BUS 325 Global Human Resource Management Week 6 Quiz – Strayer (All Possible Questions With Answers)
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CHAPTER 5: Sourcing Human Resources for Global Markets – Staffing, Recruitment and Selection
1. “Assignments as control” is a characteristic of an ethnocentric staffing approach.
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.
3. A disadvantage of a geocentric policy is it can be expensive to implement because of increased training and relocation.
4. Regional managers may not be promoted to HQ positions in a regiocentric approach to staffing.
5. Study of Chinese MNEs has confirmed that Western models of staffing policies are not applicable to Chinese MNEs.
6. A short term international assignment is defined as anything up to 1 year.
7. Frequent trips to the host country are necessary in a virtual non-standard assignment.
8. The duration of an expatriate assignment will not necessarily have an impact on the person’s ability to develop networks.
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”.
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.
13. The U-curve is based on psychological reactions to a cultural adjustment of an international assignment.
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.
19. “Trailers” are the spouses of expatriates.
20. Most expatriates are recruited externally.
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.
1. Ethnocentric organizations are best characterized by:
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.
2. All of the following is an approach to managing and staffing subsidiaries EXCEPT:
a. Ethnocentric c. Geocentric
b. Polycentric d. Multicentric
3. A sound business reason for pursing an ethnocentric staffing policy is:
a. Employment of HCNs is normally less expensive
b. Perceived lack of qualified host nationals (HCN)
c. It supports cooperation and resource sharing across units
d. Reflects the goals of the owners
4. Polycentric approaches to international staffing:
a. Uses the “assignment as control” approach to reduce perceived high risk
b. Uses HCNs to manage subsidiaries and they are often promoted to headquarters
c. Can be expensive to implement
d. Has very few divisions in the HR staffing department
5. A disadvantage of a polycentric policy is:
a. Employment of HCNs is less expensive
b. Host-country managers have limited opportunities to gain experience outside of their own country
c. It can produce federalism at a regional rather than country basis
d. Has very few from divisions in the HR staffing department
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
8. The most common reason for an international assignment is:
a. Need for control c. To fill a skills gap
b. Less expensive HR cost d. Host government pressures
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
10. “Extended international assignments” are defined as assignments:
a. Up to 3 months c. 1 to 5 years
b. Up to 1 year d. Over 5 years
11. Employees on oil rigs would usually be classified as which non-standard assignment?
a. Contractual assignment c. Rotational assignment
b. Commuter assignment d. Virtual assignment
12. An example of an employee working on a contractual assignment of a non-standard is a/an:
a. Part time loan of an employee for one week to one month
b. Three years assignment to start up a Greenfield site
c. Oil rig worker
d. R&D project team
13. Traditional expatriate assignments are referred to as a/an:
a. Long term assignment c. Short term assignment
b. Extended assignment d. Contractual assignment
14. “Bumble Bee” is a description of an expatriate role as:
a. Agent of direct control c. Transferor of corporate values
b. Network builders d. Boundary spanners
15. Boundary spanning refers to activities that:
a. Expand ownership in a different country
b. Gather information that bridge internal and external organizational contexts
c. Exporting information and technology across country boundaries
d. Expatriates are seldom called on to perform for the organization
16. All of the following describe a non-expatriate EXCEPT:
a. Person who relocates to another county c. Globetrotter
b. Road warrior d. Flexpatriate
17. Third country nationals:
a. Provide no assurance the subsidiary will comply with company objectives
b. Provide continuity of management as TCHs stay longer in positions
c. May be better informed than Parent Country Nationals about the host county environment
d. May impose an inappropriate HQ style
18. Whether a firm chooses ethnocentric, polycentric, regiocentric or geocentric staffing approach depends on:
a. Context specificities, local unit specificities, technological specificities and HR policies
b. Context specificities, competitive specificities, company specificities and IHRM practices
c. Context specificities, company specificities, local unit specificities, IHRM practices
d. Cultural specificities, regulatory specificities, local unit specificities, and IHRM practices
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
20. Recruitment is defined as:
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
21. How is “expatriate failure” usually defined?
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
22. An indirect cost of the failure of an expatriate would be:
a. Relocation expenses c. Loss of market share
b. Exchange rate d. Their replacement cost
23. The culture adjustment process in an international assignment can be characterized by:
a. An “S” shaped curve c. Cultural shock
b. A “U” shaped curve d. Matrix relationships
24. The selection process of an expatriate places a heavy reliance on:
a. Relevant technical skills c. Marital status
b. Past performances d. Desire to relocate
25. The European Union Social Charter allows for
a. Spousal work permits
b. Expatriate to apply for citizenship
c. Free movement of citizens of member countries within the EU for work
d. Long term assignments
26. A group of multinationals have established an organization called “Permits Foundation” which:
a. Promotes the improvement of work permit regulations for spouses of expatriates
b. Allows multinationals to work foreigners without a VISA
c. Advocates all managers to receive a permit to work in any country
d. Acts as a clearinghouse for work permit complaints
27. Which language is the common corporate language in the world?
a. French c. English
b. Spanish d. Mandarin Chinese
28. According to the text, common corporate language in MNEs is developed to :
a. Expand the use of English
b. Use language as a way of standardizing reporting systems
c. Match the language of the home country
d. Provide an interpreter if managers are not fluent in the common language
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 network c. Intra-company employment
b. Job hunting assistance d. Post assignment career support
31. “Independents” are defined in the text as:
a. Professional women who are self-selected expatriates
c. Minority foreign female
d. Neither a Democrat or Republican expatriate
32. Female expatriates tend to be employed by companies:
a. That are small c. In the marketing field
b. With over 1000 employees d. Going into the USA
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
1. What are the four terms to describe MNE approaches to managing and staffing subsidiaries?
2. What are some advantages and disadvantages of the ethnocentric approach to staffing the MNE?
3. There are three key organizational reasons for international assignments. What are these three reasons?
4. Discuss the six roles of an expatriate.
5. Why are expatriates considered boundary spanners?
6. What are the five stressors impacting non-expatriates?
7. What are several factors in an expatriate selection process which are absent in the selection of a regular, domestic management position?
8. Discuss the U-Curve phases in the process of adjustment to a foreign culture.
9. What are the most common reasons for rejecting an international assignment? Do different countries have different reasons for assignment rejection?
10. What are some alternative assignment arrangements applied to address the dual career couple restraints on the selection process?
11. Discuss the externally and internally established barriers to females taking international assignments.