Exam 16: Hiring and Managing Employees

In cultural training, which of these gets a trainee "into the mind" of local people?

Employees who are visiting another culture, walking the streets of its cities and villages and becoming absorbed by the culture for a short time are probably gaining ________.

The geocentric staffing policy is typically reserved for nonmanagerial workers.

Likely candidates for international positions are managers who were involved in previous stages of an international project.

What challenges do international labor unions face as they try to accomplish their objectives?

Companies use ethnocentric staffing to incorporate local traditions into management policies.

Plans for reducing a company's workforce is called ________.

Scenario: You're Hired! Erica Els is excited because she has just been promoted to vice president of human resources for her company, Hudson Foods, a U.S.-based international frozen and snack food corporation. Erica's first task is to staff the company's new European subsidiary. -Erica has heard about a phenomenon in Germany whereby workers have a direct say in the strategies and policies of their employers, which is called ________.

Sensitivity training constitutes the most basic level of training for international assignments.

The customary means by which a company staffs its offices is called its ________.

Firms pursue ethnocentric staffing for all the following reasons EXCEPT ________.

Culture shock is a psychological process that affects people living abroad and is characterized by homesickness, irritability, confusion, aggravation, and depression.

Large international companies tend to make high-level labor decisions at the ________ office because it gives them greater control over their network of production operations worldwide.

Relations between laborers and managers are rooted in culture and affected by political movements in a market.

The major drawback of polycentric staffing is the potential to ________.

When a nation's government restricts the number of people allowed into the host country for work purposes, it is likely trying to reduce unemployment among the local population.

Scenario: Swingset International Jerome Johnston, human resource manager at U.S.-based Swingset International is developing an international staffing policy for the company. Jerome personally believes Swingset should send managers from the United States to manage each subsidiary. But the CEO of the company, Valerie Vermont, believes subsidiary operations ought to be managed by individuals from the host country. -If Swingset wants to have its operations outside the United States managed by the best-qualified individuals regardless of nationality, which staffing policy should it consider using?

Differentiate between culture shock and reverse culture shock. How can companies help employees deal with such issues?

Scenario: Swingset International Jerome Johnston, human resource manager at U.S.-based Swingset International is developing an international staffing policy for the company. Jerome personally believes Swingset should send managers from the United States to manage each subsidiary. But the CEO of the company, Valerie Vermont, believes subsidiary operations ought to be managed by individuals from the host country. -Valerie's perspective can be best described as which of these staffing policies?

Compare and contrast the methods of cultural training. Is any single method better than all the others?