MODEL QUESTION PAPER

SNR Sons College

Department of International Business
IMIB-International Human Resource Management

Marks :75 Section- A (20X1=20) Time :3 Hrs

Choose the best answer
1 Ability to perform exceptionally well within a firm
a) competency b) core competence c) competitive advantage d)capability
2 which of the following is not offered in a job analysis?
a) worker attitude b) performance appraisal c) job specification d) job description
3 Job description should should be reviewed by
a)supervisors b) job incumbents c) human resource department d) none of the above
4 A job analysis questionnaire should include all but the following
a) job evaluation b) performance standards c) job duties d) job status
5. The main advantage of developing a job analysis questionnaire is
a) Consistency b)cost c)saves time d)no advantage
6) The best way of recruiting is always
a)walk-ins b)advertisements c)search firms d)variable
7) The most common constraints on recruiting include all but
a)image of a firm b)budgetary support c)interviewing d)organizational polices
8) The primary source of information for recruiting is
a)managerial interviews b)testing c)job analysis d)recruiters themselves
9 A good source of hiring technical staff would be
a)private search firms b)vocational school c)employment exchange d)rival firms
10) A negative aspect of promotion from within is
a)lower morale b)employee turnover c)career prospects d)idea dissatisfaction
Match the following
11
1 Employment cycle A Contingency
perspective
2 Ruters model B 10
3 Employment cycle C HR initiatives
4 Line managers d Recruitment

12
1 Storey A Practices on MNC’s
2 IHRM focuses B Hard hrm
3 Global economy C Cultural difference
4 Expatriate assignment fail D Social identities

13
1 Hofstede 5 variables A Overseas assignment
2 Cultural shock B National difference
3 Origin of personnel management C Training
4 Personal management 1960 D Quakers employee
14
1 Soft HRM A Process and decisions
2 SHRM b Mutual commitment of employees
3 HR outsource c Not attached to single employer
4 Portfolio working d Training
15
1 Hawthorne experiment A Emotional plain
2 Toxicity B Social group
3 Philosophy of management C Ethnocentric
4 Lack of HCN d Single ingredient
Fill In The Blanks.
16) -------- should not be involved in job analysis.
17) jobs are the means of accomplishing --------- objectives
18)------- are not static
19) The Time needed to complete every task in the job is called a --------------.
20) Grouping a limited member of taskes into a job is known as ---------------.

Section- B (5x5=25)

21 a) What are the similarities and difference between domestic and international
HRM?
b) propose your ideas for change and bring out the managerial responses?
22 a) Assume that you have a project that will suit a cross boarder team work
approach,
b) How will you form team? what issues will have to be addressed?
23 a) Define international HRM?
b) Outline the main characteristics of the four approaches to international staffing?
24 a) What are the reason for using international assignments?
b) How effective are expatriates in transferring knowledge and competences?
25 a) What are the positives and negatives associated with being an international
traveler?
b) What factors would you consider in order to make this virtual assignment
effective?

Section-C (5x7=35)

26 a) what is the difference between a global manager and global mindset?

b)Should multinational be concerned with the expatriate failure? if so, why?
27 a)What are the most important factors involved in the selection process?
b)Discuss the proposition that most expatriate selection are made informally?
28 a)What aspect of expatriate selection will you highlight in presentation in regional
meeting of subsidiary managers who don’t have a clue about it/
b) what is the connection between the employment relationship, international
assignment experience and expatriate failure/
29 a) what are the role of an expatriate?
b) Explain the expatriate as a boundary spanner?
30 a) what are the four myths related to the global manger?
b) what are some of the challenges faced in training the expatriate manager?
 UNIT 1

Choose the best answer

1. Ability to perform exceptionally well within a firm
b) Competency b) core competence c) competitive advantage d)capability
2. Which of the following is not offered in a job analysis?
a) Worker attitude b) performance appraisal
c) job specification d) job description
3. Job description should be reviewed by
a) Supervisors b) job incumbents c) human resource department
d) None of the abov0065
4. A job analysis questionnaire should include all but the following
a) job evaluation b) performance standards c) job duties d) job status
5. The main advantage of developing a job analysis questionnaire is
a) Consistency b) cost c) saves time d)no advantage
6. The best way of recruiting is always
a) walk-ins b)advertisements c)search firms d)variable
7. The most common constraints on recruiting include all but
a)image of a firm b)budgetary support
c)interviewing d)organizational polices
8) The primary source of information for recruiting is
a)managerial interviews b)testing c)job analysis d)recruiters themselves

Match the following

9)i) Soft discipline - customer expectation.
d c b a
ii) Bench marking - eliminate of job.
iii) Downsizing - Kehoe
iv) mission - HRM

10)i)Job specification - forecasting supply d c b a

ii) Markov analysis - future employment needs
iii)staffing table - track the pattern of employee.
iv) Skills inventories - human characteristics

11)i)Executive search - openings

d c b a
ii) Employee reference - benefits from organization
iii) Increments - job applicant
iv) Job opening - head-hunter

12)i) Halo error - picking individuals d c b a

ii) Lenience’s - small segment of job.
iii) Work sampling - high or excellent
iv) Selection - raters evaluations of performance dimensions
13)i)whistle blowers - orientation programme
d c b a
 ii) Attraction - permanent lay off
iii) Retrenchment - normal violations of the law.
iv) Buddy system - employees report, employee’s violation of
the law
Fill In The Blanks.

11. Supervisors should not be involved in job analysis.

12. Jobs are the means of accomplishing organizational objectives
13. Jobs are not static
14. The Time needed to complete every task in the job is called a job cycle.
15. Grouping a limited member of tasks into a job is known as specialization.

SECTION B
1. What are the similarities and difference between domestic and international HRM?
2. propose your ideas for change and bring out the managerial responses?
3. Assume that you have a project that will suit a cross boarder team work approach,
How will you form team? what issues will have to be addressed?
4. Define international HRM?
5. Outline the main characteristics of the four approaches to international staffing?
6. What are the reason for using international assignments?
7. How effective are expatriates in transferring knowledge and competences?
8 What are the positives and negatives associated with being an international traveler?

SECTION C
9. What factors would you consider in order to make this virtual assignment effective?
10. What do we mean by expatriate failure?
11. what is the difference between a global manager and global mindset?
12. Should multinational be concerned with the expatriate failure? if so, why?
13.What are the most important factors involved in the selection process?
14 Discuss the proposition that most expatriate selection are made informally?
15 What aspect of expatriate selection will you highlight in presentation in regional
meeting of subsidiary managers who don’t have a clue about it/
16.what is the connection between the employment relationship, international
assignment experience and expatriate failure.

UNIT 2
CHOOSE THE BEST ANSWERS
1) A good source of hiring technical staff would be
a) Private search firms b) vocational school
c) Employment exchange d)rival firms
2) A negative aspect of promotion from within is
a) Lower morale b) employee turnover
c) Career prospects d)idea dissatisfaction
3) Ultimate, selection decisions are based on
A) personal whims and fancies b)performance issues
c) Turnover resource plans d)human resource plans
4) Input to the selection process include all but
a) Job analysis b)human resource planning
c) Supervision d)job applicant
5) the most reliable and valid tests are generally
a) polygraph tests b)attitude tests
c) intelligence tests d)performance tests
6) Interviews mistake include all but
a) Halo affects b) personal bias c) leniency
d) Realizing tat foreign nationals may have different customs
7) the most reliable type of interview is
a) behavioral b)stress c)structured d)panel
8) Employee orientation programmers should be the concern of
a)both the HR department and the supervisor
b)a special orientation unit c) top management d)the supervisor

Match the following

9)i) Diversity - iron training d c b a
ii) Modeling - employee lose
iii) Obsolescence - copying someone else behavior
iv) Job rotation - Differences among people

10)i) Role playing - papers and files on problem

d c b a
ii) Vestibule training - decision games
iii) Simulation - creation of training
iv) In basket - Development technique

11)i)Executive development - real life situation

d c b a
ii)Simulation method - role play
iii) Behavior modeling - controlled environment
iv) Management game - future management task.

12)i) Mentor - high potential

d c b a
 ii) Career anchor - resigning
iii) Leveraging - concern
iv) Fast track management - cancer advise

13)i) Paltering - jobs are classified d c b a

ii) Job evaluation - job evaluation
iii) Ranking - method systematic way of assessing
iv) Point - stagnating one’s current job

Fill in the blanks

14) Small scale units benefits less than large scale undertaking from human resource
planning
15) The role of demographics in estimating employees supply is easy to predict
16) Strategic plans become operational through budgets
17) Planners have little flexibility in dealing with short term shortages of employees.
18) Proper promotional avenues are necessary to motivate people to peak
performance.
SECTION B
19. What are the four myths related to the global manger?
20. What are some of the challenges faced in training the expatriate manager?
21. How will you measure the effectiveness of the pre-departure training program
provide by the external consultant?
22. How does an international assignment assist in developing a cadre of international
operators ?why it is necessary to have such a cadre?
23. Why do some multinationals appear reluctant to provide basic pre-departure
training?
24. What are the stages of expatriation from selection to training?
25. Describe TCN and HCN expatriate training ?
26. What are the three dimension of training proposed by mendenhall and oddou?
27. What should be the main objectives for a multinational firm with regard to
compensation policies?
SECTION C
28. What are the key difference in the salary compensation for PCNs and TCNs ?Do
these difference matters?
29. Why is it important for the multinational firms to understand the compensation
practices of other countries?
30. What attributes the re-entry shock?
31. How can multinational adjust dual career couples repatriation?
32. Discuss the major factors associated with appraisal of expatriate managerial
performance?
33. Why is it important to include hard soft and contextual goals when assessing
managerial performance?
34. In what way would a manager working in a non-standard international assignment
differ from that of a typical expatriate manager?
35. Identify the number of HRM problems that arise with expatriate assignment?

UNIT 3
CHOOSE THE BEST ANSWERS
1) Seniority based promotion are advantage because
a)they are objective
b) they single out the best employee for praise and recognition
c) they are based on performance d) they make unions powerful
2) Advantage of transfers include all but
a) Enhancing the individuals b) help in managing dual careers
c) Flexibility d) boarding the employees
3) Normally, termination occurs because of
a) Business fluctuations b) discipline c) retirement d) death
4) Reasons for layoff include all but
a) Seasonal fluctuations in demand b) piling up of inventory
c) Union activities of an employee d) downsizing
5) Learning principal include all but
a) Participation b) repetition c) repatriation d) relevance
6) Needs assessment should consider all but
a) The person b)supervisor input
c) Changes in the external environment
d) Training objective
7) Training objectives should be expressed in
a) Employee behaviors b) management desires
c) needs assessment d)subjective judgment
8) Training evolution criteria includes all but
a)reactions b)learning c)behaviors d)relevance

MATCH THE FOLLOWING

9)i)Wage curve - Performance jobs for d c b a
the future
ii) Ergonomics - Bias raters personal opinion
iii) Halo effect - designing jobs
iv) MBO - value of the job and average wage paid

10)i) Rating Scale - Performance appraisal

ii) Forced choice - compare each employee d c b a
iii) Paired comparison - statement of employee
iv) 360 degree - subjective performance.

11)i) collective bargaining - reach on agreement

ii) conciliation - temporary close d c b a
iii) lockout - setting industrial disputer
iv) negotiation - bargaining agents
12 i) Quality - understanding customer needs
ii) QWL - enhancing job d c b a
iii) job enrichment - important personal needs
iv) TQR - employee meet periodically

13)i) Role clarity - reference of the clients

ii) Dare to dream - counseling d c b a
 iii) Action planning - ambition
iv) Empathy - clear understanding of job

Fill In The Blanks

14) Testing is used most frequently for lower level employees.
15) Accurate performance standards can contribute to employee satisfaction
16) The study of how human beings physically interface with their work is called
ergonomics
17) The role demographics in estimating employee supply is easy to perdict
18) Strategic plans become operational through budgets

SECTION B

19. In your opinion what are some of the important reasons for the deep changes we
are seeing in the way jobs are done?
20. Are job description necessary ?what happen if a company decided not to use any
job description at all?
21. How can you plan for human resource in an effective way?
22. what are the various sources of recruitment ? How can an organization evaluate
the worth of these sources?
23. How would you help a firm that wants to improve campus hiring efforts?
24. You are starting a new manufacturing company. What phases would you go
through to select your employees?
25. “Training programmes are helpful to avoid personnel obsolescence” Discuss?
26. What are the principles while designing employee training programme?
27. Distinguish between the training and development? Why is executive
development necessary?
28. “You don’t develop managers .people either have the ability to manage or they
don’t”. Do you agree or disagree , Discuss?
29. Explain the principal executive training methods and suggest suitable training
Package for middle level executive in an international organization?
SECTION C
30. What type of information would you seek from the HR department to help you
develop your individual carrier plan if you were starting with a large multinational
corporation?
31. How do you prepare the ground for evaluating job?
32. Good raters are born, not made .Do you agree or disagree? Discuss
33. Construct a plan for a post appraisal interview with an employee who has
performed poorly?
34. Some of the modern industries follow traditional techniques of performance
appraisal. Do you agree if yes defend your answer with reasoning?
35. which method would you prefer for your employee as a manager? Why?
36. define the quality of work life. What are the factors that influence it?
37. Elaborate the steps involved in repatriation?
 UNIT 4

1) Technological obsolescence of engineers can be easily prevented by

a) behavior modeling b)lectures c)coaching
d) laboratory training
2) Development
a) is short term in nature b)focuses on the employee’s current job
c)is an informal activity d)aims at improving the total personality
of manager
3) The advantage of the lecture method include
a)economy b)feedback c)participation d)transference
4) Programmed instruction is low often used to
a) model behavior b)change results c)learn skills d)change attitudes
5) Business games
a) improve fire-fighting skills b)compress time
c)are easy to develop d)encourage creativity
6) Career progress largely depends on
a) international exposure b)performance c) experience d)mentoring
7) Career planning is the responsibility of
a) government b) the HR department c) the sponsor d) the employer
8) Information for career planning in a company
a) is available through the HRIS b) can be obtained from staff assistants
c)is often not available d)can be had from staff assistants

MATCH THE FOLLOWING

9) i) Ethnocentric - extra-cultural openers

ii) Polycentric - management candidate on a d c b a
global basic
iii) geo centrism - host country managers
iv) cross culture suitability - cultural as superior to others

10)i) Global corporation - compensation system

ii) Host country - frustration d c b a
iii) Culture shock - international corporation
iv) Balance sheet approach - no of countries that are integrated

11)i) Ghero - unions plan to paralyse

d c b a
ii) picketing - workers lease to perform
iii) too-down - placards
iv) bumper strike - surround

12)i) composite bargaining - recession, kind of wages and benefits

ii) Productivity bargaining
iii) conjunctive
iv) cooperative bargaining
13) i) Bipartite process
ii) dynamic
iii) voluntary
iv) factual
- zero sum game d c b a
- SPI
- rationalization
- legitimate needs
- trouble issues. d c b a
- collective bargaining
- face to face across the table.
Fill in the blanks
14) Employment exchanges are important sources of clerical and managerial
personnel
15) In practices recruitments methods seem to vary according to job level and skill.
16) Government polices often come in the way of recruiting people.
17) Ultimately, selections decisions are based on job performance issues.
18) programmed instructions is a vital component of distance learning
SECTION B
19. What inter country differences affect HRM? Give several examples of how each
may specifically affect HRM?
20. What are the major cost associated with using expatriate manger overseas?
21.What is culture shock ?when does it occur? What can be done to reduce its
negative effect?
22. Should foreign language proficiency be required for executives assigned
overseas? Why or Why not?
23 How does appraising an expatriate’s programme differ from appraising that of a
home-office manager? How would you avoid some of the unique problems of
appraising the expatriates performance?
24. As an HR manger, what programmes would you establish to reduce repatriation
problems of returning expatriates failure and their families?
25. What aspects would you be included in a pre-repatriation programme ? what
factors contribute to reentry shock?
26. What aspects would you like to hear from employees about overseas assignment?
27. Discuss the effects that different components of the cultural environment can have
on HRM in an international firm?
SECTION C
28. Discuss the following statement “Global compensation package should keep
expatriates even with what they should receive at home ,but not allow them to get
rich?
29. Why international assignments are tough?
30. What are the four dimensions of culture studied by Gert Hofstede? Identify and
describe each?
31. What is the cultural profile of the united states of asian countries? Of European
countries? Based on your comparison of these three profile, what contributions
can you draw regarding cultural challenges facing individuals in one group when
they interact with the individuals in one of the other group?
32. How do the following types of mnc’s differ ethnocentric, polycentric, regiocentric
and geocentric ?which type is most likely to provide international management
training to its people ? which is least likely to provide international management
training to its people?
 UNIT 5

1) An example of career development ability would be

a) scaling a mountain b) planning a vacation
c) working hard d) getting another degree
2) Employees
a) Carefully plan their career and obtain information
b) feel helpless to plan their career c) are often unaware and uninformed
d) do not care about career planning
3) The basis for performance standards is
a) managers b) HR plans c)Employees d) Compensation plans
4) one of the following is a future-oriented appraisal technique
a) MBO b)Rating scale c)checklist d)BARS
5) performance appraisals serve as building blocks of
a) Recruiting b) career planning c) manpower planning d)selecting
6)Which of the following techniques is least susceptible to personal bias?
a) forced choice b) critical incidents c)rating scales d)BARS
7) A disadvantage of rating scales is
a) cost b) feedback c)time involved d)quantification of scores
8) In an incentive payment plan, worker pay is determined by
a) management b) profits c) seniority d)performance

Match the following

9
1 Employment cycle A Contingency
perspective
2 Ruters model B 10
3 Employment cycle C HR initiatives
4 Line managers d Recruitment

10
1 Storey A Practices on MNC’s
2 IHRM focuses B Hard hrm
3 Global economy C Cultural difference
4 Expatriate assignment fail D Social identities

11
1 Hofstede 5 variables A Overseas assignment
2 Cultural shock B National difference
3 Origin of personnel management C Training
4 Personal management 1960 D Quakers employee

12
1 Soft HRM A Process and decisions
2 SHRM b Mutual commitment of employees
3 HR outsource c Not attached to single employer
4 Portfolio working d Training

13
1 Hawthorne experiment A Emotional plain
2 Toxicity B Social group
3 Philosophy of management C Ethnocentric
4 Lack of HCN d Single ingredient

Fill In The Blanks

14) Group incentives would work best among assembly line workers
15) Merit raises are seldom tied to pay standards
16) Induction training throws trainees into the thick of action too soon.
17) Development is a long-term educational process.
18) Career planning helps the management of a diverse workforce.

SECTION B
19. What are the role of an expatriate?
20. Explain the expatriate as a boundary spanner?
21 How the methods of imparting training differ for a PCN, HCN, and TCN?
22 What are the linkages created to other HR subsystems from the performance
management system? Discuss the challenges MNC’s encounter in establishing
these linkages?
23 Write short notes on a) Bicultural audit b) global sourcing c) language node d)
virtual organization e) power distance
24. Does it make sense in training employees at company’s expense only to lose them
afterwards?
25. Explain any five methods of performance appraisal?
SECTION C
26. Define the terms PCN,HCN and HCN. What are the main similarities between
domestic and international human resource management?
27. Outline the important characteristic of ethnocentric polycentric and geocentric
approaches to international staffing?
28 As a newly appointed project manager of a research team what factors would you
consider in order to make this virtual assignment effective?
29) Explain the role of an expatriate?
30) What are the factors influencing the virtual assignment?
31) Describe the determinants of IHRM approaches and activities
32) Explain the role of the corporate HR function?
33) You are HR director of large oil industry ,and concerned for safety of 15
Expatriate staff working in the field .Given the political volatility devise a set of
procedures that will enable to evacuate all 15 persons the need arise?