International Human Resource Management Practice Exam
Course Introduction
International Human Resource Management examines the complexities and challenges of managing people across borders in multinational organizations. The course explores strategic HRM practices within an international context, including global recruitment and selection, expatriate management, cross-cultural training, compensation systems, performance management, and labor relations. Students analyze the influence of cultural, legal, and economic factors on HRM policies, gain insight into global workforce diversity, and develop skills for effective leadership and ethical decision-making in diverse international settings. Through case studies and practical applications, learners gain a comprehensive understanding of how organizations can achieve business goals by effectively managing human capital worldwide.
Recommended Textbook
Managing Human Resources 8th Global Edition by David B Balkin
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Page 2
Chapter 1: Meeting Present and Emerging Strategic Human Resource Challenges
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Q1) A firm considering the volatility of its product market, the degree of change that its product is experiencing over the passing of time, and the number of competitors with which it is competing is probably examining its HR strategy's fit with:
A)organizational characteristics.
B)organizational capabilities.
C)the environment.
D)the customers.
Answer: C
Q2) Town House Publishing is implementing a new HR strategy, and to give it the best chance of succeeding, the HR department should most likely:
A)increase diversity in the environment.
B)ensure managers' commitment to the strategy.
C)create a back-up strategy to implement in case the initial strategy fails.
D)centralize management in order to communicate more effectively with employees. Answer: B
Q3) A(n)________ is the formulation and implementation of strategies by a firm that is relatively autonomous, even if it is part of a larger corporation.
Answer: business unit strategy
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Chapter 2: Managing Work Flows and Conducting Job Analysis
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Q1) The quality-of-work-life program at Ford is an example of a:
A)self-managed work team.
B)problem-solving team.
C)quality circle.
D)special-purpose team.
Answer: D
Q2) The basic element of work that is a logical and necessary step to perform a job is a:
A)duty.
B)task.
C)responsibility.
D)job description.
Answer: B
Q3) Which question would most likely be answered by a job analysis?
A)What machines are required for the job?
B)What job design method is best for the position?
C)What recruiting methods are used for filling the job?
D)What performance appraisal system is used to evaluate the job?
Answer: A
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Chapter 3: Understanding Equal Opportunity and the Legal Environment
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Q1) ________ is discrimination against a nonprotected-class member resulting from attempts to recruit and hire members of protected classes.
Answer: Reverse discrimination
Q2) Job duties that each person in a certain position must do or must be able to do to be an effective employee are referred to as ________.
Answer: essential functions
Q3) In a utilization analysis, you do NOT need to determine the percentage of protected-class members in which of the following groups of people?
A)Local population
B)Participants in employer-sponsored training programs
C)Local labor force
D)Unqualified workers in the local labor market
Answer: D
Q4) The federal law that permits plaintiffs to collect punitive and compensatory damages is the Civil Rights Act of 1991.
A)True
B)False
Answer: True
Page 5
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Chapter 4: Managing Diversity
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Q1) Refer to Additional Case 4.4. Which of the following is the most important step for Xavier as he institutes a diversity program at Hot Rods?
A)Adopting a narrow definition of diversity in order to not let the term become overly-inclusive
B)Creating a two-day training program and requiring all employees to attend
C)Involving a cross-section of employees in designing the program
D)Focusing the program solely on top management
Q2) One way to guarantee managers' buy-in and reinforcement of diversity efforts is to:
A)require managers to participate in annual diversity seminars.
B)hold mangers accountable for fulfilling diversity objectives.
C)create manager-led minority support groups.
D)conduct an official diversity audit.
Q3) Firms are most likely hesitant to perform official diversity audits because they:
A)worry about offending minority employees.
B)develop HR policies based on EEOC guidelines.
C)fear the information could be used in a lawsuit.
D)doubt the soundness and relevancy of any data.
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Page 6
Chapter 5: Recruiting and Selecting Employees
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Q1) Most state courts have upheld that employers have a qualified privilege to discuss an employee's past performance. Which of the following is NOT one of the rules a firm must follow to have this privilege?
A)Applicant must receive a copy of any information released by a former employer.
B)Inquirer must exhibit a job-related need to know the information.
C)Former employers must release only truthful information.
D)EEO-related information should not be released.
Q2) Which of the following would be most appropriate to measure a job candidate's math and verbal skills?
A)Honesty test
B)Application form
C)Cognitive ability test
D)Work sample test
Q3) Which screening method is most commonly used to help firms avoid negligent hiring lawsuits?
A)Recommendation letters
B)Assessment centers
C)Background checks
D)Honesty tests
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Page 7
Chapter 6: Managing Employee Separations, Downsizing, and Outplacement
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Q1) According to the WARN Act, which of the following must provide warning of an impending layoff?
A)All federal contractors
B)All employers regardless of size
C)Any employer laying off more than 25 workers
D)Any employer with more than 100 employees
Q2) A firm with too many management layers and bureaucratic work processes would most likely benefit from:
A)rightsizing.
B)discharges.
C)downsizing.
D)early retirements.
Q3) A firm that tells employees that if they don't take early retirement they may still lose their jobs due to future layoffs is most likely open to age discrimination charges.
A)True
B)False
Q4) What problems are frequently associated with early retirement programs? How can HR minimize such problems? What benefits might a firm experience from such employee separations?
Chapter 7: Appraising and Managing Performance
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Q1) Sam, a data analyst, has not been completing tasks as quickly as his manager, Elizabeth, would like. Elizabeth has scheduled a meeting with Sam to discuss the issue. What should Elizabeth do first at the meeting?
A)Ask Sam if he has been having personal problems at home
B)Enroll Sam in a training and development program
C)Tell Sam that he could lose his position soon
D)Define the performance problem for Sam
Q2) Refer to Additional Case 7.1. The best appraisal system for Shannon's sales management team would most likely be:
A)rank order.
B)trait based.
C)outcome based.
D)behavioral based.
Q3) Maximizing benefits over costs is the primary goal of rational performance appraisal.
A)True
B)False
Q4) How do rater errors and personal emotions affect the performance appraisal process? How can firms manage the impact of both?
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Chapter 8: Training the Workforce
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Q1) External sources of information that workers can access quickly when they need help in making a decision or performing a specific task are referred to as ________.
Q2) Refer to Additional Case 8.4. Because of RightChoice's flexible approach to employee scheduling, many workers have changing work schedules and they often help one another in various job operations or work in job rotation. In order to train new employees for this type of working environment, the company should implement:
A)diversity training.
B)cross-functional training.
C)customer service training.
D)360° feedback.
Q3) Refer to Additional Case 8.2. Which of the following questions should Aysha first answer to accomplish her assignment?
A)What development options are available at Singer?
B)How will training be provided to Singer's foreign workers?
C)What external factors affect Singer's long- and short-term goals?
D)What are the job requirements for Singer's customer service representatives?
Q4) ________ is the use of a number of technologies to replicate the entire real-life working environment in real time.
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Chapter 9: Developing Careers
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Q1) A career development activity in which managers make decisions regarding the advancement potential of subordinates is referred to as a(n)________.
Q2) The purpose of career development has changed over time and shifted its focus from the:
A)organization to both the organization and the individual.
B)individual to the organization.
C)organization to the individual.
D)individual to the community.
Q3) A pitfall of using performance appraisals as a tool for organizational assessment is that:
A)it assesses past performance and does not necessarily predict future performance.
B)the process makes employees nervous and initiates voluntary separations.
C)employees focus too much on their reputations rather than their job performance.
D)it fosters unrealistic expectations for career advancement opportunities.
Q4) What are the primary challenges that firms typically face when implementing career development programs? How can firms address the additional challenge of dual-career couples?
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Chapter 10: Managing Compensation
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Q1) Which of the following is most likely true regarding compensation systems?
A)Nonmonetary rewards tend to predominate in companies concerned with external equity.
B)External equity is easier to manage in decentralized pay systems.
C)The nine issues discussed in the text regarding compensation are interdependent with minimal influence on one another.
D)Centralized pay systems work best in large, diverse organizations.
Q2) Employees' total compensation consists of which of the following?
A)Base compensation, personnel costs, payroll
B)Benefits, pay incentives, personnel costs
C)Base compensation, pay incentives, indirect compensation
D)Payroll, pay incentives, base compensation
Q3) A job hierarchy lists jobs in order of their importance to an organization.
A)True
B)False
Q4) The MAA gives the highest possible points to which compensable factor?
A)Problem solving
B)Accountability
C)Experience
D)Skill
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Chapter 11: Rewarding Performance
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Q1) The experience of Century Telephone Company clearly showed that pay-for-performance programs may promote:
A)problems linking group and individual incentives.
B)ethical violations that led to employee lawsuits.
C)increases in employee conflicts and stress.
D)excessive union involvement.
Q2) ________ is a theory of behavior holding that people tend to do those things that are rewarded.
Q3) Which of the following is an advantage of corporatewide pay-for-performance plans?
A)Financial flexibility
B)Group cohesiveness
C)Minimal employee risks
D)Significant productivity improvements
Q4) Gainsharing works best when:
A)the organization is a large, global conglomerate.
B)the firm relies heavily on supervisors.
C)technology is used to gain efficiency.
D)product demand fluctuates.
Q5) ________ are noncash incentives given to a firm's executives.
Page 13
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Chapter 12: Designing and Administering Benefits
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Q1) U.S. employers offer an average of ________ sick leave days a year for full-time employees.
A)5
B)10
C)15
D)20
Q2) You have worked for Steel Workings for nearly eight years. Your employee-provided funds and employer-contributed funds are all vested. You intend to quit your job at Steel Workings to take another job. Your retirement funds will most likely:
A)be lost upon your voluntary separation from Steel Workings.
B)be decreased by half upon your voluntary separation from Steel Workings.
C)stay with you when you move from Steel Workings.
D)not be contributed to by your new employer.
Q3) Long-term disability insurance:
A)takes effect after unemployment insurance runs out.
B)begins after a disability of six months.
C)replaces 100% of an employee's income for up to six months.
D)supplements unemployment insurance payments.
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Chapter 13: Developing Employee Relations
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Q1) Refer to Additional Case 13.2. Which of the following is the most appropriate response to concerns about an employee handbook?
A)Starline should not create a handbook because they are irrelevant given modern technology.
B)The HR department at Starline should update the handbook at least once or twice a year to protect the firm legally.
C)Starline employees should sign the handbook acknowledging that the document contains policies but is not a contract.
D)Given that Starline is a small company, a handbook is unnecessary because policies can be conveyed verbally.
Q2) What is the purpose of Employee Assistance Programs? What steps are involved in establishing an EAP? How can an EAP enhance employee relations?
Q3) According to a study in your text, the rate of problem resolution for EAPs is about: A)38%.
B)58%.
C)78%.
D)98%.
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Chapter 14: Respecting Employee Rights and Managing Discipline
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Q1) About ________ of the U.S. labor force is covered by union contracts.
A)6%
B)12%
C)24%
D)36%
Q2) A right protected by specific laws is referred to as a(n)________.
Q3) Refer to Additional Case 14.1. Which of the following is the most appropriate alternative to random drug testing at Catalina?
A)Initiating an EAP
B)Conducting additional safety training
C)Using computer-based performance tests
D)Requiring honesty tests during recruiting and screening
Q4) Managers that suspect drug use is the source of an employee's performance problems, should most likely:
A)refer the employee to an AA group.
B)begin discipline procedures.
C)interview co-workers.
D)dismiss the employee.
Page 16
Q5) A legally binding promise between two or more competent parties is called a(n)________.
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Chapter 15: Working With Organized Labor
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Q1) Before 1943, no laws protected labor unions and their members.
A)True
B)False
Q2) Refer to Additional Case 15.4. Karsten would most likely explain to Demetry that at least ________ of the employees must sign an authorization card before a union certification election can occur.
A)15%
B)30%
C)45%
D)60%
Q3) A labor relations strategy in which management chooses to view the union as its employees' legitimate representative and accepts collective bargaining as an appropriate mechanism for establishing work-place rules is a(n)________.
Q4) The independent federal agency created by the Wagner Act to administer U.S. labor law is the ________.
Q5) A(n)________ is a strike that takes place when an agreement is not reached during collective bargaining.
Q6) A company's overall plan for dealing with labor relations is its ________.
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Chapter 16: Managing Workplace Safety and Health
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Q1) According to the text, OSHA has been criticized for lacking occupational standards related to:
A)combustible dust.
B)asbestos exposure.
C)confined spaces.
D)infectious diseases.
Q2) Which term refers to the time during which an employer is required to correct a hazard found by an OSHA inspector?
A)Temporary variance
B)Restoration period
C)Abatement period
D)Citation calendar
Q3) Employee burnout:
A)causes mental but not physical problems.
B)is the leading cause of workplace violence.
C)cannot be effectively treated by an EAP.
D)negatively affects employee performance.
Q4) The number of workplace homicides increased significantly between 2008 and 2009.
A)True
B)False
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Chapter 17: International HRM Challenge
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Q1) Which of the following is LEAST relevant to successful career planning for expatriates?
A)The spouses of expatriates receive adequate career support during the assignment.
B)Expatriates receive support from the home office through a mentoring program.
C)The power distance is greater in the home country than in the foreign country.
D)International assignments act as a step toward advancement within the firm.
Q2) A(n)________ is a firm with operations in many countries and highly decentralized operations.
Q3) The degree to which a society places a high value on the future as opposed to the past or present describes Hofstede's cultural dimension of:
A)power distance.
B)individualism.
C)long-term/short-term orientation.
D)uncertainty avoidance.
Q4) When a country's political situation is unstable, it is best to use expatriates in top management positions.
A)True
B)False
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