Q&A Hero

Human Resource

Q: What are the various federal pay schedules? (249) Executive schedule for political appointees, a general schedule for career employees, and, in the federal government, a wage grade schedule for blue-collar workers (using, by law, a match philosophy based on local prevailing rates), as well as various rank-in-person systems.
Q: Explain this claim: the compensation debate is a proxy fight for what the role government should play in society. (248)
Q: Discuss the perennial pay debate. (245246).
Q: What is meant by a wage-lead approach, wage-competitive approach, and wage-follower pay plan? (243245)
Q: How effective is the Pay Reform Act? Why? (243)
Q: What is ROWE? (241242).
Q: What did the Federal Employees Pay Comparability Act of 1990 mandate? (243)
Q: Explain flextime (240).
Q: What does Herzberg say about job context versus job content? (239)
Q: What factors determine compensation? (238)
Q: Identify three tenets of expectancy theory? (237) What does expectancy theory assume?
Q: Define equity theory? (237)
Q: Explain why compensation is controversial. (236)
Q: What are some recommendations for pay systems? (276277)
Q: What do you think about the issue of contractors and compensation in government? (275276)
Q: What is the consequence of noncompetitive pay? (273)
Q: What is the real compensation issue? (272)
Q: What is the lesson from the Florida Department of Revenues experience regarding bonuses? (269)
Q: Why is differential pay used? (271). Identify different types of this kind of pay.
Q: What is gain sharing? (270)
Q: Why isnt it a panacea? (268)
Q: Define skill-based pay? (267)
Q: What is pay compression? Why does it occur? (265)
Q: What is the general conclusion of Exhibit 7.8? (261)
Q: What assumptions about human nature and motivation are key to pay for performance plans? (260)
Q: Under what conditions does pay for performance work well? (260)
Q: What is being a good manager about? What are some of the mistakes management can make? (Exhibit 6.6; 229)
Q: What is the basic strategy for dealing with difficult people What are some ways difficult employees avoid being disciplined. (228229)
Q: Give some examples of how inadequate feedback can be detrimental. (226228) Own answer (but some examples can be found in book)
Q: What problems does feedback help minimize? (229)
Q: What is feedback? Why do you think it is important? (226227)
Q: What does a psychological contract assume about people? (224)
Q: What factors make a psychological contract effective as a motivational tool? (223224)
Q: What are some ways in which psychological contracts can increase motivation? (222)
Q: What is a psychological contract? (222)
Q: List some motivational needs not included in the Maslow hierarchy. (218220)  Nonwork needs.
Q: From the perspective of managers and their organizations, what factors constitute a general climate for worker motivation? (218220)
Q: What is the climate for motivation? (218)
Q: How do younger employees differ in motivations from older workers? (217)
Q: What factor has become important in determining motivation in recent years? (217)
Q: What role does money play in motivation? (216)
Q: What are some drivers of employee engagement? (215)
Q: What is employee engagement? (215)
Q: How does MBO further motivation? (214)
Q: What is the basic principle of Vrooms theory? (213)
Q: What is Theory Y? (212)
Q: What is Theory X? (212)
Q: What is Maslows hierarchy of needs? How does it relate to motivation? (211)
Q: What are different factors that motivation theories emphasize? (211)
Q: What does empirical data show about motivation in the workplace? What is the 255025 rule? (210)
Q: What percentage of employees are motivated? (210)
Q: How does HRM affect employee motivation? (209)
Q: Why does employee motivation matter? (209)
Q: What is motivation? (209)
Q: What is a whole job system? (196)
Q: How does job evaluation relate to external equity? (194)
Q: How does job evaluation relate to internal equity? (193)
Q: What are benchmark jobs? (194)
Q: What is job evaluation? (192)
Q: What is meant by internal equity, external equity, and individual equity? (193)
Q: Why is the distinction between formal and piecemeal systems important? (192)
Q: How do piecemeal personnel patterns differ from formal position classification systems? (192)
Q: What do position classification systems enable managers to do? (190)
Q: What are the four categories covered in typical job descriptions? (189)
Q: Why is the job description language today more likely to distinguish between essential and nonessential functions? (189)
Q: What is the distinction between job descriptions and position descriptions? (188)
Q: When should formal job analyses be used? (185)
Q: In job analysis, what is learned from observation? (185)
Q: What form do job analysis interviews take? (185)
Q: What form do job analysis questionnaires take? What are the advantages/disadvantages of each? (185)
Q: What kinds of archival data are helpful? (184)
Q: What are four methods of collecting data? (184185)
Q: How can job analysis help management? (184)
Q: What is job analysis? (184)
Q: What does Job enrichment attempt to do? (183)
Q: What is the purpose of employees going through Job rotation? (183)
Q: What does job enlargement do? How can it raise job satisfaction among employees? (183)
Q: What is process management? How is it different from process reengineering? (183)
Q: What is job specialization? (183)
Q: Why is job design important for managers at all levels? (182)
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