🤪 Wildcard 🤪
Which of the following engagement practices during the hiring and onboarding most significantly helps prevent low engagement scores later in the employment relationship?
A) Give employees a structured onboarding experience
B) Make the first day count
C) Show employees a pat to success
D) Create accurate first impressions
A is the correct Answer:
Research shows structured onboarding has the largest long-term impact on engagement, retention, and performance. It provides clarity, consistency, and alignment with the organization, which directly prevents disengagement later.
The other answers are incorrect:
B. Make the first day count – Helpful but too limited; engagement requires more than just day one.
C. Show employees a path to success – Important, but part of a broader structured onboarding program.
D. Create accurate first impressions – Necessary, but not enough by itself to sustain engagement.
Which of the following questions addresses an economic PEST factor?
A) Do any tax or other socialized incentives exist that will impact hiring practices?
B) How will generational attitude shifts influence recruitment efforts?
C) Will the unemployment rate significantly affect the job market?
D) Are there infrastructure changes that will affect work patterns?
C is correct. The unemployment rate is an economic factor that can significantly affect the vitality of the job market.
A, B, and D are incorrect.
A) is a political factor
B) is a social factor
D) is a technological factor.
Which employee lifecycle (ELC) phase would most likely have the greatest effect on a millennial in today’s workforce?
A) Recruitment and selection
B) Training and development
C) Performance management
D) Transition
A is correct. The recruitment and selection phase would most likely be the phase with the greatest effect on the millennial since millennials are characteristically younger with significant personal interests, i.e., starting a family. Millennials often prioritize factors such as company culture, values alignment, career growth opportunities, and work-life balance when choosing an employer. The recruitment and selection process is crucial in shaping their perception of the organization and determining whether it meets their expectations and values.
B, C, and D are incorrect. While each of these choices is a phase of the employee life cycle that also impacts the millennial, each impact is more directly connected to job interest and performance.
Which of the following quality control tools would be best when evaluating whether a reduction in sales staff correlates to a decrease in sales?
A) Fishbone diagram
B) Scatter diagram
C) Pareto chart
D) Histogram
B is correct. A scatter diagram is used to compare two variables. The two variables in this case are then the number of sales staff and company revenue.
A, C, and D are incorrect. A is incorrect because a fishbone diagram (cause and effect) compares several causes that are suspected to affect an outcome. C is incorrect because a Pareto chart is used to help the HR professional determine which needs should be focused on in order to gain the most improvement. A Pareto chart visually shows the 80/20 principle, which says that 20 percent of the problems, if addressed appropriately, will yield 80 percent of the improvements. D is incorrect because a histogram visually shows the changes for 1 variable. This case has 2 variables.
In China, employees do not want to challenge their senior workers or supervisors and just want to obey the decisions or orders their superiors make. This is due to China’s high:
A) Masculinity
B) Individualism
C) Power Distance
D) Diffuse
Correct Answer: C
In Hofstede’s cultural dimensions, Power Distance refers to how much inequality and hierarchy are accepted in a society. In high power distance cultures (like China), employees expect clear hierarchies, avoid challenging authority, and show deference to supervisors. This explains why employees prefer to obey decisions rather than question their superiors.
Why the others are 错误的 (WRONG)
A) Masculinity: Refers to competition, achievement, and material success versus cooperation and quality of life. It does not directly explain obedience to authority.
B) Individualism: Relates to whether people prioritize individual goals versus group goals. China is more collectivist, but the behavior described here is more about hierarchy, not individualism.
D) Diffuse (from Trompenaars’ model): Refers to the separation (or blending) of personal and work life, not obedience to authority.
Wendy is a financial planner at Bank of Karabao. She manages the portfolio of six of the company’s major clients. The investments she chooses for one of the clients has outperformed the market upward for 30 percent year over year for the past 4 years. The portfolio of her other five clients have been fledgling during the same time frame. For the past 4 years Wendy has been rated as exceeds expectations during her annual performance appraisal meeting.
What performance appraisal error is being displayed in this case?
A) Primacy
B) Halo
C) Leniency
D) Bias
B is the correct Answer
The rater allows Wendy’s success with one client to overshadow poor results with the others. A single positive trait or achievement is influencing the overall performance rating.
The others are incorrect:
A. Primacy – Error caused by first impressions, not the case here.
C. Leniency – Rating everyone too positively, regardless of performance.
D. Bias – General prejudice or favoritism, not specific to overgeneralizing one success.
The human resource department hired a new HR analyst whose duties included payroll reporting. The HR analyst noticed inconsistencies in the pay records for the unionized employees in the accounting department. Their biometric timestamp did not match the overtime hours claimed and approved by the accounting manager. An accountant was hired at the same time as the analyst and called the HR manager in confidence about the same employees bragging about the amount of their overtime pay.
What is important for an ethical workplace?
A. Establishing a zero-tolerance termination policy as a deterrence
B. Issuing extravagant rewards for every person in compliance
C. An ethics policy training
D. Being ethical and acting ethically to create an environment that aligns with the organization’s core values
D is the correct Answer
This builds a sustainable ethical culture, aligning daily actions with core values, which is the foundation of an ethical workplace.
The Others are wrong:
A. Zero-tolerance policy – Too punitive; creates fear, not culture.
B. Extravagant rewards – Compliance should be expected, not incentivized.
C. Ethics training – Helpful but insufficient without consistent modeling (actually practicing the training)
A manufacturing company is facing safety violations, and an employee has reported unsafe working conditions anonymously. As the HR manager, you must ensure compliance with safety regulations while maintaining the employee’s confidentiality.
What is the best course of action for the HR manager?
a) Conduct a thorough investigation and communicate findings to all employees
b) Ignore the complaint if it’s anonymous
c) Notify management without revealing the employee's identity, ensuring they investigate
d) Publicly announce the violation to discourage future complaints
C is correct:
This option ensures compliance with workplace safety requirements while also protecting employee confidentiality, which encourages a culture of trust and psychological safety. It ensures the violation is addressed while honoring the integrity of the reporting process, which is a core SHRM competency.
Why the other options are wrong:
(a) Conduct a thorough investigation and communicate findings to all employees: Investigation is good, but broadcasting findings widely risks unintentionally revealing the complainant’s identity and can discourage future reporting. Proper communication should be targeted and confidential.
(b) Ignore the complaint if it’s anonymous: This violates compliance obligations and could lead to legal liability (e.g., OSHA standards in the U.S.) while also damaging trust in HR. All reports—anonymous or not—must be taken seriously.
(d) Publicly announce the violation to discourage future complaints: This is the opposite of good practice. It would create fear, retaliation risks, and further damage morale and compliance culture.
Which of the following is a characteristic of labor or trade unions?
A) All adhere to the ILO core standards.
B) Employee expectations of unions vary by country.
C) Unions tend to have a combative relationship with management.
D) Unions generally operate in similar fashions globally.
B is correct. Employee expectations of their unions vary greatly by country. Unions are structured differently by country. For example, in some countries a union may be run by a corporation or may be associated with certain political parties, whereas in the United States unions run by a company are illegal, and union support of particular political parties is controversial. These types of influences affect an employee’s relationship with the union.
A, C, and D are incorrect.
A) Internationally unions have not all adopted or enforced International Labour Organization (ILO) labor standards.
C) A union’s relationship with management isn’t mostly combative. In fact, most organizations try to establish positive union relationships in order to improve grievance resolutions, improve the collective bargaining process, and avoid unnecessary problems.
D) Globally unions appear to have little in common. An HR professional working in a country outside of their home country will need to familiarize themselves with how particular unions function in their area.
HR wants to encourage the number of innovative ideas submitted by employees throughout the year. Which of the following employee relations strategies work best to achieve increased employee participation?
A) List the names of people with the most innovative ideas on the company intranet
B) Recognize employees with an incentive who submitted innovative ideas that the company has decided to implement at the annual all-hands meeting
C) List the names of employees with the most innovative ideas in the company newsletter
D) Recognize employees with the most innovative ideas at their department’s staff meeting
B is the correct answer.
This is the right answer as it ties recognition to ideas that add real value (implemented by the company). Provides both incentive + visibility across the entire organization, encouraging broader participation. Most strategic because it motivates employees while aligning recognition with organizational goals.
The others are wrong:
A. Intranet listing – Provides visibility but lacks meaningful reward; impact is limited.
C. Newsletter listing – Same issue; recognition is passive and not strategic.
D. Department meeting recognition – Too limited in scope; misses organization-wide encouragement.
An employee elects a $500 annual deferment in his Section 125 Flexible Benefits Plan (FSA). His employer pays an FSA claim for $500 in March. In April, the employee terminates his employment after deferring only $167 to his plan. What happens in this situation?
A) The employee must repay the remaining $333 to the employer
B) The employee is entitled to the full reimbursement of $500
C) The employer can withhold the remaining $333 from the employee's final paycheck
D) The employee forfeits the $167 already deferred
B is correct. Under the rules governing Section 125 Flexible Benefits Plans (FSAs), once an employee incurs an eligible expense and submits a claim, they are entitled to the full reimbursement amount, even if they terminate employment before deferring the total annual elected amount. In this case, the employee is entitled to the full $500 reimbursement, regardless of having only deferred $167 to the plan by the time of termination.
A, C, & D are incorrect. Option A is wrong as the employee is not required to repay the remaining $333. Option C is wrong because the employer cannot withhold the remaining amount from the employee's final paycheck. Option D is incorrect because the employee does not forfeit the $167 already deferred
Quadruple A Motors is in the middle of restructuring, and the HR manager is responsible for ensuring all compliance issues are handled correctly under the WARN Act and other laws. There are several employees over 40 years old in the list of employees who will be laid off as a result of the action. There is a requirement to provide these employees with the list of other employees older than 40 also losing their jobs during this action, in the form of job titles, ages, numbers, and so on. The leadership team does not want to provide the list to the employees because they think it will aid the employees with potential law suits in the future.
How should the manager respond to the leadership team’s concerns?
A) Their request is illegal and against compliance requirements, so simply ignore their request and provide the list to all the over-40 employees at the appropriate time.
B) Take the time to listen to the leadership team’s concerns ensuring clarity about their request and ensure that they understand the requirements of the law.
C) Take the time to listen to the leadership team’s concerns, gain clarity about their request, ensure they understand the law, and secure their commitment to comply with the law.
D) Ensure clarity about their request, report their unlawful desires to the proper authorities, seek protection against retaliation, and comply with their request.
C is the correct Answer
This is the most strategic and legally sound response. It balances listening to leadership concerns while ensuring compliance with the law and securing their buy-in to follow it.
The others are incorrect:
A. Ignore leadership and provide the list – Meets compliance but damages trust and communication with leadership. Too dismissive.
B. Listen and explain the law – Good start, but incomplete; it doesn’t include securing leadership’s commitment to comply.
D. Report to authorities and comply with their request – Contradictory and extreme. Reporting leadership isn’t the first step unless illegal activity continues.
What are three characteristics of formal mentoring that distinguish it from informal mentoring?
A) Self-selection of mentors and mentees, unspecified goals, no training and support
B) Unlimited employee access to the program, a mix of individual and large-group sessions, unspecified outcomes
C) Connection to organizational strategies, self-selection of mentors and mentees, long-term engagements
D) Deliberate pairing of mentors and mentees, established goals, expert training and support
D is correct. Formal mentoring programs are characterized by deliberate pairing of mentors and mentees based on specific criteria, established goals that align with the organization's objectives, and expert training and support provided to both mentors and mentees. These features distinguish formal mentoring from informal mentoring, which typically lacks structured pairing, specific goals, and formal support mechanisms.
A, B & C are incorrect. A) Self-selection, unspecified goals, and no training/support are traits of informal mentoring, not formal mentoring. B) Unlimited access, mixed session formats, and unspecified outcomes do not specifically distinguish formal mentoring. C) Connection to organizational strategies and long-term engagements can be part of formal mentoring, but self-selection of mentors and mentees is more typical of informal mentoring.
An automobile company has updated its production process with the newest robotic technology. This update in innovation has led to greater efficiency and higher quality components for the cars. Because this new efficiency, the company will be closing one of its plants that has outdated and obsolete technology. The designated plant that will be closed currently has 273 employees that work three shifts. 34. According to the WARN Act, does the automobile company need to give any notice to the 273 employees?
A) No, the company is not unionized and the WARN Act does not apply
B) No, the company does not employee over 300 full time employees
C.) Yes, the company employs over 100 full time employees
D) Yes, the company employs over 200 full time employees
Correct Answer is C
Why the others are wrong:
A) No, the company is not unionized: Union status is irrelevant; WARN applies based on employer size and number of employees affected.
B) No, the company does not employ over 300 full time employees: WARN threshold is 100, not 300.
D) Yes, the company employs over 200 full time employees: While true numerically, the legal requirement is tied to the 100-employee threshold, not 200.
B is the Correct Answer:
This is the best answer because it is a clear, transparent communication is the most strategic way to support morale. Employees who understand why decisions were made are more likely to trust leadership and remain engaged.
The Other Answers are Wrong:
A. Remind employees RIFs are normal – Minimizes concerns; comes off dismissive.
C. Change work assignments – Operational, not morale-focused.
D. Provide outplacement services – Helps those laid off, not the morale of retained staff.
A shoe distribution company has been concentrating on coaching and developing its employees. The manager of the distribution department adjusts his leadership style to what is necessary for each employee, depending on the employee’s level of job development and maturity. The manager of the marketing department does not change his leadership style, rather changes the factors surrounding a situation to manage the marketing department employees. Which leadership style is the distribution manager following?
A) Blake-Mountain’ managerial theory
B) Hersey-Blanchard’s situational theory
C) Fiedler’s contingency theory
D) Herzberg’s motivational theory
Correct Answer: B
The distribution manager adapts his leadership style depending on the employee’s level of job development and maturity. This is the essence of Hersey-Blanchard’s Situational Leadership Theory, which states that effective leaders adjust their style (telling, selling, participating, or delegating) based on the follower’s readiness, competence, and commitment. In short: the leader changes their behavior to match the employee’s needs.
Why not the others?
A) Blake-Mouton Managerial Grid: Focuses on concern for people vs. concern for production, but it does not emphasize adapting leadership style to follower maturity.
C) Fiedler’s Contingency Theory: Suggests leadership effectiveness depends on matching a leader’s fixed style to the right situation. Unlike Situational Leadership, it assumes a leader’s style does not change.
D) Herzberg’s Motivation-Hygiene Theory: Explains job satisfaction and motivation factors, but it is not a leadership style theory.
You are an HR Administrator working for a small retail sales company. A team member recently returned to work from a 5-day absence during which he used his accrued sick leave. Employees have been disciplined in the past for using sick leave as time off to do paid work for others. A co-worker tells you confidentially that he knows the individual involved and that he was told that these were the circumstances involved with his absence. What do you do?
A) Arrange to discuss this with your manager immediately as this cannot be allowed to continue.
B) Confront the individual, making it clear that this behavior is not acceptable
C) Speak to the individual to find out whether this is true
D) Speak further with the co-worker to find out what other information he has on the matter
A is the correct answer:
SHRM sees HR administrators/coordinators are not usually expected to conduct their own independent investigation. Their role is to escalate serious potential misconduct to the HR manager (or higher authority) for proper handling. Using sick leave fraudulently is a serious policy and integrity issue that requires management oversight.
Why the other answers are incorrect:
B. Confront the individual: Too accusatory, assumes guilt without process.
C. Speak to the individual: Feels reasonable, but this can bypass formal investigation channels; SHRM often treats this as overstepping.
D. Speak further with the co-worker: Gossip, not reliable evidence, and risks confidentiality breaches.
Two employees are talking in the lunch room, and they are saying inappropriate things about one of their co-workers. The information is not true; they’re simply saying it to make that employee look bad because they’re jealous of that other employee’s success. As a result of the comments overheard and shared, many employees, supervisors, and managers think that those statements are true. The company leaders decide not to promote this employee because of the false, malicious comments that these two employees made about the employee. What type of training will be most beneficial to prevent this from happening in the future?
A) The most beneficial training will be to focus on ensuring all employees understand the law regarding slander, libel, and false statements.
B) The most beneficial training will be to focus on ensuring all employees understand the law regarding gossip, comments, and false statements.
C) The most beneficial training will be to focus on ensuring all employees understand the law regarding EEOC, discrimination, and prejudicial statements.
D) The most beneficial training will be to focus on ensuring all employees understand the law compared to the company policies and procedures.
A is correct. A is the best answer because these are the key areas to training all employees about what not to do in the workplace.
B, C, and D are incorrect. B is the second-best answer because these are also keys to correct and eliminate. C and D focus on training in areas that are not as effective.
The CEO of the company attended a seminar on mindfulness and has made the training mandatory for all managers and supervisors. The training focuses on mindfulness, emotional intelligence, and meditation. Several supervisors and managers object, stating that the training feels religious and spiritual and request religious accommodation. The CEO believes the training will improve profitability, communication, and conflict management. This is unscheduled training from the training budget. What type of budgetary response is necessary to fund the training at this point?
A) Zero-based budgeting
B) Incremental budgeting
C) Activity-based budgeting
D) Formula-based budgeting
C is correct. Activity-based budgeting (ABB) is the best approach for funding the new, unscheduled mindfulness training program. ABB allocates funds based on the specific costs of new activities, ensuring efficient resource allocation and alignment with the company's strategic goals.
A, B, & D are incorrect. Zero-based budgeting, method requires justifying all expenses from scratch, which is too extensive for an unscheduled training event. Incremental budgeting method adjusts the previous budget without considering new activities, making it ineffective for addressing specific new training costs. Formula-based budgeting approach uses predefined formulas, which lack the flexibility to address unique, unscheduled training needs.
At a recent management meeting, during one manager’s presentation, he/she made a joke that others reported later as being insensitive. Apparently, he/she had laughed when he/she saw a “he-she” at the grocery store the evening prior and “ran the other way.” Two employees have now come to you with a similar account of what happened and asked what will be done to handle this situation. What would you say in response to the complainants?
A) “This is completely unacceptable. We do not tolerate insensitive remarks at our organization. We will address this right away, and the manager will be dealt with appropriately.”
B) Ask clarifying questions such as these: “What was the context of discussion when the remark was made? Was it said in a joking manner?”
C) “Thank you for bringing this to my attention. You are not the only person who has reported this incident. We will be launching an investigation shortly regarding this matter.”
D) “Thank you for bringing this to my attention. We will look into this immediately. Is it OK if I contact you again for questions or clarification regarding the facts of the situation if needed?”
Correct Answer: D
This is the best HR response because it:
Thanks and acknowledges the complainants (showing respect and openness). Commits to investigating the situation (fulfilling compliance and fairness obligations). Keeps the response neutral and fact-focused without prejudging the outcome.
Leaves the door open for follow-up questions if clarification is needed.
This reflects HR best practices: remain professional, neutral, and process-driven while ensuring employees feel heard.
Why the other are wrong:
A) Declaring the comment “completely unacceptable” and promising immediate discipline prejudges the outcome without investigation. HR must investigate before determining corrective action.
B) While clarifying questions can be appropriate in an interview or investigation, asking them immediately risks making employees feel dismissed or like their complaint is being doubted. It’s better to acknowledge and log the report first.
C) Saying “you are not the only person who has reported this” discloses unnecessary information that could compromise confidentiality or discourage trust in the process.
One employee is not succeeding as well as the other two employees in the department. The other two have exceeded the standard consistently for almost an entire year, and they were both promoted with a pay increase. The first employee complained because he did not understand. Based on the Adams Equity Theory, he wanted to get a promotion and pay increase as well. He believed he was doing the same level of work they were doing even through the data shows different performance from the others. He claimed it was because of race and discrimination. The other two have significantly outperformed the minority employee, so there are no grounds for his complaint, but the manager is concerned because the employee is threatening to sue. What is the key information to use when discussing the concerns with the first employee who is making the claim?
A) The key information consists of the feelings and concerns behind the decision that can be shared with the employee.
B) The key information consists of the objective data and facts supporting the decision that can be shared with the employee.
C) The key information consists of the policies and procedures supporting the decision that can be shared with the employee.
D) The key information consists of the standards and results supporting the decision that can be shared with the employee.
B is correct. B is the best answer because objectivity, facts, and data supporting the situation will make the most difference in a thorough investigation.
A, C, and D are incorrect. C is the second-best answer because it is important for everyone to understand the policies and procedures of the company. Feelings and concerns are important in the situation, but following policies and objective information will support the investigation and yield a better result for the company. Results will be determined by the policies, procedures, and objective facts.
The World Manufacturing Company has 25 plants around the United States and other countries. More than 90 percent of their plants are unionized facilities. The company has enjoyed a long positive relationship with the various unions that represent their employees worldwide. A new facility is opening within the year near other unionized company locations. The GM of the new facility is concerned about the adversarial nature of the new union organizers. They are not from any union the company successfully deals with today.
If the new plant will be located outside the United States, what should HR recommend in this situation?
A. Take all steps to avoid unionization regardless of the location or laws
B. Understand the laws and regulations for that location and work to maintain positive labor relations
C. Contact the international union that your organization is currently working with to establish a relationship at the new site
D. Work with the local unions to establish employer-union cooperation agreements
B is the Correct Answer:
This ensures legal compliance and supports positive, sustainable labor relations.
The Other answers are wrong:
A. Avoid unionization – Illegal/unethical in many countries.
C. Contact current international union – Not applicable; unions are jurisdiction-based.
D. Work with local unions – Premature before knowing the legal framework.
One employee is not succeeding as well as the other two employees in the department. The other two have exceeded the standard consistently for almost an entire year, and they were both promoted with a pay increase. The first employee complained because he did not understand. Based on the Adams Equity Theory, he wanted to get a promotion and pay increase as well. He believed he was doing the same level of work they were doing even though the data shows different performance from the others. He claimed it was because of race and discrimination. The other two have significantly outperformed the minority employee, so there are no grounds for his complaint, but the manager is concerned because the employee is threatening to sue. What should HR recommend to reduce the negative effect of the Adams Equity Theory on future employment decisions?
A) HR could recommend making policies, procedures, and practices clear and include MBO in the evaluation process to help the employee understand the standards expected.
B) HR could recommend making time to interact with the employee and include a narrative in the evaluation process to help the employees understand how they are doing.
C) HR could recommend making relationships and influence strong and include graphic ratings in the evaluation process to help the employee understand their success.
D) HR could recommend making goals, objectives, and standards clear and including BARS in the evaluation process to help the employee understand their competency level.
D is correct. D is the best answer because the employees will have a clear understanding of the objective inputs and outputs of their goals versus their contributions.
A, B, and C are incorrect. B is the second-best answer because the employee can have good feedback sessions and discussions with their manager that will reduce the subjective perspective they may have about their performance. Graphic ratings are often subjective and hard to justify, and policies and procedure will have little impact of subjective thoughts of employees.
The CEO of the company attended a seminar on mindfulness and has made the training mandatory for all managers and supervisors. The training focuses on mindfulness, emotional intelligence, and meditation. Several supervisors and managers object, stating that the training feels religious and spiritual and request religious accommodation. The CEO believes the training will improve profitability, communication, and conflict management. This is unscheduled training from the training budget. If there is no religious or spiritual aspect to this training, must the organization accommodate the managers and supervisors who do not want to participate?
A) No, the accommodation is not necessary, and all the leaders must participate as required by the CEO’s directive.
B) No, the company is not legally required to accommodate, but they should consider doing it anyway.
C) Yes, the company must accommodate the leader’s request because there is no undue hardship to the organization.
D) No accommodation is required, but the CEO should alleviate any valid concerns about the training through communication sessions.
D is correct. If the training does not have any religious or spiritual content, the organization is not legally required to accommodate the managers' and supervisors' objections. However, addressing their concerns through communication sessions can help clarify the purpose and benefits of the training, ensuring better understanding and acceptance among the staff.
A, B, & C are incorrect. Mandating participation without addressing concerns may lead to resentment and lack of engagement. While considering accommodation is thoughtful, it is not necessary if there is no religious content. Legal accommodation is not required in this context as there is no undue hardship and no religious aspect involved.
Phillip was transferred from France to work at one of Mega Oil Company’s subsidiaries located in Texas. The duration of the transfer is projected to be 3-5 years. Phillip is married to Sophia and they have two school age children. Sophia was not successful adjusting to the culture of Texas and decided it would be best to take the children and return back to France. Phillips remains but is not performing at peak efficiency because he misses his wife and children. Mega Oil would classify this as a:
A) Down time
B) Brown out
C) Brown field
D) Expatriate Ghetto
Correct Answer: B
A brownout refers to an expatriate assignment where the employee remains physically on the job but is not fully engaged or performing at peak capacity due to adjustment issues, stress, or family concerns. In Phillip’s case, his wife and children returned to France because they could not adjust to Texas culture, leaving him isolated and struggling with performance. This is a textbook example of a brownout in international HR management.
Why the others are WRONG:
A) Down time: Refers to temporary periods of inactivity or non-productivity (often operational, not tied to expatriate adjustment).
C) Brown field: Refers to a type of investment strategy (expanding or upgrading existing facilities) in international business, unrelated to expatriate performance.
D) Expatriate Ghetto: Describes a situation where expatriates only socialize within their own cultural group abroad, limiting integration—but Phillip’s issue is family separation and performance decline, not forming an isolated expat community.