International Human Resource Management

INTERNATIONAL HUMAN RESOURCE MANAGEMENT

1.

tors creating the global marketplace include all of the following except (a) (b) (c) (d)

2.

lowering of costs of doing business globally privatisation and globalisation of government services growth in domestic businesses satellites and computer technology

Someone who lives and works in a foreign country is a(n) (a) (b) (c) (d)

3.

Ans. c

Ans. a

expatriate holiday maker international jet-setter immigrant

A major difference between International HRM and Domestic HRM is the

Ans. a

(a) increased complexities such as currency fluctuations, foreign HR policies and practices, and differing labour laws (b) number of employees covered by the HR policies (c) ease with which employees adjust to new cultures (d) development of effective cross-boarder management styles 4.

HRM as practised by multinational organisations is called (a) (b) (c) (d)

5.

global HRM personnel management practices domestic HRM international HRM

The key questions to be asked when developing an international HRM policy is (a) (b) (c) (d)

6.

Ans. d

Ans. b

who is going to coordinate the HRM functions? what type of organisation is desired? how can cross-boarder training be designed? when should the HR manager begin developing HR policies?

Whirlpool’s use of a performance management system worldwide is an example of (a) (b) (c) (d)

Ans. c

extended management control over employees attempts to increase productivity in all its branches an international HRM policy a policy that has adopted a global village philosophy

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT 7.

To be effective in the international environment HRM policies must (a) (b) (c) (d)

8.

reflect an international view focus on domestic issues accommodate differences in management styles effectively transplant HRM policies and practices from the home country to all other offices

Organisations that do not adopt a strategic HRM roach and a global vision (a) (b) (c) (d)

9.

Ans. a

Ans. b

develop effective two-way communication are virtually guaranteed to fail find it easier to implement traditional HRM activities have much more flexibility in responding to environmental changes

When a person from one culture communicates with a person from another culture they are engaging in (a) (b) (c) (d)

Ans. a

cross-cultural communication two-way communication multi-focus communication verbal communication

10. Cultures where non-verbal communications and indirect language are used to transfer meaning are described as (a) (b) (c) (d)

Ans. d

low-context cultures medium-context cultures context cultures high-context cultures

11. Cultures where verbal communications are explicit and direct are (a) (b) (c) (d)

Ans. a

low-context cultures medium-context cultures context cultures high-context cultures

12. The Japanese have a high-context culture, and therefore prefer to communicate

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Ans. c

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT (a) (b) (c) (d)

by fax by email e to e both (a) and (b)

13. What is good and bad or right and wrong, or has to deal with moral duty and obligation is referred to as (a) (b) (c) (d)

Ans. b

responsibilities ethics social expectations standards

14. Fraud, bribery, graft and the payment of secret commissions and kickbacks is (a) (b) (c) (d)

Ans. a

corruption normal business practice standard behaviour an ethical dilemma

15. In the year 2000 the most corrupt economies in the world were listed as (a) (b) (c) (d)

Ans. c

Finland, Denmark and New Zealand Australia, the United Kingdom and Japan Nigeria, Indonesia and Yugoslavia United States, Korea and India

16. To help their managers deal with corruption in different countries BHP and Telstra have

Ans. b

(a) limited their business operations to countries that have similar business practices to those of their home country (b) produced a list of guidelines to help managers deal with the corruption quagmire (c) decided to judge business operations in other countries by their own standards (d) issued a blanket instruction to all managers not to enter into any arrangement that would be considered illegal or unethical back home 17. It has been recommended that companies take the following steps to ensure that their responses to different cultural environments are ropriate and ethical, with the exception of

Ans. d

(a) develop a clearly articulated set of core values as the basis for global policies and decision making UMERA ANJUM

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT (b) train employees to ask questions that will help them to make business decisions that are both culturally sensitive and flexible within the context of those core values (c) balance the need for policy with the need for flexibility or imagination (d) instruct managers to offer no inducements or incentives to win support for business developments 18. Developing the long-term business relationship needed in joint ventures requires (a) (b) (c) (d)

Ans. a

the building of trust and commitment heavy financial investment favourable foreign currency exchange effective management skills

19. Trust is influenced by (a) (b) (c) (d)

Ans. c

ethical standards personality culture philosophy of life

20. Australia and the United States are examples of (a) (b) (c) (d)

Ans. b

low trust cultures high trust cultures no trust cultures conditional trust cultures

21. The particular roach used by a manager to achieve goals through other people is described as (a) (b) (c) (d)

Ans. c

leadership situational behaviour management style achievement roach

22. In cultures that emphasise hierarchy and status employees expect the overriding style of their managers to be (a) (b) (c) (d)

Ans. d

participative egalitarian consultative autocratic

23. Employees in countries such as Australia and the United States, expect to have a much greater say in decision making and more autonomy in their work. These UMERA ANJUM

Ans. a

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT cultures have been described as having (a) (b) (c) (d)

low power distance high power distance equality of status cooperative work environments

24. In high power distance countries such as China and Korea employees expect (a) (b) (c) (d)

Ans. b

to have a say in all decision making their managers to make the decisions and tell them what to do to be asked their opinion about changes to work processes managers to delegate a great deal of the decision making responsibility to their subordinates

25. Equal opportunity laws are (a) (b) (c) (d)

Ans. c

rigidly enforced in all countries an attempt to monitor the organisation’s treatment of job licants the product of society’s social values both (a) and (b)

26. HR issues that will require adaptation to fit different cultures include all of the following except (a) (b) (c) (d)

Ans. d

training and development performance raisal compensation job analysis

27. In Thai firms performance evaluation is based on

Ans. a

(a) the employee’s attitude towards the company rather than on actual job performance (b) job performance and political attitudes (c) the quality of personal relations, political attitudes and output (d) standard of job performance 28. Which of the following was not suggested by Stone as a suitable criteria for the evaluation of expatriate performance (a) (b) (c) (d)

Ans. b

technical skills language proficiency work performed personality variables

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT 29. All aspects of training and development in international organisations are affected by all of the following except (a) (b) (c) (d)

Ans. c

cultural differences diversity of the work force financial costs language differences

30. Hong Kong Chinese managers and Western managers have different roaches for all of the following except (a) (b) (c) (d)

Ans. b

giving and securing feedback identifying training and development needs handling conflict learning

31. Japanese firms stress the importance of what type of training (a) (b) (c) (d)

Ans. d

leadership communication interpersonal skills technical knowledge

32. When an organisation enters the international training and development area, the HR manager needs to (a) (b) (c) (d)

Ans. a

be sensitive to local customs and expectations identify costs of developing cross-boarded programs develop programs that focus on enhancing technical skills and knowledge ensure that training and development programs are clearly linked to compensation management

33. Cultures that value hierarchy and status differentials will have compensation strategies that (a) (b) (c) (d)

Ans. b

have an emphasis on individual achievements promote and reinforce differentials minimise status differentials are based on group performance and individual seniority

34. Compensation strategies that reward individual performance and the acquisition of individual skills and know-how are common in

Ans. a

(a) individualistic cultures (b) egalitarian cultures (c) collectivist cultures UMERA ANJUM

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT (d) risk-averse cultures 40. Bureaucratic reward systems that emphasise fixed pay are preferred in (a) (b) (c) (d)

Ans. c

individualistic cultures group-oriented cultures risk-averse cultures egalitarian cultures

41. Pay increases linked to inflation are given to all employees regardless of their performance in which country (a) (b) (c) (d)

Ans. b

Australia Thailand Japan United States

42. Unions that include workers who have a common skill are (a) (b) (c) (d)

Ans. a

craft unions industry unions craft guilds trades unions

43. Industrial relations in Japan and Singapore is characterised by (a) (b) (c) (d)

Ans. c

a ‘them and us’ attitude militant unions cooperation and employee identification with the company and its objectives a feeling of exploitation and insecurity

44. When building employees working near a Chinese restaurant were paid an allowance because the cooking aromas made them hungry it was called (a) (b) (c) (d)

Ans. d

hardship allowance stress pay danger pay dim sim allowance

45. When implementing industrial relations practices overseas an Australian head office should ensure coordination so that (a) (b)

Ans. b

policies are the same as in Australia practices adhere to and reinforce strategic HRM philosophies and policies and are in harmony with the desired corporate culture UMERA ANJUM

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT (c) all employees belong to key trade unions in the industry (d) concessions are made in each country so that operations can run smoothly 46. What percentage of the Chinese labour market are illiterate? (a) (b) (c) (d)

Ans. a

15 % 23 % 32 % 44 %

47. Foreign enterprises in China e HR challenges in all of the following areas except (a) (b) (c) (d)

Ans. d

recruitment and selection performance raisals compensation and benefits human resource planning

48. Chinese enterprises rely heavily on which method of selection (a) (b) (c) (d)

Ans. c

personality testing assessment centres interviews psychological testing

49. A situation where an employee is guaranteed a job for their entire working life is known as (a) (b) (c) (d)

Ans. a

lifelong employment organisational loyalty employee commitment job security

50. Unions that only represent the interests of employees working for a single employer or enterprise are (a) (b) (c) (d)

Ans. c

trade unions craft unions enterprise unions industry unions

True/False Questions 1.

Differing national cultures have no impact on strategic business objectives, corporate culture and the way companies operate.

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Ans. F

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT 2.

The development of the global marketplace and global organisations has been influenced by work force mobility.

Ans. T

3.

There is no difference between domestic and international HRM.

Ans. F

5.

When a person from one culture communicates with a person from another culture they are engaging in cross-cultural communications.

Ans. T

7.

Chinese and Japanese negotiators use silence in their business meetings and negotiations.

Ans. T

8.

Establishing and maintaining ethical standards in an international business setting can be difficult because of the different views of what is right and wrong, a moral duty and an obligation.

Ans. T

9.

According to the 1997 United Nations World Development Report, 15 % of all companies in industrialised countries have to pay bribes to win and retain business.

Ans. T

10. The sharing of a set of moral values so that expectations of regular and honest behaviour are created leads to the development of trust.

Ans. T

12. Effective managers use one consistent style of management in all situations.

Ans. F

13. All countries have anti-discrimination laws and have legislation in place to ensure that they are enforced.

Ans. F

14. Companies that operate internationally find that transplanting an existing performance raisal system from head office is very effective.

Ans. F

15. It may be necessary to use different criteria from that used at head office to evaluate expatriate performance.

Ans. T

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT 16. When an organisation enters the international training and development area the HR manager must consider issues of ethnocentricity.

Ans. T

18. National culture does not have any impact on compensation strategies.

Ans. F

19. US company Lincoln Electric fo that its incentive program based on the belief that all employees would be willing to work harder to increase their incomes was highly successful in the United States, Canada and Australia but a failure in Germany because of employee attitudes towards risk taking.

ans. T

20. Unions have considerable economic and political clout in Hong Kong and Taiwan.

Ans. F

22. Performance raisal in China focuses on performance, skill achievements and merit.

Ans. F

23. In Japan, a seniority system exists, where the length of time that an employee has worked with an organisation is given recognition and priority for promotions and salary increases.

Ans. T

24. Unions that only represent the interests of employees working for a single employer or enterprise are industry unions.

Ans. F

24. In international business, the erlying impact of culture is evident in the way people interact with and manage others.

Ans. T

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT Multiple Choice - Questions 1.

There are a number of criticisms against the current literature on international human resource management (IHRM). Which of the following is not one of these criticisms? 1 2 3 4

2.

The main focus on IHRM is the… 1 2 3 4

3.

exogenous and endogenous ancillary and accessory interactive and interpersonal concessionary and cooperation

This paradigm assumes that the purpose of the study of HRM, and in particular, strategic human resource management, is to improve the way that human resources are managed strategically within organisations. 1 2 3 4

5.

management of expatriates world-wide management of people management of small businesses internationally management of international organisations

Two groups of tors influence the choice of 'global vs. local' HR practices and policies in multinational enterprises. These tors are known as… 1 2 3 4

4.

The field is not clearly defined It is influenced by a discussion of concepts and issues with little backing systematic research The field should be built aro a broader set of questions It lacks ropriate theoretical structures.

divergence paradigm contextual paradigm global paradigm universalistic paradigm

_______________ convergence refers to a situation where the same trends are visible in different nations, but they may not be getting more alike. 1 2 3 4

Initial Final Directional Cultural

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT 6.

_______________ convergence refers to a situation where the countries are actually becoming more similar. 1 2 3 4

7.

Which one of the following statements is correct? 1

2 3

4

8.

country manager technical specialist financial controller union leader

Endogenous tors include all of the following, except… 1 2 3 4

11.

They take the organisation away from criticism as ethnocentric They are usually considerably cheaper They often have a cultural awareness which can be beneficial They have an adequate knowledge of home office goals and procedures

International organisations normally employ expatriates in the following roles, except… 1 2 3 4

10.

According to the cultural roach social arrangements in a nation are always distinct and many of the institutions are likely to shape the social construction of an organisation. Culture is seen as shared by individuals as a means of conferring meaning, and adding sense, to social interactions. The wealth of a society, the general and vocational education system, employment legislation and the amount of informal working in an economy will not have an impact on the way that HRM can be conducted. The institutional “school” share in common the notion that it is not possible to depart radically from established rules and norms.

The use of third-country nationals (TCNs) provides a number of advantages. Which of the following is not one of these advantages? 1 2 3 4

9.

Cultural Final Initial Directional

the international orientation of the organisation's headquarters the structure of international operations industry characteristics such as type of business and technology available the MNE's experience in managing international operations

___________________ is a scientific roach where HRM is seen as a science and the aim is to find universally licable laws. UMERA ANJUM

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT 1 2 3 4 12.

Enablers of global HRM includes the following, except… 1 2 3 4

13.

The contextual paradigm The universalist paradigm Social Darwinism Divergence

information exchange HR affordability central HR philosophy e-enabled HR and knowledge transfer

International HRM originally consisted of three major clusters on inquiry, namely: a b c d

the conduct of people management in internationally operating companies the international transfer of staff, focused on expatriation comparing HRM policies and practices across different countries comparing different culture with each other 1 2 3 4

14.

In international human resource management, communication in ethnocentric organisations are _________________. 1 2 3 4

15.

a, b and c b, c and d a, c and d a, b, c and d

totally connected in a network of subsidiaries and subsidiaries with headquarters little among subsidiaries and little between the subsidiary and headquarters from headquarters to local subsidiaries little between the subsidiary and headquarters, medium to high among subsidiaries in regions

In international human resource management, communication in geocentric organisations are _________________. 1 2 3

totally connected in a network of subsidiaries and subsidiaries with headquarters little among subsidiaries and little between the subsidiary and headquarters from headquarters to local subsidiaries

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT 4

16.

In international human resource management, communication in polycentric organisations are _________________. 1 2 3 4

17.

2 3 4

home country managers the best people where they can be utilised the best host country managers managers that may come from nations within the region

In international human resource management, polycentric organisations are usually staffed with _________________. 1 2 3 4

20.

totally connected in a network of subsidiaries and subsidiaries with headquarters little among subsidiaries and little between the subsidiary and headquarters from headquarters to local subsidiaries little between the subsidiary and headquarters, medium to high among subsidiaries in regions

In international human resource management, geocentric organisations are usually staffed with _________________. 1 2 3 4

19.

totally connected in a network of subsidiaries and subsidiaries with headquarters little among subsidiaries and little between the subsidiary and headquarters from headquarters to local subsidiaries little between the subsidiary and headquarters, medium to high among subsidiaries in regions

In international human resource management, communication in regio-centric organisations are _________________. 1

18.

little between the subsidiary and headquarters, medium to high among subsidiaries in regions

home country managers the best people where they can be utilised the best host country managers managers that may come from nations within the region

In international human resource management, ethnocentric organisations are usually staffed with _________________. 1 2

home country managers the best people where they can be utilised the best UMERA ANJUM

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT 3 4 21.

host country managers managers that may come from nations within the region

Evidence of different solutions adopted by MNEs to the tension between differentiation and integration are seen to result from the influence of a wide variety of exogenous and endogenous tors. Exogenous tors include: a b c d

characteristics such as the type of business and technology available nature of competitors the extent of change country and regional characteristics such as social cultural conditions 1 2 3 4

22.

Endogenous tors that influence the solutions adopted by MNEs to relieve the tension between differentiation and integration are ________________. a b c d

the MNE’s experience in managing international operations the structure of international operations the international orientation of the organisation’s headquarters the competitive strategy being used 1 2 3 4

23.

a, b and c b, c and d a, c and d a, b, c and d

a, b, c and d b, c and d a, c and d a, b and c

Below is a list of issues/aspects pertaining to international HRM. Place the correct issues/aspect in each column. a. efficiency b. central HR Philosophy c. information exchange and organisational learning d. global provision e. core business process convergence f. e-enabled HR and knowledge transfer g. HR affordability h. localisation

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT 1 Drivers of global HRM B C D

3 Enablers of global HRM A F G E H

2

Drivers of global HRM A C D E H 4 Drivers of global HRM B F G

Drivers of global HRM A F D E G 24.

Enablers of global HRM A C D E H

Enablers of global HRM B C H

_________________ clubs are groups of international organisations sharing pay and cost of living information. 1 2 3 4

25.

Enablers of global HRM B F G

Salary Benefit Expatriate Repatriate

Which one of the following statements regarding international transfers is incorrect? 1 2 3

International organisations are increasingly employing expatriates on local terms and conditions. Expatriation is relatively inexpensive. The development of information and communication technology (ICT) will not render international transfers and international travelling redant.

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT 4

12.1.2

Short-term assignees, international commuters, the frequent flyers and the international project teams share in many ways the same stresses as expatriates in terms of their social lives and family pressures.

- Multiple Choice - Answers

1.

1, (Sec 12.2)

20.

1, (Table 12.1)

2.

2, (Sec 12.2)

21.

4, (Table 12.2)

3.

1, (Sec 12.2)

22.

1, (Sec 12.2)

4.

4, (Sec 12.1.1)

23.

3, (Sec 12.2)

5.

3, (Sec 12.1.2)

24.

1, (Sec 12.3)

6.

2, (Sec 12.1.2)

25.

2, (Sec 12.3)

7.

2, (Sec 12.1.3)

8.

4, (Sec 12.3.1)

9.

4, (Sec 12.3)

10.

3, (Sec 12.2)

11.

2, (Sec 12.1.1)

12.

1, (Sec 12.2)

13.

1, (Sec 12.2)

14.

3, (Table 12.1)

15.

1, (Table 12.1)

16.

2, (Table 12.1)

17.

4, (Table 12.1)

18.

2, (Table 12.1)

19.

3, (Table 12.1)

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT International human resource management ctivity contains 5 questions.

The country where the headquarters of a multinational company is located is known as host country home country third country None of the above

When an international firm follows a strategy of choosing only from the nationals of the parent country, it is called polycentric roach geocentric roach ethnocentric roach None of the above

When the firms adopt a strategy of limiting recruitment to the nationalities of the host country where the branch is located, it is called polycentric roach geocentric roach ethnocentric roach None of the above

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT

When the firms choose a strategy of recruiting the most suitable persons for the positions available in the firm, irrespective of their nationalities, it is called polycentric roach geocentric roach ethnocentric roach None of the above

Which of the following tors is not related directly to the success of expatriate assignments? the personality of expatriate employees the intentions of expatriate employees the incapability of the spouse to adjust to the new situation the nature of products produced by the company 1.

The country where the headquarters of a multinational company is located is known as Your Answer: home country

2.

When an international firm follows a strategy of choosing only from the nationals of the parent country, it is called Your Answer: None of the above Correct Answer: ethnocentric roach

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT When the firms adopt a strategy of limiting recruitment to the nationalities of the host country where the branch is located, it is called

3.

Your Answer: polycentric roach

When the firms choose a strategy of recruiting the most suitable persons for the positions available in the firm, irrespective of their nationalities, it is called

4.

Your Answer: ethnocentric roach Correct Answer: geocentric roach

Which of the following tors is not related directly to the success of expatriate assignments?

5.

Your Answer: the intentions of expatriate employees Correct Answer: the nature of products produced by the company Question 1 IHRM is an area of academic study which focuses on: a) Comparative research b) The movement of individuals across national boaries c) The exchange of ideas and practices d) The policies and practices of MNC's Question 2 HR challenges which might be ed by internal companies include: a) The needs for a diverse work-force. b) The relative erdevelopment of HR functions. c) Knowledge of national employment law. UMERA ANJUM

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT d) Knowledge of cultural norms and values. Question 3 A global economy means: a) Greater convergence of national economic and social identities b) Greater divergence c) Unrestricted movement of people across national boaries d) A global culture Question 4 Often the reason why expatriate assignments fail and why some immigrants and migrant workers in the UK find difficulty in assimilating into the British way of life is because of: a) Cultural differences b) Homesickness c) Climate d) Reduction in remuneration in pay and conditions Question 5 Hofstede's five variables: power distance; individualism, masculinity /femininity; uncertainty avoidance and long term versus short term orientation; were terms used to describe: a) Family traits b) HR strategy c) National differences d) globalization Question 6 Cultural shock which is often the outcome of the negative experience of moving from a familiar culture to one that is unfamiliar is important to erstand in the context of internationalization because: a) It can effect soldiers returning form was zones. UMERA ANJUM

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT b) It can effect students on 'gap year' experiences. c) It can impact on individuals taking overseas assignments. d) Friends and families reunited. Question 7 Key to successful management of HR processes is the ability to? a) Travel abroad b) Recruit local managers c) Identify key skills and competencies required for working overseas d) Having ropriate training systems Question 8 Paul Sparrow (2006) in work commissioned by the CIPD fo: a) That certain people have a natural attribute for cultural awareness. b) That the majority of expatriate skills are learnt through experience. c) That it doesn't matter who you are as its all down to training. d) Successful overseas assignment are more a matter of luck than judgement. Question 9 Research into the developing HR functions in Asian businesses suggest that they: a) Employ better qualified people than UK companies. b) Pay more to their HR professionals. c) Have an easier job because the legal constraints they work er are less restrictive. d) They display a different HR mindset; one which is more creative, business focused and dynamic. Question 10 In the end of chapter case study, doing business with people from different cultural backgros depends a great deal on a) Being prepared to pay commission UMERA ANJUM

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT b) Earning their trust and acceptance by building strong relationships based on mutual respect c) Learning to behave as they do d) Learning their language Question 1 IHRM is an area of academic study which focuses on: You did not answer the question. Correct answer: d) The policies and practices of MNC's Feedback: While IHRM might include elements of all four, it is primarily the study of HRM strategies, policies and practices which firms pursue in response to the internationalisation of business (Scullion 1995). Page reference: 200 Question 2 HR challenges which might be ed by internal companies include: You did not answer the question. Correct answer: b) The relative erdevelopment of HR functions. Feedback: While most of these might well ly research suggests that many international companies have relatively erdeveloped HR functions and strategies. Page reference: 204 Question 3 A global economy means: You did not answer the question. Correct answer: a) Greater convergence of national economic and social identities Feedback: What this means is that national economic and social identities and differences are becoming less distinctive, and arguably more irrelevant, as market forces and free trade move national economies and economic organizations towards a more convergent and universalistic state (Edwards and Rees, 2006). Page reference: 208

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT Question 4 Often the reason why expatriate assignments fail and why some immigrants and migrant workers in the UK find difficulty in assimilating into the British way of life is because of: You did not answer the question. Correct answer: a) Cultural differences Feedback: The culture with which people identify influences and shapes their behaviour in relation to their environment. Cultural clashes exist if people are exposed to different belief and value systems, but fail to learn to adapt to such differences. Page reference: 208 Question 5 Hofstede's five variables: power distance; individualism, masculinity /femininity; uncertainty avoidance and long term versus short term orientation; were terms used to describe: You did not answer the question. Correct answer: c) National differences Feedback: As a result of his research, he fo that nationality affected many cultural assumptions and business practices, with the key cultural differences being explained by the five variables above. Page reference: 210 Question 6 Cultural shock which is often the outcome of the negative experience of moving from a familiar culture to one that is unfamiliar is important to erstand in the context of internationalization because: You did not answer the question. Correct answer: c) It can impact on individuals taking overseas assignments. Feedback: It is often the outcome of the negative experience of moving from a familiar culture to one that is unfamiliar and therefore is important for HR specialists to erstand its impact and the four stages that those suffering from culture shock might experience when taking up overseas assignments or returning to the home country, in order to provide support UMERA ANJUM

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT and help. Page reference: 211 Question 7 Key to successful management of HR processes is the ability to? You did not answer the question. Correct answer: c) Identify key skills and competencies required for working overseas Feedback: Key to the successful management of HR processes is the ability to identify the key skills and competences that those working overseas need to possess. This might indeed include some of the other tors listed here however in the first instance identifying those individuals who are most likely to adapt to working abroad in terms of their competencies and skills is essential. Page reference: 215 Question 8 Paul Sparrow (2006) in work commissioned by the CIPD fo: You did not answer the question. Correct answer: d) Successful overseas assignment are more a matter of luck than judgement. Feedback: Paul Sparrow (2006). As a result of his work, commissioned by the CIPD, fo that: The majority of expatriate skills are learnt through experience - they learn how to manage across cultures in most instances without education in cross-cultural skills (pg 7). Page reference: 215 Question 9 Research into the developing HR functions in Asian businesses suggest that they: You did not answer the question. Correct answer: d) They display a different HR mindset; one which is more creative, business focused and dynamic. Feedback: The research carried by Connor suggests that HR in Asian businesses has liberated itself from the kind of HR models developed in the USA and Britain and rejected many of the restrictive and unnecessary procedures prevalant in the UK public sector, emphasizing the liberation of talent rather than its containment. Page reference: 214 UMERA ANJUM

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT Question 10 In the end of chapter case study, doing business with people from different cultural backgros depends a great deal on You did not answer the question. Correct answer: b) Earning their trust and acceptance by building strong relationships based on mutual respect Feedback: Whilst a great deal has been written about the importance of different kinds of management competences, many people who have forged successful careers working abroad consistently emphasise the important of personal traits and behavior in the way trust is built and relationships forged. Page reference: 218 Question 1 Reward management in the modern era involves: a) Just dealing with issues of pay b) A total reward roach c) Dealing solely with trade unions d) Dealing solely with legal issues Question 2 How organizations should be rewarding their employees is: a) On best practice b) Arbitrary c) Based on erstanding behavioural theories d) Based on Herzberg theory Question 3 Herzberg (2003) and Kohn (1993a) have consistently taken the view that rewards such as performance related pay fail to deliver because: a) They are viewed as 'hygiene tors' UMERA ANJUM

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT b) They are motivators c) They are unfair d) They are unwelcome by trade unions Question 4 Circumstances in which rewards normally impact on behaviour are: a) When given a pay increase b) When the wage or salary is seriously out of line with expectations c) Will not occur as pay is a 'hygiene tor' d) In all cases Question 5 The individual most associated with first recognizing the link between pay and performance was: a) Mayo b) F.W Taylor c) Herzberg d) Kohn Question 6 The incentivized level of effort and performance can only be accessed through additional financial payments that are between: a) 5 - 10% b) 10 - 15% c) 25 - 33% d) 34 - 40% Question 7 A set wage or salary is an expression of what type of reward? a) Rewards as rights UMERA ANJUM

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT b) Rewards as those which are contingent c) Rewards which are discretionary d) PRP Question 8 Paying people a monthly salary would not be suitable in which circumstances? a) When employing people on a part-time basis b) For those on regular fixed incomes c) When overtime varies and is a large part of the remuneration d) When employing people on a temporary basis Question 9 Annualized hours refers to: a) Those individuals who are seasonal workers b) Those employees working on shifts c) Full-time permanent employees d) Calculating working time on an annual rather than a weekly basis Question 10 The defining feature of incremental payment systems is: a) A fair days pay for a fair days work b) Cost of living c) Length of service d) The quantity of qualifications achieved Question 1 Reward management in the modern era involves: You did not answer the question. Correct answer: b) A total reward roach Feedback: UMERA ANJUM

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT Rewards are far from being solely about pay. According to Thompson (2002): '. . . the era in which reward was just about cash and benefits is gone forever; increasingly the emphasis in leading organizations is on a total reward roach, including more intangible rewards like the work environment and quality of life considerations, the opportunity for advancement and recognition, and flexible working'. Page reference: 311 Question 2 How organizations should be rewarding their employees is: You did not answer the question. Correct answer: b) Arbitrary Feedback: What emerges from the different academic contributions, research findings and individual experiences is that there is no consensus on how organizations should be rewarding their employees, nor is there any certainty that the use of particular rewards will actually generate the behaviours and outcomes desired by managers. Page reference: 311 Question 3 Herzberg (2003) and Kohn (1993a) have consistently taken the view that rewards such as performance related pay fail to deliver because: You did not answer the question. Correct answer: a) They are viewed as 'hygiene tors' Feedback: Writers such as Herzberg (2003) and Kohn (1993a) have consistently taken the view that rewards such as performance related pay (PRP) not only fail to deliver the intended outcomes, but actually distort behaviour and have a long-term detrimental effect on productivity. Kohn even equates these additional payments with bribes and argues that they should not be used, despite the t that many managers and employees believe that people will do a better job if they have been promised some kind of reward or incentive. Page reference: 311,312 Question 4 Circumstances in which rewards normally impact on behaviour are: You did not answer the question. Correct answer: b) When the wage or salary is seriously out of line with expectations UMERA ANJUM

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT Feedback: Most people would not reject an increase in their pay, but only when the wage or salary becomes seriously out of line with expectations or long-established comparators does pay, in the sense that the level is perceived to be too low, begin to have a significant impact on employee behaviour. Page reference: 313 Question 5 The individual most associated with first recognizing the link between pay and performance was: You did not answer the question. Correct answer: b) F.W Taylor Feedback: Certain kinds of rewards, particularly monetary incentives, can deliver significant improvements in. This belief was brought to the fore by the experiences and writings of FW Taylor (1998) at the beginning of the twentieth century. Taylor believed that workers who placed a high value on money and were not of high intelligence would respond positively to the prospect of earning more through increasing their performance. His motto 'a fair days pay for a fair days work' is still a common term in management circles. Page reference: 315 Question 6 The incentivized level of effort and performance can only be accessed through additional financial payments that are between: You did not answer the question. Correct answer: c) 25 - 33% Feedback: The 'incentivized' level of effort and performance, which can only be accessed through additional monetary payments, in the form of incentives. Those who adopt this view also tend to believe that the incentivized level of effort and performance can only be accessed through additional financial payments that are between 25 to 33 per cent of pay. Page reference: 315 Question 7 A set wage or salary is an expression of what type of reward? You did not answer the question. Correct answer: UMERA ANJUM

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT a) Rewards as rights Feedback: Rewards become rights largely through the process of managers offering employment, and through the prospective employee agreeing to accept the terms and conditions embodied in the contract of employment. Many of the expressed terms of the contract refer to what the employer is contracted to provide to the employee, in the form of a set wage or salary, holidays, pension, sick pay entitlements, and so on. Page reference: 319 Question 8 Paying people a monthly salary would not be suitable in which circumstances? You did not answer the question. Correct answer: c) When overtime varies and is a large part of the remuneration Feedback: The advantages to the organization of paying employees a salary each month include that the amount remains fixed, simplifying administration of the payroll; the employee enjoys a regular income and can arrange his or her own personal finances aro this predictable monthly payment. This system may not suit positions in which overtime - i.e. time worked that is additional to the contracted level varies and forms a significant proportion of the wage earned. Page reference: 325 Question 9 Annualized hours refers to: You did not answer the question. Correct answer: d) Calculating working time on an annual rather than a weekly basis Feedback: As the term implies, an annual hours roach to work and payment involves calculating working time on an annual, rather than a weekly, basis. Page reference: 326 Question 10 The defining feature of incremental payment systems is: You did not answer the question. Correct answer: c) Length of service Feedback: UMERA ANJUM

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT The defining feature of this type of pay scheme is the way in which length of service drives pay increases, in addition to annual increases linked to cost-of-living adjustments. Incremental awards are generally limited to salaried employees, particularly those who work in the public sector. Page reference: 327 MCQ. The new performance 'raisal systems' and incentives usage is the part of A. mobilize commitment B. consolidation of gains C. creating guiding coalition D. reinforcement of new programs Answer D MCQ. Communicating leadership' involves A. personal competencies B. interpersonal competencies C. business management D. both A and C Answer B MCQ. The teaching of current employees with the skills needed to perform effectively on job is A. training B. negligent training C. both A and B D. learning Answer A MCQ. The Lewin's process consists of UMERA ANJUM

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT A. unfreezing stage B. moving stage C. refreezing stage D. all of above Answer D MCQ. 'Managing tasks effectively' comes er A. personal competencies B. interpersonal competencies C. business management D. Both A and C Answer A Question 1 Reward management in the modern era involves: a) Just dealing with issues of pay b) A total reward roach c) Dealing solely with trade unions d) Dealing solely with legal issues Question 2 How organizations should be rewarding their employees is: a) On best practice b) Arbitrary c) Based on erstanding behavioural theories d) Based on Herzberg theory

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT Question 3 Herzberg (2003) and Kohn (1993a) have consistently taken the view that rewards such as performance related pay fail to deliver because: a) They are viewed as 'hygiene tors' b) They are motivators c) They are unfair d) They are unwelcome by trade unions Question 4 Circumstances in which rewards normally impact on behaviour are: a) When given a pay increase b) When the wage or salary is seriously out of line with expectations c) Will not occur as pay is a 'hygiene tor' d) In all cases Question 5 The individual most associated with first recognizing the link between pay and performance was: a) Mayo b) F.W Taylor c) Herzberg d) Kohn Question 6 The incentivized level of effort and performance can only be accessed through additional financial payments that are between: a) 5 - 10% b) 10 - 15% c) 25 - 33% d) 34 - 40%

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT Question 7 A set wage or salary is an expression of what type of reward? a) Rewards as rights b) Rewards as those which are contingent c) Rewards which are discretionary d) PRP Question 8 Paying people a monthly salary would not be suitable in which circumstances? a) When employing people on a part-time basis b) For those on regular fixed incomes c) When overtime varies and is a large part of the remuneration d) When employing people on a temporary basis Question 9 Annualized hours refers to: a) Those individuals who are seasonal workers b) Those employees working on shifts c) Full-time permanent employees d) Calculating working time on an annual rather than a weekly basis Question 10 The defining feature of incremental payment systems is: a) A fair days pay for a fair days work b) Cost of living c) Length of service d) The quantity of qualifications achieved Question 1 Reward management in the modern era involves: UMERA ANJUM

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT You did not answer the question. Correct answer: b) A total reward roach Feedback: Rewards are far from being solely about pay. According to Thompson (2002): '. . . the era in which reward was just about cash and benefits is gone forever; increasingly the emphasis in leading organizations is on a total reward roach, including more intangible rewards like the work environment and quality of life considerations, the opportunity for advancement and recognition, and flexible working'. Page reference: 311 Question 2 How organizations should be rewarding their employees is: You did not answer the question. Correct answer: b) Arbitrary Feedback: What emerges from the different academic contributions, research findings and individual experiences is that there is no consensus on how organizations should be rewarding their employees, nor is there any certainty that the use of particular rewards will actually generate the behaviours and outcomes desired by managers. Page reference: 311 Question 3 Herzberg (2003) and Kohn (1993a) have consistently taken the view that rewards such as performance related pay fail to deliver because: You did not answer the question. Correct answer: a) They are viewed as 'hygiene tors' Feedback: Writers such as Herzberg (2003) and Kohn (1993a) have consistently taken the view that rewards such as performance related pay (PRP) not only fail to deliver the intended outcomes, but actually distort behaviour and have a long-term detrimental effect on productivity. Kohn even equates these additional payments with bribes and argues that they should not be used, despite the t that many managers and employees believe that people will do a better job if they have been promised some kind of reward or incentive. Page reference: 311,312

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT Question 4 Circumstances in which rewards normally impact on behaviour are: You did not answer the question. Correct answer: b) When the wage or salary is seriously out of line with expectations Feedback: Most people would not reject an increase in their pay, but only when the wage or salary becomes seriously out of line with expectations or long-established comparators does pay, in the sense that the level is perceived to be too low, begin to have a significant impact on employee behaviour. Page reference: 313 Question 5 The individual most associated with first recognizing the link between pay and performance was: You did not answer the question. Correct answer: b) F.W Taylor Feedback: Certain kinds of rewards, particularly monetary incentives, can deliver significant improvements in. This belief was brought to the fore by the experiences and writings of FW Taylor (1998) at the beginning of the twentieth century. Taylor believed that workers who placed a high value on money and were not of high intelligence would respond positively to the prospect of earning more through increasing their performance. His motto 'a fair days pay for a fair days work' is still a common term in management circles. Page reference: 315 Question 6 The incentivized level of effort and performance can only be accessed through additional financial payments that are between: You did not answer the question. Correct answer: c) 25 - 33% Feedback: The 'incentivized' level of effort and performance, which can only be accessed through additional monetary payments, in the form of incentives. Those who adopt this view also tend to believe that the incentivized level of effort and performance can only be accessed UMERA ANJUM

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT through additional financial payments that are between 25 to 33 per cent of pay. Page reference: 315 Question 7 A set wage or salary is an expression of what type of reward? You did not answer the question. Correct answer: a) Rewards as rights Feedback: Rewards become rights largely through the process of managers offering employment, and through the prospective employee agreeing to accept the terms and conditions embodied in the contract of employment. Many of the expressed terms of the contract refer to what the employer is contracted to provide to the employee, in the form of a set wage or salary, holidays, pension, sick pay entitlements, and so on. Page reference: 319 Question 8 Paying people a monthly salary would not be suitable in which circumstances? You did not answer the question. Correct answer: c) When overtime varies and is a large part of the remuneration Feedback: The advantages to the organization of paying employees a salary each month include that the amount remains fixed, simplifying administration of the payroll; the employee enjoys a regular income and can arrange his or her own personal finances aro this predictable monthly payment. This system may not suit positions in which overtime - i.e. time worked that is additional to the contracted level varies and forms a significant proportion of the wage earned. Page reference: 325 Question 9 Annualized hours refers to: You did not answer the question. Correct answer: d) Calculating working time on an annual rather than a weekly basis Feedback: As the term implies, an annual hours roach to work and payment involves calculating working time on an annual, rather than a weekly, basis. Page reference: 326 UMERA ANJUM

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT Question 10 The defining feature of incremental payment systems is: You did not answer the question. Correct answer: c) Length of service Feedback: The defining feature of this type of pay scheme is the way in which length of service drives pay increases, in addition to annual increases linked to cost-of-living adjustments. Incremental awards are generally limited to salaried employees, particularly those who work in the public sector. Page reference: 327 The correct answer for each question is indicated by a .

1 INCORRECT

When a company ventures into international business and as subsidiaries are added and managed by locals, a polycentric roach makes more sense. A) True B) False Page: 440

2 CORRECT Some cultures emphasize universal criteria in the selection process. The emphasis is on who the person is, and his or her family backgro and connections are important, as opposed to what he or she can do for the organization. A) True B) False Page: 442

3 CORRECT Research conducted in the human resource field shows that women are more effective than men as expatriate managers in parts of the world where result oriented managers do much better. A) True UMERA ANJUM

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT B) False Page: 455

4 INCORRECT

Signature International's foreign subsidiary is concerned about the shortage of skilled resources among the local population. Its major challenge involves recruiting the right talent and intensively training them in order to make them perform their job requirements effectively. Which IHRM concern is Signature ing? A) National concern B) Cultural concern C) Organizational concern D) Technological concern Page: 440

5 INCORRECT

In the selection process, when it doesn't matter who the person is, but what the person can do for the organization, the culture is emphasizing the need for _____ criteria. A) ascriptive B) prescriptive C) descriptive D) universal Page: 442

6 INCORRECT

A newspaper advertisement that explicitly states that a company is looking for a young male within a specific age range for a job is an example of: A) ascriptive criteria. B) descriptive criteria. C) normative criteria. D) prescriptive criteria.

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT Page: 442

7 INCORRECT

Which of the following statements represent training and development culture in Latin America? The education system relies on written demonstration and A) lecturing time is limited. Trainer determines objectives with input from trainees and B) their managers. Trainees can and do challenge trainer; trainer can be C) informed and casual. Value and importance of the training is judged by location, D) dignitaries invited for the ceremonies, and academic affiliation of trainer. Page: 445

8 INCORRECT

In adjusting to living or working abroad for a long period of time, the _____ phase begins with the initial contact with another culture, and a sense of optimism and euphoria are common. A) culture shock B) honeymoon C) adjustment D) mastery Page: 449

9 CORRECT When an expatriate is provided free housing and transportation and an equivalent sum is subtracted from his basic pay, the amount deducted is a: A) citizenship salary system. B) negative allowance. C) incentives. D) local taxes. Page: 452

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT 10 INCORRECT

According to the text, a study on repatriated managers showed that: three-fourths of expatriates felt they returned to a A) promotion. 60 percent of expatriates had difficulty in seeking out B) others from their home country with whom they can compare experiences about their difficulties. 60 percent of expatriates ed difficulties due to differences C) in language and shopping habits and a dislike for the country. 25 percent of the expatriates left the organization within a D) year after their return. Page: 454

1. The meaning of the acronym HRM is __ (a) Human Relations Management (b) Humanistic Resource Management (c) Human Resource Management (d) Human Resourceful Management 2. The term used before the language of modern HRM was _______ (a) Labour Relations (b) Personnel Management (c) Industrial Management (d) All of the above 3. Which of the following is not a function normally performed by HR department? (a) Accounting (b) Recruitment and Selection (c) Pay and Reward (d) Employee Relations 4. Which of the following statements is false? (a) Organizations are now less hierarchical in nature (b) Organizations are now generally focusing upon domestic rather than international matters (c) Organizations have adopted more flexible norms (d) Organizations have been subject to a raft of organizational change programs 5. HRM is__________ (a) employee oriented (b) employer oriented (c) legally oriented (d) none of the above 6. scope of the HRM includes __ (a) retirement and separation of employees UMERA ANJUM

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT (b) HR training and development (c) industrial relations (d) all of the above 7. HRM is_________ (a) a staff function (b) a line function (c) a staff function, line function and accounting function (d) a\l of the above 8. The objectives of HRM are categorized as __ (a) personal objectives (b) functional objectives (c) organisational and social objectives (d) all of the above 9. The scope of HRM does not include __ (a) retirement of employees (b) manpower planning (c) training of employees (d) maintenance of accounts 10. The meaning of the acronym ‘SHRM’ is __ (a) Short-term Human Resource Management (b) Strategic Human Resource Management (c) Strategestic Human Resource Management (d) Strategic Humane Resource Management 11. Recruitment is widely viewed as a __ (a) positive process (b) negative process (c) positive as well as negative process (d) none of the above processes 12. Recruitment policy usually highlights need for establishing __ (a) job specification (b) job analysis (c) job description (d) none of the above 13. The process of developing the licant’s pool for job openings in an organization is called____ (a) Hiring (b) Recruitment (c) Selection (d) Retention 14. A brief write-up of what the job is all about is __ (a) job finding UMERA ANJUM

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INTERNATIONAL HUMAN RESOURCE MANAGEMENT (b) job summary (c) job analysis (d) job specification 15. A job specification is one of the areas of __ (a) job analysis (b) job design (c) job description

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