Q&A Hero

Q: In a high-performance work system, task design makes jobs A) narrow in scope. B) high in task significance, but low in autonomy. C) highly specialized. D) efficient while encouraging high quality. E) simple and repetitive.

Q: Which statement is true about task design? A) It determines what type of information to gather to reduce errors in planning. B) It empowers people to perform better and create goals that match an organization's goals. C) It allows the recruitment of prospective candidates to occur in an easier manner. D) It involves dividing a task or assignment into smaller tasks or assignments so that short-term goals can be met. E) It involves the clustering of details pertaining to an organization's required activities.

Q: Which statement is true of an organizational structure in a high-performance work system? A) It promotes high employee turnover. B) It promotes cooperation and learning. C) It discourages competition. D) It helps the organization select the right people with the required qualifications. E) It encourages people to strive for objectives that support the organization's overall goals.

Q: In a high-performance work system, organizational structure promotes cooperation, learning, and A) traditional management practices. B) personal discipline. C) improved financial performance. D) continuous improvement. E) productivity in all levels of the organization.

Q: Giebel United is a new firm located in Indianapolis. The firm has to hire qualified individuals, compartmentalize them into different departments, and hire a set of managers who will be able to instruct, monitor, and guide these employees to ensure smooth functioning of the organization. In this scenario, Giebel United is creating a(n) A) information system. B) task-design procedure. C) reward system. D) organizational structure. E) staffing solution.

Q: Which element of a high-performance work system determines how the details of the organization's necessary activities will be grouped, whether into jobs or team responsibilities? A) information systems B) reward systems C) performance D) organizational structure E) task design

Q: Which group in an organization usually makes most of the decisions about organizational structure? A) top management B) HR department C) supervisors D) middle-level managers E) technical analysts

Q: Identify the term that refers to the way in which an 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: Which statement is true of high-performance work systems? A) Creating a high-performance work system is akin to using traditional management practices. B) To function as a high-performance work system, people, technology, and organizational structure must be completely independent of one another. C) To develop a high-performance work system, organizations need to determine what kinds of people fit their needs and then locate, train, and motivate those special people. D) A high-performance work system usually excludes reward systems. E) Integrated high-performance work practices usually have little impact on productivity and long-term financial performance.

Q: Which of the following best defines a high-performance work system? 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 that is designed to help managers solve problems by showing how results vary when the manager alters assumptions or data D) a system that is used to collect, record, store, analyze, and retrieve data concerning an organization's human resources E) a performance management system that measures customer satisfaction

Q: Landry, a human resource manager, proposes that her company hire an expert in HR analytics. This competency could enable the company to measure the economic costs and benefits of its HR programs, so it can continue only the programs that add value.

Q: One way to measure HRM effectiveness is to use HR analytics to measure a program's success in terms of whether it achieved its objectives and whether it delivered value in an economic sense.

Q: The usual way to measure customer satisfaction in the course of an HRM audit is to conduct experiments in controlled environments.

Q: Training dollars per employee is a business indicator of the success of an HR department's introduction and orientation programs.

Q: An HRM audit is a formal review of the outcomes of HRM functions.

Q: For an organization's human resource division, "customers" are the organization's top management.

Q: A benefit of e-HRM is that employees can help themselves to information they need when they need it, instead of contacting an HR staff person.

Q: An expert system can increase efficiency by enabling more highly skilled employees to do work that otherwise would require many less-skilled employees.

Q: Transaction processing includes the activities required to meet government reporting requirements.

Q: Compensation usually discourages high-performance organizations when it is linked in part to performance measures.

Q: Measures of employees' performance should take the effects of situational constraints into account.

Q: To set up a performance management system that supports the organization's goals, employees need to understand what they must do to contribute to goal achievement.

Q: A written code of ethics is usually ineffective if it is developed with input from employees about situations they encounter.

Q: People experience occupational intimacy when they love their work, when they and their co-workers care about one another, and when they find their work meaningful.

Q: To create a learning organization, one challenge is to shift the focus of training away from merely generating and sharing knowledge toward a stronger focus on teaching skills.

Q: The most popular way to empower employees is to design work so that it can be performed easily by each individual.

Q: High-performance work systems are characterized by high employee turnover.

Q: The reward systems of an organization include the performance measures by which employees are judged and the methods of measuring performance.

Q: An organization's HR department makes most decisions about organizational structure.

Q: Creating a high-performance work system is similar to traditional management practices because both treat decision making about technology, organization structure, and human resources as unrelated.

Q: How do managers and peers develop employees through coaching?

Q: Briefly describe group mentoring programs.

Q: Describe a leaderless group discussion.

Q: What are the different kinds of formal educational programs that organizations may use to support employee development?

Q: Discuss the relationship between training, development, and careers.

Q: Describe succession planning and its benefits. What are the three stages for an effective program for developing high-potential employees?

Q: What are the four steps of a basic career management system?

Q: Distinguish the different ways in which job experiences help in employee development.

Q: What is 360-degree feedback? What are its advantages and disadvantages?

Q: How do organizations use psychological tests as an assessment tool?

Q: An Individual Coaching for Effectiveness program is designed to A) help managers with dysfunctional behavior. B) improve the technical skills of employees. C) help prepare managers for overseas assignments. D) reduce the effects of the glass ceiling. E) attract and retain ambitious managerial employees.

Q: The employees at Foster Center acknowledge that their supervisor is excellent at his work and that he has received many accolades during his 40-year career. However, they claim he is a dysfunctional manager. When confronted, the supervisor argues that his work should speak for itself and the employees' opinions of his behavior are irrelevant. Which statement, if true, would support the employees' claim? A) The employees require this style of supervision because it keeps them focused. B) The supervisor feels that his behavior is normal and necessary to keep the team grounded. C) The supervisor often discourages employees from challenging tasks, saying that they are incapable of accomplishing them. D) The employees are consistently recognized for performing their very best in challenging tasks, and they owe their success to their supervisor. E) The supervisor believes that keeping a distance from his employees will create a sense of fear in them.

Q: Identify the correct statement about succession planning. A) It ensures that middle management systematically reviews leadership talent in the company. B) It provides a set of developmental experiences that managers must complete to be considered for top management positions. C) All companies have a succession plan ready when they need one. D) It identifies a specific replacement for each managerial position within a company. E) It focuses on low-potential and medium-potential employees.

Q: Anthony, a human resource executive for Beta Equipment, is preparing a recommendation to the company's executives that the company develop a program of succession planning. The company has been growing rapidly, so he anticipates some resistance to the time required for careful planning. Which statement would best support Anthony's idea for succession planning? A) Succession planning forces Beta Equipment's managers to conduct performance appraisals of all employees. B) Succession planning enables Beta Equipment to promote managers whether or not they are ready. C) Succession planning ensures that Beta Equipment is ready with candidates if a key position becomes vacant. D) Succession planning will be needed only temporarily, because the workforce has been aging. E) Beta Equipment is able to grow in spite of having fewer middle managers than it did 30 years ago.

Q: ________ is the process of identifying and tracking high-potential employees who will be able to fill top management positions when they become vacant. A) Acculturation B) Leaderless group discussion C) Benchmarking D) Data gathering E) Succession planning

Q: Clark, a newly appointed human resource manager at Gamma Corp., learns that several female managers have complained that the company has a "glass ceiling." Indeed, the top positions are all filled by men, but Clark isn't sure whether the pattern is just a coincidence. He agrees to investigate. Which condition, if it exists, would be evidence of a glass ceiling at Gamma? A) Patterns of promotion are the same for women and men at Gamma. B) Gamma has a formal process for identifying developmental needs. C) Managers making developmental assignments consider whether stereotypes are influencing assignments. D) Gamma has no formal mentoring program to ensure that the female managers have mentors. E) Gamma is preparing for the retirement of its leaders.

Q: The glass ceiling is likely caused by A) a lack of access to developmental relationships. B) the presence of a diverse workforce. C) the presence of too many mentors for female employees. D) the presence of women with technical skills. E) providing challenging job assignments to high-potential employees.

Q: Gabby, an employee at Lewis Inc., finds it difficult to attain a promotion even after working for seven years at the firm. She believes that she is not being promoted because she is a woman. In this scenario, Gabby's progress in the organization is restricted by a A) downward move. B) nickel fence. C) job reduction. D) job rotation. E) glass ceiling.

Q: Circumstances that resemble an invisible barrier that keep most women and minorities from attaining the top jobs in organizations are referred to as the A) revolving door. B) fixed wall. C) glass ceiling. D) closed door. E) glass escalator.

Q: Katie has been through a series of self-assessments and has received constant feedback. She has listed her goals for the future and thought of various ways in which she can accomplish them. The act of determining the various methods to accomplish Katie's goals is an example of A) empowerment. B) determination. C) training. D) an action plan. E) a career restructure.

Q: The final step in the career management process is A) self-assessment. B) reality check. C) goal setting. D) action planning and follow-up. E) feedback.

Q: What is the organization's responsibility in the goal-setting stage of the career management process? A) to identify what skills can be developed realistically B) to identify goals and methods to determine goal progress C) to identify steps and a timetable to reach goals D) to ensure that the goal is specific, challenging, and attainable E) to communicate performance evaluation and opportunities available to an employee

Q: Sebastian, an employee, understands that he has great potential after taking a self-assessment test at his company. He decides to create a checklist of short-term objectives to achieve to help him hone his skills. In this scenario, Sebastian is employing ________ as a mechanism of career management. A) feedback B) self-assessment C) goal setting D) assessment E) appraisal

Q: Unon Inc. offers its employees a career management program in which they can take a variety of self-assessments. When employees complete these self-assessments, what is the organization's responsibility in the next stage of the career management process? A) setting short- and long-range career goals for the employee, in light of the reality check B) identifying the steps and timetable for reaching the goals in the employee's action plan C) identifying opportunities and personal areas needing improvement D) communicating to the employee what skills he or she could realistically develop in light of the opportunities available E) communicating to the employee the results of the performance evaluation and any development opportunities available

Q: In the feedback step of the career management process, the employee is primarily responsible for A) ensuring that his or her goal is specific, challenging, and attainable. B) identifying the company's resources needed to reach goals. C) identifying what skills he or she could realistically develop in light of the opportunities available. D) identifying resources he or she needs, including courses, work experiences, and relationships. E) identifying his or her strengths, weaknesses, interests, and values.

Q: Employees at Atkins Inc. are frustrated with their manager, Kyle, who does not believe in providing feedback because he thinks it's a waste of time. His employees argue that they do not know how to hone their skills if they are not told what areas they should work on and what areas are satisfactory. Which statement would strengthen the employees' arguments? A) Kyle only hires employees who have the potential to follow through on his high expectations. B) Feedback is not an effective mechanism because employees can choose to reject the constructive information. C) Evaluating each employee is a herculean task that would require a lot of time and effort. D) Employees who receive feedback gain more clarity on their roles and how they fit within an organization. E) Employees ought to evaluate themselves because self-assessment is the best type of feedback.

Q: Antonio, a manager at the Colonial Inn, is training a new group of employees. After each training session, the employees complete various exercises to test their knowledge. After evaluating the results, Antonio speaks one-on-one with the employees to help them define their areas of weakness and encourage them to keep fine-tuning their strengths. In this scenario, Antonio is providing his employees with A) counseling. B) feedback. C) goals. D) self-assessment. E) self-appraisal.

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: Which of the following helps identify employees' preferences for working in different types of environments, such as sales and counseling? A) Myers-Briggs Type Indicator B) Self-Directed Search C) leaderless group discussion D) Occupational Outlook Handbook E) Strong-Campbell Interest Inventory

Q: The ________ is a self-assessment tool that helps employees identify their occupational and job interests. A) Myers-Briggs Type Indicator B) Self-Directed Search C) leaderless group discussion D) Occupational Outlook Handbook E) Strong-Campbell Interest Inventory

Q: Warm 'n Go, a leading brand in microwavable food items, prides itself on helping its employees with their career paths. The employees are highly efficient and are motivated to define areas of weakness in their job performances and work to eliminate them. The employees take various tests to help them assess their career interests and behavioral tendencies, thus helping them work on becoming successful. In this scenario, which system for career management is being employed at Warm 'n Go? A) feedback B) self-assessment C) self-discipline D) goal setting E) action plan

Q: Which activity is most appropriate for the first step of the career management process? A) self-assessment B) goal setting C) reality checking D) identifying the steps and timetable to reach a goal E) specifying the competencies to be developed

Q: What is a component of a basic career management system? A) sabbatical B) goal setting C) externship D) team building E) workplace ethics

Q: Daniel, an accounting manager at Plot Co., agreed to work with a coach. He chose this in order to become more of a team player, which would, in turn, lead him to being considered for a larger role in management. After two months, however, he complained to the human resource manager that the process was time-consuming and he has not seen any positive results. Which response to Daniel's complaint would best reflect how coaching can contribute to employee development? A) A coach generally starts by asking challenging questions, so the coach should be replaced. B) Results should show up after several weeksso Daniel must not be practicing. C) Getting results can take several monthsand the employee has to keep practicing. D) The coach should have defined Daniel's goals and motives more specifically. E) The coach should meet with Daniel every six months until he improves.

Q: A peer or manager who works closely with employees to motivate them, help them develop their skills, and provide reinforcement and feedback is known as a A) protg. B) coach. C) moderator. D) high-potential employee. E) facilitator.

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) a greater opportunity to be promoted.

Q: Matt is a successful senior employee at Tech Nation. He has five years of experience in the company and is well recognized for his contributions. The vice president of human resources tells Matt about Taylor, an employee Tech Nation hired for her keen intelligence. According to the vice president, Taylor is struggling to make an impact because she does not speak up assertively or understand who to talk to when she has questions. The vice president asks Matt to serve as a mentor to Taylor. What would this role involve doing? A) promoting Taylor to better jobs and giving her raises B) assigning several protgs to help Taylor C) developing Taylor through coaching, sponsorship, and challenging assignments D) implementing a formal mentoring program E) administering 360-degree feedback

Q: Paula, a human resource executive, is setting up a mentoring program at her company. Which action will best help the program succeed? A) making sure the performance management system rewards managers for employee development B) selecting mentors based on their interpersonal rather than technical skills C) setting up the mentoring as a mandatory program for both mentors and protgs D) giving mentors realistic expectations by explaining that the protgs will benefit, not the mentors E) defining the mentor's role broadly, to help with personal problems as well as business-related skills

Q: What is a characteristic of a successful formal mentoring program? A) Mentor and protg participation is mandatory. B) Managers are rewarded for employee development. C) Mentors are chosen on a random basis. D) Mentors become therapists for their protgs. E) Mentorprotg relationships are artificially created.

Q: David was part of a formal mentoring program and was mentored by Angela. The mentoring sessions were conducted over a period of six weeks to improve David's communication and interpersonal skills in the workplace. The sessions, however, were unsuccessful. Which scenario, if true, would most likely have caused the failure of the mentoring sessions? A) David failed to treat the mentoring sessions as therapy. B) David and Angela did not have an informal relationship before the formal mentoring program began. C) Angela is a senior employee and has more experience than David. D) David's participation was involuntary, and he had little understanding of the details of the program. E) David is a new employee, whereas Angela has been working with the firm for many years.

Q: John, a senior editor at TSS News, asks Ronda, the editor-in-chief, for a sabbatical. Which statement best explains why TSS News would pay John during the sabbatical, if Ronda approves it? A) John will use the time to try his hand at acquiring skills in various other departments. B) While John is away, Ronda can promote another senior editor on the team. C) During the sabbatical, John can develop new skills and refresh his existing ones. D) John's salary cannot be matched by any other company in the local area. E) During the sabbatical, John will have more time to spend with family members.

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: Phillip is a senior journalist at a news agency. He goes on a temporary leave for six months and travels around different parts of South Asia during his leave. He records his travel experiences in a book and shares it with his colleagues upon his return. During his leave, he was also being paid by the organization. This is an example of a(n) A) transfer. B) expatriate assignment. C) sabbatical. D) externship. E) downward move.

Q: Kris is a technical analyst at Tulla Inc. and has consistently impressed her managers with her ability to perform outstandingly in all projects assigned to her. Her manager, Robert, understands that she is really good at her job, but also recognizes that she might experience burnout because of the repetitive nature of the job. He talks to her about developing other possible skills by working full time for a short period at a different company. In this scenario, which approach to employee development is Robert encouraging? A) externship B) transfer C) promotion D) job rotation E) job transfer

Q: Management at an IT firm is thinking of promoting Tad, a customer service representative, to the position of senior customer relationship manager. Which scenario would make the promotion less likely to happen? A) A promotion would reduce Tad's feelings of accomplishment. B) Tad wants to improve his pay and status at work. C) Tad is showing that he can handle greater responsibility. D) Slow growth is limiting the opportunities available in the company. E) The company would have to provide detailed information about the new position.

Q: A(n) ________ involves moving an employee into a position with greater challenges, more responsibility, and more authority than in the previous job. A) appraisal B) demotion C) promotion D) transfer E) externship

Q: Linda, an employee of Fortitude Co., is having trouble in her current position. Her manager's constant feedback is that she does not maintain consistency in her work. In a meeting with Linda's manager, the HR team decides to shift her to a department that would not require as much skill as her current position requires. In this scenario, which approach to employee development is Linda experiencing? A) a promotion B) a downward move C) a transfer D) a sabbatical E) a job enlargement

Q: Why might an organization demote an employee to a lower-level position? A) to provide greater challenges to him or her. B) so that the employee can learn different skills C) to increase the employee's visibility D) so that the employee can get more authority E) to give the employee more responsibility

Q: What is true about a transfer? A) It typically involves a full-time temporary position at another organization. B) A transfer fundamentally increases job responsibilities. C) A transfer essentially increases compensation. D) It occurs when an employee is given less responsibility and authority. E) It is an assignment of an employee to a position in a different area of the company, usually in a lateral move.

Q: Most companies use ________ moves as an option for employee development. A) small upward B) vertical and horizontal C) left, right, and sideways D) occasional horizontal E) upward, downward, and lateral