Final Exam Exercise Name:

MULTIPLE CHOICE 1. In a true pay-for-performance system, which of the following employees would qualify for incentive reward? a. Jack has met his sales quota even though he was hospitalized for appendicitis during the year. b. Otto manages to meet the minimum required sales on his store location despite the fact that the business building next door, where he receives most of his customer traffic, has closed. c. Charlene performs up to expectations as a science teacher at a magnet high school. d. Chris brings in 20 percent more new clients for the branch bank than is required. 2. All of the following are potential outcomes of a successful pay-for-performance plan EXCEPT a. greater predictability of employee pay. b. retention of high performers. c. improved safety records. d. aligning employee behavior with organizational business goals. 3. What are variable pay plans? a. methods of tying compensation to the Consumer Price Index (CPI) in order to keep up with inflation b. additional tangible rewards given to employees for performance beyond normal expectations c. compensation that increases as employees gain new job-related knowledge, skills, and abilities d. incentives to meet required performance standards

4. Behemoth Industries has experienced huge losses for the last three years due to collapsing sales of their outdated product line. Behemoths stock has plummeted on Wall Street because it has not met projected profits for the 24th straight quarter. Behemoth has moved to a pure pay-for-performance system that is tied to achievement of organizational profit goals. Which of the statements below are most likely to be TRUE? a. Only high performers at Behemoth can be certain that they will receive a pay increase. b. No Behemoth employee can expect he/she will receive a pay increase, regardless of his/her performance. c. All employees except those who are the worst performers can expect that they will receive a pay increase. d. Behemoth will be able to attract high performing employees from its competitors. 5. If an organizations competitive strategy relies on long-term relationships with the clients who purchase the organizations goods and services, the organization should reward its employees from its executives to its sales staff with incentives based on a. quarterly sales. b. annual profits. c. prices of its stocks in daily trading. d. a rolling five-year measure of financial performance.

6. Employee medical insurance paid for by the employer is classified as ____ compensation. a. indirect b. direct c. intangible d. intrinsic 7. In order to comply with OSHA regulations, Henry is scheduling a program on handling hazardous materials for production employees at the chemical plant. This type of program is classified as ____ training. a. job/technical b. required and regular c. developmental d. problem-solving 8. The performance consulting approach to training a. is a process in which a trainer and the organization work together to decide how to improve organizational and individual results. b. focuses exclusively on improving job performance by employees through training programs. c. uses outside vendors to design and implement training programs. d. assumes that human factors are the major reasons for gaps between desired and actual employee performance. 9. In the ____ phase of the training process, organizational and employee performance issues are considered to determine if training can help. a. needs assessment b. implementation c. evaluation d. design 10. The process of choosing individuals who have needed qualifications to fill jobs in an organization is called a. recruitment. b. selection. c. job matching. d. placement. 11. Lack of a fit between the person and the job is most likely to result from a. mistakes in evaluating the persons KSAs. b. improper employee training. c. negligent hiring. d. a lack of a positive company brand that attracts qualified applicants. 12. Measurable or visible indicators of the selection criteria are called a. reliable estimators.. b. predictors. c. essential elements. d. validators.

13. Gloria is an HR professional who takes the performance consulting approach to training. Gloria is meeting with Beatrice, a manager who is has a poor-performing subordinate. Gloria is most likely to work with Beatrice and Beatrices subordinate to a. identify the tasks in which the subordinates performance is low and send the subordinate for training in that task. b. investigate whether the root cause of the subordinates poor performance is the subordinate or whether some aspect of the workplace of Beatrice herself is responsible. c. determine whether the tasks being performed poorly are important to the organizations strategic goal. d. give the subordinate a number of skill and psychological tests to assess the subordinates level of competence.

14. Luis, the director of training for Helotes International, wishes to increase employee support for new training programs. The best way to build this support is for Luis to a. write a monthly training newsletter that describes the training opportunities provided by Helotes. b. work with supervisors and managers to design a development-focused performance appraisal for subordinates. c. distribute a web-based survey of employees asking them to describe their training needs. d. send lower-level employees who might have management potential to an assessment center.

15. As regards training, self-efficacy refers to a. a person's desire to learn training content. b. learners possessing the basic skills and sufficient cognitive abilities to learn the new tasks. c. the perceived ability of the instructor to transfer the knowledge to the student. d. a person's belief that he/she can successfully learn the training program content. 16. Pro-X Components, Inc., operates a factory in a small, depressed Rust Belt town in the Upper Midwest. The workforce is high quality because of the strong local work ethic and the good quality public education system. But, it has been difficult for Pro-X Components to fill all its operational job openings locally, and it is not easy to persuade people from outside the area to relocate to this isolated, struggling town. Which of the following situations would most likely IMPROVE Pro-X Components geographic labor market quickly? a. an influx of retirees to this town as it grows as a retirement area. b. the closing of a medium-sized plant in the same industry in a town 10 miles away. c. the opening of a new junior college in the community. d. changes in government regulation of H1 visas so that Pro-X can hire highly-skilled foreign workers. 17. Angela is a self-employed graphic artist. Typically she is hired by companies for special projects that may last anywhere from a week to six months. Angela is a/an a. independent contractor. b. undocumented worker. c. temporary employee. d. self-leasing professional.

18. Employers recruiting for workers with specific skills are turning to ____________ to fill these needs. a. general job boards b. social networking sites c. specialty publications d. current employee referrals. 19. Which of the following best describes the responsibility for HR planning? a. HR planning is mainly the responsibility of the top HR executive. b. Typically, HR planning is the responsibility of operating managers. c. HR planning requires cooperation of HR professionals with organizational executives and managers. d. HR planning is the responsibility of the organization's top management. 20. A comprehensive analysis of all current jobs in the organization can answer all of the following questions EXCEPT a. What is the external labor market for each job? b. How many individuals are performing each job? c. What are the reporting relationships of the jobs? d. How essential is each current job? 21. During an economic downturn, resources (including workers and potential workers) are a. under-utilized, and organizations seek to increase productivity and lower costs. b. are in short supply, and organizations may be hampered in their ability to grow. c. in over-supply, with the massive numbers of job-seekers making difficult for organizations to locate the most qualified available applicants. d. a glut on the market, which results in inflationary pressures on wages and resource prices. 22. Justine, VP of HR for Perspectivo, Inc., is concerned that key talent at Vanishing Point, a recently-acquired competitor, will quit. She plans to institute all of the following programs to help retain these employees EXCEPT a. giving across-the-board bonuses to all Vanishing Point employees who stay with Prospectivo for one year. b. giving retention bonuses to key Vanishing Point employees. c. giving key Vanishing Point employees special assignments. d. setting up employee hotlines for Vanishing Point employees who have questions and concerns about the acquisition. 23. Revenue divided by full time employee equivalents is a. a way to calculate HRs intangible contribution to the organization. b. a measure of employee productivity. c. return on investment in employees. d. human economic value added. 24. ____ studies the way work moves through the organization in order to improve efficiency. a. Work flow analysis b. Job analysis c. business process re-engineering d. Time-and-motion analysis

25. A disadvantage for employees who telecommute is that they a. are less productive than employees who work on-site because of lack of access to company resources. b. may have lower motivation because they are not physically present at company facilities. c. are assigned heavier workloads than employees who are directly supervised, so there is a higher level of overwork. d. are viewed by managers as less committed to their work and the organization. 26. ____ are obligations to perform certain tasks and duties. a. Missions b. Assignments c. Duties d. Responsibilities