Professional Documents
Culture Documents
CHAPTER 1: Introduction
TRUE/FALSE
1. An inpatriate is an employee transferred out of the home base into the firm’s
international organization.
ANS: T PTS: 1
TOP: Differences between Domestic and International HRM
3. The IHR department does not get involved in the employee’s personal lives such as
marital status and children when considered for assignments.
ANS: F PTS: 1
TOP: Differences between Domestic and International HRM
4. Less developed countries tend to have cheaper labor but more government
regulations.
ANS: F PTS: 1
TOP: Differences between Domestic and International HRM
7. Compensation and benefit programs are not an activity of internal human resource
management.
10. Multinational organizations need to strive for consistency in the ways of managing
people on a worldwide basis in order to build, maintain and develop their corporate
identity.
11. Cultural awareness is reflected by knowing that local employees feel an obligation to
employ extended family even if they are unqualified for the position.
12. If a firm is in a multidomestic industry, the role of HR department will most likely be
more domestic in structure and orientation.
13. A large home market is one of the key drivers for seeking a new international market.
ANS: F PTS: 1
TOP: Extent of Reliance of the Multinational on its Home-Country Domestic Market
14. Local HR activities, such as human resource planning and staffing, changes as a
foreign subsidiary matures.
ANS: T PTS: 1
TOP: Differences between Domestic and International HRM
15. The nationality of an employee is not a major factor in determining the person
“category” in an international firm.
16. Human considerations are as important as financial and marketing criteria in making
decisions about multinational ventures.
ANS: T PTS: 1
TOP: Attitudes of Senior Management to International Operations
18. The US had 8 companies in the top 30 multinationals ranked by the transnational
index.
ANS: F PTS: 1
TOP: Extent of Reliance of the Multinational on its Home-Country Domestic Market
19. Cross- culture management is examining human behavior within organizations from
an international perspective.
20. The way diversity is managed within a single national context should transfer to a
multinational context without modification.
21. It is a correct assumption that culture is usually used as a synonym for nation or
national difference represents culture differences.
MULTIPLE CHOICE
1. An expatriate:
a. Is an employee transferred out of their
home base to the firm’s international
operation
b. Is an employee transferred into a parents
organization
c. Is an employee who understands
international business operations
d. Is an employee who has works in more
than one country
ANS: C PTS: 1
TOP: Differences between Domestic and International HRM
ANS: A PTS: 1
TOP: Differences between Domestic and International HRM
5. The direct costs of international assignment failures can be as high as ___times the
costs of those for similar failure in a domestic assignment:
a. Five c. Ten
b. Three d. Eight
ANS: B PTS: 1
TOP: Differences between Domestic and International HRM
ANS: B PTS: 1
TOP: Differences between Domestic and International HRM
8. Which of the following is not a major external factor that influences IHRM?
a. The state of the economy
b. Type of government
c. Generally accepted practices of doing
business
d. Regulatory requirements
ANS: D PTS: 1
TOP: Differences between Domestic and International HRM
ANS: A PTS: 1
TOP: Extent of Reliance of the Multinational on its Home-Country Domestic Market
ANS: C PTS: 1
TOP: Extent of Reliance of the Multinational on its Home-Country Domestic Market
ANS: D PTS: 1
TOP: Attitudes of Senior Management to International Operations
18. All of the following is a difference between international and domestic HR except:
a. Risk exposure c. More HR activities
b. More external d. Less involvement in
influences employee lives
ANS: D PTS: 1
TOP: Differences between Domestic and International HRM
19. What activity in international human resource would not be required in a domestic
environment?
a. Staff orientation c. Terrorism
considerations
b. Tax equalization d. Relocation
assistance
ANS: B PTS: 1
TOP: Differences between Domestic and International HRM
ANS: A PTS: 1
TOP: Differences between Domestic and International HRM
ANS: A PTS: 1
TOP: Variables that Moderate Differences Between Domestic and International HRM
ANS: C PTS: 1
TOP: Attitudes of Senior Management to International Operations | Applying a
Strategic View of IHRM
26. HRM in the multinational context contains an overlap between elements of:
a. Cross-cultural management and leadership
b. Cross-cultural management and strategic
management
c. Strategic management, comparable human
resource and industrial relations systems
d. Cross-cultural management, comparable
human resource and industrial relations
systems
27. A Japanese citizen working in Hong Kong for a Japanese multinational would be
classified as:
a. A host country c. A parent country
national (HCN) national (PCN)
b. A third country d. A related country
national (TCH) national (RCN)
ANS: C PTS: 1 TOP: Defining International HRM
28. Human Resource Management (HRM) activities include all of the below EXCEPT:
a. Human resource c. Personal family
planning planning
b. Performance d. Training and
management development
ANS: D PTS: 1
TOP: Differences between Domestic and International HRM
ANS: A PTS: 1
TOP: Differences between Domestic and International HRM
SHORT ANSWER
1. What are the 3 broad approaches for international human resource management and
how do they relate to each other?
ANS:
Cross cultural management, comparative industrial relations and multinational
context.
ANS:
Host –country nationals (HCN), parent country national (PCN) and third country
national (TCN)
3. What are at least 2 types of risk exposure that international companies incur that
domestic companies are not as liable to incur?
ANS:
Human and financial consequences of failure are more severe due to under-
performance and high cost.
Terrorism impacts planning meetings and assignments and the cost of terrorism
protection. Emergency evacuations procedures for volatile assignments locations.
ANS:
It facilitates work performance for the employee in a different cultural context. It
helps the worker’s family adjust and enjoy the international assignment and hence the
likelihood that the employee will stay in the assignment for the duration is enhanced.
ANS:
A multidomestic industry is one in which competition is in each country is
independent of the competition in other countries. A global industry is one in which
competition in one country is linked or dependent on the position of the firm in other
countries.
TRUE/FALSE
1. The first contributions to cross-cultural management research were made in the late
1930s.
ANS: F PTS: 1 TOP: Introduction
3. One of the advantages of cross cultural studies is that there is one, widely accepted
definition of the meaning of culture.
5. Hofstede the Dutch researcher, famously likens or company’s culture to the “software
of the mind”.
7. There may be large similarities of the artefact level within the European Union, but
values and assumptions held by members of various nations in the EU may differ
significantly.
8. Cross cultural management studies aim to describe and compare the working behavior
in various cultures.
10. Power Distance refers to the extent to which the members feel threatened by
uncertainty, ambiguous or unstructured situations.
12. Countries with weaker uncertainty avoidance are more likely to bring about
fundamental innovations in weak processes as they have a greater tolerance for
deviant thinking.
13. Collectivist society companies have more informal relationships between supervisors
and employees.
14. The Mediterranean culture (France, Italy, Belgium and Spain) are characterized by
small power distance and high collectivism.
15. The German speaking countries such as Germany, Austria and Switzerland are
characterized by a strong tendency of uncertainty avoidance and relatively low power
distance.
17. The Globe study distinguishes between practices (what should be) and values (what
is).
18. The participation of 17 scholars from around the world helps to avoid a one-sided,
Western focus to the research project.
19. The Trompenaars and Hampden-Turner study presents three aspects to culture:
relationships between people, concept of time and the concept of nature.
8. According to Hofstede, some Asian cultures such as Singapore and Hong Kong:
a. Score low on uncertainty avoidance and
low on power distance
b. Score low on uncertainty avoidance and
high on power distance
c. Score high on uncertainty avoidance and
low on power distance
d. Score high on uncertainty avoidance and
low on power distance
10. Hofstede identifies a strong tendency or masculinity with a high tendency for
uncertainty avoidance in:
a. The Scandinavian c. The German
cluster speaking cluster
b. The Asian Tigers d. The Gallic cluster
clusters
13. The GLOBE research tries to study the complex relationships between:
a. Culture, leadership behavior,
organizational effectiveness, social co-
habitation conditions and the economic
success of societies.
b. Culture, leadership behavior, political
institutions, social legislations, corporate
strategies and the economic success of
societies.
c. Culture, economic development, social
progress, and multinational dynamism.
d. Culture, leadership behavior,
organizational effectiveness, employee
commitments and satisfaction, social
dynamics and the economic success of
societies.
15. Results from the GLOBE study were used to distinguish ______”cultural regions.”
a. Five c. Ten
b. Seven d. Twelve
18. The Trompenaars and Hamplen-Turner study distinguishes three overarching aspects
of culture, namely:
a. Artefacts, values and assumptions
b. Relationships between people, the concept
of time and the concept of nature
c. Reality, time and space
d. Descriptive values, aspirational values and
critical values
28. One study by Child, reviewing research on the development of cultures concluded:
a. Studies on the macro level (organizations
structure) found evidence for divergence
or growing differences in cultures
b. Studies on the micro level (behaviors by
employees) found enhance for
convergence or the lessening of
differences in cultures
c. Studies on the macro level (organizational
structure) found evidence for
convergence, or the lessening of
differences in cultures
d. Studies on both the macro and micro level
found evidence for convergence or the
lessening of differences in cultures
SHORT ANSWER
1. Present the general definition of the concept of culture as presented in the text.
ANS:
Schein considers various levels of culture: artefacts or creations, values and
underlying assumptions. Artefacts are described as visible organization structures and
processes. They can be analyzed using conventional methods of empirical social
research, but their meaning is often hard to decipher. The middle level comprises
values of a company or society. They are found in the intermediate level of
consciousness; in other words, they are partly conscious and partly unconscious. The
third level is described as underlying assumptions, which are often presumed to be
self-evident. They include convictions, perceptions, thoughts and feelings, which are
usually invisible and unconscious. Nevertheless, they are the sources of values and the
actions based on them. Schein emphasizes that relationships that lead from artefacts
through values to underlying assumptions are much weaker than those leading in the
contrary direction, because the influence of underlying assumptions on values and
artefacts is stronger than vice versa.
ANS:
In his original study, Hofstede identified four cultural dimensions based on
preliminary theoretical considerations and statistical analyses, which can be used to
describe cultural differences between countries. These dimensions together explained
49 per cent of the variance. Hofstede named them power distance, uncertainty
avoidance, femininity vs. masculinity, and individualism vs. collectivism. A later
study involving participants from the Asian Pacific region included a fifth dimension,
Confucianism or long-term orientation.
3. Outline and discuss the ways in which cultural context can impact HRM policies of
recruitment and selection, training and development, compensation and task
distribution.
ANS:
4. In what significant ways is the GLOBE study (a) similar to Hofstede’s research, (b)
different from Hofstede’s research?
ANS:
The study is to some extent based on Hofstede’s dimensions: uncertainty avoidance
and power distance. However, the dimensions are modified and expanded, leading to
some confusion when Hofstede and GLOBE results are assessed and compared.
Authors of the GLOBE study are purposefully trying to overcome the earlier critiques
of the Hofstede study, namely that the borders between values and practices are
blurred in his study and cannot be distinguished.
5. What does the discussion on “the development of cultures” lead you to conclude
about the issues of convergence and divergence?
ANS:
This discussion is closely related to the issue of whether organizations and their
management practices are similar due to increasing international interconnectedness
and the coordination of the global economy (convergence) or still exhibit specific
cultural characteristics. For example, culture convergence between European
countries is often imputed given the development of the European Union, and
attendant harmonization of laws and regulations. Thus, increasing convergence of the
cultures of individual countries within the EU is assumed. As a result, the meaning of
cultural differences may be safely given little consideration. If the opposite is true and
we assume a long term stability in cultural differences (cultural divergence), their
investigation may be a decisive success factor in international business activities for
the foreseeable future. In terms of activity within the European Community, this
would mean that pan-European standardization of management practices would not be
easily achieved and adaptation of practices to underlying local conditions would be
required.
TRUE/FALSE
3. The Inpatriate manager performs a major role in identifying employees who can direct
operations in a foreign subsidiary.
5. The matrix structure area managers are responsible for the performances of all
products within the various countries that comprise their regions.
6. Less human resources planning and management development are in the matrix
structure of operations than traditional organization.
7. Mixed structures are more complex and harder to explain and implement/control than
a matrix structure.
11. Training, performance, appraisals and staff movements are not impacted by the HR
structural form.
12. Europeans tend to take a different structural path than the US.
15. Japanese based multinational firms are the only firms to successfully balance
operations in all the regional blocks.
16. Formal structure controls are an international firm’s primary source of control.
17. Training and development, program reward systems and promotion are activities that
reinforce company value systems.
ANS: T PTS: 1 TOP: Control Mechanisms
18. Half of the US firms reported that HR functions were unrelated to the nature of the
firm’s international operations.
19. HR departments are emerged in policies and procedures in the early international or
export stage.
MULTIPLE CHOICE
9. A matrix structure:
a. Keeps profit centers but adds worldwide
product managers
b. Integrated its operations across more than
one dimension
c. Relies heavily on social networking
d. Creates a worldwide product division
12. The complex network of interrelated activities in a MNE can be described in the
following structure:
a. Functional c. Heterarchy
b. Product division d. Bureaucratic
16. The following types of units are regarded in a metanational firm EXCEPT:
a. Sensing unit, financial unit and
performing unit
b. Magnet unit and entrepreneurial unit
c. Sensing unit, magnet unit and marketing
unit
d. Marketing unit, magnet unit, financial unit
17. HR functions are described in the following structural forms EXCEPT for:
a. Centralized HR c. Matrix HR
b. Decentralized HR d. Transition HR
21. Multinational firms are divided into the following regional block EXCEPT:
a. North America c. Europe
b. Asia d. Australia
24. The process of socializing people so that they come to share a common set of values
and beliefs that shapes their behavior is:
a. Networking c. Matrix structure
b. Corporate culture d. Social investment
SHORT ANSWER
1. What are the advantages and disadvantages of the global matrix structure?
ANS:
Advantages: Conflicts of interest are brought out into the open, both sides of any issue
are championed and complex business decisions are thoroughly discussed
Disadvantages: Expensive, requires careful implementation and a high degree of top
level management attention to ensure a balanced perspective.
ANS:
Centralized: large, well-resourced HR departments responsible for a wide variety of
functions. Focus on control of divisional and subsidiary managers so as to ensure a
central message.
Decentralized: smaller group of HR employees who focus on corporate HQ
operations.
Transition: medium-sized corporate HR departments, small group at corporate HQ
ANS:
Strategic intent is articulated and formalized structures, functional, product or
national, regional or matrix structures are set up to describe jobs and authority
relationships within these structures. Formal job descriptions delimit responsibilities.
HR acts to implement existing structural system of control and ensure the people
work to job requirement.
ANS:
Cultural control, the process of socializing people so that they come to share a
common set of values and beliefs that then shape their behavior and perspectives at
work. HR can incorporate a cultural agenda into recruitment and selection, training
and development and assignment placement activities and processes.
ANS:
By setting up and reinforcing informal lateral relationships to disseminate knowledge
and information, personal contacts can create very strong personal bonds, informal
norms and values. These informal values can act to control the behavior of employees
and overcome the cultural, functional and business differences associated with a
diverse and extended employee base. Personal interdependence and social capital can
act to unify employees and standardize their responses to novel and unpredictable
decision situations.
TRUE/FALSE
3. During most merger and acquisition processes top management retention is very high
due to benefits of operating a foreign company.
4. Identifying and assessing culture issues in an HR activity is the due diligence phase of
merger and acquisition.
5. The strongest HR involvement takes place in the first two phases of the merger and
acquisition phases.
8. The command of the partners’ language is mainly a requirement for Eastern managers.
10. An exchange rate advantage is not a factor in considering a merger and acquisition
strategy in a given country.
11. Parent companies in an international joint venture do not have a separate legal
identity.
12. Gaining knowledge of both local business conditions and the research and
development capabilities of the potential joint venture partner is a reason to enter into
an international joint venture.
15. In the USA more than 80 per cent of total employment is with organizations with less
than 20 employees.
16. Less qualified employees are employed by small to medium enterprises because they
do not meet recruitment requirements of large organizations.
18. In small to medium enterprises cross cultural training for expatriates is usually
conducted as in-house training seminars.
20. Small to medium firms have as much experience operating in a variety of different
countries as large organizations.
MULTIPLE CHOICE
5. Typical HR problems arising in cross border M&A involve all of the following
EXCEPT:
a. Lose up to 20% of its executives
b. Personnel issues are neglected
c. Failure due to not producing intended
results
d. Insufficient capital
8. Advising management on dealing with people issues normally occur in which M&A
phase?
a. Pre M&A c. Integrations
planning phase
b. Due diligence phase d. Implementation and
assessment phase
10. What is defined as a factor which shapes employees priorities and decisions made?
a. Management c. Location
b. Values d. Financial
12. Which expatriate role or characteristic is found to be most important for a successful
integration in a M&A activity?
a. Prior work c. A manager’s
experience with a industry experience
country
b. Language skills d. Creative analytical
skill
17. Shortage of working capital to finance exports is a top barrier to access international
markets in:
a. EEA c. SMEs
b. IJV d. HR
18. M&A conceptual tool which converts resources into valuable goods and services is:
a. Values c. resources
b. Processes d. experience
22. Internationalization process theory suggest which person has the most impact on
internationalization process of a small to medium enterprise (SME):
a. Owner/Founder c. Investors
b. Exporters d. HR manager
23. All of the following are characteristic of a SME human resource development
EXCEPT:
a. Training and development are short term
oriented
b. Tacit knowledge related to the specific
context of the firm
c. Informal learning approach
d. No motivation to report and share
information
24. An option for SMEs to improve Human Resource related issues rapidly is to:
a. Outsource the HR department
b. Rely less on the resources
c. Send managers to external training
institutions
d. Fire the weaker employees
25. A major difference between merger , acquisition and international joint venture is:
a. Licensing a product c. Ownership
identification
b. Government d. The nations
regulations involved
29. Many international joint ventures (IJV ) fail in the long-term due to:
a. Changing market conditions
b. Inadequate attention to market synergies
c. Lack of interest in the human resource
management and cross-cultural
management aspects of IJV
d. The failure to restructure the IJV
appropriately
SHORT ANSWER
1. What are the two equity based forms of cross-border alliances? Describe each
function.
ANS:
Form one: The establishment of a subsidiary in a country (via a Greenfield site or
acquisition).
Form two: Joint ventures or mergers
PTS: 1 TOP: Cross-Border Alliances
ANS:
Merger: the result of an agreement between two companies to join their operations
together, often so their control is equal.
Acquisition: the result of an agreement in which one firm buys out the other with the
intent of the first firm controlling the activities of the combined operation.
3. What are the four phases of M&A and what happens at each phase?
ANS:
Premerger phase: screening alternative partner options, based on an analysis of their
strengths and weaknesses
Due diligence phase: an in depth analysis of the potential benefits of the merger with a
potential partner firm. Product-market combinations, tax implications and cultural and
HR system compatibilities are assessed.
Integration phase: planning for the creation of the new company is carried out.
Implementation phase: plans are put into action and new or revised technical,
financial and people processes and systems are put into place.
4. There are three conceptual tools between business strategy and HR strategy. What are
these tools?
ANS:
Resources: tangible assets (money and people), intangible assets (brands and
relationships with customer, suppliers, etc.)
Processes: activities that firms use to convert resources into valuable goods and
services.
Values: the way in which employees think about what they do and why they do it,
values shape priorities and decision making processes.
ANS:
An international joint venture provides an excellent learning opportunity for a firm.
One can learn each other’s skills; know how, process knowledge in specific functional
areas. A firm can also learn how to interact with a diverse firm and understand cultural
and national or regional issues, building a more general capability to interact in a
different contextual environment.
TRUE/FALSE
2. Upon comparing the compensation packages of PCN and HCN employees, given an
ethnocentric approach of staffing, there are little to no differences found in the pay for
the two groups.
5. Study of Chinese MNEs has confirmed that Western models of staffing policies are
not applicable to Chinese MNEs.
ANS: F PTS: 1
TOP: Transferring Staff for International Business Activities
7. Frequent trips to the host country are necessary in a virtual non-standard assignment.
ANS: T PTS: 1
TOP: Transferring Staff for International Business Activities
8. The duration of an expatriate assignment will not necessarily have an impact on the
person’s ability to develop networks.
ANS: F PTS: 1
TOP: Transferring Staff for International Business Activities
9. A key driver in recruiting an inpatriate is the desire to create a global core competency
thus increasing the organizations capability to “think global and act local”.
ANS: T PTS: 1 TOP: The Roles of an Inpatriate
10. Non-expatriates experience fewer stressors than expatriates as they are not responsible
for duties at the home office while on international assignments.
11. Traditional assignments for expatriates usually range from 3 months to 1 year in a
location.
12. Virtual assignments rely on communication technologies and such assignees will
never visit the host country.
ANS: F PTS: 1
TOP: Transferring Staff for International Business Activities
14. The term expatriate failure has been defined as the premature return of an expatriate
before the period of assignment is completed.
15. Many developed countries are changing their legislation to facilitate employment
related immigration which will make international transfer easier.
16. Lack of fluency in the corporate language is rarely a factor in the selection process in
a MNE.
17. The “coffee machine” system is a common form of selection process in the UK.
18. Job hunting assistance is provided to spouses to find a job in host countries as a means
of making an international assignment more family-friendly.
ANS: F PTS: 1
TOP: Recruitment and Selection of International Managers
21. Indirect cost of the failure of an expatriate involving contact with key clients and host
government officials may result in the long term loss of market shares.
22. The recruitment process is defined as the process of searching for a sufficient number
of candidates to fill a position.
ANS: T PTS: 1
TOP: Recruitment and Selection of International Managers
MULTIPLE CHOICE
6. A MNE taking a global approach to its operations and recognizing that each HQ and
subsidiary makes a unique contribution with unique competence is described as:
a. Regiocentric c. Geocentric
b. Polycentric d. Multicentic
7. Hiring host country nationals for a multinational enterprise have the following
advantages EXCEPT:
a. Language and other barriers are
eliminated
b. Government policy may dictate hiring of
HCN
c. Hiring cost are reduced
d. Organizational control and coordination is
maintained and facilitated
ANS: C PTS: 1
TOP: Transferring Staff for International Business Activities
9. Key organizational reasons for international staffing assignment include all of the
following EXCEPT:
a. Culture exchange c. Management
development
b. Position filling d. Organization
development
ANS: A PTS: 1
TOP: Transferring Staff for International Business Activities
ANS: B PTS: 1
TOP: Transferring Staff for International Business Activities
11. Employees on oil rigs would usually be classified as which non-standard assignment?
a. Contractual c. Rotational
assignment assignment
b. Commuter d. Virtual assignment
assignment
ANS: C PTS: 1
TOP: Transferring Staff for International Business Activities
ANS: D PTS: 1
TOP: Transferring Staff for International Business Activities
ANS: A PTS: 1
TOP: Transferring Staff for International Business Activities
19. Three key organizational reasons for using the various forms of international
assignments are:
a. Position filling, crisis management and
organizational development
b. Responding to requests from local
employees, management development and
organizational development
c. Position filling, management development
and responding to requests by parent
company employees for international
assignments
d. Position filling, management development
and organizational development
ANS: D PTS: 1
TOP: Transferring Staff for International Business Activities
ANS: B PTS: 1
TOP: Recruitment and Selection of International Managers
29. An emerging constraint on the available pool of candidates which is hindering the
recruitment and selection process of potential employees for international assignment
is:
a. The frequency of dual career couples
b. Personality and psychological tests
c. Equal employment opportunity law
d. The decline of management programs in
Universities
30. A family friendly policy to encourage placement of an expatriate which is logical but
not always acceptable to multinationals is:
a. Inner-company c. Intra-company
network employment
b. Job hunting d. Post assignment
assistance career support
33. A major barrier to the selection of female expatriates was found to be:
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
SHORT ANSWER
1. What are the four terms to describe MNE approaches to managing and staffing
subsidiaries?
ANS:
The four terms to describe MNE approaches to managing and staffing subsidiaries
are: ethnocentric, polycentric, geocentric and regiocentric.
2. What are some advantages and disadvantages of the ethnocentric approach to staffing
the MNE?
ANS:
Advantages:
A perceived lack of qualified host-country nationals (HCNs)
The need to maintain good communication, coordination and control links
with corporate headquarters.
Disadvantages:
It limits the promotion opportunities of HCNs, which may lead to reduced
productivity and increased turnover among that group.
The adaptation of expatriate managers to host countries often takes a long
time, during which PCNs often make mistakes and poor decisions.
When PCN and HCN compensation packages are compared, the often
considerable income gap in favor of PCNs may be viewed by HCNs as
unjustified.
For many expatriates a key overseas position means new status, authority, and
an increase in standard of living. These changes may affect expatriates’
sensitivity to the needs and expectations of their host country subordinates
which may be quite different to the perceptions of the PCN manager.
3. There are three key organizational reasons for international assignments. What are
these three reasons?
ANS:
The three key organizational reasons for international assignments are: position
filling, management development and organization development.
ANS:
The six roles of an expatriate are: as an agent of direct control; as an agent of
socialization; as network builders; as boundary spanners; as language nodes and the
transfer of competence and knowledge.
ANS:
Expatriates are considered boundary spanners because they can collect host country
information, act as representatives of their firms in the host country, and can influence
agents. For example, attending a social function at a foreign embassy can provide the
expatriate with an opportunity to network, gather market intelligence and promote the
firm’s profile at a high level.
ANS:
Home and family issues – such as missing important anniversaries and school
events. The more frequent the travel, the greater the potential for family and
marital relationships to be strained.
Work arrangements – the ‘domestic’ side of the job still has to be attended to
even though the person is traveling internationally. Modern communications
allow work to accompany the business traveler who is often expected to
remain up to date with home-office issues while away from the office.
Travel logistics – airline connections, hotel accommodation, and meeting
schedules.
Health concerns – poor diet, lack of physical exercise, lack of sleep, coping
with jetlag, and exposure to viruses and other health problems (e.g. Deep Vein
Thrombosis from excessive air travel).
Host culture issues – as international business is conducted in other cultural
settings, the person is still expected to be able to operate in unfamiliar
environments and handle cultural differences effectively. However, the limited
empirical and anecdotal evidence suggests that non-expatriates do not receive
the same level of cross-cultural training as expatriates – if any.
7. What are several factors in an expatriate selection process which are absent in the
selection of a regular, domestic management position?
ANS:
Several factors in an expatriate selection process: technical ability, cross-cultural
suitability, family requirements, country/ cultural requirements, language and MNE
requirements.
ANS:
Phase 1commences with reactions prior to the assignment – the expatriate may
experience a range of positive and negative emotions such as excitement, anxiety, fear
of the unknown or a sense of adventure. There can be an upswing of mood upon
arrival in the assignment country that produces what has been referred to as the
‘honeymoon’ or ‘tourist’ phase. Then, as the novelty wears off, realities of everyday
life in the foreign location begin to intrude, homesickness sets in, and a downswing
may commence – a feeling that ‘the party is over’ – which can create negative
appraisals of the situation and the location leading to a period of crisis – Phase 2. This
can be a critical time, and how the individual copes with the psychological adjustment
at this phase has an important impact in terms of success or failure. There is a
suggestion that ‘failure as an early recall’ may be triggered at this point. Once past
this crisis point, as the expatriate comes to terms with the demands of the new
environment, there is a pulling up – Phase 3 – as the person begins to adjust to the
new environment. This levels off over time to what has been described as healthy
recovery – Phase 4.
PTS: 1 TOP: Selection Criteria
9. What are the most common reasons for rejecting an international assignment? Do
different countries have different reasons for assignment rejection?
ANS:
The two most common reasons for rejecting an international assignment are: family
concerns and the partner’s career.
10. What are some alternative assignment arrangements applied to address the dual career
couple restraints on the selection process?
ANS:
Important support measures include language training, educational assistance,
employer-sponsored work permits, and assistance with career planning.
Other solutions to the challenge of dual career couples include the following:
Inter-firm networking – Here the multinational attempts to place the
accompanying spouse or partner in a suitable job with another multinational –
sometimes in a reciprocal arrangement. Alternatively, a local supplier,
distributor, or joint venture partner may agree to employ the accompanying
spouse/partner.
Job-hunting assistance – Here the MNE provides spouse/partner assistance
with the employment search in the host country. This may be done through
employment agency fees, career counseling, or simply work permit assistance.
Some may provide a fact-finding trip to the host location before the actual
assignment.
Intra-firm employment – This is perhaps a logical but often a somewhat
difficult solution. It means sending the couple to the same foreign facility,
perhaps the same department. Not all multinationals (nor all couples) are
comfortable with the idea of having a husband and wife team in the same work
location and there can often be significant difficulties obtaining work visas for
such arrangements.
On-assignment career support.
11. Discuss the externally and internally established barriers to females taking
international assignments.
ANS:
Varma and Valy-Durbin found that US and Canadian women are interested in and
likely to accept international assignments, though there are response variations
between those with children and those without. However, the women in this study
tended to believe that their firms were hesitant to ask them to accept an international
assignment, though supervisors (whether male or female) did not necessarily share
that belief.
Further, performance of female expatriates was found initially to be affected by host
country prejudice regarding the role of women in certain countries – considered as
culturally tough assignment locations.
Taking a different approach in her study of Austrian female expatriates, Fischlmayr
used the concepts of external and self-established barriers to explore why women are
underrepresented in international assignments. Through 21 interviews with HR
managers and female expatriates in Austrian multinationals from various industries
and positions, Fischlmayr found that attitudes of HR directors were a major barrier to
the selection of female expatriates, though self-established barriers were also very
strong. Females in Austrian companies often had to specifically request an
international assignment whereas their male colleagues were required to take
international assignments. Further, some women regarded their age as a factor in
terms of others’ perceptions and expectations about their behavior. The older the
woman, the easier it was to obtain a position overseas.
TRUE/FALSE
4. If perceived financial benefits and career progression are not met during an
assignment, the level of motivation and commitment will decrease thus affecting
performance.
ANS: T PTS: 1
TOP: Performance Management of International Employees
5. American work methods may be more structured than their foreign counterparts and
that individuals have less discretion in how they approach tasks and problems.
ANS: F PTS: 1
TOP: Performance Management of International Employees
6. Role expectations are likely to be less complex for the TCN than the PCN.
ANS: F PTS: 1
TOP: Performance Management of International Employees
ANS: T PTS: 1
TOP: Performance Management of International Employees
ANS: T PTS: 1
TOP: Performance Management of International Employees
10. The expatriate’s commitment to the parent and to the local operations was both
positively related to the intent to stay.
ANS: T PTS: 1
TOP: Performance Management of International Employees
11. One key function of performance appraisal feedback is that it provides opportunities
to improve performance by identifying gaps that might be eliminated by training and
development.
ANS: T PTS: 1
TOP: Performance Management of International Employees
ANS: F PTS: 1
TOP: Performance Management of International Employees
13. The two categories of international staff are expatriate and commuter.
14. The nature of the international monetary system and local accounting differences may
preclude an accurate measurement of goal attainment results.
16. The standardized performance forms in an organization are always reworked to reflect
differences in the expatriates’ situation in a foreign country.
17. Regular feedback is an important aspect in terms of meeting targets and revising goals
as well as assisting in motivation of work effort.
20. A Japanese manager cannot directly point out a work-related problem or error
committed by a subordinate.
MULTIPLE CHOICE
1. Performance management:
a. Is a process that enables the MNE to
evaluate and continuously improve
individual, subsidiary unit and corporate
performance against set goals and targets
b. Is the evaluation of an employee
performance and a vehicle to set
performance goals
c. Is the process of evaluating business
opportunities and planning for new
investments
d. Is the process of setting goals for future
performance by MHE employees
ANS: D PTS: 1
TOP: Performance Management of International Employees
5. The employee who oversees and directs the entire foreign operations is:
a. Expatriate c. HR manager
b. Structure d. Chief executive
reproducer officer
6. An operative:
a. Is a subsidiary manager
b. Reproduces a foreign subsidiary structure
c. Is an individual sent to a subsidiary to
solve a particular problem
d. Is an individual whose assignment is to
perform functional job task
8. If the PCN is perceived to identify too closely with the host subsidiary concerns:
a. The employee is perceived to be “going
native”
b. The employee is sent on vacation
c. The employee is removed from the
subsidiary
d. The employee is considered to be doing
his or her job
ANS: A PTS: 1
TOP: Performance Management of International Employees
ANS: B PTS: 1
TOP: Performance Management of International Employees
10. What can be described as the strongest stressors in expatriate “overseas” work
environment?
a. Uncertainty regarding culture differences
and language
b. Uncertainty regarding objectives, goals
and role requirements
c. Uncertainty regarding job retention
d. Uncertainty of who to report to and who is
in the line of command
ANS: B PTS: 1
TOP: Performance Management of International Employees
11. 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?
a. USA c. Germany
b. Dutch d. Indonesia
ANS: D PTS: 1
TOP: Performance Management of International Employees
12. The transfer of the individual and accompanying family member into a foreign
environment outside of their normal cultural comfort zones is the definition of:
a. Domestic relocation c. Expatriate
assignment
b. International d. Commuter
traveler
ANS: C PTS: 1
TOP: Performance Management of International Employees
13. What are the five major constraints in terms of multinational strategy and goal
setting?
a. Differing societal, legal, economic,
technical and physical demands
b. Differing societal, cultural, economic ,
technical and physical demands
c. Differing societal, legal, administrative,
economic and physical demands
d. Differing legal, strategic, administrative,
economic and physical demands
ANS: A PTS: 1
TOP: Performance Management of International Employees
ANS: A PTS: 1
TOP: Performance Management of International Employees
15. All of the following are a constraint of goal attainment for the multinational enterprise
EXCEPT:
a. Volatility of global c. Separation of time
environment and distant
b. Cross-cultural d. Non-comparable
demands data
16. Which country tends to have administrators with a high level of legal expertise?
a. Sweden c. France
b. Germany d. UK
ANS: C PTS: 1
TOP: Performance Management of International Employees
ANS: D PTS: 1
TOP: Performance Management of International Employees
18. Which country tends to focus on linking performance management result to long-term
training and development activities?
a. USA c. Germany
b. France d. Australia
ANS: C PTS: 1
TOP: Performance Management of International Employees
19. Two countries in which it is common for employees to have input into job goal setting
is:
a. USA and Mexico c. Canada and
Australia
b. Germany and d. Japan and Sweden
Sweden
20. An appraisal system which builds upon the strengths while minimizing their
disadvantages uses all of the following criteria:
a. Hard , soft and contextual goals
b. Financial, corporate and cross-cultural
goals
c. Interpersonal , financial and cultural goals
d. Hard goals, cultural and corporate goals
22. What is the normal frequency of formal performance appraisal for an expatriate?
a. 6 months c. 18 months
b. 1 year d. 2 years
23. In which country do managers find it difficult to directly point out a work-related
problem or error by a subordinate?
a. USA c. Japan
b. China d. Indonesia
26. Web-based platforms of human resource information system that include performance
management modules:
a. Create more performance management
problems than they solve
b. May be seen as eliminating the
separations of time, distance and culture
experienced by multinational firms
c. May be seen as a response to the
separations of time, distance and culture
experienced by multinational firms
d. May be seen as increasing and making
more obvious the separations of time,
distance and culture experienced by
multinational firms
ANS: D PTS: 1
TOP: Performance Management of International Employees
ANS: A PTS: 1
TOP: Performance Management of International Employees
30. One problem with an annual performance appraisal is:
a. Managers often miscommunicate how to
improve the expatriate’s job performance
in a timely manner.
b. Technological improvements have made
the evaluation obsolete.
c. Employees do not receive consistent
frequent feedback in order to improve
d. Email feedback has replaced the need for
a formal employee evaluation
SHORT ANSWER
ANS:
Whole vs. part – that is that an individual subsidiary’s performance might be below
average, but it operates in a critical region, function or product line and its continuing
presence contributes to the overall good of the multinational firm.
Performance data are often hard to compare due to differing regulatory and economic
contexts.
The global environment is volatile, and performance goals set at one time may be
impossible to achieve given changes in exchange rates, unexpected legal and/or
regulatory reforms, etc.
Separation by time and distance make it difficult to coordinate processes and convey a
standard message on performance.
There are variable levels of maturity and the acceptance of firm norms and values in
the various employees groups around the world.
ANS:
According to Figure 6-2 on page 159, formal and informal control activities combine
to focus the attention of the various actors in the MNE on standardized practices
(good performance) and socializing employees to accept, internalize and comply with
norms and values that relate to performance requirements. These practices and norms
result in a global mix of strategically linked outcomes and results which are fed back
to the subsidiary and the HQ.
ANS:
Optional assessors include:
The subsidiary’s CEO
The immediate host country supervisor
Parent country evaluators
Local or corporate HR staff.
These perspectives can be combined using multiple raters.
4. What are the three general types of goals used as the basis for performance criteria?
ANS:
Hard goals – objective, quantitative and directly measurable.
Soft goals – relationship or trait based goals.
Contextual goals – situational-specific goals that take local conditions into account or
attempt to reduce or eliminate contextual difference so as to assist in comparing goal
achievement across diverse international units.
ANS:
German systems tend to be more consensual, explicit, ongoing and informational and
yet formalized under the codetermination system that characterizes German industrial
relations practices.
French systems may stress implicit qualities as well as employee development, and
the input of a degree in a prestigious university is always a factor to consider in
evaluation. Practices tend to vary significantly by industry and size of firm with larger
firms being more open to a wider variety of practices.
TRUE/FALSE
2. Presently, MNEs place little priority on providing pre-departure training for spouses
and family.
4. Professor Tung revised her recommendations for cross culture training, so that now
she feels that there should be more emphasis in foreign language training.
ANS: T PTS: 1
TOP: Components of Effective Pre-Departure Training Programs
5. An immersion approach to cross culture training would include role playing and stress
reduction training.
ANS: F PTS: 1
TOP: Components of Effective Pre-Departure Training Programs
ANS: F PTS: 1
TOP: Components of Effective Pre-Departure Training Programs
7. Language problems are largely viewed as mechanical and manageable problems that
can be readily solved.
ANS: F PTS: 1
TOP: Components of Effective Pre-Departure Training Programs
ANS: T PTS: 1
TOP: Components of Effective Pre-Departure Training Programs
ANS: T PTS: 1
TOP: Components of Effective Pre-Departure Training Programs
12. Expatriates are often used for training because of a lack of suitably trained staff in the
host locations.
ANS: T PTS: 1
TOP: Components of Effective Pre-Departure Training Programs
13. HCNs may not be regarded as “genuine” expatriates as they are not trained in the
same manner.
ANS: T PTS: 1
TOP: Components of Effective Pre-Departure Training Programs
14. Non-expatriates are given the same cross culture training as expatriates.
ANS: F PTS: 1
TOP: Components of Effective Pre-Departure Training Programs
16. There is an increasing interest in all aspects of training and development with a focus
on practices in the economic super power China.
17. A repatriate may experience re-entry shock to the home country and may require
training.
18. It is a wise policy for MNEs to encourage expatriate to travel to exotic locations
during holidays.
20. Employees accepting international assignments can have cultural shock entering a
host country and a cultural shock returning to home organizations.
21. Firms with career development planning have a higher rate of repatriate turnover.
22. The repatriate’s new position usually devalues the overseas experiences.
ANS: T PTS: 1 TOP: Individual Reactions to Re-Entry
23. The returning repatriate will usually get a promotion upon reentry.
24. Repatriates working in a foreign location may have role conception and role behavior
conflicts which are influenced by the cultural differences when they return home.
25. Children do not have a difficult re-entry problem when returning home.
26. A boundaryless careered person is committed to the multinational company and not
one’s own career.
27. Multinationals are reinforcing the notion of a protean and boundaryless careers when
they do not guarantee repatriates positions upon re-entry.
MULTIPLE CHOICE
ANS: D PTS: 1
TOP: Components of Effective Pre-Departure Training Programs
ANS: B PTS: 1
TOP: Components of Effective Pre-Departure Training Programs
6. If an expected level of interaction with local host country employees is low and
similarity between the parent and the host country is high, the length of cross culture
training would be:
a. Less than 1 week c. 4 weeks
b. 2 weeks d. 3 months
ANS: A PTS: 1
TOP: Components of Effective Pre-Departure Training Programs
ANS: A PTS: 1
TOP: Components of Effective Pre-Departure Training Programs
ANS: C PTS: 1
TOP: Components of Effective Pre-Departure Training Programs
ANS: D PTS: 1
TOP: Components of Effective Pre-Departure Training Programs
ANS: B PTS: 1
TOP: Components of Effective Pre-Departure Training Programs
ANS: D PTS: 1
TOP: Components of Effective Pre-Departure Training Programs
ANS: A PTS: 1
TOP: Components of Effective Pre-Departure Training Programs
ANS: C PTS: 1
TOP: Components of Effective Pre-Departure Training Programs
15. This type of employee may comprise the largest contingent of employees in
international businesses
a. Expatriate c. Inpatriate
b. Non expatriate d. TCN
ANS: B PTS: 1
TOP: Components of Effective Pre-Departure Training Programs
16. Expatriates appearing to have greater job satisfaction during and after their
international assignment had:
a. Preliminary visits c. Integrated cross-
cultural training
b. Language classes d. Higher
compensation
ANS: D PTS: 1
TOP: Developing Staff Through International Assignments
18. Along with expected financial gains, the primary motive for accepting an international
assignment is
a. Knowledge c. Career
advancement
b. Travel d. Need
ANS: C PTS: 1
TOP: Developing Staff Through International Assignments
ANS: C PTS: 1
TOP: Developing Staff Through International Assignments
ANS: C PTS: 1
TOP: Components of Effective Pre-Departure Training Programs
24. Repatriation:
a. Is the activity of bringing the expatriate
back to the home country
b. Is one who works and temporally resides
in a foreign country
c. Is a business traveler who performs tasks
in a foreign country and then returns
d. Is a second expatriate assignment to the
same location
26. The repatriation process is accomplished by three phases, all which are included
below EXCEPT:
a. Pre-departure c. During the
assignment
b. Recruitment and d. Upon return
selection
27. Home leave and exotic vacations are included in the following phase of repatriation:
a. Pre departure phase c. During the
assignment phase
b. Recruitment and d. Upon return phase
selection phase
30. A repatriate can encounter the following career anxiety job related factors EXCEPT:
a. Loss of visibility an c. Culture shock
isolation
b. No post-assignment d. Workplace changes
guarantee
33. What kind of position can the repatriate most likely expect upon re-entry:
a. Promotion c. Same position
b. No position d. Lateral position
36. Visible and concrete expression of the repatriate value to the firm can be
accomplished by all of the following EXCEPT:
a. Promotion c. Completion bonus
b. Public ceremonies d. Private
congratulations
37. It was calculated by Black and Gregersen that a US multinational will spend
________on each expatriate over the duration of the assignment:
a. No more than a c. Two million dollars
regular employee
b. $ 500,000 d. One million dollars
SHORT ANSWER
1. What are the four components of pre-departure training programs that contribute to a
smooth transition to a foreign location? Discuss each in turn.
ANS:
ANS:
A mechanism for fostering innovation, organizational learning and the transfer
of knowledge.
A means of breaking down functional and national boundaries, enhancing
horizontal communication and information flows.
A method for encouraging diverse inputs into decisions, problem solving and
strategic assessments.
An opportunity for developing a global perspective.
A technique for developing shared values, thus assisting in the use of informal,
normative control through socialization.
3. Even though language usually falls in importance behind cross culture training, what
are some of the advantages of the expatriate being fluent in the host and parent
language?
ANS:
Knowledge of the host-country language can assist expatriates and family members
gain access to new social support structures outside of work and the expatriate
community. For example, McNulty found that learning the host country language was
rated by 71 per cent of spouses as an important adjustment activity during
international assignments, with one spouse suggesting that ‘language proficiency is
power’.
4. Discuss the components of the Mendenhall, Dunbar and Oddou cross cultural training
model. What are the components of the model and how does the training approach
relates to each component?
ANS:
Training methods
Levels of training rigor
Duration of the training relative to degree of interaction and culture novelty
5. What is the purpose of preliminary visit to a host county and what are some of the
outcomes of such a visit?
ANS:
A well-planned visit for the candidate and spouse provides a preview that allows them
to assess their suitability for and interest in the assignment. Such a visit also serves to
introduce expatriate candidates to the business context in the host location and helps
encourage more informed pre-departure preparation.
6. When a repatriate returns to the home office what kind of challenges do they face?
What kind of position awaits the returning employee?
ANS:
The employment relationship may have changed; new supervisors and systems may
have developed in his/her absence leading to a sense of alienation and isolation.
Promised promotions may not materialize and the returnee may feel the international
assignment resulted in a career disadvantage compared to those peers who stayed at
home. They may feel that their international assignment is not valued.
ANS:
See the sub dimensions in Figure 7.4 on page 190. 1) Pre-departure, 2) During
assignment, 3) Upon return
8. What are the three main reasons for the multination to have a well-designed
repatriation process?
ANS:
9. What skills and knowledge are acquired through a typical international assignment?
ANS:
Market specific knowledge, local social systems, local language and local
customs
Personal skills, intercultural knowledge, self-confidence, flexibility and
tolerance
Job relevant management skills, communication, project management and
problem solving
Network knowledge, relationships with clients, suppliers, subsidiary staff
and other expatriates
General management capacity is enhanced, broader experiences,
responsibilities and an exposure to other units in the organization.
ANS:
Preparation, physical relocation, transition information
Financial and tax assistance provided
Reentry position and career path assistance
Reverse culture shock phenomenon
Children’s adaptation and reintroduction into the school system
Review of workplace changes during absence
Stress management resources available
Establish/reestablish networking opportunities
Help forming new social contacts
TRUE/FALSE
2. The competing objectives of the international firm and the expatriate employee are
fundamentally different from that which exists in a domestic environment.
ANS: T PTS: 1
TOP: Key Components of an International Compensation Program for Expatriates
ANS: F PTS: 1
TOP: Key Components of an International Compensation Program for Expatriates
5. Foreign service inducements are usually made in the form of a percentage of salary
and usually amount to 30 to 60 percent of base pay.
ANS: F PTS: 1
TOP: Key Components of an International Compensation Program for Expatriates
ANS: F PTS: 1
TOP: Key Components of an International Compensation Program for Expatriates
7. Many employers cover the expense of one or more trips back to the home country
each year.
ANS: T PTS: 1
TOP: Key Components of an International Compensation Program for Expatriates
ANS: F PTS: 1
TOP: Key Components of an International Compensation Program for Expatriates
9. PCNs and TCNs do not usually receive the same treatment concerning educational
expenses.
ANS: F PTS: 1
TOP: Key Components of an International Compensation Program for Expatriates
10. Pension plans are very easy to deal with from country-to-country, as national practices
are similar
ANS: F PTS: 1
TOP: Key Components of an International Compensation Program for Expatriates
12. With the Going Rate Approach, if the location is in a low-pay country, the
multinational usually supplements base pay with additional benefits and payments.
ANS: T PTS: 1
TOP: Approaches to International Compensation of Expatriates
13. The Balance Sheet Approach links the base salary for PCNs and TCN to the salary
structure of the relevant home country.
ANS: T PTS: 1
TOP: Approaches to International Compensation of Expatriates
14. Generally the developed countries tend to rank as more expensive than developing
countries because their wage costs are higher.
ANS: T PTS: 1
TOP: Approaches to International Compensation of Expatriates
15. It is a common practice for MNEs to use a home-country balance sheet approach for
TCNs except in the USA.
ANS: F PTS: 1
TOP: Approaches to International Compensation of Expatriates
16. “Universal” pay systems may be preferred by corporate pay planners rather than
having to deal with myriad “Local” systems.
ANS: T PTS: 1
TOP: Tentative Conclusions: Patterns in Complexity, Challenges and Choices
17. Firms will never provide standardized “core” pay in the global firm.
ANS: F PTS: 1
TOP: Tentative Conclusions: Patterns in Complexity, Challenges and Choices
18. Paying TCNs according to their home-country base salary can be less expensive than
paying all expatriates on a PCN scale.
ANS: T PTS: 1
TOP: Approaches to International Compensation of Expatriates
19. MNEs using the Balance Sheet approach to international compensation are constantly
updating compensation packages for cost of living changes.
ANS: T PTS: 1
TOP: Approaches to International Compensation of Expatriates
20. Obtaining up to date information on international living costs is a constant issue for
multinationals.
ANS: T PTS: 1
TOP: Approaches to International Compensation of Expatriates
MULTIPLE CHOICE
ANS: C PTS: 1
TOP: Key Components of an International Compensation Program for Expatriates
ANS: C PTS: 1
TOP: Key Components of an International Compensation Program for Expatriates
ANS: D PTS: 1
TOP: Key Components of an International Compensation Program for Expatriates
ANS: B PTS: 1
TOP: Key Components of an International Compensation Program for Expatriates
7. Relocation allowances:
a. Do not usually cover temporary living
expenses
b. Usually cover temporary living expenses
c. Cover discretionary items
d. Do not usually cover moving
ANS: B PTS: 1
TOP: Key Components of an International Compensation Program for Expatriates
ANS: B PTS: 1
TOP: Key Components of an International Compensation Program for Expatriates
ANS: A PTS: 1
TOP: Key Components of an International Compensation Program for Expatriates
10. Firms need to address many issues when considering benefits, including:
a. Whether or not to maintain expatriates in
home-country programs
b. Whether or not to use the Going Rate
Approach
c. Whether or not to use the Balance Sheet
Approach
d. Whether or not expatriates should receive
any social security benefits
ANS: A PTS: 1
TOP: Key Components of an International Compensation Program for Expatriates
ANS: C PTS: 1
TOP: Key Components of an International Compensation Program for Expatriates
12. The base salary for an international transfer is linked to the salary structure in the host
country using:
a. Tax protection c. The Going Rate
Approach
b. Tax equalization d. The Balance Sheet
Approach
ANS: C PTS: 1
TOP: Approaches to International Compensation of Expatriates
ANS: A PTS: 1
TOP: Approaches to International Compensation of Expatriates
ANS: B PTS: 1
TOP: Approaches to International Compensation of Expatriates
ANS: D PTS: 1
TOP: Approaches to International Compensation of Expatriates
16. The four categories of outlay incurred by expatriates that are incorporated in the
Balance Sheet Approach are:
a. Goods and services, housing, income tax
and reserve
b. Housing, base pay, goods and services and
taxation
c. Taxation, housing, exchange rate and
goods and services
d. Reserve, housing, taxation and evaluation
cost
ANS: A PTS: 1
TOP: Approaches to International Compensation of Expatriates
ANS: C PTS: 1
TOP: Approaches to International Compensation of Expatriates
18. “Globals” are:
a. Expatriates c. Commuters
b. Permanent d. International
international travelers
assignees
ANS: B PTS: 1
TOP: Approaches to International Compensation of Expatriates
19. Many multinationals respond to complexity of tax issues across countries by:
a. Ignoring all tax issues except for the
Parent company
b. Retaining the services of international
accounting firms
c. Having an in-house tax division to prepare
all tax related forms and addresses all
country tax issues
d. Leaving all tax issues up to the employee
ANS: B PTS: 1
TOP: Approaches to International Compensation of Expatriates
ANS: C PTS: 1
TOP: Approaches to International Compensation of Expatriates
21. Pay strategy may be defined in terms of a series of interlocking strategic choices on:
a. Basis of pay, units of aggregations,
patterns of variation in pay and job
evaluations
b. Industry/competition, size of organization,
organizational structure and job
evaluations
c. Employment relationships, corporate
culture, basis of pay and job evaluation
d. Local market conditions, laws, basis of
pay and job evaluations
ANS: A PTS: 1
TOP: Approaches to International Compensation of Expatriates
ANS: B PTS: 1
TOP: Approaches to International Compensation of Expatriates
23. Performance verses seniority is a strategic choice of pay strategy considered in:
a. Job evaluation c. Internal equity
system
b. Units of d. Basis of pay
aggregation
ANS: A PTS: 1
TOP: Approaches to International Compensation of Expatriates
24. In a recent cost of living survey, the most expensive city to live in is:
a. London c. Zurich
b. New York d. Tokyo
ANS: B PTS: 1
TOP: Approaches to International Compensation of Expatriates
ANS: C PTS: 1
TOP: Tentative Conclusions: Patterns in Complexity, Challenges and Choices
ANS: A PTS: 1
TOP: Tentative Conclusions: Patterns in Complexity, Challenges and Choices
ANS: D PTS: 1
TOP: Tentative Conclusions: Patterns in Complexity, Challenges and Choices
29. National and regional differences in the meaning practice and tradition of pay:
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
30. A seamless network of pay providing members, made up of global firms, their
specialist consultant and local and regional public and private interests are:
a. A reality
b. An impossibility
c. Not considered critical to MNEs
executives
d. A goal not yet a reality
ANS: D PTS: 1
TOP: Approaches to International Compensation of Expatriates
ANS: C PTS: 1
TOP: Approaches to International Compensation of Expatriates
SHORT ANSWER
ANS:
Consistent with the overall strategy, structure and business needs of the firm.
Work to attract and retain staff in the areas where the multinational has the
greatest business needs and opportunities. In other words be competitive in the
appropriate labor market or markets.
Policies should facilitate the transfer of international employees in the most
cost effective manner.
Policy should give due consideration to perceptions of equity and fairness and
ease of administration.
ANS:
ANS:
Base salary
Foreign service inducements/hardship premium
Allowances (cost of living, housing, home leave, educational allowance,
relocation allowance)
Benefits (pension, vacation and home leave, recreational opportunities,
emergency provisions)
PTS: 1
ANS:
Going Rate: ADV – Equitable vis a vis local nationals, simple, identifies
expatriate with the locals, provides sense of fairness across different
nationalities in a country.
DISADV – Creates variation between assignments for the same employee,
creates variation between expatriates of the same nationality working in
different countries, creates potential reentry problems upon completion of the
assignment.
Balance Sheet: ADV – Contributes to a sense of equity between assignments
and between expatriates of the same nationality, facilitates expatriate reentry
into his/her home country, easy to communicate to employees.
DISADV – Can result in disparities between expatriates of different
nationalities and between expatriates and local nationals, can be quite complex
to administer and track.
PTS: 1
TOP: Key Components of an International Compensation Program for Expatriates
ANS:
Level three: Artifacts, Level two: Norms and values, Level one: Basic assumptions
ANS:
TRUE/FALSE
2. Industrial relations are a faithful expression of the society in which they operate, and
of the power relationships between different interest groups.
5. European firms have tended to deal with industrial unions at the firm level rather than
at industry level.
8. The decline in union density in many countries can be explained by economic factors.
ANS: T PTS: 1
TOP: Trade Unions and International Industrial Relations
9. Multinationals subsidiaries experienced smaller and shorter strikes than local firms.
ANS: F PTS: 1
TOP: Trade Unions and International Industrial Relations
10. Multinational subsidiaries tend to have more frequency of strikes than indigenous
firms.
ANS: F PTS: 1
TOP: Trade Unions and International Industrial Relations
11. Treating labor relations as incidental and relegating them to the specialists in the
various countries are inappropriate.
ANS: T PTS: 1
TOP: Trade Unions and International Industrial Relations
12. Unlike the OECD, the Commission of the EU can translate guidelines into laws.
ANS: T PTS: 1
TOP: Trade Unions and International Industrial Relations
13. Labor unions interpreted the chapeau clause to mean “compliance with local law
supersedes the OECD guidelines.”
14. The EU does not aim to establish minimum standards for social conditions that will
safeguard the fundamental rights of workers.
15. The less one knows about how a structure came to develop in a distinctive way, the
more likely one is to understand it.
16. With the expansion of the EU in 2004 to include 10 new members that are relatively
low-income states, there has been an increased sensitivity to the problem of social
dumping.
18. The Social Accountability 8000 standards were drawn from the UN human rights
conventions.
ANS: T PTS: 1
TOP: Codes of Conduct – Monitoring HRM Practices around the World
ANS: F PTS: 1
TOP: Managing Human Resources in ‘Offshoring Countries’
20. Western multinational enterprises that are planning offshore activities in China should
not be concerned with guanxi.
ANS: F PTS: 1
TOP: Managing Human Resources in ‘Offshoring Countries’
MULTIPLE CHOICE
6. Greater emphasis on formal management controls and close reporting systems tend to
be present in:
a. European firms c. Asian firms
b. USA firms d. Australian firms
ANS: B PTS: 1
TOP: Trade Unions and International Industrial Relations
9. Multinationals operating in Western Europe, Japan and Australia have a more serious
problem than wage level which is:
a. Restricted to c. The ability to vary
overtime provisions employment levels
b. Long term labor d. Unpredictable
contracts regulatory
environment
ANS: C PTS: 1
TOP: Trade Unions and International Industrial Relations
10. Recent evidence has shown that one of the priorities when making investment
location decisions is:
a. Presence of unions c. Equal opportunity
government
regulations
b. Capital resource d. The ability to
availability dismiss employees
ANS: D PTS: 1
TOP: Trade Unions and International Industrial Relations
13. The major objective of the implementation of the Single European Act was to:
a. Create a single coherent basis for action
by EU members
b. Establish the Single European Market
c. To create a social policy in regard to labor
laws and working conditions
d. Ensure labor uniformity across Europe
14. Elements of International Trade Secretariats to achieve its long term goal of
transnational bargaining are all of the flowing EXCEPT:
a. Research and information
b. Call company conferences
c. Establishing company councils
d. Superior knowledge and expertise in
industrial relations
16. A major problem applying the strategy of lobbying for restrictive national legislation
is:
a. The reality of conflicting national
economic interest particularly in times of
economic downturn
b. The reality of diffuse and uncoordinated
legislative processes
c. The reality of diverse interests by the
many and varied union representatives as
they seek to approach legislators
d. The reality of the complexity of labor
legislation and the inability of most
individual legislators to understand the
key issues involved
17. Public uproar over working conditions of offshoring companies resulted in a universal
standard called:
a. ISO 9000 c. Childcare 2000
b. NGO watch d. Social
Accountability
8000
ANS: D PTS: 1
TOP: Codes of Conduct – Monitoring HRM Practices around the World
18. A major problem in the offshoring countries of India and China is:
a. Skill shortages c. Educational quality
b. Resource shortages d. Research and
development
ANS: A PTS: 1
TOP: Managing Human Resources in ‘Offshoring Countries’
19. Influencing wage levels to the extent that cost structures become uncompetitive is:
a. A byproduct of a c. A disadvantage of
successful trade unions
subsidiary
b. A result of d. A multinational
government problem
regulations
ANS: C PTS: 1
TOP: Trade Unions and International Industrial Relations
20. Labor unions response to multinationals are all of the following EXCEPT:
a. To agree to a major contractual request by
MNEs
b. To form international trade secretariats
c. To lobby for restrictive national legislation
d. To achieve regulations of MNEs by
international organizations
21. Union influences can increase unit manufacturing cost in Europe by as much as:
a. 5% c. 15%
b. 20% d. 50%
ANS: C PTS: 1
TOP: Trade Unions and International Industrial Relations
24. A major management challenge for firms with global brands such as Nike has been:
a. The reaction of Western consumers to
allegations of unfair unemployment
practices used by subcontractors in
countries
b. Checking that performance and rewards
systems take into consideration codes of
conduct
c. Physical risk such as danger of staff being
taken hostage and of having property
damaged
d. Having national “managers” in various
countries with various structural forms for
coordination and accountability
ANS: A PTS: 1
TOP: Codes of Conduct – Monitoring HRM Practices around the World
ANS: B PTS: 1
TOP: Managing Human Resources in ‘Offshoring Countries’
ANS: C PTS: 1
TOP: Managing Human Resources in ‘Offshoring Countries’
ANS: A PTS: 1
TOP: Managing Human Resources in ‘Offshoring Countries’
ANS: B PTS: 1
TOP: Managing Human Resources in ‘Offshoring Countries’
ANS: C PTS: 1
TOP: Managing Human Resources in ‘Offshoring Countries’
ANS: B PTS: 1
TOP: Managing Human Resources in ‘Offshoring Countries’
SHORT ANSWER
1. What are some factors which may require multinational headquarters to be involved
in industrial relations?
ANS:
2. What are the three ways that a trade union may limit the strategic choices of
multinationals?
ANS:
3. Trade unions share what seven concerns about dealing (negotiating) with a MNE?
ANS:
MNEs have formidable financial resources and can withstand strikes, etc.
MNEs have access to alternative sources of supplies
MNEs can move production facilities to other countries.
MNEs have a remote location for the final authority of the firm, being hard to
access and influence.
MNEs operate production facilities in many different industries and operate
across industrial base.
MNEs often have superior knowledge and expertise in industrial relations.
MNEs can withhold resources for updating a plant and thereby hasten its
obsolescence, the so-called “investment strike”.
ANS:
Moving work from one geographic region of the world to another.
The need for trade union solidarity to prevent workers in one region from
accepting pay cuts to attract investments.
ANS:
Created an International Trade Secretariat.
Lobbied with local governments for restrictive national legislation.
Organized for the regulation of multinationals by international organizations
such as the United Nations.
6. What does the term offshoring mean? What are some of the weaknesses in the
business process outsourcing (BPO) industry?
ANS:
Offshoring is a subcategory of outsourcing often defined as transferring some of the
firm’s activities and decision processes to outside providers by way of contracting the
system or product. Offshoring can result in quality control problems or extra costs if
the contract is not well considered.
ANS:
Guanxi is a Chinese term for informal social and business relationships that create a
set of role expectations and assurances.
ANS:
The human resource management role in setting up these offshoring activities can be
very limited so that cross cultural people issues are not considered. This lack of
consideration to the personal side of the contractual relationship can lead to
miscommunications and unrealistic expectations on the part of both parties which
may result in quality control and production problems.
TRUE/FALSE
1. The existence of universal ethical principles can be seen in agreements that exist
among nations in the United Nations Declaration of Human Rights.
2. Bribery involves the payment to agents to motivate them to complete task they would
do in the normal course of their duties.
5. The Foreign Corrupt Practice Act (FCPA) was enacted to prohibit German based
firms and nationals from making bribery payment.
7. In 1996 the United Nations adapted the Declaration Against Corruption and Bribery in
International Commercial Transactions.
8. MNE should not consider integrity as a basis for selecting an international assignee.
9. Expatriate can cut “ethical corners” to deliver good financial results as they are in a
foreign country.
12. The three least corrupt countries in the world are New Zealand, Denmark and
Singapore.
13. Each member of the OECD must submit a peer review report listing all their
government officials bribed throughout the year.
15. Complexity of evaluating the overall performance of foreign subsidiaries and their
senior management team will remain a dominant issue in international business in the
twenty-first century.
18. Traditionally many domestic and international human resource managers have never
been responsible for legal compliance and training issues related to safety in the
workplace.
21. The field of IHRM has been criticized as being slow to develop as a rigorous body of
theory.
MULTIPLE CHOICE
4. The need for international accords and corporate codes of conducts have :
a. Grown commensurately with the spread of
international business
b. Decreased considerably with the spread of
international business
c. Remained the same with the spread of
international business
d. Decreased due to the countries becoming
more socially attune
5. What are the two most frequent ethical problems encountered by international
managers?
a. Child labor and c. Bribery and
prostitution pornography
b. Bribery and d. Corruption and
corruption slavery
7. As of 2009 how many countries have adapted the Declaration Against Corrupt and
Bribery in International Commercial Transactions?
a. 30 c. 38
b. 15 d. 50
12. Who adopted the Declaration Against Corruption and Bribery in International
Commercial Transactions?
a. The Geneva c. The USA
Convention
b. The EU d. The United Nations
17. Which of the following would be considered in the risk assessment category of in-
facility security?
a. Protocol for c. The sabotage of
evacuation software systems
b. Bomb threat d. Providing portable
procedures 5 minute air packs
18. What does stabilizing risk through “harden” processes in the value chain mean?
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
20. 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 effects the safety and well-being of
the general public is:
a. Bribery c. Sabotage
b. Facilitating d. Cyber-terrorism
payments
21. The field of international human resource management has been regarded as :
a. A long standing cornerstone of business
studies
b. Necessary in the MNE schools
c. A marginal academic area
d. Problematic
27. What year was the International Journal of Human Resource Management
established?
a. 1970 c. 1990
b. 1980 d. 2000
ANS: C PTS: 1 TOP: Introduction
SHORT ANSWER
1. What are five categories of external risk assessment which needs to be addressed by a
multinational enterprise?
ANS:
2. What are the three levels of international human resource management analysis of
potential risk from terrorist?
ANS:
3. What are some non-government organizations and do they have the same international
human resource management issues?
ANS:
Examples of international NGOs in the text include the Red Cross/Red Crescent,
World Vision and Doctors Without Borders. Employees may be more internally
motivated and share norms and values to a very high degree, but the physical dangers
of work and need to recruit, train and reward these individuals is the same as the
private sector. Little research has been done on HR practices for this institutional
category.
4. What are some developments in the international sector concerning bribery and
corruption?
ANS:
In the US the Foreign Corrupt Practices Act makes it a crime to give bribes to
government officials abroad or their agents. The UNs Declaration Against Corruption
and Bribery in Commercial Transactions committed member states to criminalize
bribery and deny tax deductibility for bribes. The OECD Convention on Combating
Bribery of Foreign Public Officials in International Business Transactions pledged
members to establish legislation criminalizing the bribing of officials on an
extraterritorial basis.
5. Security risk can be partitioned into two dimensions. What are the dimensions and
describe low and high risk per each dimension?
ANS:
Gillingham presents risk analysis in terms of partitioning security risk into an external
environmental dimension (geographic region of operation) and an internal firm
dimension (industry, firm media profile, national affiliation associated with the MNE).
Low-risk firms in low-risk environments do not need to invest as heavily in security
systems and protocols. High-risk firms in low-risk environments should follow
security strategies that focus on hardening individual sites. Low-risk firms in high-risk
environments can follow security strategies that disperse activities across the region
and build redundant infrastructure, so that value chain activities in the high-risk
region can be provided by out of region units. High-risk firms in high-risk
environments must invest much more in quite elaborate risk management strategies.