BBCM4033 International Human Resource

Management
2nd Phase Test

1. Linda has been working in the London office of a U.S. company for two years. When it's time for her
to return home, the process will be called:
a. Repatriation
b. Return
c. Patriation
d. Expatriation

2. How much will a company typically spend to finance an expatriate employees overseas assignment?
a. Three to five times the employees new salary
b. Less than the employees former salary
c. Double the employees former salary
d. Whatever the local currency exchange rate is

3. Why should a company have an expatriation training program?

a. To familiarize them the company's mission statement and purpose for existence
b. To teach the employees to fluently speak foreign languages
c. To familiarize employees with repatriation issues
d. To familiarize employees with the history culture and customs of the country they are being
assigned to

4. What type of staffing strategy hires host-country nationals for positions in the company from mail
room clerks all the way up to the executive suites?
a. Geocentric
b. Ethnocentric
c. Polycentric
d. Third-country approach

5. Someone who lives and works in a foreign country is a(n)

a. Expatriate
b. Holiday Maker
c. International Jet-Setter
d. Immigrant

6. A major difference between International HRM and Domestic HRM is the

a. Increased complexities such as currency fluctuations, foreign HR policies and
practices, and differing labour laws
b. Number of employees covered by the HR policies
c. Ease with which employees adjust to new cultures
d. Development of effective cross-boarder management styles

7. The key questions to be asked when developing an international HRM policy is

 BBCM4033 International Human Resource
Management
2nd Phase Test

a. Who is going to coordinate the HRM functions?

b. What type of organisation is desired?
c. How can cross-boarder training be designed?
d. When should the HR manager begin developing HR policies?

8. Organisations that do not adopt a strategic HRM approach and a global vision
a. Develop effective two-way communication
b. Are virtually guaranteed to fail
c. Find it easier to implement traditional hrm activities
d. Have much more flexibility in responding to environmental changes

9. When a person from one culture communicates with a person from another culture they are
engaging in
a. Cross-cultural communication
b. Two-way communication
c. Multi-focus communication
d. Verbal communication

10. What is good and bad or right and wrong, or has to deal with moral duty and obligation is referred to
a. Responsibilities
b. Ethics
c. Social expectations
d. Standards

11. Fraud, bribery, graft and the payment of secret commissions and kickbacks is
a. Corruption
b. Normal business practice
c. Standard behaviour
d. An ethical dilemma

12. To help their managers deal with corruption in different countries BHP and Telstra have to
a. Limited their business operations to countries that have similar business practices to
those of their home country
b. Produced a list of guidelines to help managers deal with the corruption hazardous
situation
c. Decided to judge business operations in other countries by their own standard
d. Issued a blanket instruction to all managers not to enter into any arrangement that would
be considered illegal or unethical back home

13. Employees in countries such as Australia and the United States, expect to have a much greater
say in decision making and more autonomy in their work. These cultures have been described
as having
a. Low power distance
 BBCM4033 International Human Resource
Management
2nd Phase Test

b. High power distance

c. Equality of status
d. Cooperative work environments

14. In high power distance countries such as China and Korea employees expect
a. To have a say in all decision making
b. Their managers to make the decisions and tell them what to do
c. To be asked their opinion about changes to work processes
d. Managers to delegate a great deal of the decision making responsibility to their
subordinates

15. HR issues that will require adaptation to fit different cultures include all of the following
except
a. Training and development
b. Performance appraisal
c. Compensation
d. Job analysis

16. Which of the following was not suggested by Stone as a suitable criteria for the evaluation of
expatriate performance
a. Technical skills
b. Language proficiency
c. Work performed
d. Personality variables

17. All aspects of training and development in international organisations are affected by all of the
following except
a. Cultural differences
b. Diversity of the work force
c. Financial costs
d. Language differences

18. When an organisation enters the international training and development area, the HR manager
needs to
a. Be sensitive to local customs and expectations
b. Identify costs of developing cross-boarded programs
c. Develop programs that focus on enhancing technical skills and knowledge
d. Ensure that training and development programs are clearly linked to compensation
management

19. International organisations normally employ expatriates in the following roles, except
a. Country manager
b. Technical specialist
c. Financial controller
 BBCM4033 International Human Resource
Management
2nd Phase Test

d. Union leader

20. The particular approach used by a manager to achieve goals through other people is described
a. Leadership
b. Situational behaviour
c. Management style
d. Achievement approach

21. Performance management is continuous assessment of employees for ______________

a. Continues improvement
b. Achieving organizational target
c. Improving employees competency
d. All of the above

22. In evaluating expatriate, host country manager has to identify the _______________
a. Expatriate duty and responsibility
b. Expatriate readiness
c. Expatriate knowledge, skill and ability
d. Expatriate experiences

23. In planning phase of performance management, manager and employee has to _______
a. Identify potential employees
b. Set performance objectives
c. Review objective
d. Discussing result

24. Performance assessor of expatriate involving ______ EXCEPT

a. Immediate superior
b. Expatriate
c. Colleagues
d. Competitor

25. Additional value has to be evaluate on the expatriate is _______

a. Performance
b. Attitude and behaviour
c. Capabilities
d. Adaptation

26. Variable that enable in affecting expatriate performance also known as factor contributing in
expatriate credibilitys consist of ________
a. Compensation package, task, headquaters support, host environment, and cultural
adjustment
b. Capabilities, experience, duty and responsibilities, knowledge and awareness
c. Benefits and salary, duties, credibility, knowledge, skills, adaptabilities
d. Managers support, host country changes, task, adaptability
 BBCM4033 International Human Resource
Management
2nd Phase Test

27. Purpose of headquaters support for expatriate is to _____________

a. Comforting the expatriate
b. Awareness to the changes
c. Encouragement to finish the task
d. Finalize the expatriate issue

28. Expatriate have to adapt the national culture of host country and nature of the job is to ensure the
______________
a. Organizational objective and strategies sustain
b. Training and development succeed
c. Expatriate perform
d. Performance succeed

29. Technical competencies is necessary in fulfil the international assignment but MNC most concern
on ____________
a. Cross cultural interpersonal skills
b. Sensitivity for foreign norms and value
c. Easy to adapt to unfamiliar environment
d. All of the above

30. Organization factor in contributing challenges to repatriate are ________________

a. Policy and procedure
b. Roles and responsibility
c. Knowledge sharing
d. All of the above

31. Some repatriate decide to exit from the MNC because ___________
a. No management support
b. Unacceptable to reverse culture
c. Experience re-entry shock
d. All of the above

32. In sustaining the repatriation, MNC have to plan the expatriate __________
a. Physical relocation
b. Department allocation
c. Demand
d. Needs

33. Lists are job related factors for the repatriate EXCEPT
a. Work arrangement
b. Family stability
c. Status and anatomy
d. Role demands
 BBCM4033 International Human Resource
Management
2nd Phase Test

34. The readjustment challenges by repatriate is ___________

a. Company changes
b. Country stability
c. Political factor
d. Monthly expenses

35. Readjustment of social change involves _________

a. Partners career
b. Children education
c. Parents allowance
d. Family gathering

36. Knowledge transfer is necessary among the repatriate because its ____________
a. Return on investment
b. Knowledge sharing
c. Increasing innovation
d. Sharing ideas

37. Family readjustment is important because _________

a. Family is the best supporter
b. Family unhappiness will affect repatriate performance
c. Family shown the life balance of expatriate
d. All of the above

38. Ethics is practicing of ___________

a. Standard practice acceptable in internationally
b. Rules and regulation
c. Act beyond the law
d. Acceptable

39. International ethics codes of business is _______

a. Caux Roundtable Principle of business
b. Guidelines of Multinational Enterprise
c. United Nations of Human Rights
d. All of the above

40. ______________ enforce the implementation of codes and conduct

a. Senior management
a. Employees
b. Top management
c. HR department