BUS 325 Week 7 Quiz Solution – New

BUS 325 Global Human Resource Management Week 7 Quiz – Strayer

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CHAPTER 6: International Performance Management


1. A multinational is a single entity that faces a global environment.

2. Developments in sophisticated worldwide communications system provide an acceptable substitute for “face to face” contacts between subsidiary managers and corporate staff.

3. The way we measure workers’ productivity is exactly the same in an international setting, but the numbers come out differently because of that environmental difference.

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.

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.

6. Role expectations are likely to be less complex for the TCN than the PCN.

7. Often the country assigned to a TCN is perceived by headquarters to be culturally close.

8. Expatriate performance should be placed within its international as well as organizational context.

9. Performance management is a part of a multinational’s control system.

10. The expatriate’s commitment to the parent and to the local operations was both positively related to the intent to stay.

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.

12. The international business traveler can be described as an expatriate.

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.

15. A team of evaluators should be used for performance appraisal of an expatriate.

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.

18. Virtual assignments rarely if ever have performance appraisals.

19. Formal performance appraisal is commonly on a biannual basis.

20. A Japanese manager cannot directly point out a work-related problem or error committed by a subordinate.


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

2. The turbulence of the global environment requires that long-term goals be
a. Inflexible to major environment events
b. Realistic and in line with corporate goals
c. Ambitious to meet the growing needs of the organization
d. Flexible to respond to market contingencies

3. Market development in foreign subsidiaries is generally slower and more difficult to achieve without:
a. Supporting infrastructure of the parent c. Expatriates from the parent organization
b. Formal control mechanism d. Cross-culture training

4. The impact of the following variables and their interrelationship needs to be considered in determining the expatriate performance EXCEPT:
a. Compensation package
b. The nature of the task
c. Environment in which the performance occurs
d. Interpersonal relationship with key official

5. The employee who oversees and directs the entire foreign operations is:
a. Expatriate c. HR manager
b. Structure reproducer d. Chief executive 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

7. What is a strategic international assignment?
a. A short-term knowledge transferor activity
b. High profile activities that focus on developing a balanced global perspective for the employee
c. Assignment that involves the two-way transfer of existing processes and practices
d. Assignment that focuses on in-country performances and the acquisition of local understanding

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

9. Individuals are likely to blame lack of job discretion on the following:
a. The culture, role, and organization
b. The organization, the job and the location
c. The job, location and culture differences
d. Culture, the job and the Chief Executive Officer

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

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

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 traveler d. Commuter

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

14. What are the five variables affecting expatriate performance?
a. Compensation package, task, HQ support, host environment and culture adjustment
b. Legal, economic, culture adjustment, physical and task
c. Technical, societal, compensations, HQ support and host environment
d. Compensation, task, cultural environment, HQ support and legal

15. All of the following are a constraint of goal attainment for the multinational enterprise EXCEPT:
a. Volatility of global environment c. Separation of time and distant
b. Cross-cultural demands d. Non-comparable data

16. Which country tends to have administrators with a high level of legal expertise?
a. Sweden c. France
b. Germany d. UK

17. Which country has a strong tradition of collective bargaining?
a. Danish c. Japan
b. USA d. Germany

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

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 Sweden d. Japan and 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

21. What tool assists an organization in collecting accurate performance data and allows for cross-employee comparisons?
a. Local implicit norms c. Local performance diaries
b. Standardized appraisal forms d. Standardized performance 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

24. The dilemma of cultural adaptation of a performance evaluation could be overcome by:
a. The host-country national assisting in devising a suitable system for appraisal
b. Parent company not evaluating the employees
c. TCN developing the performance appraisal system
d. Offshoring the performance evaluation

25. The term “whole verses part” refers to:
a. The idea that a global performance is too complex to be captured by a single performance management system
b. The idea that less than excellent performance outcomes in a given local unit may be acceptable if that unit’s presence in a location contributes to the greater strategic good
c. The idea that you can best capture performance management by adding up the sum of all the individual performance outcomes in the various units or parts of the MNE.
d. The idea that corporate headquarters’ executive can accurately assess the parts (local units) of performance far more accurately than the whole or overall firm performance

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

27. Performance management systems contribute:
a. Only to formal control, through feedback and appraisal aspects
b. Only to informal control through contributing to shaping corporate culture
c. To both formal control, through feedback and appraisal aspects as well as informal control, through contributing to shaping corporate culture
d. To standardized control and the communication of the local units’ contribution to global standards

28. According to Hays, the “trouble shooter” is:
a. The individual sent from a subsidiary back to headquarters because they are a performance problem
b. The individual in a local subsidiary who holds his or her employees to an impossibly high standard in performance appraisal reports
c. The individual sent to a local subsidiary to identify redundant employees and fires them
d. The individual sent to a local subsidiary to analyze and solve particular operational problems

29. A major challenge to global performance management is:
a. How to determine performance criteria and goals related to non-standard assignments especially virtual assignees
b. How to provide performance management forms to all employees
c. How to translate parent country forms into local languages
d. How to determine who is actually filling out the forms in local subsidiaries

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


1. What are some constraints in evaluating a subsidiary’s performance against expectations?

2. MNEs control performance by what means?

3. Who conducts performance appraisals for expatiates and other international employees?

4. What are the three general types of goals used as the basis for performance criteria?

5. How do performance management systems in Germany and France differ?