Chapter 14 Multiple Choice Questions | Global Strategic Management by Philippe Lasserre

1. In the global human resource design:

Local personnel have many opportunities to pursue an international career Local personnel are managed globally Local personnel have their careers in their own countries

2. What are the results when firms move away from the traditional expatriate model and adopt a global staffing model (choose both that apply):

Expatriate contracts are progressively replaced by local contracts People are appraised based on local performance only Recruitment of global staff is made from all over the world

3. During the process of acculturation some expatriates adopt a ‘follow’ attitude, meaning that:

They attend cross-cultural awareness courses They live in an ‘expatriate ghetto’ They embrace local culture and assimilate themselves in the host environment They have a balanced perspective between global and local competitive requirements

4. According to Stahl, which two of those are factors are most critical to success in international work assignments?

Knowing the language Developing good contacts with local government Being tolerant to ambiguous, unclear situations Avoiding judging other people by your own cultural norms

5. In a local-based compensation package for expatriate workers:

a. Employees are paid a salary based on a basket of currencies b. Cost of living differences are not taken into account c. Employees are paid in line with the equivalent local job, with some adjustments for relocation costs etc.

6. What is the name of the person at headquarters in charge of maintaining regular communication with the expatriate about their career development?

Coach Mentor HR specialist Psychologist

7. What does ‘fair treatment’ mean in relation to compensation of local personnel (choose both that apply)?

Local personnel are trained to climb the career hierarchy in their own country Local personnel are compensated on the principle of ‘equal job, equal pay’ Local personnel are given extra bonuses according to global performances Local personnel are able to join the group of ‘global managers’ if they have the competence and the desire

8. In dealing with Asian firms, why it is not advisable to criticize an underperforming employee in front of others?

Because it is not ‘any of their business’ Because it undermines the social harmony of the workplace Because the employee is going to ‘lose face’ Because in Asia the group is considered responsible for mistakes, not the individuals

Chapter 14: Global Human Resource Management