BUS 325 Week 7 Quiz – Strayer
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Quiz
6 Chapter 6:
International
Performance Management
TRUE/FALSE
1. A multinational is a single entity that faces
a global environment.
2. Developments in sophisticated worldwide
communications system provide an acceptable substitute for “face to face”
contacts between subsidiary managers and corporate staff.
3. 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.
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.
5. American work methods may be more structured
than their foreign counterparts and that individuals have less discretion in
how they approach tasks and problems.
6. Role expectations are likely to be less
complex for the TCN than the PCN.
7. Often the country assigned to a TCN is
perceived by headquarters to be culturally close.
8. Expatriate performance should be placed
within its international as well as organizational context.
9. Performance management is a part of a
multinational’s control system.
10. The expatriate’s commitment to the parent and
to the local operations was both positively related to the intent to stay.
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.
12. The international business traveler can be
described as an expatriate.
13. The two categories of international staff are
expatriate and commuter.
14. The nature of the international monetary
system and local accounting differences may preclude an accurate measurement of
goal attainment results.
15. A team of evaluators should be used for
performance appraisal of an expatriate.
16. The standardized performance forms in an
organization are always reworked to reflect differences in the expatriates’
situation in a foreign country.
17. Regular feedback is an important aspect in
terms of meeting targets and revising goals as well as assisting in motivation
of work effort.
18. Virtual assignments rarely if ever have
performance appraisals.
19. Formal performance appraisal is commonly on a
biannual basis.
20. A Japanese manager cannot directly point out
a work-related problem or error committed by a subordinate.
MULTIPLE
CHOICE
1. Performance management:
|
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
|
2. 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
|
3. Market development in foreign subsidiaries is
generally slower and more difficult to achieve without:
|
a.
|
Supporting
infrastructure of the parent
|
c.
|
Expatriates
from the parent organization
|
|
b.
|
Formal
control mechanism
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d.
|
Cross-culture
training
|
4. 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 key official
|
5. The employee who oversees and directs the
entire foreign operations is:
|
a.
|
Expatriate
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c.
|
HR
manager
|
|
b.
|
Structure
reproducer
|
d.
|
Chief
executive officer
|
6. An operative:
|
a.
|
Is a
subsidiary manager
|
|
b.
|
Reproduces
a foreign subsidiary structure
|
|
c.
|
Is
an individual sent to a subsidiary to solve a particular problem
|
|
d.
|
Is
an individual whose assignment is to perform functional job task
|
7. What is a strategic international assignment?
|
a.
|
A
short-term knowledge transferor activity
|
|
b.
|
High
profile activities that focus on developing a balanced global perspective for
the employee
|
|
c.
|
Assignment
that involves the two-way transfer of existing processes and practices
|
|
d.
|
Assignment
that focuses on in-country performances and the acquisition of local understanding
|
8. 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
|
9. 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
|
|
c.
|
The
job, location and culture differences
|
|
d.
|
Culture,
the job and the Chief Executive Officer
|
10. 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
|
11. 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
|
c.
|
Germany
|
|
b.
|
Dutch
|
d.
|
Indonesia
|
12. 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
|
c.
|
Expatriate
assignment
|
|
b.
|
International
traveler
|
d.
|
Commuter
|
13. 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
|
14. What are the five variables affecting
expatriate performance?
|
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
|
15. All of the following are a constraint of goal
attainment for the multinational enterprise EXCEPT:
|
a.
|
Volatility
of global environment
|
c.
|
Separation
of time and distant
|
|
b.
|
Cross-cultural
demands
|
d.
|
Non-comparable
data
|
16. Which country tends to have administrators
with a high level of legal expertise?
|
a.
|
Sweden
|
c.
|
France
|
|
b.
|
Germany
|
d.
|
UK
|
17. Which country has a strong tradition of
collective bargaining?
|
a.
|
Danish
|
c.
|
Japan
|
|
b.
|
USA
|
d.
|
Germany
|
18. Which country tends to focus on linking
performance management result to long-term training and development activities?
|
a.
|
USA
|
c.
|
Germany
|
|
b.
|
France
|
d.
|
Australia
|
19. Two countries in which it is common for
employees to have input into job goal setting is:
|
a.
|
USA
and Mexico
|
c.
|
Canada
and Australia
|
|
b.
|
Germany
and Sweden
|
d.
|
Japan
and Sweden
|
20. An appraisal system which builds upon the 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
|
21. What tool assists an organization in
collecting accurate performance data and allows for cross-employee comparisons?
|
a.
|
Local
implicit norms
|
c.
|
Local
performance diaries
|
|
b.
|
Standardized
appraisal forms
|
d.
|
Standardized
performance goals
|
22. What is the normal frequency of formal
performance appraisal for an expatriate?
|
a.
|
6
months
|
c.
|
18
months
|
|
b.
|
1
year
|
d.
|
2
years
|
23. In which country do managers find it
difficult to directly point out a work-related problem or error by a
subordinate?
|
a.
|
USA
|
c.
|
Japan
|
|
b.
|
China
|
d.
|
Indonesia
|
24. 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
|
|
c.
|
TCN
developing the performance appraisal system
|
|
d.
|
Offshoring
the performance evaluation
|
25. The term “whole verses part” refers to:
|
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
|
26. 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
|
27. Performance management systems contribute:
|
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
|
28. According to Hays, the “trouble shooter” is:
|
a.
|
The
individual sent from a subsidiary back to headquarters because they are a
performance problem
|
|
b.
|
The
individual in a local subsidiary who holds his or her employees to an
impossibly high standard in
performance appraisal reports
|
|
c.
|
The
individual sent to a local subsidiary to identify redundant employees and
fires them
|
|
d.
|
The
individual sent to a local subsidiary to analyze and solve particular
operational problems
|
29. A major challenge to global performance
management is:
|
a.
|
How
to determine performance criteria and goals related to non-standard
assignments especially virtual assignees
|
|
b.
|
How
to provide performance management forms to all employees
|
|
c.
|
How
to translate parent country forms into local languages
|
|
d.
|
How
to determine who is actually filling out the forms in local subsidiaries
|
30. One problem with an annual performance
appraisal is:
|
a.
|
Managers
often miscommunicate how to improve the expatriate’s job performance in a
timely manner.
|
|
b.
|
Technological
improvements have made the evaluation obsolete.
|
|
c.
|
Employees
do not receive consistent frequent feedback in order to improve
|
|
d.
|
Email
feedback has replaced the need for a formal employee evaluation
|
SHORT
ANSWER
1. What are some constraints in evaluating a
subsidiary’s performance against expectations?
2. MNEs control performance by what means?
3. Who conducts performance appraisals for
expatiates and other international employees?
4. What are the three general types of goals
used as the basis for performance criteria?
5. How do performance management systems in
Germany and France differ?
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