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Human Resource
Q:
Short term rewards and high expectations for frequent pay adjustments are common in both U.S. and Indonesian firms.
Q:
Performance is more important than seniority as a criterion for advancement in South Korean firms.
Q:
The foreign subsidiary of a U.S.-based company must follow the same EEO laws as if it were operating within the U.S. borders.
Q:
Sacrifice for others, team effort, and a belief in the hand of fate are dominant cultural values for employees in the countries of Singapore, South Korea, and Indonesia.
Q:
Malaysia, Mexico, and the Philippines are examples of countries that highly value egalitarianism and participation in decision making.
Q:
All cultures have five basic dimensions, according to Hofstede, including their degree of uncertainty avoidance.
Q:
A culture's focus on the hierarchy of status in society is one element of the cultural dimension of power distance.
Q:
Which of the following best describes the current trend in international HR policies?
A) Implementing a singular global policy in all local cultures
B) Adapting the host country's policies to the home country
C) Balancing global policies with local cultures
D) Developing local rather than global policies
Q:
Which of the following is most likely a characteristic of Swedish firms?
A) Quality of life is valued over material gain.
B) Men are believed superior to women.
C) High value is placed on stability.
D) Written rules are essential.
Q:
In which country do government and/or union regulations limit employer discretion in recruitment, promotion, and terminations?
A) Singapore
B) Sweden
C) Greece
D) Mexico
Q:
Countries where team accomplishment is highly valued and sacrifice for others is relatively common include:
A) United States.
B) South Korea.
C) Portugal.
D) Egypt.
Q:
Successful HRM practice in the international business environment primarily depends on managers keeping in mind that:
A) HRM practices are transferable between two groups that share a common language.
B) most international personnel problems are related to cultural and language differences.
C) hard data on the success or failure of HRM practices related to culture is largely nonexistent.
D) extensive research supports the effectiveness of HRM practices as a function of national culture.
Q:
Countries with a future orientation, slow promotion, a focus on long-term rewards, and strong company cultures, include:
A) the United States.
B) Indonesia.
C) China.
D) Greece.
Q:
Perez, a citizen and resident of Mexico, works in an international subsidiary of a U.S. company. Perez:
A) is not considered an employee of the company, as he does not have U.S. citizenship.
B) may apply for U.S. citizenship after three years of working for the company.
C) is protected under U.S. employment law.
D) is not protected under U.S. employment law.
Q:
Countries where material possessions are important, men are given more status than women, and tradition is a large part of pay decisions, include:
A) Malaysia.
B) Sweden.
C) Australia.
D) the Netherlands.
Q:
Equal Employment Opportunity in the international marketplace:
A) must conform to U.S. standards in all cases.
B) may be modified in order to not violate host country law.
C) extends to foreign nationals of U.S. corporations, regardless of the country in which they are working.
D) states that employees who are not U.S. citizens are not subject to U.S. EEO law, even if they are working in the continental United States.
Q:
Countries where top-down communication is valued, class division is seen as natural, and authoritarianism is high, include:
A) Australia.
B) Switzerland.
C) Mexico.
D) Denmark.
Q:
Management by objectives assumes that:
A) a large power distance exists between employees and managers.
B) management and employees are unlikely to take risks.
C) managers and employees view performance and its related rewards as important.
D) management encourages rigidly stereotyped gender roles for employees.
Q:
In general, the success of HRM practices in an international context primarily depends on:
A) the experience of its HRM practitioners.
B) how well it compensates locals and expatriates.
C) how well it matches the host country's value system.
D) the homogeneity of the host country's national culture.
Q:
The degree to which a society places a high value on the future as opposed to the past or present describes Hofstede's cultural dimension of:
A) power distance.
B) individualism.
C) long-term/short-term orientation.
D) uncertainty avoidance.
Q:
The extent to which a society places a high value on reducing risk and instability describes Hofstede's cultural dimension of:
A) power distance.
B) individualism.
C) long-term/short-term orientation.
D) uncertainty avoidance.
Q:
The degree to which a society views assertiveness as important to success and encourages rigidly stereotyped gender roles, is Hofstede's cultural dimension of:
A) power distance.
B) individualism.
C) uncertainty avoidance.
D) masculinity/femininity.
Q:
According to Hofstede's dimensions of culture, the degree to which society values personal goals, autonomy, privacy over group loyalty, and involvement in collective activities is called:
A) power distance.
B) individualism.
C) long-term/short-term orientation.
D) uncertainty avoidance.
Q:
Geert Hofstede identified five measures or dimensions of culture. One of those dimensions, the extent to which individuals expect a hierarchical structure that emphasizes status differences between subordinates and superiors, is called:
A) power distance.
B) individualism.
C) uncertainty avoidance.
D) masculinity/femininity.
Q:
Current international compensation packages are best described as:
A) simple because both locals and expatriates are paid in local currency based on local wage rates.
B) complicated due to corporate cost-cutting and varying cost-of-living adjustments.
C) standardized and based on a two-tier system of local and expatriate wage rates.
D) inadequate due to the lack of information on global pay and benefits.
Q:
What is an expatriate? What guidelines are helpful to HR when developing compensation packages for expatriates?
Q:
Surveys indicate that because of work-life conflicts, women are more likely than men to turn down expatriate assignments.
Q:
Compensation policies can create conflict. If locals compare their compensation to the expatriate's, they may feel they are being treated unfairly.
Q:
Calculating the compensation package for expatriate employees is one of the most difficult tasks facing multinational companies.
Q:
The most extensive type of cross-cultural training is the affective approach, which focuses on providing expatriates with the psychological and managerial skills they will need to perform effectively during a moderate-length assignment.
Q:
General Motors' low premature-return rate of its expatriates is evidence of the effectiveness of its cross-cultural training program.
Q:
While it is illegal to ask domestic candidates questions about their family, it is essential to explore this area with candidates for an expatriate assignment.
Q:
International expatriates should be selected by a board consisting of former expatriates.
Q:
One selection technique that will improve the effectiveness of the appointment of expatriate managers is the use of foreign-born employees.
Q:
Additional Case 17.2
Golden Rod is an electronics firm based in Detroit with subsidiaries in several countries including Indonesia, Egypt, Argentina, and Thailand. The top management positions in these subsidiaries are filled by U.S. citizens. Golden Rod is planning on creating a new expatriate assignment in Egypt. The firm has created a selection board of expatriates to choose the best person for the job. In the past, Golden Rod has experienced a high turnover rate among repatriated managers, so executives hope to solve this problem.
Refer to Additional Case 17.2. It would be most effective for the selection board to:
A) choose someone who has had previous international experience.
B) screen applicants but not their families.
C) use technical ability as the most important qualifying criterion.
D) never choose a foreign-born employee to serve as an expatriate.
Q:
Which of the following has improved the ability of firms to develop compensation plans for expatriates?
A) Involvement of U.S. and foreign governments
B) Internet access to international pay surveys
C) Improved value of U.S. currency
D) Decline of the global economy
Q:
The standard "add-on" incentive for accepting an international assignment is ________ of base salary.
A) 15%
B) 25%
C) 35%
D) 45%
Q:
One of the most expensive cities in the world for expatriates to live in is currently:
A) New York.
B) London.
C) Seoul.
D) Paris.
Q:
Which of the following is most important when planning compensation for expatriates?
A) Providing a disposable income equal to that of repatriated managers
B) Offering stock options for the successful completion of the assignment
C) Basing salary and overtime rates on local pay and living standards
D) Granting cost-of-living adjustments to allow for price differences
Q:
Which of the following is LEAST relevant to successful career planning for expatriates?
A) The spouses of expatriates receive adequate career support during the assignment.
B) Expatriates receive support from the home office through a mentoring program.
C) The power distance is greater in the home country than in the foreign country.
D) International assignments act as a step toward advancement within the firm.
Q:
What has been the primary problem facing foreign-based U.S. firms that offer employee hotlines for reporting ethics violations?
A) Technological malfunctions
B) Communication failures
C) Privacy concerns
D) Bribery charges
Q:
According to the text, what is the most challenging task for expatriates dealing with global issues?
A) Modifying technology
B) Anticipating political risks
C) Monitoring foreign currencies
D) Negotiating with local governments
Q:
A company wants a moderately extensive approach to cross-cultural training that will take a month or less and will focus on psychological and managerial skills. Their best choice for cross-cultural training would be a(n):
A) affective approach.
B) information-giving approach.
C) fictional-cultural approach.
D) impression approach.
Q:
A lengthy cross-cultural training that typically includes language training and field experiences as well as training for the manager's family is a(n):
A) affective approach.
B) information-giving approach.
C) real world approach.
D) impression approach.
Q:
Aileen is going to Paris for three weeks to train new store managers. Which would be the best type of training approach to prepare Aileen for her assignment?
A) The affective approach
B) The information-giving approach
C) The impression approach
D) The immersion approach
Q:
Norstrand Enterprises wants the most cost effective cross-cultural training for its expatriate managers. Which of the following would be most appropriate?
A) Affective approach
B) Information-giving approach
C) Fictional-cultural approach
D) Impression approach
Q:
General Motors has a less than 1% premature return rate of expatriate managers, which is most likely because of its emphasis on:
A) cross-cultural training.
B) screening candidates' families.
C) career planning for repatriates.
D) international HR policies and practices.
Q:
A significant difference between selecting an expatriate manager and selecting a manager for a domestic assignment is:
A) reviewing the candidate's political views.
B) screening the candidate's spouse and family.
C) measuring the candidate's interpersonal skills.
D) assessing the candidate's psychological make-up.
Q:
Decisions regarding the selection of expatriates should most likely be:
A) made by a candidate's direct supervisor.
B) based upon the technical skill of the candidate.
C) handled by a selection board of repatriates.
D) based upon the candidate's personal interests.
Q:
Sami is on Patents, Inc.'s selection board, which has been assigned to choose an expatriate for an international subsidiary in Negril. She should most likely suggest that:
A) technical ability serves as the most important qualifying criterion.
B) the company screen applicants but not their families.
C) the board chooses someone who has had previous international experience.
D) the company not choose a foreign-born employee to serve as an expatriate.
Q:
Companies can enhance the success of their expatriates through a careful selection process. A key criterion to consider when choosing successful expatriate managers is the candidate's:
A) domestic experience.
B) essential technical skills.
C) personal interests and hobbies.
D) spouse and family for adaptability.
Q:
Why do many international assignments fail? What problems do returning expatriates frequently face?
Q:
________ is the inability to adjust to a different cultural environment.
Q:
While most expatriates experience some form of culture shock, few have difficulty readjusting to their home culture when they return from their assignment.
Q:
Typically, dual-career couples have less problems dealing with expatriation than do single-career couples because of numerous international career opportunities for spouses.
Q:
A lack of technical qualifications for an international assignment is a key cause of expatriate failure.
Q:
About half of multinational companies provide cross-cultural training to expatriates.
Q:
European and Asian firms are more successful than U.S. firms with expatriate assignments.
Q:
Additional Case 17.2
Golden Rod is an electronics firm based in Detroit with subsidiaries in several countries including Indonesia, Egypt, Argentina, and Thailand. The top management positions in these subsidiaries are filled by U.S. citizens. Golden Rod is planning on creating a new expatriate assignment in Egypt. The firm has created a selection board of expatriates to choose the best person for the job. In the past, Golden Rod has experienced a high turnover rate among repatriated managers, so executives hope to solve this problem.
Refer to Additional Case 17.2. In order to increase the likelihood of Chyna's success in Egypt, Golden Rod should most likely:
A) make sure her position in Egypt is slightly lower than her position at home.
B) not provide her with cross-cultural training to prevent establishing stereotypes.
C) spend more time on developing her technical abilities than her cross-cultural sensitivity.
D) make sure that this assignment will be a stepping stone for her advancement in the company.
Q:
Additional Case 17.2
Golden Rod is an electronics firm based in Detroit with subsidiaries in several countries including Indonesia, Egypt, Argentina, and Thailand. The top management positions in these subsidiaries are filled by U.S. citizens. Golden Rod is planning on creating a new expatriate assignment in Egypt. The firm has created a selection board of expatriates to choose the best person for the job. In the past, Golden Rod has experienced a high turnover rate among repatriated managers, so executives hope to solve this problem.
Refer to Additional Case 17.2. Golden Rod chooses a woman named Chyna for the expatriate position in Egypt. Which of the following actions would LEAST likely solve reintegration problems for Chyna when she returns to the U.S. after the assignment?
A) Management should sit down with Chyna and lay out a potential career path before she goes abroad.
B) Golden Rod should provide a mentor for Chyna with whom she can communicate during her assignment.
C) Communication channels should be maintained between Chyna's home office and her office in Egypt.
D) Chyna's contributions need to be recognized by the local Egyptian community before she returns to the U.S.
Q:
Additional Case 17.2
Golden Rod is an electronics firm based in Detroit with subsidiaries in several countries including Indonesia, Egypt, Argentina, and Thailand. The top management positions in these subsidiaries are filled by U.S. citizens. Golden Rod is planning on creating a new expatriate assignment in Egypt. The firm has created a selection board of expatriates to choose the best person for the job. In the past, Golden Rod has experienced a high turnover rate among repatriated managers, so executives hope to solve this problem.
Refer to Additional Case 17.2. Which of the following best explains the firm's high turnover rate among repatriated managers?
A) Poor planning for new career assignments
B) Spouses and family suffering from culture shock
C) Inadequate compensation for cost-of-living expenses
D) Co-workers displaying a lack of cultural sensitivity
Q:
Nearly ________ of expatriates experience reverse culture shock upon their return to the U.S.
A) 100%
B) 80%
C) 60%
D) 40%
Q:
The repatriation of managers can be as complex as their initial overseas assignment. Repatriated managers are more likely to experience:
A) poor planning about what to do with them when they return to the home country.
B) an exaggerated respect for their expertise due to the overseas assignment.
C) a significant increase in responsibilities that leads to failure.
D) intense competition for their assignments.
Q:
All of the following would most likely lower repatriation failure rates EXCEPT:
A) assigning mentors to expatriates.
B) requiring repatriates to take sabbaticals upon return.
C) recognizing the contributions of the repatriated employees when they return.
D) helping the expatriates with advance career planning before they leave on assignment.
Q:
Riya will soon repatriate to the United States after spending two years on assignment in Japan. Which of the following problems will Riya LEAST likely experience?
A) Status reversal
B) Reverse culture shock
C) Lack of respect for acquired skills
D) Inability to earn similar compensation
Q:
Approximately ________ of repatriates leave the organization shortly after returning home.
A) 5-15%
B) 20-40%
C) 50-70%
D) 75-85%
Q:
Dual-career couples are:
A) less likely to return early from an international assignment than single-career couples.
B) less likely to have family difficulties during an international assignment.
C) more likely to be considered for international assignments.
D) more likely to face dissatisfaction with foreign assignments.
Q:
The most common reason for expatriate failure is:
A) overemphasis on technical qualifications.
B) inability to speak the language.
C) family problems.
D) culture shock.
Q:
According to recent surveys, what is the highest-rated selection criterion for an international assignment at most firms?
A) Advancement potential
B) Technical qualifications
C) Cultural sensitivity
D) Language skills
Q:
Which of the following statements about U.S. expatriate assignments is most likely true?
A) Only about 30% of multinational corporations provide any cross-cultural training to expatriates.
B) Almost 75% of expatriate families adjust and find the international experience a rewarding one.
C) The majority of managers experience significant career advancement after overseas assignments.
D) International assignments are plum assignments only given to the very best of the managers in the home office.
Q:
Which of the following qualifications would most likely minimize culture shock for an expatriate?
A) Interpersonal skills
B) Bilingual capabilities
C) Advanced college degree
D) Sophisticated technical knowledge
Q:
All of the following are primary reasons that international assignments fail EXCEPT:
A) inadequate technical skills.
B) lack of cross-cultural training.
C) culture shock.
D) family problems.
Q:
Premature returns from overseas assignments cost U.S. companies an estimated ________ a year in direct costs.
A) $70 million
B) $1.3 million
C) $50 million
D) $6.1 billion
Q:
The failure rate for American expatriates in their overseas assignments is:
A) highest in European assignments.
B) lowest in Asian assignments.
C) half of what it is for Asian companies.
D) three to four times higher than for European companies.
Q:
What is the difference between a polycentric and a geocentric approach to international management? How can managers ensure that HRM practices match a culture's value system when an employer uses one of these staffing approaches?
Q:
When is it more appropriate for a global firm to use expatriate management rather than local national management? How can a firm's screening process ensure that the best employee is chosen for an expatriate management position?
Q:
The ________ is an approach to managing international operations in which nationality is downplayed and the firm actively searches on a worldwide or regional basis for the best people to fill key positions.
Q:
An approach to managing international operations in which subsidiaries are managed and staffed by personnel from the host country is the ________.
Q:
The ________ is an approach to managing international operations in which top management and other key positions are filled by people from the home country.
Q:
In international business, a foreign branch owned partly by the home office and partly by an entity in the host country is called a(n) ________.