Question 1

Formal performance appraisal is commonly on a biannual basis.

Accepted Answer

A) True 
 B)False  False

Question 2

Market development in foreign subsidiaries is generally slower and more difficult to achieve without:

Accepted Answer

A)  Supporting infrastructure of the parent 
B)  Formal control mechanism 
C)  Expatriates from the parent organization 
D)  Cross-culture training 
A)  Supporting infrastructure of the parent 
B)  Formal control mechanism 
C)  Expatriates from the parent organization 
D)  Cross-culture training A

Question 3

A multinational is a single entity that faces a global environment.

Accepted Answer

A) True 
 B)False  True

Question 4

The dilemma of cultural adaptation of a performance evaluation could be overcome by:

Accepted Answer

A)  The host-country national assisting in devising a suitable system for appraisal 
B)  Parent company not evaluating the employees 
C)  TCN developing the performance appraisal system 
D)  Offshoring the performance evaluation 
A)  The host-country national assisting in devising a suitable system for appraisal 
B)  Parent company not evaluating the employees 
C)  TCN developing the performance appraisal system 
D)  Offshoring the performance evaluation

Question 5

Which country has a strong tradition of collective bargaining?

Accepted Answer

A)  Danish 
B)  USA 
C)  Japan 
D)  Germany 
A)  Danish 
B)  USA 
C)  Japan 
D)  Germany

Question 6

Developments in sophisticated worldwide communications system provide an acceptable substitute for "face to face" contacts between subsidiary managers and corporate staff.

Accepted Answer

A) True 
 B)False

Question 7

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.

Accepted Answer

A) True 
 B)False

Question 8

What are the five major constraints in terms of multinational strategy and goal setting?

Accepted Answer

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 
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

Question 9

The standardized performance forms in an organization are always reworked to reflect differences in the expatriates' situation in a foreign country.

Accepted Answer

A) True 
 B)False

Question 10

American work methods may be more structured than their foreign counterparts and that individuals have less discretion in how they approach tasks and problems.

Accepted Answer

A) True 
 B)False

Question 11

Performance management systems contribute:

Accepted Answer

A)  Only to formal control,through feedback and appraisal aspects 
B)  Only to informal control through contributing to shaping corporate culture 
C)  To both formal control,through feedback and appraisal aspects as well as informal control,through contributing to shaping corporate culture 
D)  To standardized control and the communication of the local units' contribution to global standards 
A)  Only to formal control,through feedback and appraisal aspects 
B)  Only to informal control through contributing to shaping corporate culture 
C)  To both formal control,through feedback and appraisal aspects as well as informal control,through contributing to shaping corporate culture 
D)  To standardized control and the communication of the local units' contribution to global standards

Question 12

What are the five variables affecting expatriate performance?

Accepted Answer

A)  Compensation package,task,HQ support,host environment and culture adjustment 
B)  Legal,economic,culture adjustment,physical and task 
C)  Technical,societal,compensations,HQ support and host environment 
D)  Compensation,task,cultural environment,HQ support and legal 
A)  Compensation package,task,HQ support,host environment and culture adjustment 
B)  Legal,economic,culture adjustment,physical and task 
C)  Technical,societal,compensations,HQ support and host environment 
D)  Compensation,task,cultural environment,HQ support and legal

Question 13

Expatriate performance should be placed within its international as well as organizational context.

Accepted Answer

A) True 
 B)False

Question 14

Regular feedback is an important aspect in terms of meeting targets and revising goals as well as assisting in motivation of work effort.

Accepted Answer

A) True 
 B)False

Question 15

Performance management:

Accepted Answer

A)  Is a process that enables the MNE to evaluate and continuously improve individual,subsidiary unit and corporate performance against set goals and targets 
B)  Is the evaluation of an employee performance and a vehicle to set performance goals 
C)  Is the process of evaluating business opportunities and planning for new investments 
D)  Is the process of setting goals for future performance by MHE employees 
A)  Is a process that enables the MNE to evaluate and continuously improve individual,subsidiary unit and corporate performance against set goals and targets 
B)  Is the evaluation of an employee performance and a vehicle to set performance goals 
C)  Is the process of evaluating business opportunities and planning for new investments 
D)  Is the process of setting goals for future performance by MHE employees

Question 16

The expatriate's commitment to the parent and to the local operations was both positively related to the intent to stay.

Accepted Answer

A) True 
 B)False

Question 17

The way we measure workers' productivity is exactly the same in an international setting,but the numbers come out differently because of that environmental difference.

Accepted Answer

A) True 
 B)False

Question 18

The term "whole verses part" refers to:

Accepted Answer

A)  The idea that a global performance is too complex to be captured by a single performance management system 
B)  The idea that less than excellent performance outcomes in a given local unit may be acceptable if that unit's presence in a location contributes to the greater strategic good 
C)  The idea that you can best capture performance management by adding up the sum of all the individual performance outcomes in the various units or parts of the MNE. 
D)  The idea that corporate headquarters' executive can accurately assess the parts (local units)of performance far more accurately than the whole or overall firm performance 
A)  The idea that a global performance is too complex to be captured by a single performance management system 
B)  The idea that less than excellent performance outcomes in a given local unit may be acceptable if that unit's presence in a location contributes to the greater strategic good 
C)  The idea that you can best capture performance management by adding up the sum of all the individual performance outcomes in the various units or parts of the MNE. 
D)  The idea that corporate headquarters' executive can accurately assess the parts (local units)of performance far more accurately than the whole or overall firm performance

Question 19

Performance management is a part of a multinational's control system.

Accepted Answer

A) True 
 B)False

Question 20

If the PCN is perceived to identify too closely with the host subsidiary concerns:

Accepted Answer

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 
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

Formal performance appraisal is commonly on a biannual basis.

Market development in foreign subsidiaries is generally slower and more difficult to achieve without:

A multinational is a single entity that faces a global environment.

The dilemma of cultural adaptation of a performance evaluation could be overcome by:

Which country has a strong tradition of collective bargaining?

Developments in sophisticated worldwide communications system provide an acceptable substitute for "face to face" contacts between subsidiary managers and corporate staff.

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.

What are the five major constraints in terms of multinational strategy and goal setting?

The standardized performance forms in an organization are always reworked to reflect differences in the expatriates' situation in a foreign country.

American work methods may be more structured than their foreign counterparts and that individuals have less discretion in how they approach tasks and problems.

Performance management systems contribute:

What are the five variables affecting expatriate performance?

Expatriate performance should be placed within its international as well as organizational context.

Regular feedback is an important aspect in terms of meeting targets and revising goals as well as assisting in motivation of work effort.

Performance management:

The expatriate's commitment to the parent and to the local operations was both positively related to the intent to stay.

The way we measure workers' productivity is exactly the same in an international setting,but the numbers come out differently because of that environmental difference.

The term "whole verses part" refers to:

Performance management is a part of a multinational's control system.

If the PCN is perceived to identify too closely with the host subsidiary concerns:

Introduction

The Cultural Context of IHRM

The Organizational Context

IHRM in Cross-Border Mergers & Acquisitions, International Alliances and SMEs

Sourcing Human Resources for Global Markets – Staffing, Recruitment and Selection

International Training,Development and Careers

International Compensation

International Industrial Relations and The Global Institutional Context

IHRM Trends and Future Challenges

Filters

Exam 6: International Performance Management

Formal performance appraisal is commonly on a biannual basis.

Market development in foreign subsidiaries is generally slower and more difficult to achieve without:

A multinational is a single entity that faces a global environment.

The dilemma of cultural adaptation of a performance evaluation could be overcome by:

Which country has a strong tradition of collective bargaining?

Developments in sophisticated worldwide communications system provide an acceptable substitute for "face to face" contacts between subsidiary managers and corporate staff.

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.

What are the five major constraints in terms of multinational strategy and goal setting?

The standardized performance forms in an organization are always reworked to reflect differences in the expatriates' situation in a foreign country.

American work methods may be more structured than their foreign counterparts and that individuals have less discretion in how they approach tasks and problems.

Performance management systems contribute:

What are the five variables affecting expatriate performance?

Expatriate performance should be placed within its international as well as organizational context.

Regular feedback is an important aspect in terms of meeting targets and revising goals as well as assisting in motivation of work effort.

Performance management:

The expatriate's commitment to the parent and to the local operations was both positively related to the intent to stay.

The way we measure workers' productivity is exactly the same in an international setting,but the numbers come out differently because of that environmental difference.

The term "whole verses part" refers to:

Performance management is a part of a multinational's control system.

If the PCN is perceived to identify too closely with the host subsidiary concerns:

Introduction

The Cultural Context of IHRM

The Organizational Context

IHRM in Cross-Border Mergers & Acquisitions, International Alliances and SMEs

Sourcing Human Resources for Global Markets – Staffing, Recruitment and Selection

International Training,Development and Careers

International Compensation

International Industrial Relations and The Global Institutional Context

IHRM Trends and Future Challenges

Filters