Question

Part 1

Question 1

4 out of 4 points

“Independents” are defined in the text as:

Answer

a. Professional women who are self-selected expatriates

b. Trailers

c. Minority foreign female

d. Neither a Democrat or Republican expatriate

Question 2

0 out of 4 points

Employees on oil rigs would usually be classified as which non-standard assignment?

Answer

a. Contractual assignment

b. Commuter assignment

c. Rotational assignment

d. Virtual assignment

Question 3

4 out of 4 points

The selection process of an expatriate places a heavy reliance on:

Answer

a. Relevant technical skills

b. Past performances

c. Marital status

d. Desire to relocate

Question 4

4 out of 4 points

Recruitment is defined as:

Answer

a. The process of gathering information for the purpose of evaluating who should be employed

b. Searching for and obtaining job candidates

c. Promoting employees within the organization to fill international management positions

d. Transferring functional managers to headquarters

Question 5

4 out of 4 points

The culture adjustment process in an international assignment can be characterized by:

Answer

a. An “S” shaped curve

b. A “U” shaped curve

c. Cultural shock

d. Matrix relationships

Question 6

4 out of 4 points

A major barrier to the selection of female expatriates was found to be:

Answer

a. The attitudes of HR directors

b. The lack of qualified females

c. The attitudes of host country coworkers

d. A lack of support by the female expatriates’ family

Question 7

4 out of 4 points

How is “expatriate failure” usually defined?

Answer

a. Returning home before the period of assignment is completed

b. Lower than expected market shares

c.  A dissatisfaction by the assignee during or after the assignment

d. Communication channels not utilized and implemented as expected

Question 8

4 out of 4 points

Ethnocentric organizations are best characterized by:

Answer

a. Key personnel positions are held by headquarter personnel.

b. Subsidiaries are managed by local nationals (HCN)

c. A worldwide integrated business which nationality is ignored in favor of ability

d. Staff may move outside their countries but only within a particular geographic region.

Question 9

4 out of 4 points

According to Hays, the “trouble shooter” is:

Answer

a. The individual sent from a subsidiary back to headquarters because they are a performance problem

b. The individual in a local subsidiary who holds his or her employees to an impossibly high standard in performance appraisal reports

c. The individual sent to a local subsidiary to identify redundant employees and fires them

d. The individual sent to a local subsidiary to analyze and solve particular operational problems

Question 10

4 out of 4 points

The transfer of the individual and accompanying family member into a foreign environment outside of their normal cultural comfort zones is the definition of:

Answer

a. Domestic relocation

b. International traveler

c. Expatriate assignment

d. Commuter

Question 11

4 out of 4 points

What tool assists an organization in collecting accurate performance data and allows for cross-employee comparisons?

Answer

a. Local implicit norms

b. Standardized appraisal forms

c. Local performance diaries

d. Standardized performance goals

Question 12

4 out of 4 points

Market development in foreign subsidiaries is generally slower and more difficult to achieve without:

Answer

a. apporting infrastructure of the parent

b. Formal control mechanism

c. Expatriates from the parent organization

d. Cross-culture training

Question 13

4 out of 4 points

A USA manager of German nationality working for a Dutch multinational company is assigned to a position in Indonesia. Which country is considered the host country?

Answer

a. USA

b. Dutch

c. Germany

d. Indonesia

Question 14

4 out of 4 points

Individuals are likely to blame lack of job discretion on the following:

Answer

a. The culture, role, and organization

b. The organization, the job and the location

c. The job, location and culture differences

d. Culture, the job and the Chief Executive Officer

Question 15

4 out of 4 points

Two countries in which it is common for employees to have input into job goal setting is:

Answer

a. USA and Mexico

b. Germany and Sweden

c. Canada and Australia

d. Japan and Sweden

Question 16

4 out of 4 points

A major challenge to global performance management is:

Answer

a. How to determine performance criteria and goals related to non-standard assignments especially virtual assignees

b. How to provide performance management forms to all employees

c. How to translate parent country forms into local languages

d. How to determine who is actually filling out the forms in local subsidiaries

Question 17

4 out of 4 points

Boundaryless careerists are:

Answer

a. Highly qualified mobile professionals

b. Careers that consist of a job for life

c. Self-employed contract workers

d. Jobs generated by a multinational

Question 18

4 out of 4 points

The components of a pre-departure training referred to as “practical assistance”:

Answer

a. Provides information that assist in relocation

b. Provides money for transportation

c. Consist solely of language training

d. Is seldom provided to expatriates

Question 19

4 out of 4 points

The employee who trains the HCN is usually:

Answer

a. A line manager

b. At headquarters

c. An expatriate

d. An inpatriate

Question 20

4 out of 4 points

The “affective approach” to training partially consists of:

Answer

a. Cultural briefings and area briefings

b. Field experiments and simulations

c. Role-playing and case studies

d. Survival level language training and sensitivity training

Question 21

4 out of 4 points

Which language is considered the language of World Business?

Answer

a. Mandarin Chinese

b. Spanish

c. English

d. French

Question 22

4 out of 4 points

Disregarding the importance of foreign language skills may reflect ___________ assumptions.

Answer

a. Multicentric

b. Polycentric

c. Regiocentric

d. Ethnocentric

Question 23

4 out of 4 points

Training and development is a critical component of an international assignee because:

Answer

a. Expatriates are trainers, part of the transfer of knowledge across units

b. Expatriates are not expected to ensure that systems and processes are adopted

c. Expatriates do not rely on assignments for developmental purposes

d. Expatriates are expected to return to the host country and train parent company employees

Question 24

4 out of 4 points

One technique useful in orienting any international employee is a/an:

Answer

a. Interview with a host national

b. Preliminary visit to the host country

c. Review of the country or region in the news

d. Selection of the readings about the history of the host country

Question 25

4 out of 4 points

A multinational builds it stock of human resources or human capital by:

Answer

a. Training and development activities

b. Buying stock in another company

c. Hiring from competitors

d. Keeping up with trends of hiring

Final Exam Part 2

Question 1

4 out of 4 points

National and regional differences in the meaning, practice, and tradition of pay:

Answer

a. Are rapidly diminishing

b. Have practically disappeared with global cultural integration

c. Remain significant sources of variation in the international firm

d. Are actually increasing due to national and regional protectionist legislative mandates

Question 2

0 out of 4 points

“Globals” are:

Answer

a. Expatriates

b. Permanent international assignees

c. Commuters

d. International travelers

Question 3

4 out of 4 points

Which of the following involves a payment to compensate for differences in expenditures between the home country and the foreign country?

Answer

a. Home leave allowance

b. Housing allowance

c. Cost-of-living allowance

d. Relocation allowance

Question 4

4 out of 4 points

The provision of a housing allowance:

Answer

a. Is not often assessed on a case-by-case basis

b. Does not ever include a fixed housing allowance

c. Implies higher living standards

d. May include company-provided housing

Question 5

4 out of 4 points

Pay strategy may be defined in terms of a series of interlocking strategic choices on:

Answer

Basis of pay, units of aggregations, patterns of variation in pay and job evaluations

Industry/competition, size of organization, organizational structure and job evaluations

Employment relationships, corporate culture, basis of pay and job evaluation

Local market conditions, laws, basis of pay and job evaluations

Question 6

4 out of 4 points

An advantage of the Going Rate Approach is that:

Answer

a. There is variation between assignments for the same employee

b. There is equality in pay with local nationals

c. There is equity between assignments

d. It results in fewer taxes

Question 7

4 out of 4 points

International compensation is:

Answer

a. On a practical level, simpler than a domestic pay system

b. Not considered critical for most multinational enterprises

c. Still essentially equivalent to the topic of expatriate pay practices in all multinational enterprises

d. More complex than domestic pay due to outsourcing and balancing centralizations and decentralization of pay forms

Question 8

4 out of 4 points

The purpose of home leave allowances is to:

Answer

a. Compensate for differences in expenditures between the home country and the foreign country

b. Give expatriates the opportunity to renew family and business ties, thereby helping them to avoid adjustment problems when they are repatriated

c. Cover moving, shipping and storage charges, and temporary living expenses

d. Give employees a chance to leave their homes to tour their potential foreign assignment

Question 9

4 out of 4 points

International compensation is characterized by:

Answer

a. Complexity, culture and corporation

b. Complexity, cultural challenges

c. Complexity, challenges and choices

d. Complexity, cooperation and competition

Question 10

4 out of 4 points

Influencing wage levels to the extent that cost structures become uncompetitive is:

Answer

a. A byproduct of a successful subsidiary

b. A result of government regulations

c. A disadvantage of trade unions

d. A multinational problem

Question 11

4 out of 4 points

A multinational firm usually delegates the management of industrial relations to:

Answer

a. Their foreign subsidiaries

b. The headquarters industrial division

c. An offshoring division

d. The marketing division

Question 12

4 out of 4 points

International trade secretariats (ITS):

Answer

a. Are the acts of staging an investment strikes by the multinational

b. Is a loose confederations to provide worldwide links for the national unions in a particular c. industry or trade

c. Is a lobbyist for restrictive national legislation in the USA and Europe

d. Are clearing houses for information on key labor provisions around the world

Question 13

4 out of 4 points

International call-centers are an example of:

Answer

a. NGO

b. Social dumping

c. Offshoring activities

d. Lobbying

Question 14

0 out of 4 points

McDonald’s company policy is to staff its restaurants with:

Answer

a. 90% nationals

b. Only nationals

c. Bilingual managers

d. Union employees

Question 15

4 out of 4 points

Ex-host-country nationals ( EHCN) is

Answer

a. A person who was fired in a MNE and wants to return to their home country

b. A person who studied abroad and returns to their home country

c. A manager who is transferred from one country to another and then returns to the home d. country

d. An international traveler who is banned from their home country

Question 16

4 out of 4 points

Which country has the highest level of union membership?

Answer

a. USA

b. Sweden

c. Germany

d. Italy

Question 17

4 out of 4 points

Poor subsidiary performance tends to:

Answer

a. Be accompanied by decreased corporate level involvement in local industrial relations

b. Be accompanied by increased corporate level involvement in industrial relations

c. Encourage the formation of labor unions

d. Be independent of corporate level involvement in local industrial relations

Question 18

0 out of 4 points

What does stabilizing risk through “harden” processes in the value chain mean?

Answer

a. To recruit people with capabilities and skills relevant to identified risk assessments

b. Replacing people with machines to ensure seniority protocols

c. Recruiting security specialist rather than functional experts

d. Eliminating at-risk steps in the value chain

Question 19

0 out of 4 points

A typical short-term assignment in IHRM is a:

a. Training position

b. Marketing position

c. Expatriate position

d. Virtual position

Answer

Question 20

4 out of 4 points

What would be considered a NGO?

Answer

a. Red Cross

b. Wal-Mart

c. Audi

d. NATO

Question 21

4 out of 4 points

The countries perceived to be the least corrupt are:

Answer

a. USA, Chile and Belgium

b. Denmark, New Zealand, Singapore

c. Guinea, Myanmar and Haiti

d. Canada, Switzerland and Sweden

Question 22

4 out of 4 points

Which country lobbied for many years to enact uniform domestic government regulations concerning bribery and corruption in the MNE environment?

Answer

a. Germany

b. Finland

c. USA

d. Switzerland

Question 23

0 out of 4 points

IHRMs have largely ignored the non-government organizations because:

Answer

a. They don’t have the same physical risk

b. Their management ethos are values-driven, charitable and philanthropic ideals

c. Their management ethos are reflected by effectiveness and efficiency

d. They do not have national managers

Question 24

0 out of 4 points

It is generally agreed internationally that the one thing that can most readily undermine equity, efficiency and integrity in the public service, undercut public confidence in markets, add cost to products and affects the safety and well-being of the general public is:

Answer

a. Bribery

b. Facilitating payments

c. Sabotage

d. Cyber-terrorism

Question 25

4 out of 4 points

Activities to secure internal communications (emails, telephone) and employee privacy regulations would fall under which risk assessment category?

Answer

a. Cyber-terrorism

b. Industrial espionage, theft and sabotage

c. Emergency preparedness

d. Pandemics