Question 1

_____ assignments involve high-profile activities focused on developing a balanced global perspective
A) technical
B) developmental
C) strategic
D) functional

Accepted Answer

Strategic assignments are typically high-profile activities designed to develop a balanced global perspective, often involving critical thinking and planning at a high level to align with an organization's long-term goals.

Question 2

Sometimes recommended to overcome cultural complexity during expatriate performance appraisals
A) collective bargaining
B) 360-degree feedback
C) HRIS systems
D) going native

Accepted Answer

360-degree feedback is often recommended to overcome cultural complexity during expatriate performance appraisals because it gathers performance information from multiple sources, such as peers, subordinates, and supervisors, providing a more comprehensive and culturally nuanced view of the expatriate's performance.

Question 3

An expatriate is a
A) PCN
B) TCN
C) HCN at HQ
D) all of the above

Accepted Answer

An expatriate is a person living outside their native country, which can include Parent Country Nationals (PCNs) working abroad, Third Country Nationals (TCNs) working in a country that is neither their home nor their host country, and even Host Country Nationals (HCNs) if they are working for an international organization's headquarters outside of their home country.

Question 4

______ enables the MNE to evaluate and continually improve individual, subsidiary unit, and corporate performance against clearly defined pre-set goals and targets.
A) performance appraisal
B) performance management
C) performance priorities
D) performance implications

Accepted Answer

Performance management is the process that enables multinational enterprises (MNEs) to evaluate and continually improve individual, subsidiary unit, and corporate performance against clearly defined pre-set goals and targets.

Question 5

Which goals should be included when appraising an international manager's performance?
A) hard goals
B) soft goals
C) contextual goals
D) all three

Accepted Answer

When appraising an international manager's performance, it is important to include all three types of goals: hard goals (quantifiable targets), soft goals (qualitative measures such as leadership and communication skills), and contextual goals (objectives that take into account the specific context of the international environment, such as cultural sensitivity and adaptability). This comprehensive approach ensures a well-rounded evaluation of the manager's performance.

Question 6

_____ goals take into consideration factors that result from the situation in which performance occurs.
A) hard
B) soft
C) contextual
D) long-term

Accepted Answer

The answer of _____ goals take into consideration factors that...

Question 7

Most expatriate assignments are of which type?
A) technical
B) developmental
C) strategic
D) functional

Accepted Answer

The answer of Most expatriate assignments are of which type?
A)...

Question 8

_____ goals are trait-based and include an expatriate's leadership style and interpersonal skills.
A) hard
B) soft
C) contextual
D) long-term

Accepted Answer

Soft goals are related to personal traits and interpersonal skills, including leadership style and the ability to interact effectively with others.

Question 9

This type of expatriate analyzes and solves a particular operational problem.
A) CEO
B) structure reproducer
C) troubleshooter
D) operative

Accepted Answer

Troubleshooters are expatriates sent abroad specifically to solve a particular operational problem, utilizing their specialized knowledge and skills to address and rectify issues within the organization's overseas operations.

Question 10

Which is NOT a factor associated with expatriate performance?
A) compensation
B) HQ support
C) gender
D) task and role

Accepted Answer

Gender is not considered a direct factor affecting expatriate performance. Factors like compensation, headquarters support, and clarity of task and role are more directly related to how well an expatriate performs in their overseas assignment.

Question 11

A PCN manager realizes the expectations of psychologically ___ and physically ___ role senders.
A) close, close
B) close, distant
C) distant, close
D) distant, distant

Accepted Answer

A PCN (Parent Country National) manager working abroad is expected to be psychologically close to the role senders (e.g., headquarters or the parent company) to understand and implement the organization's values and policies effectively. However, they are physically distant due to their location in a foreign country.

Question 12

Role expectations are likely to be more complex for ____ because role conception crosses two national boundaries.
A) PCNs
B) HCNs
C) TCNs
D) all of the above

Accepted Answer

TCNs (Third Country Nationals) have role expectations that are more complex because they operate across two national boundaries, integrating and adapting to the cultures and expectations of both their home country and the host country, unlike PCNs (Parent Country Nationals) and HCNs (Host Country Nationals) who primarily deal with one cultural context.

Question 13

A _____ assignment performs job tasks in generally lower-level, supervisory positions.
A) technical
B) developmental
C) strategic
D) functional

Accepted Answer

A functional assignment performs job tasks in generally lower-level, supervisory positions.

Question 14

A PCN identifying too closely with host-subsidiary concerns is an example of
A) going native
B) role autonomy
C) role clarity
D) work adjustment

Accepted Answer

"Going native" refers to the phenomenon where a parent country national (PCN) working in a foreign subsidiary becomes overly assimilated into the local subsidiary's culture, priorities, and concerns, sometimes at the expense of the broader organizational goals or perspectives of the parent company.

Question 15

This type of expatriate has the task of building the framework he or she already knows from another part of the company.
A) CEO
B) structure reproducer
C) troubleshooter
D) operative

Accepted Answer

A structure reproducer is specifically tasked with implementing or reproducing the organizational structure or processes they are familiar with from another part of the company in a new location. This involves transferring existing knowledge and practices to ensure consistency and efficiency across different parts of the organization.

Question 16

Market share is an example of what kind of expatriate performance management goal?
A) hard
B) soft
C) contextual
D) long-term

Accepted Answer

Market share is considered a "hard" goal in the context of expatriate performance management because it is quantifiable and directly related to the business's financial performance and competitive position.

Question 17

An expatriate going abroad to prepare for later senior appointments at HQ has this type of assignment
A) technical
B) developmental
C) strategic
D) functional

Accepted Answer

Developmental assignments are designed to prepare individuals for senior positions by exposing them to new challenges and environments, which is consistent with the purpose of sending an expatriate abroad in this context.

Question 18

A TCN manager realizes the expectations of psychologically ___ and physically ___ role senders.
A) close, close
B) close, distant
C) distant, close
D) distant, distant

Accepted Answer

The answer of A TCN manager realizes the expectations of...

Question 19

Performance feedback is complicated for _____ because they may need to rely on email communication.
A) domestic workgroups
B) subsidiary workgroups
C) PCNs and HCNs
D) virtual workgroups

Accepted Answer

Virtual workgroups often rely on email and other forms of electronic communication for feedback, making nuances and tone harder to convey compared to face-to-face interactions.

Question 20

Goals which are quantifiable and can be directly measured
A) hard
B) soft
C) contextual
D) well-defined

Accepted Answer

Hard goals are quantifiable and can be directly measured, allowing for clear assessment of achievement.

Quiz 6: International Performance Management

_____ assignments involve high-profile activities focused on developing a balanced global perspective

Sometimes recommended to overcome cultural complexity during expatriate performance appraisals

An expatriate is a

______ enables the MNE to evaluate and continually improve individual, subsidiary unit, and corporate performance against clearly defined pre-set goals and targets.

Which goals should be included when appraising an international manager's performance?

_____ goals take into consideration factors that result from the situation in which performance occurs.

Most expatriate assignments are of which type?

_____ goals are trait-based and include an expatriate's leadership style and interpersonal skills.

This type of expatriate analyzes and solves a particular operational problem.

Which is NOT a factor associated with expatriate performance?

A PCN manager realizes the expectations of psychologically _ and physically _ role senders.

Role expectations are likely to be more complex for ____ because role conception crosses two national boundaries.

A _____ assignment performs job tasks in generally lower-level, supervisory positions.

A PCN identifying too closely with host-subsidiary concerns is an example of

This type of expatriate has the task of building the framework he or she already knows from another part of the company.

Market share is an example of what kind of expatriate performance management goal?

An expatriate going abroad to prepare for later senior appointments at HQ has this type of assignment

A TCN manager realizes the expectations of psychologically _ and physically _ role senders.

Performance feedback is complicated for _____ because they may need to rely on email communication.

Goals which are quantifiable and can be directly measured