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International Human Resource Management Edition Dowling 7Th Edition Dowling Test Bank Full Chapter PDF
International Human Resource Management Edition Dowling 7Th Edition Dowling Test Bank Full Chapter PDF
CHAPTER 6 TESTBANK
1. A multinational is a single entity that faces a global environment.
a. True
b. False
ANSWER: True
2. Developments in sophisticated worldwide communications systems provide an acceptable substitute for ‘face to face’
contacts between subsidiary managers and corporate staff.
a. True
b. False
ANSWER: False
3. The way we measure workers’ productivity is exactly the same in an international setting, but the numbers come out
differently because of environmental differences.
a. True
b. False
ANSWER: True
4. If perceived financial benefits and career progression are not met during an assignment, the level of motivation and
commitment will decrease thus affecting performance.
a. True
b. False
ANSWER: True
5. American work methods may be more structured than their foreign counterparts in that individuals have less discretion
in how they approach tasks and problems.
a. True
b. False
ANSWER: False
6. Role expectations are likely to be less complex for the TCN than the PCN.
a. True
b. False
ANSWER: False
8. Expatriate performance should be placed within its international as well as organizational context.
a. True
b. False
ANSWER: True
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a. True
b. False
ANSWER: True
10. An expatriate’s commitment to the parent company and to local operations are both positively related to his or her
intent to stay.
a. True
b. False
ANSWER: True
11. One key function of performance appraisal feedback is that it provides opportunities to improve performance by
identifying gaps that might be eliminated by training and development.
a. True
b. False
ANSWER: True
13. The two categories of international staff are expatriate and commuter.
a. True
b. False
ANSWER: False
14. The nature of the international monetary system and local accounting differences may preclude an accurate
measurement of goal attainment results.
a. True
b. False
ANSWER: True
16. The standardized performance forms in an organization are always reworked to reflect differences in the expatriates’
situation in a foreign country.
a. True
b. False
ANSWER: False
17. Regular feedback is an important aspect in terms of meeting targets and revising goals as well as assisting in
motivation of work effort.
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a. True
b. False
ANSWER: True
20. A Japanese manager would not directly point out a work-related problem or error committed by a subordinate.
a. True
b. False
ANSWER: True
21. Performance management is part of the control system of a MNE because performance targets are part of formal
control.
a. True
b. False
ANSWER: True
22. Performance management that evaluates and continuously improves individual, subsidiary, and corporate performance
in the absence of clearly defined goals and targets.
a. True
b. False
ANSWER: False
23. Depending on its effect in another market, an MNE might be okay with a given subsidiary’s balance sheet continually
being in the red.
a. True
b. False
ANSWER: False
24. Perceived financial benefits, along with the progression potential associated with an overseas assignment, are often
important motives for accepting the posting.
a. True
b. False
ANSWER: True
25. In recent presentations, there is a concern for overreliance on ‘shareholder value’ models of executive performance in
MNEs.
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a. True
b. False
ANSWER: True
26. Role conflict is unlikely to occur when an international manager’s understanding of host-country culture notices that
headquarters’ procedures may lead to ineffective management.
a. True
b. False
ANSWER: False
27. German firms tend to focus on linking performance management results to long-term training and development
activities.
a. True
b. False
ANSWER: True
28. US firms rarely use their standardized appraisal forms for expatriate appraisal.
a. True
b. False
ANSWER: False
30. While it may be more automatic for expatriates, host country nationals’ performance appraisal needs to be filtered
with cultural applicability as well.
a. True
b. False
ANSWER: True
32. The turbulence of the global environment requires that long-term goals be
a. Inflexible to major environment events
b. Realistic and in line with corporate goals
c. Ambitious to meet the growing needs of the organization
d. Flexible to respond to market contingencies
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ANSWER: d
33. Market development in foreign subsidiaries is generally slower and more difficult to achieve without:
a. Supporting infrastructure of the parent b. Formal control mechanism
c. Expatriates from the parent organization d. Cross-culture training
ANSWER: a
34. The impact of the following variables and their interrelationship needs to be considered in determining the expatriate
performance EXCEPT:
a. Compensation package
b. The nature of the task
c. Environment in which the performance occurs
d. Interpersonal relationship with a key official
ANSWER: d
35. The employee who oversees and directs the entire foreign operations is:
a. An expatriate b. A structure reproducer
c. A HR manager d. A chief executive officer
ANSWER: d
36. An operative:
a. Is a subsidiary manager
b. Reproduces a foreign subsidiary structure
c. Is an individual whose assignment is to perform functional job task
d. Is an individual sent to a subsidiary to solve a particular problem
ANSWER: c
38. If the PCN is perceived to identify too closely with the host subsidiary concerns:
a. The employee is perceived to be ‘going native’
b. The employee is sent on vacation
c. The employee is removed from the subsidiary
d. The employee is considered to be doing his or her job
ANSWER: a
39. Individuals are likely to blame lack of job discretion on the following:
a. The culture, role, and organization
b. The organization, the job, and the location
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c. The job, location and culture differences
d. Culture, the job and the Chief Executive Officer
ANSWER: b
40. What can be described as the strongest stressors in expatriate “overseas” work environment?
a. Uncertainty regarding culture differences and language
b. Uncertainty regarding objectives, goals, and role requirements
c. Uncertainty regarding job retention
d. Uncertainty of who to report to and who is in the line of command
ANSWER: b
41. A USA manager of German nationality working for a Dutch multinational company is assigned to a position in
Indonesia. Which country is considered the host country?
a. USA b. Dutch
c. Germany d. Indonesia
ANSWER: d
42. The transfer of the individual and accompanying family member into a foreign environment outside of their normal
cultural comfort zones is the definition of:
a. Domestic relocation b. International traveler
c. Expatriate assignment d. Commuter
ANSWER: c
43. What are the five major constraints in terms of multinational strategy and goal setting?
a. Differing societal, legal, economic, technical, and physical demands
b. Differing societal, cultural, economic, technical, and physical demands
c. Differing societal, legal, administrative, economic, and physical demands
d. Differing legal, strategic, administrative, economic, and physical demands
ANSWER: a
45. All of the following are a constraint of goal attainment for the multinational enterprise EXCEPT:
a. Volatility of global environment b. Cross-cultural demands
c. Separation by time and distance d. Non-comparable data
ANSWER: b
46. Which country tends to have administrators with a high level of legal expertise?
a. Sweden b. Germany
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c. France d. UK
ANSWER: c
48. Which country tends to focus on linking performance management result to long-term training and development
activities?
a. USA b. France
c. Germany d. Australia
ANSWER: c
49. Two countries in which it is common for employees to have input into job goal setting is:
a. USA and Mexico b. Germany and Sweden
c. Canada and Australia d. Japan and Sweden
ANSWER: b
50. An appraisal system which builds upon the employees’ strengths while minimizing their disadvantages uses all of the
following criteria:
a. Hard, soft, and contextual goals
b. Financial, corporate, and cross-cultural goals
c. Interpersonal, financial, and cultural goals
d. Hard goals, cultural, and corporate goals
ANSWER: a
51. What tool assists an organization in collecting accurate performance data and allows for cross-employee comparisons?
a. Local implicit norms b. Standardized appraisal forms
c. Local performance diaries d. Standardized performance goals
ANSWER: b
52. What is the typical frequency of formal performance appraisal for an expatriate?
a. 6 months b. 1 year
c. 18 months d. 2 years
ANSWER: b
53. In which country do managers find it difficult to directly point out a work-related problem or error by a subordinate?
a. USA b. China
c. Japan d. Indonesia
ANSWER: c
54. The dilemma of cultural adaptation of a performance evaluation could be overcome by:
a. The host-country national assisting in devising a suitable system for appraisal
b. Parent company not evaluating the employees
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c. TCN developing the performance appraisal system
d. Offshoring the performance evaluation
ANSWER: a
56. Web-based platforms of human resource information system that include performance management modules:
a. Create more performance management problems than they solve
b. May be seen as eliminating the separations of time, distance, and culture experienced by multinational firms
c. May be seen as a response to the separations of time, distance, and culture experienced by multinational firms
d. May be seen as increasing and making more obvious the separations of time, distance, and culture experienced
by multinational firms
ANSWER: c
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61. What are some constraints in evaluating a subsidiary’s performance against expectations?
ANSWER: 1) Whole vs. part – An individual subsidiary’s performance might be below average, but it operates in a
critical region, function or product line, and its continuing presence contributes to the overall good of the
multinational firm.
Performance data are often hard to compare due to differing regulatory and economic contexts.
62. The global environment is volatile, and performance goals set at one time may be impossible to achieve given changes
in exchange rates, unexpected legal and/or regulatory reforms, etc.
3) Separation by time and distance makes it difficult to coordinate processes and convey a standard message on
performance.
4) There are variable levels of maturity and the acceptance of firm norms and values in the various employee groups
around the world.
TOP: Multinational Performance Management
2. MNEs control performance by what means?
ANSWER: According to Figure 6-2 on page 159, formal and informal control activities combine to focus the attention of
the various actors in the MNE on standardized practices (good performance) and socializing employees to
accept, internalize and comply with norms and values that relate to performance requirements. These practices
and norms result in a global mix of strategically linked outcomes and results which are fed back to the
subsidiary and the HQ.
63. Who conducts performance appraisals for expatiates and other international employees?
ANSWER: The possible assessors include:
? The subsidiary’s CEO
? The immediate host country supervisor
? Parent country evaluators
? Local or corporate HR staff.
? These perspectives can be combined using multiple raters.
64. What are the three general types of goals used as the basis for performance criteria?
ANSWER: ? Hard goals – objective, quantitative, and directly measurable.
? Soft goals – relationship or trait based goals.
? Contextual goals – situation-specific goals that take local conditions into account or attempt to reduce or
eliminate contextual difference so as to assist in comparing goal achievement across diverse international
units.
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French systems may stress implicit qualities as well as employee development. A degree in a prestigious
university is also a factor to consider in evaluation. Practices tend to vary significantly by industry, with larger
firms having a wider variety of practices.
Todellakin? Kertokaa…
KETTUNEN
MESTARI
KETTUNEN varmasti.
Ei, ei! Eihän siellä mitään sellaista päätöstä tehty. Kuinka ne
sentään uskaltaisivat sellaista päättää! Kiittäkööt herra mestaria ja
jumalaa, jos vielä armosta pääsevät työhön!
MESTARI mielissään.
KETTUNEN muistellen.
MESTARI hymyillen.
KETTUNEN
KETTUNEN innostuen.
MESTARI
KETTUNEN kostonhimoisesti.
Juu, juu kyllä se puhuu mitä vaan! Ei niin pahaa ole, jota sellainen
ei puhuisi! — (Nopeasti, miltei kirkuen.) — Tietysti! Yhteiskunta nurin
— että saataisiin minun rahani! Nähkääs herra mestari… minulla on
pankissa 2,673 markkaa rahaa, ja sen, juuri sen ne tahtoisivat
julkeasti ryöstää… Ja sitten tasata tietysti yhdistyksen jäsenten
kesken! Mutta minä, tuota, en luovu rahoistani — en, en! Minä,
tuota…
MESTARI keskeyttäen.
MESTARI äreästi
KETTUNEN pelästyen.
Niin, kai herra mestari tuota, sen paremmin tietää, tietysti… Ja jos
herra mestari kerran tuota, tietää ja tahtoo, niin kyllä minä tuota…
MESTARI
Hyvä on! Kettunen pitää nyt sitten mielessään, etten minä ole
missään tekemisissä tämän kirjeen kanssa. Nähkääs, se on
mukavampi näin, kun — kun minä en ole kaikkea itse kuullut…
KETTUNEN
KETTUNEN nöyrästi.
Tietysti herra mestari itse parhaiten tietää… enhän minä, minä
tuota… Jaa, ehkä minä, tuota, saan nyt sitten mennä…?
KETTUNEN
(Menee.)
MESTARI ystävällisesti.
No, onnistuitteko?
POMO
Onnistuin minä sentään lopulta…
MESTARI iloisesti.
Hyvä on, hyvä on! Vaikkei nyt enää muutenkaan ole mitään hätää
— huomenna alkavat työt! — (Tarjoaa sikaarin.) — Tässä olisi,
pankaa sauhuksi.
POMO hämmästyneenä.
MESTARI
MESTARI innostuneena.
MESTARI
MESTARI
(Pomo menee.)
MESTARI pelästyneenä.
KAARLO
MESTARI pilkaten.
Vai tahdotteko te vieläkin! No hyvä! Sentähden, että tämän jälkeen
ei
Korpi enää tule tehtaaseen, tule tehtaaseen.
MESTARI
MESTARI
KAARLO
Vai niin… Te ette voi kärsiä minua… Mutta herra ei näytä vielä
tietävän, että hän huomenna lähtee täältä toisten villitsijäin mukana.
— Pahaenteisesti. — Tänne ei kukaan teistä koskaan tule takaisin
— eikä teitä muuallakaan avosylin työhön oteta… Ymmärrättekö…?
KAARLO uhkaavasti.
Niin teille käy huonosti jollette lähde — teidän täytyy mennä pois
täällä! - (Hiljemmin.) - Sillä te olette tehnyt sellaisen rikoksen, että,
että…
MESTARI
MESTARI tolkuttomasti.
Mitä, mitä sanot…? Lurjus! Vankeuteen toimitan… Siperiaan,
siellä istut… lurjus! — (Ikäänkuin kostonhimosta huumautuen
unohtaa hän kaiken varovaisuuden ja sähisee röyhkeästi ilkkuen.) —
Ja tiedä se, että minä teen ja tulen aina tekemään, mitä itse tahdon!
Morsiamesi! Entä sitten? Kyllä se sinulle vielä kelpaa…
KAARLO
Vai et mennyt…
Hyvä on!
ANNI
ANNI
KORVEN ÄÄNI
POLIISI
Kaarlo, jumalan tähden — oletko, oletko sinä siellä? Jos elät, niin
aukaise…
Mestari… on murhattu…
Onko se totta…?
KAARLO masentuneesti.
POLIISI mutisten.
Voi Kaarlo — mitä sinä olet tehnyt? Miksi, miksi? Ellet itseäsi
ajatellut, niin etkö muistanut köyhien yhteistä suurta asiaa? Olethan
aina myöntänyt, ettei murhilla ja väkivaltaisuuksilla saada mitään
aikaan, paitsi vahinkoa. Juuri tänä iltana sinä selitit sitä
kokouksessa. Olet selittänyt toisille, varoitit sellaisesta ja nyt…?
Miten se on mahdollista?