Q&A Hero

Q: The most important influence on international HRM is the culture of the country in which a facility is located.

Q: Cultural differences are a disadvantage to global organizations.

Q: The usual way that a company begins to enter foreign markets is by exporting, or shipping, domestically produced items to other countries to be sold there.

Q: Expatriates are employees from a country other than the parent country or the host country.

Q: A host country is a country, other than the parent country, in which an organization operates a facility.

Q: Describe the three phases of international assignments.

Q: Identify the criteria used for selecting employees for foreign assignments.

Q: List the five dimensions of culture as identified by Hofstede.

Q: Describe the terms parent country, host country, and third country.

Q: Identify three reasons behind the trend toward expansion into global markets.

Q: Once a foreign assignment is completed, how can companies help expatriates return to their home countries?

Q: Briefly elaborate on the challenges that companies face when compensating employees from other countries.

Q: Discuss how the differences among countries influence HR planning in organizations that operate internationally.

Q: Describe the impact that economic systems have on HRM in international markets.

Q: How do international, multinational, and global organizations differ from each other? Briefly summarize the HR issues associated with each type of organization.

Q: Brandon, an American, works for a company that manufactures electronics. His managers select him for an assignment to lead the launch of a new product line in Germany. Which topic will be the most important during training to prepare him for the assignment? A) the advantages of U.S. culture B) marketing skills C) details about the new product line D) what to expect from German culture E) how to determine the purchasing power of his salary in Germany

Q: Agger Inc. is opening an overseas office for the first time and is sending its best sales manager to oversee the start-up for two years. Zac, Agger Inc.'s human resource manager, is preparing cross-cultural training for the sales manager. A colleague suggests to Zac that he include the manager's spouse in the training. Should Zac follow the advice of his colleague? A) No, train only the employee because the employee is the only one going on the assignment. B) No, train only the employee because including the spouse adds to costs but not benefits. C) Yes, the spouse should be included because not doing so could be seen as sex discrimination. D) Yes, the spouse should be included because doing so shows that the company values diversity. E) Yes, the spouse should be included because the family's adjustment affects the success of an assignment.

Q: Which activity involves giving the expatriate recognition for the overseas service when the person returns home? A) resolution B) dissolution C) rationalization D) communication E) validation

Q: Antonio is sent on a foreign assignment to London. On his return, he is rewarded with a flattering story about his experiences in the company newsletter and a meeting with executives to discuss opportunities for using what he learned in key assignments. The firm's recognition of Antonio's service can be best described as a form of A) expatriation. B) validation. C) accreditation. D) cross-cultural preparation. E) adjustment.

Q: To help Paul, an expatriate, prepare for his eventual return home, his employer sends him information that will help him recognize the changes that have been happening at home. What type of repatriation support is this? A) validation B) equalization C) communication D) resolution E) rationalization

Q: Communication and ________ are the activities used by companies in the process of helping employees repatriate. A) validation B) equalization C) dissolution D) resolution E) exclusion

Q: Grant, an employee of Reiker Co., an American company, was sent to Turkey for an assignment. HR specialists at Reiker Co. have been preparing Grant for his return to the United States after three years. Which term describes the process being undertaken by the HR team at Reiker Co.? A) cross-cultural preparation B) time orientation C) repatriation D) uncertainty avoidance E) culture shock

Q: During which phase does an employee returning from a foreign assignment experience culture shock in reverse? A) expatriation B) cross-cultural preparation C) repatriation D) honeymoon E) validation

Q: The four components of a total pay package are ________, tax equalization allowance, benefits, and allowances to make a foreign assignment more attractive. A) salary allowance B) exchange rates C) health plans D) uprooting fees E) base salary

Q: The ________ begins by determining how much a person can buy, after taxes, in terms of housing, goods and services, and a reserve for savings when taking a foreign work assignment. A) going-rate approach B) destination-based approach C) home-country-based approach D) flat-pay approach E) balance sheet approach

Q: Roger, an American, is selected by his firm to undertake a temporary assignment in Russia. Roger's compensation is determined and adjusted in accordance with the standard of living in Russia. He is also paid relocation expenses to ensure he is not inconvenienced by the transfer. Which approach has been used to determine Roger's compensation? A) third-country based approach B) flat-pay approach C) transactional approach D) balance sheet approach E) going-rate approach

Q: What is the main objective of a company using the balance sheet approach to determine compensation for expatriate managers? A) to ensure that the company does not get stuck with paying the higher costs of living in an overseas location B) to adjust the manager's pay downward so total compensation reflects the benefits of getting to travel C) to give the manager the same amount of pay as in the home country but in the host country's currency D) to give the manager an amount of compensation that enables the company to balance the books E) to give the manager the same standard of living plus extra for the inconvenience of moving

Q: Adam, a human resource professional, is preparing for Marianne, a U.S. production manager, to take an assignment at a new facility in Vietnam. Adam wants to measure Marianne's success in establishing high productivity, so he uses the excellent productivity numbers Marianne achieved in her current assignment as a basis for setting performance goals for the Vietnamese position. How could this method of measuring performance be improved? A) by using communication technology to send frequent updates of the performance measures B) by raising the measure to motivate Marianne to improve on her past accomplishments C) by lowering the measure to account for Marianne's limited knowledge of Vietnamese D) by adjusting the measure to account for the facility being in a different time zone E) by adjusting the measure for local factors that could affect productivity

Q: Francesca, a human resource professional in the United States, is reviewing the plans to send a U.S.-born production manager to Argentina to oversee the opening of a new factory. What should Francesca most likely do about the potential for language barriers with this assignment? A) Because the manager must be fluent in Spanish, Francesca should assume there are no language barriers. B) Francesca should provide enough training to eliminate all language barriers during the assignment. C) Francesca should reassure the manager that English is the international language of business. D) Francesca should provide a trainer to teach Spanish to the manager. E) Francesca should select a manager who can learn Spanish and cope with language barriers.

Q: Identify a true statement about the balance sheet approach used for expatriate compensation. A) It includes planning for how the returning employee will contribute to the organization. B) It ensures managers receive extra pay for the inconvenience of locating overseas. C) It refers to the expatriate receiving information and recognizing changes while abroad. D) It withholds the amount of tax to be paid in the host country. E) It constantly changes in response to a host of economic forces.

Q: Which employee is likely to be the most motivated to take on an overseas assignment? A) Sean, who may have medical conditions to deal with if he travels overseas. B) Rachel, who has a very realistic understanding of what working and living abroad requires. C) Pamela, whose spouse doesn't want to shift to a new culture and learn a new language. D) Kelly, who is ethnocentric and has stereotypical views about other cultures. E) Greg, who requires extensive training to acquire the basic skills required for the assignment.

Q: Kaitlin, a human resource professional, is evaluating some of the company's managers to select one for an overseas assignment. She knows she may not discriminate based on age or sex, but she also doesn't want to send someone on an assignment that will cause personal difficulties, disrupt family relations, and cause complications for the manager's success. How can she best avoid discrimination while selecting a candidate who can thrive in the assignment? A) by maintaining a positive view of the assignment so all candidates will be interested B) by inviting candidates to a frank, but private, conversation about family-related issues C) by interviewing only candidates without spouses or children D) by asking each candidate to describe his or her family situation E) by giving candidates a complete, accurate preview of the assignment and the host country's culture

Q: Shannon, a Canadian citizen, has been working in the United States for two years. Shannon's manager, Eric, believes she possesses the skills required for adaptation and is ideal for an overseas managerial assignment in India. Which statement, if true, strengthens Eric's belief? A) Shannon can take criticism only from positions above hers. B) Shannon needs time to develop a positive self-image in a new place. C) Shannon has the ability to foster relationships with people in a host country. D) Shannon does not understand and value her own culture very well. E) Shannon is very assertive and resistant to change.

Q: Identify a true statement about international labor relations. A) In comparison with U.S. organizations, European organizations exert more centralized control over labor relations in the countries where they operate. B) The day-to-day decisions about labor relations are usually handled by each foreign subsidiary in companies that operate across borders. C) Governments never get involved to protect workers who immigrate to other countries. D) Most U.S. organizations, in contrast to European organizations, bargain with a union representing an entire industry's employees, rather than with the local union. E) Companies that operate across national boundaries mostly work only with unions in the home country.

Q: Musician Productions, a maker of musical instruments based in Michigan, is preparing to open a branch office in Paris, France. Its benefits package in the United States includes the benefits most commonly offered in this country. What additional benefits are the French employees likely to expect? A) two weeks of paid vacation and national health insurance B) unpaid family leave and paid vacation time C) health insurance and unpaid maternity leave D) pensions and flexible work schedules E) pensions and more paid vacation time

Q: Identify a true statement about employee benefits. A) In both the United States and Europe, the awarding of stock options is linked to specific performance goals. B) Pension plans are more widespread in the United States and Japan than in Western Europe. C) Unlike in the United States, compensation plans in other countries are less likely to include benefits. D) Paid vacation tends to be more generous in Western Europe than in the United States. E) Although stock options became a common form of incentive pay in Europe during the 1990s, American businesses did not begin to adopt them until the end of that decade.

Q: The founder of Radiance Co. in Mexico wants to open its second facility to produce housewares in the United States. However, the finance manager suggests an overseas location would help the company remain competitive, because labor costs are lower in many other countries. To arrive at the decision that will best promote Radiance's ability to compete, what other HR factors, if any, should the company consider? A) access to resources in each possible location B) differences in transportation costs from factories to customers C) no other factors, because costs determine competitiveness D) differences in workforces' education levels and languages E) differences in workforces' education, skill, and productivity

Q: Which statement is true regarding decisions related to the global compensation strategy? A) They affect a company's costs and abilities to compete. B) They focus more on flexibility than on fairness to account for differences across cultures. C) They are made on the basis of the cost of living in the home country. D) They do not compare wages across countries. E) They are not determined by labor costs.

Q: In Ireland, the pay structure includes high pay for managers relative to nonmanagement employees. Which statement best explains the wide pay difference in Ireland? A) Market structures are consistent across countries. B) Ireland does not have good recruiting systems for identifying talented managers. C) Irish managers tend not to be loyal, so companies are constantly replacing them. D) Multinational companies have been leaving Ireland because of falling demand. E) The demand for managers with technical expertise has been outstripping the supply.

Q: How do employers judge a grievance procedure?

Q: Briefly describe the secret-ballot election process conducted by the NLRB.

Q: Why do unions place a high level of importance on negotiating contract provisions with an employer?

Q: How have the changes in the structure of the economy resulted in a decline in union membership in the United States?

Q: How can labor-management relations be made more cooperative?

Q: What is the basic process of negotiating a labor contract?

Q: Explain the major functions of the National Labor Relations Board.

Q: Explain what right-to-work laws are. What is the viewpoint of unions regarding these laws?

Q: What is the difference between craft unions and industrial unions?

Q: Briefly describe the three levels of decisions involved in labor relations.

Q: A chain of fried-fish restaurants hires part-time workers and pays minimum wage. Turnover is very high. Given that most employees do not stay at a restaurant long or work there full time, organizing campaigns are very difficult. With these facts in mind, Kathy, the chain's vice president of human resources, believes unions will not have an impact on the company. What possible force in labor markets is Kathy overlooking? A) self-managing employee teams, which could conduct a union organizing campaign B) management-established representation systems, which are endorsed by the NLRB C) the National Labor Relations Board, which could require the company to form a union D) worker centers, which could influence attitudes through publicity and community support E) arbitration panels, which could rule that fair labor conditions require a union

Q: The executives of Bee Hive Honey are proud of the company's management practices, which they believe ensure fair treatment of employees better than union representation does. However, some complaints about working conditions have shown up in the suggestion box. The executives asked the HR manager, Ashley, to plan a system of employeemanager meetings to address issues such as these. As Ashley considers this request, what potential problem should she keep in mind? A) Legal guidelines covering an employer-established system of representation are lengthy and precise. B) Workers tend to think representatives in an employer-established system cannot be counted on to stand up for them. C) It is statistically likely that most Bee Hive Honey workers are already represented by unions. D) It is possible that a management-established system of employee representation may violate the NLRA. E) Unions have never tried to organize Bee Hive Honey's workers, so they can easily make a case that the company organized workers illegally.

Q: Erica, a vice president of human resources at an automobile company, wants to develop its programs for employee empowerment. However, she is concerned because unions are heavily involved in representing auto workers and might object to empowerment programs. Which statement about the National Labor Relations Board would best address Erica's concern? A) The NLRB has issued statements indicating that it will not tolerate employee empowerment. B) In its rulings, the NLRB has allowed employee empowerment in certain very limited situations. C) The NLRB has issued rulings that say employee empowerment is allowed only in a nonunion environment. D) In its rulings, the NLRB has shown clear support for employee involvement in decision making. E) The NLRB makes it an unfair labor practice to form employee participation committees to make decisions.

Q: Laura, a sales manager at Dexter Inc., claims that labor and management are rivals for most organizations. Brooke, the HR manager, says she is aware of exceptions. Which statement best supports Brooke's perspective? A) After the 1980s, most unions and organizations have acted more like adversaries. B) Examples of cooperation between labor and management include employee involvement in decision making and self-managing teams. C) Finding win-win solutions is almost impossible because unions and management have conflicting goals. D) Organizations often define jobs narrowly, which is a sign of cooperation. E) Creating a union necessarily forces employers to pay more wages, which results in loss of profits.

Q: An electric utility operates in a state with right-to-work laws. About three-quarters of its line workers have elected to join the union that represents them. Keith, one of the line workers, believes that his supervisor is unfairly passing him over when selecting employees to earn extra pay by working overtime. Keith wants to file a grievance according to the process in the labor agreement, but he is not a member of the union. What must the union do in this situation? A) It must let Keith join the union so he can have representation in the process. B) It must allow Keith to use the process it negotiated, but it need not send representatives. C) It has no obligations in this process, because Keith chose not to be represented. D) It must give Keith representation equal to what a union member would receive. E) It must give Keith a copy of the labor agreement, but it need not be involved in the process.

Q: A nursing assistant in a nursing home filed a grievance that he was unfairly passed over for a promotion. Discussions and appeals did not satisfy the employee, so the issue went to arbitration. The arbitrator decided that the nursing home must promote the employee, based on the terms of its contract, in spite of management's protests that the employee was too unreliable to handle the greater responsibility. The employee's supervisor urges Luke, the director of human resources, to file an appeal in the state courts. Luke says doing so would be a wasted expense. Which statement best supports Luke's conclusion? A) The company should have considered whether the grievance procedure is fair. B) The majority of grievances are settled during the early stages of the process. C) Courts generally do not have the authority to rule on employment matters. D) Courts generally avoid reviewing arbitrators' decisions in these matters. E) Courts generally rule against businesses in employment matters.

Q: During the grievance process, the union appeals a grievance to top line management and senior industrial relations staff. What step comes next? A) The union steward and employee decide whether the contract was violated. B) The union decides whether to appeal the unresolved grievance to arbitration. C) The written grievance is submitted to the production superintendent, another line manager, or industrial relations representative. D) The decision resulting from the appeal is put into writing. E) The employee (and the union steward) discuss the problem with a supervisor.

Q: A production worker believes that her supervisor is intentionally assigning her to work on machinery for which she does not have the proper training. She is worried about her safety and wonders if the supervisor is intentionally harassing her. The worker is represented by a union, so she starts the grievance process specified in the labor agreement. Assuming this is a typical grievance procedure, in which step, if any, will the employee likely act alone? A) The final step; the employee and the supervisor would meet together with the union-appointed arbitrator. B) The first step; the employee can speak with her supervisor on her own before involving the union. C) The step in which a written grievance is submitted; this must be written and delivered by the employee only. D) None; the union handles all steps of the grievance procedure without involving the employee. E) The step of deciding to appeal an unresolved grievance; it is up to the employee to choose arbitration or no appeal.

Q: The employees' union and the management at Rex Inc. enter into a contract, which requires Rex to improve its facilities and ensure the safety of its employees. However, a few months later, the employees observe that the conditions have remained the same and that management has not taken any steps to revamp its systems. As a result, the union files a case against Rex for violating the terms of their contract. In order to resolve this issue, the union and Rex will both have to participate in a process for resolving conflicts, known as A) lockout protocols. B) right-to-work laws. C) the unionship arrangement. D) the grievance procedure. E) the chain of command.

Q: The method for providing solutions to union-management conflicts over interpretation or violation of a collective bargaining agreement is known as a A) complaint protocol. B) chain of command. C) grievance procedure. D) protest procedure. E) corporate campaign.

Q: Bargaining over a new union contract typically occurs A) only about every three years. B) year after year. C) only on the anniversary of the union's establishment. D) when the union wants more power over an organization. E) when a company feels a union is overstepping its boundaries.

Q: The Public Transport Union and the New York Transit Authority are in conflict with each other. When the conflict escalates, the New York City Council decides to intervene and settle the dispute. The Council, after listening to offers from both sides, puts forth a binding settlement, which both parties must accept. In the context of the alternatives to work stoppages, this is an example of A) arbitration. B) fact finder negotiation. C) mediation. D) checkoff bargain. E) grievance leverage.

Q: The Transport Union in Austin, Texas, enters into a contract with the Metropolitan Transportation Authority. The contract requires the government agency to pay a yearly bonus to union members. A year after signing the contract, the Metropolitan Transportation Authority refuses to pay the annual bonus, which triggers a conflict between the union and the agency. A third party intervenes to resolve the conflict between the two parties. The third party evaluates the arguments of both sides and proposes a solution. Both parties have the right to decline the proposal, but they decide to accept it. In the context of the alternatives to work stoppage, the third party in this scenario is an example of a(n) A) fact finder. B) arbitrator. C) stakeholder. D) moderator. E) rights enforcer.

Q: According to the provisions outlined in the contract between Kramer Inc. and its labor union, Kramer Inc. must pay its employees double for working overtime. However, due to financial constraints, the company is unable to meet these demands. The company and the union decide to negotiate the terms of the contract in a relatively informal manner. A non-authoritative third party is invited to listen to the views of both sides and help resolve the conflict. In the context of the alternatives to work stoppages, the third party in this scenario is an example of a(n) A) arbitrator. B) fact finder. C) mediator. D) rights enforcer. E) stakeholder.

Q: Lyla, a neutral third party, tries to resolve a conflict initiated by a manager and union representative at Houghlin Inc. She does so by listening to what both parties have to say about the issue and facilitating the negotiations. In this scenario, Lyla is exercising which type of alternative to work stoppages? A) mediation B) final-offer arbitration C) fact-finder technique D) conventional arbitration E) rights arbitration

Q: The ________ usually provides the neutral third party who is used for the common alternatives to strikes. A) National Labor Relations Board B) Federal Mediation and Conciliation Service C) Federal Labor Relations Board D) Federal Arbitration and Consulting Service E) National Mediation and Arbitration Commission

Q: An employer's exclusion of workers from a workplace until they meet certain conditions is known as a A) strike. B) lockout. C) mediation. D) picket line. E) sabbatical.

Q: During contract negotiations, the union representing the teachers in District 52 is calling for a strike if the union's demands aren't met by the end of the week. A new school board member is worried about school shutting down and suggests directing the negotiators to accept the union's demands. A more experienced board member says the teachers also have reasons for not wanting to strike. What would be one of the most likely reasons for teachers not wanting to strike? A) The school board member will picket the schools during the strike. B) The union will likely be able to make up for some pay during the strike. C) The janitors' union will refuse to cross the teachers' picket lines. D) The district will not pay the teachers while they are on strike. E) During a strike, the employer excludes workers from the workplace.

Q: Jake, a manager at Wishful Company, is concerned because negotiations with the union are breaking down, and the union is discussing a strike. What would be the major harm from management's perspective? A) The company would have to hire replacement workers, and they might be more productive. B) When the company does not have enough workers, production output will fall. C) Employees will call off the strike if they do not receive pay from their employer. D) Employees are rarely serious when they threaten to go on strike. E) Employees will decide they are better off without union representation.

Q: What depicts the most complex bargaining structure in collective bargaining? A) a craft union representing one facility B) a teachers' union representing a large city's school district C) a craft union representing employees in two facilities of one company D) an industrial union representing all hourly employees of several companies E) a carpenters' union representing the employees of one construction firm

Q: In collective bargaining, the term ________ refers to the range of employees and employers covered by the contract. A) arbitrated team B) bargaining structure C) union leverage D) differentiated group E) associate mediation

Q: Collective bargaining differs from one situation to another in terms of A) bargaining provisions. B) bargaining structure. C) bargaining campaigns. D) bargaining strategies. E) bargaining techniques.

Q: Representatives of management at Steel of Strength and of the union representing its workers are preparing to negotiate contract provisions related to job security. Which topics are most likely to be included in this round of contract negotiations? A) work rules, rest periods, and hours of work B) health insurance, pension plans, and bonuses C) application of rules to apprentices and employees who are veterans D) training programs, transfer arrangements, and relocation allowances E) grievance procedures, job classifications, and production standards

Q: The hourly employees at Cardiac Health System are dissatisfied with their union. They find that the management at Cardiac Health System communicates openly and treats them with respect in resolving problems, so they don't see much value in paying dues to a union. What option do the employees have in this situation? A) They may negotiate for a neutrality provision to neutralize the union's authority. B) They must accept the union, because they voted for representation in a lawful manner. C) They can request an immediate decertification election. D) They can call for a decertification election to take place when their contract term ends. E) They can request that their union representative terminate the union contract.

Q: Which statement best describes a card-check provision? A) It is an arrangement that allows the employer, on behalf of the union, to automatically deduct union dues from the employees' paychecks. B) It is an agreement that if a certain percentage of employees sign an authorization card, the employer will recognize their union representation. C) It is an alternative form of union membership in which members receive discounts on insurance and credit cards rather than representation in collective bargaining. D) It is a formal and binding pledge by the employer not to oppose organizing efforts elsewhere in the company. E) It is a formal and binding pledge by at least 51 percent of employees to not unionize.

Q: One of the substitutes for traditional organizing is to conduct ________, which bring(s) financial, political, or public pressure on employers during union organization and contract negotiation. A) collective coercion B) corporate campaigns C) indirect provisions D) associate campaigns E) social campaigns

Q: Which term refers to a substitute arrangement of union membership in which members receive discounts on insurance and credit cards rather than representation in collective bargaining? A) card-check provision B) corporate union membership C) indirect union provision D) associate union membership E) relational union membership

Q: Landon, an HR manager, heard from other managers that there was talk of a union organizing effort at his company. Landon saw no signs of a union at work, so he downplayed the rumors. Therefore, he was caught by surprise when the union presented authorization cards and a request for a representation election. Which statement best explains the flaw in Landon's reasoning about the organizing effort? A) For the organizing process to continue, at least 30 percent of the employees must sign an authorization card. B) In an election, workers may have a choice from among more than one union. C) In most organizing efforts, there is a hotly contested election campaign. D) Unions usually launch an organizing campaign by discussing issues with employees at home. E) Regulations forbid unions from using online databases to identify issues of interest to particular workers.

Q: Identify the guideline that should be followed by a supervisor to discourage unions. A) promise employees that they will receive favorable terms or conditions of employment if they forgo union activity B) threaten employees with harsher terms and conditions of employment or employment loss if they engage in union activity C) limit direct contact with employees D) interrogate employees about pro-union or anti-union sentiments that they or others may have E) report any direct or indirect signs of union activity to a core management group

Q: Home Decor Factory and a union conducting an organizing campaign agree on the time and place of an election and a way to determine who can vote. Which type of election does this scenario best describe? A) stipulation election B) decertification election C) union election D) agreement election E) consent election

Q: During an organizing campaign, what occurs when union representatives make contact with employees, present their message about the union, and invite them to sign an authorization card? A) The unions determine who is eligible to vote. B) The union is automatically recognized if at least 30 percent of employees agree. C) The National Labor Relations Board (NLRB) conducts a secret-ballot election if only 30 to 50 percent of employees signed cards. D) The National Labor Relations Board (NLRB) certifies the union as the exclusive representative of employees if the employer refuses to sign the card. E) The employees cannot participate in any of the proceedings.