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Q:
A desire to have more influence in effecting change in the work environment is one of the general reasons why workers join unions.
Q:
In stock ownership plans, employees may not see a strong link between their actions and the company's stock price.
Q:
What is survivor syndrome and what measures can organizations take to avoid it?
Q:
Discuss the pros and cons of each of the four forms of organizational exit. What are some best practices associated with each?
Q:
Under profit sharing, payments are a percentage of the organization's profits and become part of the employees' base salary.
Q:
What are the differences between punishment and discipline approaches to handling employee misconduct? All things considered, which is the better approach? The definition of both approaches should be evident in your answer.
Q:
What are the two internal forces governing the ongoing working relationship? Explain how each affects the maintenance of the employment relationship.
Q:
Linking incentives to the organization's profits or stock price exposes employees to a high degree of risk.
Q:
How would you handle an internal and external whistleblower within your organization?
Q:
Generally, team awards do not use cost savings as a performance measure.
Q:
What steps would you take in creating a realistic job preview? What types of information would be gathered? What measures would you take to avoid the downside of RJPs, losing good candidates to firms that are taking more of the flypaper approach?
Q:
Group bonuses typically reward the performance of all employees in an organization.
Q:
It is hypothesized that Realistic Job Previews reduce employee turnover for four reasons. Describe and explain these four reasons.
Q:
Successful gainsharing plans include employee stock ownership plans.
Q:
What are some reasons - societal, technological, strategic -- behind the use of flexible work arrangements? Do you believe that work arrangements will become more complex or stabilize over time?
Q:
Gainsharing addresses the challenge of identifying appropriate performance measures for complex jobs.
Q:
Describe the two forms of organizational justice and give an example of organizational actions that can be used to create perceptions of each type of justice.
Q:
Retention bonuses are one-time incentives paid to top managers, engineers, top-performing salespeople, and information technology specialists in exchange for remaining with the company.
Q:
Which is more important, procedural or distributive justice? Why?
Q:
Like merit pay, performance bonuses for individual performance are rolled into an employee's base pay.
Q:
Grace has been working for Acme Company for over 4 years. Acme recently conducted a compensation audit. As a result of the audit, some employees received pay increases and some did not. Grace believes there was bias in the procedures governing the salary decisions. What is Grace concerned with? A) Distributive Justice B) Interpersonal Justice C) Fair Justice D) Procedural Justice E) Ethical Justice
Q:
From employers' perspective, an advantage of merit pay is that it is cheap.
Q:
Merit increase grids display an organization's policies for linking the size and frequency of pay increases to an individual's performance rating and position within the pay range.
Q:
_____ requires organizations to give affected employees 60 days notice of a plant closing or when mass layoffs are expected:
A) Covenant of good faith and fair dealing
B) An early retirement package
C) The Fair Ethics Act
D) The Worker Adjustment and Retraining Notification Act
E) The collective bargaining agreement
Q:
Standard hour plans are quality-oriented incentives for professional employees.
Q:
Piecework rates are most suited for routine, standardized jobs with output that is easy to measure.
Q:
A manager counsels an employee about problems with frequent tardiness. In spite of the discussion the employee is late to work twice the following week. What should be the next step in the discipline process?
A) Written warning
B) Early retirement package
C) Termination
D) Verbal warning
E) Time off without pay
Q:
Merit pay incentive system is usually used to attract employees who are more team-oriented.
Q:
Organizations use all of the following ways to terminate an employee EXCEPT:
A) Downsizing
B) Early retirement package
C) Layoffs
D) Progressive Discipline
E) Outplacement programs
Q:
Incentive pay is influential because the amount paid is linked to certain predefined behaviors or outcomes.
Q:
__________ is a formal, written complaint about the way in which an employment relationship is being carried out.
A) Discipline program
B) Grievance
C) Covenant of fair dealings
D) Punishment procedure
E) Performance appraisal
Q:
__________ requires organizations to give affected employees 60 days written notice of when a plant will close or when mass layoff are expected.
A) Covenant of good faith and fair dealing
B) Collective bargaining agreement
C) Fair Ethics Act
D) Worker Adjustment and Retraining Notification Act
E) Covenant of disclosure
Q:
(p. 361-362) How does equity theory justify the high pay of CEOs?
Q:
The concept of __________ provides that employees have a duty to protect confidential information.
A) implied contract
B) covenant of nondisclosure
C) The Fair Ethics Act
D) whistleblowing
E) public policy
Q:
(p. 359-360) How do organizations compare actual pay to pay structure?
Q:
Reporting misconduct by individuals either inside or outside of the organization to people who have the power to take action is known as:
A) Implied contract
B) Covenant of nondisclosure
C) Fair Ethics Act
D) Whistleblowing
E) Public policy
Q:
(p. 358-359) What is skill-based pay? What are its advantages and disadvantages?
Q:
Under employment-at-will, it is unlawful to terminate an employee if a __________ of employment exists.
A) implied contract
B) covenant of good faith and fair dealing
C) non-compete
D) collective bargaining agreement
E) public policy agreement
Q:
(p. 358) What are the limitations of using a job-based pay structure?
Q:
The exception of an employment-at-will doctrine that includes whistle-blowing is:
A) Implied contract.
B) Covenant of good faith and fair dealing
C) Fair Ethics Act
D) Collective bargaining agreement
E) Public policy
Q:
(p. 354-355) What is a pay policy line? What is its relevance?
Q:
The process by which an individual comes to appreciate the values, abilities, expected behaviors and social knowledge essential for assuming an organizational role and for participating as an organizational member is known as:
A) Mentoring
B) Job sharing
C) Orientation
D) Employment-at-will
E) Socialization
Q:
__________ is an informal process of learning how to operate within an organization.
A) Orientation
B) Mentoring
C) Job sharing
D) Employment-at-will
E) Socialization
Q:
(p. 354) Define hourly wage, piecework rate, and salary.
Q:
(p. 349-351) How do employees judge the fairness of a pay structure?
Q:
Employees can leave the employ of a company voluntarily through all of the following except:
A) Resignation
B) Letter giving two weeks notice
C) Retirement
D) Progressive Discipline
E) None of the above
Q:
Information provided by recruiters, interviewers, the company internet site and candid interviews with job incumbents provides candidates with a(n) _______.
A) realistic job preview
B) job analysis
C) job classification
D) work process mapping
E) internal scanning
Q:
(p. 349) What is benchmarking?
Q:
(p. 344-345) Discuss the three major provisions of the Fair Labor Standards Act (FLSA).
Q:
All of the following have been shown to be disadvantages to using a compressed workweek EXCEPT:
A) Increase in employee fatigue.
B) Increased tardiness and absenteeism.
C) Understaffing.
D) Difficulty in coordinating team projects.
E) Difficulty scheduling meetings.
Q:
(p. 341) Define job structure, pay level, and pay structure.
Q:
An arrangement that allows employees to work fewer days but longer hours is called __________.
A) flextime
B) compressed workweek
C) job sharing
D) job rotation
E) permanent part-time work
Q:
(p. 360) The _____ requires employers to make jobs available to their workers when they return after fulfilling military duties for up to five years.
A. USERRA
B. FLSA
C. EEOA
D. NLRB
E. FMLA
Q:
An arrangement that allows two people to divide the responsibilities of a regular, fulltime job is called __________.
A) job sharing
B) compressed workweek
C) flexplace
D) permanent part-time work
E) alternative work scheduling
Q:
One disadvantage to using flextime is:
A) Increased absenteeism.
B) The difficulty in scheduling meetings.
C) It often puts additional stress on dual-career families.
D) Increased turnover.
E) It doesnt cover companys core times.
Q:
(p. 360) Assuming that the pay structure is well planned to support the organization's goals, the compa-ratios should be close to:
A. 0.5.
B. 1.5.
C. 2.
D. 1.
E. 0.
Q:
__________ is an arrangement by which the employee has latitude over the preferred hours he/she wants to work, as long as he/she is present during the core hours of the work day.
A) Flextime
B) Compressed workweek
C) Job sharing
D) Flexplace
E) WFH
Q:
(p. 360) The compa-ratio:
A. measures the degree to which actual pay is consistent with the pay policy.
B. is defined as average pay for the grade divided by the minimum pay for the grade.
C. can range from 0 to 100 percent.
D. uses data from market-pay surveys.
E. measures the degree to which new skills learnt are consistent with the increases in pay.
Q:
Which of the following could be an exception to the employent at-will concept?
A) An employee who does not have an employment contract is terminated
B) There is mutual agreement between employer and employee to severe the relationship
C) An employee is terminated for filing a workers compensation claim
D) An employee is fired for violation of a company policy
E) Firing an employee for gross misconduct
Q:
What are the advantages of classifying a worker as a contractor to the organization?
A) No relationship to manage and wont have to pay benefits.
B) Wont have to pay benefits and less government interference.
C) Wont have to pay benefits and wont have to pay payroll taxes.
D) No relationship to manage and wont have to pay payroll taxes.
E) Less government interference and wont have to pay payroll taxes.
Q:
(p. 359) Which of the following is true about skill-based pay?
A. It provides a way to ensure that employees can use their new skills.
B. Gathering market data about skill-based pay is easy.
C. It ensures that the employer pays the employee for learning skills that benefit the employer.
D. Skill-based pay does not necessarily provide an alternative to the bureaucracy and paperwork of traditional pay structures.
E. Skill-based pay does not require records related to skills, training, and knowledge acquired.
Q:
__________ is a perception of fair rule, laws or policies that allocate valued rewards and punishments.
A) Distributive justice
B) Procedural justice
C) People (employee) justice
D) Demanded justice
E) Defined justice
Q:
(p. 358) Which of the following is a disadvantage of skill-based pay systems?
A. Lesser paperwork
B. Reduced employee empowerment
C. No guarantee that employees can use their new skills
D. Reduced opportunities for promoting employees
E. Discouraged job enrichment
Q:
(p. 358) Which of the following is a disadvantage of broad bands?
A. They reduce managers' flexibility in making assignments.
B. They always result in pay decreases.
C. They reduce the number of levels in the organizations job structure.
D. They reduce the opportunities for promoting employees.
E. They discourage employees from gaining valuable experience through lateral career moves.
Q:
__________ deals with perceptions of equity in the allocation of reward or penalties given by the organization.
A) Defined justice
B) People (employee) justice
C) Distributive justice
D) Procedural justice
E) Demanded justice
Q:
(p. 358) By combining more assignments into a single layer, organizations give managers more flexibility in making assignments and awarding pay increases which results in:
A. outsourcing.
B. broad bands.
C. rightsizing.
D. benchmarks.
E. downsizing.
Q:
An employee who is upset because the bonus he thought he earned was awarded to someone who he believes has lower performance would have an issue with procedural justice.
Q:
The ADEA has limited the use of mandatory retirement in the United States.
Q:
(p. 358) Reducing the number of levels in an organizations job structure is known as:
A. outsourcing.
B. delayering.
C. rightsizing.
D. benchmarking.
E. whistle-blowing.
Q:
An on line employee survey is one of the external forces governing the justice present in an employee-employer relationship.
Q:
(p. 358) Which of the following is a characteristic of delayering?
A. It increases an organizations' flexibility.
B. It increases the opportunities for promoting employees.
C. It sets pay according to the employees level of knowledge.
D. It encourages a climate of learning.
E. It helps employees use their knowledge and ideas more productively.
Q:
Given the choice between a voluntary exit from an organization and a forced exit, from the companys perspective, the forced exit involves less risk.
Q:
(p. 358) Which of the following is a disadvantage of a pay structure that rewards employees for winning promotions?
A. It does not focus on setting pay for groups of jobs.
B. It does not make adjustments to a pay rate to reflect differences in labor markets.
C. It discourages employees from gaining valuable experience through lateral career moves.
D. It rewards employees for acquiring skills but does not provide a way to ensure that employees can use their new skills.
E. It does not provide a precise definition of a jobs responsibilities.
Q:
(p. 358) Which of the following is true about job-based pay structures?
A. The ambiguous definition of a job's responsibilities can contribute to an attitude that some activities "are not in my job description," at the expense of inflexibility.
B. Their focus on higher pay for higher status can work in favor of efforts of empowerment.
C. They usually reward desired behaviors, particularly in a rapidly changing environment.
D. Organizations may avoid change because it requires repeating the time-consuming process of creating job descriptions and related paperwork.
E. They always encourage innovation and customer service.
Q:
If the organization is very small, it may be more efficient to rely primarily upon individualized socialization.
Q:
(p. 357) A _____ is an adjustment to a pay rate to reflect differences in working conditions or labor markets.
A. bonus
B. pay differential
C. green-circle rate
D. rank-and-file adjustment
E. red-circle rate
Q:
(p. 357) Assuming an organization wants to motivate employees through promotions, and assuming enough opportunities for promotions are available, the organization would want to:
A. increase the overlap from one level to the next.
B. reduce its compa-ratio to less than 1.
C. implement a broad-band pay structure.
D. limit the overlap from one pay range to the next.
E. use a fixed interval promotion policy.
Q:
Permanent part-time work is an innovative work arrangement that allows employees to work fewer days during the week, with longer hours per day.
Q:
(p. 357) Overlapping _____ give the organization more flexibility in transferring employees among jobs, because transfers need not always involve a change in pay.
A. pay rates
B. pay ranges
C. pay policies
D. pay differentials
E. pay ranks
Q:
One way to calculate a turnover rate is to consider the number of employees who leave as a percentage of the total number of employees.