An organization based in Germany has appointed a Turkish citizen to its Amsterdam office. While
enrolling their children into a Dutch school, personal data concerning health is given to the school
authorities. Under the European Union (EU) General Data Protection Regulation (GDPR), which of
the following is the primary legal concern?
B
Explanation:
Comprehensive and Detailed Explanatio n:
Under the GDPR, Purpose Limitation refers to the principle that personal data must be collected for
specified, explicit, and legitimate purposes and not further processed in a manner incompatible with
those purposes.
In this case, providing health data during school enrollment must be aligned with a clearly defined,
legitimate reason—like ensuring medical safety for the child. Any processing beyond that intent may
breach the purpose limitation.
GPHR Study Guide Extract – Workforce Relations and Risk Management / Global Compliance and
Data Protection:
“The GDPR mandates that organizations must ensure that personal data is collected for specific,
explicit, and legitimate purposes and not further processed in a manner incompatible with those
purposes (purpose limitation). This principle is central to lawful data processing under EU law.”
This is distinct from data minimization (collecting only necessary data), which may also apply but isn't
the primary concern here.
What strategy balances global efficiency and local responsiveness?
B
Explanation:
Comprehensive and Detailed Explanatio n:
The Transnational strategy is designed to combine global integration (efficiency) with local
responsiveness. Organizations using this model operate with a decentralized structure that
empowers local units while also standardizing core functions globally to maintain synergy and
competitive advantage.
GPHR Study Guide Extract – Strategic Global Human Resources / Global Organizational Structures:
“A transnational model aims to simultaneously achieve global efficiency and local responsiveness. It
incorporates elements of centralization for cost and quality consistency, while also allowing
subsidiaries the flexibility to adapt to local markets.”
This approach differs from multinational (focused more on local autonomy) and global (focused on
standardization over localization).
High-potential managers in foreign subsidiaries are linked with executives at headquarters. This style
of mentoring is called:
B
Explanation:
Comprehensive and Detailed Explanatio n:
This is an example of international mentoring, where high-potential local managers in global
locations are paired with senior leaders at headquarters. The goal is to develop leadership pipelines
and integrate global talent with the organization's strategic core.
GPHR Study Guide Extract – Talent and Organizational Development / Global Leadership
Development:
“International mentoring programs help connect high-potential talent in regional offices with
executive leadership at headquarters. This not only aids career development but also ensures the
integration of global talent into succession planning.”
Reverse mentoring is the opposite—junior or tech-savvy employees mentor senior leaders, often in
digital skills or cultural awareness.
Recommendations on employment standards from the Organization for Economic Cooperation and
Development (OECD):
C
Explanation:
Comprehensive and Detailed Explanatio n:
The OECD does not enforce legal mandates. Instead, it issues voluntary guidelines that member
countries are encouraged to adopt. These recommendations cover corporate responsibility,
employment standards, and ethical labor practices.
GPHR Study Guide Extract – Workforce Relations and Risk Management / International Employment
Standards:
“OECD guidelines are voluntary principles and standards for responsible business conduct addressed
to multinational enterprises. They are non-binding and are designed to complement existing labor
laws and ILO conventions.”
This makes OECD guidelines advisory, unlike ILO conventions, which can be ratified and legally
binding.
Which of the following factors favor the implementation of a furlough over a layoff strategy in
addressing a financial crisis? (Select TWO options.)
A, C
Explanation:
Comprehensive and Detailed Explanatio n:
Reduction of Office Rental and Mortgage Costs – If the workforce is furloughed, operations can be
paused, reducing overhead costs, including rent and utilities, particularly in non-essential or closed
facilities.
Increased Near-Term Labor Demands Anticipated – Furloughs are temporary; they preserve the
workforce for a quick return to operations, ideal when business recovery is expected soon.
GPHR Study Guide Extract – Workforce Relations and Risk Management / Downsizing and Alternative
Workforce Strategies:
“Furloughs are temporary suspensions of employment where employees retain their jobs and
benefits but are not actively working. They are advantageous when short-term cost reduction is
needed, and the organization anticipates a rebound in labor demand.”
Layoffs, by contrast, are often permanent and lead to longer rehiring cycles and potential loss of
skilled labor.
A research scientist is being transferred from a work site in Bangalore, India to a three-year
assignment at the organization's headquarters in Seattle, Washington, United States (US). Which
visas should the organization apply for to cover both the employee and their spouse?
D
Explanation:
Comprehensive and Detailed Explanatio n:
The correct visas for an intra-company transfer of a professional employee are the L-1 (for the
employee) and L-2 (for the spouse/dependent). The L-1 visa is specifically designed for employees of
multinational companies being transferred to a U.S. parent, subsidiary, or affiliate for a long-term
assignment.
L-1A: for executives and managers
L-1B: for employees with specialized knowledge
L-2: for spouses and dependents of L-1 visa holders, often with work authorization
GPHR Study Guide Extract – Global Talent Acquisition and Mobility / International Assignment Legal
Compliance:
“The L-1 visa is commonly used for intra-company transfers of managers, executives, or those with
specialized knowledge to a U.S. office. The L-2 visa allows accompanying family members to reside
and, in many cases, work in the U.S.”
Other visas listed (B-1/B-2, F-1/F-2, J-1/J-2) are for temporary business, students, or exchange
visitors—not suitable for work relocation.
Which is the most important factor in HR's effectiveness at the global level?
A
Explanation:
Comprehensive and Detailed Explanatio n:
Flexibility is crucial in global HR to accommodate the diverse regulatory, cultural, and business
environments across countries. This includes being able to adjust policies, benefits, and
communications to local contexts while aligning with global strategies.
GPHR Study Guide Extract – Strategic Global Human Resources / Designing Global HR Strategies:
“Flexibility is essential in developing global HR strategies. HR must be agile in adapting practices to
meet the needs of different markets while ensuring alignment with corporate objectives. A one-size-
fits-all approach often fails to resonate across diverse cultures and legal systems.”
Centralization may hinder local responsiveness, and while systems and data sharing are important,
adaptability remains the cornerstone.
A young technical expert is sent to Hong Kong to improve the current human resource information
system (HRIS). The current workforce is resisting change and takes direction only from their senior
manager. What cultural conflict is being demonstrated?
B
Explanation:
Comprehensive and Detailed Explanatio n:
This situation demonstrates the Achievement vs. Ascription cultural dimension from Trompenaars'
model:
Achievement cultures (like the U.S.): Status is based on merit, accomplishments, and capability.
Ascription cultures (like many in Asia): Status is derived from age, seniority, or social connections.
The local employees in Hong Kong respect senior hierarchy and established authority, and resist
change coming from a younger or less established figure, indicative of an ascription-based culture.
GPHR Study Guide Extract – Workforce Relations and Risk Management / Cross-Cultural Models:
“In ascription-oriented cultures, people gain status through age, social class, or connections. It can be
difficult for younger or newly arrived expatriates to influence teams where authority is tied to tenure
or title rather than capability.”
This mismatch creates resistance and can undermine project success without cultural sensitivity.
Compared to collectivist cultures, it can be observed that individualist cultures:
B
Explanation:
Comprehensive and Detailed Explanatio n:
In individualist cultures (e.g., USA, UK), personal achievement and merit are central to how success is
defined and rewarded. This contrasts with collectivist cultures (e.g., Japan, China), where group
harmony and collective success are prioritized.
GPHR Study Guide Extract – Workforce Relations and Risk Management / Hofstede’s Cultural
Dimensions:
“In individualist societies, people are expected to look after themselves and prioritize personal
achievements. Recognition and advancement are often based on individual accomplishments rather
than team performance.”
This cultural norm directly impacts reward systems, leadership styles, and performance
management.
A decentralized global consulting group is experiencing low shareholder returns. Global leadership
has attributed this issue to perceived low employee performance and is looking at ways to improve
it.
The HR teams are advocating for implementation of a global human resource information system
(HRIS). The best value proposition to present to global leadership is to demonstrate that the system
can:
C
Explanation:
Comprehensive and Detailed Explanatio n:
The strategic value of implementing a global HRIS lies in its ability to provide data-driven insights,
align HR initiatives with business goals, and improve decision-making regarding workforce planning,
performance, and productivity.
GPHR Study Guide Extract – Strategic Global Human Resources / Role of Technology in Global HR
Strategy:
“An integrated HRIS helps align HR practices with organizational strategy by providing real-time data
and analytics that support strategic decision-making and measure workforce contributions to
business outcomes.”
While operational benefits (standardization, efficiency) are important, the strategic alignment with
business goals provides the most compelling case to leadership.