MAN 6635 EXAM 2 QUESTIONS ANSWERED CORRECTLY LATEST UPDATE 2026

MAN 6635 EXAM 2 QUESTIONS ANSWERED CORRECTLY LATEST UPDATE 2026 What kind of human resources do we have, what kind are we likely to need, and how do we bring those into alignment? - Answers Supply forecasting Demand forecasting HR practices Forecasting Global Supply & Demand - Answers -What historical events likely affected the global supply of or demand for labor? -Who are some people throughout history that likely affected the global supply of or demand for labor? -What global forces in the near future that might affect the supply of or demand for labor? Forecasting Demand - Answers How much labor will we need? -Benchmarking *How much labor does a business like ours use? Is there any reason why we may differ? -Statistical Methods *Look at "leading indicators." For example: Sales this year correlate with labor demand next year *Does not account for chance, change, rapid fluctuation, or the zombie apocalypse -Subject Matter Experts- "Educated Guesses" *Take into account other factors (e.g., new product launches, changes with competitors, changes in technology, changes in the economy) How do we forecast supply (how much labor we will have) - Answers Transitional Matrix rows- where did employees in this category in 2013 go by 2016 columns- regarding the employees from 2016 in this category, where were they in 2013. rows and columns add to 1. see notes Forecasting Supply - Answers How much available labor will we have? -What's the unemployment rate? -Is that likely to change? -What is the overall size of our labor pool? -Are people training for the jobs for which we anticipate vacancies? Comparing the results of demand and supply forecasting tells us whether we're likely to have a... - Answers Surplus or shortage Methods for Correcting a Surplus - Answers Downsize Reduce pay Demotions Transfers Early retirement Wait for natural attrition Hiring freeze Downsizing - Answers -attempting to reduce costs Closing or altering production facilities Outsourcing and offshoring for economic reasons Human suffering is high Financial and psychological damage Damage to future employment chances over time Skill erosion Methods for correcting a shortage - Answers Existing people work harder Use temporary employees Outsource Promote from within Decrease voluntary turnover Recruit and hire new people Workforce - Answers An enterprises employees Labor Force - Answers The pool of potential employees from which the firm attracts and hires its workforce MNEs will likely need to: - Answers find staff in whatever location they operate learn to recruit and hire in multiple locations and cultures logically deploy staff internationally Challenge for international workforce planning - Answers -availability of data -increasing diversity of labor forces -brain drain -lack of suitable candidates for management -Population characteristics (age) Staffing for an MNE involves - Answers hiring at the local level managing a mobile workforce Approaches to MNE staffing - Answers Ethnocentric Polycentric Global Ethnocentric Staffing Approach - Answers Fill key managerial positions with HQ staff Appropriate when: Local management skill insufficient Close coordination with HQ is critical High level of technical capability required Proprietary technology is used extensively Polycentric Staffing Approach - Answers Fill key managerial positions with locals Appropriate when company wants to "act local" Global Staffing Approach - Answers Best managers are recruited from within or outside the company, regardless of nationality Very well might not be from home or host country International Business Strategy - Answers No overseas office or operations Generally used for exporting, licensing, or subcontracting Multi-domestic Business Strategy - Answers Subsidiaries in multiple countries operate independently within each country, independently of operations in other countries, and often fairly independently of parent company headquarters Global Business Strategy - Answers Unified strategy implemented for all countries regardless of their culture or national differences. Transnational Business Strategy - Answers Firms work hard to be seen as a local firm that draws upon global expertise, technology, and resources expatriates or international assignees - Answers parent country nationals are transferred to another country to work in a subsidiary or other type of operation of the MNE for more than one year. *when the return home, they are repatriates inpatriates - Answers host country nationals are relocated to HQ of the parent firm, generally for more than one year, for the purposes of learning the organizations products and culture Local hires or nationals - Answers Employees who are hired locally Domestic internationalists - Answers Employees who never leave home country but conduct international business with customers, suppliers, and colleagues in other countries via telephone, teleconference, e-mail etc. International commuters - Answers Employees who live in one country (typically their home country), but who work in another (host) country and regularly commute across borders to perform aspects of their work. They may live at home in one country yet commute on a daily or weekly basis to another country to work. Frequent business travelers - Answers Employees who, on a frequent basis, take international trips that last a few days, weeks, or months at a time. These international trips usually include travel to a variety of countries or continents to visit MNE sites or customers. Short-term international assignees - Answers Employees on assignments that last less than one year but more than a few weeks (increasingly being used to substitute for longer-term international assignments and typically do not include the relocation of the employee's family). International assignees - Answers This is an international assignment that lasts more than one year and includes full relocation. This is the traditional expatriate and the focus of most research and surveys about international employees. These international assignments many be immediate term (12-24 months) or long-term (24 to 36 months). Localized employees - Answers Situation where the employee was sent to work in a foreign country but hired as a local employee (with some allowances for relocation). This may be because they really want to work in that country, often because they marry a local spouse or for some other reason want to spend the rest of their careers in that location. It may also involve an international assignee who is converted to permanent local status once the assignment period is over. Permanent cadre or globalists - Answers Employees who spend essentially their whole careers in international assignments, moving from one locale to another. Stealth assignees - Answers International assignees who are relocated by their managers without ever informing HR, so that they do not show up in the records, benefits, and support systems used to manage such employees. Many short-term assignees fall under this category. Immigrants (A) - Answers Traditional third-country nationals, employees who are hired to work in a foreign subsidiary but whose home of citizenship is another country; thus they become immigrants to the country of the subsidiary. Immigrants (B1) - Answers People hired by the parent firm to work in the parent country. These immigrants are born in a foreign country and raised in the parent (of the firm) country. Immigrants (B2) - Answers People hired by the parent firm to work in the parent country. They are born and raised in a foreign country and then immigrate to the parent (of the firm) country later in life. Immigrants (B3) - Answers People hired by the parent firm to work in the parent country. They are born in the parent (of the firm) country of foreign immigrant parents and raised either in the parent country or their native (foreign) country. Internships - Answers Also known as temporary immigrants, these workers are brought into a firm's home country to work for short periods (6 months to 2 years) as interns or trainees, used especially to fill in for labor shortages. Returnees (A) - Answers Emigrants who are hired to return to their home countries and work for the firm there. Returnees (B) - Answers Emigrants who are already employed by the firm and selected to return to their home countries and work for the firm there. Second-generation expatriates - Answers Naturalized citizens (immigrants who have become citizens) who are sent on foreign assignment to countries other than their countries of birth. The assumption is that since they have lived through the "expatriate" experience once, they should be better able (than those without this experience) to handle it the second time Just-in-time expatriates - Answers Ad hoc or contract expatriates, who are hired outside the firms just as they are needed and just for one assignment Reward assignees - Answers Employees who are late in their career and who are given a desirable foreign assignment to enjoy and to pad their pensions when they retire in a couple of years (pay is higher on international assignment). Punishment assignees - Answers Employees who are late in their career and who are sent to a difficult locale or undesirable assignment as a way to sideline them to finish out their careers, rather than have to discipline or terminate them because of marginal performance. Outsourced Employees - Answers Situation that occurs when the MNE decides to pay someone else (in another country) for the services of an "employee" or group of employees. That is, the firm moves work to another country, subcontracting to a local firm to do the work. Self-initiated foreign workers - Answers Individuals who travel abroad (usually as tourists or students) but who seek work as they travel and are hired in the foreign location, often by firms from their home countries. Or they may be individuals who travel to foreign countries seeking work in those countries. In either case, the initiative is taken by the individuals who are purposely seeking work in a foreign country Retirees - Answers Refers to hiring a firm's retirees for short-term foreign assignments Recruitment - Answers Involves searching for and attracting qualified applicants to create an applicant pool Selection - Answers Focuses on gathering and analyzing information about applicants in order to select the most suitable person or persons for the job Repatriation - Answers The process of bringing an international assignee and their family back home from foreign assignment Three goals of recruiting - Answers Attract many applicants. Attract quality applicants who "fit" the position. Increase the likelihood of acceptances. *internal vs external recruitment External recruitment sources - Answers Referrals Advertisements Employment Agencies Our Competitors Colleges and Universities Types of Selection Measures - Answers Resumes & References Background Checks Cognitive Ability Tests Personality Inventories Interviews Work Samples Drug Tests Integrity Tests NEO-PIR Personality Dimensions - Answers Conscientiousness Agreeableness Extraversion Neuroticism Openness to Experience 3 goals of Managing International Assignees - Answers -Find suitable candidates for assignments -Help employees and their families complete the assignments -Retain these employees once their assignment ends Methods of selecting international assignees - Answers -Global talent management inventories -In-House global leadership programs -International succession planning programs -Nominations from supervisors or other expatriates Selection of International Assignees (What are their attributes) - Answers Cultural Empathy Open-Mindedness Emotional Stability Social Initiative Flexibility International Assignee Failures - Answers -turnover upon repatriation -dropout -brownout -Lack of acceptance by local nationals -Damage to overseas business relationships -Inability to identify and train a local successor -No use of foreign experience in assignment after repatriation