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| 1 | |
While human resource management contributes to organizational effectiveness, research has been unable to link it to productivity and competitive advantage. |
| | A) | True |
| | B) | False |
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| 2 | |
Some researchers suggest that a global mind-set characterized by cognitive complexity and a cosmopolitan outlook is the fundamental attribute of a successful global manager. |
| | A) | True |
| | B) | False |
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| 3 | |
Cultural, language, and practical training all seem to reduce expatriate failures. |
| | A) | True |
| | B) | False |
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| 4 | |
Unintentional bias on the part of home-country managers makes it difficult to evaluate the performance of expatriate managers objectively. |
| | A) | True |
| | B) | False |
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| 5 | |
Many firms have moved toward a compensation structure that is based on consistent global standards with employees having access to the same bonus pay and benefits no matter where they work. |
| | A) | True |
| | B) | False |
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| 6 | |
The polycentric staffing policy has the drawback of: |
| | A) | failing to promote local talent. |
| | B) | avoiding women’s rights. |
| | C) | isolating subsidiaries. |
| | D) | costing too much. |
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| 7 | |
A geocentric staffing policy seeks to: |
| | A) | place the best people in key jobs. |
| | B) | promote locals to foreign postings. |
| | C) | control subsidiaries from the top down. |
| | D) | lower company costs. |
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| 8 | |
_____________ and ________________ staffing policies make extensive use of expatriate managers. |
| | A) | Polycentric; geocentric |
| | B) | Polycentric; ethnocentric |
| | C) | Ethnocentric; geocentric |
| | D) | International; transnational |
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| 9 | |
A prominent issue in international staffing is ___________________, which is expensive for the firm and which contributes to management turnover. |
| | A) | individual performance evaluation |
| | B) | expatriate failure |
| | C) | training and development effort |
| | D) | baby boomer retirement |
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| 10 | |
Repatriation: |
| | A) | should be made relatively easy by the sense of homecoming experienced by most expatriates. |
| | B) | is often characterized by the sharing of knowledge and skills learned abroad by expatriates. |
| | C) | is often difficult as managers frequently have increased or expanded responsibilities in their old positions. |
| | D) | should be characterized by the same careful planning and training before the expatriate went abroad. |
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| 11 | |
To balance what could be a hostile performance evaluation due to a cultural misunderstanding by a foreign on-site manager of an expatriate, it is a good policy to: |
| | A) | hire a local labor-law attorney to review the evaluation. |
| | B) | require consultation with a home-office manager. |
| | C) | use back translation to remove ambiguities from the written evaluation. |
| | D) | require both the foreign on-site manager and expatriate to come to headquarters for a consultation. |
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| 12 | |
An expatriate’s compensation may be up to three times what it would cost the firm in a home-country posting, often with the inclusion of many elements. Those elements could include all of the following allowances EXCEPT: |
| | A) | hardship allowances. |
| | B) | education allowances. |
| | C) | foreign exchange allowances. |
| | D) | cost-of-living allowances. |
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| 13 | |
From a strategic perspective, a firm’s ability to integrate and consolidate its global operations to realize experience curve and location economies can be limited by: |
| | A) | decentralized human relations management. |
| | B) | faulty selection of expatriates for key postings. |
| | C) | expatriate compensation plans, which erode the firm’s profit margins. |
| | D) | organized labor constraining the pursuit of a transnational or global standardization strategy. |
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| 14 | |
Although not very successful in these efforts, organized labor has responded to the increasing bargaining power of multinational corporations by trying to establish international labor organizations, lobbying for national legislation to restrict multinationals, and ________________. |
| | A) | organizing international strikes |
| | B) | trying to achieve international regulations on multinationals through organizations like the UN |
| | C) | deploying multilingual and multicultural organizers |
| | D) | creating international forums online to pool resources and information |
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| 15 | |
All of the following are concerns of organized labor in dealing with global or multinational enterprises EXCEPT: |
| | A) | the possibility that wage increases could outpace costs-of-living and cause problems with some nations’ laws and regulations. |
| | B) | the company can counter demands with the threat to move production to another country. |
| | C) | the firm will keep highly skilled tasks in the home country and move low-skilled jobs to another country. |
| | D) | a firm tries to import its home-country employment practices and contractual agreements into a host nation. |
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