CHAPTER 11 HUMAN RESOURCES MANAGEMENT Flashcards

1
Q

or locals, are natives of the country in which they work. For skilled, technical, and managerial workers, companies have several options. They can sometimes hire these workers locally.

A

HOST-COUNTRY NATIONALS

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2
Q

are people who live and work outside their native countries.

A

EXPATRIATES

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3
Q

Expatriates from the country in which their company is headquartered are called

A

PARENT COUNTRY NATIONALS OR HOME COUNTRY NATIONALS

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4
Q

Expatriates from countries other than the home country of their company or the host country are called

A

THIRD-COUNTRY NATIONALS

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5
Q

Uses natives of the parent country of a business to fill key positions at home and abroad. This approach can be useful when new technology is being introduced into another country. It is also useful when prior experience is important.

A

ETHNOCENTRIC APPROACH

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6
Q

The ________ approach has drawbacks. For example, it deprives local workers of the opportunity to fill key managerial positions.

A

ETHNOCENTRIC APPROACH

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7
Q

uses natives of the host country to manage operations within their country and parent-country natives to manage at headquarters.

A

POLYCENTRIC APPROACH

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8
Q

The _______ approach is helpful in politically sensitive situations because the managers are culturally sensitive locals, not foreigners.

A

POLYCENTRIC APPROACH

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9
Q

The ______ approach uses managers from various
countries within the geographic regions of a business.

A

REGIOCENTRIC APPROACH

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10
Q

One shortcoming of the _______ approach is that managers from the region may not understand the view of the managers at headquarters.

A

regiocentric approach

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11
Q

The __________ approach uses the best available managers without regard for their countries of origin.

A

geocentric approach

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12
Q

The ________approach allows the development of international managers and reduces national biases.

A

geocentric approach

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13
Q

is estimating in advance the types and numbers of employees needed.

A

employment forecasting

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14
Q

is determining if there are sufficient types and numbers of employees available.

A

supply analysis

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15
Q

A ________ _________is a document that includes the job identification, job statement, job duties and
responsibilities, and job specifications and requirements.

A

job description

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16
Q

For unusual or high-ranking managerial positions,
the company might employ a specialized recruitment firm known as a _______ ________

A

head hunter.

17
Q

The factor of ________ relates to the ability to perform.

A

competence

18
Q

Competence has a number of dimensions.

A

technical knowledge and experience

19
Q

The factor of __________ relates to the ability to adjust to different conditions

A

adaptability

20
Q

Dimensions of personal characteristics

A

Maturity, Education, Gender

21
Q

Training and developing employees are major expenses for a company. Managers must decide what types of employees in which locations should receive specific types of training and development.

A

Training Costs

22
Q

Managers need training in _____ ______ _____. For
example, they need to be aware of the current economic, legal, and political environments.

A

job-related issues

23
Q

parent-country nationals and their families need training and development relating to relationships. At a minimum, they need to develop survival-skill knowledge in the local language before they are transferred abroad.

A

Language and Relationship Issues

24
Q

Managers and their families need ________________. They need to understand the various dimensions of
the local culture.

A

cross-cultural training

25
Q

__________ may be needed if the manager has a working spouse.

A

Special counseling

26
Q

Managers around the world try to motivate their employees to perform to their fullest potential.

A

Cultural Employee Motivation

27
Q

International companies motivate employees
toward peak performance with culturally sensitive compensation packages. These benefit packages include both cash and noncash items.

A

Cultural Sensitivity

28
Q

For the parent-country national, the ____ ____ at least maintains the customary standard of living of the employee and his or her family while living abroad.

A

base salary

29
Q

Often a company must pay a premium to persuade an employee to work abroad. It provides compensation for adjustment problems and for hardship caused by living and working abroad.

A

Expatriate Bonus

30
Q

Another factor is a _______. It compensates for the fact that basic living costs vary
greatly around the world.

A

cost-of-living adjustment

31
Q

fringe benefits often are provided to compensate for the
additional expenses of living abroad.

A

Employee benefits

32
Q

is the process a person goes through when returning home and getting settled after having worked abroad.

A

Repatriation

33
Q

It is a challenging time when expatriates experience ____ ____ _____. They have difficulty becoming reacquainted with their native culture.

A

reverse culture shock