45) A(n) ________ staffing approach is compatible with an international strategy but can produce
resentment in the host country.
A) ethnocentric
B) geocentric
C) polycentric
D) transnational
E) ethical
46) A(n) ________ is compatible with a geocentric staffing policy, but immigration policies might
limit the implementation of this strategy.
A) global standardization strategy
B) localization strategy
C) international strategy
D) TQM strategy
E) JIT strategy
47) What staffing policy relies extensively on the use of expatriate managers?
A) global
B) polycentric
C) transnational
D) ethnocentric
E) home-country
48) ________ refers to a subset of expatriates who are citizens of a foreign country working in the
home country of their multinational employer.
A) Virtual expatriates
B) Inpatriates
C) Third-country nationals
D) Host-country nationals
E) Parent-country nationals
49) Miguel, a citizen of Mexico, is working as a manager in the Mexico City branch of an
American firm. Due to his efficiency, he was assigned a temporary posting at the headquarters of
the firm in Canton, Ohio. In this situation, he is known as a(n)
A) repatriate.
B) inpatriate.
C) third-country national.
D) expatriate failure.
E) parent-country national.
50) Which staffing policy requires all the expatriates to be home-country nationals who are
transferred abroad?
A) geocentric
B) ethnocentric
C) polycentric
D) international
E) domestic
51) Expatriate failure refers to
A) the premature return of an expatriate manager to his or her home country.
B) the demise of a foreign direct investment opportunity.
C) the return of exported goods due to damage from transport.
D) the emotional transition all expatriates go through.
E) a lack of technical competence among foreign nationals.
52) According to the results of a seminal study by R. L. Tung, what was the major reason for
expatriate failure among European expatriates?
A) personal or emotional problems
B) inability to cope with overseas responsibilities
C) poor pay
D) inability of spouse to adjust to a new environment
E) lack of technical competence
53) According to the results of a seminal study by R. L. Tung, the top reason why Japanese
expatriate managers fail is
A) the inability of their spouses to adjust.
B) the lack of technical competence.
C) their personal or emotional problems.
D) the inability to cope with larger overseas responsibilities.
E) their inability to deal with difficulties in the new environment.
54) In her fifteen-year career at CalCorp, Samantha’s work did not require any travel at all.
Actually, Samantha has never traveled outside of the United States. However, she has excelled at
her job and is good at communicating with everyone in the firm. An important position has opened
in CalCorp’s Dubai operations, and the company is considering whom to send. According to
Mendenhall and Oddou, which attribute would seem unlikely to predict success in this situation?
A) Samantha’s ability to project self-orientation
B) equating Samantha’s domestic performance with overseas potential
C) an others-orientation demonstrated by Samantha
D) the ability to empathize shown by Samantha
E) Samantha’s level of cultural toughness
55) According to Mendenhall and Oddou, what dimension that predicts success in a foreign
posting strengthens an expatriate’s self-esteem, self-confidence, and mental well-being?
A) cultural toughness
B) others-orientation
C) perceptual ability
D) self-orientation
E) empathy
56) Valerie is considered an excellent candidate for the foreign job posting because she is
self-confident and demonstrates strong self-esteem. Mendenhall and Oddou would label these
characteristics as
A) perceptual ability.
B) self-orientation.
C) others-orientation.
D) cultural toughness.
E) empathy.
57) According to Mendenhall and Oddou’s dimensions that predict success in a foreign posting, an
individual exhibiting an others-orientation would
A) be able to only use the home-country language.
B) display low self-esteem.
C) be more focused on self.
D) be unable to adjust to a foreign posting.
E) have the ability to interact with host-country nationals.
58) According to Mendenhall and Oddou’s dimensions that predict success in a foreign posting,
what is a result of the attribute of others-orientation?
A) The expatriate has high self-esteem.
B) The expatriate empathizes with the host-country nationals.
C) The expatriate makes an effort to use the local language.
D) The expatriate adjusts to the inhospitable climate of the host country.
E) The expatriate is comfortable working in a male-dominated environment.
59) According to Mendenhall and Oddou, ________ provides an expatriate the ability to
understand why people of other countries behave the way they do.
A) cultural toughness
B) perceptual ability
C) self-orientation
D) others-orientation
E) willingness to communicate
60) Harris was promoted to the international post because he had the ability to “put himself in
another person’s shoes” and understand why people in other countries behave the way they do.
Which of Mendenhall and Oddou’s dimensions does Harris display?
A) self-orientation
B) cultural myopia
C) perceptual ability
D) ethnocentrism
E) cultural toughness
61) When Parul, an expatriate manager for Castle Mfg., went to work in the company’s Thailand
operations, she was often frustrated when her staff showed up thirty minutes late for meetings and
did not have an explanation for their tardiness. She didn’t understand why her staff in Thailand
didn’t behave like her staff had in the home office. According to Mendenhall and Oddou, an
expatriate manager like Parul who tends to treat Thai nationals as if they were home-country
nationals lacks the dimension of
A) cultural toughness.
B) self-orientation.
C) power distance.
D) perceptual ability.
E) willingness to communicate.
62) According to Mendenhall and Oddou, what dimension refers to the relationship between the
country of assignment and how well an expatriate adjusts to a particular posting?
A) self-orientation
B) perceptual ability
C) cultural toughness
D) others-orientation
E) willingness to communicate
63) Mallory, an American manager working in the Middle East, is successfully adjusting to a new
country where the culture is extremely male-dominated. According to Mendenhall and Oddou,
what dimension that predicts success in foreign postings does Mallory demonstrate?
A) perceptual ability
B) others-orientation
C) cultural toughness
D) self-orientation
E) empathy
64) Patrice doesn’t know if she can adjust to the poor health care, lower housing standards, and
inhospitable climate in the foreign country where she has recently been assigned. Which of
Mendenhall and Oddou’s four dimensions that predict success in a foreign posting does Patrice
need to acquire?
A) perceptual ability
B) cultural toughness
C) self-orientation
D) others-orientation
E) self-confidence
65) An increase in ________ is an additional and difficult dimension to the long-standing problem
of expatriate failure.
A) formal training
B) dual-career families
C) cultural diversity
D) single parenting
E) cultural toughness
66) Companies use ________ to build a manager’s skills over his or her career with a firm.
A) ethnocentrism
B) cultural toughness
C) total quality management
D) management development
E) organizational norms
67) When James accepted the job in England, he and his family received information on the best
roads to take to get their children to school, where to shop for groceries, and referrals for medical
and dental care. What kind of training did they receive?
A) cognitive
B) practical
C) language
D) cultural
E) ethical
68) Repatriation refers to
A) sending expatriate managers to a new host country.
B) training expatriate managers to adjust to the new environment of the host country.
C) reentry of expatriate managers into their home-country organization.
D) helping expatriate managers build rapport with local employees.
E) increasing expatriate managers’ effectiveness in dealing with host-country nationals.
69) As the human resources manager, Marcus knows it is important for the company to develop a
program for expatriates who return to work at the home office. What type of program is Marcus
referring to?
A) standardization
B) inpatriation
C) repatriation
D) localization
E) appreciation
70) During performance appraisals at Carson Engineering Corp., both the host-nation managers
and the home-office managers evaluate the performance of expatriate managers. A company might
do this to avoid the problem of
A) cultural conflict.
B) unintentional bias.
C) operational errors.
D) overcompensation.
E) culture shock.
71) Marlee is a manager at the California home office of Tech-Cor. She is gathering information
about the company’s international subunits and has profitability figures and market share analysis,
which she plans to use in her performance appraisal when she meets with the expatriate manager
next week in Brazil. What type of information is Marlee using for her appraisal?
A) qualitative data
B) soft data
C) biased data
D) hard data
E) secondary data
72) According to the survey by Towers Watson, which country provides the highest pay to CEOs?
A) Switzerland
B) United States
C) Japan
D) Australia
E) Argentina
73) Which type of staffing policy directly implies that a company should pay managers based on
country-specific standards because there is a lack of mobility among national operations?
A) polycentric
B) ethnocentric
C) geocentric
D) domestic
E) regional
74) A(n) ________ staffing policy is pursued by firms where the lack of managers’ mobility
among national operations implies that the pay for expatriates should be kept country-specific.
A) regional
B) ethnocentric
C) geocentric
D) polycentric
E) domestic
75) A(n) ________ staffing policy is concerned with the need for a cadre of international managers
that may include many different nationalities and raises the question “should all members receive
the same pay and incentives?”
A) polycentric
B) geocentric
C) ethnocentric
D) domestic
E) regional
76) Jacob works for a large U.S. corporation that has operations in more than 30 countries.
Currently, there is conflict among the international managers, as they feel that they are not being
compensated fairly and claim that U.S. managers like Jacob are paid more because they come from
countries with a higher cost of living. The firm is deciding whether or not to equalize the pay for all
managers regardless of country of origin. What type of staffing policy does this company have in
place?
A) polycentric
B) geocentric
C) ethnocentric
D) domestic
E) regional
77) The ________ approach is the most common approach to expatriate pay, which equalizes
purchasing power across countries so employees can enjoy the same living standard in their
foreign posting that they enjoyed at home.
A) merit
B) receivables
C) balance sheet
D) purchasing parity
E) commission
78) In the context of expatriate compensation, what is the role of a balance sheet approach?
A) It equalizes purchasing power across countries so employees can enjoy the same living
standard in their foreign posting that they enjoyed at home.
B) It helps expatriate managers and their families to adjust to the day-to-day life of the host
country.
C) It rewards expatriates on the basis of merit and performance.
D) It helps promote goodwill among all managers regardless of posting.
E) It is offered as an inducement to accept foreign postings and live away from family.
79) What staffing policy limits a firm’s ability to reduce its use of expatriates?
A) geocentric
B) polycentric
C) transnational
D) regiocentric
E) neocentric
80) ________ refers to the extra pay an expatriate receives for working outside his or her country
of origin.
A) Parity adjustment
B) Cost of living allowance
C) Foreign service premium
D) Expat allowance
E) Dividend
81) As an enticement to accept a new job position within her company, Millie is offered a $10,000
“bonus” if she transfers from the New York office to the Tokyo office. This “bonus” is called a(n)
A) allowance.
B) balance sheet approach.
C) commission.
D) parity adjustment.
E) foreign service premium.
82) In terms of expatriate pay, what is a characteristic of a foreign service premium?
A) It ensures that expatriates’ children receive adequate schooling.
B) It helps to evaluate expatriates’ performance without any unintentional bias.
C) It ensures that expatriates are prepared for reentry into their home-country organization.
D) It is paid as a percentage of base salary, with 16 percent being the average premium.
E) It allows a firm to pay expatriates’ income tax in the host country.