Question :
61. (p. 506-507) In a study, when asked to rate the rewards from : 1242150
61. (p. 506-507) In a study, when asked to rate the rewards from work, Japanese and American salespersons showed surprising similarity barring one aspect which the Japanese rated as more important than what their American counterparts did. Identify the one from the following.
A. Job security
B. Promotion
C. Feeling of worthwhile accomplishment
D. Social recognition (sales club awards)
E. Personal growth and development
62. (p. 507) Which of the following reward areas scores the highest among American salespeople?
A. Job security
B. Promotion
C. Merit increase with pay
D. Feeling of worthwhile accomplishment
E. Social recognition (sales club awards)
63. (p. 507) Considering the specific characteristics of Japan’s culture, which of the following strategies might be used as a motivator in Japanese organizations?
A. Individual rewards
B. Group bonus schemes
C. Early promotion opportunities
D. Individual commission system
E. Merit increase in pay
64. (p. 508) Which of the following represents one of the greatest fears of expatriate managers?
A. They will forget their own culture and traditions.
B. They might be stressed out in the new market.
C. Their product(s) might be unsuitable in the new market.
D. They will be forgotten by the home office.
E. Colleagues in the foreign country will be hostile.
65. (p. 508) Overseas premiums, paid if the family does not go along, are called:
A. resettlement claims.
B. family compensation.
C. displacement allowances.
D. fringe benefits.
E. separation allowances.
66. (p. 509) Which of the following agencies/bodies is actively involved in setting rules about compensation (even for sales people) in Europe?
A. Pension committees
B. Work councils
C. International Labour Organization
D. The European Union
E. The WTO
67. (p. 510) Which of the following is true of sales compensation practices across the globe?
A. Most Asian MNCs have adopted the U.S. system with its emphasis on commissions based on individual performance.
B. Government intervention in pay determination aimed at leveling pay scales, is gaining popularity in European countries.
C. A majority (nearly 75 percent) of multinational companies describe their sales compensation plans as global in nature.
D. The International Labour Organization is playing a key role in determining compensation practices worldwide.
E. Most companies establish sales compensation practices locally.
68. (p. 512) The primary control tool used by American sales managers is:
A. the threat of termination.
B. the quota system.
C. the incentive system.
D. the attraction of a foreign assignment.
E. tolerance and patience.
69. (p. 511) IBM’s revamping of its sales compensation scheme led to some valuable information. Which of the following is NOT one of them?
A. Do involve representatives from key countries.
B. Do allow local managers to decide the mix between base and incentive pay.
C. Do use consistent performance measures.
D. Do allow local countries flexibility in implementations.
E. Do assume that cultural differences can be managed through the incentive plan.
70. (p. 512) Unlike the Japanese, Americans sales managers do not have to worry about the problem of how to motivate poor performers. Why?
A. The group incentive system balances pay differences and thus is motivating enough.
B. Companies are more focused on long-term loyalty and are willing to compromise on performance initially.
C. They are automatically shifted to areas where their performance levels could meet expectations.
D. The system of peer-mentoring takes care of progress of low performers.
E. The team usually does not have any low performers as they quit or are fired.
