WGU D358 GLOBAL HRM
COMPREHENSIVE CERTIFICATION SCRIPT
2026 QUESTIONS WITH SOLUTIONS
GRADED A+
◍ The internationalization process and method for market entry are broken
down into four stages.True of False.
Answer: False5 stages
◍ MACRO-REGIONS.
Answer: Independent countries that share attributes such as social,
economic, political, geographic, cultural, and historical characteristics
◍ OUTSOURCING.
Answer: A form of subcontracting. To reduce costs and improve quality.
◍ Convergence Perspective.
Answer: Suggests that over time organizational structures and business
practices and values in differing countries and regions will become similar
◍ A major obstacle to MNE workforce planning is the lack of accurate data
about labor forces in many countries, particularly in less developed and
emerging economies..
Answer: TRUE
◍ Stage 5 internationalization process.
Answer: 1) Mergers and Acquisitions 2) International Joint Ventures
◍ What aspects of the management process are impacted by culture?.
Answer: CommunicationDirect vs. Indirect communicationUse of
non-verbal cues, silence, tone, and feedbackComfort with conflict or
confrontation Example: U.S. managers may be direct; Japanese managers
, may rely on subtle cues.Decision-MakingIndividual vs. group-based
decisionsSpeed of decisions: fast in the U.S., slower in consensus-driven
culturesRole of hierarchy in final authority Example: In Sweden, decisions
are often made collaboratively; in China, authority may rest with senior
leaders.Leadership StyleAuthoritative vs. participative
approachesExpectations of power distance (how power is
distributed)Culturally preferred traits (e.g., humility vs. assertiveness)
Example: In Mexico, employees may expect top-down leadership; in the
Netherlands, flat leadership is the norm.MotivationWhat drives people:
money, recognition, job security, purpose, etc.Individual vs. group
rewardsIntrinsic vs. extrinsic motivators Example: American employees
may be motivated by bonuses; Japanese employees may value group
harmony and loyalty.Work Ethic & Attitudes Toward TimeMonochronic vs.
polychronic time orientation (strict schedules vs. flexible time)Views on
work-life balance, overtime, and punctuality Example: Germans value
punctuality and precision; Latin American cultures may take a more flexible
view.Teamwork & CollaborationExpectations for team roles and
statusConsensus-building vs. majority ruleComfort with diversity of
opinion Example: In collectivist cultures, teams may prioritize harmony
over debate.Conflict ResolutionAvoidance vs. confrontationUse of third
parties (e.g., mediators)Emphasis on saving face Example: In Asian
cultures, preserving harmony may be more important than solving the
conflict openly.Performance Appraisal and FeedbackFormality vs.
informality in reviewsComfort with criti
◍ Multi Domestic Business Strategy.
Answer: •Subsidiaries in multiple countries operate independently within
each country, independently of operations in other countries, and often fairly
independently of parent company headquarters* Responds to high needs and
demands of local market
◍ Internationalist Mindset.
Answer: An Internationalist Mindset is the ability to think globally and act
across cultures, demonstrating openness, adaptability, and strategic
, awareness of how cultural, political, economic, and social systems differ and
interact internationally.
◍ What is another name for employer reputation?.
Answer: refers to how a company is perceived as a place to work — by both
current employees and potential job candidates. It represents the company's
reputation in the job market.
◍ 4 types of MNE business strategies.
Answer: 1) International 2) Transnational 3) global 4) multidomestic
◍ Achieving balance between centralized consistency and de-centralized
autonomy require continual evaluation and discussion. TRUE OR FALSE.
Answer: TRUE
◍ The success or failure of an enterprise is often a function of how it handles
IHRM issues?.
Answer: TRUE
◍ Developing countries often offer a business environment relatively free of
government regulation. Why is that a challenge to employee wellbeing and
safety?.
Answer: while developing countries may offer a business-friendly
environment with less government regulation, this creates significant
challenges to employee wellbeing and safety — particularly for
multinational enterprises (MNEs) operating in those regions.
◍ Decentralization is similar to the notion of integration.True of False?.
Answer: False
◍ Stage 3 Internationalization Process.
Answer: a) Franchising b) subcontracting of product c) operations through
licensing d) PEO
◍ PSYCHOLOGICAL CONTRACT.
Answer: an unwritten agreement that sets out what management expects
from an employee and vice versa
, ◍ List the five reasons international mergers or acquisitions yielded an
increase in values and profits..
Answer: Synergy CreationCombining two companies allows them to be
more efficient together than separately.Cost savings through economies of
scaleShared resources, systems, and technologiesEnhanced productivity and
reduced redundanciesMarket Power ExpansionM&As can help firms
increase their market share or enter new markets.Gain access to a broader
customer baseStrengthen competitive positionReduce competition by
acquiring rivalsAccess to New Resources and CapabilitiesFirms gain access
to strategic assets of the acquired company.New technologies or
patentsSkilled workforce and leadershipLocal market knowledge or
distribution channelsDiversification of RiskSpreading operations across
countries and industries reduces dependence on one market.Geographic
diversification shields against local downturnsReduces economic and
political risk in any single regionTax and Regulatory
AdvantagesCross-border M&As can provide financial or legal
benefits.Access to favorable tax structures or lower corporate tax
ratesOpportunities to restructure operations for regulatory efficiency
◍ What is one of the greatest pressures for IHRM and MNEs?.
Answer: Balancing Global Integration with Local Responsiveness. Why It's
So Challenging:Too much integration = may alienate local employees and
violate local lawsToo much local responsiveness = may fragment the
company and lose global cohesion
◍ GEOCENTRISM.
Answer: Collaboration between headquarters and subsidiaries establish
universal standards with permissible local variationsBorrows best practices
from around the world. Transnational strategy.
◍ cross-border regions.
Answer: When a micro-region spreads across two or more countries.
◍ Under Global Legal/Regulatory Context of MNEs, what must IHR Mangers
understand?.
COMPREHENSIVE CERTIFICATION SCRIPT
2026 QUESTIONS WITH SOLUTIONS
GRADED A+
◍ The internationalization process and method for market entry are broken
down into four stages.True of False.
Answer: False5 stages
◍ MACRO-REGIONS.
Answer: Independent countries that share attributes such as social,
economic, political, geographic, cultural, and historical characteristics
◍ OUTSOURCING.
Answer: A form of subcontracting. To reduce costs and improve quality.
◍ Convergence Perspective.
Answer: Suggests that over time organizational structures and business
practices and values in differing countries and regions will become similar
◍ A major obstacle to MNE workforce planning is the lack of accurate data
about labor forces in many countries, particularly in less developed and
emerging economies..
Answer: TRUE
◍ Stage 5 internationalization process.
Answer: 1) Mergers and Acquisitions 2) International Joint Ventures
◍ What aspects of the management process are impacted by culture?.
Answer: CommunicationDirect vs. Indirect communicationUse of
non-verbal cues, silence, tone, and feedbackComfort with conflict or
confrontation Example: U.S. managers may be direct; Japanese managers
, may rely on subtle cues.Decision-MakingIndividual vs. group-based
decisionsSpeed of decisions: fast in the U.S., slower in consensus-driven
culturesRole of hierarchy in final authority Example: In Sweden, decisions
are often made collaboratively; in China, authority may rest with senior
leaders.Leadership StyleAuthoritative vs. participative
approachesExpectations of power distance (how power is
distributed)Culturally preferred traits (e.g., humility vs. assertiveness)
Example: In Mexico, employees may expect top-down leadership; in the
Netherlands, flat leadership is the norm.MotivationWhat drives people:
money, recognition, job security, purpose, etc.Individual vs. group
rewardsIntrinsic vs. extrinsic motivators Example: American employees
may be motivated by bonuses; Japanese employees may value group
harmony and loyalty.Work Ethic & Attitudes Toward TimeMonochronic vs.
polychronic time orientation (strict schedules vs. flexible time)Views on
work-life balance, overtime, and punctuality Example: Germans value
punctuality and precision; Latin American cultures may take a more flexible
view.Teamwork & CollaborationExpectations for team roles and
statusConsensus-building vs. majority ruleComfort with diversity of
opinion Example: In collectivist cultures, teams may prioritize harmony
over debate.Conflict ResolutionAvoidance vs. confrontationUse of third
parties (e.g., mediators)Emphasis on saving face Example: In Asian
cultures, preserving harmony may be more important than solving the
conflict openly.Performance Appraisal and FeedbackFormality vs.
informality in reviewsComfort with criti
◍ Multi Domestic Business Strategy.
Answer: •Subsidiaries in multiple countries operate independently within
each country, independently of operations in other countries, and often fairly
independently of parent company headquarters* Responds to high needs and
demands of local market
◍ Internationalist Mindset.
Answer: An Internationalist Mindset is the ability to think globally and act
across cultures, demonstrating openness, adaptability, and strategic
, awareness of how cultural, political, economic, and social systems differ and
interact internationally.
◍ What is another name for employer reputation?.
Answer: refers to how a company is perceived as a place to work — by both
current employees and potential job candidates. It represents the company's
reputation in the job market.
◍ 4 types of MNE business strategies.
Answer: 1) International 2) Transnational 3) global 4) multidomestic
◍ Achieving balance between centralized consistency and de-centralized
autonomy require continual evaluation and discussion. TRUE OR FALSE.
Answer: TRUE
◍ The success or failure of an enterprise is often a function of how it handles
IHRM issues?.
Answer: TRUE
◍ Developing countries often offer a business environment relatively free of
government regulation. Why is that a challenge to employee wellbeing and
safety?.
Answer: while developing countries may offer a business-friendly
environment with less government regulation, this creates significant
challenges to employee wellbeing and safety — particularly for
multinational enterprises (MNEs) operating in those regions.
◍ Decentralization is similar to the notion of integration.True of False?.
Answer: False
◍ Stage 3 Internationalization Process.
Answer: a) Franchising b) subcontracting of product c) operations through
licensing d) PEO
◍ PSYCHOLOGICAL CONTRACT.
Answer: an unwritten agreement that sets out what management expects
from an employee and vice versa
, ◍ List the five reasons international mergers or acquisitions yielded an
increase in values and profits..
Answer: Synergy CreationCombining two companies allows them to be
more efficient together than separately.Cost savings through economies of
scaleShared resources, systems, and technologiesEnhanced productivity and
reduced redundanciesMarket Power ExpansionM&As can help firms
increase their market share or enter new markets.Gain access to a broader
customer baseStrengthen competitive positionReduce competition by
acquiring rivalsAccess to New Resources and CapabilitiesFirms gain access
to strategic assets of the acquired company.New technologies or
patentsSkilled workforce and leadershipLocal market knowledge or
distribution channelsDiversification of RiskSpreading operations across
countries and industries reduces dependence on one market.Geographic
diversification shields against local downturnsReduces economic and
political risk in any single regionTax and Regulatory
AdvantagesCross-border M&As can provide financial or legal
benefits.Access to favorable tax structures or lower corporate tax
ratesOpportunities to restructure operations for regulatory efficiency
◍ What is one of the greatest pressures for IHRM and MNEs?.
Answer: Balancing Global Integration with Local Responsiveness. Why It's
So Challenging:Too much integration = may alienate local employees and
violate local lawsToo much local responsiveness = may fragment the
company and lose global cohesion
◍ GEOCENTRISM.
Answer: Collaboration between headquarters and subsidiaries establish
universal standards with permissible local variationsBorrows best practices
from around the world. Transnational strategy.
◍ cross-border regions.
Answer: When a micro-region spreads across two or more countries.
◍ Under Global Legal/Regulatory Context of MNEs, what must IHR Mangers
understand?.
