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Principles Of Management > Chapter 10 > Flashcards

Chapter 10 Flashcards

1
Q

STRATEGIC HUMAN RESOURCES MANAGEMENT

Three stages of HR planning process

A
  1. Planning : HR managers need to know the organization’s business plans to ensure that the right number and types of people are available - where a company is headed, and what businesses it plans to be, what future growth is expected, and so forth. Few actions are more damaging to morale than having to lay off recently hired college graduates because of an adequate planning for future needs.
  2. Programming : conducts programming of specific human resources activities, such as recruitment, training, and layoffs. And this stage, the company’s plans are implemented.
  3. Evaluating : human resources activities are evaluated to determine whether they are producing the results needed to contribute to the organization’s business plans.
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2
Q

STRATEGIC HUMAN RESOURCES MANAGEMENT

human capital

A
  • the knowledge, skills, and abilities of employees that have economic value
  • also known as intellectual capital
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3
Q

INTRODUCTION

human resources management (HRM)

A
  • formal systems for the management of people within an organization
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4
Q

STRATEGIC HUMAN RESOURCES MANAGEMENT

Impact of human resources

A
  1. Creates value: people can increase value through their efforts to decrease costs or provide something unique to customers or some combination of the two. Empowerment programs, total quality initiatives, and continuous improvement efforts at companies such as Corning and Xerox are intentionally designed to increase the value that employees bring to the bottom line.
  2. Is rare: people are a source of competitive advantage when their skills, knowledge, and abilities are not equally available to all competitors. Top companies invest a great deal to hire and train the best and the brightest employees to gain advantage over there competitors, Dow Chemical to court to stop General Electric hiring away it’s engineers. This case shows that companies recognize both the value and the rarity of certain employees.
  3. Is difficult to imitate: people are a source of competitive advantage when their capabilities and contributions cannot be copied by others. Disney, Southwest Airlines, and Whole Foods are known for creating unique cultures that get the most from employees (through teamwork) and are difficult to imitate.
  4. Is organized: people are a source of competitive advantage when organization know how to deploy them as needed based on their experience, skills, and potential. Johnson & Johnson, Colgate, and other companies have formal systems for identifying future management needs and high potential employees so that the company can promote from within. This way, they fill openings with people who are well acquainted with the company’s culture, customers, and industry.
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6
Q

STRATEGIC HUMAN RESOURCES MANAGEMENT

job analysis

A
  • a tool for determining what is done on a given job and what should be done on that job
  • does two things :
    1. Tells the HR manager about the job itself: the essential task, duties, and responsibilities involved involved and performing the job. This information is called a job description. The job description for an accounting manager might specify that the position will be responsible for monthly, quarterly, annual financial reports, getting bills issued and paid, preparing budgets, ensuring the company’s compliance with laws and regulations, working closely with line managers on financial issues, and supervising and accounting department of 12 people.
    2. Job analysis describes the skills, knowledge, abilities, and other characteristics needed to perform the job. This is called the job specification. For our accounting manager example, the job requirement might include a degree in accounting or business, knowledge of computerized accounting systems, prior managerial experience, and excellent communication skills.
  • provide the information required by virtually every human resources activity. It assists with the essential HR programs: recruitment, training, selection, appraisal, and reward systems.
  • it may also help organizations defend themselves in lawsuits involving employment practices – for example, by clearly specifying what a job requires if someone claims unfair dismissal.
  • ultimately, job analysis helps increase the value added by employees to the organization because it clarifies what is really required to perform effectively.
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7
Q

STAFFING THE ORGANIZATION

recruitment

A
  • The development of a pool of applicants for jobs in an organization
  • recruitment may be internal (considering current employees for promotions and transfers) or external
  • Internal recruiting :
    • Advantages : employer know their employees, and employee know their organization. External candidates who are unfamiliar with the organization may find they don’t like working there. Also, the opportunity within the organization may encourage employees to remain with the company, work hard, and succeed. Recruiting outside the company can be demoralizing to employees.
    • Disadvantages : if existing employee lack skills or in talent, internal recruitment yields a limited applicant pool, leading to poor selection decisions. Internal recruitment policy can inhibit a company that wants to change the nature or goals of the business by bringing in outside candidate.
  • Many companies that rely heavily on internal recruiting use a job posting system. A job posting system is a mechanism for advertising open position, Typically on a bulletin board or the company intranet. If lawyer complete a request form indicating interest in a post good job. The posted job description includes a list of duties and the minimum skills and experience required.
    External Recruiting :
  • Bring in the new blood to a company and can inspire innovation. Among the most frequently used sources of outside applicants are Internet job boards, companies websites, employee referrals, newspaper advertisements, and college campus recruiting.
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8
Q

STAFFING THE ORGANIZATION

selection

A
  • choosing from among qualified applicants to hire into an organization
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9
Q

STAFFING THE ORGANIZATION

structured interview

A
  • selection technique that involves asking all applicants the same questions and comparing their responses to a standardized set of answers
  • two types :
    1. Situational interview - focuses on hypothetical situations
    2. Behavioral description interview - explores what candidates have actually done in the past; because behavioral questions are based on real events, they often provide useful information about how the candidate actually perform on the job.
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10
Q

STAFFING THE ORGANIZATION

assessment center

A
  • A managerial performance test in which candidates participate in a variety of exercises and situations
  • assessment center consists of 10 to 12 candidates who participate in a variety of exercises or situations; some of the exercises involve group interactions, and others are performed individually.
  • Each exercise taps a number of critical managerial dimensions, such as leadership, decision-making skills, and communication ability.
  • assessors, why manager from the organization, observe and record information about the candidates performance in each exercise.
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11
Q

STAFFING THE ORGANIZATION

reliability

A
  • the consistency of test scores over time and across alternative measurements
  • For example, if Three interviewers talked to the same job candidate but drew very different conclusions candidate abilities, we might suspect that there were problems with the reliability of one or more of the selection tests or interview procedures.
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12
Q

STAFFING THE ORGANIZATION

validity

A
  • the degree to which a selection test predicts or correlates with job performance
  • the most common form of validity is criterion related validity : refers to the degree to which a test actually predicts or correlates job performance.
  • in general, validity is usually established through studies comparing test performance and job performance for a large enough sample of employees to enable a fair conclusion to be reached.
  • content validity: concerns the degree to which selection test measure a representative sample of the knowledge, skills, and abilities required for the job. However, to be completely content valid, the selection process also should measure other skills, such as answering the telephone, duplicating and faxing documents, and dealing with the public. Content validity is more subjective (less statistical) than evaluations of criterion related validity but is no less important, particularly when one is defending employment decisions in court.
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13
Q

STAFFING THE ORGANIZATION

outplacement

A
  • the process of helping people who have been dismissed from the company regain employment elsewhere
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15
Q

STAFFING THE ORGANIZATION

termination interview

A
  • A discussion between a manager and an employer about the employee’s dismissal
  • stressful situation for both parties; most experts believe that the immediate superior should be the one to deliver the bad news to employees.
  • however, it is a wise precaution to have a third-party, such as an HR manager, present to provide guidance and take notes on the meeting.
  • because announcing a termination is likely to upset the employee and occasionally leads to a lawsuit, the manager should prepare carefully.
  • preparation should include knowing all the facts of the situation and reviewing any documents to make sure they are consistent with the reason for the termination.
  • during the termination interview, Ethics and commonsense dictate that the manager be truthful but respectable, stating the facts and avoiding arguments.
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16
Q

STAFFING THE ORGANIZATION

adverse impact

A
  • when a seemingly neutral employment practice has a disproportionately negative affect on a group protected by the Civil Rights Act
  • for example, if equal numbers of men and women apply for job but a particular employment test results in far fewer women being hired, the test may be considered to cause an adverse impact and, therefore, be subject to challenge on that basis.
  • many companies have established procedures to ensure compliance with labor and equal opportunity laws.
  • written policy can also help ensure fair and legal practices in the workplace, although the company may also demonstrate a record of actually following those procedures and making sure they are implemented.
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17
Q

DEVELOPING THE WORKFORCE

training

A
  • teaching lower level employees how to perform their present job
  • Phase 1 : usually starts with a needs assessment
  • Phase 2 : involves the design of training programs. Based on needs assessment, training objectives and content can be established.
  • Phase 3 : decision about the training methods to be used and whether the training will be provided on or off the job. Common training methods include lectures, role-playing, business simulation, behavior modeling (watching a video and imitating what is observed), conferences, vestibule training (practicing in a simulated job environment), and apprenticeships. Should be well-suited to the objectives defined in phase 2.
  • Phase 4 : evaluate the program effectiveness. measures of affected include employee reactions (surveys), learning (tests), improved behavior on the job, and bottom-line results (e.g., an increase Or reduction in defect rates following the training program).
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18
Q

STAFFING THE ORGANIZATION

employment-at-will

A
  • the legal concept that an employee may be terminated for any reason
  • The logic is that the employee may quit at any time, the employer is free to dismiss at any time.
  • an employee cannot be fired for such actions as refusing to break the law, taking time off for jury duty, or whistleblowing to report illegal company behavior.
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19
Q

DEVELOPING THE WORKFORCE

development

A
  • helping managers and employees learn skills needed for their present and future jobs
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20
Q

DEVELOPING THE WORKFORCE

orientation training

A
  • training designed to introduce new employee to the company and familiarize them with policy, procedures, culture, and the like
  • done well, orientation training has a number of benefits, including lower employee turnover, increased morale, better productivity, and lower recruiting and training costs.
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21
Q

DEVELOPING THE WORKFORCE

team training

A
  • training that provides employees with the skills and perspectives they need to collaborate with others
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22
Q

DEVELOPING THE WORKFORCE

diversity training

A
  • program focused on identifying and reducing hidden biases against people with differences and developing the skills to manage a diversified workforce
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23
Q

PERFORMANCE APPRAISAL

performance appraisal

A
  • assessment of an employee’s job performance
  • done well, it can help an employee improve their performance, pay, and chances for promotion; foster communication between managers and employees; and increase the employees and the organizations effectiveness.
  • done poorly it can actually have a negative effect – it can cause resentment, reduce motivation, diminish performance, and even expose the organization to legal action.
  • two basic purposes
    1. Appraisal serves an administrative purposes. they provide managers with the information they need to make salary, promotion, and dismissal decisions; helps employees understand and accept the basis of this decision; and, if necessary, provides documentation that can justify those decisions in court.
    2. Appraisal serves a developmental purpose. The information Gathered in the appraisal can be used to identify and plan the additional training, learning, experience, or other improvements employees require.
  • in addition, managers feedback and coaching based on the appraisal help employees improve their day-to-day performance and can help prepare them for greater responsibility in the future.
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24
Q

DESIGNING REWARD SYSTEMS

Internal and external factors that influence wages

A
  • Internal :
    • compensation policy of the organization
    • Worth of job
    • employees relative worth
    • employers ability to pay
  • External :
    • condition of the labor market
    • Area wage rates
    • cost of living
    • collective bargaining
    • legal requirements
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25
Q

DESIGNING REWARD SYSTEMS

Three types of decisions for designing an effective pay plan

A
  1. Pay level
    - refers to the choice of whether to be a high-, average-, or low- paying company
    - compensation is a major cost for any organization, so low wages can be justified on a short-term financial basis.
    - but being the high-wage employer – the highest paying company in the region – ensures that the company will attract many applicants.
    - being a wage leader may be important during times of low unemployment or intense competition.
  2. Pay structure :
    - is the choice of how to price different jobs within an organization.
    - Jobs that are similar in worth usually are grouped into job families.
    - A pay grade, with a floor and a ceiling, is established for each job family.
  3. Individual pay :
    - concern different pay rates for jobs of similar worth within the same family.
    - differences in pay within job families are decided in two ways.
    - first, some jobs are occupied by individuals with more seniority than others.
    - Second, some people may be better performers who are therefore deserving of a higher level of pay.
    - Setting an individual pay lower than that of coworkers – like choosing an overall low pay level – may become more difficult for employers to sustain in the future as more employees use online resources such as salary.com and PayScale to check whether their pay is above or below The average amount or similar job titles.
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26
Q

DEVELOPING THE WORKFORCE

needs assessment

A
  • and analysis identify the job, people, and departments for which training is necessary
  • Job analysis and performance measurements are useful for this purpose
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27
Q

PERFORMANCE APPRAISAL

360-degree appraisal

A
  • process of using multiple sources (peers, subordinates, superiors) of appraisal to gain a comprehensive perspective on one’s performance
  • often the person being rated can select the appraisers, subject to a manager’s approval, with the understanding that the individual appraisals are kept confidential; returned forms might not include the name of the appraiser, for example, and the results may be consolidated for each level.
  • advantages : it provides a much fuller picture of the employees strengths and weaknesses, and it often captures qualities other appraisal methods miss. The approach can lead to significant improvement, with employees often very motivated to improve their ratings.improvement in management performance following 360° appraisals have been observed in various countries, but cultural differences can affect the impact of this method.
  • researchers found that 360° appraisals were most effective with managers in cultures that were individualistic and had relatively low power distance.
  • Disadvantages : employees are often unwilling to rate their colleagues harshly, so a certain uniformity of ratings may result. In addition, 360 degree appraisal is less useful than more objective criteria, such as financial targets, and measuring performance. It’s objective it’s usually the employees development, not to provide a basis for administrative decisions such as raises. For those, appraisal methods like MBO are more appropriate.
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28
Q

PERFORMANCE APPRAISAL

management by objectives (MBO)

A
  • A process in which objectives set by a subordinate and the supervisor must be reached within a given time.
  • The aim is to agree on a set of objectives that are clear, specific and reachable.
  • several important advantages : avoid the biases and measurement difficulties of trait and behavioral appraisals. At the end of the review period, for the employee either has or has not achieved the specified objective. The employee is judged on actual job performance. Second, because the employee and manager have agreed on the objective at the outset, the employee is likely to be more committed to the outcome, and there is less chance for misunderstanding. Third, because The employee is directly responsible for achieving the objective, MBO can be useful when the managers want to empower employees to adapt their behavior to achieve the desired results.
  • Disadvantages : can result in unrealistic objectives being set, frustrating the employee and the manager. The objectives can also be too rigid, leaving the employee with insufficient flexibility should circumstances change. Finally, MBO focuses too much on short-term achievement at the expense of long-term goals.
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30
Q

DESIGNING REWARD SYSTEMS

cafeteria benefit program

A
  • an employee benefit program in which employees choose from a menu of options to create a benefit package tailored to their needs
  • in this type of program, employees are given credit that they spend on benefits they desire. Then employees use their credits toward individualized packages of benefits – medical and dental insurance,dependent care, life insurance, and so on.
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31
Q

DESIGNING REWARD SYSTEMS

comparable worth

A
  • principle of equal pay for different jobs of equal worth
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32
Q

LABOR RELATIONS

right-to-work

A
  • legislation that allows employees to work without having to join a union
33
Q

LABOR RELATIONS

union shop

A
  • an organization with a union and a union security clause specifying that workers must join the union after a set period of time
34
Q

LABOR RELATIONS

Reasons why workers vote for a union.

A
  1. Economic factors are important, especially for workers in low-paying jobs; unions attempt to raise the average wage rate for their members.
  2. Job dissatisfaction encourages workers to seek out a union. Poor supervisory practices, favoritism, lack of communication, and perceived unfair or arbitrary discipline and discharge are specific triggers of job dissatisfaction.
  3. The belief that the union can obtain desired benefit can generate a pro union vote.
  4. The image of the union can determine whether a dissatisfied worker will seek out the union. Headline stories of union corruption and dishonesty can discourage workers from unionization.
35
Q

REVIEW

Discuss how companies use human resources management to gain competitive advantage.

A
  • to succeed, companies must align their human resources to their strategies.
  • effective planning is necessary to make certain that the right number and type of employees are available to implement a companies strategic plan.
  • it is clear that hiring the most competent people is a very involved process.
  • Companies that compete on cost, quality, service, and so on also should use their staffing, training, appraisal, and reward system to e
    elicit and reinforce kind of behaviors that underlie their strategies.
36
Q

REVIEW

Give reasons companies recruit both internally and externally for new hires.

A
  • some companies prefer to recruit internally to make certain that employees are familiar with organizational policies and values
  • in other instances, companies prefer to recruit externally, such as through employee referrals, job boards, newspaper advertising, and campus visits, to find individuals with new ideas and fresh perspectives
  • external recruiting is also necessary to fill position when the organization is growing or skills that do not exist among its current employees
37
Q

DESIGNING REWARD SYSTEMS

flexible benefit program

A
  • benefit programs in which employees are given credit to spend on benefits that fit their unique needs
38
Q

LABOR RELATIONS

labor relations

A
  • the system of relations between workers and management
  • Labor unions recruit members, collect dues, and ensure that employees are treated fairly with respect to wages, working conditions, and other issues.
  • when workers organize for the purpose of negotiating with management to improve their wages, hours, or working, two processes are involved: unionization and collective-bargaining.
39
Q

LABOR RELATIONS

arbitration

A
  • the use of a neutral third party to resolve a labor dispute
40
Q

REVIEW

Identify various methods for selecting new employees.

A
  • there are myriad selection techniques from which to choose
  • interview and reference checks are the most common
  • personality test and cognitive ability tests measure an individual’s aptitude and potential to do well on the job.
  • other selection techniques include assessment centers and integrity tests
  • background and reference checks verify that the info,ration supplied by employees is accurate
  • regardless of the approach used, any test should be able to demonstrate reliability (consistency across time and different interview situations (accuracy in predicting job performance
  • in addition, selection methods must comply with equal opportunity laws, which are intended to ensure that companies do not discriminate in any employment practices
41
Q

REVIEW

Evaluate the importance of spending on training and development.

A
  • people cannot depend on a set of skills for all of their working lives
  • in today’s changing, competitive world, old skills quickly become obsolete, and new ones become essential for success
  • refreshing or updating an individual’s skills requires a great deal of continuous training, designed with measurable goals and mentor gods that will achieve those goals
  • companies understand that gaining a competitive edge in quality of service depends on having the most talented, flexible workers in the industry
43
Q

REVIEW

Explain alternatives for who appraises an employee’s performance.

A
  • many companies are using multiple sources of appraisal because different people see different sides of an employee’s performance
  • typically, a superior is expected to evaluate and employee, but peers and team members are often well-positioned to see aspects of performance that a superior misses
  • even an employee’s subordinates are being asked more often today to give their input to get yet another perspective on the evaluation
  • particularly in companies concerned about quality, internal and External customers are also surveyed
  • finally, employees should evaluate their own performance, if only to get them thinking about their own performance as well as to engage them in the appraisal process
44
Q

REVIEW

Describe the fundamental aspects of a reward system.

A
  • reward systems include pay and benefits
  • pay systems have three basic Components : pay level, pay structure, and individual pay determination
  • to achieve an advantage over competitors, executives may want to pay a generally higher wage to their employees but this decision must be weighed against the need to control cost (pay level decisions often are tied to strategic concerns such as these
  • to achieve internal equity (paying people what they are worth relative to their peers within the company), managers must look at the pay structure, making certain that pay differentials are based on knowledge, effort, responsibility, working conditions, seniority, and so on
  • individual pay determination is often based on merit or the different contributions of individuals
  • in these cases, it is important to make certain that men and women receive equal pay for equal work, and managers may wish to base pay decisions on the idea of comparable worth (equal pay for an equal contribution)
  • also the Occupational Safety and Health Act requires employees to have a safe and healthful work environment
45
Q

REVIEW

Summarize how unions and labor laws influence human resources management.

A
  • labor relations involve the interactions between workers and management
  • One by which this relationship is conducted is unions
  • Unions seek to present a collective voice for workers, to make their needs and wishes known to management
  • Unions negotiate agreements with management regarding a range of issues such as wages, hours, working conditions, job security, and healthcare
  • One important tool that unions can use is the grievance procedure established through collective bargaining
  • this mechanism gives employees a way to seek redress for wrongful action on the part of management
  • in this way, unions make certain that the rights of all employees are protected
  • Labor laws seek to protect the rights of both employees and managers so that their relationship can be productive and agreeable
46
Q

QUESTIONS

How do companies use human resource management to gain a competitive advantage?

A

-

47
Q

QUIZ
Which of the following acts prohibits discrimination based on race, sex, color, national origin, and religion?
(A) Americans With Disabilities Act of 1990
(B) Equal Pay Act of 1963
(C) Immigration Act of 1990
(D) Civil Rights Act of 1964
(E) Fair Labor Standards Act of 1939

A

ANSWER

(D) Civil Rights Act of 1964

48
Q 
QUIZ 
When managers and describe the strategic value of skills and knowledge of employees, they use the term:
(A) social capital
(B) multiple intelligence
(C) working capital
(D) human capital
(E) emotional intelligence
A

ANSWER

(D) human capital

49
Q 
QUIZ
\_\_\_\_\_\_\_ has been criticized for resulting in unrealistic expectation, too much rigidity, and too much focus on short-term achievement at the expense of long-term goals.
(A) management by objectives
(B). The critical incident technique
(C) 360° appraisal
(D) behavioral appraisal
(E) trait Appraisal
A

ANSWER

(A) management by objectives

50
Q 
QUIZ 
The process of helping people who have been dismissed from the company to gain employment elsewhere is known as:
(A) inpatrician
(B) ex patrician 
(C) downsizing
(D) outsourcing
(E) outplacement
A

ANSWER

(E) outplacement

51
Q 
QUIZ 
The process of using multiple sources of appraisal to gain a comprehensive perspective on one's performance is known as a \_\_\_\_\_ appraisal.
(A) 360°
(B) results
(C) behavioral
(D) traits 
(E) concentric
A

ANSWER

(A) 360°

52
Q

QUIZ
The Americans with Disabilities Act, passed in 1990, prohibits:
(A) employing people are addicted to drugs or alcohol
(B) employment discrimination against people with disabilities
(C) disabled people from being required to work
(D) hiring people with contagious diseases
(E) workplace modifications to facilitate disabled employees

A

ANSWER

(B) employment discrimination against people with disabilities

53
Q 
QUIZ 
When a company prefers to base salary on performance, in the absence of objective performance measures, it uses a(n) \_\_\_\_\_\_\_ which is based on ratings given by managers.
(A) Pay for performance system
(B) profit sharing plan
(C) gain sharing system
(D) individual incentive plan
(E) merit pay system
A

ANSWER

(E) merit pay system

54
Q 
QUIZ 
Which of the following departments within an organization deals with activities such as staffing, training, performance appraisal, and labor relations?
(A) accounting
(B) marketing
(C) operations
(D) human resources
(E) production
A

ANSWER

(D) human resources

55
Q 
QUIZ
An internal recruitment tool used by organization is the:
(A) vertical integration system
(B) Job posting system
(C) benchmarking system
(D) expatriate system
(E) outplacement system
A

ANSWER

(B) job posting system

56
Q 
QUIZ 
Teaching lower-level employees how to perform their present jobs is referred to as:
(A) performance counseling
(B) training
(C) performance appraisals
(D) workplace education
(E) development
A

ANSWER

(B) training

57
Q 
QUIZ 
One difficult part of human resources planning is trying to determine how many and what type of people are needed in an organization, which is known as a(n) :
(A) demand forecast
(B) productivity report
(C) Labor supply report
(D) productivity forecast
(E) employee forecast
A

ANSWER

(A) demand forecast

58
Q 
QUIZ 
\_\_\_\_\_\_ provides financial assistance to employees suffering from job related injuries.
(A) laissez-faire policy
(B) unemployment insurance
(C) worker's Compensation
(D) social security
(E) fair labors act
A

ANSWER

(C) workers compensation

59
Q 
QUIZ 
Programs that focus on identifying and reducing hidden biases against people with differences and developing the skills needed to manage a varied workforce is known as:
(A) ethnicity training
(B) orientation training
(C) diversity training
(D) team training
(E) Group training
A

ANSWER

(C) diversity training

60
Q 
QUIZ 
\_\_\_\_\_\_\_\_ refers to the degree to which a selection test predicts or correlates with job performance.
(A) significance
(B) accuracy
(C) reliability
(D) precision
(E) validity
A

ANSWER

(D) validity

61
Q 
QUIZ 
\_\_\_\_\_\_\_ involves teaching managers and professional employees broader skills needed for their present and future jobs.
(A) bootlegging
(B) vestibule training
(C) awareness building
(D) soft skills training
(E) development
A

ANSWER

(E) development

62
Q 
QUIZ 
The most difficult part of human resources planning is conducting:
(A) Job analyses
(B) Job specifications
(C) external labor supply forecasts
(D) internal labor supply forecasts
(E) demand forecasts
A

ANSWER

(E) demand forecasts

63
Q 
QUIZ 
And internal factor that influences the wage mix is:
(A) cost of living
(B) worth of job
(C) market conditions
(D) are wage rates
(E) collective bargaining
A

ANSWER

(B) worth of job

64
Q

QUIZ
A job analysis determines:
(A) if the benefits are desirable to applicants
(B) The productivity levels of jobs performed
(C) if recruiting should be done internally or externally
(D) The pay level for compensation
(E) The skill and knowledge needed for a position

A

ANSWER

(E) the skills and knowledge needed for a position.

65
Q 
QUIZ 
According to the Age Discrimination in Employment Act, discrimination is prohibited against people aged:
(A) 40 and over
(B) 50-70
(C) 60 and over
(D) 20-40
(E) 70-75
A

ANSWER

(A) 40 and over

66
Q

QUIZ
Considering the current understanding of employment at will, under which of the following conditions is it legal to terminate someone?
(A) if an employee notifies government agencies about legal violations
(B) if an employee is under union contract that limits termination
(C) if an employee takes time off for jury duty
(D) if an employee performs adequately at work
(E) if and employee notifies the media about workplace conditions

A

ANSWER

(D) if an employee performs adequately at work

67
Q 
QUIZ
Firms can create a competitive advantage when human resources are:
(A) imitatable
(B) trainable
(C) unorganized
(D) rare
(E) submissive
A

ANSWER

(D) rare

68
Q 
QUIZ
The three stages in the HR planning process are planning, programming, and \_\_\_\_\_\_\_\_.
(A) monitoring
(B) evaluating
(C) measuring 
(D) strategizing
(E) implementing
A

ANSWER

(B) evaluating

69
Q 
QUIZ
Right to work legislation allows employees to work without having to join a :
(A) wildcat strike
(B) retirement plan
(C) privy council
(D) Union
(E) service club
A

ANSWER

(D) Union

70
Q 
QUIZ 
A seemingly neutral employment practice that have a disproportionately negative effect on a group protected by the Civil Rights Act is said to have a(n) \_\_\_\_\_\_.
(A) discriminatory impact
(B) civil rights impact
(C) adverse impact
(D) disproportionate impact
(E) reverse impact
A

ANSWER

(C) adverse impact

71
Q

QUIZ
A difference between a structured interview and an unstructured interview is that, a structured interview:
(A) can help establish rapport
(B) provides a sense of the applicants personality
(C) asks The same questions to all applicants
(D) is unreliable in predicting job performance
(E) does not allow comparison of answers between candidates

A

ANSWER

(C) asks the same questions to all applicants

72
Q

QUIZ
Which of the following is included in a job analysis?
(A) A job description and a job appraisal
(B) A job profile and a job design
(C) A job specification and a job profile
(D) A job specification and a job appraisal
(E) A job description and a job specification

A

ANSWER

(E) A job description and a job specification

73
Q 
QUIZ
Social Security verification, A criminal records review, and verification of past employment and education are all a part of a(n):
(A) situational analysis
(B) needs assessment
(C) integrity test
(D) content validation
(E) background check
A

ANSWER

(E) background check

74
Q

QUIZ
Which of the following is NOT a reason why workers typically vote for unionization?
(A) A history of arbitrary discipline and discharge
(B) lack of communication
(C) an attempt to influence the stock price
(D) poor working conditions
(E) A desire to raise the average wage

A

ANSWER

(C) an attempt to influence the stock price

75
Q 
QUIZ 
The selection technique that involves asking all applicants the same questions and comparing their responses to a standardized set of answers is a(n):
(A) Nondirective interview
(B) observational interview
(C) informal interview
(D) termination interview
(E) structured interview
A

ANSWER

(E) structured interview

76
Q 
QUIZ 
Which of the following types of interviews focuses on hypothetical circumstances?
(A) unstructured interview
(B) situational interview 
(C) nondirective interview
(D) exit interview
(E) behavioral description interview
A

ANSWER

(B) situational interview

Principles Of Management (15 decks)

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