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Question
How can management prepare for collective bargaining? How can a union prepare for collective bargaining?Answer
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Related questions
Q:
Scenario 6.1In 2003, managers at Bambino, a national retailer of baby products, noticed that sales and profits were slumping. Store managers were ordered not to fill any vacant positions, which saved some money. However, by January of 2004, it was essential that Bambino cut expenses further. The firm decided to offer incentives for early retirement to some of the more senior top managers. Many of them decided to voluntarily leave for retirement or other jobs. Expenses still remained high, and in May, the firm asked store managers to reduce staff by laying off 10 percent of their workers (about two workers per store). When those cuts were still not enough, management called for store closings in some locations. For example, in Phoenix the store closing was announced to employees on August 1 and accomplished by December 1. In locations where stores were not closed, managers were ordered to terminate any underperforming employees, identified by low performance appraisal scores on the last two evaluations.Refer to Scenario 6.1. Which of Bambino's actions is likely to have a positive impact on profitability in the long term?a. Early retirementsb. Layoffsc. Store closingsd. Natural attritione. All of these
Q:
Ethics is formed primarily from the ____ context in which people and organizations function.a. corporateb. groupc. professionald. societale. organizational
Q:
Failure (or success) or mergers and acquisitions can be assessed by looking at
a. employee surveys.
b. stock prices.
c. accounting measures.
d. research-and-development (R&D) expenditures.
e. all of these.
Q:
Job satisfaction is often based on a person's
a. coworkers.
b. pay.
c. supervisors.
d. type of work.
e. all of these.
Q:
Allison often stays at work after hours to help fellow coworkers with their training and tasks; this is known as
a. organizational citizenship behavior.
b. job satisfaction.
c. turnover.
d. absenteeism.
e. job dissatisfaction.
Q:
Describe internal human resource planning.
Q:
Describe knowledge, skills, and abilities and provide some examples for a job in which you have worked.
Q:
The creation of autonomous work teams has paralleled labor unions, so they are treated the same for legal purposes.
Q:
Scenario 5.1CyberRocket is a high-tech manufacturer with an exciting new product, the Astro-Cruiser, a virtual Ethernet connector for shuttles orbiting the Earth. This product will allow astronauts to cruise the Web while cruising in space. The product depends on vastly new technology requiring a technical knowledge of astrophysics. CyberRocket is planning to rapidly expand this business, but it first must analyze the jobs needed to produce the Astro-Cruiser. The job analysis should contain information about what the workers will do, rather than what is involved in the job. The company would like to identify only the essential functions of the jobs, leaving them more flexibility. Two top executives, the head of research and development and the head of production, are the only two individuals within the company who really understand the new product and what new knowledge, skills, and abilities of employees will be necessary to produce it.Refer to Scenario 5.1. Which job analysis method BEST suits CyberRocket's needs?a. Fleishman job analysis systemb. Critical incidents approachc. Task analysis inventoryd. Position Analysis Questionnairee. Narrative job analysis
Q:
After the Obama administration reduced NASA's budget, many highly trained scientists were unemployed in Florida. A business that relocated to Florida did so because of the availability ofa. cheap wages.b. good retirement.c. tax benefits.d. good weather.e. human capital.
Q:
The first step in job analysis involves
a. determining who is responsible for collecting data.
b. determining information needs.
c. determining data collection methods.
d. identifying the work to be assessed.
e. defining the work itself.
Q:
Which of the following would be a competency, as described in the text?
a. Adaptability
b. Keyboarding speed
c. IQ of 100
d. Clean driving record
e. Degree in computer science
Q:
What is involved in the task analysis inventory method?
a. A taxonomy of fifty-two abilities rated on a seven-point scale
b. SMEs generating a list of tasks, and job incumbents evaluating each task on several dimensions
c. Analyzing the job in terms of involvement with people, data, and things
d. Completing a 194-item instrument reflecting work behavior, working conditions, and job characteristics
e. Generating examples of effective and ineffective performance
Q:
When an individual seeks additional training and education to improve her or his ability to find work, this is called:
a. human capital investment.
b. market waging.
c. functional job analysis.
d. rate of unemployment.
e. task analysis inventory.
Q:
A ______ strategy may be the easiest for the HR manager to implement because the organization presumably must do what it has been doing all along.
a. growth
b. reduction
c. stability
d. multinational
e. global
Q:
A national hotel chain established a plan that describes how top managers will be promoted throughout the organization over time. This is called
a. demand forecasting.
b. the social context.
c. empowerment.
d. executive succession.
e. human resource control.
Q:
It is be better to have some formal appraisal rather than none at all, but it is also true that different types of appraisal systems will lead to different outcomes.
Q:
Describe the basics of the most popular rating methods that may be used in the performance appraisal process.
Q:
Career-management activities can be judged only by their success at any one point in time.
Q:
U.S. high schools have been accused of grade inflation. Universities complain that students with good grades are arriving at college unprepared. This is an example of the central tendency error.
Q:
Scenario 10.1Ellen Jones is the human resource manager for Tent-Sations, a midsize company that manufactures recreational camping tents. Tent-Sations employs approximately two hundred employees. Ellen is in the process of redesigning the company's performance management system. She has been instructed by top management to develop a performance management system that encourages employees to go beyond their formal job duties. Therefore, top management would also like the performance management system to assess particular employee behaviors that specifically support organizational goals in addition to employees' everyday job tasks. Supervisors in this fast-paced organization have limited opportunity to view their subordinates' performance on a daily basis. Employees work in self-managed cross-functional work teams, with each team being responsible for the entire tent-making process. With input from supervisors, each team sets its own output goals for each month of the year and employee compensation is based on the team's goal achievement as well as on individual performance factors.Refer to Scenario 10.1. By considering employees behaviors that go beyond their formal job duties, what aspect of performance is being included in the new performance management system?a. Contextual performanceb. Strategic performancec. Behavioral performanced. Critical performancee. Incident performance
Q:
Scenario 10.1Ellen Jones is the human resource manager for Tent-Sations, a midsize company that manufactures recreational camping tents. Tent-Sations employs approximately two hundred employees. Ellen is in the process of redesigning the company's performance management system. She has been instructed by top management to develop a performance management system that encourages employees to go beyond their formal job duties. Therefore, top management would also like the performance management system to assess particular employee behaviors that specifically support organizational goals in addition to employees' everyday job tasks. Supervisors in this fast-paced organization have limited opportunity to view their subordinates' performance on a daily basis. Employees work in self-managed cross-functional work teams, with each team being responsible for the entire tent-making process. With input from supervisors, each team sets its own output goals for each month of the year and employee compensation is based on the team's goal achievement as well as on individual performance factors.Refer to Scenario 10.1. Given Tent-Stations' work structure, what additional source of performance information may be critical in assessing employee performance?a. Supervisorsb. Peersc. Customersd. Selfe. Top management
Q:
Scenario 10.1Ellen Jones is the human resource manager for Tent-Sations, a midsize company that manufactures recreational camping tents. Tent-Sations employs approximately two hundred employees. Ellen is in the process of redesigning the company's performance management system. She has been instructed by top management to develop a performance management system that encourages employees to go beyond their formal job duties. Therefore, top management would also like the performance management system to assess particular employee behaviors that specifically support organizational goals in addition to employees' everyday job tasks. Supervisors in this fast-paced organization have limited opportunity to view their subordinates' performance on a daily basis. Employees work in self-managed cross-functional work teams, with each team being responsible for the entire tent-making process. With input from supervisors, each team sets its own output goals for each month of the year and employee compensation is based on the team's goal achievement as well as on individual performance factors.Refer to Scenario 10.1. Ellen, representing Tent-Stations' human resource department, will be in charge of all of the following facets of the new performance management system EXCEPTa. determining the timing of the performance appraisals.b. ensuring that performance standards are clearly communicated to employees.c. linking performance appraisal information to training and development efforts.d. linking performance appraisal information to the company's compensation system.e. collecting employees' performance information on a day-to-day basis.
Q:
Career management is ultimately the responsibility of the
a. human resource manager.
b. line supervisor.
c. organization.
d. individual.
e. recruiter.
Q:
All of the following would place limitations on the effectiveness of career planning EXCEPT
a. individuals may find new opportunities outside the employing organization at unexpected times.
b. the organization has little flexibility in altering the career paths it predicts for its employees over time.
c. the organization's human resource needs can change over time.
d. unanticipated mergers and acquisitions can change career opportunities.
e. people can experience changes in interests or priorities.
Q:
At Lorenzo's workplace, the performance appraisal process includes measurements of organizational citizenship behaviors, such as volunteering for unpleasant tasks and helping new employees socialize into the work team. Lorenzo's employer is
a. enforcing job requirements.
b. using inappropriate information.
c. committing a halo error.
d. relying on a ranking method.
e. rating contextual performance.
Q:
The following item appears on a student evaluation form, to assess a student's preparation outside of class. What type of performance appraisal is represented by this example?
1 = Often unprepared when called on. Frequent late assignments.
2 = Sometimes unprepared when called on. Hands in 2-3 assignments late.
3 = Unprepared on occasion, but not often. Hands in 2 or fewer late assignments.
4 = Usually well-prepared when called on, but may be unprepared on 1-2 occasions. All assignments handed in on time.
5 = Always prepared when called on. Hands in every assignment early or on time.
a. Management by Objective (MBO)
b. Critical incident
c. Simple ranking
d. Behaviorally Anchored Rating Scales (BARS)
e. 360-degree feedback
Q:
A career includes all of the following EXCEPT
a. the various specific jobs that a person performs.
b. the kinds of responsibilities and activities that make up those jobs.
c. movements and transitions between jobs.
d. wages.
e. an individual's overall assessment of and feelings of satisfaction with these various components of her or his career.
Q:
Which of the following is NOT a potential problem associated with the use of graphic rating scales in the performance appraisal process?
a. Attribution of too much objectivity to results
b. Leniency or severity error
c. The number of included performance dimensions must be restricted to a few
d. Halo error
e. Range restriction
Q:
Supervisor Katy is establishing a list of the best to worst performers in the department. Which performance appraisal method is Katy utilizing?
a. Paired comparison
b. Behaviorally Anchored Rating Scales (BARS)
c. Behavioral Observation Scale (BOS)
d. Forced distribution
e. Simple ranking