1. A U.S. based high tech company has built a R&D office in Bangalore, India. Four years have passed since the greenfield operation was successfully built. During this time, the new location has taken on higher priority engineering projects and has trained and developed managerial skills of its newly recruited managers inBangalore.Headquarters wants the office to take on a new engineering project that would expand its business in the U.S. by adding a new product line. This project has been identified as the most important objective for the corporation in the mid-term. The project is still in the phase of identifying specifications and developing milestones, where the engineering management ream is working closely with the product manager. The management team understands that it must create an international assignment program to have this project run smoothly. The team believes that extended business travel would be the most appropriate program.In order to confirm their belief, the HR manager does extensive research. The analysis shows that extended business travel will result in $10,000,000 addition revenue in the first year and $5,000,000 additional revenue in the second year due to the customization of the product to customer demand. The cost of the program is $400,000 initial investment plus a variable cost of $100,000 per year. What is the return on investment in the first year ?

A) 20%
B) 500%
C) 250%
D) 40%



2. Which of the following addresses the range and breadth of details related to international assignments ?

A) International assignment letter of agreement
B) Assignment plan
C) International assignment process model
D) Company policies



3. Which of the following actions is a PRIMARY deterrent against employees organizing to form labor unions?

A) Developing an alternative dispute resolution mechanism
B) Employer encourages a participative style management
C) Creation of work councils
D) Creation of codetermination requirements



4. What should be the first step when developing a global HR strategic plan ?

A) Identify HR vision and goals
B) Assess HR resources available to implement plan
C) Determine how each HR tactical activity aligns with organizational goals
D) Identify S.M.A.R.T. HR objectives that align with organizational goals



5. An organization is creating an incentive pay plan for its global executives. Due to time pressures, the HR Director is not able to perform a complete analysis as to the measures that should be evaluated for each executive. Therefore, since the focus of the organization this year is on meeting revenue targets in order to reach break-even in 2 years, the HR Director and CEO recommend to the Board of Directors an incentive plan for each executive tied to this years revenue only. Which of the following statements is true in regards to the incentive pay plan?

A) This is not an effective executive incentive pay plan because it does not have a sunset clause
B) This executive incentive pay plan is not a win-win situation
C) This is not an effective executive incentive pay plan because it does not incorporate goals line of sight
D) This is not an effective executive incentive pay plan because it does not aligned with the organizational goals and objectives