Chapter 19 Global Human Resource Management

1) An expatriate manager is a citizen of one country who is working abroad in one of the firm's
subsidiaries.
Answer: TRUE
2) HRM professionals have a critically important strategic role.
Answer: TRUE
3) The most popular staffing policy is not the ethnocentric approach.
Answer: FALSE
4) Cultural myopia refers to a firm's failure to understand host-country cultural differences that require
different approaches to marketing and management.
Answer: TRUE
5) In the case of an ethnocentric approach, it is possible that managers may make decisions that are
ethically suspect because they do not understand the culture in which they are managing.
Answer: TRUE
7) Firms may not choose an ethnocentric approach to staffing as opposed to a polycentric approach
because of the cost savings it promotes.
Answer: FALSE
8) A geocentric approach do not tends to weaken local responsiveness.
Answer: FALSE
9) The geocentric approach(địa tâm tập trung) is not the most popular because it is the least expensive to
implement.
Answer: FALSE
6) A firm that adopts a polycentric (đa trung tâm ) approach to staffing is likely to can lead to suffer from
cultural myopia.
Answer: FALSE
10) A citizen of Japan who moves to the United States to work at Microsoft would be classified as an
inpatriate.(người nước ngoài)
Answer: TRUE
11) Expatriate failure not refers to a manager's failure to understand host-country cultural norms and
values, leading to ineffective work.
Answer: FALSE
12) In a seminal study, R.L. Tung revealed that for European firms, the top reason for expatriate failure
was the inability of the manager to cope with larger overseas responsibilities.
Answer: FALSE
13) An executive who performs well in a domestic setting may not be able to adapt to managing in a
different cultural setting.
Answer: TRUE
14) An expatriate do not needs to have language fluency to show willingness to communicate.
Answer: FALSE
15) According to Mendenhall and Oddou, poorly adjusted expatriates tend to be nonjudgmental and
nonevaluative in interpreting the behavior of host-country nationals.
Answer: FALSE
16) Cultural toughness refers to the relationship between the country of assignment and how well an
expatriate adjusts to a particular posting.
Answer: TRUE
17) A manager might be sent on several foreign postings over a number of years to build his or her cross-
cultural sensitivity and experience as part of a management development program.
Answer: TRUE
18) Selection is the first step in matching a manager with a job.
Answer: TRUE
19) Historically, most international businesses have been more concerned with training than with
management development, focusing on preparing home-country nationals for foreign postings.
Answer: TRUE
20) Most managers believe that knowledge of a foreign language is not necessary to succeed in an
international posting.
Answer: FALSE
21) Where an expatriate community exists, firms often devote more less effort to ensuring that the new
expatriate family is quickly integrated into that group.
Answer: FALSE
22) A firm's performance appraisal systems are an important element of its control systems.
Answer: TRUE
23) Most expatriates believe that more weight should be given to an on-site manager's appraisal than to an
off-site manager's appraisal.
Answer: TRUE
24) In polycentric firms, the lack of managers' mobility among national operations implies that pay can
and should be kept country-specific.
Answer: TRUE
25) Base pay in most firms is not set with regard to global market conditions.
Answer: FALSE
26) From a strategic perspective, the key issue in international labor relations is the degre to which
organized labor can limit the choices of an international business.
Answer: TRUE
27) Labor unions generally donot prefer it if an international business keeps highly skilled tasks in its
home country and farms out only low-skilled tasks to foreign plants.
Answer: FALSE
28) Union influence in the auto industry is not increasing in part due to Japanese carmakers building autos
in the United States.
Answer: FALSE
29) The international trade secretariats have not had tremendous success.
Answer: FALSE
30) A strong —the organization's norms and value systems, can help a firm to implement its strategy.
A) corporate culture
B) human resources division
C) mission statement
D) beliefs systems
Answer:A
31) What is an advantage of the geocentric staffing policy?
A) It enables the firm to grow its human resources department.
B) It enables the firm to build a cadre of international executives who feel at home working in a number
of cultures.
C) It enables the firm to build a cadre of home-country executives.
D) Firms may be better able to create value despite adverse experience curves and poor location
economies.
Answer: B
32) Which policy is mainly concerned with the selection of employees for particular jobs?
A) retention policy
B) staffing policy
C) incentive policy
D) appraisal policy
Answer: B
33) A Japanese firm prefers expatriate Japanese managers to head its foreign operations because these
managers have been socialized into the firm while employed in Japan. This indicates that the firm
A) believes that such managers cannot progress beyond middle-manager positions in their parent
company.
B) follows an ethnocentric staffing policy to maintain a unified corporate culture.
C) is trying to create value by transferring core competencies to a foreign operation.
D) requires host-country nationals to be recruited to manage subsidiaries.
Answer: B
34) In an ethnocentric staffing policy,
A) all key management positions are filled by host-country nationals.
B) host-country nationals are recruited to manage subsidiaries.
C) all key management positions are filled by parent-country nationals.
D) the best people are recruited for key jobs throughout the organization, regardless of nationality.
Answer: C
35) Cultural myopia(cận thị về văn hoá) refers to a firm's failure to
A) adapt to certain ethnocentric cultures.
B) act confidently in host countries.
C) understand host-country cultural differences.
D) prevent gender discrimination within the firm.
Answer: C
36) What is the difference between an ethnocentric (lấy dân tộc làm trung tâm) and a polycentric (đa
trung tâm) staffing approach?
A) An ethnocentric staffing approach alleviates cultural myopia, while a polycentric staffing approach
can lead to cultural myopia.
B) An ethnocentric staffing approach may be more expensive compared to a polycentric staffing
approach.
C) An ethnocentric staffing approach seeks host-country nationals for all key positions, while a
polycentric staffing approach secks the best people for key jobs regardless of nationality.
D) An ethnocentric staffing approach is now used in most international businesses, while the polycentric
staffing approach is on the wane.
Answer: B
37) If a company recruits host-country nationals to manage subsidiaries while parent-country nationals
occupy key positions at corporate headquarters, the firm is following —-staffing policy.
Note: Đa trung tâm là tuyển dụng công dân nước sở tại, quản lý chủ chốt ở nứóc mẹ
Hiệu quả đối với cá công ty theo đuổi chiến lược nội địa hoá
A) a polycentric
B) an ethnocentric
C) a geocentric
D) an internal
Answer: A
38) Which of the following is a drawback of the polycentric approach to staffing?
A) Firms are likely to suffer from cultural myopia.
B) Host-country nationals are vulnerable to cultural misunderstandings.
C) This approach increases the cost of value creation.
D) Host-country nationals have limited opportunities for advancement beyond senior positions in their
subsidiary.
Answer: D
39)---seeks the best people for key jobs throughout the organization, regardless of nationality.
Địa tâm: tìm kiếm những người giỏi nhất ở bất kỳ quốc gia nào.
A) A polycentric staffing policy:
B) An ethnocentric staffing policy
C) A geocentric staffing policy:chính sách nhân sự địa tâm
D) A uniform staffing policy:chính sách nhân sự thống nhất
Answer: C
40) A polycentric approach may be effective for firms pursuing
A) an international strategy.
B) a localization strategy.
C) a transnational strategy.
D) a global standardization strategy.
Answer: B
41) A firm using a polycentric staffing policy will
A) be less likely to suffer from cultural myopia.
B) seek the best people for key jobs throughout the organization, regardless of nationality.
C) most likely follow an ethnocentric strategy.
D) be likely to have improved communication between host-country managers and parent-country
managers.
Answer: A
42) What is the most important advantage of using a geocentric staffing policy?
A) It enables the firm to build a cadre of international executives who feel at home working in a number
of cultures.
B) It may be less expensive to implement than other policies, reducing the costs of value creation.
C) The higher pay managers on an international fast track enjoy is a source of inspiration within a firm.
D) It reduces the need for futile and time-consuming documentation.
Answer: A
43) An ethnocentric approach to staffing is appropriate for firms that are pursuing
Lấy nhân sự làm trung tâm: phù hợp đối với các công ty theo đuổi chiến lược quốc tế.
A) a localization strategy.
B) an international strategy.
C) a global standardization strategy.
D) a transnational strategy.
Answer: B
44) Which of the following staffing approaches will be most effective for a firm that is pursuing a
transnational strategy?
A) a polycentric staffing policy
B) an ethnocentric staffing policy
C) a geocentric staffing policy:chính sách nhân sự địa tâm
D) an internal staffing policy
Answer: C
45) A geocentric staffing policy—
A) requires host-country nationals to be recruited to manage subsidiaries, while parent-country nationals
occupy key positions at corporate headquarters.
B) leads to ineffective use of human resources.
C) requires extensive documentation.
D) is compatible with both international and localization strategy.
Answer: C
46) An organization's norms and value systems are known as its
A) corporate culture.
B) mission statement.
C) human resources.
D) organizational structure.
Answer: A
47) A firm with—staffing policy will fill all keymanagement positions with parent-country nationals.
A) a geocentric
B) an ethnocentric
C) a eurocentrict
D) a polycentric
Answer: B
48) A firm following— approach to staffing believes that the host-country nationals should be recruited to
manage subsidiaries, while parent-country nationals occupy key positions at corporate headquarters.
A) a geocentric
B) a eurocentric
C) a polycentric
D) an ethnocentric
Answer: C
49)--- staffing policy seeks the best people for key jobs throughout the organization,
regardless of nationality.
A) An ethnocentric
B) A polycentric
C) A curocentric
D) A geocentric
Answer: D
50)---staffing policy can be expensive to implement because training and relocation costs
increase when transferring managers from one country to another.
A) A geocentric
B) A eurocentric
C) A polycentric
D) An ethnocentric
Answer: A
51) A polycentric approach to staffing is one in which
A) host-country nationals are recruited to manage subsidiaries while parent-company nationals occupy
key positions at corporate headquarters.
B) standard psychological tests are used to assess perceptual ability and cultural toughness, when
selecting a manager for foreign posting.
C) all key management positions are filled by parent-company nationals.
D) the best people, regardless of nationality, are recruited to fill key positions throughout the
organization.
Answer: A
52) Broadly speaking, a geocentric approach is compatible with
A) an international strategy:
B) both global standardization and transnational strategies.
C) a localization strategy.
D) both an international and a localization strategy.
Answer: B
53) The ability to understand why people of other countries behave the way they do is
A) self-orientation.
B) others-orientation.
C) perceptual ability. Khả năng nhận thức
D) cultural toughness.
Answer: C
54) Expatriate managers who lack — tend to treat foreign nationals as if they were home-country
nationals.
A) self-orientation
B) cultural toughness
C) others-orientation
D) perceptual ability
Answer: D
55) A citizen of France who moves to the United States to work at Ford is a(n)
A) a host-country national.
B) a local.
C) an inpatriate. Một người nước ngoài
D) an acquired citizen.
Answer: C
56) Expatriate failure refers to
A) expatriates who follow host-country norms instead of their home-country norms.
B) the inability of expatriate managers to treat foreign nationals as if they were home-country nationals.
C) the premature(sớm) return of an expatriate manager(nước ngoài) to his or her home country.
D) the ethical drawbacks of the ethnocentric staffing approach.
Answer: C
57) In a seminal study, R.L. Tung found that among American multinationals, the biggest impediment
(trở ngại lớn nhất )to expatriate success was the
A) inability of the spouse to adjust. Người phối ngẫu không có khả năng điều chỉnh.
B) manager's inability to adjust.
C) manager's inability to cope with larger overseas responsibilities.
D) lack of adequate technical training.
Answer: A
58) In a seminal study, R.L. Tung found that for Japanese multinationals, the biggest impediment to
expatriate success was
A) the inability of the spouse to adjust.
B) inadequate compensation.
C) the manager's inability to cope with larger overseas responsibilities: không có khả năng đương đầu với
những trách nhiệm lớn hơn ở nước ngoài
D) the lack of adequate technical training.
Answer: C
59) Mendenhall and Oddou's "others-orientation" dimension, in their study on what predicts success in
foreign jobs postings, refers to the
A) expatriate's self-esteem, self-confidence, and mental well-being.
B) expatriate's ability to interact effectively with host-country nationals.
C) expatriate's ability to understand why people of other countries behave the way they do.
D) relationship between the country of the assignment and how well an expatriate adjusts to a particular
posting.
Answer: B
60) Which dimension of Mendenhall and Oddou's study suggests that an expatriate with high self-esteem,
self-confidence, and mental well-being is likely to succeed in a foreign job posing?
A) self-orientation:tự đính hướng
B) others-orientation
C) cultural toughness
D) perceptual ability
Answer: A
61)---is the ability to understand why people of other countries behave the way they do.
A) Others-orientation
B) Cultural myopia
C) Perceptual ability khả năng nhận thức
D) Cultural toughness
Answer: C
62) Mendenhall and Oddou identified cultural toughness as one of the dimensions in their study on
dimensions that predict success in foreign jobs postings. This dimension refers to the
A) expatriate's self-esteem, self-confidence, and mental well-being.
B) expatriate's ability to interact effectively with host-country nationals.
C) expatriate's ability to understand why people of other countries behave the way they do.
D) relationship between the country of the assignment and how well an expatriate adjusts to a particular
posting.
Answer: D
63) In a seminal study, R.L. Tung found that for managers of European firms, the biggest impediment to
expatriate success was the---
A) manager's inability to cope with larger overseas responsibilities.
B) lack of adequate technical training.
C) inability of the spouse to adjust.
D) manager's inability to adjust.
Answer: C
64) Which of the following issues was not addressed by Mendenhall and Oddou's study?
A) expatriate failure due to a spouse's inability to adjust:thất bại do vợ/ chồng không có khả năng điều
chỉnh
B) expatriate failure due to a manager's lack of self-esteem
C) expatriate failure due to lack of relationship development
D) expatriate failure due to a manager's inability to empathize
Answer:A
65) The premature return of an expatriate manager to his or her home country is known as
A) repatriation.
B) inpatriation.
C) expatriate failure.
D) outpatriation.
Answer: C
66) Which of the following is one of the factors that impact a spouse adjusting to expatriation?
A) the inability of the spouse to get a job in the foreign country due to poor training and education
B) laws against spouses freely coming and going from their home in the foreign country
C) spouses not being welcomed into the expatriate community
D) language differences making it difficult for a spouse to make new friends and feeling trapped at home
Answer: D
67)---refers to the relationship between the country of assignment and how well an expatriate adjusts to a
particular posting.
A) Cultural toughness
B) Self-orientation
C) Perceptual ability
D) Others-orientation
Answer: A
68) Historically, most international businesses have been
A) more concerned with training than with management development.
B) focused on smoothly transitioning their home-country nationals back from foreign postings to home
postings.
C) more concerned with management development than with training.
D) less focused on training their home-country nationals for foreign postings than with training home-
country managers.
Answer: A
69)---is considered the language of world business.
A) Chinese
B) English
C) Spanish
D) Hindi
Answer: B
70) Training can help a manager and spouse cope with issues of adjusting to the foreign environment.
is aimed at helping the expatriate manager and family ease themselves into day-to-day life in the host
country.
A) Language training
B) Practical training
C) Others-orientation training
D) Cultural training
Answer: B
71) Firms pursuing strategic tool.
A) a localization
B) a global standardization
C) a transnational
D) an international
72) Bringing managers together in one location for extended periods and rotating them through different
jobs in several countries helps the firm build---
A) an expatriate community.
B) a formal management network.
C) an inpatriate community.
D) an informal management network.
Answer: D
73) Which of the following statements is true regarding management development?
A) Historically, most international businesses have been more concerned with management development
than with training.
B) Management development facilitates the creation of an informal network for sharing knowledge within
the multinational enterprise.
C) Management development refers to specific training efforts to prepare home-country nationals for
foreign postings.
D) Typically, management development programs use standard psychological tests to select managers for
specific foreign postings.
Answer: B
74) Practical training is
A) provided to foster an appreciation for the host country's culture.
B) aimed at helping expatriates improve their communication skills.
C) aimed at helping expatriate managers to build relationships in the host country.
D) aimed at helping the expatriate manager and family ease themselves into day-to-day life in the host
country.
Answer: D
75) Management development programs aim to
A) facilitate an ethnocentric approach to staffing.
B) reduce job rotations of managers.
C) build a formal management network.
D) build a unifying corporate culture.:xây dựng văn hoá doanh nghiệp thống nhất
Answer: D
76) Bringing managers together in one location for extended periods and rotating them through different
jobs in several countries is a part of
A) the ethnocentric approach.
B) the global standardization strategy.
C) cultural toughness programs.
D) management development programs.
Answer: D
77)---makes it difficult to evaluate the performance of expatriate managers objectively.khách quan
A) Unintentional bias:sự thiên vị không chủ ý
B) Lack of proximity:thiếu sự gần gũi
C) Intentional bias:thành kiến có chủ ý
D) Inadequate hard data
Answer: A
78) When evaluating expatriates, home-country managers usually rely on
A) the manager's ability to develop cross-cultural awareness.
B) hard data such as market share.
C) the ability of the expatriate to work with local managers.
D) a set of subjective criteria such as interpersonal skills.
Answer: B
79) Which among the following should be done in order to reduce bias in the performance appraisal
process for expatriates?
A) More weight should be given to an off-site manager's appraisal than to an on-site manager's appraisal.
B) The on-site manager should be of a different nationality than the expatriate manager.
C) Home-office managers should be consulted before an on-site manager completes a formal termination
evaluation.
D) A former expatriate who served in the same location as a current expatriate should not be allowed to
participate in the appraisal.
Answer: C
80)---makes it difficult to evaluate the performance of expatriate managers objectively.
A) Cultural relativism
B) Internal documentation
C) Unintentional bias
D) Others-orientation
Answer: C
81) If a firm is serious about building an—, it may have to pay its international executives the same basic
salary irrespective of their country of origin or assignment.
A) expatriate community
B) international cadre:cán bộ quốc tế
C) inpatriate community
D) international corps
82) An expatriate's base salary typically
A) varies from the base salary for a similar position in the home country.
B) is paid half in the home-country currency and half in the local currency.
C) is in the same range as the base salary for a similar position in the home country.
D) is paid in Eurocurrency.
Answer: C
83) When a reciprocal tax treaty is not in force, the firm typically
A) pays the difference the higher income tax rate makes on the expatriates' take-home pay into a 401k
plan.
B) pays the expatriate's income tax in the home country.
C) reduces the expatriate's take-home pay to cover the difference in tax rates.
D) pays the expatriate's income tax in the host country.
Answer: D
84) What is the most common approach to expatriate pay?
A) balance sheet approach
B) net-to-net approach
C) host-country approach
D) cost-based approach
Answer: A
85) A foreign service premium is
A) paid when the expatriate is being sent to a difficult location.
B) the extra pay that an expatriate receives for working outside his or her country of origin.
C) normally given to ensure that the expatriate can afford the same quality of housing in the foreign
country as at home.
D) paid to ensure that the expatriate enjoys the same standard of living in the foreign posting as at home.
Answer: B
86) A hardship allowance is paid
A) when the expatriate is being sent to a location where basic amenities are grossly deficient by the
standards of the expatriate's home country
B) to ensure that an expatriate's children receive adequate schooling (by home-country standards).
C) to ensure that the expatriate will enjoy the same standard of living in the foreign posting as at home.
D) to ensure that the expatriate can afford the same quality of housing in the foreign country as at home.
Answer: A
87) A—may be paid to ensure that the expatriate enjoys the same standard of living in the
foreign location as at home.
A) housing allowance
B) hardship allowance
C) cost-of-living allowance
D) differential allowance
Answer: C
88) A—may be paid to ensure that the expatriate can afford the same quality of housing in
the foreign country as in the home country.
A) cost-of-living allowance
B) hardship allowance
C) housing allowance
D) differential allowance
Answer:C
89) Which of the following is a concern of organized labor regarding multinational firms?
A) A company can counter a union's bargaining power with the power to move production to another
country.
B) An international business will keep low-skilled tasks in its home country and farm out only highly
skilled tasks to foreign plants.
C) An international business can attempt to import employment practices and contractual agreements
from its host country.
D) A multinational company is more likely to receive government support in the case of hostile labor
relations.
Answer: A
90) Which of the following is an action taken by organized labor to respond to the increased bargaining
power of multinational corporations?
A) trying to establish international labor organizations
B) increasing competition between national unions
C) lobbying the European Union for legislation to restrict multinationals
D) trying to achieve international regulations on multinationals through such organizations as the United
Nations
Answer: A
91) What was the long-term goal of international trade secretariats (ITSs)?
A) to increase the competition between national unions
B) to be able to bargain transnationally with multinational firms
C) to accommodate wide variation in union structure
D) to be able to regulate multinationals with regard to labor policies
Answer: B
92) The international trade secretariats (ITS) have had virtually no real success. Which of the following is
a cause of the ITSs' ineffectiveness?
A) National unions compete with each other to attract investment from international businesses.
B) The structure and ideology of unions tend to be very similar from country to country.
C) Organized labor has had overwhelming success in its efforts to get national and international bodies to
regulate multinationals.
D) The codes of conduct developed by International Labor Organization and the Organization for
Economic Cooperation and Development prevented the ITSs from exercising absolute power.
Answer: A
93) Which of the following is true regarding approaches to labor relations?
A) International businesses use mostly similar approaches to international labor relations.
B) The trend is toward greater decentralized control of international labor relations.
C) Historically, most international businesses have centralized the labor relations function.
D) Many firms are now using the threat to move production to another country in their negotiations with
unions.
Answer: D
94) Unions' bargaining power is
A) largely derived from their ability to threaten to disrupt production.
B) rooted in their government backing.
C) largely derived from their ability to control corporate managers.
D) rooted in their financial resources.
Answer: A
95) Trade unions around the world
A) developed simultaneously and in coordination with each other.
B) are widely varied in their structure.
C) have virtually the same ideology.
D) employ the same union structure.
Answer: B
96) From a strategic perspective, the key issue in international labor relations is the degree to which
organized labor can
A) improve the profitability of the company.
B) enhance the choices of an international business.
C) increase the integration and consolidation of global operations.
D) limit the choices of an international business.
Answer: D