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Question
Describe the different approaches to collective bargaining proposed by Richard Walton and Robert McKersie, giving examples wherever possible.
Answer
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Related questions
Q:
Which one of the following is an HRM practice that helps organizations achieve high performance?
A. Work is performed by individuals.
B. Organization discourages continuous learning.
C. Performance management system measures customer satisfaction and quality.
D. Pay systems primarily reward loyalty to the company.
E. Technology increases costs.
Q:
Which of the following occurs when organizations encourage employees to see relationships among ideas and to test assumptions and observe the results of their actions?
A. High employee turnover
B. Critical, systematic thinking
C. Disruptive learning
D. Organizational change
E. Organizational anarchy
Q:
Each employee's and each group's ongoing efforts to gather information and apply the information to their decisions in a learning organization is referred to as:
A. continuous learning.
B. critical thinking.
C. innovation.
D. cognition.
E. groupthink.
Q:
A learning organization:
A. actively resists organizational change.
B. considers organizational learning a barrier to the dissemination of corporate culture.
C. supports lifelong learning by enabling all employees to continually acquire and share knowledge.
D. places a relatively low importance on innovation.
E. considers training a superfluous corporate ritual.
Q:
One of the most popular ways to empower employees is to:
A. narrow the scope of jobs.
B. design work so that it is performed by teams.
C. adopt a centralized decision making approach.
D. pay bonuses to all employees regardless of contribution.
E. provide them with simple, repetitive jobs.
Q:
_____ is the way the organization groups its people into useful divisions, departments, and reporting relationships.
A. Job structure
B. Organizational structure
C. Value chain
D. Corporate design
E. Relationship management
Q:
A high-performance work system refers to:
A. an arrangement of machinery and equipment that streamlines the workflow and results in maximum efficiency and cost savings.
B. the right combination of people, technology, and organizational structure that makes full use of the organization's resources and opportunities in achieving its goals.
C. a computer software system designed to help managers solve problems by showing how results vary when the manager alters assumptions or data.
D. a system used to collect, record, store, analyze, and retrieve data concerning an organization's human resources.
E. a performance management system that customer satisfaction.
Q:
For an organization's human resource division, "customers" are the organization's top management.
Q:
Employee participation in decisions about pay policies has no proven link with job satisfaction.
Q:
Research supports the idea that employees job satisfaction and job performance are unrelated.
Q:
Which of the following is a business indicator of the success of the employee appraisal and development programs implemented by the HR department of an organization?
A. Assistance in identifying management potential
B. Organizational development activities provided by HRM department
C. Accuracy and clarity of information provided to managers and employees
D. Quality of introduction/orientation programs
E. Distribution of performance appraisal ratings
Q:
The step in the career management process in which employees receive information about their skills and knowledge and where these assets fit into the organization's plans is called:
A. self-assessment.
B. feedback.
C. goal setting.
D. action planning.
E. data gathering.
Q:
The career management process starts with:
A. self-assessment.
B. goal setting.
C. reality checking.
D. identifying the steps and timetable to reach a goal.
E. specifying competencies to be developed.
Q:
Acting as a mentor gives managers:
A. career support and sponsorship.
B. increased visibility among the organization's managers.
C. a chance to talk about their worries.
D. a chance to develop their interpersonal skills.
E. more chances of being promoted.
Q:
Providing employees with the opportunity to get away from the day-to-day stresses of their job and acquire new skills and perspectives is known as a(n):
A. transfer.
B. expatriate assignment.
C. sabbatical.
D. externship.
E. downward move.
Q:
Which of the following skills do managers demonstrate if they accomplish tasks through managing others?
A. Compassion and sensitivity
B. Straightforwardness and composure
C. Team orientation
D. Decisiveness
E. Self-awareness
Q:
An employee's tolerance for uncertainty and the ability to get along with others are assessed in _____.
A. leaderless group discussions
B. in-basket exercises
C. personality tests
D. role-plays
E. interviews
Q:
The primary use of assessment centers is to identify:
A. whether employees have the personality characteristics and skills needed for managerial positions.
B. the strengths and weaknesses of the organization.
C. the decision processes and communication styles that inhibit production.
D. the opportunities and threats of an organization.
E. the factors that inhibit group performance.
Q:
The decision-making dimension of the Myers-Briggs Type Indicator relates to the:
A. steps or actions individuals take when making decisions.
B. amount of consideration given to others' feelings when making a decision.
C. individuals' tendency to be flexible and adaptable.
D. confidence and speed with which decisions are reached.
E. individual's interpersonal strength and vitality.
Q:
According to the Myers-Briggs Type Indicator, Introverted types (I) gain energy by _____.
A. focusing on inner thoughts
B. focusing on interpersonal relationships
C. gathering facts and details
D. focusing less on facts and more on possibilities
E. trying to be objective in making decisions
Q:
The energy dichotomy of the Myers-Briggs Type Indicator indicates _____.
A. the preparations individuals make before making decisions
B. the amount of consideration individuals give to their own and others values and feelings
C. individuals' degree of introversion or extroversion
D. the hard facts of a situation
E. individuals' tendency to be either flexible or structured
Q:
Which of the following is true of protean careers?
A. Employees look for organizations to provide job security.
B. Employees take lesser responsibility for managing protean careers than for traditional careers.
C. A protean career is one that does does not change frequently.
D. Based on the psychological contract, employees look for organizations to provide development opportunities.
E. Protean careers are characterized by frequent changes due to changes in the person's desired level of compensation.
Q:
Research indicates that dysfunctional managerial behaviors, such as arrogance and insensitivity, can rarely be effectively dealt with in development programs.
Q:
In goal setting, it is the employee's responsibility to identify the goal and the method of determining his/her progress toward that goal.
Q:
Mentoring programs tend to be more successful when they are compulsory.
Q:
According to the Myers-Briggs Type Indicator, individuals with a Feeling (F) preference try always to be objective in making decisions, whereas individuals with a Thinking (T) preference are more subjective.
Q:
The Myers-Briggs Type Indicator is a valuable tool for understanding communication styles, appraising employees' performance, and evaluating employees' promotion potential.
Q:
Most managers rely on the _____ approach to performance feedback.
A. problem-solving
B. tell-and-sell
C. tell-and-listen
D. tell-and-train
E. listen-and-sell
Q:
Which rater error leads employees to believe that no aspects of their performance need improvement?
A. Contrast error
B. Halo error
C. Horn error
D. Strictness error
E. Central tendency error
Q:
Downsizing can be used as an option for reducing surplus labor as it yields fast results.