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1. The trends and arrangements that encourage international trade also increase and change
the demands on human resource management.
2. The host country is the country in which the organization's headquarters is located.
3. Third-country nationals are employees from a country other than the parent country or the
host country.
4. The usual way that a company begins to enter foreign markets is by setting up operations
in those countries.
5. While international companies build one or a few facilities in another country,
multinational companies go overseas on a broader scale.
6. A global organization uses cultural differences as an advantage.
7. The most important influence on international HRM is the economic system of the country
in which a facility is located.
8. In countries with large power distances, people try to eliminate inequalities.
9. In countries with low uncertainty avoidance, people seem to take each day as it comes.
10. Job design aimed at empowerment is likely to be difficult in cultures with high power
distance.
11. In general, spending on education is lesser per pupil in high-income countries than in
poorer countries.
12. Capitalist economic systems provide ample opportunities for educational development
because the education system is free to students.
13. A country's political system does not usually affect human resource management.
14. Compared with other countries, the United States does not allow employers much latitude
in reducing their workforce, the emphasis being more on protecting jobs.
15. Companies usually prefer hiring parent-country nationals for filling positions in host-
countries.
16. Expanding opportunities in fast-developing nations such as China and India has limited
the ability of organizations to tap into the immigrant workforce.
17. Research has found successful completion of overseas assignments to be most likely
among employees who are extroverted, agreeable, and conscientious.
18. Culture shock is the first emotional stage an expatriate experiences upon starting a
foreign assignment.
19. In the context of the effects of culture on training design, trainers are expected to be
authoritarian and controlling of session in cultures low in power distance.
20. In the context of the effects of culture on training design, a culture with a long-term
orientation will have trainees who are likely to accept development plans and assignments.
21. The general principles of performance management may apply in most countries, but the
specific methods that work in one country may fail in another.
22. U.S. companies usually link stock options to specific performance goals, such as the
increase in a company's share price compared with that of its competitors.
23. In comparison with European organizations, U.S. organizations exert more centralized
control over labor relations in the various countries where they operate.
24. Apart from developing an appreciation of the host-country's culture, cross-cultural training
requires developing a greater awareness of one's own culture too.
25. The balance sheet approach for determining expatriate compensation adjusts a manager's
compensation so that it equals the host country's standard of living, further ensuring assimilation
into the local culture.
26. Canada, Mexico, and the United States have encouraged trade among themselves with
the:
27. The _____ of a company is the country in which the organization's headquarters is
located.
28. Maria Celio, who was born in Spain, works at the headquarters of a Spanish company. She
is a:
29. A _____ is a country (other than the country in which the organization’s headquarters is
located) in which an organization operates a facility.
30. A TexasCorp (an American company) employee, who was born in India and is working at
the company's facilities in India, is a:
31. A country that is neither the parent country nor the host country for a company is referred
to as a:
32. An individual who was born in the United States and is currently working in Spain for a
company headquartered in Japan is a _____ in Spain.
