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HRCI GPHR Exam
Global Professional in Human Resources (Page 5 )

Updated On: 7-Feb-2026
Page 5 of 27
PDF with 204 Questions

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?

  1. B-1 and B-2
  2. F-1 and F-2
  3. J-1 and J-2
  4. L-1 and L-2

Answer(s): D

Explanation:

Comprehensive and Detailed

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?

  1. Flexibility in HR programs and processes
  2. A centralized approach to international HR
  3. Information exchanges with HR counterparts
  4. Implementation of an international HR information system

Answer(s): A

Explanation:

Comprehensive and Detailed

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?

  1. Specific versus diffuse
  2. Achievement versus ascription
  3. Universalism versus particularism
  4. Neutral versus affective

Answer(s): B

Explanation:

Comprehensive and Detailed

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:

  1. usually have individuals showing higher loyalty to the organization.
  2. emphasize individual merit over group achievement.
  3. measure individual contributions within team and group achievement.
  4. consider lateral mobility as personal career advancement.

Answer(s): B

Explanation:

Comprehensive and Detailed

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:

  1. unify the global organization under one shared experience.
  2. decrease transaction demands for management.
  3. assist in addressing strategic objectives of the business.
  4. standardize response times to internal clients.

Answer(s): C

Explanation:

Comprehensive and Detailed

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.






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