Human Resource Management Concepts Quiz

A company may temporarily stop production to reduce costs. Employees are not paid during this period.

Instead of layoffs, a company might invest in training employees for new roles to keep them employed.

A company may offer incentives for employees to retire early, reducing workforce costs.

A company may reduce the number of employees hired for a specific period.

A company may ask employees to take unpaid leave voluntarily for a certain period.

Emphasizes loyalty to the group, face saving, and cooperation within the in-group.

Degree to which the society accepts power in the society is distributed unequally and hierarchy is naturally distributed.

Degree to which the society feels uncomfortable with uncertainty and risk and emphasizes procedures or traditions to deal with it.

Focuses on selling goods to foreign nationals by adapting products to specific foreign markets.

A business strategy that focuses on expanding into international markets by exporting goods to new regions.

Understanding how different countries perceive each other, taking into account their unique traditions and norms.

The practice of adapting HR practices to suit the specific cultural contexts of different countries. This involves understanding local customs and traditions and ensuring that practices are culturally appropriate.

A model that describes five essential personality traits: Openness, Conscientiousness, Extraversion, Agreeableness, and Neuroticism/Emotional Stability.

The ability of an individual to learn new skills and reach a specific level of performance. This is a critical factor when selecting global managers.

Abilities related to personal well-being, such as eating, sleeping, and staying hydrated, are crucial for global managers. These abilities help individuals thrive in demanding situations.

A strategy that focuses on creating products specifically tailored to the needs of individual markets.

A strategy aimed at minimizing costs by offering the same standardized product or service globally.

The degree to which the different components of an organization align and work together effectively.

An IHRM approach where operations adapt to local market conditions and demands.

An IHRM approach characterized by exporting a standardized product or service globally, maintaining consistency across locations.

An IHRM approach focused on integrating with existing companies or operations in foreign markets.

Training programs that aim to equip employees with skills necessary for effective communication and interaction in diverse cultural environments.

CCT can help employees develop interpersonal skills and an understanding of common phrases and communication styles in different cultures.

Two organizations of equal status and power combine to form a single entity.

A more powerful company takes control of a less powerful company, absorbing it into its structure.

The cultural values and practices of the acquiring company are imposed on the acquired company.

The acquiring company believes their methods and practices are superior to the acquired company's.

A feeling of superiority based on personal qualities and skills.

A feeling of superiority based on the belief that your way of doing things is the best.

A feeling of superiority based on the belief that your company's leadership and management are superior.

How well the business strategies, financial goals, and organizational cultures align between two companies.

Activities aimed at improving a company's efficiency, productivity, and competitiveness by reducing workforce size, redesigning work, and changing systems.

Employees who remain in the company after downsizing.

The stress and psychological impact on employees who have been laid off.

Decreased sense of responsibility, lack of motivation, and emotional exhaustion due to overwhelming stress.

A short-term downsizing strategy that reduces the number of employees.

A medium-term downsizing strategy focused on improving work processes and eliminating unnecessary functions, products, or services.

A long-term downsizing strategy that changes the organization's culture, values, and employee attitudes.

Individuals from the country where the subsidiary is located who have a good understanding of the foreign culture.

Individuals from the company's headquarters who are well-versed in its products, services, and corporate culture.

Individuals from a third country with extensive international experience and knowledge of the corporate culture from previous work with company branches.

The process of returning to one's home headquarters or subsidiary after an international assignment.

Employees who are sent by the company to work in an overseas operation for a predetermined period, often longer than 6 months.

Skilled professionals who move to different countries for a specific period with the goal of gaining overseas work experience.

The feeling of discomfort and stress associated with being an expatriate, involving adjustment to a new culture, work, and social interactions.

The feeling of disorientation people experience when entering a new culture, including things like transportation, entertainment, the healthcare system, education, and living conditions.

Feeling comfortable with one's work tasks and responsibilities in a new environment.

Feeling at ease when interacting with local people both inside and outside work.

Employees from a subsidiary country working in the headquarters location, facilitating knowledge transfer from local operations to the headquarters.

Individuals with an open mind about different cultures, a sense of adventure, comfort with ambiguity, and a non-judgmental attitude towards people from other cultures.

The state of being uncomfortable and disoriented when experiencing a new culture.

Training to help expatriates understand and adapt to the cultural differences of their new location.

Assistance provided to expatriates in relocating to a new country, including things like housing, transportation, and school arrangements.