregation, national d.integration, within domestic
B
The IHRM functions and activities associated with managing employees who are sent on international assignments includes all of the following EXCEPT a. understanding foreign taxes b. lowering the level of risk and liabilities c. work visas d. assistance with international relocations
B
The IHRM-related questions that need to be answered within an MNE as it creates its international strategy include a. Will we be able to find and recruit the talent necessary for international operations? b. Should we pursue centralised or localised HRM policies? c. How many local employees will we need to recruit and does the local labor force have the necessary skills? d. All of the above.
B
The ________________________ is the norm for goods and services or the portion of salary spent on goods and services in the home country according to salary and family size of the international assignee. a.differential country spendable b.home country spendable c.host county spendable d.none of these
B
The extent to which the subsidiaries and the headquarters of a firm develop a unified whole and therefore achieve a range of competitive advantages (such as economies of scale) is defined as _______ . a. geocentric b. integration c. responsiveness d. decentralization
B
The new structures for delivering IHR services (such as outsourcing, shared services, and centers of excellence) are ____________ incorporated into HR development. a.already being b.not being c.extensively d.always
B
The preparation of international assignees prior to going overseas (and after arrival) is ____________ as important to their successful performance as selecting the right candidate and family in the first place. a.not b.at least c.seldom d.none of the above
B
The term political unionism refers to unions who tend to be very political and generally achieve their objectives through political action rather than through direct ________ bargaining. a .business b .collective c .census d. none of the above
B
The transition from collectivism to individualism in HRM policies and practices, especially in countries such as ___________________ is an important issue and has major implications for HR practices such as compensation. a.France and Germany b.India and China c.Australia and India d.Canada and Mexico
B
Under the 1998 EU directive on the protection of employee privacy, personal data on European employees _________ transferred out of the EU unless the country in which the data recipient resides has acceptable privacy protection standards in place. a .generally is not b .cannot be c . consistently is d. none of the above
B
Unlike an acquisition, an international alliance is ongoing and needs to be governed throughout as a ___________. a. process b. relationship c. task d. none of the above
B
When using a(n) __________ staffing approach, MNEs prefer to use locals from the subsidiary country. a. ethnocentric b. polycentric c. geocentric d. regiocentric
B
Which of the following is a factor affecting the development of occupational safety standards in developing countries? a.Pressure to reduce jobs. b.Limited funds for enforcing safety laws. c.The use of new equipment. d.All of the above.
B
Which of the following is an option for managing international alliances? a. Service model. b. Operator model. c. Flexible model. d. Owner model.
B
Which of the following is included in the core set of global attributes of global leaders? a.Impulsiveness b.Inquisitiveness c.Inertia d.Identification
B
Which of the following is not a form of IHRM research? a. Cross-cultural b. Monocultural c. Multicultural d. HR practices in other countries
B
Within the European Union, population growth is comparatively ______________, and predicted to become ___________ by 2015-2020. a.fast; positive b.slow; negative c.negative; slow d.slow; faster
B
_______________ is the characteristic way of behaving and believing that a group of people have developed over time and share. a. Animosity b. Culture c. Linguistics d. Formalities
B
'Exemplary practice' or best practice in international assignee selection processes includes___________. a. selecting based on job tenure b. focusing on the international assignee without involving family members c. involving HR in assignment decisions and support services d. all of these.
C
A MNE business strategy that enables subsidiaries to respond to local differences and encourages modification of products or services to meet local needs and increase local competition is called ___________ . a. ethnocentric b. integration c. local responsiveness d. reactionary
C
A developing country is experiencing a(n) ___________ when its educated and skilled citizens leave for jobs with better pay in the developed countries. a. skills shortage b. external migration c. brain drain d. all of these
C
A general resistance to ___________ is a frequently-mentioned cause of integration problems. a. technology b. management c. change d. all of the above
C
A(n) ___________ include independent countries that share certain attributes such as social, economic and cultural characteristics: a.micro-region b.cross-border region c.macro-region d.none of these
C
An IHR researcher with a(n) _________ research focus is trying to identify culture-common aspects. a. antic b. emic c. etic d. metric
C
An IHRM strategy's effect on organizational effectiveness is _________ dependent on how well the IHRM strategy fits with and supports a MNE's business strategy. a. often b. rarely c. always d. sometimes
C
As well as cross-cultural differences, the effectiveness of training and development is likely to be impacted by structural concerns, including all of the following EXCEPT a.legal obligations to train b.labor force educational levels c.similar education qualifications d.different approaches to educational systems
C
Combining local PM practices with those in the region and around the world is a(n) _________ PM strategy a.adaptive b.exportative c.integrative d.Differentiation
C
Compared to other regions, the HRM issues in North America include all of the following EXCEPT a.the HRM function becoming a strategic business partner. b.low levels of unionization. c.a relatively fast population growth. d.less intrusive labor laws.
C
Culture _____________ is the set of psychological and emotional responses people experience when they are overwhelmed by their lack of knowledge and understanding of the new, foreign culture and the negative consequences that often accompany their inadequate and inexperienced behavior. a.disjuncture b.blocking c.shock d.misadaptation
C
Culture is developed over time and provides people within that culture will all of the following EXCEPT ____________. a. the capacity to adapt to changing circumstances b. a sense of who they are c. the inability to pass their knowledge on to the next generation d. expectations in terms of management processes and how people solve problems
C
Effective performance management of international assignees requires recognition of the value of their foreign experience and ___________ approaches to evaluating their performance. a.flexible b.responsive c.formal d.in-frequent
C
Essentially peoples' _________ are the interpretive frameworks that come from their experiences and cultures and that guide how they classify and discriminate events and people in ways that help them to understand what they observe and perceive. a.attitudes b.biases c.mind-sets d.prejudices
C
In at least one survey, ___ percent of expatriates surveyed were dissatisfied with their salaries and benefits and their international compensation packages in general. a.22 b.44 c.77 d.88
C
McDonald's is an example of firm that adopted a _______________ strategy to package the successful elements of their operations in their home market and offer this package to overseas investors, with perhaps training and marketing support. a. sub-contracting b. exporting c. franchising d. all of the above
C
Obstacles to multinational bargaining include all of the following EXCEPT a .widely varying industrial relations laws and practices among different countries. b .major economic and cultural differences among different countries. c .presence of a centralized decision-making authority for unions. d.none of these
C
Off-shoring involves the relocation of one or more aspects of an organization's business processes to a location in another country for the purpose, at least initially of a. creating career paths b. developing networks and relationships c. lowering costs d. all of the above
C
One way to improve the firm's overall international business competency is to __________ the people who have global knowledge and experience: a.centralize b.identify c.disperse d.all of the above
C
Outsourcing success depends on all of the following factors except a. executive-level support in the client organization for its outsourcing mission b. ample communication to affected employees c. the efforts of competing firms to manage contracts and agreements d. the firm's ability to manage its service providers
C
Recruiting is highly dependent on the workforce planning process - recruiting begins after the firm's immediate and long-term __________ needs are defined. a. strategic b. population c. labor d. management
C
Research indicates that where a country has a strong __________ movement effective health and safety measures have been developed and actively enforced. a.unification b.policy c.union d.safety
C
The San Diego-Tijuana region is an example of a _________ region. a.trade b.macro-region c.cross-border d.all of these
C
The _________ layer of culture includes values, religions, and philosophies. a. invisible b. tactile c. hidden d. surface
C
The _______________ perspective suggests that institutional, national and business values are deeply integrated and embedded in a society and resist change to accommodate policies and practices introduced by foreign MNEs. a.convergence b.regional c.divergence d.none of these
C
The ________________________ is the amount for goods and services that the international assignee is expected to spend in the host country as an international assignee or the amount needed for the spendables in the assignment location. a.differential country spendable b.home country spendable c.host county spendable d.None of these
C
The common law system, adopted in the United States, legislation and statues tend to be quite general and interpretation about questions or disagreements is done in court, so that legislation establishes basic principles, with _____________ and __________ determining what people can and cannot do. a. Judges and lawyers b .MNEs and SMEs c .precedence and practice d .all of the above
C
The most important labor force issue for developed economies is their _________ populations. a. global b. diverse c. aging d. all of these
C
The most important selection criteria for international assignments include all of the following EXCEPT a. job suitability. b. cultural adaptability. c. developing cultural sensitivity. d. desire for foreign assignments.
C
The two essential needs that compel senior executives to develop specific strategies for their organisations are a. to react to changes in the environment and respond to new legislation b. to resolve issues in emerging markets and keep customers satisfied c. to actively shape how business will be conducted and to mold a coordinated approach across the company d. to actively downsize the business and meet shareholder needs
C
The typical due diligence review of target firms during the precombination phase ________ considers the critical people, organizational, and HR issues that often provide the reasons for the success or failure of the combination. a. often b. sometimes c. rarely d. never
C
Transfer of ______________ is the extent to which people on training programs are able to (and/or actually do) apply what they learn in training programs to their day-to-day jobs. a.ability b.capability c.learning d.skills
C
Two benefits related to the use of internal recruiting sources are a. increasing the size of the applicant pool and reducing infighting. b. increasing the quality of the applicant pool and enhanced reputation. c. reduced labor costs and enhanced reputation . d. all of these
C
Understanding the differences between very different legal systems is essential if firms are to know what to expect and how to act in relation to the law, especially in terms of HR practices such as _________ which will vary between countries. standards proscribing a. discrimination for various groups b .determining holiday and termination standards c .A and B d .none of the above
C
Which of the following is not a way in which IHRM differs from domestic HRM? a. more HR functions and activities b. a broader expertise and perspective c. less involvement in people's lives d. more external factors and influences
C
Which of the following is not an activity that HR professionals can do as part of a due-diligence process? a. Creating a SWAT team b. Creating a checklist of items to evaluate c. Developing an action plan once the process has started d. Dealing with concerns about the nature of the new firm
C
Which of the following is not codified as a domain of IHRM knowledge? a. Global strategic HR b. Global staffing c. Global tariffs and trade regulations d. Global compensation and benefits
C
Which of the following is not legally binding on EU member states? a .Directives b .Regulations c .Opinions d .Decisions
C
World Health Organization data suggest that, worldwide, approximately ___________ of the world's workers are employed in hazardous jobs, both from risk of injury or illness and from death. a.one-third b.one-fifth c.one-half d.one-tenth
C
_________________ in PM is the application of a relatively similar appraisal concept but adapting the process to align with cultural characteristics. a.Divergence b.Convergence c.Crossvergence d.Emergence
C
A "region" can be described by various attributes, such as a.economic system. b.geography. c.governmental jurisdiction. d.all of these.
D
A MNE strategy that attempts to maximize both responsiveness and integration so that each subsidiary is responsible for making adaptations to suit the local needs, while still being able to draw on the global expertise and resources. A. ethnocentric b . multi-domestic c. global d. transnational
D
A(n) ____________________ agreement exists between countries that have established social security systems - they have negotiated bilateral social security treaties with each other in order to eliminate double taxation. a.coordination b.equalization c.balancing d.totalization
D
An integrative framework for strategic international HRM in MNEs includes consideration of a. exogenous factors b. strategic MNE components c. endogenous factors d. all of the above
D
As HR issues are among the most critical issues for successfully competing in the international marketplace, HR should be providing a. help with creating a mission and goal setting b. input to the international strategic decision making c. design of people specific strategies d. all of the above
D
Based on Hofstede's research of national culture, highly individualistic cultures focus on a. animosity b. the belief that the individual is more important than the group c. decisions are based on individual needs and interests d. B and C
D
Based on the limited research available related to the PM of international assignees, it is recommended that MNEs a.set clear performance expectations for the international assignee. b.specify what successful performance in the host country entails. c.conduct frame-of-reference training for both the raters and the rater. d.all of the above.
D
Critical components of PM in large Western firms have shifted towards a.greater accountability of employee performance, and involvement of multiple raters. b.use of more objective measures and metrics. c.ongoing coaching and development of employees. d. all of these
D
Critics claim that IHR a.is not being a true business partner. b.do not have the IHR competencies that are required to meet all of the needs of the business. c.are not going to be able to deliver innovation and flexibility. d.all of the above.
D
Current U.S. employee relations practices are quite different from those practices in other countries. Primary features include: a .typically professional and technical workers do not form or join unions b .contracts between unions and employers are negotiated primarily at the local level be- tween a single union and a single employer c .collectively bargained contracts typically last for three years d. all of the above
D
Disadvantage(s) of using a home country manager as a rater of an international assignee's performance include a.they may have little knowledge of local circumstances. b.they may not be aware of the local culture and its impact on performance. c.there are no disadvantages. d.A and B
D
Drivers of the growth of international acquisitions include all of the following except a. the need to grow the business to compete with other global firms. b. to acquire assets and resources needed to compete. c. a faster way to develop a presence in the local market. d. the desire to develop all of the required resources internally.
D
Due to the flexibility-security nexus in the European Union, the HR function has an important role to a.increase flexibility while still protecting employees. b.be broker between management and the workforce. c.develop, implement and maintain policies to satisfy multiple stakeholders. d.all of the above.
D
Effective performance management of international assignees is critical to the success of the MNE, especially because a.expatriates have lower than average turnover rates upon their return from an assignment. b.expatriates are very expensive in terms of their compensation arrangements. c.many international assignees are successful and leave their assignment early. d.all of the above.
D
Expatriate success is defined as a. completion of the foreign assignment (achieving the original goals and objectives). b. cross-cultural adjustment while on assignment. c. good performance on the job while on the foreign assignment. d. all of these.
D
Family-friendly policies and work-life balance raise new opportunities for IHR to consider in foreign operations as these reflect a growing concern internationally over a.lengthening work hours and stress. b.quality of work life. c.meeting needs of today's complex and demanding workforce. d.all of the above.
D
HR business partners play a critical role whether it is a.implementing strategy at the local level. b.designing and overseeing the transactional services at the bottom. c.figuring out how to engage employees. d.all of the above.
D
HR's tactical role in a visa application process consists of a . anticipating roadblocks in the application process. b . being aware of the procedure requirements in different countries. c . complying with the necessary record keeping and tracking of visas. d. all of the above
D
Hofstede's research of national culture identifies country differences and similarities identified 'power distance' as cultural dimension, in cultures with low power distance we see a. the expectation that power is distributed quite equally b. the acceptance that power is distributed to less powerful individuals c. an emphasis on challenging authority and expecting autonomy d. all of the above
D
IHR must take a leading role in crisis management and execution because a.IHR deals most directly with travel and relocation issues for employees. b.it is likely no other part of the organization will. c.they are usually the first point of contact for the media and families. d.all of the above.
D
IHR policy and decisions are the result of attempting to deal with a "patchwork" of different legislative powers (national, international, extraterritorial). IHR managers must a .comply with the laws of the countries in which it operates. b .comply with international standards and supranational regulations. c .comply with the extraterritorial laws of its own country. d .all of the above
D
IHRM due diligence includes examining concerns, including a. adequate funding of health care plans. b. foreign employment regulations. c. HR department practices, policies and organization. d. all of the above.
D
IHRM professionals are constantly challenged by a changing global workforce who demand a.top level leadership from within their own countries. b.respect by corporate HQs for local office dynamics. c.that the parent firm initiate development opportunities for local employees. d.all of the above.
D
IHRM professionals are now much more proactive in dealing with new challenges and issues, such as: a. attracting, engaging and retaining thousands of employees in many different countries b. aligning core HRM policies and practices and responding to local requirements c. enhancing global competencies within the IHRM department, including global centers of excellence d. all of the above
D
IHRM strategy is the creation and implementation of international HR practices that help the firm to achieve its international vision and business strategy as well as____________. a. relocating employees b. creating business opportunities for employees c. reacting to resolve HR challenges d. strategically managing the HR function
D
Implementation and cultural acceptance issues with e-learning may include: a.Does everyone have access to the technology? b.How acceptable is the type of training being offered? c.Have all of the on-line courses been developed only in the country of headquarters? d.all of the above
D
Issues that firms should consider when relocating services offshore are a. expertise in managing remote locations b. cost of labor c. language skills d. all of the above
D
Latin American employees a.view the supervisor/manager as a 'father' b.value hierarchy c.dislike confrontation with superiors d.all of these
D
MNEs are beginning to examine flexible benefits for their global operations, designing global flex-benefit plans because a.they have been successful in the US. b.as a way to provide diverse benefits to all workers. c.as a way to attract workers with diverse benefit needs. d.all of the above.
D
MNEs must also consider national laws and regulations in relation to training and development, as these laws may a.to provide training on certain subjects b.require firms to spend a certain percent of payroll expenses on training c.require the firm to translate material into the local language d.all of the above
D
MNEs will need and expect their IHR executives to assist a.in the strategic management of their global businesses. b.in developing IHR policies for operations around the globe. c.in hiring and developing highly productive workforces in multiple countries. d.all of these.
D
Major differences in labor relations can be found relative to issues such as a .the level at which bargaining takes place. b .the type of workers involved. c . the degree of centralization of union-management relations. d. all of the above
D
Market entry choices for an internationalizing firm are dictated by a. the firm's own internationaliztion strategy. b. options available to the firm in particular countries. c. timing of its entry in markets. d. all of the above
D
Measures of the growth of international business include which of the following: a. the numbers of enterprises conducting business across borders b. the growth in foreign direct investment (FDI) c. the value of trade between countries d. all of the above
D
Methods of entry into international business include a. licensing and subcontracting b. outsourcing and offshoring c. mergers and acquisitions d. all of the above
D
New social networks and technology, such as blogging, tweeting and mobile phones, can now help IHR to enhance many of its projects and systems, such as a.communication with employees and potential employees worldwide. b.enhancing the firm's employment brand. c.global recruiting. d.all of the above.
D
Organizations that are in the early stages of internationalization usually have _________divisional structure. a. global matrix b. geographic c. product d. functional
D
Organizations with an international structure face a. weak pressures for local responsiveness. b. Fewer coordination and control issues than those with a global structure. c. weak pressures for worldwide integration. d. all of the above
D
Overall, EU directives have been ____________ effective. a . somewhat b. rarely c .moderately d. very
D
People issues in international alliances include all of the following EXCEPT a. the need for clear organizational structure and reporting relationships. b. the development of cultural awareness. c. the need to develop succession plans. d. the need to ignore any previous scandals or negativity about the potential partner.
D
Reasons for entering into IJV agreements include a. to avoid host government requirements and insistence. b. to gain reduced economies of scale. c. to shift the risks to the IJV partners. d. none of the above
D
Selections for international transfer are most successful when based on which of the following factors? a. Maturity of the candidate b. Ability to handle foreign languages c. Desire to for an overseas assignments d. All of these
D
Several practices are useful for helping repatriate international assignees at the end of their assignment, including all of the following except a. assigning a 'sponsor' back home b. providing career counseling c. use of the skills acquired overseas in special task forces d. assuming that the international assignee is aware of the changes in the firm while they were away.
D
The HR manager in a domestic (local) firm who recruits immigrants may have the same types of internationalisation concerns as those faced by traditional MNEs, such as: a. merging cultures, languages and work expectations b. managing people with different attitudes towards supervision c. managing different expectations of performance management and compensation d. all of the above
D
The HR manager working in their home country for a local subsidiary of a foreign MNE faces particular challenges, including: a. being on the receiving end of policy and practice from foreign headquarters b. integrating local national culture plus the foreign organisational culture c. a lack of understanding of employment laws and practices from the parent company d. all of the above
D
The careers of high-potential employees and their job assignments need to be closely monitored and managed to ensure that a.they experience job assignments of adequate variety b.they experience job assignments of appropriate challenge and length c.they learn how to achieve results in new settings d.all of the above
D
The competent IHR manager of the future will have to demonstrate their ability to a.develop global leadership. b.implement effective recruiting and staffing strategies to attract the best talent for a global workforce. c.design and implement global HR systems. d.all of the above
D
The complexity of international business is forcing firms to a. deal with a greater number of political uncertainties b. manage an increasing number of partnerships c. develop new mental mind sets d. all of the above
D
The development of cross-cultural competence includes a. education b. reflection c. openness d. all of the above
D
The emphasis on increased layers and size of formal organizational structures and more sophisticated systems has a. slowed down communication, learning and decision-making b. limited firms' abilities to adapt to local differences c. increased managements' ability to respond to local issues d. A and B
D
The extent of hardship in an overseas posting is evaluated using which of the following criteria? a.Physical threat b.Level of discomfort c.Inconvenience d.All of these
D
The following are all imperatives for establishing global organizational learning and training and development, EXCEPT a.develop global leadership skills. b.become an equidistant global learning organization. c.make learning a core competence. d.focus on all of the individual training programs.
D
The impact of culture is particularly evident in which area of PA? a.Performance criteria b.Method of appraisal c.Performance feedback d.all of these
D
The internationalization of HRM involves a. developing a global mind-set inside the HR function b. aligning core HR processes and activites with global competition requirements c. enhancing global competencies and capabilities within the HR function d. all of the above
D
The on-going professionalization of IHR requires a.the recognition by top executives that IHRM is critical to the success of the global enterprise. b.development of IHRM managers. c.increased opportunities for formal education in IHR. d.all of the above.
D
The process of acculturation can result in which of the following: a. Dissimilation b. Assumption c. Revision d. Assimilation
D
The process of selection involves all of the following EXCEPT a. gathering information. b. analyzing information. c. considering profiles of successful candidates. d. attracting qualified applicants.
D
The salary-benefit ratio, or the amount of compensation that is salary versus benefit, may also differ by country as a result of a.cultural practice. b.laws. c.regulations. d.all of these
D
The three phases of support that can be provided to repatriates includes activities that occur during the foreign assignment such as a. regular communication between home office and the expatriate b. opportunities to travel back to the home country to share experiences and knowledge c. assigning mentors to guide future career development d. all of the above
D
Trompenaar's and Hampden-Turner's cultural dimensions include all of the following EXCEPT a. universalism versus particularism b. Individualism versus communitarianism c. specific versus diffuse d. power versus distance
D
Using a home country standard as a reference in managing international activities is indicative of a(n) _______ orientation. a. geocentric b. regiocentric c. polycentric d. enthnocentric
D
Wherever they operate, MNEs must seek out clarification regarding labor practices, including a .scope of unions. b .type of workers who belong to unions. c .affiliations. d. all of the above
D
Which of the following is not one of the categories for spousal support programs that are critical to trailing spouses' satisfaction with their foreign relocations? a. Personal adjustment b. Career maintenance c. Offset of loss of income d. Education opportunities
D
Which of the following objectives must the compensation package of international assignees meet in order to be effective? a.providing an incentive to leave the home country for a foreign assignment b.maintaining a given standard of living c.taking into consideration career and family needs d.all of these
D
Which of these research challenges fall to IHRM when a firm wants to develop a foothold in a developing country? a. Labor costs b. Cultural differences c. Benefits and compensation d. All of these
D
