HR ch14 – Flashcards

The Hu Dong Zhong Hua Shipbuilding Group of Shanghai offers its line workers courses tailored to specific job skills. Hu Dong Zhong Hua is offering a. motivation. b. learning theory. c. development. d. training. e. orientation.

Which of the following would NOT be considered a traditional development activity? a. Teaching a problem-solving seminar for managers b. Requiring managers to take a time-management course c. Meeting with managers to inform them about overall organizational functions and strategies d. Teaching managers how to use a new management information system being implemented e. Conducting a class for managers on motivational theories and techniques

Ruth has been put in charge of assessing her firm's training and development needs. Which activity would NOT be a part of Ruth's job? a. Conducting a needs analysis b. Doing a workforce analysis c. Setting training program goals d. Choosing to conduct training in-house or through outsourcing e. Determining training program content

Which mechanism is typically used to assess the organization's job-related needs and the capabilities of its current workforce? a. Needs analysis b. Training assessment c. Utilization review d. Strategic analysis e. Performance review

Needs analysis information may be effectively gathered from all of the following sources EXCEPT a. work-related accident reports. b. availability of outsourced training programs. c. employees' assessment of their own strengths and weaknesses. d. customers providing input about employee training needs. e. supervisors of current employees.

Futurekids is a Los Angeles-based educational technology firm that provides professional development training for teachers. What is a benefit that Futurekids' clients are likely to experience? a. The trainers will be very familiar with the firm and its work environment. b. Course content is developed to meet the specific needs of the individual client. c. Professional trainers are skilled and highly qualified, providing a high-quality product. d. Outsourced training is likely to be much less expensive than comparable in-house training. e. Clients will have the maximum flexibility in scheduling the training.

What is the MOST common form of work-based training? a. On-the job training b. Apprenticeship training c. Vestibule training d. Job rotation e. Job transfers

In describing the preparation done by individuals who desire to become a professional plumber, one website says, "It is 90% on-the-job and 10% classroom training." What type of program is this website describing? a. Vestibule training b. Instructional-based program c. Job rotation d. Computer-assisted learning e. Apprenticeship training

Which training method involves performing a job in a situation closely simulating the actual work environment? a. Job rotation b. Vestibule training c. Apprenticeship training d. On-the-job training e. Job simulation

At Ernst & Young professional services firm, accountants undergo hundreds of hours of training. One form of training is material that is presented online as part of a virtual "booklet" with self-assessments conducted by the trainee at his or her own pace. This type of training is called a. lecture or discussion training. b. computer-assisted instruction. c. programmed instruction. d. on-the-job training. e. apprenticeship training.

On Monday, Tonio reviews and files patient charts. On Tuesday, he collects lab specimens from patients. On Wednesday, he enters lab results into the computer. On Thursday, he collects specimens again. On Friday, he completes insurance paperwork. Tonio's employer is using job a. enrichment. b. enlargement. c. analysis. d. specialization. e. rotation.

Eugenie used to sew pockets on shirts. Now, she sews an entire shirt. Eugenie's employer is increasing the ____ of her job. a. job analysis b. feedback c. productivity d. task identity e. autonomy

Atlas Paper of Miami, Florida, makes paper products from 100% recycled scrap. One set of workers at Atlas has the full-time job of sorting scrap as it enters the facility. If the scrap is not sorted correctly, workers find out right away, when the manufacturing process creates defective paper. The job of scrap sorter apparently has high levels of a. skill variety. b. task identity. c. autonomy. d. task significance. e. feedback.

What is the work schedule plan that involves employees working a forty-hour, five-day week but with some employee control over starting and ending times for work each day? a. Flexible work hour program b. Compressed workweek c. Home work program d. Telecommuting e. Cafeteria-style work plan

In a flexible work hour program, what is the term for the time of day when every employee must be at work? a. Regular time b. Core time c. Full-time d. Flextime e. Mandatory time

Under which circumstances would flexible work hour programs be less feasible for an organization? a. When the organization has limited administrative support b. When job satisfaction is an issue c. When the organization relies heavily on the use of teams d. When on-the-job accidents are an issue e. When operating managers designate work schedules

Which of the following is NOT an issue surrounding the use of telecommuting? a. Communication among employees is easier to facilitate. b. It becomes more difficult for unions to organize workers. c. It is difficult for new employees to become socialized into the organization. d. Some individuals may lack the self-discipline to conduct work in an unconstrained environment. e. Organizational loyalty and commitment seem to suffer.

What is the MOST general form of a merit-pay plan? a. Bonuses b. Incentives c. Annual salary increases d. Gainsharing e. Skill-based pay

For a merit-pay plan to be effective, which of the following is necessary? a. Employees must be involved in its development. b. The organization must have valid and reliable measures of what merit entails. c. The performance measurement system must not differentiate too greatly among employees. d. It must focus on pay for knowledge. e. It must result in relatively equal merit raises among employees.

Under which type of incentive compensation system does the organization pay an employee a certain amount of money for each unit of output he or she produces? a. Piece rate b. Merit c. Bonus d. Commission e. Individual

Which of the following is NOT an incentive pay system? a. BIC Corp. rewards employees who make a useful suggestion with free food at the company cafeteria. b. Experian offers a cash prize to the worker who develops the best solution to an organizational problem. c. A national jewelry chain offers annual bonuses to its repair workers who are especially productive. d. An airline pays pilots a base salary plus a bonus based on the number of "on-time" flights they flew. e. Lucent pays engineers with Master's degrees more than engineers with Bachelor's degrees.

Under a commission incentive system, which is the basis for individuals' compensation? a. Merit b. Sales volume c. Units of output d. Performance e. Seniority

Under her employer's incentive pay system, Vicky's team sells the most real estate and wins a trip to Hawaii. Which is one negative consequence for Vicky and her team? a. The incentive does not become part of their base compensation. b. There is a letdown in morale following the trip. c. Employees do not value nonfinancial compensation. d. It is difficult for team members to decide each individual's contribution to the outcomes. e. Vicky and her team know it is unlikely they will win a second time, reducing motivation.

Which type of incentive reward system gives all employees across the organization a percentage of cost savings resulting from a work team's suggestions? a. Gainsharing b. Scanlon plan c. Merit pay d. Commissions e. Piece work

Which of the following would NOT be a method of improving the performance feedback process? a. Have the ratee appraise his or her performance in advance of an appraisal interview. b. Have the manager provide ongoing feedback to the ratee. c. Have the manager avoid talking about the future in formal feedback sessions. d. Have the manager focus on developmental aspects of performance. e. Have the manager balance positive and negative feedback.

The ____ approach is an alternative to job specialization that considers the work conditions and employee desires. a. job enlargement b. job rotation c. job characteristics d. job enrichment e. job factor

____ provide(s) an employee more control over his or her work situation. a. Job enlargement b. Job rotation c. Job characteristics d. Job enrichment e. Job factors

How many core dimensions does the job characteristics model contain? a. 3 b. 4 c. 5 d. 6 e. It depends on the type of work being examined.

Managers at a computer parts store decide to have their employees report to work four days a week for longer hours so that full-time persons have three days off a week instead of two. This situation is called: a. gainsharing b. compressed workweek c. merit pay d. commissions e. piece work

The owner of a hardware store decides to pay his employees partly based on their ability to sell parts to industrial buyers who patronize the business. This situation is called: a. gainsharing b. Scanlon plan c. piece rate d. commissions e. Tucker-Davison plan

John Welk is the human resource manager for Ergo-Tot, a manufacturer of ergonomically designed baby strollers. Ergo-Tot is considered a small company, employing just fifty people. Located in California, Ergo-Tot is rapidly expanding, due to an increased demand by new parents for ergonomically correct strollers for their babies. Ergo-Tot's manufacturing process involves the use of very new, very complex patented machinery that is exclusive to the company. The training of manufacturing employees to effectively operate this machinery is very important to Ergo-Tot. The company has just invested a large amount of capital in several new machines to support this demand growth. Therefore, Mr. Welk has a limited training budget available to train machine operators on the new machinery. He is in the process of assessing the capabilities of Ergo-Tot's existing employees as well as the changes in job-related needs resulting from the implementation of the new machinery. Mr. Welk needs his machine operators to be up to speed as quickly as possible. He also wants to build employee motivation with the work environment by moving his employees through several different jobs over time and by giving them more control over the work being performed. Refer to Scenario 14.1. Mr. Welk is analyzing the strengths and weaknesses, skill levels, and motivation of his current machine operators. What is Mr. Welk doing? a. Transfer of training b. Setting training goals c. Determining training content d. Needs analysis e. Workforce analysis

John Welk is the human resource manager for Ergo-Tot, a manufacturer of ergonomically designed baby strollers. Ergo-Tot is considered a small company, employing just fifty people. Located in California, Ergo-Tot is rapidly expanding, due to an increased demand by new parents for ergonomically correct strollers for their babies. Ergo-Tot's manufacturing process involves the use of very new, very complex patented machinery that is exclusive to the company. The training of manufacturing employees to effectively operate this machinery is very important to Ergo-Tot. The company has just invested a large amount of capital in several new machines to support this demand growth. Therefore, Mr. Welk has a limited training budget available to train machine operators on the new machinery. He is in the process of assessing the capabilities of Ergo-Tot's existing employees as well as the changes in job-related needs resulting from the implementation of the new machinery. Mr. Welk needs his machine operators to be up to speed as quickly as possible. He also wants to build employee motivation with the work environment by moving his employees through several different jobs over time and by giving them more control over the work being performed. Refer to Scenario 14.1. Who would likely be the BEST choice for conducting the training program? a. An in-house trainer b. An outsourced training organization c. Ergo-Tot's human resource staff d. A nearby school of industrial technology e. Mr. Welk

John Welk is the human resource manager for Ergo-Tot, a manufacturer of ergonomically designed baby strollers. Ergo-Tot is considered a small company, employing just fifty people. Located in California, Ergo-Tot is rapidly expanding, due to an increased demand by new parents for ergonomically correct strollers for their babies. Ergo-Tot's manufacturing process involves the use of very new, very complex patented machinery that is exclusive to the company. The training of manufacturing employees to effectively operate this machinery is very important to Ergo-Tot. The company has just invested a large amount of capital in several new machines to support this demand growth. Therefore, Mr. Welk has a limited training budget available to train machine operators on the new machinery. He is in the process of assessing the capabilities of Ergo-Tot's existing employees as well as the changes in job-related needs resulting from the implementation of the new machinery. Mr. Welk needs his machine operators to be up to speed as quickly as possible. He also wants to build employee motivation with the work environment by moving his employees through several different jobs over time and by giving them more control over the work being performed. Refer to Scenario 14.1. Which training method would likely be the BEST choice, given Mr. Welk's constraints? a. Apprenticeship training b. Lecture method c. On-the-job training d. Programmed instruction e. Vestibule training

John Welk is the human resource manager for Ergo-Tot, a manufacturer of ergonomically designed baby strollers. Ergo-Tot is considered a small company, employing just fifty people. Located in California, Ergo-Tot is rapidly expanding, due to an increased demand by new parents for ergonomically correct strollers for their babies. Ergo-Tot's manufacturing process involves the use of very new, very complex patented machinery that is exclusive to the company. The training of manufacturing employees to effectively operate this machinery is very important to Ergo-Tot. The company has just invested a large amount of capital in several new machines to support this demand growth. Therefore, Mr. Welk has a limited training budget available to train machine operators on the new machinery. He is in the process of assessing the capabilities of Ergo-Tot's existing employees as well as the changes in job-related needs resulting from the implementation of the new machinery. Mr. Welk needs his machine operators to be up to speed as quickly as possible. He also wants to build employee motivation with the work environment by moving his employees through several different jobs over time and by giving them more control over the work being performed. Refer to Scenario 14.1. When Mr. Welk moves his employees around into different jobs, this is called: a. general training. b. specific training. c. job rotation d. job enrichment e. job enlargement

John Welk is the human resource manager for Ergo-Tot, a manufacturer of ergonomically designed baby strollers. Ergo-Tot is considered a small company, employing just fifty people. Located in California, Ergo-Tot is rapidly expanding, due to an increased demand by new parents for ergonomically correct strollers for their babies. Ergo-Tot's manufacturing process involves the use of very new, very complex patented machinery that is exclusive to the company. The training of manufacturing employees to effectively operate this machinery is very important to Ergo-Tot. The company has just invested a large amount of capital in several new machines to support this demand growth. Therefore, Mr. Welk has a limited training budget available to train machine operators on the new machinery. He is in the process of assessing the capabilities of Ergo-Tot's existing employees as well as the changes in job-related needs resulting from the implementation of the new machinery. Mr. Welk needs his machine operators to be up to speed as quickly as possible. He also wants to build employee motivation with the work environment by moving his employees through several different jobs over time and by giving them more control over the work being performed. Refer to Scenario 14.1. When Mr. Welk affords his staff more control over their work, this is called: a. general training. b. specific training. c. job rotation d. job enrichment e. job enlargement