Exam 16: International Pay Systems

The approach to international compensation in which headquarters and foreign units are networked and share ideas is the _____.

Companies in the United States,United Kingdom,and some central European countries will most likely have centralized wage bargaining.

Volkswagen would find it easier and less complex to reduce their labor costs than Toyota.

Which of the following is not true of tariff agreements in Germany?

A French citizen working for IBM in Canada is _____.

Traditionally,Japan's employment relationships were supported by _____.

Japanese pay systems typically emphasize pay based upon competitors' market rates rather than internal alignment.

External competitiveness in the United States is _____.

According to Hofstede's cultural dimensions,in low-power-distance nations such as Australia and the Netherlands,_____ pay structures are appropriate.

A(n)_____ approach designs a total pay system at headquarters and applies it globally.

Unionization rates are higher in Europe than Asia.

Which of the following is a factor determining base pay in the Japanese national system?

Explain the three general compensation strategies used by companies with worldwide operations.

The highest percent of unionized workers in Europe is France with 90 percent.

How do the differences in the ownership and financing of companies around the world impact international pay?

Compare and contrast the pay objectives of Japanese,German and U.S.pay systems.

The need for expatriate relocation incentives is because organizations do not value the international expertise expats acquire.

Employer allowances for commuting,housing and family,are common in many Asian countries,but are uncommon in Japan.

A Japanese citizen working for Toyota in Georgetown,Kentucky is a(n)_____.

Japanese pay systems are more person-based than job-based.