International Human Resource Management
Chapter Exam Questions
Course Introduction
International Human Resource Management explores the strategies, policies, and practices involved in managing a diverse workforce across global organizations. The course examines the complexities faced by multinational enterprises, including cross-cultural communication, international recruitment and selection, global talent management, expatriation and repatriation, and navigating differences in labor laws and ethical standards. Students will gain insight into the challenges and opportunities presented by global mobility, international training and development, and the strategic alignment of human resource functions with business objectives in a global context. Case studies and contemporary issues equip learners with the tools to effectively manage human resources in dynamic international environments.
Recommended Textbook
International Management 7th Edition by Helen Deresky
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Chapter 1: Assessing the Environment Political, Economic,
Legal, Technological
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Q1) Which of the following is characterized by networks of international linkages that bind countries, institutions, and people in an interdependent global economy?
A) ethnocentrism
B) nationalization
C) governmentalism
D) globalization
Answer: D
Q2) Which of the following requires that the firm actively involve nationals in the management of the subsidiary?
A) equity sharing
B) participative management
C) localization of the operation
D) development assistance
Answer: B
Q3) What is the primary difference between expropriation and confiscation?
Answer: Under expropriation, companies receive inadequate compensation for their assets that were seized by the local government.In contrast, confiscation refers to the seizure of assets where no compensation is provided.
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Chapter 2: Managing Interdependence Social Responsibility and Ethics
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Q1) What is the purpose of the Foreign Corrupt Practices Act?
Answer: The Foreign Corrupt Practices Act prohibits U.S.companies from making illegal payments or other gifts, or political contributions to foreign government officials for the purpose of influencing them in business transactions.The goal was to stop MNCs from contributing to corruption in foreign governments, and to upgrade the image of the U.S.and its companies operating overseas.
Q2) Typical policies implemented by MNCs to confront concerns about ethical behavior include all of the following EXCEPT ________.
A) developing a worldwide code of ethics
B) integrating ethical policies into strategy development
C) assessing the firm's ethical posture on a regular basis
D) lobbying host governments to prosecute ethics violations
Answer: D
Q3) A global corporate culture has most likely occurred as a result of ________.
A) corporate-level organizational boundaries
B) internationally linked securities markets
C) micropolitical risk events
D) multimedia pressures
Answer: B
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Chapter 3: Understanding the Role of Culture
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Q1) Global managers that exhibit cultural intelligence and cultural sensitivity are most likely able to ________.
A) negotiate effectively in expatriate assignments
B) request bonuses for overseas job assignments
C) implement technological changes quickly
D) conduct efficient performance appraisals
Answer: A
Q2) What are some of the restrictions placed on women in Saudi Arabia? To what extent are women involved in economic and other activities in Saudi Arabia?
Answer: Even though Saudi Arabia ratified an agreement in 2000 designed to eliminate discrimination against women, the country still places restrictions on what women can and cannot do.On the one hand, women outnumber men in Saudi universities (there are separate male and female universities), and Saudi women comprise a large portion of teachers and doctors.In the workforce however, women make up only 7 percent.They own about 20% of all Saudi businesses (but can sell only to women).Women are not allowed to drive, to have private law or architectural firms, or to be engineers.They must cover their hair in public and are not allowed to work alongside men.
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Chapter 4: Communicating Across Cultures
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Q1) A ________ culture is characterized by people standing close together and touching a great deal.
A) low-contact
B) low-context
C) high-contact
D) high-context
Q2) Which of the following is a true statement about polychronic cultures?
A) Time serves to order life into compartments.
B) Switzerland and Germany are polychronic cultures.
C) Polychronic people focus on relationships rather than material systems.
D) Polychronic people are highly driven to complete tasks by assigned deadlines.
Q3) John Smith travels back and forth between the U.S. and Saudi Arabia as an international manager. On John's most recent trip to Saudi Arabia, he presents his business associate, Tariq Ahmed, with a silk scarf. The scarf is intended as a gift for Tariq's wife. John's actions will most likely be viewed by Tariq as ________.
A) a thoughtful gesture from the American
B) an inappropriate and impolite gesture
C) a bribe punishable by imprisonment
D) an obligation that must be reciprocated
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Chapter 5: Cross Cultural Negotiation and Decision Making
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Q1) What are the characteristics of successful American negotiators?
Q2) Fizzy is an American firm that manufactures carbonated soft drinks. Fizzy executives want to enter the global market, and they are considering the idea of a joint venture with a beverage company located overseas. After conducting research on different beverage firms, Fizzy executives have narrowed the list of possibilities to a large beverage manufacturer located in China. Kevin Washburn and three other top-level executives at Fizzy have been assigned to the negotiating team. The team has flown to China to negotiate the details of the joint venture. Which of the following best supports Kevin's argument that he should be the primary negotiator?
A) Kevin has an aggressive personality.
B) Kevin leads all negotiations with U.S. firms.
C) Kevin is the oldest person on the negotiating team.
D) Kevin is the youngest person on the negotiating team.
Q3) Which stage of the negotiation process is most likely to be overlooked by managers from the U.S.?
A) concessions and agreement
B) relationship building
C) preparation
D) persuasion
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Chapter 6: Formulating Strategy
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Q1) What is the difference between environmental scanning at the multinational level and the regional level?
Q2) Import controls, equity requirements, and local content requirements are all examples of which environmental scanning variable?
A) currency instability
B) political instability
C) global competition
D) nationalism
Q3) When are alliance-based entry modes most appropriate?
Q4) All of the following are common examples of government incentives used to attract foreign investment EXCEPT ________.
A) loans
B) tax holidays
C) use of property
D) minimum wage reductions
Q5) What is strategy? What is strategic planning?
Q6) What are the two levels of strategic alternatives that a firm must consider when competing internationally?
Q7) What are the most common reactive reasons that firms expand internationally?
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Chapter 7: Global Alliances and Strategy Implementation
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Q1) Strategic alliances are also known as ________.
A) competitive strategies
B) cooperative strategies
C) independent strategies
D) virtual strategies
Q2) How did Mercedes-Benz adapt to U.S. culture and management styles in its Alabama plant?
A) required workers to contact managers before correcting assembly line problems
B) formed workers into teams that met every day to solve problems
C) replaced casual attire with uniforms bearing the Mercedes logo
D) implemented a hierarchical system of decision-making
Q3) All of the following are typical reasons for forming cross-border alliances EXCEPT
A) avoiding import barriers
B) sharing R&D costs and risks
C) gaining access to specific markets
D) testing marketing campaigns overseas
Q4) What is the difference between a joint venture, equity strategic alliance, and non-equity strategic alliance?
Q5) What are the goals of Russian firms that seek alliances with foreign companies?
Page 9
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Chapter 8: Organization Structure and Control Systems
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Q1) Contingency theory proposes that the best organizational structure is that which
A) enables a firm to globalize quickly
B) leads to a high-efficiency work system
C) provides for balanced control of subsidiaries
D) allows the firm to carry out its strategic goals
Q2) Based on Samsung's 2009 reorganization, which of the following best describes the firm's new strategy?
A) decreasing political risk
B) controlling and improving cash flow
C) increasing bureaucratic controls and levels
D) competing aggressively in the electronics market
Q3) With a transnational strategy, the need for complex integrating mechanisms is ________, and in an international strategy, the need is ________.
A) very high; very low
B) very low; high
C) very high; medium
D) medium; very high
Q4) Can a firm's organizational structure become too complicated? Why or why not?
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Chapter 9: Staffing Training and Compensation for Global Operations
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Q1) What are the advantages of using expatriates to manage foreign subsidiaries?
Q2) Which of the following factors will most likely hinder the integration of expatriate staff with local staff?
A) exhibiting deep financial knowledge
B) delegating a small number of responsibilities
C) transferring business and technical knowledge
D) having previous assignments in the same region
Q3) Which of the following best explains why China has a surplus of entry-level managers but very few upper-level managers?
A) The Chinese culture holds that women should not work in business.
B) The Chinese government limits the age at which people may work.
C) Many Chinese attended college in the U.S. and never returned.
D) Most Chinese prefer to attend trade school rather than college.
Q4) Which of the following is the most common staffing choice for a foreign subsidiary when proprietary technology is used extensively?
A) independent contractors
B) host-country nationals
C) third-country nationals
D) parent-country nationals
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Chapter 10: Developing a Global Management Cadre
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Q1) What skills can managers gain from overseas assignments? Why are North American female managers so infrequently offered the opportunity to acquire international experience?
Q2) What is the most likely reason that many European businesses move jobs overseas?
A) EU restrictions
B) euro instability
C) poor labor relations
D) technology infrastructure
Q3) The labor contract generally determines all of the following EXCEPT ________.
A) job duties
B) retirement
C) firing procedures
D) performance appraisals
Q4) An repatriated manager says, "I learned to understand situations from the viewpoint of local employees and businesspeople when I worked overseas." Which of the following skills did the manager most likely acquire?
A) technical knowledge
B) multiple perspectives
C) autocratic management
D) tolerance for ambiguity
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Chapter 11: Motivating and Leading
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Q1) Which of the following is NOT one of the four personal development strategies through which companies and managers can meet the requirements of effective global leadership?
A) through travel
B) through teamwork
C) through training
D) through technology
Q2) In the Mexican culture, family and relationships are highly valued. How does this tendency affect work and business in Mexico?
Q3) What cultures are considered masculine and feminine according to Hofstede? How does a culture's degree of masculinity or femininity affect the way a manager motivates employees?
Q4) With regards to Maslow's hierarchy of needs, how do Western and Eastern cultures differ in their views of what needs are most important?
Q5) Low power distance suggests that people are more motivated by ________.
A) pressure from supervisors
B) flexible roles
C) teamwork
D) variety.
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