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Question
One of the most dangerous occupations in the United States isa. business executive.
b. plumber.
c. bus driver.
d. construction.
e. environmental engineer.
Answer
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Related questions
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Failure (or success) or mergers and acquisitions can be assessed by looking at
a. employee surveys.
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c. accounting measures.
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e. all of these.
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Job satisfaction is often based on a person's
a. coworkers.
b. pay.
c. supervisors.
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e. job dissatisfaction.
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Describe knowledge, skills, and abilities and provide some examples for a job in which you have worked.
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The creation of autonomous work teams has paralleled labor unions, so they are treated the same for legal purposes.
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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
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The first step in job analysis involves
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What is involved in the task analysis inventory method?
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b. SMEs generating a list of tasks, and job incumbents evaluating each task on several dimensions
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d. Completing a 194-item instrument reflecting work behavior, working conditions, and job characteristics
e. Generating examples of effective and ineffective performance
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When an individual seeks additional training and education to improve her or his ability to find work, this is called:
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b. market waging.
c. functional job analysis.
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e. task analysis inventory.
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a. growth
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c. stability
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a. demand forecasting.
b. the social context.
c. empowerment.
d. executive succession.
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Describe the basics of the most popular rating methods that may be used in the performance appraisal process.
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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