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Question
Formulating and executing human resource policies and practices that produce the employee competencies and behaviors a company needs to achieve its strategic aims is known as ________.A) strategic human resource management
B) human resource performance systems
C) high-performance personnel management
D) personnel management by objectives
Answer
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Related questions
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All of the following are essential in order for incentive plans to be effective EXCEPT ________.
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Studies indicate that in order for merit pay to be most effective, it should be linked to ________.
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How does merit pay differ from a bonus?
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B) A bonus becomes part of an employee's base pay, but merit pay does not.
C) Merit pay is linked to individual performance, while a bonus is linked to profits.
D) A bonus is linked to individual performance, while merit pay is linked to profits.
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Which of the following terms refers to an incentive plan in which a person is paid a sum for each item he or she makes or sells, with a strict proportionality between results and rewards?
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Which of the following terms refers to changing behavior through rewards or punishments that are contingent on performance?
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List the basic steps in implementing a gainsharing plan.
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Explain the advantages of employee stock ownership plans.
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Oshman manufactures small kitchen appliances, such as blenders, toasters, and mixers. The firm has nearly 80,000 employees in 22 countries. Employees receive annual performance appraisals from their supervisors that combine critical incidents with a graphic rating scale. However, the firm's CEO advocates shifting from performance appraisals to performance management in an attempt to make Oshman more competitive and performance driven.
All of the following questions are relevant to Oshman's decision to replace its traditional appraisal methods with the performance management approach EXCEPT ________.
A) What technology is available to help managers gain immediate access to employee performance data?
B) How would work procedures need to be modified to provide more frequent feedback to employees?
C) How would the firm's mission and vision translate into departmental, team, and individual goals?
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Q:
Oshman manufactures small kitchen appliances, such as blenders, toasters, and mixers. The firm has nearly 80,000 employees in 22 countries. Employees receive annual performance appraisals from their supervisors that combine critical incidents with a graphic rating scale. However, the firm's CEO advocates shifting from performance appraisals to performance management in an attempt to make Oshman more competitive and performance driven.
Which of the following, if true, best supports the argument to replace Oshman's traditional appraisal methods with the performance management approach?
A) Oshman's competitors in the small appliance industry monitor the performance of their employees through electronic performance monitoring systems.
B) Oshman executives want to align the firm's strategic plan with individual employee goals and development needs.
C) Oshman has experienced problems associated with central tendency and bias, and the firm wants to ensure that appraisals are legally sound.
D) Oshman uses management by objectives as a primary appraisal method and requires supervisors to develop SMART goals.
Q:
The continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning their performance with the organization's goals is known as ________.
A) strategic management
B) performance analysis
C) performance appraisal
D) performance management
Q:
When a supervisor must criticize a subordinate in an appraisal interview, it is most important for the supervisor to ________.
A) limit negative feedback to once every year
B) provide specific examples of critical incidents
C) acknowledge the supervisor's personal biases in the situation
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Q:
The ________ problem occurs when supervisors tend to rate all their subordinates consistently low.
A) central tendency
B) leniency
C) strictness
D) halo effect