WGU D358 GLOBAL HRM
COMPREHENSIVE COMPREHENSIVE STUDY
GUIDE 2026 FULL QUESTIONS AND
SOLUTIONS GRADED A+
◍ Convergence.
Answer: Using a parent-company policies and procedures throughout a
firm's global operations
◍ Sustainable Competitive Advantage.
Answer: The ability to learn and innovate faster than its competitiors and
react more quickly to continual volatility and change, created a culture of
learning and nurturin, and facilitating that learning across borders, may be
the only avenue to success.
◍ International Relocations and Orientation.
Answer: Ensuring employees relocating to another country receive the best
possible attention to very personal concerns. Tax and Financial advise,
Visas and Work Permits, International Moving, Medical exams for
particular foreignlocations, Training and orientation, education adn
schooling for IA and family, Security and saefty
◍ Common Law.
Answer: A legal system based on judicial decisions and precedents rathan
than on written statues or regulations. Judge made law, state decisis, case
law
◍ 2. Transfer of Employment.
Answer: The employee’s employment contract is moved from the home
entity to the host-country entity.The worker becomes a full employee of the
, foreign subsidiary, subject to local labor laws and payroll systems.
Example: An engineer relocates from the U.S. to Brazil and becomes fully
employed under Brazilian law.
◍ Corporate Sustainability.
Answer: Is defined as meeting the needs of the present without
compromising the ability of future generations to meet their own
◍ Global Organizational Structure.
Answer: Centralizaed Hub: Subsidaries are heavily managemed and
controlled by HQ's. Assets and resources are cenralized. Products and
services are created where costs are lowest, quality is highest and time to
deliver is shortes and are delivered to wherever demand is sufficient. HR
decisions are made at HQ and implemented worldwide.
◍ Employer brand.
Answer: the evaluation by potential candidates of an organization as a
desirable place of work and as a desirable option for seeking international
experience.
◍ Exogenous Factos.
Answer: Forces that are external to the firm that are largely beyond an
MNE's control but can create challenges that affect an organizations issues,
functions, policies and practices. EX national culture, economic conditions,
political systems, legal environment and workforce characteristics.
Reactionary response strategy.Often unpredictable requiring adaptation.
Low control.
◍ What are the four types of organizational structures related to business units
& divisions?.
Answer: 1. Functional Division Structure2. Product Division Structure3.
Geographic Division Structure4. Global Matrix Division Structure
◍ Cultrual Fit.
Answer: focuses on the influence of the sociocultural context on HRM
practices nd the transferability of the western practice of PM to another
, culture with fundamentally different socio-culuteral environment
◍ Poly-centrism/Regio-centrism.
Answer: A multinational enterprise (MNE) adopts a polycentric approach
when it views each host country as unique, allowing subsidiaries to operate
independently and adapt policies, practices, and management to the local
culture and environment.Key point: “Local is best” – subsidiaries are staffed
mainly with host-country nationals, and practices are tailored to local
conditions.A regiocentric approach groups countries into regions (e.g.,
Europe, Asia-Pacific, Latin America) and develops strategies, staffing, and
policies at a regional level rather than purely local or fully global.Key point:
“Regional integration” – more standardized than polycentric, but still
recognizes differences between regions.Regiocentrism = regional focus
(integration within a region).
◍ List the international staffing approaches. (4).
Answer: Ethnocentric ApproachKey positions in foreign subsidiaries are
filled by parent-country nationals (PCNs) — employees from the company's
home country.Focus: Centralized control and consistencyCommon in:
Early-stage international firms2. Polycentric ApproachSubsidiaries are
managed by host-country nationals (HCNs) — local employees in the
country of operation.Focus: Local responsivenessHQ and subsidiaries
operate semi-independently3. Regiocentric ApproachStaffing is organized
regionally, using employees from within a geographic area (e.g., EU,
ASEAN).Focus: Regional coordination and cultural similarityEncourages
talent movement within regions4. Geocentric ApproachThe best-qualified
person is hired for the job, regardless of nationality.Focus: Global
integration and competenceBuilds a truly global workforce
◍ IPM Phase 3 Evaluation.
Answer: Fit, Alignment, Effectiveness, Organizational Justice, Performance
Outcomes, Rewards
◍ What is the focus of the work life balance challenge at the "macro" level?.
Answer: different political, economic, demographic, and legal contexts that
, affect the WLB debate, often resulting in legislation that supports family
obligations.Macro level → National or international context (laws,
economy, culture, government policies).
◍ Regiocentric.
Answer: This strategy involves tailoring operations and strategies to regional
markets, where a company might adapt its approach to cater to the specific
needs, preferences, and regulations of a specific geographical region. This
strategy narrows this focus to a particular region.
◍ What are two major ligation risks for international employee relations?.
Answer: 1. Errors in judgement and decisions in foreign jurisdictions2.
Mistakes when dealing with foreign employees and international assignees
◍ Geocentrism.
Answer: Best practices are drawn from all regions/cultures rather favoring
than the headquarters or local preferences.
◍ How many regional clusters does the textbook identify in Asia?.
Answer: FourNortheast AsiaCountries: Japan, China, South Korea, Taiwan,
Hong Kong. Known for collectivism, respect for hierarchy, and high work
ethic.Southeast AsiaCountries: Thailand, Vietnam, Malaysia, Indonesia,
Philippines, Singapore. Strong family ties, mix of collectivism with
growing globalization.South AsiaCountries: India, Pakistan, Bangladesh, Sri
Lanka, Nepal. Diverse cultures, English as a business language in many
areas, strong IT and service talent.Central Asia / Middle East (sometimes
referred to as Western Asia)Countries: Kazakhstan, Uzbekistan, and
extending to Gulf states like UAE, Saudi Arabia, Qatar. Tribal and
religious influences, growing reliance on expatriate workforces.
◍ List four approaches to the identification of high-potential leaders4.
Managed Development Approach.
Answer: Managed Development ApproachThe organization uses structured
programs (rotational assignments, global mobility, leadership training) to
systematically develop and assess leadership potential. Example: A
multinational runs a global leadership development program where
COMPREHENSIVE COMPREHENSIVE STUDY
GUIDE 2026 FULL QUESTIONS AND
SOLUTIONS GRADED A+
◍ Convergence.
Answer: Using a parent-company policies and procedures throughout a
firm's global operations
◍ Sustainable Competitive Advantage.
Answer: The ability to learn and innovate faster than its competitiors and
react more quickly to continual volatility and change, created a culture of
learning and nurturin, and facilitating that learning across borders, may be
the only avenue to success.
◍ International Relocations and Orientation.
Answer: Ensuring employees relocating to another country receive the best
possible attention to very personal concerns. Tax and Financial advise,
Visas and Work Permits, International Moving, Medical exams for
particular foreignlocations, Training and orientation, education adn
schooling for IA and family, Security and saefty
◍ Common Law.
Answer: A legal system based on judicial decisions and precedents rathan
than on written statues or regulations. Judge made law, state decisis, case
law
◍ 2. Transfer of Employment.
Answer: The employee’s employment contract is moved from the home
entity to the host-country entity.The worker becomes a full employee of the
, foreign subsidiary, subject to local labor laws and payroll systems.
Example: An engineer relocates from the U.S. to Brazil and becomes fully
employed under Brazilian law.
◍ Corporate Sustainability.
Answer: Is defined as meeting the needs of the present without
compromising the ability of future generations to meet their own
◍ Global Organizational Structure.
Answer: Centralizaed Hub: Subsidaries are heavily managemed and
controlled by HQ's. Assets and resources are cenralized. Products and
services are created where costs are lowest, quality is highest and time to
deliver is shortes and are delivered to wherever demand is sufficient. HR
decisions are made at HQ and implemented worldwide.
◍ Employer brand.
Answer: the evaluation by potential candidates of an organization as a
desirable place of work and as a desirable option for seeking international
experience.
◍ Exogenous Factos.
Answer: Forces that are external to the firm that are largely beyond an
MNE's control but can create challenges that affect an organizations issues,
functions, policies and practices. EX national culture, economic conditions,
political systems, legal environment and workforce characteristics.
Reactionary response strategy.Often unpredictable requiring adaptation.
Low control.
◍ What are the four types of organizational structures related to business units
& divisions?.
Answer: 1. Functional Division Structure2. Product Division Structure3.
Geographic Division Structure4. Global Matrix Division Structure
◍ Cultrual Fit.
Answer: focuses on the influence of the sociocultural context on HRM
practices nd the transferability of the western practice of PM to another
, culture with fundamentally different socio-culuteral environment
◍ Poly-centrism/Regio-centrism.
Answer: A multinational enterprise (MNE) adopts a polycentric approach
when it views each host country as unique, allowing subsidiaries to operate
independently and adapt policies, practices, and management to the local
culture and environment.Key point: “Local is best” – subsidiaries are staffed
mainly with host-country nationals, and practices are tailored to local
conditions.A regiocentric approach groups countries into regions (e.g.,
Europe, Asia-Pacific, Latin America) and develops strategies, staffing, and
policies at a regional level rather than purely local or fully global.Key point:
“Regional integration” – more standardized than polycentric, but still
recognizes differences between regions.Regiocentrism = regional focus
(integration within a region).
◍ List the international staffing approaches. (4).
Answer: Ethnocentric ApproachKey positions in foreign subsidiaries are
filled by parent-country nationals (PCNs) — employees from the company's
home country.Focus: Centralized control and consistencyCommon in:
Early-stage international firms2. Polycentric ApproachSubsidiaries are
managed by host-country nationals (HCNs) — local employees in the
country of operation.Focus: Local responsivenessHQ and subsidiaries
operate semi-independently3. Regiocentric ApproachStaffing is organized
regionally, using employees from within a geographic area (e.g., EU,
ASEAN).Focus: Regional coordination and cultural similarityEncourages
talent movement within regions4. Geocentric ApproachThe best-qualified
person is hired for the job, regardless of nationality.Focus: Global
integration and competenceBuilds a truly global workforce
◍ IPM Phase 3 Evaluation.
Answer: Fit, Alignment, Effectiveness, Organizational Justice, Performance
Outcomes, Rewards
◍ What is the focus of the work life balance challenge at the "macro" level?.
Answer: different political, economic, demographic, and legal contexts that
, affect the WLB debate, often resulting in legislation that supports family
obligations.Macro level → National or international context (laws,
economy, culture, government policies).
◍ Regiocentric.
Answer: This strategy involves tailoring operations and strategies to regional
markets, where a company might adapt its approach to cater to the specific
needs, preferences, and regulations of a specific geographical region. This
strategy narrows this focus to a particular region.
◍ What are two major ligation risks for international employee relations?.
Answer: 1. Errors in judgement and decisions in foreign jurisdictions2.
Mistakes when dealing with foreign employees and international assignees
◍ Geocentrism.
Answer: Best practices are drawn from all regions/cultures rather favoring
than the headquarters or local preferences.
◍ How many regional clusters does the textbook identify in Asia?.
Answer: FourNortheast AsiaCountries: Japan, China, South Korea, Taiwan,
Hong Kong. Known for collectivism, respect for hierarchy, and high work
ethic.Southeast AsiaCountries: Thailand, Vietnam, Malaysia, Indonesia,
Philippines, Singapore. Strong family ties, mix of collectivism with
growing globalization.South AsiaCountries: India, Pakistan, Bangladesh, Sri
Lanka, Nepal. Diverse cultures, English as a business language in many
areas, strong IT and service talent.Central Asia / Middle East (sometimes
referred to as Western Asia)Countries: Kazakhstan, Uzbekistan, and
extending to Gulf states like UAE, Saudi Arabia, Qatar. Tribal and
religious influences, growing reliance on expatriate workforces.
◍ List four approaches to the identification of high-potential leaders4.
Managed Development Approach.
Answer: Managed Development ApproachThe organization uses structured
programs (rotational assignments, global mobility, leadership training) to
systematically develop and assess leadership potential. Example: A
multinational runs a global leadership development program where
