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C202- Deck 3
Effective Human Management
| Question | Answer |
|---|---|
| is a particular way of accomplishing something | Policy |
| a guiding principle used to set direction | Procedure |
| is a process for making decisions about an organization’s long-term goals and how they are to be achieved | Strategic planning |
| basic purpose and the scope of its operation | Mission |
| outlining how it will compete in a particular market | Business strategy |
| identifies the company’s long-term goals | Vision |
| vision, mission, values, and strategy influence the type, quality, and quantity of skills and employees needed. | Human Resources planning |
| Intrinsic and extrinsic rewards combined are a job’s | Total rewards |
| A reward with a monetary value, such as a bonus, is an | Extrinsic rewards |
| coordinates, controls, and motivates employees to cooperate in attaining the organizational goals | Organizational structure |
| Together, policies, procedures, and rules serve as | a road map for day-to-day operations |
| the set of shared safety attitudes, beliefs, and practices that shape employees’ safety behavior | safety culture |
| assumptions, beliefs, and norms about it—can heavily influence whether a culture of safety can be successfully adopted | management and employee norms, beliefs, and assumptions |
| the skeletal and muscle injuries that occur when the same muscles are used to perform tasks repetitively | Cumulative trauma disorders |
| are rules describing the methods employers must legally follow to protect their workers from hazards | Osha standard’s |
| OSHA offers | several programs and services to help employers identify and correct job hazards as well as improve their injury and illness prevention programs |
| was created to set and enforce protective workplace health and safety standards. | OSHA |
| initiatives designed to increase company performance or employee performance or morale through improved employee health | Employee wellness programs |
| Outcome Examples of employee wellness programs | Reducing injuries Lowering healthcare costs Reducing absenteeism Improving employee morale and loyalty Improving employee productivity Reducing workers’ compensation and disability-related costs |
| Good stress is also called | Functional stress |
| the experience of a manageable level of stress that generates positive emotions including satisfaction, excitement, and enjoyment | Functional stress |
| either under- or over-arousal stemming from too few or too many demands continuing for too long | Dysfunctional stress |
| Too few demands at work can result in under-arousal, which generates dysfunctional stress. This can lead to employee withdrawal and increased rates of turnover. | Dysfunctional stress |
| repeated incidents or a pattern of behavior that is intended to intimidate, offend, degrade, or humiliate a particular person or group of people. | Workplace bullying |
| a type of harassment and can be included in the workplace harassment policy | Bullying |
| any act or threat of physical violence, harassment, intimidation, or other threatening disruptive behavior that occurs at the workplace. | Workplaces violence |
| deal directly with the cause of stress | problem-focused coping strategies |
| the system that directs and motivates employees, workgroups, and business units to accomplish organizational goals | Performances management |
| performance management also focuses on | The organization as a whole; Organizational subunits (business units or departments); Work teams or groups; Work processes (purchasing, product development, and manufacturing); Projects (changing a manufacturing process or adopting a new technology). |
| a performance measurement system that translates the organization’s strategy into four perspectives | balanced scorecard |
| 1st of the four perspectives | Learning and growth outcomes, including employee satisfaction, retention, and skills. |
| 2nd of the four perspectives | Business process outcomes, including quality, cost, and quantity produced and the business processes of procurement, production, and order fulfillment. |
| 3rd of the four perspectives | Customer outcomes, including customer satisfaction and retention and market share. |
| 4th of the four perspectives | Financial outcomes, including operating income, economic value added, and return on capital. |
| an organization of workers formed for the purpose of advancing its members’ interests in respect to wages, benefits, and working conditions. | labor union |
| Detractors claim that unions are bad for the economy because they result in higher prices, are not focused | on business goals including higher quality and efficiency, or are no longer needed now that so many laws exist to protect worker safety and interests. |
| tend to protect everyday workers, reduce job stress,6 and can improve company productivity | collective bargaining |
| Strong unions are typically able to negotiate better wages and benefits for their members. The possibility of receiving higher pay is one of the main reasons employees decide to join or organize into unions | better wages and benefits |
| The three types of unions are: | Industrial unions. Trade unions. Employee associations |
| Composed primarily of semiskilled employees in manufacturing industries. | Industrial unions. |
| Composed primarily of skilled employees in a single trade (e.g., plumbers, carpenters, and machinists). | Trade unions. |
| Professional employees (e.g., healthcare workers, clerical workers, and teachers). | Employee associations |
| National Labor Relations Act of 1935,21 also called the | Wagner Act |
| o encourage a healthy relationship between private-sector workers and their employers | Wagner Act |
| The Wagner Act was intended to | o curb the work stoppages, strikes, and general labor conflict that had become common |
| the National Labor Relations Act of 1935 | The National Labor Relations Act of 1935—or the Wagner Act—was intended to encourage a healthy relationship between private-sector workers and their employers by curbing work stoppages and strikes |
| governs employment relations for airlines and railroads and is enforced by the National Mediation Board | Railway Labor Act |
| National Labor Relations Act of 1947 | also called the Taft-Hartley Act |
| Taft-Hartley Act, amended the | Wagner Act to clarify what are considered unfair labor practices by unions and employees to extend the Wagner Act’s protections |
| This legalized state right-to-work laws that prohibit | union shops in which all workers in a unionized workplace are forced to join the union and pay dues. |
| Exclusively employs people who are already union members. An example is a compulsory hiring hall, where the employer must recruit directly from the union | Closed shop |
| n 1947, the Taft-Hartley Labor Act declared the | closed shop illegal |
| Requires nonunion workers to pay a fee to the union for its services in negotiating their contracts. | Agency shop |
| Does not discriminate based on union membership in employing or keeping workers | Open shop |
| Labor Management Reporting and Disclosure Act of 1959, also known as | the Landrum-Griffin Act, outlined a bill of rights for union members and established procedures for union elections, discipline, and financial reporting. |
| he act requires unions to annually file a detailed disclosure form with the U.S. Department of Labor showing how member dues were spent, including the salaries of union officers and staf | mmittee’s findings of widespread union corruption in the late 1950s, the Labor Management Reporting and Disclosure Act of 1959, |
| applies to all members of unions in the private sector and to those federal, state, or local government employees who belong to unions representing both public and private employees | he Landrum-Griffin Act |
| he Landrum-Griffin Act | law provided a bill of rights for union member and establised procedures for union elections, discipline and financing reporting |
| extended the provisions of the Wagner Act for both union members and employers by clarifying unfair labor practices by unions, legalizing right-to-work laws, and prohibiting union shops. | The National Labor Relations Act of 1947, or the Taft-Hartley , |
| occurs when the employer and the union negotiate in good faith on employment terms and conditions to generate a written contract | Collective bargaining |
| merely going through the motions of negotiations with no intent of reaching an agreement, would constitute “bad-faith bargaining” and violate the law | surface bargaining, |
| is a legal written contract between organized labor and an employer that is enforceable through the negotiated grievance and arbitration procedure | collective bargaining agreement |
| most private-sector employers (including labor unions) must post a notice of employee rights where other workplace notices are normally displayed | The NLRB requires most private-sector employers to notify workers of their rights guaranteed under the Wagner Act |
| occurs under zero-sum conditions where any gain to one party is offset by an equivalent loss to the other party | Distributive negotiation |
| is a win-win negotiation in which the agreement involves no loss to either party | Integrative negotiation |
| The four fundamental principles of integrative negotiation are | Separate the people from the problem, Focus on interests, not positions., Create options for mutual gain, Insist on objective criteria |
| BATNA is an acronym for | best alternative to a negotiated agreement.” |
| is when an impartial third party acts as both judge and jury in imposing a binding decision on both negotiating parties | Arbitration |
| resolves disputes over the terms of a collective bargaining agreement currently being negotiated | Interest arbitration |
| A boycott A boycott | Involves union members refusing to use or buy the firm’s products to exert economic pressure on management |
| nions once encouraged third parties such as customers and suppliers to stop doing business with the company in a | secondary boycott. |
| The Taft-Hartley | Act made secondary boycotts illegal |
| management keeps employees away from the workplace and uses management staff or replacements to run the business. | lockout |
| Neglecting one’s own concerns to satisfy the concerns of the other person | Accommodating |
| Pursuing one’s own concerns at the other person’s expense. | Competing: |
| rying to find some expedient, mutually acceptable middle-ground solution that partially satisfies both parties | Compromising: |
| Not immediately pursuing one’s own concerns or those of the other person and not addressing the conflict | Avoiding |
| might take the form of selfless generosity or yielding to another’s point of view. | Accomodating |
| identifies the labor relations goals desired individually or jointly by labor and management, determines the best strategy to both reach those goals and comply with labor law, and develops and executes the actions needed to implement that strategy | labor relations strategic plan |
| Relies heavily on the application of labor law to enforce the rights and the obligations created by statute and by contract; | Compliance strategy: |
| Relies heavily on labor relations to pursue an interest-based approach to problem solving | Collaboration strategy: |
| Management engages in lawful or unlawful efforts to prevent a union from forming or seeks the decertification of an existing union | Avoidance strategy: |
| Unions generally negotiate for job opportunities to be granted based on | Unions generally negotiate for job opportunities to be granted based on seniority |
| that guarantee employees the right to union representation during investigatory interviews by the employer | Weingarten rights |
| the set of perceived but unwritten expectations of the employer-employee relationship. Though not legally enforceable, breaches of the psychological contract can have adverse effects on employee trust, engagement, and productivity. | A psychological contract |
| unwritten set of expectations of an employment relationship | A psychological contract |
| pretending to negotiate with no intent to compromise. Although outright lies are unethical as well as illegal, bluffing can take place since neither side knows what the other party in the negotiation might accept | negotiating in bad faith |
| councils of elected workers that participate in shared workplace governance | works councils |
| Multinational organizations with European operations need to become familiar with legislation requiring | works councils |
| worker representation on the company’s board of directors | codetermination |
| s the process of identifying qualified individuals and labor markets from which to recruit | Sourcing |
| efers to activities that affect either the number or the type of people willing to apply for and accept job offers | Recruiting |
| is actively on the job market and seeking information about job opportunities | active job seeker |
| is at least somewhat interested in finding a new job but is not constantly looking for one | semipassive job seeker |
| is not actively seeking another job, but he or she could be tempted by the right opportunity | passive job seeker |
| A person who is comfortable in their current position but also interested in finding a better job is considered a semipassive job seeker. | semipassive job seeker |
| Ideally, at least one employee is always available to assume the key positions in an organization | Succession Management |
| he goal of succession management is to | Keep the firm’s talent pipeline full to ensure a supply of qualified people, especially for key jobs |
| communicate information about internal job openings to employees, often via a bulletin board or the company’s intranet | Internal job posting systems |
| he continual process of preparing employees to follow or succeed others in critical roles such as managers is known as succession management | succession management |
| Preparing some employees to become managers if a job opens up is know as | Succession Management |
| A careers site is the area of an organization’s website devoted to jobs and careers with the company | Careers Sites |
| ome firms have utilized creative sourcing strategies, including “speed hiring” sessions modeled after speed dating, reading chat room postings and blogs to locate talented people, and holding talent competitions with job offers awarded to the winners | Creative Sourcing. |
| is watching people working in similar jobs for other companies to evaluate their potential fit with your organization | Observation |
| Offshoring can substantially reduce labor costs, although increasing international labor and product transportation costs can decrease the savings | Offshoring |
| re websites that allow job seekers to post résumés and employers to post jobs and use a search engine to find one another | Online job boards |
| asks to other individuals or organizations able to do required work effectively and efficiently is another external sourcing option | Outsourcing. |
| s the set of practices and decisions that affect either the number or the types of individuals willing to apply for and accept job offers. | Recruiting |
| refers to identifying talented individuals | sourcing |
| refers to attracting them to the organization | recruiting |
| the positive or negative unintended consequences of recruiting activities | Recruitment spillover effects |
| Efficiency-oriented recruiting metrics track | how efficiently a firm is hiring |
| Strategic recruiting metrics are those that track recruiting processes and outcomes that influence | the organization’s performance, competitive advantage, or strategic execution. |
| resent both positive and potentially negative information about a job. | Realistic job previews (RJPs) |
| s a symbolic picture of all the information connected to a company or a product, including its image | A brand |
| efers to formal and informal activities intended to improve competencies relevant to an employee’s or a workgroup’s current job | Training |
| ocuses on developing competencies that an employee or a workgroup is expected to need in the future. | Development |
| Five Steps to Effective Training | Conduct a needs assessment to identify what needs to be accomplished; Develop learning objectives that identify desired learning outcomes; Design the training program; Implement the training; and Evaluate the training. |
| is the first step in establishing a training or development program. By identifying what should be accomplished, a needs assessment creates the foundation for effective training | Needs assessment |
| identifies where in the organization development or improvement opportunities exist. | Organizational needs analysis |
| focuses on identifying which jobs, competencies, abilities, and behaviors the training effort should focus on | Task Analysis |
| task analysis include: | Job or competency analysis Observation Performance appraisals Quality control analysis |
| evaluates how individual employees are doing in the training topic and determine who needs what type of training. | Person Analysis |
| Person level needs analysis information can be collected from sources including: | Performance appraisals Customer surveys Individual assessments Performance issues Skill inventories |
| re created that identify desired learning outcomes | learning objectives |
| The three types of learning objectives are: | Cognitive: Affective : Psychomotor |
| To increase some type of knowledge (e.g., knowledge of accounting practices). | Cognitive: |
| To change an attitude, relationship, or appreciation (e.g., diversity and inclusion training) | Affective: |
| To build a physical skill (e.g., driver’s education or dancing lessons). | Psychomotor: |
| Bloom’s taxonomy of cognitive objectives is often used to describe the action a learner takes in each level of learning | Cognitive Objectives. |
| Psychomotor objectives relate to progressive levels of behaviors from observing someone perform the physical skill to mastering the skill | Psychomotor Objectives. |
| Classroom training is conducted face-to-face with a trainer instructing an individual or a group of learners. | Classroom Training |
| Experiential training involves role plays, action learning, and other techniques designed to give learners experience doing the desired task or behaviors, rather than just learning about them. | Experiential Training |
| Simulations can give employees hands-on experience with new skills and tasks with low risk | Simulations |
| is a formal commitment to ensuring that employees have and develop the skills they need to be effective in their jobs today and in the future | Lifelong learning |
| The skills and the knowledge needed by employees change as new technologies are used and as the company’s strategy changes to stay competitive | Lifelong learning |
| is a system that interacts with the environment through one of the basic senses. | sensory modality |
| Learning by touching. | Tactile |
| Learning by doing. | Kinesthetic |
| They identified five key learning preferences: | Discovery learning:, Experiential learning: Observational learning: Structured learning:, Group learning: |
| means systematically collecting the information necessary to make effective decisions about adopting, improving, valuing, and continuing an instructional activity or set of activities | Training evaluation |
| Kirkpatrick’s Training Evaluation Model | four levels of training and learning evaluation |
| Kirkpatrick identified four levels of training and learning evaluation | Reaction:, Learning:, Behavior, Results |
| How did the organization benefit from the training? CarMax frequently evaluates whether the training, skills, and behaviors it thinks drive successful performance really do | Results |
| What was the change in participants’ on-the-job behavior due to the training? | Behavior: |
| What was the change in participants’ knowledge, skills, or attitudes? | Learning: |
| How did participants react to the program? Participant feedback forms are usually used to assess reactions. | Reaction: |
| involves the application of gaming designs and concepts to training to make it more engaging for the learner and increase learning and performance outcomes | Training gamification |
| refers to effectively using what is learned in training back on the job. | . Training transfer |
| or near transfer, refers to getting trainees to apply skills performed similarly or exactly like they are taught in training (e.g., a telephone sales protocol). | closed skills |
| far transfer, refers to getting trainees to transfer sets of principles that can be applied in many different ways (e.g., leadership skills) and in settings that differ from the one presented in the training program | open skills |
| are a person’s effort to control his or her motivation, emotions, and decision making to enhance the application of learned capabilities to the job | Self-management strategies |
| are anything that makes a behavior more likely to happen again | Reinforcers |
| Diversity training promotes | equality, fairness, and inclusiveness |
| The key labor law helped establish a framework for employees-management relations and was created in part to stop workers from refusing to do their jobs. | Wagner Act |
| what retention strategy calls for offering employees stick options that vest in the future to encourage them to stay in the company? | Mobility barriers |
| Managers could use a skills inventory for everything except___ | Progressive discipline |
| If employed in an at will state- then | Employees can quit for any reason |
| What does Railway Labor Act encourage as a means for resolving labor disputes? | Substitutes bargaining, arbitration and mediation instead of strikes |
| When negotiations break down, management can keep employees away from the workplace and use replacement workers. WHat is this called? | Lockout |
| Which factor is considered a strong driver of employee engagment | Culture of trust |
| An employees expensive surgey was covered by the company healtcare plan, so the employee feels obligated to stay with company another year. What type of commitment is this | Normative |
| An administrative assistant did not show up for work today as assigned. What type of turnover is this | Voluntary |
| Resigning to care for an elderly parent is this type of turnover | Unavoidable |
| Direct compensation | Paycheck, bonuses $$ |
| Indirect compensation | Benefits, employer provided service or product but not $$ |
| Nonfinancial compensation | Something of value to employees but not priceable such as flexible work schedule |
| Intrinsic | Internally driven, fulfillment, interest, pleasure |
| Extrinsic | Externally driven, bonus, gift, pay increase, award |
| 3 benefits catergory | 1. Mandatory (5) 2. Customary (3) 3. Optional |
| Offering flexible work schedules is an example of | Nonfinancial Compensation |
| What may result if a company offers pay for persformance opportunities combined with unrealistic sales goals and stress inducing pressure to peform | Unintended consequences |
| A small business has 25 employees. Which benefit insurance is mandatory | Unemployment insurance |
| Which option s variable pay | Offering employees a monthly sales bonu of $100 for exceeding goals |
| Which topic does Fair LAbor Standards ACt not address | Unemployment |
| Mandatory Benefits include | 1.Social Security 2. Unemployment Insurance 3. Workers COmpensation 4. FMLA 5. COBRA |
| Customary Benefits have 3 subtopics | 1. Welness related insurances 2. Retirement Plans #. Time off |
| What is an example of Wellness related insurance | Health, Life, Vision, Dental |
| What is an example of retirement plans | 401k, 403b, Pension |
| What is and example of Timeoff | Holiday, vacation, sick, bereavement |
| workforce redeployment | organization leverages available talent to meet its changing needs |
| National Labor Relations Act of 1935 | to encourage collective bargaining between labor unions and employers |
| Fair Labor Standards Act (FLSA) of 1938. | establishes a national minimum wage, overtime rules, recordkeeping requirements, and youth employment standards |
| Equal Pay Act of 1963 | prohibits discrimination in pay, benefits, and pensions based on an employee’s gender. |
| Title VII of the Civil Rights Act of 1964 | prohibits employment discrimination based on race, color, religion, sex, or national origin |
| The Age Discrimination in Employment Act (ADEA) of 1967 | prohibits employers from discriminating against any worker with respect to compensation or the terms, conditions, or privileges of employment because he or she is age 40 or olde |
| The Rehabilitation Act of 1973 | requires employers to engage in affirmative action to promote the hiring of individuals with a disability |
| The Pregnancy Discrimination Act of 1978 | amended Title VII of the Civil Rights Act to prohibit sex discrimination on the basis of pregnancy |
| Consolidated Omnibus Budget Reconciliation Act (COBRA) of 1986 | gives workers and their families who lose their health benefits the right to choose to continue group health plan benefits |
| The Immigration Reform and Control Act of 1986 | must use an I-9 verification form to verify the employability status of every new employee within three days of hiring |
| The Worker Adjustment and Retraining Notification Act (WARN) of 1988. | federal law requiring employers of 100 or more full-time workers who have worked at least six of the last 12 months and an average of 20 hours or more per week to give employees 60 days’ advance notice of closing or major layoffs |
| The Americans with Disabilities Act (ADA) of 1990. | guarantee equal opportunity for individuals with disabilities or perceived as having disabilitie |
| Family and Medical Leave Act of 1993 | requires eligible employees at worksites with at least 50 employees to take unpaid, job-protected leave for specified family and medical reasons with continuation of group health insurance coverage under the same terms and conditions as if |
| The Uniformed Services Employment and Reemployment Rights Act (USERRA) of 1994 | against job applicants who may be called into military service or who volunteer for military service |
| The Health Insurance Portability and Accountability Act of 1996. | regulations that cover how employers must protect employees’ medical privacy rights and the privacy of their health information |
| The Genetic Information Nondiscrimination Act of 2008 (GINA) | prohibits employers from discriminating against individuals based on the results of genetic testing when making hiring, firing, job placement, or promotion decisions |
| President Johnson issued Executive Order 11246 in September 1965 | requiring employers receiving federal contracts to take proactive steps—affirmative action—to integrate their workforces |
| entrepreneurial, bureaucratic, consensual, and competitive | What are four broad organizational structures |
| utilitarian standard | The ethical action best balances good over harm by doing the most good or doing the least harm. |
| rights standard | The ethical action is the one that best respects and protects the moral rights of everyone affected by the action, including the right to privacy, to be told the truth, or to be safe |
| fairness standard: | The ethical action treats all people equally, or at least fairly, based on some defensible standard |
| common good standard | The ethical action shows respect and compassion for everyone, especially the most vulnerable |
| virtue standard | The ethical action is consistent with certain ideal virtues including civility, compassion, and benevolence |
| positively related to its financial performance and employee attitudes | Culture |
| characteristics and attributes by encouraging empowered employees who have the freedom to share ideas | Entrepreneurial |
| Culture is commonly associated with rules and formal structures | Bureaucratic |
| Consensual | cultures encourage employees to stay long-term by promoting from within and providing opportunities for employees to be challenged and grow if they so desire. |
| Talent planning can include deciding | which employees will go and which will stay, and can also include strategies for retention of key employees |
| protected characteristics by Title VII of the Civil Rights Act of 1964 | race, color, religion, nationality, and sex |
| What constitutes affirmative action | recruiting women and minorities |
| If an employee believes she was not given a fair chance at a promotion because the hiring manager had an implicit favorite, which type of fairness is involved? | procedural fairness |
| If an employee believes she was not given a fair chance at a promotion because the hiring manager had an implicit favorite, which type of fairness is involved? | procedural fairness |
| Which of these is a direct cost of voluntary turnover? | training replacement worker |
| Which of these is a direct cost of voluntary turnover? | training replacement worker |
| A job candidate was born in Houston, Texas, speaks English and Spanish, and is 42 years old. He was not hired for a position for which he was qualified. Which protected class is most likely relevant if he files a discrimination claim? | |
| As managers review performance information, it’s best to keep in mind that coworkers tend to rate each other more honestly when ratings are used for which purpose? | |
| As managers review performance information, it’s best to keep in mind that coworkers tend to rate each other more honestly when ratings are used for which purpose? | |
| A company-wide competition has been announced to reward the store manager with the highest dollar sales with a paid vacation to a luxury resort. This kind of pay-for-performance plan will probably ________. | |
| A poor performer quits his job when his boss implements a performance improvement plan. This is an example of which type of turnover? | |
| An employee complains to her boss that there are few career growth opportunities at her company and when she finishes her graduate degree, she will have to go work somewhere else. Which strategy should the company consider to retain employees? | |
| In recent decades, employers have likely curbed workers from joining unions by directing greater attention to the strength and persuasiveness of which relational dynamic? | |
| Which is an example of an ethical issue in human resource management? | |
| Which of these would NOT be considered a union tactic to apply pressure to management to agree to proposals during collective bargaining? | |
| In unionized organizations, the most important factor in determining layoffs is ________. | |
| Those who may receive a raise or a promotion are more likely to feel that they are being treated fairly than those who do not | distributive fairness |
| Which is an example of an ethical issue in human resource management? | |
| f someone believes they were not given a promotion because they were not given the opportunity to demonstrate their skills and the hiring manager’s favorite was given the opportunity, that person may perceive low procedural fairness | procedural fairness |
| Which of these would NOT be considered a union tactic to apply pressure to management to agree to proposals during collective bargaining? | |
| The interpersonal treatment that job candidates receive during an interview process is a measure of its interactional fairness, which would be low if the interviewers were rude or unprepared | interactional fairness |
| The HR director ends each interview by asking candidates for a manager position what measures they would take to reduce voluntary in their dept. Which type of interview question is this | case |
| A hiring manager wants to ask a question or two that will reveals the candidates motivation. Which of these would NOT be a good motivation question? | |
| f someone believes they were not given a promotion because they were not given the opportunity to demonstrate their skills and the hiring manager’s favorite was given the opportunity, that person may perceive low procedural fairness | procedural fairness |
| The interpersonal treatment that job candidates receive during an interview process is a measure of its interactional fairness, which would be low if the interviewers were rude or unprepared | interactional fairness |
| The HR director ends each interview by asking candidates for a manager position what measures they would take to reduce voluntary in their dept. Which type of interview question is this | case |
| A hiring manager wants to ask a question or two that will reveals the candidates motivation. Which of these would NOT be a good motivation question? | |
| If an employee believes she was not given a fair chance at a promotion because the hiring manager had an implicit favorite, which type of fairness is involved? | procedural fairness |
| Which of these is a direct cost of voluntary turnover? | training replacement worker |
| A job candidate was born in Houston, Texas, speaks English and Spanish, and is 42 years old. He was not hired for a position for which he was qualified. Which protected class is most likely relevant if he files a discrimination claim? | |
| As managers review performance information, it’s best to keep in mind that coworkers tend to rate each other more honestly when ratings are used for which purpose? | |
| A company-wide competition has been announced to reward the store manager with the highest dollar sales with a paid vacation to a luxury resort. This kind of pay-for-performance plan will probably ________. | |
| A poor performer quits his job when his boss implements a performance improvement plan. This is an example of which type of turnover? | |
| An employee complains to her boss that there are few career growth opportunities at her company and when she finishes her graduate degree, she will have to go work somewhere else. Which strategy should the company consider to retain employees? | |
| In recent decades, employers have likely curbed workers from joining unions by directing greater attention to the strength and persuasiveness of which relational dynamic? | |
| Which is an example of an ethical issue in human resource management? | |
| Which of these would NOT be considered a union tactic to apply pressure to management to agree to proposals during collective bargaining? | |
| In unionized organizations, the most important factor in determining layoffs is ________. | |
| Those who may receive a raise or a promotion are more likely to feel that they are being treated fairly than those who do not | distributive fairness |
| f someone believes they were not given a promotion because they were not given the opportunity to demonstrate their skills and the hiring manager’s favorite was given the opportunity, that person may perceive low procedural fairness | procedural fairness |
| The interpersonal treatment that job candidates receive during an interview process is a measure of its interactional fairness, which would be low if the interviewers were rude or unprepared | interactional fairness |
| The HR director ends each interview by asking candidates for a manager position what measures they would take to reduce voluntary in their dept. Which type of interview question is this | case |
| A hiring manager wants to ask a question or two that will reveals the candidates motivation. Which of these would NOT be a good motivation question? | |
| If an employee believes she was not given a fair chance at a promotion because the hiring manager had an implicit favorite, which type of fairness is involved? | procedural fairness |
| Which of these is a direct cost of voluntary turnover? | training replacement worker |
| A job candidate was born in Houston, Texas, speaks English and Spanish, and is 42 years old. He was not hired for a position for which he was qualified. Which protected class is most likely relevant if he files a discrimination claim? | age |
| As managers review performance information, it’s best to keep in mind that coworkers tend to rate each other more honestly when ratings are used for which purpose? | development |
| A company-wide competition has been announced to reward the store manager with the highest dollar sales with a paid vacation to a luxury resort. This kind of pay-for-performance plan will probably ________. | |
| A poor performer quits his job when his boss implements a performance improvement plan. This is an example of which type of turnover? | |
| An employee complains to her boss that there are few career growth opportunities at her company and when she finishes her graduate degree, she will have to go work somewhere else. Which strategy should the company consider to retain employees? | |
| In recent decades, employers have likely curbed workers from joining unions by directing greater attention to the strength and persuasiveness of which relational dynamic? | |
| Which is an example of an ethical issue in human resource management? | |
| Which of these would NOT be considered a union tactic to apply pressure to management to agree to proposals during collective bargaining? | |
| In unionized organizations, the most important factor in determining layoffs is ________. | |
| Those who may receive a raise or a promotion are more likely to feel that they are being treated fairly than those who do not | distributive fairness |
| f someone believes they were not given a promotion because they were not given the opportunity to demonstrate their skills and the hiring manager’s favorite was given the opportunity, that person may perceive low procedural fairness | procedural fairness |
| The interpersonal treatment that job candidates receive during an interview process is a measure of its interactional fairness, which would be low if the interviewers were rude or unprepared | interactional fairness |
| The HR director ends each interview by asking candidates for a manager position what measures they would take to reduce voluntary in their dept. Which type of interview question is this | case |
| A hiring manager wants to ask a question or two that will reveals the candidates motivation. Which of these would NOT be a good motivation question? | |
| Ari id developing a new compensational foe his software company. Itis important to make sure that the compensation systems reard are strongly tied to organizational objectv | repeat what is measured and rewarded |
| What is a significant role of the U.S. Securities and Exchange Commission (SEC) in financial reporting? | They ensure that financial statement users are provided with reliable information to use in decision making. |
| What does management accounting provide? | 1. The insight that management needs so the business can perform more effectively 2. The detailed data that managers need to make decisions that will give the business a competitive edge |
| How does management accounting differ from financial accounting? | Management accounting is used primarily for internal planning, control, and evaluation. |
| Which account is seen on the balance sheet of a manufacturing company but not on the balance sheet of a service-oriented company? | Inventory |
| What is a cost that will change in the future based upon the decision made? | Differential cost |
| Which two examples are period costs? | 1. Administrative expenses 2. Selling expenses |
| A company manufactures custom-built wooden bookshelves. Which two costs would the company classify as period costs? | 1. Salary cost of the receptionist 2. Advertising cost |
| What role do ethical standards have in management accounting? | What role do ethical standards have in management accounting? |
| company budgeted the following purchases for raw materials:jan 10k, Feb 20k, March 25k, Apr 22k, May 27k, Jun 30k, Jul 24k, he company has a policy of paying for 40% of the purchases in the month of purchase, 35% in the month following the purchase, & 2 | $24,750 |
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mnapole