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Strayer BUS325 week 7 quiz 5




Question 1;According to Hays, the ?trouble shooter? is;Answer;The individual sent from a subsidiary back to headquarters because they are a performance problem;The individual in a local subsidiary who holds his or her employees to an impossibly high standard in performance appraisal reports;The individual sent to a local subsidiary to identify redundant employees and fires them;The individual sent to a local subsidiary to analyze and solve particular operational problems;Question 2;What is the normal frequency of formal performance appraisal for an expatriate?;Answer;6 months;1 year;18 months;2 years;Question 3;What are the five major constraints in terms of multinational strategy and goal setting?;Answer;Differing societal, legal, economic, technical and physical demands;Differing societal, cultural, economic, technical and physical demands;Differing societal, legal, administrative, economic and physical demands;Differing legal, strategic, administrative, economic and physical demands;Question 4;Market development in foreign subsidiaries is generally slower and more difficult to achieve without;Answer;Supporting infrastructure of the parent;Formal control mechanism;Expatriates from the parent organization;Cross-culture training;Question 5;The dilemma of cultural adaptation of a performance evaluation could be overcome by;Answer;The host-country national assisting in devising a suitable system for appraisal;Parent company not evaluating the employees;TCN developing the performance appraisal system;Offshoring the performance evaluation;Question 6;The turbulence of the global environment requires that long-term goals be;Answer;Inflexible to major environment events;Realistic and in line with corporate goals;Ambitious to meet the growing needs of the organization;Flexible to respond to market contingencies;Question 7;The term ?whole verses part? refers to;Answer;The idea that a global performance is too complex to be captured by a single performance management system;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;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.;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;uestion 8;Web-based platforms of human resource information system that include performance management modules;Answer;Create more performance management problems than they solve;May be seen as eliminating the separations of time, distance and culture experienced by multinational firms;May be seen as a response to the separations of time, distance and culture experienced by multinational firms;May be seen as increasing and making more obvious the separations of time, distance and culture experienced by multinational firms;Question 9;An operative;Answer;Is a subsidiary manager;Reproduces a foreign subsidiary structure;Is an individual sent to a subsidiary to solve a particular problem;Is an individual whose assignment is to perform functional job task;Question 10;What is a strategic international assignment?;Answer;A short-term knowledge transferor activity;High profile activities that focus on developing a balanced global perspective for the employee;Assignment that involves the two-way transfer of existing processes and practices;Assignment that focuses on in-country performances and the acquisition of local understanding;Question 11;What tool assists an organization in collecting accurate performance data and allows for cross-employee comparisons?;Answer;Local implicit norms;Standardized appraisal forms;Local performance diaries;Standardized performance goals;Question 12;An appraisal system which builds upon the strengths while minimizing their disadvantages uses all of the following criteria;Answer;Hard, soft and contextual goals;Financial, corporate and cross-cultural goals;Interpersonal, financial and cultural goals;Hard goals, cultural and corporate goals;Question 13;What are the five variables affecting expatriate performance?;Answer;Compensation package, task, HQ support, host environment and culture adjustment;Legal, economic, culture adjustment, physical and task;Technical, societal, compensations, HQ support and host environment;Compensation, task, cultural environment, HQ support and legal;Question 14;Which country tends to focus on linking performance management result to long-term training and development activities?;Answer;USA;France;Germany;Australia;Question 15;One problem with an annual performance appraisal is;Answer;Managers often miscommunicate how to improve the expatriate?s job performance in a timely manner.;Technological improvements have made the evaluation obsolete.;Employees do not receive consistent frequent feedback in order to improve;Email feedback has replaced the need for a formal employee evaluation


Paper#31050 | Written in 18-Jul-2015

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