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Multiple Choice Questions For Chapter 18

This document contains 16 multiple choice questions about global human resource management. The questions cover topics such as: types of international managers, staffing policies, reasons for declining ethnocentric policies, problems with geocentric policies, cultural training, evaluating expatriate performance, and sources of union bargaining power. The questions assess understanding of key concepts in international HRM.

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Gabriel Steven Millan
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802 views

Multiple Choice Questions For Chapter 18

This document contains 16 multiple choice questions about global human resource management. The questions cover topics such as: types of international managers, staffing policies, reasons for declining ethnocentric policies, problems with geocentric policies, cultural training, evaluating expatriate performance, and sources of union bargaining power. The questions assess understanding of key concepts in international HRM.

Uploaded by

Gabriel Steven Millan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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CHAPTER 18

Global Human Resource Management

Multiple Choice Questions

1. A citizen of one country who is working abroad in one of the firm's subsidiaries is known
as a(n) 
A. Subsidiary manager
B. Foreign manager
C. International manager
D. Inpatriate manager

2.  Which of the following is mainly concerned with the selection of employees for
particular jobs? 
A. Retention policy
B. Staffing policy
C. Incentive policy
D. Appraisal policy

3. An organization's norms and value systems are known as 


A. Human resource management
B. Corporate governance
C. Business ethics
D. Corporate culture

4. An ethnocentric staffing policy is one in which 


A. All key management positions are filled by parent company nationals
B. Host-country nationals are recruited to manage subsidiaries while parent-company nationals
occupy key positions at corporate headquarters
C. The best people, regardless of nationality, are recruited to fill key positions throughout the
organization
D. Corporate bureaucracy overwhelms the system leaving key positions to be filled in a
haphazard manner

5. A firm that is trying to maintain a unified corporate culture will pursue a(n) 
A. Geocentric staffing policy
B. Regiocentric staffing policy
C. Ethnocentric staffing policy
D. Polycentric staffing policy

6. A polycentric approach to staffing is one in which 


A. All key management positions are filled by parent company nationals
B. Host-country nationals are recruited to manage subsidiaries while parent-company nationals
occupy key positions at corporate headquarters
C. The best people, regardless of nationality, are recruited to fill key positions throughout the
organization
D. Corporate bureaucracy overwhelms the system leaving key positions to be filled in a
haphazard manner

7. The use of a(n) _____ staffing policy is declining in most countries because of the limited
opportunities it provides for host-country nationals and also because it can lead to cultural
myopia. 
A. Regiocentric
B. Geocentric
C. Polycentric
D. Ethnocentric

8. Cultural myopia refers to a firm's failure to 


A. Adapt to certain ethnocentric cultures through the expatriate
B. Help female Western managers in many cultures which are extremely male-dominated
C. Understand host-country cultural differences that require different approaches to marketing
and management
D. Identify countries which are much tougher postings than others because their cultures are
more unfamiliar and uncomfortable

9. What is the reason for a decline in pursuing an ethnocentric staffing policy in most
international businesses? 
A. It is expensive to implement
B. It limits advancement opportunities for host-country nationals
C. A gap can arise between host-country managers and parent-country managers
D. The lack of management transfers from home to host countries

10. Which of the following is a problem that limits a firm's ability to pursue a geocentric
policy? 
A. The lack of management transfers from home to host countries and vice versa, can lead to a
lack of integration between corporate headquarters and foreign subsidiaries
B. The higher pay managers on an international fast track enjoy may be a source of resentment
within a firm
C. The firm fails to understand host-country cultural differences that require different approaches
to marketing and management
D. It limits advancement opportunities for host-country nationals

11. A citizen of France who moves to Germany to work at BMW is a(n) 


A. Host-country national
B. Local
C. Inpatriate
D. Acquired citizen

12. The premature return of an expatriate manager to his/her home country is known as 
A. Repatriation
B. Expatriate failure
C. Inpatriate failure
D. Foreign manager failure

13. European firms believe that the main reason for failure among expatriates is 
A. The manager's inability to cope with larger overseas responsibilities
B. The inability of the spouse to adjust
C. The manager's inability to adjust
D. The manager's personal or emotional maturity

14. Which of the following is true about cultural training? 


A. It should be provided only to the expatriate
B. Training should be limited to a study of language and business practices
C. It helps the expatriate appreciate the host-country culture
D. It can be offered to the spouse/family after it is clear the foreign posting is a success

15. _____ makes it difficult to evaluate the performance of expatriate managers objectively. 


A. Soft data
B. Hard data
C. Knowledge
D. Bias

16. Unions' bargaining power is derived largely from their 


A. Ability to threaten to disrupt production
B. Ability to change the organizational culture
C. Willingness to adapt to new employment practices
D. Ability to show restraint in negotiations

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