TB_ch09 revised
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TB_ch09 revised

Course Number: MGT 3013, Fall 2010

College/University: The University of Oklahoma

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Chapter 9 Human Resource Management: Getting the Right People for Managerial Success Test Item Table by Major Question and Level of Learning Level of Learning Major Question Level 1: Knowledge (Knows Basic Terms & Facts) 1,3,4,5,6,7,8,9,10,11,14, 65,66,67,68,69,70,71, 72,73,76 16,17,18,19,20,21,22, 23,24,26, 77,78,79,80,81,82,83,84, 85 28,32,37,39, 87,88,96,97 Level 2: Comprehension (Understands Concepts &...

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9 Chapter Human Resource Management: Getting the Right People for Managerial Success Test Item Table by Major Question and Level of Learning Level of Learning Major Question Level 1: Knowledge (Knows Basic Terms & Facts) 1,3,4,5,6,7,8,9,10,11,14, 65,66,67,68,69,70,71, 72,73,76 16,17,18,19,20,21,22, 23,24,26, 77,78,79,80,81,82,83,84, 85 28,32,37,39, 87,88,96,97 Level 2: Comprehension (Understands Concepts & Principles) 2,12,13,15, 75, 127 25, 86, 128 Level 3: Application (Applies Principles) 74 9.1 How do star managers view the role of people in their organizations success? 9.2 To avoid exposure to legal liabilities, what areas of the law do I need to be aware of? 9.3 How can I reduce mistakes in hiring and find great people who might work for me? 9.4 Once people are hired, whats the best way to see that they do what theyre supposed to do? 9.5 How can I access employees performance more accurately and give more effective feedback? 9.6 What are the various forms of compensation? 27 29,30,31,33,34,35,36,38,40, 41,42, 89,91,92,93,95, 129 131 90,94, 130 43,44,45,46, 98,99,100,102,103 101 47,49,51,53,54,56, 105,107,108,112,113 48,50,52,55, 104,111,114,116, 132,133 106,109,110,115 57,60,62, 117,118,119 58,59,61, 120,121, 134 9.7 What are some guidelines for handling promotions, transfers, disciplining, and dismissals? 63, 123,124,125 64, 122,126, 135 Note: Bold numbers indicate short essay questions; italicized numbers indicate T/F questions. Kinicki/Williams, Management: A Practical Introduction, 4e Copyright 2009, The McGraw-Hill Companies 6 Chapter 9 Human Resource Management: Getting the Right People for Managerial Success True/False Questions 1. One of the ways to stand out in a new job is to make it easy for others to give you feedback. Register to View AnswerPage: 275 LO: 1 Difficulty: Easy 2. AACSB: 3 BT: Knowledge Googles biggest competitive advantage lies in its human resourcesits people. Register to View AnswerPage: 276 LO: 1 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: Happy people are more productive. That productivity has made Google an earnings powerhouse. Google has discovered that its biggest competitive advantage lies in its human resourcesits people. 3. Human resource management consists of the activities managers perform to plan for, attract, develop, and retain an effective workforce. Register to View AnswerPage: 276 LO: 1 Difficulty: Easy AACSB: 3 BT: Knowledge 4. Planning the human resources needed is an important step in the strategic human resource management process. It comes first. Register to View AnswerPage: 277 LO: 1 Difficulty: Easy AACSB: 3 BT: Knowledge 5. The purpose of the strategic human resource management process is to get optimum work performance that will help realize the company's mission and goals. Register to View AnswerPage: 277 LO: 1 Difficulty: Easy AACSB: 3 BT: Knowledge 6. Social capital deals with the economic or productive potential of employee knowledge and actions. Register to View AnswerPage: 277 LO: 1 Difficulty: Easy AACSB: 3 BT: Knowledge 7. Human capital is the economic or productive potential of strong, trusting, and cooperative relationships. Register to View AnswerPage: 277 LO: 1 Difficulty: Easy AACSB: 3 BT: Knowledge Kinicki/Williams, Management: A Practical Introduction, 4e Copyright 2009, The McGraw-Hill Companies 7 Chapter 9 Human Resource Management: Getting the Right People for Managerial Success 8. Strategic human capital planning consists of developing a systematic, comprehensive strategy for (a) understanding current employee needs and (b) predicting future employee needs. Register to View AnswerPage: 278 LO: 1 Difficulty: Easy 9. AACSB: 3 BT: Knowledge A job description describes the minimum qualifications a person must have to perform the job successfully. Register to View AnswerPage: 278 LO: 1 Difficulty: Easy AACSB: 3 BT: Knowledge 10. The purpose of job analysis is to determine, by observation and analysis, the basic elements of a job. Register to View AnswerPage: 278 LO: 1 Difficulty: Easy AACSB: 3 BT: Knowledge 11. A job specification summarizes what the holder of the job does and how and why he or she does it. Register to View AnswerPage: 278 LO: 1 Difficulty: Easy AACSB: 3 BT: Knowledge 12. The process of writing job analyses, descriptions, and specifications can help you avoid hiring people who are overqualified or under qualified. Register to View AnswerPage: 278 LO: 1 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: The process of writing job analyses, descriptions, and specifications can help you avoid hiring people who are overqualified (and presumably more expensive) or under qualified (and thus not as productive) for a particular job. 13. To predict future employee needs you have to understand the organizations vision and strategic plan. Register to View AnswerPage: 279 LO: 1 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: To predict future employee needs you have to become knowledgeable about the staffing the organization might need and the likely sources for that staffing. You need to understand the organizations vision and strategic plan so that the proper people can be hired to meet the future strategies and work. 14. A human resource inventory is a report listing your organizations employees by name, education, training, languages, and other important information Register to View AnswerPage: 279 LO: 1 Difficulty: Easy AACSB: 3 BT: Knowledge Kinicki/Williams, Management: A Practical Introduction, 4e Copyright 2009, The McGraw-Hill Companies 8 Chapter 9 Human Resource Management: Getting the Right People for Managerial Success 15. In considering recruiting employees from inside the organization, a manager should only consider those candidates who would need no further training. Register to View AnswerPage: 279 LO: 1 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: In looking at those inside, you need to consider which employees are motivated, trainable, and promotable and what kind of training your organization might have to do. 16. A 1947 law (the Jefferson-Hartley Act) allows the President of the United States to prevent or end a strike that threatens national security. Register to View AnswerPage: 280 LO: 2 Difficulty: Easy AACSB: 3 BT: Knowledge 17. The Fair Labor Standards Act of 1938 established the minimum living standards for workers engaged in interstate commerce, including provision of a federal minimum wage. Register to View AnswerPage: 280 LO: 2 Difficulty: Easy AACSB: 3 BT: Knowledge 18. The national Labor Relations Board enforces procedures whereby employees may vote to have a union and for collective bargaining. Register to View AnswerPage: 280 LO: 2 Difficulty: Easy AACSB: 3 BT: Knowledge 19. Collective bargaining consists of negotiations between the employees about how to handle disagreements with management. Register to View AnswerPage: 280 LO: 2 Difficulty: Easy AACSB: 3 BT: Knowledge 20. OSHA requires organizations to provide employees with nonhazardous working conditions. Register to View AnswerPage: 280 LO: 2 Difficulty: Easy AACSB: 3 BT: Knowledge 21. Title I of the Civil Rights Act of 1964 established the Equal Employment Opportunity Commission. Register to View AnswerPage: 280 LO: 2 Difficulty: Easy AACSB: 3 BT: Knowledge Kinicki/Williams, Management: A Practical Introduction, 4e Copyright 2009, The McGraw-Hill Companies 9 Chapter 9 Human Resource Management: Getting the Right People for Managerial Success 22. Organizations with 100 or more employees are required by the Worker Adjustment and Retraining Notification Act to give 60 days notice for mass layoffs or plant closings. Register to View AnswerPage: 281 LO: 2 Difficulty: Easy AACSB: 3 BT: Knowledge 23. The Family and Medical Leave Act requires employers to provide 12 weeks of unpaid leave for medical and family reasons. Register to View AnswerPage: 281 LO: 2 Difficulty: Easy AACSB: 3 BT: Knowledge 24. Anti-discrimination laws prohibit discrimination on the basis of gender, skin color, or national origin, but not age. Register to View AnswerPage: 281 LO: 2 Difficulty: Easy AACSB: 3 BT: Knowledge 25. Affirmative action programs try to anticipate future discrimination in employment. Register to View AnswerPage: 282 LO: 2 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: Affirmative action focuses on achieving equality of opportunity within an organization. It tries to make up for past discrimination in employment by actively finding, hiring, and developing the talents of people from groups traditionally discriminated against. 26. Quid pro quo is a type of discrimination. Register to View AnswerPage: 283 LO: 2 Difficulty: Easy AACSB: 3 BT: Knowledge 27. Sara is a warehouse manager for a large consumer products company. When she was out on the dock, several of the men who work for her loudly whistled at her attractiveness. The mens action created a hostile work environment. Register to View AnswerPage: 283 LO: 2 Difficulty: Hard AACSB: 3 BT: Application Rationale: In the hostile environment type of sexual harassment, the person being sexually harassed doesnt risk economic harm, but experiences an offensive or intimidating work environment. 28. Recruitment is the process of locating and attracting qualified applications for jobs open in the organization. Register to View AnswerPage: 284 LO: 3 Difficulty: Easy AACSB: 3 BT: Knowledge Kinicki/Williams, Management: A Practical Introduction, 4e Copyright 2009, The McGraw-Hill Companies 10 Chapter 9 Human Resource Management: Getting the Right People for Managerial Success 29. Job posting is a type of internal recruiting. Register to View AnswerPage: 284 LO: 3 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: Internal recruiting means making people already employed by he organization aware of job openings. Job posting, a type of internal recruiting is placing information about job vacancies and qualifications on bulletin boards, in newsletters, and on the organizations intranet. 30. Notices of job openings placed in newspapers and through employment agencies are examples of ways to externally recruit. Register to View AnswerPage: 284 LO: 3 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: External recruiting means attracting job applicants from outside the organization. Notices of job vacancies are placed through newspapers, employment agencies, and the like. 31. In general, the most effective source of good candidates is employee referrals. Register to View AnswerPage: 285 LO: 3 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: In general, the most effective sources are employee referrals because, to protect their own reputations, employees are fairly careful about whom they recommend, and they know the qualifications of both the job and the prospective employee. 32. A job description gives a candidate a picture of both positive and negative features of the job and the organization before he or she is hired. Register to View AnswerPage: 285 LO: 3 Difficulty: Easy AACSB: 3 BT: Knowledge 33. An advantage of internal recruiting is that applicants may have specialized knowledge and experience. Register to View AnswerPage: 285; Table 9.3 LO: 3 AACSB: 3 BT: Comprehension Rationale: This is an advantage of external recruiting. 34. The selection process is an exercise in prediction. Register to View AnswerPage: 286 LO: 3 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: The selection process is the screening of job applicants to hire the best candidate. Essentially this becomes an exercise in prediction: how well will the candidate perform the job and how long will he or she stay? Difficulty: Moderate Kinicki/Williams, Management: A Practical Introduction, 4e Copyright 2009, The McGraw-Hill Companies 11 Chapter 9 Human Resource Management: Getting the Right People for Managerial Success 35. References are an effective way to obtain reliable information about a perspective job candidate. Register to View AnswerPage: 286 LO: 3 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: References are a problem. Many employers dont give honest assessment of former employees, for two reasons: (1) They fear that if they say anything negative, they can be sued by the former employee. (2) They fear if they say anything positive, and the job candidate doesnt pan out, they can be sued by the new employer. 36. Unstructured interviews are more accurate than structured interviews in identifying an applicants job-related personality traits. Register to View AnswerPage: 287 LO: 3 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: Compared with the structured interview method, the unstructured interview has been found to provide a more accurate assessment of an applicants jobrelated personality traits. 37. The structured interview involves asking each applicant the same questions and comparing their responses to a standardized set of answers. Register to View AnswerPage: 288 LO: 3 Difficulty: Easy AACSB: 3 BT: Knowledge 38. In the situational interview a typical question may likely be What would you do if you saw two of your people arguing loudly in the work area? Register to View AnswerPage: 288-289 LO: 3 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: In the situational interview, the interviewer focuses on hypothetical situations. An example given in the text is What would you do if you saw two of your people arguing loudly in the work area? 39. In a behavioral-description interview, the interviewer explores what applicants have actually done in the past. Register to View AnswerPage: 289 LO: 3 Difficulty: Easy AACSB: 3 BT: Knowledge 40. Managers should use personality tests in selecting new employees, because they are often a valid measure of how well the employee will perform in the job. Register to View AnswerPage: 289 LO: 3 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: Personality tests should be used with caution because of the difficulty of measuring personality characteristics and of making a legal defense if the results are challenged. Kinicki/Williams, Management: A Practical Introduction, 4e Copyright 2009, The McGraw-Hill Companies 12 Chapter 9 Human Resource Management: Getting the Right People for Managerial Success 41. Application forms, interviews, and educational and experience requirements are now legally considered tests. Register to View AnswerPage: 289 LO: 3 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: Employment tests are legally considered to consist of any procedure used in the employment selection decision process. Thus, even application forms, interviews, and educational and experience requirements are now considered tests. 42. The reliability and validity of employment testing techniques are two legal considerations. Register to View AnswerPage: 290 LO: 3 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: With any kind of test two important legal considerations are the tests reliability and validity. 43. The primary purpose of an employee orientation is to teach the person job skills. Register to View AnswerPage: 291 LO: 4 Difficulty: Easy AACSB: 3 BT: Knowledge 44. Defining the organizations work rules and employee benefits are considered to be an integral part of employee orientation. Register to View AnswerPage: 292 LO: 4 Difficulty: Easy AACSB: 3 BT: Knowledge 45. HR professionals distinguish between training and development. Register to View AnswerPage: 292 LO: 4 Difficulty: Easy 46. The third step in the training process is implementation. Register to View AnswerPage: 292 LO: 4 Difficulty: Easy AACSB: 3 BT: Knowledge AACSB: 3 BT: Knowledge 47. Performance management is the method used to remove a person from the organization due to poor job performance. Register to View AnswerPage: 294 LO: 5 Difficulty: Easy AACSB: 3 BT: Knowledge 48. When doing a performance appraisal the manager will provide the subordinate with feedback. Register to View AnswerPage: 294 LO: 5 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: Performance appraisal consists of (1) assessing an employees performance and (2) providing him or her with feedback. Kinicki/Williams, Management: A Practical Introduction, 4e Copyright 2009, The McGraw-Hill Companies 13 Chapter 9 Human Resource Management: Getting the Right People for Managerial Success 49. Objective appraisals are the same thing as results appraisals. Register to View AnswerPage: 294 LO: 5 Difficulty: Easy AACSB: 3 BT: Knowledge 50. Objective appraisals are legally harder to challenge than subjective appraisals. Register to View AnswerPage: 295 LO: 5 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: Not being as subject to personal bias, objective appraisals are harder for employees to challenge on legal grounds, such as for age, gender, or racial discrimination. 51. A manager using a BARS evaluates such attributes as subordinates' attendance. Register to View AnswerPage: 295 LO: 5 Difficulty: Easy AACSB: 3 BT: Knowledge 52. Trait appraisals are of questionable validity because evaluators' personal biases can affect ratings. Register to View AnswerPage: 295 LO: 5 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: Trait evaluations may be easy to create and use, but their validity is questionable because the evaluators personal bias can affect the ratings. 53. The type of feedback in which employees are appraised by their managerial superiors is also called 180-degree feedback. Register to View AnswerPage: 296 LO: 5 Difficulty: Easy AACSB: 3 BT: Knowledge 54. Another name for forced ranking performance review systems is rank and yank. Register to View AnswerPage: 297 LO: 5 Difficulty: Easy AACSB: 3 BT: Knowledge 55. In giving negative feedback to an employee, a manager should be very general and understate the feedback to avoid hurting the employee's feelings. Register to View AnswerPage: 297; Table 9.4 LO: 5 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: The typical appraisal is often three pages long and filled with vague, uncommunicative language and is useless to ensure that improvement happens. Bossidy recommends an appraisal take up half a page and cover just three topics: what the boss likes about your performance, what you can improve, and how you and your boss are going to make sure that improvement happens. Kinicki/Williams, Management: A Practical Introduction, 4e Copyright 2009, The McGraw-Hill Companies 14 Chapter 9 Human Resource Management: Getting the Right People for Managerial Success 56. Informal appraisals are conducted at specific times throughout the year and are based on performance measures that have been established in advance. Register to View AnswerPage: 297 LO: 5 Difficulty: Easy 57. Compensation includes wages, incentives, and benefits. Register to View AnswerPage: 298 LO: 6 Difficulty: Easy AACSB: 3 BT: Knowledge AACSB: 3 BT: Knowledge 58. Base pay is often determined by what competitors are paying. Register to View AnswerPage: 298 LO: 6 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: The basic compensation is determined by all kinds of economic factors: the prevailing pay levels in a particular industry and location, what competitors are paying, whether the jobs are unionized, if the jobs are hazardous, what the individuals level is in the organization, and how much experience he or she has. 59. A profit-sharing plan is one type of benefit. Register to View AnswerPage: 298 LO: 6 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: A profit-sharing plan is a type of incentive, used to attract and retain top performers 60. Benefits are additional nonmonetary forms of compensation designed to enrich the lives of all employees in the organization, which are paid all or in part by the organization. Register to View AnswerPage: 299 LO: 6 Difficulty: Easy AACSB: 3 BT: Knowledge 61. If managers regularly communicate with employees about the incentive pay plan, the organization is more likely to meet their goals. Register to View AnswerPage: 299 LO: 6 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: Eighty-nine percent of companies that regularly communicated with their employees said their incentive plans met their goals, compared with only 57% of companies that did not discuss them with their employees. 62. An essential key to a successful incentive-pay plan is its simplicity (easy to communicate and understand). Register to View AnswerPage: 299 LO: 6 Difficulty: Easy AACSB: 3 BT: Knowledge Kinicki/Williams, Management: A Practical Introduction, 4e Copyright 2009, The McGraw-Hill Companies 15 Chapter 9 Human Resource Management: Getting the Right People for Managerial Success 63. The difference between a promotion and a transfer is that the promoted employee moves to a different job with similar responsibility, while the transferred employee moves to a higherlevel position. Register to View AnswerPage: 300 LO: 7 Difficulty: Easy AACSB: 3 BT: Knowledge 64. An employee cannot be dismissed for cause for sloppy work habits. Register to View AnswerPage: 301 LO: 7 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: A person can be dismissed permanently for cause: absenteeism, sloppy work habits, failure to perform satisfactorily, breaking the law, and the like. Multiple Choice Questions 65. Which of the following is a positive way to stand out in a new job? A) get to know some people and listen to what they have to say B) be aware of the power of first impressions C) make it easy for others to give you feedback D) overdeliver E) All of the above are positive ways to stand out in a new job. Register to View AnswerPage: 275 LO: 1 Difficulty: Easy AACSB: 3 BT: Knowledge 66. The activities managers perform to plan for, attract, develop and retain an effective workforce are called A) strategic planning. B) contingency planning. C) job analysis. D) human resource management. E) performance appraisal. Register to View AnswerPage: 275 LO: 1 Difficulty: Easy AACSB: 3 BT: Knowledge 67. Which of the following is a part of the strategic human resource management process? A) plan financial resources needed B) perform appraisals of people C) dismiss low performers D) identify social capital E) investigate competitive job positions Register to View AnswerPage: 277 LO: 1 Difficulty: Easy AACSB: 3 BT: Knowledge Kinicki/Williams, Management: A Practical Introduction, 4e Copyright 2009, The McGraw-Hill Companies 16 Chapter 9 Human Resource Management: Getting the Right People for Managerial Success 68. What is the fifth step in the strategic human resource management process? A) plan human resources needed B) perform appraisals of people C) recruit and select people D) identify social capital E) orient, train and develop people Register to View AnswerPage: 277 LO: 1 Difficulty: Easy AACSB: 3 BT: Knowledge 69. The economic or productive potential of employee knowledge and actions is called A) economic capital. B) social capital. C) potential capital. D) productive capital. E) human capital. Register to View AnswerPage: 277 LO: 1 Difficulty: Easy AACSB: 3 BT: Knowledge 70. The economic or productive potential of strong, trusting, and cooperative relationships is called A) economic capital. B) social capital. C) potential capital. D) productive capital. E) human capital. Register to View AnswerPage: 277 LO: 1 Difficulty: Easy AACSB: 3 BT: Knowledge 71. The purpose of the strategic human resource process is to A) establish the organizations vision. B) establish the grand strategy. C) formulate the strategic plans. D) plan the human resources needed. E) get optimal work performance to help realize companys mission and vision. Register to View AnswerPage: 277 LO: 1 Difficulty: Easy AACSB: 3 BT: Knowledge Kinicki/Williams, Management: A Practical Introduction, 4e Copyright 2009, The McGraw-Hill Companies 17 Chapter 9 Human Resource Management: Getting the Right People for Managerial Success 72. The process of determining the basic elements of a job by observation and analysis is called job A) posting. B) specification. C) description. D) analysis. E) rotation. Register to View AnswerPage: 278 LO: 1 Difficulty: Easy AACSB: 3 BT: Knowledge 73. A __________ describes the minimum qualifications a person must have to perform the job successfully. A) realistic job preview B) job specification C) job description D) BARS E) performance appraisal Register to View AnswerPage: 278 LO: 1 Difficulty: Easy AACSB: 3 BT: Knowledge 74. Joe, a human resources specialist for Jersey Office Supplies Co., rides along with the furniture delivery people to observe the problems they were encountering and what activities they were required to perform. Joe was performing a A) personality test. B) performance appraisal. C) BARS. D) job analysis. E) job rotation. Register to View AnswerPage: 278 LO: 1 Difficulty: Hard AACSB: 3 BT: Application Rationale: The purpose of job analysis is to determine, by observation and analysis, the basic elements of a job. Joe rode with the delivery people to observe and analyze the basic elements of their job. Kinicki/Williams, Management: A Practical Introduction, 4e Copyright 2009, The McGraw-Hill Companies 18 Chapter 9 Human Resource Management: Getting the Right People for Managerial Success 75. In considering the staffing an organization might need in the future, human resource managers should A) assume that the future will basically be the same as the past. B) assume that there will be radical changes in the supply of labor and the nature of the organization's jobs. C) project the organization's vision and strategy and staff based on that possibility. D) hire 10% more people than were needed last year to cover possible growth. E) hire 10% fewer people than last year because of possible lower turnover. Register to View AnswerPage: 279 LO: 1 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: The manager should assume the organization will change. Thus, he or she needs to understand the organizations vision and strategic plan so that the proper people can be hired to meet the future strategies and work. 76. A report listing your organizations employees by name, education, training, languages, and other important information is called a(n) A) human resource inventory. B) labor inventory. C) skills inventory. D) organization skills inventory. E) employee inventory. Register to View AnswerPage: 279 LO: 1 Difficulty: Easy AACSB: 3 BT: Knowledge 77. Legislation passed in 1935, the __________ Act, resulted in the National Labor Relations Board. A) Wagner B) Social Security C) Taft-Hartley D) Occupational Safety and Health E) Civil Rights Register to View AnswerPage: 280 LO: 2 Difficulty: Easy AACSB: 3 BT: Knowledge 78. Which piece of legislation established the U.S. retirement system? A) Wagner Act B) Social Security Act C) Taft-Hartley Act D) Occupational Safety and Health Act E) Civil Rights Act Register to View AnswerPage: 280 LO: 2 Difficulty: Easy AACSB: 3 BT: Knowledge Kinicki/Williams, Management: A Practical Introduction, 4e Copyright 2009, The McGraw-Hill Companies 19 Chapter 9 Human Resource Management: Getting the Right People for Managerial Success 79. The __________ Act allows the President of the United States to prevent or end a strike that threatens national security. A) Wagner B) Social Security C) Taft-Hartley D) Occupational Safety and Health E) Civil Rights Register to View AnswerPage: 280 LO: 2 Difficulty: Easy AACSB: 3 BT: Knowledge 80. Which of the following employees protects who raise accusations of fraud to a federal agency? A) Civil Rights Act B) COBRA C) Immigration Reform & Control Act D) ERISA E) Sarbanes-Oxley Act Register to View AnswerPage: 281 LO: 2 Difficulty: Easy AACSB: 3 BT: Knowledge 81. The law that requires an extension of health insurance benefits after termination is the A) Wagner Act B) Social Security Act C) Consolidated Omnibus Budget Reconciliation Act (COBRA) D) Occupational Safety and Health Act E) Civil Rights Act Register to View AnswerPage: 281 LO: 2 Difficulty: Easy AACSB: 3 BT: Knowledge 82. Which of the following laws/regulations is related to labor relations? A) Privacy Act B) ERISA C) HIPPA D) COBRA E) ADEA Register to View AnswerPage: 281 LO: 2 Difficulty: Moderate AACSB: 3 BT: Knowledge Kinicki/Williams, Management: A Practical Introduction, 4e Copyright 2009, The McGraw-Hill Companies 20 Chapter 9 Human Resource Management: Getting the Right People for Managerial Success 83. Which of the following laws/regulations is related to equal employment opportunity? A) Civil Rights Act, Title VII B) Family and Medical Leave Act C) Privacy Act D) HIPPA E) ERISA Register to View AnswerPage: 281 LO: 2 Difficulty: Moderate AACSB: 3 BT: Knowledge 84. Which of the following permits suits against employers for punitive damages in cases of intentional discrimination? A) Civil Rights Act B) COBRA C) Immigration Reform & Control Act D) ERISA E) Sarbanes-Oxley Act Register to View AnswerPage: 281 LO: 2 Difficulty: Moderate AACSB: 3 BT: Knowledge 85. __________ occur(s) when people are hired or promotedor denied hiring or promotion for reasons not relevant to the job. A) Affirmative action B) Discrimination C) Hiring quotas D) Quid pro quo E) Environmental attention Register to View AnswerPage: 282 LO: 2 Difficulty: Easy AACSB: 3 BT: Knowledge 86. Which of the following statements about sexual harassment is true? A) A hostile work environment also brings with it tangible economic injury. B) Quid pro quo suggests that the person to whom the unwanted sexual attention is directed is put in the position of jeopardizing being hired for a job unless he or she implicitly or explicitly acquiesces. C) Uninvited touching, hugging or patting someone is not considered sexual harassment. D) Sexual harassment is only considered such if done by a member of the opposite sex. E) The organization can never be sued for sexual harassment. Register to View AnswerPage: 283 LO: 2 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: Choice B is the definition of quid pro quo. Kinicki/Williams, Management: A Practical Introduction, 4e Copyright 2009, The McGraw-Hill Companies 21 Chapter 9 Human Resource Management: Getting the Right People for Managerial Success 87. The process of locating and attracting qualified applicants for jobs open in the organization is called A) selection. B) hiring. C) recruiting. D) job posting. E) interviewing. Register to View AnswerPage: 284 LO: 3 Difficulty: Easy AACSB: 3 BT: Knowledge 88. Placing information about job vacancies and qualifications in places in the organization where employees can see them such as bulletin boards is called A) job analysis. B) realistic job previewing. C) BARS. D) recruiting. E) job posting. Register to View AnswerPage: 284 LO: 3 Difficulty: Easy AACSB: 3 BT: Knowledge 89. Which of the following external recruiting methods works best? A) private employment agencies B) employee referrals C) newspaper ads D) college recruiters E) unions Register to View AnswerPage: 285 LO: 3 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: In general, the most effective sources are employee referrals because, to protect their own reputations, employees are fairly careful about whom they recommend, and they know the qualifications of both the job and the prospective employee. Kinicki/Williams, Management: A Practical Introduction, 4e Copyright 2009, The McGraw-Hill Companies 22 Chapter 9 Human Resource Management: Getting the Right People for Managerial Success 90. Mel scheduled a special interview with Kasha before Kasha was hired, in which Mel painted a picture of both the positive and negative features of the job. Mel was performing a A) structured interview. B) unstructured interview. C) BARS. D) performance appraisal. E) realistic job preview. Register to View AnswerPage: 285 LO: 3 Difficulty: Hard AACSB: 3 BT: Application Mels approach is a realistic job preview, which gives a candidate a picture of both positive and negative features of the job and the organization before he or she is hired. 91. Which of the following statements about background information is true? A) The most prevalent distortion in a resume is lying about education. B) People sometimes attempt to cover gaps in employment history. C) People lie about their ages in their application information. D) Many employers dont give honest assessments of former employees. E) All of the above statements are true. Register to View AnswerPage: 286 LO: 3 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: All of the choices given are true according to the text. 92. The type of interview that is most likely to cause managers problems because of its potential for bias and questionable legality is the A) realistic job preview. B) unstructured interview. C) situational interview. D) behavioral description interview. E) performance interview. Register to View AnswerPage: 287 LO: 3 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: The unstructured interview is susceptible to legal attack because some questions may infringe on non-job-related matters such as privacy, diversity, or disability. Kinicki/Williams, Management: A Practical Introduction, 4e Copyright 2009, The McGraw-Hill Companies 23 Chapter 9 Human Resource Management: Getting the Right People for Managerial Success 93. Which of the following is something a manager should do during the interview process? A) Ignore the resume; that way, the manager is not biased for or against a candidate. B) Ask questions spontaneously to get the most straightforward answers from the candidate. C) Ask about the candidates family to show interest. D) After the interview write a short report making a quantitative score of the candidates qualifications. E) If the first interview is successful, there will be no need to check the candidates references before the second interview. Register to View AnswerPage: 288 LO: 3 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: After the interview write a short report making some sort of quantitative score of the candidates qualifications. Indicate your reasons for your decision. 94. Monica asks Tasha, in a job interview, Tell me about a time when you were able to deal with conflict in your work. Monica is conducting a(n) A) realistic job preview. B) performance interview. C) situational interview. D) behavioral description interview. E) unstructured interview. Register to View AnswerPage: 289 LO: 3 Difficulty: Hard AACSB: 3 BT: Application Rationale: When conducting a situational interview the interviewer focuses on hypothetical situations. In this case Monica asked to be told about a time when the interviewee dealt with conflict in her work. 95. Which of the following is considered, legally, to be an employment test? A) personality tests B) interviews C) application forms D) checking experience requirements E) All of the above are legally considered employment tests. Register to View AnswerPage: 289 LO: 3 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: Employment tests are legally considered to consist of any procedure used in the employment selection decision process. Thus, even application forms, interviews, and educational and experience requirements are now considered tests. Kinicki/Williams, Management: A Practical Introduction, 4e Copyright 2009, The McGraw-Hill Companies 24 Chapter 9 Human Resource Management: Getting the Right People for Managerial Success 96. The Myers-Briggs Type Indicator is considered a __________ test. A) job routine B) performance C) personality D) validity E) reliability Register to View AnswerPage: 289 LO: 3 Difficulty: Easy AACSB: 3 BT: Knowledge 97. A test that measures what it claims to measure and is free of bias is said to be A) legal. B) reliable. C) valid. D) significant. E) structured. Register to View AnswerPage: 290 LO: 3 Difficulty: Easy AACSB: 3 BT: Knowledge 98. __________ refers to educating __________ employees in how to better do their current jobs. A) Training; technical and operational B) Training; managerial and professional C) Development; technical and operational D) Development; managerial and professional E) Orientation; seasoned Register to View AnswerPage: 292 LO: 4 Difficulty: Easy AACSB: 3 BT: Knowledge 99. __________ refers to educating __________ employees in skills needed to do their jobs in the future. A) Training; technical and operational B) Training; managerial and professional C) Development; technical and operational D) Development; managerial and professional E) Orientation; seasoned Register to View AnswerPage: 292 LO: 4 Difficulty: Easy AACSB: 3 BT: Knowledge Kinicki/Williams, Management: A Practical Introduction, 4e Copyright 2009, The McGraw-Hill Companies 25 Chapter 9 Human Resource Management: Getting the Right People for Managerial Success 100. Which of the following methods is effective in helping people learn facts such as work rules? A) lectures B) role plays C) practice work D) discussion E) coaching Register to View AnswerPage: 293 LO: 4 Difficulty: Easy AACSB: 3 BT: Knowledge 101. Arifeen is designing a training class that is aimed at improving teamwork among people on task forces. What method should he choose? A) lectures B) role plays C) workbooks D) videotapes E) computer-aided training Register to View AnswerPage: 293 LO: 4 Difficulty: Hard AACSB: 3 BT: Application Rationale: Teamwork involves skills, not facts, and is thus matched appropriately with an experiential method such as role-plays. 102. Which of the following is an on-the-job training method? A) role playing B) videotapes C) classroom programs D) planned work activities E) computer-assisted instruction Register to View AnswerPage: 293 LO: 4 Difficulty: Easy AACSB: 3 BT: Knowledge 103. Which of the following is a form of off-the-job training? A) planned work activities B) classroom instruction C) training positions D) job rotation E) coaching Register to View AnswerPage: 293 LO: 4 Difficulty: Easy AACSB: 3 BT: Knowledge Kinicki/Williams, Management: A Practical Introduction, 4e Copyright 2009, The McGraw-Hill Companies 26 Chapter 9 Human Resource Management: Getting the Right People for Managerial Success 104. MBO is consistent with a(n) __________ performance appraisal. A) subjective B) trait C) BARS D) results E) behavioral Register to View AnswerPage: 294-295 LO: 5 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: MBO is an objective approach that assesses specific results. Objective appraisals are based on facts and are often numerical thus MBO is consistent with this type of appraisal. 105. Performance appraisal consists of A) informal and formal feedback. B) setting standards and monitoring performance. C) assessing performance and providing feedback. D) motivating and counseling. E) monitoring and motivating. Register to View AnswerPage: 294 LO: 5 Difficulty: Easy AACSB: 3 BT: Knowledge 106. Lupe is conducting a performance appraisal on Martin. The form her company uses asks her to list the objectives that she and Martin agreed to last year, and indicate how well Martin met each objective. Lupe's company is using a(n) ________ system of performance appraisal. A) objective B) BARS C) trait D) informal E) 360-degree Register to View AnswerPage: 294 LO: 5 Difficulty: Hard AACSB: 3 BT: Application Rationale: Lupe and Martin are engaging in the MBO process, a type of objective appraisal. Kinicki/Williams, Management: A Practical Introduction, 4e Copyright 2009, The McGraw-Hill Companies 27 Chapter 9 Human Resource Management: Getting the Right People for Managerial Success 107. The type of performance appraisal that focuses on attitudes, initiatives, and leadership is a(n) __________ appraisal. A) objective B) trait C) BARS D) MBO E) 360-degree Register to View AnswerPage: 295 LO: 5 Difficulty: Easy AACSB: 3 BT: Knowledge 108. The type of performance appraisal that judges attributes like being on time for work is a(n) ____________. appraisal A) results. B) objective. C) trait. D) BARS. E) MBO. Register to View AnswerPage: 295 LO: 5 Difficulty: Easy AACSB: 3 BT: Knowledge 109. Matilde is conducting a performance appraisal on Wayne, one of her subordinates. The company's performance appraisal form asks her to rate Wayne's performance on ability as a leader on a scale from 1 to 5. Matilde's company has a(n) _________ appraisal system. A) results B) objective C) trait D) BARS E) MBO Register to View AnswerPage: 295 LO: 5 Difficulty: Hard AACSB: 3 BT: Application Rationale: Trait appraisals are ratings of such subjective attributes as attitude, initiative, and leadership. Kinicki/Williams, Management: A Practical Introduction, 4e Copyright 2009, The McGraw-Hill Companies 28 Chapter 9 Human Resource Management: Getting the Right People for Managerial Success 110. Jose is performing an appraisal of Rene, one of his subordinates. The company's performance appraisal form asks him to rate Rene's performance on teamwork on a scale ranging from, Always meets his commitments to fellow team members and is always ready to help them when needed, to Consistently late in meeting commitments to team members and rarely does more than required. Jose's company has a(n) _________ system of performance appraisal. A) results B) objective C) trait D) BARS E) MBO Register to View AnswerPage: 295 LO: 5 Difficulty: Hard AACSB: 3 BT: Application\ Rationale: BARS is a rating scale which rates employee gradations in performance according to scales of specific behaviors as given in the question. 111. The type of appraisal system that is least likely to be valid is the _________ system. A) objective B) results C) trait D) BARS E) MBO Register to View AnswerPage: 295 LO: 5 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: Trait evaluations may be easy to create and use, but their validity is questionable because the evaluators personal bias can affect the ratings. 112. Most performance appraisals are done by A) managers. B) peers. C) subordinates. D) self. E) clients. Register to View AnswerPage: 295 LO: 5 Difficulty: Easy AACSB: 3 BT: Knowledge Kinicki/Williams, Management: A Practical Introduction, 4e Copyright 2009, The McGraw-Hill Companies 29 Chapter 9 Human Resource Management: Getting the Right People for Managerial Success 113. A feedback technique in which a manager is appraised by his boss, peers, subordinates, and possibly clients is called a A) MBO appraisal. B) trait appraisal. C) BARS appraisal. D) 360-degree appraisal. E) results appraisal. Register to View AnswerPage: 296 LO: 5 Difficulty: Easy AACSB: 3 BT: Knowledge 114. In giving feedback to a subordinate, a manager should A) communicate her general impression of the subordinate. B) avoid giving negative feedback. C) deliver feedback through a one-way communication process . D) save giving feedback for annual or semi-annual formal appraisals. E) keep diaries about specific incidents of subordinates' performance. Register to View AnswerPage: 297 LO: 5 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: Managers are sometimes advised to keep diaries about specific incidents so they wont have to rely on their memories (and so that their evaluations will be more lawsuit-resistant). Facts should always be used rather than impressions. 115. Which of the following is the best statement of feedback? A) You're always late to work. B) You seem to be less motivated in your work lately. C) Your last report contained seven errors. D) You've got to figure out how to get along with Susie. E) You're typing that document wrong. Register to View AnswerPage: 297 LO: 5 Difficulty: Hard AACSB: 3 BT: Application Rationale: Feedback should be specific, and focus on the problem (not the person). 116. A manager's primary purpose in performance appraisal should be to A) fulfill the requirements of the management job. B) help the subordinate improve his performance. C) show that the manager knows more than the subordinate. D) make sure that the subordinate's behavior is tightly controlled. E) avoid legal problems, especially discrimination complaints. Register to View AnswerPage: 297 LO: 5 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: The whole point of performance appraisal is to stimulate better job performance. Kinicki/Williams, Management: A Practical Introduction, 4e Copyright 2009, The McGraw-Hill Companies 30 Chapter 9 Human Resource Management: Getting the Right People for Managerial Success 117. Which of the following is a type of compensation? A) wages B) incentives C) benefits D) salaries E) All of the above are types of compensation. Register to View AnswerPage: 298 LO: 6 Difficulty: Easy AACSB: 3 BT: Knowledge 118. Which of the following is an example of an employee benefit? A) commissions B) bonuses C) legal advice D) worker's compensation E) stock options Register to View AnswerPage: 299 LO: 6 Difficulty: Easy AACSB: 3 BT: Knowledge 119. On being hired, executives often negotiate generous severance packages that they receive if the company is bought. These are called: A) Quid pro quo B) Golden parachutes C) Maquiladoras D) BARS E) 360-dgreee paybacks Register to View AnswerPage: 299 LO: 6 Difficulty: Easy AACSB: 3 BT: Knowledge 120. Which of the following is a characteristic of a successful incentive pay plan? A) complex B) hard-to-discover goals C) easy-to-obtain goals D) plan that is consistent with the organizations existing goals E) little communication with employees about the incentive plan Register to View AnswerPage: 299 LO: 6 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: Five keys to a successful incentive-pay plan are: simplicity, clear goals, realistic goals, consistency with organizations present goals, and regular communication with employees. Kinicki/Williams, Management: A Practical Introduction, 4e Copyright 2009, The McGraw-Hill Companies 31 Chapter 9 Human Resource Management: Getting the Right People for Managerial Success 121. In managing subordinates under an incentive pay plan, a manager should A) regularly communicate with subordinates about the plan. B) set goals with subordinates, but then leave them alone to pursue those goals. C) change the plan frequently to continue to motivate subordinates. D) set stretch goals that are very difficult (perhaps impossible) to achieve. E) design complex plans that cover all contingencies. Register to View AnswerPage: 299 LO: 6 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: Managers should regularly communicate with employees about the incentive plan. People want a scorecard. 122. Which of the following is a reason why an employee may be transferred? A) her skills are needed in another part of the organization B) retain her interest and motivation by being presented with a new challenge C) personal differences with her present boss D) broaden her experience E) All of the above are good reasons to transfer an employee. Register to View AnswerPage: 301 LO: 7 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: There are four principal reasons why employees might be transferred: (1) to solve organizational problems by using their skills at another location; (2) to broaden their experience in being assigned to a different position; (3) to retain their interest and motivation by being presented with a new challenge; or (4) to solve some employee problems, such as personal differences with their bosses. 123. When we say that an employee has been dismissed for cause, we mean that A) he quit the job. B) the company is downsizing, and his job is permanently eliminated. C) he is being laid off. D) he is being fired for his job performance. E) he has the right to get his position back in the future. Register to View AnswerPage: 301 LO: 7 Difficulty: Easy AACSB: 3 BT: Knowledge 124. Which of the following is a reason to fire an employee for cause? A) The employee breaks the law. B) The employee has sloppy work habits. C) The employee has excessive absenteeism. D) The employee interacts poorly with customers E) All of the above are reasons to fire an employee for cause. Register to View AnswerPage: 301 LO: 7 Difficulty: Easy AACSB: 3 BT: Knowledge Kinicki/Williams, Management: A Practical Introduction, 4e Copyright 2009, The McGraw-Hill Companies 32 Chapter 9 Human Resource Management: Getting the Right People for Managerial Success 125. __________ means that anyone can be dismissed at any time for any reason at allor for no reason. A) Employment at will B) Capricious dismissal C) Quid pro quo D) Non-rational dismissal E) Holistic dismissal Register to View AnswerPage: 302 LO: 7 Difficulty: Easy AACSB: 3 BT: Knowledge 126. Which of the following is a good suggestion for handling a dismissal? A) Fire the person effective immediately, and have them escorted off the premises. B) Fire the person at the first sign of poor performance. C) Use the dismissed employee as an example to others to increase their productivity. D) Offer assistance to the dismissed employee in finding another job. E) Dont dismiss a poor-performing employee because they need your sympathy. Register to View AnswerPage: 302 LO: 7 Difficulty: Moderate AACSB: 3 BT: Comprehension Rationale: Knowledgeable employers offer assistance in finding another job. Bad treatment of departing employees can destroy the commitment of those who stay. Essay Questions 127. Explain what human resource management is, and explain the steps in the strategic human resource management process. Page: 276-277; Figure 9.1 LO: 1 BT: Comprehension Difficulty: Moderate AACSB: 3 Answer: HRM consists of the activities needed to plan for, attract, develop, and retain an effective workforce. The steps in the strategic HRM process are: *Based on the mission, grand strategy, and strategic plan, plan the human resources needed. *Recruit and select people *Orient, train, and develop people *Perform appraisals of people Kinicki/Williams, Management: A Practical Introduction, 4e Copyright 2009, The McGraw-Hill Companies 33 Chapter 9 Human Resource Management: Getting the Right People for Managerial Success 128. Explain the four major areas of human resource law and give one example of each. Page: 280-282 LO: 2 Answer: Human resource laws fall under four broad categories: (1) labor relations (The Wagner Act, The Taft-Hartley Act), (2) Compensation & benefits (The Social Security Act, Fair Labor Standards Act), (3) Health & safety (OSHA), (4) Equal employment opportunity (Title VII of the Civil Rights Act of 1964). The student may select examples for each area from table 9.1 as well. 129. Give the advantages and disadvantages of internal and external recruiting. Page: 285-Table 9.3 LO: 3 Difficulty: Moderate AACSB: 3 BT: Comprehension Difficulty: Moderate AACSB: 3 BT: Comprehension Answer: *Internal Recruiting: *Advantages: Greater motivation for existing employees Lower costs than advertising in newspapers, etc. Fewer risks, as candidates are already known *Disadvantages: Limits the pool of available talent May cause employees to become complacent Filling a job from inside merely shifts where a vacancy exists *External Recruiting: *Advantages: Potentially greater ability to obtain specialized knowledge and experience Fresh viewpoints *Disadvantages: More expensive and takes longer Higher risk, because candidates from outside are relatively less well known Kinicki/Williams, Management: A Practical Introduction, 4e Copyright 2009, The McGraw-Hill Companies 34 Chapter 9 Human Resource Management: Getting the Right People for Managerial Success 130. Describe the right way to conduct an interview. Give examples of questions you would ask. Page: 288 LO: 3 Difficulty: Hard AACSB: 3 BT: Application Answer: *Before the interview, define your needs and review resumes. Write out interview questions, and ask each candidate the same set of questions. Questions should test for candidates' relevant knowledge, handling of difficult situations, willingness to cope with the job's demands, and fit with the organization's culture. *The interview itself should be structured and should consist of situational or behavioral description questions. The interview should begin with a short warm-up period that establishes rapport and gives a first impression, followed by a long period asking the questions that tell the applicant's story, and finally a short closing period that sets up the next steps. 131. After an effective orientation, the employee should emerge with information about which three matters? Page: 292 LO: 4 Difficulty: Moderate AACSB: 3 BT: Comprehension Answer: The employee should understand (1) the job routine, (2) the organizations mission and operations, and (3) the organizations work rules and employee benefits. 132. Describe the different types of performance appraisals. Which is least valid, and why? What are the consequences of using invalid performance appraisals? Page: 294-295 LO: 5 Difficulty: Moderate AACSB: 3 BT: Comprehension Answer: The different types are: Objective (results); and subjective (trait and BARS). Trait appraisals are the least valid because they run a greater risk of bias by the rater. Invalid performance appraisals run the risk of greater legal challenge, and can also demotivate employees if they feel they are being treated unfairly. Kinicki/Williams, Management: A Practical Introduction, 4e Copyright 2009, The McGraw-Hill Companies 35 Chapter 9 Human Resource Management: Getting the Right People for Managerial Success 133. Describe the 360 degree feedback appraisal technique. Page: 296 LO: 5 Difficulty: Moderate AACSB: 3 BT: Comprehension Answer: In this technique, an employee chooses 6 12 people (boss, coworkers, subordinates, clients) who fill out anonymous forms about his performance. The employee goes over the results with his manager, and they develop a long-term plan for performance improvement. 134. Describe the characteristics of a successful incentive pay plan. Page: 299 LO: 6 Difficulty: Moderate AACSB: 3 BT: Comprehension Answer: An effective incentive pay plan has 5 characteristics: Simplicity; it can be explained clearly and quickly. Clear goals Realistic goals Consistency with present goals Regular communication about the plan (feedback) 135. Explain the three types of dismissals. Page: 301 LO: 7 Difficulty: Moderate AACSB: 3 BT: Comprehension Answer: Dismissals are of three sorts: Layoffs suggests that a person has been dismissed temporarily and may be recalled later when economic conditions improve. A downsizing is a permanent dismissal; there is no rehiring later. Firing means a person was dismissed permanently for cause such as absenteeism, sloppy work habits, failure to perform satisfactorily, breaking the law, and the like. Kinicki/Williams, Management: A Practical Introduction, 4e Copyright 2009, The McGraw-Hill Companies 36

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Bocknack CH 310M Spring 2010Please submit to the correct slot in the collection box outside WEL 2.212! Last Name: First Name:UTEID:Score:Graded Homework Assignment #13Deadline: 9:00 a.m., Friday, 4/2/10 LATE WORK WILL NOT BE ACCEPTED OR GRADED!This
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Graded Homework Assignment #13 Answer KeyDeadline: 9:00 a.m., Friday, 4/2/10 LATE WORK WILL NOT BE ACCEPTED OR GRADED!This assignment is worth a total of 40 raw points. In Questions 1 and 2, draw a lineangle structure that corresponds to the name given.
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CH 310M/318M (53195/53355) MWF 9:0010:00 a.m.Dr. Brian M. Bocknack Spring 2010End of Semester InformationFinal Exam Day/Time: W ednesday, 5/12/2010, 7:00 to 10:00 p.m. Final Exam Location: Room assignments are based on the first letter(s) of your last
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Bocknack CH 310M/318M Spring 2010Please submit to the correct slot in the collection box outside WEL 2.212! Last Name: First Name:UTEID:Score:Graded Homework Assignment #21Deadline: 9:00 a.m., Friday, 5/7/10 LATE WORK WILL NOT BE ACCEPTED OR GRADED!
University of Texas - CH - 310 M
Bocknack CH 310M Spring 2010 Graded HW#20 Assignment HandoutSubmission Deadline: 5:00 p.m., Tuesday, 5/4/10 Your answers to these multiple choice questions must be submitted online, using Blackboard! Please use the Graded HW#20 Submission Form, which you
University of Texas - CH - 310 M
Bocknack CH 310M Spring 2010Please submit to the correct slot in the collection box outside WEL 2.212! Last Name: First Name:UTEID:Score:Graded Homework Assignment #19Deadline: 9:00 a.m., Friday, 4/30/10 LATE WORK WILL NOT BE ACCEPTED OR GRADED!This
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