134. International businesses differ in terms of their approaches to international labor
relations, mainly in the degree to which:
135. International businesses differ markedly in their approaches to international labor
relations. The trend now is toward _____ that reflect(s) international firms’ attempts to rationalize
their global operations.
136. Describe human resource management.
137. Discuss the differences between ethnocentric, polycentric, and geocentric approaches to
staffing for international businesses. What is the rationale behind each of these approaches?
138. Define an expatriate manager. Describe the dimensions of self-orientation and others-
orientation that predict success in a foreign posting.
139. What is expatriate failure? According to Tung’s survey, what are the different reasons for
expatriate failure in U.S. multinationals?
140. What are the reasons for the failure of spouses to adjust to an expatriate’s foreign
posting?
141. Describe the disadvantages of a polycentric staffing policy.
142. What is the purpose of cultural training before a foreign posting?
143. What is repatriation? What is its importance?
144. Describe how management development programs can increase the value of human
capital in an international business firm.
145. How does unintentional bias affect the performance appraisal of expatriates? How can it
be reduced?
146. Briefly describe how national differences in compensation affect international business.
147. Describe any two components of a typical expatriate compensation package.
148. In the context of international labor relations, what are the concerns of organized labor?
149. How has organized labor responded to the increased bargaining power of multinational
corporations?
150. Describe the different approaches that international businesses take to labor relations.