Questions and Answers of International Human Resource Management

7. Your boss asks you for advice on how to reduce the attrition rate of repatriates. How would you respond?
6. Adaptability is a key feature of successful international managers. How does adaptability manifest itself. and how would you train prospective expatriates to be more adaptable?
5. What might an effective performance-management program for expatriates look like?
4. You have been asked to develop a selection program for expatriates to the European Community. Based o n research results in the applied psychology literature. what would you propose?
3. Four broad processes seem to facilitate the development of future international executives.Explain why each is relevant.
2. Explain Hofstede's five dimensions that describe differences across countries. Identify countries that are high (low) on each dimension.
I . How does the theory of vertical and horizontal individualism and collectivism help to deepen our understanding of cultural differences?
5. What additional information might a logical analysis of training outcomes provide that an experimental or quasi-experimental design does not?
4. Your firm decides to train its entire population of employees and managers (500) to provide" legendary customer service." Suggest a design for evaluating the impact of such a massive training
3. Describe some of the key differences between experimental and quasi-experimental designs.
2. Your boss asks you to design a study to evaluate the effects of a training class in stress reduction. How will you proceed?
I. Discuss the advantages and disadvantages of interactive multimedia training.
10. What are some advantages and disadvantages of work samples as predictors of success in management?
9. Describe the "construct validity puzzle" regarding assessment centers. What are the key pieces in this puzzle?
8. What are the advantages of a weli-designed training program for assessors in assessment centers? What arc the key components of a sound traimng program"
7. You are de.eloping a select ion process for supervisors of computer programmers. Iden tify the key dimensions of the job. and then assemble a battery of predictors. How and why will you usc each
6. What option. are available to mitigate response distortion on personality inventones'!
S. What are the underlying mechanisms for the personality-performance linlt?
4. Which personali ty traits would you use i n the selection of managers'! How would you mini·mize the effects of faking?
3. Would you consider no1 using a valid cogniti ve anilIties test that produces adverse impact?What factors guided your decision') What are the tra de-nffs involved?
2. Would you place primary importance on g in se lecting for the position of HR director?Why?
1 . Why is it difficult TO predict success in management?
10. Provide examples of strategic business outcomes that can be included in a multiauribute utility analysis.
9. What are the main differences between single-attribute and multiattribute utility analyses?What are the relative advantages and disadvantages of each method?
8. Why and under what conditions can utility estimates be detrimental to the implementation of a new selection system?
7. Cite two examples to illustrate how the selection ratio and base rate affect judgments about tbe usefulness of a predictor.
6. How might an expectancy chart be useful to a decision maker?
5. What is the role of human judgment in selection decisions?
4. Why are clinical decision·making processes not as accurate as mechanical processes?
3. Describe the circumstances under which sequential selection strategIes might be superior to single-stage strategies.
2. What happens to our prediction models in the presence of a suppressor variable?
1. Critique the classical validity approach to employee selection.
7. Employers today generally assign greater weight to experience than to academic qualifications.Why do you think this is so? should it be so?K Discuss some of the advantages of using computer·based
0. In an employment inkrview, the interviewer asks you a question that you believe is an invasion of privacy. What do you do?
5. Are you in favor or against the use of polygraph testing for screening applicants for security screening positions a t airports? Why?
4. What is the difference between personality-based and overt honesty tests? Which constructs are measured by each of these types of measures?
3. What instructions would you give to applicants about to complete a biodata instrument so as to minimize response distortion?
2. As CEO of a large retailer. you are considering using drug testing to screen new hires. What elements should you include in developing a policy on this issue?
1. How can the usefulness of recommendations and reference checks be improved?
9. Develop a realistic job preview for a prospective city bus driver.
8. Identify five recommendations you would provide to a friend who asks your advice in finding a job.
7. Outline the components of a diversity-based recruitment effort.
6. How can hiring management systems enhance the efficiency of recruitment efforts"
5. How would you structure an employee referral program?
4. As a senior manager. what metrics would you find most useful in assessing the effectiveness of recru iting?
3. Discuss the advantages and disadvantages of Internet-based recruiting.
2. How do labor market conditions affect wages and yield ratios?
1. Describe three key issues to consider in recruitment planning.
8. The chairperson of the board of directors at your firm asks for advice un CEO succession.What practices or research resuhs might you cite?
7. Why are forecasts 01' workforce demand more uncertain those of workforce supply?
6. Why is WP especially necessary in a downsizing environment'!
5. How might such a system apply to a hospital setting? What determines specific workforce needs in various areas? What programs might you suggest to meet such needs?
4. What are the elements of a WP system?
3. Describe the five features that characterize high-performance work practices.
2. How are workforce plans related to business and HR strategies?
1 . Contrast the conventional approach to strategic planning with the values-based approach to developing strategy.
6. Discuss some of the special prohlems associuted with conducting s trategic or futureoriented job analyses.7c Go to the Q*Net Web site (http://online.onetcenter.org). Develop a profile of five
5c You have been asked to conduct a job analysis tor astronauts work ing on the international spac" station. Which technique(s) might be most uppropriate in this situation. anu why"
4c What are the similarities and differences between competency modeling and joh analysis?
3. Your boss asks you to incorporate personality characteristics into joh analysis. How would you proceed?
2c Develop an outline for u job analysis workshop with a panel of suhject rna Iter experts.
I . Describe some or the choices that need to be made in deciding how to analyze jobs and work. How would YOll choose an appropriate technique in a g.iven situation?
9. Discuss some of the public pol icy issues that surround testing
8. Wha t are some strategies available to improve f3lrness perceptions regarding t????sting?
7. What are the advantages and disadvantages of implementing a criterion-referenced banding approach as compared to a predictor-referenced approach?
6. Provide arguments tn favor of and ag.ainst the- US!;;! df test-\;'cure banding..
5. When is a measure of individual differences unfairly Jiscrimlnatory')
4. Descnhe strategies ava ilable 10 reduce adverse Impact.
3. Discuss some o f the difficul t i es nnd sugge
2. Summarize the available eVidence on differential validity and i ts relat ionship with adverse impact. What adVice on this issue would you give to an employer')
I . Why is the assessment of differential prediction more informative regarding test fairness than an assessment of differential validity?
10. Whal are some of the similarities and differences in gathering validity evidence in large. as compared to smalt. organizations?
9. What are some challenges and unresolved issues in implementing a VG study and using VG evidence?
8. What are some of the contributions of validity generalization to human resource selection?
7. Provide examples of situations where it would be appropriate and inappropriate to correct a validity coefficient for the effects of range restriction.
6. What factors might affect the size of a validity coefficient? What can be done to deal with each of these factors?
5. Why is cross-validation necessary? What is the difference between shrinkage and cross·validation?
4. Explain why construct validity is the foundation for all validity.
3. What are the various strategies to quantify content· related validity?
2. Explain why validity is a unitary concept.
1. What are Some of the consequences of using i ncorrect reliability estimates that lead to overor underestimation of validity coefficients?
7. What do test norms tell us? What do they not tell us?
6. What does the standard error of measurement tell the HR specialist')
5. What type of knowledge can be ga thered through the application of item-response theory and generalizability theory?
4. Is interrater agreement the same as in terrater reliability? Why?
3. Which methods of estimating reliability produce the highest and lowest ( most conservative)estimates?
2. Is it proper to speak of the reliability of a test" Why?
l . Why are psychological measures considered to be nominal or ordinal in nature'?
1 0. DISCUSS three "dos" and three " don'ts" w i th respect to appraisal interviews.
9, Assume an organization is structured around teams. What role, if any, would a performance management syste m based on individual behaviof' and results play with respect to a teambased performance
8. What key elements would you design imo r. rater-training program?
7. Under what circumstances would you recommend that the measurement of performance be conducted as a group task'l
6. What are some of the interpersonal/social interaction dimensions that should be considered in implemenling a performance m anagement system?
5. What kinds of unique information about performance can each of the following provide:immediate supervisor. peers. sdf. subordinates. and clients served?
4. Under what circumstances can performance management sy stems be said to "work"?
3. What are the three most important purposes of performance management systems and why 'l
2. What is the difference between performance management and performance appraisal?
l. Why do performance management systems often fail?
7. Describe the performance domain of a university professor. Then propose a criterion measure to be used in making promotion decisions. How would you rate this criterion regarding relevance.
6. What are the factors that should be considered in assigning differential weights when creating a composite measure of performance?

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