D358: Global Human Resource Management
Questions with 100% Verified Correct Answers
Culture
A characteristic way of behaving and believing that a group of people have developed over
time and share in common.
Group's culture
The shared beliefs, values, and behaviors that give a sense of belonging and guide how a
group should behave. It provides the capacity to adapt to circumstances and transmit
knowledge to succeeding generations.
Three layers of culture
Culture can be divided into three layers: invisible culture, hidden culture, and surface culture.
Surface culture
The outer layer of culture that includes visible aspects such as dress, food, architecture,
customs, body language, gestures, etiquette, and gift giving.
Hidden Culture
The underlying beliefs, values, and norms that are not readily apparent but influence
behavior. It includes beliefs about child rearing and views of right or wrong.
Invisible Culture
The deepest layer of culture that consists of universal truths and forms the basis for a culture's
values and beliefs.
Cultural dimensions
,Aspects of culture that can be measured and compared across different societies. They
include assertiveness, future orientation, gender differentiation, uncertainty avoidance, power
distance, institutional collectivism, in-group collectivism, performance orientation, and
humane orientation.
Convergence
The process of modern technology and modernizing industries leading to firms adopting
similar 'best practices'.
Divergence
The phenomenon where cultural values and practices of countries continue to exert strong
influences on their business and HR practices, resulting in differences between nations.
Cross-vergence
The intermixing of cultural systems between different countries, leading to the emergence of
new cultural norms and practices.
Globalization
The balance middle ground view that acknowledges the impact of globalization on cultural
convergence and divergence.
Limited research on international and comparative management
The existing research in this field lacks analytical rigor, relies too heavily on descriptions of
organizational practices, suffers from expediency, and lacks sustained effort to develop case
material.
Forms of IHRM Research
,There are four basic forms of research in International Human Resources Management
(IHRM).
Group culture's impact on management process
The culture of a group has a significant impact on every aspect of the management process,
including decision-making, communication, and conflict resolution.
Forms of cross-cultural research
Universal, Situational, and Convergent are the three fundamental forms of cross-cultural
research that explore the impact of culture on various aspects of human behavior and
organizations.
Situations where cultural influences impact IHRM
One such situation is recruitment and hiring practices, where cultural differences can affect
the selection criteria, interview processes, and candidate preferences.
Factors limiting IHRM research
Factors such as expense, travel, experience, cooperation, time, and investments do not limit
IHRM research, but they can pose challenges in conducting comprehensive studies.
International Employee Performance Management System
A system designed to measure the performance of individuals and teams, and set performance
expectations aligned with organizational objectives in a global workforce context.
Purpose of International Performance Management
To manage the performance of the global workforce so that performances at individual, team,
and organizational levels contribute to strategic global objectives and desired multinational
enterprise (MNE) performance.
, Influence of Cultural Values on Performance Management
Cultural value dimensions such as power distance, collectivism, and harmony influence the
evaluation of performance in an international context.
Exportative Strategy
A strategy that involves developing the Project Management system in the home country and
transferring it to foreign units.
Adaptive Strategy
A strategy that involves developing unique Performance Management practices in each
foreign unit.
Integrative Strategy
A strategy that combines local Performance Management practices with those within the
region and around the world.
Relevance (Guidelines)
Guidelines for ensuring the relevance of performance management practices (refer to Exhibit
12.2).
Acceptability (Guidelines)
Guidelines for ensuring the acceptability of performance management practices (refer to
Exhibit 12.2).
Sensitivity (Guidelines)
Guidelines for ensuring the sensitivity of performance management practices (refer to Exhibit
12.2).
Questions with 100% Verified Correct Answers
Culture
A characteristic way of behaving and believing that a group of people have developed over
time and share in common.
Group's culture
The shared beliefs, values, and behaviors that give a sense of belonging and guide how a
group should behave. It provides the capacity to adapt to circumstances and transmit
knowledge to succeeding generations.
Three layers of culture
Culture can be divided into three layers: invisible culture, hidden culture, and surface culture.
Surface culture
The outer layer of culture that includes visible aspects such as dress, food, architecture,
customs, body language, gestures, etiquette, and gift giving.
Hidden Culture
The underlying beliefs, values, and norms that are not readily apparent but influence
behavior. It includes beliefs about child rearing and views of right or wrong.
Invisible Culture
The deepest layer of culture that consists of universal truths and forms the basis for a culture's
values and beliefs.
Cultural dimensions
,Aspects of culture that can be measured and compared across different societies. They
include assertiveness, future orientation, gender differentiation, uncertainty avoidance, power
distance, institutional collectivism, in-group collectivism, performance orientation, and
humane orientation.
Convergence
The process of modern technology and modernizing industries leading to firms adopting
similar 'best practices'.
Divergence
The phenomenon where cultural values and practices of countries continue to exert strong
influences on their business and HR practices, resulting in differences between nations.
Cross-vergence
The intermixing of cultural systems between different countries, leading to the emergence of
new cultural norms and practices.
Globalization
The balance middle ground view that acknowledges the impact of globalization on cultural
convergence and divergence.
Limited research on international and comparative management
The existing research in this field lacks analytical rigor, relies too heavily on descriptions of
organizational practices, suffers from expediency, and lacks sustained effort to develop case
material.
Forms of IHRM Research
,There are four basic forms of research in International Human Resources Management
(IHRM).
Group culture's impact on management process
The culture of a group has a significant impact on every aspect of the management process,
including decision-making, communication, and conflict resolution.
Forms of cross-cultural research
Universal, Situational, and Convergent are the three fundamental forms of cross-cultural
research that explore the impact of culture on various aspects of human behavior and
organizations.
Situations where cultural influences impact IHRM
One such situation is recruitment and hiring practices, where cultural differences can affect
the selection criteria, interview processes, and candidate preferences.
Factors limiting IHRM research
Factors such as expense, travel, experience, cooperation, time, and investments do not limit
IHRM research, but they can pose challenges in conducting comprehensive studies.
International Employee Performance Management System
A system designed to measure the performance of individuals and teams, and set performance
expectations aligned with organizational objectives in a global workforce context.
Purpose of International Performance Management
To manage the performance of the global workforce so that performances at individual, team,
and organizational levels contribute to strategic global objectives and desired multinational
enterprise (MNE) performance.
, Influence of Cultural Values on Performance Management
Cultural value dimensions such as power distance, collectivism, and harmony influence the
evaluation of performance in an international context.
Exportative Strategy
A strategy that involves developing the Project Management system in the home country and
transferring it to foreign units.
Adaptive Strategy
A strategy that involves developing unique Performance Management practices in each
foreign unit.
Integrative Strategy
A strategy that combines local Performance Management practices with those within the
region and around the world.
Relevance (Guidelines)
Guidelines for ensuring the relevance of performance management practices (refer to Exhibit
12.2).
Acceptability (Guidelines)
Guidelines for ensuring the acceptability of performance management practices (refer to
Exhibit 12.2).
Sensitivity (Guidelines)
Guidelines for ensuring the sensitivity of performance management practices (refer to Exhibit
12.2).
