Deck 9: Global Workforce Performance Management

Question 1

Which two general types of HR function decisions most commonly follow the various phases of the performance management process?

A)Staffing and training
B)Staffing and compensation
C)Compensation and discipline
D)Compensation and training

Answer 1

Staffing and training

Question 2

Which is the first phase of the performance management process as described in the text?

A)Agree on job performance goals
B)Conduct job design
C)Conduct performance appraisal
D)Provide direction and performance feedback

Answer 2

Conduct job design

Question 3

On-the-job training (OJT), the most common form of training in organizations, most closely resembles which phase of the performance management process?

A)Monitor job progress, giving feedback, coaching, and support
B)Provide direction, immediate performance feedback, and coaching.
C)Conduct performance appraisal
D)Agree on clear job performance goals

Answer 3

Provide direction, immediate performance feedback, and coaching.

Question 4

Which is the final phase of the performance management process as described in the text?

A)Monitor job progress, giving feedback, coaching, and support
B)Provide direction and performance feedback
C)Conduct performance appraisal
D)Promote or terminate the employee

Question 5

An emphasis in performance appraisal on __________ has been found to contribute to higher levels of employee satisfaction in several different countries.

A)fair judgments about past performance
B)future employee development
C)constructive criticism while maintaining respect
D)manager/employee relationship development

Question 6

Which of the following is a major "Downstream" consideration for effective global performance management?

A)Strategic integration and coordination
B)Workforce alignment
C)Sensitivity to cross-cultural differences

Question 7

Which of the following is a major "Upstream" consideration for effective global performance management?

A)Knowledge management
B)Responsiveness to local conditions
C)Comprehensive training
D)Establishment of the performance management relationship

Question 8

Mistakes made in one MNC subsidiary that provided useful lessons for learning when shared across the other subsidiaries is an example of which upstream consideration for global performance management?

A)Comprehensive training
B)Strategy integration and coordination
C)Workforce alignment
D)Organizational learning

Question 9

Hans, a manager over a German MNC's operation in Peru, finds that he has considerably less technology and infrastructure support than other managers in other operations of the MNC. Which downstream performance management consideration should be taken into account in preparing for Hans' upcoming performance appraisal?

A)Responsiveness to local conditions
B)Sensitivity to cross-cultural differences
C)Strategic coordination
D)Workforce alignment

Question 10

Which of these aspects of national cultures has been found to be very relevant in carrying out local performance management activities?

A)Particularism
B)Power Distance
C)Uncertainty Avoidance
D)Time Orientation

Question 11

Employees in some cultures might feel uncomfortable with performance feedback provided on a virtual basis over e-mail or telephone, where additional cues such as body language and facial expressions are not available. The cultural dimension consideration of performance management that is relevant in this situation is

A)Power Distance.
B)Communication Context.
C)Uncertainty Avoidance.
D)Orientation Toward Control.

Question 12

In countries high on this cultural dimension we tend to see more qualitative evaluations of individual performance in contributing to the whole job, including quality of interpersonal interaction, supportive and cooperative work relationships, and contribution to constructive work climate.

A)Individualism
B)Femininity
C)Power distance
D)Uncertainty Avoidance

Question 13

Which general cultural dimension is most relevant to performance management needs for employees who generally prefer to work independently?

A)Collectivism-individualism
B)Masculinity-femininity
C)Power distance
D)Uncertainty avoidance

Question 14

In this cultural condition, employees perceive themselves as part of a group while fully accepting the power and status inequalities within the group.

A)Uncertainty avoidance
B)Team-oriented masculinity
C)Vertical collectivism
D)Egalitarian power distance

Question 15

Which cultural dimension particularly relevant to performance management pertains to employees in some countries who have difficulty accepting personal responsibility due to a basic belief that whatever happens in their lives is determined beyond themselves by fate or some divine will?

A)Power distance
B)Communication context
C)Uncertainty avoidance
D)Orientation toward control

Question 16

The role of the supervisor in the performance management process is primarily one of

A)supporter and facilitator
B)coordinator and administrator
C)monitor and judge
D)evaluator and promoter

Question 17

This performance appraisal approach involves the utilization of multiple different sources of input in making appraisal decisions:

A)Peer or Colleague
B)Workplace Collaboration
C)360-Degree Feedback
D)Ranking Method

Question 18

An emphasis on this source of input in performance appraisal might be appropriate where employees hold high cultural values in collectivism.

A)Subordinates
B)Self
C)Workplace peers
D)Customers or clients

Question 19

There is evidence that a gender effect as well as cultural effect involving high collectivist and high power distance cultures can obscure the overall accuracy of this source of input for making employee performance appraisal decisions.

A)Supervisor
B)Workplace peers
C)Subordinates
D)Self

Question 20

Antonio Rossi is very disappointed and upset. He just received his first annual performance appraisal after serving a year as head of his Italian firm's 12-year-old operation in Santiago, Chile. Although he admits that his performance had significant mistakes and problems during his first six months with the assignment, his work is now going extremely well. He doesn't think it is fair to weigh the first six months equally in his appraisal due to his necessary adjustment period. Which of the following important considerations for expatriate performance appraisal was most neglected for Mr. Rossi?

A)Accuracy of expatriate assignment objectives
B)Timing
C)Local conditions
D)Sensitivity to multiple extraneous environmental variables

Question 21

In most cases the planning of performance appraisal for inpatriates should reflect which priority?

A)Accountability
B)Development
C)Motivation
D)Reward allocation

Question 22

Performance management is a set of regular, ongoing human resource activities carried out by managers and supervisors to enhance and maintain employee performance toward the achievement of desired performance objectives.

Question 23

Performance management can serve as an effective HR control mechanism for implementing MNC strategy and carrying out important objectives despite significant physical distance and cultural barriers.

Question 24

One limitation of performance management is that it is directed solely at individual performance, thus neglecting attention to group cooperation and team performance.

Question 25

Effective performance management is aligned with company strategic objectives, and is integrated with other HR functions such as staffing, training, and compensation.

Question 26

In the first phase of the performance management process, the manager and employee discuss and agree upon clear job performance goals.

Question 27

Once an employee actually begins work on a newly designed job, managers should be observant and open to employee input on possible aspects of the predetermined job design that may need revising.

Question 28

Both training and staffing decisions may be appropriate to consider along various phases of the performance management process.

Question 29

Important upstream considerations for global performance management include responsiveness to local conditions, sensitivity to cross-cultural differences, establishment of the performance management relationship, and training for effective performance management.

Question 30

Virtual teams constitute an increasingly common and important coordination and integration mechanism across an MNC's interdependent operations.

Question 31

The alignment of leadership throughout the MNC relative to common values, priorities, and performance expectations can also contribute to the development of a common global business culture that can have a unifying influence on employee thought, behavior, and performance.

Question 32

Although organizational culture can have an influence on employee behavior, it typically is greatly overshadowed by the impact of national culture.

Question 33

Although some large countries, such as Russia and the US, can have multiple and widely differing subcultures, large MNCs typically develop only a single organizational culture that dominates at the various foreign operations of the MNC.

Question 34

Due to wasted time and energy in working with employees to resolve performance problems, managers are typically much better off to quickly terminate employees as early as possible when performance problems are detected.

Question 35

An emphasis in performance appraisal on future employee development rather than judgments about past performance has been found to contribute to higher levels of employee satisfaction in several different countries.

Question 36

MNC managers at all levels can have a powerful effect on global performance management activities since they are essentially the ones who plan and implement performance management practices and activities.

Question 37

The performance management process is based on the fundamental assumption that employees must accept some degree of control and responsibility for their actions and performance outcomes. Therefore, a performance appraisal session should not include a consideration of possible external factors influencing performance beyond the employee's control.

Question 38

In an effective performance management relationship, the manager should not give the impression of his or her dependence on employee input and feedback, for such a perception would lessen the manager's necessary power advantage.

Question 39

Training for both manager and employee is essential for the performance management process to function effectively.

Question 40

For productive organizational learning to improve performance management, experiences gained (both good and bad) in the course of carrying out performance management activities at the local level should be considered as input for the MNC's global training agenda and shared throughout the organization.

Question 41

Research has generally found that additional sources of input for employee performance appraisal beyond the immediate supervisor adds minimal value in improving the accuracy of appraisal decisions.

Question 42

To improve the accuracy and overall value of performance appraisals, as many as possible different sources of input on employee performance should be used.

Question 43

Due to the time and stress typically associated with performance appraisal, research in several different countries has found greater satisfaction and productivity associated with annual or even less frequent performance appraisal and less formal performance feedback activities.

Question 44

Upward feedback from subordinates represents a critical opportunity for the manager to consider other factors above the individual employee level and beyond employee control that can influence performance.

Question 45

To ensure the quality of upward feedback, measures should be taken to increase employee perceptions that negative upward feedback will be held confidential and safe from retaliatory consequences

Question 46

Employee satisfaction and perceptions of fairness tend to be highest when procedures and forms used for performance appraisal are customized to the individuals and work situations involved.

Question 47

In general, the more different a host country's environment is from that of the MNC's home country, the greater degree of modification is needed for the home country appraisal procedures and tools that are used for host country application.

Question 48

Ludwig Becker just completed his third year after opening up a branch of his multinational German bank in Malaysia. And for the third straight year, his branch has lost money. This negative financial performance should serve as a major determination factor in reaching an overall negative evaluation of Becker's performance as the head branch manager.

Question 49

Mr. Sang works for an electronics manufacturer with headquarters in Taiwan. After working for the company for five years in Taiwan, he has been sent to work in the U.S. subsidiary operation in San Francisco, where he reports to the American general manager for the subsidiary, Tom Johnson. To be effective, the process for appraising Mr. Sang's performance should not include the input of Mr. Johnson, due to possible cross-cultural misunderstanding, but should rely on the evaluations made by Taiwanese managers back at company headquarters.

Question 50

Of all human resource management practices, performance appraisal has little cross-cultural difficulty in being applied on a global scale due to human beings sharing a basic sense of personal responsibility for their own actions.

Question 51

Identify and discuss the five major phases of the performance management process.

Question 52

In order to effectively manage the global performance appraisal schemes, MNCs need to carefully consider both the upstream and downstream imperatives. Please list and explain the three key issues from both the upstream and downstream side that MNCs need to take into consideration.

Question 53

Evaluating the performance of expatriates is more complex and complicated due to the nature of the jobs they are assigned to. What are key considerations for MNCs to keep in mind in order to effectively assess expatriate performance?