Which of the following staffing policies has the drawback of forming a gap between host

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Determining a firm's human resource needs, staffing policy, management development, motivation and compensation practices, repatriation, and labor relations are practices that fall under the direction of elements of _________.
All of the following are strategies pursued by an MNE except ________.
All of the following are examples of a local except __________.
The emergent challenges of globalization put greater pressure on HRM to find expatriates who are more likely to ________.
Which of the following policies anchor an MNE's staffing policy?
Which of the following is NOT a good reason to staff foreign operations with expatriates?
When performing business in a foreign country, a (n) ______ management orientation overlooks national differences and believes home-country objectives are the most important.
A geocentric staffing approach would be most appropriate for a ________ strategy.
Which of the following statements incorrectly matches an international business strategy with its domain logic?
All of the following are areas that companies focus on when selecting an expatriate for an international assignment except _______.
The disorientation and stress associated with being in a foreign environment is termed:
Practical predeparture training for the expatriate _________.
Research has documented a range of factors that contribute to expatriate failure. Which of the following is a very uncommon explanation for expatriate failure among U.S. expatriate managers?
The balance sheet approach to expatriate compensation uses all of the following methods except:
Expatriates face repatriation stress in all of the following areas except _____.
Human resource management refers to the activities an MNE carries out to hire people to meet its needs, motivate them to perform well, upgrade their skills so that they can move onto more challenging tasks, and ultimately retain them.
The relationship between superior HRM and high productivity, competitive advantage, and shareholder value confirms the value of people to performance.
A citizen of one country who is working in one of his or her firm's international subsidiaries is called an expatriate manager.
A geocentric staffing policy is one in which all key management positions are filled by parent-company nationals.
A geocentric staffing policy is instrumental to companies pursuing a global and, especially, a transnational strategy.
An advantage of an ethnocentric staffing policy is that it encourages executives posted overseas markets to abandon notions of the intrinsic supremacy of their home culture.
A polycentric staffing policy has some notable drawbacks; notably, it strongly supports creating opportunities for host country nationals to achieve executive assignments outside of their home market.
Primary advantages of a geocentric staffing policy include the assumption that all nations are created equal.
A polycentric approach is an intrinsic feature of the staffing approach in the context of an international strategy whereas the company aiming to maximize the local responsiveness of its foreign operations would adopt a geocentric staffing approach.
Research reports that a main reason managers decline an international assignment is concern over its impact on their family.
Today, surveys report more than 30% of expatriates fail to complete their international assignments.
Cultural sensitivity and training aims to help an expatriate develop appreciation for the way of life in the host country.
Research consistently reports that most returning expatriates know what their company position will be before they return to the home office from their foreign assignment.
The most common approach to determining how to compensate an expatriate is the balance sheet approach.
Historically, companies have been concerned with the challenge of repatriation in managing their international human resources. However, the growing availability of local talent and many overseas markets has reduced the pressure to worry about potential repatriation problems.
List the factors that hinder global solidarity among unions.
What is one of the most important factors to ensure the success of international operations when staffing the organization?
How would you summarize the main differences between the ethnocentric, polycentric and geocentric staffing approaches?
What kinds of preparation have proved to be important in training an expatriate for a foreign assignment?
What are some of the difficulties faced by companies and their expatriate managers when the latter return home after an overseas assignment?
Which of the following staffing policies has the drawback of forming a gap between host country managers and parent
What is the major drawback with a polycentric approach?
Which of the following is a drawback of adopting a polycentric staffing approach?
In which of the following staffing policy is there use of expatriate managers?

International Business: The New Realities, 4e (Cavusgil)

Chapter 17 Human Resource Management in the Global Firm

1) ________ are citizens of the country where the MNE's subsidiary is located.

A) Third-country nationals

B) Expatriates

C) Host-country nationals

D) Parent-country nationals

Answer: C

Diff: 1: Easy

Skill: Concept

Objective: 17-1: Understand the strategic role of human resources in international business

AACSB: Analytical Thinking

2) ________ are typically the largest proportion of workers hired abroad and usually work in

manufacturing, assembly, basic service activities, clerical work, and other nonmanagerial

functions.

A) Home-country nationals

B) Parent-country nationals

C) Third-country nationals

D) Host-country nationals

Answer: D

Diff: 1: Easy

Skill: Concept

Objective: 17-1: Understand the strategic role of human resources in international business

AACSB: Analytical Thinking

3) Richard Johnson, an American citizen, is a senior manager in a telecom company based in

Texas. He is currently posted in and works from the company's subsidiary in Uganda, Africa.

Richard is a ________.

A) host-country national

B) parent-country national

C) third-country national

D) repatriate

Answer: B

Diff: 2: Moderate

Skill: Application

Objective: 17-1: Understand the strategic role of human resources in international business

AACSB: Analytical Thinking

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Chapter 20

Chapter Quizzes

This activity contains 35 questions.

Determining a firm's human resource needs, staffing policy, management development, motivation and compensation practices, repatriation, and labor relations are practices that fall under the direction of elements of _________.

All of the following are strategies pursued by an MNE except ________.

All of the following are examples of a local except __________.

The emergent challenges of globalization put greater pressure on HRM to find expatriates who are more likely to ________.

Which of the following policies anchor an MNE's staffing policy?

Which of the following is NOT a good reason to staff foreign operations with expatriates?

When performing business in a foreign country, a (n) ______ management orientation overlooks national differences and believes home-country objectives are the most important.

A geocentric staffing approach would be most appropriate for a ________ strategy.

Which of the following statements incorrectly matches an international business strategy with its domain logic?

All of the following are areas that companies focus on when selecting an expatriate for an international assignment except _______.

The disorientation and stress associated with being in a foreign environment is termed:

Practical predeparture training for the expatriate _________.

Research has documented a range of factors that contribute to expatriate failure. Which of the following is a very uncommon explanation for expatriate failure among U.S. expatriate managers?

The balance sheet approach to expatriate compensation uses all of the following methods except:

Expatriates face repatriation stress in all of the following areas except _____.

	Human resource management refers to the activities an MNE carries out to hire people to meet its needs, motivate them to perform well, upgrade their skills so that they can move onto more challenging tasks, and ultimately retain them.

	True False

	The relationship between superior HRM and high productivity, competitive advantage, and shareholder value confirms the value of people to performance.

	True False

	A citizen of one country who is working in one of his or her firm's international subsidiaries is called an expatriate manager.

	True False

	A geocentric staffing policy is one in which all key management positions are filled by parent-company nationals.

	True False

	A geocentric staffing policy is instrumental to companies pursuing a global and, especially, a transnational strategy.

	True False

	An advantage of an ethnocentric staffing policy is that it encourages executives posted overseas markets to abandon notions of the intrinsic supremacy of their home culture.

	True False

	A polycentric staffing policy has some notable drawbacks; notably, it strongly supports creating opportunities for host country nationals to achieve executive assignments outside of their home market.

	True False

	Primary advantages of a geocentric staffing policy include the assumption that all nations are created equal.

	True False

	A polycentric approach is an intrinsic feature of the staffing approach in the context of an international strategy whereas the company aiming to maximize the local responsiveness of its foreign operations would adopt a geocentric staffing approach.

	True False

	Research reports that a main reason managers decline an international assignment is concern over its impact on their family.

	True False

	Today, surveys report more than 30% of expatriates fail to complete their international assignments.

	True False

	Cultural sensitivity and training aims to help an expatriate develop appreciation for the way of life in the host country.

	True False

	Research consistently reports that most returning expatriates know what their company position will be before they return to the home office from their foreign assignment.

	True False

	The most common approach to determining how to compensate an expatriate is the balance sheet approach.

	True False

	Historically, companies have been concerned with the challenge of repatriation in managing their international human resources. However, the growing availability of local talent and many overseas markets has reduced the pressure to worry about potential repatriation problems.

	True False