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Q:
In Malaysia and Mexico, egalitarian pay structures fit best with the culture.
Q:
Neither works councils or co-determination are legally required in the United States and are quite rare.
Q:
In MNC's, the influence of the local culture on policies and practices may be less for higher level jobs than lower level ones.
Q:
Managing employee compensation in any country involves understanding the social contract of that country.
Q:
Understanding international compensation begins with recognizing differences and similarities and figuring out how to best manage them.
Q:
Leading companies in Asia are moving away from seniority-based reward systems toward merit-based systems.
Q:
Which of the following is not true of expats?A.Sixty-eight percent of expats don't know what their next job will be when they returnB.Only 5 percent believe their company values their overseas experienceC.Eleven percent are promoted when they returnD.Forty-nine percent of expats are women
Q:
This approach sets salaries according to the home-country system and simply offers employees a one-time payment of money to offset differences in standards of living.A.The modified balance sheet approachB.The localization approachC.The lump-sum/cafeteria approachD.The balance sheet approach
Q:
Which of the following ties salary to a region?A.The cafeteria approachB.The localization approachC.The modified balance sheet approachD.The lump-sum approach
Q:
A downside of the localization approach to expat compensation is _____.A.it is more expensive than the balance sheet approachB.it is more complex than the lump-sum cafeteria approachC.that salaries will vary by locationD.it is more difficult for expats to understand
Q:
Which of the following is based on the premise that employees on overseas assignments should have the same spending power as they would in their home country?A.The assets-liability approachB.The balance sheet approachC.The local plus approachD.The income statement approach
Q:
When taxes are deducted from employees' earnings up to the same amount of taxes they would pay had they remained in their home country, it is known as _____.A.expat taxB.tax equalizationC.compensatory taxD.tax protection
Q:
The salary for expatriates is usually determined by _____.A.job evaluationB.market payC.competitors' pay level in the host countryD.international pay schedules
Q:
Which of the following is an advantage of hiring LCNs?A.The company incurs relocation expenses and other substantial expenses associated with the use of expatriates.B.The company has concerns about employees adapting to the local culture.C.Only rarely do organizations decide that hiring LCNs is appropriate.D.Employment of LCNs satisfies nationalistic demands for hiring locals.
Q:
The two most common reasons for using expats in foreign assignments are _____.A.for sales and management developmentB.to protect company interests and salesC.to train locals and specific expertiseD.to broaden international perspectives and new ventures
Q:
A French citizen working for IBM in Canada is _____.A.host-country nationalB.third-country nationalC.expatriateD.local-country national
Q:
A Japanese citizen working for Toyota in Georgetown, Kentucky is a(n) _____.A.host-country nationalB.third-country nationalC.expatriateD.local-country national
Q:
The approach to international compensation in which headquarters and foreign units are networked and share ideas is the _____.A.globalizerB.matrixC.exporterD."think global, act local"
Q:
A(n) _____ approach designs a total pay system at headquarters and applies it globally.A.centralizedB.globalizerC.localizerD.exporter
Q:
A(n) _____ pay system is consistent with local conditions.A.exporterB.globalizerC.localizerD.decentralized
Q:
Which of the following statements about evolution and change in the traditional German model is true?A.Nearly one in 10 German adults own stock.B.High birth rates are pushing up the costs of the social support system.C.A relatively flexible labor market means that employers are finding it easier to move to other EU countries.D.Many of the changes in Germany are the result of technological changes.
Q:
Slow growth and competition has led Japanese companies toA.use more performance-based payB.change their mix of benefitsC.raise base wagesD.offer benefits such as gyms, dating services, and exotic vacations
Q:
In Japan, internal alignment based on _____ is far more important than the other factors.A.skillsB.jobsC.accountabilitiesD.seniority
Q:
Which of the following is an advantage of the U.S. approach to total pay?A.Supports commitment and securityB.Focus on short-term payoffsC.Greater predictability for companies and employeesD.Companies do not compete with pay
Q:
External competitiveness in the United States is _____.A.market determinedB.consistent with competitorsC.tariff basedD.the same as competitors
Q:
Pay variability both among companies and within and across industries in highest in _________A.the United States.B. China.C.GermanyD.Singapore
Q:
The pay objectives in traditional German systems include _____.A.a flexible work forceB.meritocracyC.a long-term commitmentD.controlling cash flow with bonuses
Q:
Which of the following is not true of tariff agreements in Germany?A.Small organizations use them as guidelinesB.Managerial jobs are covered by the agreementsC.Job evaluation methods are part of the agreementsD.Tariff agreements are different for each industrial sector
Q:
Which of the following is true of bonuses paid in Japan? They are _____.A.between 10 and 20 percent of annual salaryB.typically paid once a yearC.not an expectable additional paymentD.not necessarily related to performance
Q:
Which of the following is a factor determining base pay in the Japanese national system?A.Job evaluationB.Career categoryC.Market pricingD.Specific job title
Q:
Traditionally, Japan's employment relationships were supported by _____.A.lifetime security within the companyB.performance-based pay systemsC.centralized unions representing workers within a single companyD.performance-based promotion systems
Q:
In comparing the pay systems of two well-known Japanese companies, Toyota and Toshiba, Toyota _____.A.places greater emphasis on external market ratesB.places lesser emphasis on individual-based merit payC.uses far more levels in its structureD.places lesser emphasis on individual-based performance pay
Q:
The primary reason for considering purchasing power for compensation policy is to
A.met tax laws in various countries.B.to prevent unionization.C.to determine mix of benefits packages.D.maintain equity for expatriates.
Q:
The purpose of examining the price of a Big Mac in other countries is to _____ for expatriates.A.determine food budgetsB.determine tax levelsC.set a benefits packageD.maintain the same level of purchasing power
Q:
The degree of discretion managers have to make total compensation a strategic tool is _____.A.managerial accountabilityB.democratic accountabilityC.managerial autonomyD.managerial efficiency
Q:
Which of the following statements about ownership and financial markets is true?A.In the United States, corporate ownership and access to capital is far more concentrated than in most other countries.B.Ninety percent of American households own stock in companies either directly or indirectly through mutual funds and pension funds.C.Recent tax law changes in many countries have made stock options more attractive, but limited ownership of many companies remains the rule.D.Linking performance bonuses to increased shareholder value makes sense in the large conglomerates in Germany.
Q:
Which of the following countries has the highest number of people in the workforce belonging to unions?A.JapanB.SwedenC.ItalyD.The United Kingdom
Q:
Individualism is _____.A.the degree to which individuals are supposed to look after themselves or remain integrated into groups, usually around the familyB.the distribution of emotional roles between the gendersC.the extent to which a culture programs its members to accept delayed gratification of their emotional needsD.the extent to which a culture programs its members to feel either uncomfortable or comfortable in unstructured situations
Q:
Uncertainty avoidance is _____.A.the distribution of emotional roles between the gendersB.the extent to which a culture programs its members to accept delayed gratification of their material needsC.the extent to which the less powerful members of organizations accept and expect that power is distributed unequallyD.the extent to which a culture programs its members to feel either uncomfortable or comfortable in unstructured situations
Q:
Companies operating in nations with "collectivistic" cultures should use _____.A.individual-based pay increasesB.inequitable pay increasesC.group-based performance incentivesD.hierarchical pay structures
Q:
According to Hofstede's cultural dimensions, in Malaysia and Mexico where there is high power distance, _____ pay structures are appropriate.A.equitableB.hierarchicalC.egalitarianD.parallel
Q:
According to Hofstede's cultural dimensions, in low-power-distance nations such as Australia and the Netherlands, _____ pay structures are appropriate.A.egalitarianB.variableC.hierarchicalD.inequitable
Q:
One of the main reasons the European Union is trying to provide common labor standards for all members is to _____.A.make mobility easier for workersB.make it easier for companies to manage benefitsC.increase tax revenues for retireesD.avoid social dumping
Q:
Which of the following statements about the role of works councils in Germany is true?A.A works council may be formed by employees in any business unit having 10 or more permanent employees.B.It operates together with the trade union and collective bargaining process.C.The works council has "veto rights and rights of consent."D.In general, the German works council deals with issues of an individualistic nature.
Q:
_____ is an example of a country with a highly decentralized approach to pay setting with little government involvement.A.NetherlandsB.GermanyC.FinlandD.The United States
Q:
The employment relationship includes all of the following except _____.A.the exchange between employee and employerB.the International Labor OrganizationC.the governmentD.all enterprise owners
Q:
All of the following are factors relevant for international compensation except _______ .A.Eastern versus Western hemisphere locations.B.manager's autonomy.C.trade unions.D.financial markets.
Q:
Trade unions and employer federations are examples of _____ factors in international compensation.A.economicB.employeeC.organizationalD.institutional
Q:
All of the following are reasons why companies may make changes in their pay systems except _____.A.to increase consistency across subsidiariesB.acquisition of former global competitorsC.major sociopolitical changesD.to raise productivity
Q:
Briefly describe profit-sharing plans.
Q:
Briefly describe gain-sharing plans.
Q:
Briefly summarize lump-sum awards and ESOPs.
Q:
What are the three major ways by which wage adjustment during the term of the contract might be specified?Explain.
Q:
Describe the strategy for moving employees through wage ranges based on merit.
Q:
What is meant by automatic progression?
Q:
What is the spillover effect?
Q:
What are the different dimensions of the structuring of wage packages?
Q:
Briefly summarize the impact of unions on general wages levels.Do unions raise wages? Are unionized employees better off than they would be if they were nonunion? Several measurement problems are difficult to overcome. The ideal situation would compare numerous organizations that were identical except for the presence or absence of a union. Any wage differences among these organizations could then be attributed to unionization. Few such situations exist. One alternative strategy that has been adopted is to identify organizations within the same industry that differ in level of unionization. For example, consider company A, which is unionized, and company B, which is not. Although they are in the same industry, it is still difficult to argue with assurance that wage differences between the two firms are attributable to the presence or absence of a union. First, the fact that the union has not organized the entire industry weakens its power base. Consequently, any union impact might underestimate the role of unions in an industry where the percentage of unionization is greater. A second problem in measuring union impact is apparent. What if company B grants concessions to employees as a strategy to avoid unionization?
Q:
What are the reasons for the decline in unionization?
Q:
Introduction of a gain-sharing plan is particularly effective when union members participate in plan development.
Q:
Profit-sharing plans are designed to align workers and management in efforts to streamline operations and cut costs.
Q:
Union response to gain-sharing plans is to oppose them due to low trust of management.
Q:
There are numerous possible costs and benefits to union members for agreeing to a gain-sharing plan.
Q:
An employee stock ownership plan exchanges part of an employee's base wage for part ownership in a company.
Q:
Pay-for-knowledge plans pay new employees for the skills that they have learned at their previous employment or at recognized education school.
Q:
Lump-sum awards are typically given because they are less costly to the employer than merit increases.
Q:
Lump-sum awards are added to base wages.
Q:
About 60 percent of all U.S. collective bargaining agreements permit some alternative reward system that links pay to performance.
Q:
A reopener clause could specify that benefits will be renegotiated at a specified time.
Q:
A deferred wage increase is negotiated at the time of initial contract negotiations.
Q:
Vacation and holiday entitlements are among the clauses frequently found in holiday contracts.
Q:
Few contracts specify special rates for part-time and temporary employees.
Q:
In automatic progression, seniority is used as the basis for movement through the job classifications.
Q:
Movingemployees through pay ranges using merit increases is becoming more popular than automatic progression.
Q:
Single rates are not usually specified for workers within a particular job classification.
Q:
Most contracts recognize that jobs in the same occupations should receive different wage rates.
Q:
Many contracts specify a premium be paid above the worker's base wage for working nonstandard shifts.
Q:
The vast majority of contracts specify that a job is to be compensated on an hourly basis.
Q:
The gap between workers and their managers is usually higher in unionized firms.
Q:
Lower-tier employees, those hired after the contract is ratified, receive wages 50 to 80 percent lower than employees in the higher tier.