Expatriates usually do not receive the benefits normally accorded to home-country employees.

1.International human resource managers support subsidiary managers by providing IHRMguidelines and by hiring, training, and evaluating employees for international operations. T2.Parent-country nationals (PCNs) are citizens of the country where the MNE's subsidiary islocated. F3.Avoiding country bias, nepotism, and other local practices and cultivating a global mindset aresome of the significant challenges of the significant challenges of the international staffingpolicy . T4.Host-country nationals (HCNs) are citizens of the country where the MNE is headquartered. F5.Foreign subsidiaries are never staffed from the home country . f6.Margaret Lee, an American and a private bank employee from New York, is assigned to work andreside in Paris for five years. She is most likely to be known as a repatriate in Paris. F7.Typically, country laws do not dictate how many employees can come from nonlocal sources. F8.Firms usually hire HCNs abroad to maintain local control over foreign operations. F9.Firms prefer HCNs when the host-country environment is complex and their specializedknowledge or local connections are required in the local marketplace. T10.Worldwide staffing with PCNs helps firms develop an integrated global enterprise. F11.Developing talent is a multistep collaboration between human resource managers and executivemanagement. T12.MNEs with a global mindset encourage an ethnocentric orientation among managers andemployees working abroad. F13.Training programs designed for preparing employees for assignments abroad consists of areastudies, practical information, and cross-cultural awareness. T14.Cross-cultural awareness training tends to lower intercultural sensitivity and effectiveness. F15.Critical incident analysis examines an episode in which tension arises between employee andforeign counterpart due to a cross-cultural misunderstanding. T16.Critical incident analysis examines an episode in which tension arises between employee andforeign counterpart due to a cross-cultural misunderstanding. F17.Typically, a standardized diagnostic tool is used to evaluate the performance of all firmemployees and subsidiaries, both domestic and international. F18.The problem of noncomparable outcomes arises because of differences in economic, political,legal, and cultural variables T19.Subsidiary managers are often assessed by multiple evaluators mainly because MNEs aretypically characterized by a low level of mutual trust among employees. /F20.Local tradition, culture, and cost of living do not influence compensation packages. /F21.In expatriate compensation, tax equalization is a special consideration T/22.Expatriates usually do not receive the benefits normally accorded to home-countryemployees. /F23.Through labor relations, management and workers identify and determine job relationships thatwill apply in the workplace. T24.Union membership has experienced a gradual decline in many advanced economies. T25.With rapid globalization, the incidence of strikes has increased worldwide. F

Are citizens of countries other than the home or host country they typically work in management and are usually hired because of their special knowledge or skills?

Which of the following is true about the taxation of expatriates?

How is expatriate failure usually defined quizlet?

Which term refers to employees from the home country who are on an international assignment?