International CH. 11 – Flashcards
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The process by which companies choose people to fill vacant position is a. Recruitment. b. Compensation. c. Selection. d. Training and development.
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Recruitment
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Inpatriates are a. Employees who come from a different country where he/she is working. b. Expatriate workers who come from neither the host nor the home country. c. Local workers who come from the host country where the unit is located. d. Employees from foreign country who work in the country where the parent company is located.
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Employees from foreign country who work in the country where the parent company is located
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Home country nationals are a. Expatriate employees who come from the parent's home country. b. Employees who come from a different country where he/she is working. c. Expatriate employees which come from the parent's home country. d. Employees from foreign country who work in the country where the host company is located.
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Expatriate employees who come from the parent's home country.
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Expatriates are a. Local workers who come from the host country where the unit is located. b. Employees who come from a different country from where he or she is working. c. The more talented local managers. d. None of the above
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Employees who come from a different country from where he or she is working.
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Expatriate workers who come from neither the host nor home country are a. Host country nationals. b. Parent country nationals. c. Neither country nationals. d. Third country nationals.
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Third Country Nationals
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One reason for US expatriate managers failure is a. Personality of the manager. b. Lack of technical proficiency. c. Lack of motivation. d. All of the above choices.
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All of the above choices.
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7. All of the following are benefits that companies obtain by using expatriates EXCEPT a. Receiving important strategic information. b. Increased coordination and control of international operations. c. Timely information on the local markets. d. Reduced turnover for key international managers.
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Reduced turnover for key international managers.
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All of the following are benefits of international assignments EXCEPT a. International assignments help managers acquire skills necessary to develop successful strategies in a global context. b. Expatriate assignments help a company coordinate and control operations dispersed geographically and culturally. c. International assignments provide companies access to preferential quotas and duties. d. Global assignments provide important strategic information.
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International assignments provide companies access to preferential quotas and duties.
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International cadre are a. A group of managers who specialize in international careers. b. Managers who are hired on a temporary basis to solve international problems. c. Experts on international operations who work as part of the headquarters staff. d. A group in charge of training managers for expatriate assignments.
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A group of managers who specialize in international careers.
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10. Key expatriate success factors include all of the following EXCEPT a. Professional or technical skill. b. Experience in at least two cultures different from the assignment country. c. Stress tolerance. d. Favorable family situation.
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Experience in at least two cultures different from the assignment country
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11. A person with good relational abilities has a. The capacity to adapt to strange situations. b. The flexibility to modify their behavior. c. A sensitivity to cultural norms and values. d. All of the above
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All of the above
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12. Evidence on training for international assignments suggests a. Cross-cultural training reduces expatriate failure rates. b. Cross-cultural training makes people feel more comfortable but there are no bottom line effects on performance. c. US firms invest the most in this activity. d. It only beneficial for long term assignments.
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Cross-cultural training reduces expatriate failure rates
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13. Which of the following is NOT true regarding low training rigor? a. Low training rigor usually includes briefings concerning company operations. b. Low training rigor usually lasts for a short period. c. Low training rigor usually includes lectures and videos on the local culture. d. Low training usually lasts over two months.
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Low training usually lasts over two months
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14. Which of the following is NOT one of the issues that make expatriate performance appraisals difficult? a. Unreliable data b. Refusal of host company to provide performance information regarding expatriate c. Time differences and distance separation d. Complex and volatile environments
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Refusal of host company to provide performance information regarding expatriate
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15. Suggestions to improve expatriate performance appraisals include a. Using the same standards as the home country to improve fairness. b. Giving up on performance appraisal since they often fail in the international setting. c. Evaluation only at the end of the assignment since it takes a long time to learn about another culture. d. Using multiple evaluators with varying periods of evaluation.
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Using multiple evaluators with varying periods of evaluation.
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16. The main objective of the balance sheet approach to international compensation is a. To match home and host county purchasing power. b. To make sure you reward international managers for their hardship. c. To save costs in inexpensive countries. d. To provide headquarters' accountants with consistent information on salaries.
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To match home and host county purchasing power.
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17. Adjusting wages to local lifestyles and costs of living refers to which expatriate compensation system? a. The balance-sheet method b. The host-based compensation system c. The global pay system d. The headquarters-based compensation system
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The host-based compensation system
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18. The use of worldwide job evaluations, performance appraisals methods, and salary scales to determine pay is the a. The global pay system. b. The balance sheet approach. c. The multi-local pay system. d. The headquarters-based system.
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The global pay system.
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19. Experts on repatriation suggest a. That managers will experience no problems if they return to their home cultures. b. Reverse culture shock can occur regarding national and organizational culture. c. There are difficult problems with repatriation but few solutions at this time. d. People may feel uncomfortable for a while but work performance will not suffer.
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Reverse culture shock can occur regarding national and organizational culture.
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20. Difficulties that managers face in coming back to their home countries and reconnecting with their home organizations is known as the a. Repatriation problem. b. Reverse culture shock. c. Low home re-adaptation index. d. Expatriation problem.
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Repatriation problem.
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21. According to the text, which of the following is NOT one of the strategies used to allow successful repatriation of expatriates? a. Provide a strategic purpose for the repatriation b. Allow the expatriate to return when he/she is ready to do so c. Provide training and preparation for the return d. Establish a team to aid the expatriate
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Allow the expatriate to return when he/she is ready to do so
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22. Studies of women expatriates suggest that all of the following statements are true about international assignments in traditional cultures EXCEPT a. Women typically do not succeed in expatriate assignments. b. Women have some challenges in international assignments. c. Women have some advantages in international assignments. d. Opportunities for women expatriates are expected to grow in global companies.
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Women typically do not succeed in expatriate assignments.
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23. The text suggests several strategies that US women may use to succeed in traditional cultures. These include a. Emphasize nationality, not gender. b. Develop close contact with local government officials. c. Not being overly aggressive in negotiation. d. Proving that women can also be successful at international assignments.
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Emphasize nationality, not gender
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24. All of the following explain why there may be more international assignments for women in the future EXCEPT a. Legal and social pressures for equal opportunity in North America. b. Acute shortage of men willing to take international assignments. c. Globalization creates opportunities to hire skilled women from any country. d. More federal funds to train women for international assignments.
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More federal funds to train women for international assignments.
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25. Companies with a global HRM orientation a. Usually provide significant extra pay for expatriate assignments. b. Evaluate their managers by headquarters' country standards. c. Focus primarily on language training as preparation for expatriate assignments. d. Use similar pay and benefit packages for all international assignments.
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Use similar pay and benefit packages for all international assignments
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26. Companies with ethnocentric HRM orientations a. Use similar pay and benefit packages worldwide. b. Select home country nationals for key positions. c. Emphasize extensive training in the company culture before allowing a manager to go international. d. Often use international experience as a technical qualification for high level management.
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Select home country nationals for key positions.
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27. Host country nationals may have limited career development in a company with a (an) a. Ethnocentric, Regio or polycentric HRM orientation. b. Only an ethnocentric HRM orientation. c. Regiocentric or global HRM orientation. d. Only a polycentric HRM orientation.
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Ethnocentric, Regio or polycentric HRM orientation.
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Using more local managers to reduce the costs of training expatriate managers is a benefit usually associated with a. A global HRM orientation. b. A polycentric or regiocentric HRM orientation. c. An ethnocentric HRM orientation. d. A geocentric orientation.
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A polycentric or regiocentric HRM orientation.
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29. Companies with a multi-local strategy are most likely to have a a. A global HRM orientation. b. A polycentric HRM orientation. c. Either a ethnocentric or regiocentric HRM orientation. d. A geocentric orientation.
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A polycentric HRM orientation
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30. Extra money paid to expatriates for particularly difficult posting due to issues such as high risk or poor living conditions is known as a. Foreign service premiums. b. Hardship allowance. c. Relocation allowances. d. Home-leave allowances.
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Hardship allowance.
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31. Which of the following statements is NOT TRUE regarding women expatriates compared to male expatriates? a. Women expatriates have more difficulty being taken seriously early in their careers. b. Women expatriates have more pressures to balance work and family compared to male expatriates. c. Women expatriates have poorer relational and communication skills than male expatriates. d. Women expatriates have more pressures to worry about their spouses than male expatriates.
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Women expatriates have poorer relational and communication skills than male expatriates.
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32. Which of the following is NOT one of the strategies discussed in the text to help repatriation of expatriates? a. Provide a strategic purpose for the repatriation b. Establish a team to help with the repatriation c. Provide support for the expatriate and family on reentry d. Provide vacation to help the expatriate get readjusted at home
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rovide vacation to help the expatriate Pget readjusted at home
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33. The two aspects to consider when evaluating the possibility of hiring expatriates are the high cost and a. Skills in multinational management. b. High success rate. c. High failure rate. d. None of the above
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High failure rate
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34. All of the following are possible steps that can be taken by multinationals to remove barriers faced by female expatriates EXCEPT a. Provide opportunities for interpersonal networks with other female expatriates. b. Provide mentors. c. Identify and remove sources of barriers. d. Provide more appropriate performance appraisal systems for female expatriates.
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Provide more appropriate performance appraisal systems for female expatriates.
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35. International Human Resource Management a. Is no different from domestic HRM. b. Is the application of HRM to international settings. c. Is the orientation to hiring international employees. d. Is the selection and compensation of expatriates.
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Is the application of HRM to international settings.
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36. Third-country nationals are a. Workers who come from the host-country where the unit is located. b. Foreign workers who work in a country where the parent company is located. c. Workers who come from neither the host nor the host-country. d. None of the above
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Workers who come from neither the host nor the host-country.
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37. Employees who are sent on frequent but short-term international assignments are known as a. Flexpatriates. b. Inpatriates. c. Shortpatriates. d. Expatriates.
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Flexpatriates
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38. Which of the following statements about flexpatriates is FALSE? a. Flexpatriates are those workers who travel on short notice for shorter duration. b. Flexpatriate assignments usually last longer than expatriate assignments. c. Flexpatriates provide flexibility as the company can send someone on numerous and much shorter duration assignments. d. All of the above are true.
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Flexpatriate assignments usually last longer than expatriate assignments.
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39. Which of the following best describes emotional intelligence, one of the factors key to the success of an expatriate? a. The ability to adapt to new and strange situations b. The motivation to accept international assignments c. The ability to being aware of oneself and to understand and relate to others d. None of the above
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The ability to being aware of oneself and to understand and relate to others
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40. Which of the following factors is not necessarily included in an expatriate's compensation package? a. Local market cost of living b. Housing c. Adjustments for taxes d. All of the above are included in an expatriate's compensation package
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All of the above are included in an expatriate's compensation package
