, TESTBANK for International Human Resource
Management 8th Edition by Peter Dowling
Notes
1- The file is chapter after chapter.
2- We have shown you 10 or five pages.
3- The file contains all Appendix and Excel
sheet if it exists.
4- We have all what you need, we make
update at every time. There are many
new editions waiting you.
5- If you think you purchased the wrong file
You can contact us at every time, we can
replace it with true one.
Our email:
,Chapter 1
Essay question
A core MNE research finding is that MNEs fail primarily because they don’t understand enough about the
differences in managing HR in foreign environments. Think of a particular MNE of your choice. Explain the five
variables that moderate the differences between domestic and international HRM with an example from the
MNE you chose to illustrate each one.
Answer guide
The essay has five sections organized about each variable:
1. The cultural environment
2. The industry(ies) within which the MNE is mostly involved
3. Complexity caused by operating in different countries and having employees from different countries
4. Attitudes of senior management
5. How much the MNE relies on the home-country domestic market
For full credit, each section should also include a specific example that illustrates it from the chosen MNE.
Outline of typical response:
Consider an international airline company based in country A, an IHRM manager Josephine, and baggage
handlers in country C.
1. In non-home country C, there is a more relaxed attitude towards timeliness. Arriving 30 minutes late is
considered acceptable. Josephine may need to find additional ways to motivate baggage handlers to
deliver baggage in a timely manner.
2. Suppose Josephine is hiring local baggage handlers from country C. Because these handlers come from a
culture different from country A’s, she will have to provide more culturally neutral and explicit training
than in her home country to meet international travelers’ expectations on the timely arrival of their
luggage.
3. Besides attitudes, different countries may have different policies regarding how luggage problems are
handled. This complicates Josephine’s training of local baggage handlers because she will have to juggle
several policies while trying to adhere to the company’s luggage service standard.
4. Senior management attitudes to the airline’s international operations have a major impact on the airline’s
luggage service in other countries, beyond the airline’s formal policies regarding luggage. When airline
senior managers travel on the airline, for instance, if they make a point of regularly observing and
inquiring about baggage handling operations, local handlers will receive feedback how important their
work is to the airline.
5. The more airline A’s revenue comes from its international flights, the more the airline will need to rely on
its more diverse and complex IHRM.
For use with International Human Resource Management 8e, by Peter J. Dowling,
Marion Festing, and Allen D. Engle, Sr. 9781473773790 © Cengage Learning
,Chapter 2
Essay question
You’ve learned about a number of cross-cultural management studies, each with their own take or
improvement on dimensions or characteristics of culture. Pick a set from all the studies of five dimensions
which you find most relevant to HRM and explain how each of your chosen dimensions would impact human
resource management in a foreign culture.
Answer guide (refer to section ‘Value Considerations Across Cultures’)
See this chapter’s revision questions for the possible culture dimensions to choose from.
Outline of possible response:
Consider power distance, uncertainty avoidance, individualism vs. collectivism, assertiveness, and
performance orientation. These dimensions impact IHRM in the following manner... Make your own version of
Table 2.1, ‘Examples of the impact of the cultural context on HRM practices’ to organize your writing. For each
dimension, write how it can positively or negatively affect a chosen range of HR activities such as recruitment
& selection, training & development, compensation, and performance management.
power uncertainty individualism vs. assertiveness performance
distance avoidance collectivism orientation
Recruitment & selection +/-s +/-s +/-s +/-s +/-s
Training & development +/-s +/-s +/-s +/-s +/-s
Compensation +/-s +/-s +/-s +/-s +/-s
Performance management +/-s +/-s +/-s +/-s +/-s
For use with International Human Resource Management 8e, by Peter J. Dowling,
Marion Festing, and Allen D. Engle, Sr. 9781473773790 © Cengage Learning
,Chapter 3
Essay question
Consider a born global meta-national MNE which has just exploded into the world with a viral Facebook game.
What roles should its human resource department(s) have with its various units? How locally responsive
should this game company be? How could it increase its chances for long-term success?
Answer guide (refer to Chapter 3)
1. Give your MNE a name and make up a name for the game, say LF for Learning Fun, Inc., and Word Building
with Friends or WBF as the game. This will make it easier for you and your reader to follow and imagine
the actors, behaviors, and scenarios you weave.
2. You will want to include as many of the concepts and terms discussed in this chapter as possible.
To be responsive to the fast-changing and evolving game environment and assisted by its relatively small
size, LF will depend on socio-cultural focus as its primary control mechanism and use a networked
structure to win the three-level meta-national tournament it has jumped into…
3. Briefly deconstruct how LF’s run-away WBF game was created and took off and then describe the
conditions that LF will continue to provide to discover, plan, and implement more fun learning games that
help their players gain important real-life skills…
4. You can use (3) to describe or segue into LF’s company culture. It is important that the culture include
listening and even a strong listening device(s) or method(s) to capture ideas. This way you’ll be able to
show a true path to continued, longer-term success.
For use with International Human Resource Management 8e, by Peter J. Dowling,
Marion Festing, and Allen D. Engle, Sr. 9781473773790 © Cengage Learning
,Chapter 4
Essay question
1. Discuss the key points of “global work” in the twenty first century, identifying different types of global
workers, their characteristics and importance.
2. Discuss the challenges for the future of global work.
Answer guide (Chapter 4, refer in particular to sections ‘Global Work in the Twenty-First Century’ and
‘Challenges for the Future of Global Work and IHRM’)
1. Issues discussed in the context of global work have become more diverse, reflecting developments at
the organizational and societal levels:
Costly long-term expatriate assignments
Increased labor exchanges between countries
Climate change, conflicts around the world and political nationalism.
The eight types of global workers should be identified:
Corporate (long-term) expatriates
Short-term assignees
Flexpatriates
Self-initiated expatriates
International business travelers
International commuters
Global virtual team members
Global domestics.
The dimensions that can be used to compare and differentiate these types of workers are cognitive
flexibility, physical mobility and non-work disruptions.
2. Details on challenges for the future of global work can be found in Figure 4.2:
For use with International Human Resource Management 8e, by Peter J. Dowling,
Marion Festing, and Allen D. Engle, Sr. 9781473773790 © Cengage Learning
,Chapter 5
Essay question
Past performance may have little to no bearing on an expatriate’s ability to achieve a task in a foreign setting,
but cross-cultural suitability definitely does. Discuss the adjustment variables an MNE employee must satisfy
to perform well on an international assignment. Your discussion should include attributes of intercultural
competence; antecedents and adjustment modes; and psychological and socio-cultural adjustment. Any
diagrams you can draw to illustrate your discussion are a plus.
Answer guide (Refer to section ‘Selection Criteria’)
While organizing your thoughts, put yourself the expatriate. “What am I going to need culture-wise?”
Figure 5.2 ‘Factors influencing expatriate selection’ may be a good mental model to help organize as well.
1. Soft skills – psychological as well as personal features, international experience and language knowledge.
2. Intercultural competence – the ability to function effectively in another culture:
various attributes – cultural empathy, adaptability, diplomacy, language ability, positive attitude,
emotional stability, maturity
affective dimension – my emotional attitude to the foreign culture
cognitive dimension – my culture-specific knowledge
ability dimension – my actual intercultural behavior
3. Cultural intelligence – ability to grasp, reason, and behave effectively in culturally diverse situations
4. Ability to adjust to a foreign culture and phases of adjustment: 1) honeymoon phase
2) the party is over phase
3) coming to terms, pulling up phase
4) healthy recovery, leveling off phase
For use with International Human Resource Management 8e, by Peter J. Dowling,
Marion Festing, and Allen D. Engle, Sr. 9781473773790 © Cengage Learning
,Chapter 6
Essay question
Suppose you are an HCN subsidiary manager for an oil company in country X. Because of your efforts the
subsidiary has been highly profitable, and is about to be nationalized by the host country’s government. (1)
What do you do and (2) how should your performance management and appraisal be handled by your parent
MNE? Touch on the themes covered in this chapter.
Answer guide (Chapter 6, in particular sections ‘Performance Management of International Employees’ and
‘Performance Appraisal of International Employees’)
You’ll want to establish the setting you work in, making it clear what kinds of constraints your performance
should be measured against. Things to consider:
You work for an oil company, an MNE which is in a mature industry.
Since you are an HCN, you must have some level of expertise that is valued over any ethnographic HR
tendencies your MNE may have.
More than likely, yours is a mature MNE with a structure that has evolved into some network form
such as a transnational.
It is okay to consider the fact that your subsidiary is about to be nationalized and your possibly inadvertent (if
any) role in it for your appraisal, but if it is considered, this should be done separately from the appraisal of
your successful profit-making with the subsidiary.
Your appraisal should include evaluation of hard, soft, and contextual goals you and the MNE had previously
set for yourself. Did you meet them? Did you make reasonable progress towards them given your subsidiary’s
circumstances? Did the process of seeking to meet your goals continue to nurture the social capital and valued
personal relationships that your subsidiary requires to grow itself as a specialist centre for your MNE?
Just as the progress to your goals depends on your work with a culturally diverse team at the subsidiary, your
appraisal would be best performed with a multiple rater 360 degree process. Only then will corporate HR get a
good sense of your true value and progress with the MNE.
While it is important to recognize the psychologically distant/physically close and cultural border crossing
dichotomy challenges that your communication as an HCN must undergo, it is also important to assess your
own effectiveness at recognizing cultural nuances and tendencies when evaluating those that report to you at
the subsidiary. This may be among the best ways to evaluate your performance – in terms of the success of
those you supervise.
For use with International Human Resource Management 8e, by Peter J. Dowling,
Marion Festing, and Allen D. Engle, Sr. 9781473773790 © Cengage Learning
,Chapter 7
Essay question
MNEs and organizations in general have been remarkably slow to measure and connect the ROI of their
expatriates with company strategy. Discuss the reasons for this situation and outline a plan for an MNE to
extract the most value from its expatriates and their experience. Why are expatriates so important to MNEs?
Answer guide (refer to sections ‘Performance Appraisal of International Employees’ in Chapter 6 and
‘Responses by the MNE’ in Chapter 7)
Mature MNEs have difficulties measuring the ROI on expatriates because it is hard and complicated.
Expatriates are the tacit, matrix of the mind, strategic, global mindset kind of social capital which is invaluable
to the transnationals and meta-nationals that grow them into their international cadre. But the steps to
keeping their international cadre around are much more straightforward.
1) Explain why measuring expatriate ROI is so complicated:
1. It’s about multicultural teams and stakeholders …
2) Explain why expatriates are so invaluable to MNEs:
1. Describe the outcomes MNEs expect out of expatriates
2. Describe the categories of knowledge & skills acquired during international assignments
3. Explain how to get the most value out of expatriates: keep them around!
For use with International Human Resource Management 8e, by Peter J. Dowling,
Marion Festing, and Allen D. Engle, Sr. 9781473773790 © Cengage Learning
, Chapter 8
Essay question
Define global talent and the approaches of managing global talent by discussing the key features. Discuss the
challenges of global talent management.
Answer guide (refer in particular to sections ‘Understanding Global Talent’, ‘Global Talent Management
Approaches’ and ‘Global Talent Management Challenges’):
Talent as a person’s specific characteristics includes innate abilities, attitudes and/or acquired skills
and knowledge
Talent including a person as a whole, with all their strengths that contribute to organizational
performance, addresses the notions of high performers or high potentials that can be identified by
(global) organizations
Approaches
Exclusive versus inclusive approach
Standardized versus subjective approach
Challenges
Further development of talent analytics to support decision processes
The consideration and adequate management of diversity
Increasing need to manage talent in virtual settings
For use with International Human Resource Management 8e, by Peter J. Dowling,
Marion Festing, and Allen D. Engle, Sr. 9781473773790 © Cengage Learning
Management 8th Edition by Peter Dowling
Notes
1- The file is chapter after chapter.
2- We have shown you 10 or five pages.
3- The file contains all Appendix and Excel
sheet if it exists.
4- We have all what you need, we make
update at every time. There are many
new editions waiting you.
5- If you think you purchased the wrong file
You can contact us at every time, we can
replace it with true one.
Our email:
,Chapter 1
Essay question
A core MNE research finding is that MNEs fail primarily because they don’t understand enough about the
differences in managing HR in foreign environments. Think of a particular MNE of your choice. Explain the five
variables that moderate the differences between domestic and international HRM with an example from the
MNE you chose to illustrate each one.
Answer guide
The essay has five sections organized about each variable:
1. The cultural environment
2. The industry(ies) within which the MNE is mostly involved
3. Complexity caused by operating in different countries and having employees from different countries
4. Attitudes of senior management
5. How much the MNE relies on the home-country domestic market
For full credit, each section should also include a specific example that illustrates it from the chosen MNE.
Outline of typical response:
Consider an international airline company based in country A, an IHRM manager Josephine, and baggage
handlers in country C.
1. In non-home country C, there is a more relaxed attitude towards timeliness. Arriving 30 minutes late is
considered acceptable. Josephine may need to find additional ways to motivate baggage handlers to
deliver baggage in a timely manner.
2. Suppose Josephine is hiring local baggage handlers from country C. Because these handlers come from a
culture different from country A’s, she will have to provide more culturally neutral and explicit training
than in her home country to meet international travelers’ expectations on the timely arrival of their
luggage.
3. Besides attitudes, different countries may have different policies regarding how luggage problems are
handled. This complicates Josephine’s training of local baggage handlers because she will have to juggle
several policies while trying to adhere to the company’s luggage service standard.
4. Senior management attitudes to the airline’s international operations have a major impact on the airline’s
luggage service in other countries, beyond the airline’s formal policies regarding luggage. When airline
senior managers travel on the airline, for instance, if they make a point of regularly observing and
inquiring about baggage handling operations, local handlers will receive feedback how important their
work is to the airline.
5. The more airline A’s revenue comes from its international flights, the more the airline will need to rely on
its more diverse and complex IHRM.
For use with International Human Resource Management 8e, by Peter J. Dowling,
Marion Festing, and Allen D. Engle, Sr. 9781473773790 © Cengage Learning
,Chapter 2
Essay question
You’ve learned about a number of cross-cultural management studies, each with their own take or
improvement on dimensions or characteristics of culture. Pick a set from all the studies of five dimensions
which you find most relevant to HRM and explain how each of your chosen dimensions would impact human
resource management in a foreign culture.
Answer guide (refer to section ‘Value Considerations Across Cultures’)
See this chapter’s revision questions for the possible culture dimensions to choose from.
Outline of possible response:
Consider power distance, uncertainty avoidance, individualism vs. collectivism, assertiveness, and
performance orientation. These dimensions impact IHRM in the following manner... Make your own version of
Table 2.1, ‘Examples of the impact of the cultural context on HRM practices’ to organize your writing. For each
dimension, write how it can positively or negatively affect a chosen range of HR activities such as recruitment
& selection, training & development, compensation, and performance management.
power uncertainty individualism vs. assertiveness performance
distance avoidance collectivism orientation
Recruitment & selection +/-s +/-s +/-s +/-s +/-s
Training & development +/-s +/-s +/-s +/-s +/-s
Compensation +/-s +/-s +/-s +/-s +/-s
Performance management +/-s +/-s +/-s +/-s +/-s
For use with International Human Resource Management 8e, by Peter J. Dowling,
Marion Festing, and Allen D. Engle, Sr. 9781473773790 © Cengage Learning
,Chapter 3
Essay question
Consider a born global meta-national MNE which has just exploded into the world with a viral Facebook game.
What roles should its human resource department(s) have with its various units? How locally responsive
should this game company be? How could it increase its chances for long-term success?
Answer guide (refer to Chapter 3)
1. Give your MNE a name and make up a name for the game, say LF for Learning Fun, Inc., and Word Building
with Friends or WBF as the game. This will make it easier for you and your reader to follow and imagine
the actors, behaviors, and scenarios you weave.
2. You will want to include as many of the concepts and terms discussed in this chapter as possible.
To be responsive to the fast-changing and evolving game environment and assisted by its relatively small
size, LF will depend on socio-cultural focus as its primary control mechanism and use a networked
structure to win the three-level meta-national tournament it has jumped into…
3. Briefly deconstruct how LF’s run-away WBF game was created and took off and then describe the
conditions that LF will continue to provide to discover, plan, and implement more fun learning games that
help their players gain important real-life skills…
4. You can use (3) to describe or segue into LF’s company culture. It is important that the culture include
listening and even a strong listening device(s) or method(s) to capture ideas. This way you’ll be able to
show a true path to continued, longer-term success.
For use with International Human Resource Management 8e, by Peter J. Dowling,
Marion Festing, and Allen D. Engle, Sr. 9781473773790 © Cengage Learning
,Chapter 4
Essay question
1. Discuss the key points of “global work” in the twenty first century, identifying different types of global
workers, their characteristics and importance.
2. Discuss the challenges for the future of global work.
Answer guide (Chapter 4, refer in particular to sections ‘Global Work in the Twenty-First Century’ and
‘Challenges for the Future of Global Work and IHRM’)
1. Issues discussed in the context of global work have become more diverse, reflecting developments at
the organizational and societal levels:
Costly long-term expatriate assignments
Increased labor exchanges between countries
Climate change, conflicts around the world and political nationalism.
The eight types of global workers should be identified:
Corporate (long-term) expatriates
Short-term assignees
Flexpatriates
Self-initiated expatriates
International business travelers
International commuters
Global virtual team members
Global domestics.
The dimensions that can be used to compare and differentiate these types of workers are cognitive
flexibility, physical mobility and non-work disruptions.
2. Details on challenges for the future of global work can be found in Figure 4.2:
For use with International Human Resource Management 8e, by Peter J. Dowling,
Marion Festing, and Allen D. Engle, Sr. 9781473773790 © Cengage Learning
,Chapter 5
Essay question
Past performance may have little to no bearing on an expatriate’s ability to achieve a task in a foreign setting,
but cross-cultural suitability definitely does. Discuss the adjustment variables an MNE employee must satisfy
to perform well on an international assignment. Your discussion should include attributes of intercultural
competence; antecedents and adjustment modes; and psychological and socio-cultural adjustment. Any
diagrams you can draw to illustrate your discussion are a plus.
Answer guide (Refer to section ‘Selection Criteria’)
While organizing your thoughts, put yourself the expatriate. “What am I going to need culture-wise?”
Figure 5.2 ‘Factors influencing expatriate selection’ may be a good mental model to help organize as well.
1. Soft skills – psychological as well as personal features, international experience and language knowledge.
2. Intercultural competence – the ability to function effectively in another culture:
various attributes – cultural empathy, adaptability, diplomacy, language ability, positive attitude,
emotional stability, maturity
affective dimension – my emotional attitude to the foreign culture
cognitive dimension – my culture-specific knowledge
ability dimension – my actual intercultural behavior
3. Cultural intelligence – ability to grasp, reason, and behave effectively in culturally diverse situations
4. Ability to adjust to a foreign culture and phases of adjustment: 1) honeymoon phase
2) the party is over phase
3) coming to terms, pulling up phase
4) healthy recovery, leveling off phase
For use with International Human Resource Management 8e, by Peter J. Dowling,
Marion Festing, and Allen D. Engle, Sr. 9781473773790 © Cengage Learning
,Chapter 6
Essay question
Suppose you are an HCN subsidiary manager for an oil company in country X. Because of your efforts the
subsidiary has been highly profitable, and is about to be nationalized by the host country’s government. (1)
What do you do and (2) how should your performance management and appraisal be handled by your parent
MNE? Touch on the themes covered in this chapter.
Answer guide (Chapter 6, in particular sections ‘Performance Management of International Employees’ and
‘Performance Appraisal of International Employees’)
You’ll want to establish the setting you work in, making it clear what kinds of constraints your performance
should be measured against. Things to consider:
You work for an oil company, an MNE which is in a mature industry.
Since you are an HCN, you must have some level of expertise that is valued over any ethnographic HR
tendencies your MNE may have.
More than likely, yours is a mature MNE with a structure that has evolved into some network form
such as a transnational.
It is okay to consider the fact that your subsidiary is about to be nationalized and your possibly inadvertent (if
any) role in it for your appraisal, but if it is considered, this should be done separately from the appraisal of
your successful profit-making with the subsidiary.
Your appraisal should include evaluation of hard, soft, and contextual goals you and the MNE had previously
set for yourself. Did you meet them? Did you make reasonable progress towards them given your subsidiary’s
circumstances? Did the process of seeking to meet your goals continue to nurture the social capital and valued
personal relationships that your subsidiary requires to grow itself as a specialist centre for your MNE?
Just as the progress to your goals depends on your work with a culturally diverse team at the subsidiary, your
appraisal would be best performed with a multiple rater 360 degree process. Only then will corporate HR get a
good sense of your true value and progress with the MNE.
While it is important to recognize the psychologically distant/physically close and cultural border crossing
dichotomy challenges that your communication as an HCN must undergo, it is also important to assess your
own effectiveness at recognizing cultural nuances and tendencies when evaluating those that report to you at
the subsidiary. This may be among the best ways to evaluate your performance – in terms of the success of
those you supervise.
For use with International Human Resource Management 8e, by Peter J. Dowling,
Marion Festing, and Allen D. Engle, Sr. 9781473773790 © Cengage Learning
,Chapter 7
Essay question
MNEs and organizations in general have been remarkably slow to measure and connect the ROI of their
expatriates with company strategy. Discuss the reasons for this situation and outline a plan for an MNE to
extract the most value from its expatriates and their experience. Why are expatriates so important to MNEs?
Answer guide (refer to sections ‘Performance Appraisal of International Employees’ in Chapter 6 and
‘Responses by the MNE’ in Chapter 7)
Mature MNEs have difficulties measuring the ROI on expatriates because it is hard and complicated.
Expatriates are the tacit, matrix of the mind, strategic, global mindset kind of social capital which is invaluable
to the transnationals and meta-nationals that grow them into their international cadre. But the steps to
keeping their international cadre around are much more straightforward.
1) Explain why measuring expatriate ROI is so complicated:
1. It’s about multicultural teams and stakeholders …
2) Explain why expatriates are so invaluable to MNEs:
1. Describe the outcomes MNEs expect out of expatriates
2. Describe the categories of knowledge & skills acquired during international assignments
3. Explain how to get the most value out of expatriates: keep them around!
For use with International Human Resource Management 8e, by Peter J. Dowling,
Marion Festing, and Allen D. Engle, Sr. 9781473773790 © Cengage Learning
, Chapter 8
Essay question
Define global talent and the approaches of managing global talent by discussing the key features. Discuss the
challenges of global talent management.
Answer guide (refer in particular to sections ‘Understanding Global Talent’, ‘Global Talent Management
Approaches’ and ‘Global Talent Management Challenges’):
Talent as a person’s specific characteristics includes innate abilities, attitudes and/or acquired skills
and knowledge
Talent including a person as a whole, with all their strengths that contribute to organizational
performance, addresses the notions of high performers or high potentials that can be identified by
(global) organizations
Approaches
Exclusive versus inclusive approach
Standardized versus subjective approach
Challenges
Further development of talent analytics to support decision processes
The consideration and adequate management of diversity
Increasing need to manage talent in virtual settings
For use with International Human Resource Management 8e, by Peter J. Dowling,
Marion Festing, and Allen D. Engle, Sr. 9781473773790 © Cengage Learning
