BUSI 342 exam 3 Liberty University complete answers

BUSI 342 exam 3 Liberty University complete answers

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Careers are not predictably linear but cyclical

As companies become larger, the benefits of informal succession planning become greater

Anne’s supervisor is enthusiastic about introducing outdoor training into their organization. Anne is concerned that it may not be appropriate because of the physical nature of the training and the hazards involved. A number of Anne’s subordinates are over 50 and some are physically challenged. Anne’s concerns are realistic

Talent management is growing in importance because it is concerned with the attraction.

When an HR manager does career planning for a high-potential employee who has a spouse with a professional occupation, it would be a good idea to consult with both the employee and the spouse

The career stage that hinders the job progression of many women with family responsibilities and blocks them from advancing to executive ranks is the late career stage.

Succession planning focuses both on emergency replacements for critical positions and making sure that other successors will be ready with some additional development.

Job loss as a career transition has been most associated with downsizing, mergers, and acquisitions.

Phased-in retirement is generally used as a means of allowing older employees to gradually leave an organization.

Succession planning should be done for all key jobs in the organization, even if they are low in the hierarchy

The major purpose of 360-degree feedback is to increase uniformity by soliciting like-minded views.

The contrast error occurs when a rater scores an employee high on all job criteria because of performance in one area.

The developmental function of performance appraisals can identify areas in which the employee might wish to grow

An informal appraisal is used when a system is in place to report managerial impressions and observations on employee performance and feature a regular time interval

Companies must only use multisource feedback primarily as an administrative tool

Peer and team ratings are especially useful only when supervisors have the opportunity to observe each employee’s performance

The performance management process starts by identifying the strategic goals an organization needs to accomplish to remain competitive and profitable.

With the ranking method, the ratings of employees’ performance are distributed along a bell-shaped curve.

A major concern for managers in performance management is how to emphasize the positive aspects of the employee’s performance while still discussing ways to make needed improvements.

In the performance-driven organizational culture, employee rewards vary little from person to person and are not much based on individual performance differences

The compa-ratio is calculated by dividing the individual’s pay rate by the lowest point in the pay range

Not having to pay social security, unemployment, or workers’ compensation costs to independent contractors offers major advantages to the employer

The most common indirect compensation is employee benefits.

Compliance with FLSA provisions on employee compensation is enforced by the National Labor Relations Board.

Match-the-market strategy is also called third-quartile strategy.

The practice of using fewer pay grades with much broader ranges than in traditional compensation systems is called broadbanding

Market banding groups jobs into pay grades based on similar market survey amounts

The home-country-based approach compensates the expatriate at the same level as workers from the country where the expatriate has been sent from the headquarter

Intangible rewards can be measured and it is possible to calculate the value of each reward

A pay survey is a report based on research of compensation rates for workers performing similar jobs in other organizations.

The straight commission system combines the stability of a salary with the performance aspect of a commission

The most prevalent forms of organization-wide incentives are piece-rate systems, sales commissions, and individual bonuses

Perquisites (Perks) are special benefits, usually noncash items, for executives

A straight salary has no additional commission incentive, while a straight commission has all compensation tied to the incentive

The salary-only approach is useful only when an organization emphasizes generating new sales and accounts.

Employee stock ownership plan designed to give employees significant stock ownership by their employers

The reason for giving compensation in the form of incentives is that it is thought to be effective in motivating employees and increasing corporate performance and stock values

The advantage of a salary-plus-commission system is that it requires the sales representative to sell to receive any form of payment

A draw is a system in which sales representative can draw advance payments against future commissions.

The “clawbacks” provision in Civil Rights Act of 1964 allows a company to recover any incentive-based pay that was paid out during the prior three years if it would not have been paid under restated financial statements.

 

Question 1 Kelly spent four days at a training program centered on the use of improved hygiene procedures to reduce infections in long-term care facilities. Six months later, Kelly has not been able to implement these methods due to resistance from the nursing staff and the lack of interest of the medical director. The HR term for Kelly’s experience is _____.

Question 2 A plateaued employee who is capable of meeting performance expectations is a good candidate for a lateral move.

Question 3 Carmelo, the editor of a business department of a national news magazine, went through a sequence of jobs in the company before he achieved this position. He joined as a staff reporter, then got promoted to technology reporter, then to editor of the business department, and then to deputy managing editor before achieving his current position. This is _____.

Question 4 It is best for an organization to limit its intensive talent management efforts to its high-potential employees, to avoid resentment among the employees.

Question 5 Psychological testing is appropriate only when the testing and feedback processes are closely handled by a qualified professional.

Question 6 Job sequencing allows women to interrupt their careers for family considerations without having a negative impact on their ultimate advancement.

Question 7 David is a junior employee who has been identified as having high potential. However, he is performing poorly in his current job. This is a strong indication that the assessment of David’s potential was wrong, and that David should be taken off the company’s fast track development program.

Question 8 At present, employees are less mobile and organizations are more stable as long-term employers.

Question 9 The modeling process involves only straightforward imitation and copying.

Question 10 What impact does development have on an individual’s career?

Question 11 If the rater has seen only a small specimen of the person’s work, an appraisal may be subject to _____.

Question 12 The use of _____ can cause rater error because the form might not accurately reflect the relative importance of certain job characteristics, and some factors might need to be added to the ratings for one employee, while others might need to be dropped.

Question 13 The _____ method lists the individuals being rated from highest to lowest based on their performance levels and relative contributions.

Question 14 The _____ occurs when a rater scores an employee high on all job criteria because of performance in one area.

Question 15 Performance appraisal is the entire series of activities designed to ensure that the organization gets the performance it needs from its employees.

Question 16 _____ is a series of activities designed to ensure that the organization gets the performance it needs from its employees.

Question 17 Which of the following is true of appraisal interviews?

Question 18 Which of the following is true of organizations that practice a performance-driven approach?

Question 19 When a key part of performance management, the performance appraisal, is used to punish employees, performance management is less effective.

Question 20 One concern of multisource rating is that those peers who rate poor-performing coworkers tend to inflate the ratings so that the peers themselves can get higher overall evaluation results in return.

Question 21 The total rewards package includes all forms of compensation, the monetary and nonmonetary rewards provided by a company to attract, motivate, and retain employees.

Question 22 Benchmark jobs are _____.

Question 23 Match-the-market strategy is also called third-quartile strategy.

Question 24 Which of the following is a tangible indirect reward?

Question 25 The _____ prohibits companies from using different wage scales for men and women performing substantially the same jobs.

Question 26 Average annual salary increase = _____.

Question 27 The compa-ratio is calculated by dividing the individual’s pay rate by the lowest point in the pay range.

Question 28 The practice of using fewer pay grades with much broader ranges than in traditional compensation systems is called broadbanding.

Question 29 The _____ uses external pay data to identify the relative value of jobs based on what other employers pay for similar jobs.

Question 30 Most federal and state entities rely on the criteria for independent contractor status identified by the _____.

Question 31 A differential piece-rate system pays employees one piece-rate wage for units produced up to a standard output and a higher piece-rate wage for units produced over the standard.

Question 32 The focus of gainsharing is to _____.

Question 33 The advantage of a salary-plus-commission system is that it requires the sales representative to sell to receive any form of payment.

Question 34 Profit sharing distributes some portion of organizational profits to employees.

Question 35 Employee stock ownership plan is a plan designed to give employees significant stock ownership by their employers.

Question 36 A stock option plan gives employees the right to purchase an unlimited number of shares of company stock at a specified exercise price for a limited period of time.

Question 37 A free rider is a _____.

Question 38 _____ are special benefits—usually noncash items—for executives.

Question 39 Which of the following is a disadvantage associated with spot bonuses?

Question 40 Which of the following is the most commonly used frequency of distributing team/group incentives?

 

The nature of a business and the environment in which it operates has a bearing on the strategies used for talent management

An automated talent management system helps in avoiding the termination of talented employees

Talent management is growing in importance because it is concerned with the attraction,

development, and retention of Human Resources

It is best for an organization to limit its intensive talent management efforts to its high-potential employees, to avoid resentment among the employees

Succession planning should be done for all key jobs in the organization, even if they are low in the hierarchy

Succession planning focuses both on emergency replacements for critical positions and making sure that other successors will be ready with some additional development

Succession planning is not important in countries like China and India, which have growing native workforces

The implementation of formal succession planning is frequently viewed as one of the biggest threats facing small businesses

David is a junior employee who has been identified as having high potential. However, he is performing poorly in his current job. This is a strong indication that the assessment of David’s potential was wrong, and that David should be taken off the company’s fast track development program

As companies become larger, the benefits of informal succession planning become greater

Organization-centered career planning requires an individual employee to take charge of his/her career and chart a path of advancement through his/her organization

At present, employees are less mobile and organizations are more stable as long-term employers

Although most career paths are thought of as leading upward, good opportunities also exist in cross-functional or horizontal directions

During the late career phase, an employee is typically concerned with external rewards and acquiring capabilities

Careers are not predictably linear but cyclical

A plateaued employee who is capable of meeting performance expectations is a good candidate for a lateral move

Job loss as a career transition has been most associated with downsizing, mergers, and acquisitions

Phased-in retirement is generally used as a means of allowing older employees to gradually leave an organization

The career stage that hinders the job progression of many women with family responsibilities and blocks them from advancing to executive ranks is the late career stage

Job sequencing allows women to interrupt their careers for family considerations without having a negative impact on their ultimate advancement

Glass ceiling describes the situation in which women rapidly progress into top and senior positions

When an HR manager does career planning for a high-potential employee who has a spouse with a professional occupation, it would be a good idea to consult with both the employee and the spouse

Most global firms find it is better to have expatriates rather than local staff at the management positions of their foreign operations because expatriates require less training and development than do the locals

Organizations that have extensive employee development programs run the risk of being training centres for other firms that hire away their employees. Consequently, organizational development efforts need to be strictly tied to current and immediate organizational needs

One purpose of employee development is to help employees improve skills that they might not be able to improve in their ordinary life experiences

Job rotation tends to be an expensive form of employee development because it takes time for employees to become familiar with their new units

Anne’s supervisor is enthusiastic about introducing outdoor training into their organization. Anne is concerned that it may not be appropriate because of the physical nature of the training and the hazards involved. A number of Anne’s subordinates are over 50 and some are physically challenged. Anne’s concerns are realistic

The modeling process involves only straightforward imitation and copying

In an effort to decrease turnover and increase management development capabilities, organizations are using specialized education for executives

Encapsulated development occurs when a single work unit in an organization is used to pilot test new training programs

 

Variable pay plans attempt to provide tangible rewards, or incentives, to employees for performance beyond normal expectations

Nonfinancial rewards cannot be used as incentives in pay-for-performance plans

The most common means of providing individual variable pay are profitsharing plans and employee stock plans

The most prevalent forms of organization-wide incentives are piece-rate systems, sales commissions, and individual bonuses

Cost reduction is classified as a group/team incentive

Under a straight piece-rate system, wages are determined by dividing the number of units produced by the piece rate for one unit

A differential piece-rate system pays employees one piece-rate wage for units produced up to a standard output and a higher piece-rate wage for units produced over the standard

To ensure that spot bonuses works efficiently, employers must keep the amounts reasonable and provide them only for exceptional performance accomplishments

Merchandise, gift certificates, and travel are the most frequently used incentives for recognition awards

Recognition awards ensure that the award winners are determined objectively

A straight salary has no additional commission incentive, while a straight commission has all compensation tied to the incentive

A free rider is a member of the group who contributes the most in a group venture

The focus of gainsharing is to increase “discretionary efforts.”

The Improshare approach uses employee committees to calculate and pass on savings to the employees

The Scanlon plan approach sets group piece-rate standards and pays weekly bonuses when those standards are exceeded

Profitsharing distributes some portion of organizational profits to employees

A stock option plan gives employees the right to purchase an unlimited number of shares of company stock at a specified exercise price for a limited period of time

Employee stock ownership plan is a plan designed to give employees significant stock ownership by their employers

The salary-only approach is useful only when an organization emphasizes generating new sales and accounts

The straight commission system combines the stability of a salary with the performance aspect of a commission

A draw is a system in which sales representatives can draw advance payments against future commissions

The advantage of a salary-plus-commission system is that it requires the sales representative to sell to receive any form of payment

According to the Dodds-Frank Act, publicly listed companies now must allow shareholders to vote on executive compensation

The “clawbacks” provision in Civil Rights Act of 1964 allows a company to recover any incentive-based pay that was paid out during the prior three years if it would not have been paid under restated financial statements

Supplemental benefit plans are plans that are available to nonexecutive employees.

Perquisites (Perks) are special benefits, usually noncash items, for executives

A restricted stock option indicates that company stock shares will be paid as a grant of shares to individuals

Compensation given to an executive if he or she is forced to leave an organization is called golden parachute

The reason for giving compensation in the form of incentives is that it is thought to be effective in motivating employees and increasing corporate performance and stock values

The compensation committee usually is a subgroup of the board of directors that is composed of directors who are currently the officers of the firm

 

 

The performance management process starts by identifying the strategic goals an organization needs to accomplish to remain competitive and profitable

Performance appraisal is the entire series of activities designed to ensure that the organization gets the performance it needs from its employees

In the performance-driven organizational culture, employee rewards vary little from person to person and are not much based on individual performance differences

The entitlement approach of organizational culture links performance evaluations to employee compensation and development

Firms with maintenance-orientation cultures have more positive performance than those with performance-focused cultures

Employee attitude is classified as trait-based information

Menu up-selling by a waiter is classified as behavior-based information

The number of cars sold by a car salesman is classified as a subjective measure of performance

A supervisor’s rating of an employee’s attitude is classified as an objective measure of performance

Both numerical and nonnumerical performance standards can be established

The administrative role of performance appraisals often creates stress for managers doing the appraisals and the employees being evaluated, because the rater is placed in the role of judge

The developmental function of performance appraisals can identify areas in which the employee might wish to grow

An informal appraisal is used when a system is in place to report managerial impressions and observations on employee performance and feature a regular time interval

Peer and team ratings are especially useful only when supervisors have the opportunity to observe each employee’s performance

A disadvantage of the outsider rating approach is that outsiders may not know the important demands within the work group or organization

The major purpose of 360-degree feedback is to increase uniformity by soliciting like-minded views

One concern of multisource rating is that those peers who rate poor-performing coworkers tend to inflate the ratings so that the peers themselves can get higher overall evaluation results in return

Companies must only use multisource feedback primarily as an administrative tool

The category scaling method allows the rater to mark an employee’s performance on a continuum indicating low to high levels of a particular characteristic

When creating a BARS system, identifying important job dimensions, which are the most important performance factors in a job description, is done first

The forced distribution method lists the individuals being rated from highest to lowest based on their performance levels and relative contributions

With the ranking method, the ratings of employees’ performance are distributed along a bell-shaped curve

In the critical incident method, the manager keeps a written record of both highly favorable and unfavorable actions performed by an employee during the entire rating period

Development of performance standards is typically the first stage of management by objectives

The recency effect occurs when a rater gives greater weight to information received first when appraising an individual’s performance

The leniency error occurs when ratings of all employees fall at the high end of the scale

The contrast error occurs when a rater scores an employee high on all job criteria because of performance in one area

The halo effect is the tendency to rate people relative to one another rather than against performance standards

A major concern for managers in performance management is how to emphasize the positive aspects of the employee’s performance while still discussing ways to make needed improvements

When a key part of performance management, the performance appraisal, is used to punish employees, performance management is less effective

 

The total rewards package includes all forms of compensation, the monetary and nonmonetary rewards provided by a company to attract, motivate, and retain employees

Tangible rewards cannot be easily measured or quantified

Intangible rewards can be measured and it is possible to calculate the value of each reward

The most common indirect compensation is employee benefits

Compliance with FLSA provisions on employee compensation is enforced by the National Labor Relations Board

The child labor provisions of the FLSA set the minimum age for employment with unlimited hours at 19 years

The Equal Pay Act of 1963 prohibits companies from using different wage scales for men and women performing substantially the same jobs

Not having to pay social security, unemployment, or workers’ compensation costs to independent contractors offers major advantages to the employer

The entitlement philosophy assumes that compensation decisions reflect performance differences

Across-the-board raises are most common in organizations that follow the pay-for-performance philosophy

The expectancy theory says that an employee’s motivation is based on several linked concepts

The equity theory states that individuals judge fairness in compensation by comparing their inputs and outcomes against the inputs and outcomes of referent others

Distributive justice is the perceived fairness of the process and procedures used to make decisions about employees, including their pay

Procedural justice is the perceived fairness in how rewards are distributed

If an organization has implemented competitive pay practices and has a fair and reasonable pay structure, employee concerns about inequity can be reduced by sharing this information

An employer using the first-quartile strategy chooses to “lag the market.”

Match-the-market strategy is also called third-quartile strategy

In knowledge-based pay (KBP) or skill-based pay (SBP) systems, employees start at a base level of pay and receive increases as they learn to do other jobs or gain additional skills and knowledge and thus become more valuable to the employer

The overall objective of the host-country-based approach is to maintain the expatriate’s standard of living in the country where the company is headquartered

The home-country-based approach compensates the expatriate at the same level as workers from the country where the expatriate has been sent from the headquarter

The ranking method is a simple system of job evaluation that places jobs in order, from highest to lowest, by their value to the organization

A major difficulty with the factor-comparison method is that subjective judgments are needed to develop the class descriptions and to place jobs accurately in them

A pay survey is a report based on research of compensation rates for workers performing similar jobs in other organizations

Market banding groups jobs into pay grades based on similar market survey amounts

The practice of using fewer pay grades with much broader ranges than in traditional compensation systems is called broadbanding

A red-circled employee is an employee who is paid above the range for the job

An individual whose pay is above the range for a job is referred to as a green-circled employee

Integrating performance appraisal ratings with pay changes can be done through the development of a merit-based performance matrix

A pay adjustment matrix considers two factors—the employee’s level of performance as rated in an appraisal and the employee’s position in the pay range, which is often related to experience and tenure

The compa-ratio is calculated by dividing the individual’s pay rate by the lowest point in the pay range
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