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Chapter 18 - Global Human Resource Management Chapter 18 Global Human Resource Management True / False Questions 1. Equal employment legislation is strongly pursued in all countries. True False 2. An expatriate manager is a citizen of one country who is working abroad in one of the firm's subsidiaries. True False 3. A company that is successful at a localization strategy will realize experience curve and location economies. True False 4. An organization's norms and value systems are known as its corporate culture. True False 5. The most attractive staffing policy is the ethnocentric approach. True False 6. A firm with an ethnocentric staffing policy will fill all key management positions with parent-country nationals. True False 7. A firm following a polycentric approach to staffing believes that the host country lacks qualified individuals to fill senior management positions. True False 18-1 Chapter 18 - Global Human Resource Management 8. A firm that adopts a polycentric approach to staffing is likely to suffer from cultural myopia. True False 9. In the case of an ethnocentric approach, it is possible that managers may make decisions that are ethically suspect because they do not understand the culture in which they are managing. True False 10. Firms may choose an ethnocentric approach to staffing as opposed to a polycentric approach because of the cost savings it promotes. True False 11. A geocentric staffing policy seeks the best people for key jobs throughout the organization, regardless of nationality. True False 12. Many firms adopt a geocentric policy toward staffing because it is a relatively inexpensive staffing policy. True False 13. A geocentric approach tends to reduce local responsiveness. True False 14. A citizen of Japan who moves to the United States to work at Microsoft would be classified as an inpatriate. True False 18-2 Chapter 18 - Global Human Resource Management 15. Research into expatriate failure revealed that consistently one of the reasons for the premature return of employees for U.S. multinationals was the inability of the spouse to adjust. True False 16. For European firms, the top reason for expatriate failure was the inability of the manager to cope with larger overseas responsibilities. True False 17. An executive who performs well in a domestic setting will be able to adapt to managing in a different cultural setting. True False 18. An expatriate needs to have language fluency to show willingness to communicate. True False 19. The ability to understand why people of other countries behave the way they do is perceptual ability. True False 20. According to Mendenhall and Oddou, poorly-adjusted expatriates tend to be nonjudgmental and nonevaluative in interpreting the behavior of host-country nationals. ... View Full Document

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