Q&A Hero

Human Resource

Q: Write a short note on institutional model.
Q: What are the advantages of an egalitarian structure over a hierarchical structure?
Q: Explain tailored and loosely coupled structures.
Q: According to the text, when are pay procedures perceived as being fair?
Q: How do employees judge the fairness of their pay?
Q: What is the significance of internal labor markets in an organization?
Q: State the theory of marginal productivity.
Q: List and explain the various aspects of an internal pay structure.
Q: Write a short note pay structure.
Q: Labor unions support small pay differentials.
Q: There is little evidence that adding additional levels and titles to a career path but without significant pay increases, motivate employees.
Q: The institutional model predicts that it is best to wait for other organizations to adopt innovative practices.
Q: Greater pay dispersion is related to lower turnover among executives.
Q: Research shows that one quarter to one third of employees question the fairness of their pay frequently.
Q: According to recent research, employees make internal pay comparisons more frequently than external.
Q: Teachers whose pay is relatively low in their pay structure will feel their pay structure is fair if they work in a high-paying district.
Q: Equity theory research shows that an egalitarian pay structure will be seen as more fair than a hierarchical structure.
Q: A potential problem in egalitarian pay structures is high performing employees may feel underpaid and quit.
Q: Egalitarian pay structures are built using person-based criteria.
Q: Egalitarian pay structures may be characterized as delayered or compressed.
Q: CEOs of organizations with egalitarian pay structures usually have higher salaries than CEOs in hierarchical pay structures.
Q: Egalitarian pay structures send the message that the organization values differences in work content, individual skills and contributions to the organization.
Q: Organizations are more likely to be successful when their pay structures are in internal alignment.
Q: Recent pay research shows that employee participation is the most important factor influencing employee perceptions of procedural justice.
Q: Distributive justice is more important than procedural justice for employee acceptance of their pay.
Q: When employees compare the fairness of their pay, they focus primarily on how their job compares with similar jobs in other organizations.
Q: Experienced workers judge the fairness of their pay by developing an intuitive sense of what is fair pay.
Q: The phenomena of newly hired engineers receiving salaries higher than longer tenure engineers in an organization is consistent with the concept of internal labor markets.
Q: Pay structures with more levels, though relatively small pay differences between levels, offer a sense of career progress.
Q: An organization's pay structure is affected more by the pay levels and benefits offered by competitors than its human capital.
Q: Self-managed work teams and outsourcing can affect the pay structure.
Q: Technology influences organization design, the work and ultimately, the pay structure.
Q: Wage legislation affects the wage structure at both the minimum and the maximum pay level.
Q: Supply and demand for labor, but not supply and demand for products and services affect internal structures.
Q: According to marginal productivity theory, employers pay use not exchange value.
Q: Both external and organizational factors shape internal pay structures.
Q: A job-based structure focuses on the skills, knowledge and competencies employees possess.
Q: Job structures based on relative contribution may include market rates.
Q: The content of a job refers to the relative contribution of skills, tasks and responsibilities to the organization's goals.
Q: Exchange value is always higher than use value.
Q: The content and value of work are the most common bases for determining internal structures.
Q: Pay differences between levels in an organization are called differentials.
Q: A well-designed pay structure is the major factor affecting an organization's external competitiveness.
Q: Pay structure refers to the array of pay rates for different work or skills between competing companies.
Q: A pay structure refers to the array of pay rates for different work or skills within a single organization.
Q: The attitudes of the workers in the vineyard parable may be explained by equity theory.
Q: Internal alignment is sometimes called internal equity.
Q: All of the following except ___________are consequences of an aligned structure. A.increase experience B.increase cooperation C.reduce work stoppages D.facilitate career progression
Q: Which of the following are related to greater performance when the work flow depends on individual contributors? A.Egalitarian B.Hierarchical C.Tournament D.Institutional
Q: In firefighting and rescue squads and global software design teams, a(n) _____ structure is associated with higher performance. A.hierarchical B.institutional C.egalitarian D.tournament
Q: The institutional model _____. A.is adopted by high performing, innovative organization B.refers to firms that copy innovative practices adopted by other organizations C.is another name for the bureaucratic model D.is a hybrid of the hierarchical and egalitarian model
Q: Which of the following is not true? A.Large pay differences in a top management team are associated with high turnover. B.Egalitarian structures are a better fit for executive groups that need to work closely as a team. C.Large raises with a promotion increases effort and reduces absenteeism. D.Tournament theory raises performance of the top performers but reduces motivation of poorer performers.
Q: There is evidence that a relatively poor performing team member's performance will improve under a(n) _____ pay structure. A.egalitarian B.hierarchical C.bureaucratic D.loosely-coupled
Q: When cooperation is important for successful organization performance, the best form of pay is _____. A.tournament B.egalitarian C.hierarchical D.institutional
Q: Which theory predicts individual performance will be maximized when the pay differentials between job levels is large? A.Tournament B.Equity C.Marginal productivity D.Reinforcement theory
Q: Which of the following is not a comparison employees use to judge the fairness of their organization's pay structure? A.Comparing jobs similar to their own B.Comparing their pay to external pay levels C.Comparing their pay raises to others in their organization D.Comparing their job's pay to other jobs in their organization
Q: The need to explain the rationale for compensation choices to employees is consistent with ____________ theory. A.equity B.tournament C.institutional D.marginal productivity
Q: A problem faced by some organizations using an egalitarian pay structure is _____. A.difficulty in external recruitment B.maintaining cooperation among employees C.perception of excessive CEO pay D.difficulty in team work
Q: Many levels is to opportunities for promotion as fewer levels is to ___________ A. competition. B. teams. C. cooperation. D. loose fit.
Q: Hierarchical pay structures have all but which of the following characteristics? A.Supports a close fit with the organization B.Supports cooperation C.Many levels D.Is based upon the job or person
Q: Egalitarian pay structures have all but which of the following characteristics? A.Few levels B.Small differentials C.Supports equal treatment D.Supports individual performers
Q: Organizations in a turbulent and unpredictable environment requiring flexibility in jobs and work processes are likely to be more successful with a(n) _____ internal pay structure. A.egalitarian B.bureaucratic C.loosely coupled D.closely tailored
Q: The well-defined jobs at McDonald's and their small differences in pay are an example of a(n) _____ internal pay structure. A.closely tailored B.loosely coupled C.very competitive D.egalitarian
Q: All of the following statements regarding aligned structures are true except they _____________ A. support the way work is done. B. are externally competitive. C. fit the business strategy D. are fair to employees.
Q: Which of the following is not a characteristic of an aligned pay structure? A.Supports the way work gets done B.Fits the organization's business strategy C.Is fair to employees D.Complies with the Fair Labor Standards Act
Q: If a manager wants employees to accept the organization's pay structure, the best strategy is to A.pay everyone the same B.show them what competitors pay C.explain to them how pay was determined D.tell them the pay level is the most the company can pay
Q: Victoria says, "I don't like it that those jobs that are a lot like mine pay more than my job." Victoria is expressing concern about _____. A.external equity B.exchange value C.procedural justice D.distributive justice
Q: James says, "I don't trust the way the company determines pay rates in my department." James is most concerned about _____. A.procedural justice B.distributive justice C.internal equity D.external equity
Q: Which of the following pay structure procedures would not increase perceptions of pay fairness? A.Consistency across all employees B.Use of accurate data C.Consultants develop the pay structure D.Including appeals procedures
Q: Which of the following concepts best explains why newly hired workers may be paid more than longer tenure workers performing very similar work? A.Marginal revenue product B.Supply and demand C.Exchange value D.Internal labor market
Q: The number of job and pay levels in an organization is an example of _____. A.organization strategy B.human capital C.human resource policies D.work design
Q: Which of the following is not one of the changes in organization design that may affect pay structures? A.Outsourcing B.Dual careers C.Delayering D.Temporary workers
Q: Pay for temporary workers is based upon A.the internal structure of their home employer. B.the internal structure of the temporary workplace. C.strict legislative requirements. D.education and experience.
Q: Which of the following is not a component of human capital? A.Seniority level B.Experience C.Knowledge D.Education
Q: The modern concept of a "living wage" is most similar to _____. A.marginal productivity wage B.exchange value C.just wage doctrine D.bourse
Q: Unions prefer which of the following? A.Small pay differences between jobs and seniority-based promotions B.Large pay differences between jobs and seniority-based promotions C.Small pay differences between jobs and performance-based promotions D.Equal pay raises for employees
Q: The effect of "living wage" laws is ____pay structures.____A.more person-basedB.flatter more compressedC.taller more compressedD.more job-based
Q: Which of the following is not a factor in defining equal work in the Equal Pay Act? A.Skill B.Effort C.Knowledge D.Working conditions
Q: Marginal productivity theory argues that employers pay _______. A.use value B.exchange value C.market value D.capital value
Q: Organization factors that shape internal pay structures include all but _____.A.strategyB.human capitalC.culture and customsD.employee acceptance
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