The HR department at Avondale Industries wants to improve their performance management process and be more transparent about how performance reviews...
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The HR department at Avondale Industries wants to improve their performance

management process and be more transparent about how performance reviews are tied to rewards (promotions, salary increases, bonuses, trainings, and so forth). One of the initial steps in this continuous improvement process was having the training and development office educate all employees on what constitutes high performance and how high performance would be recognized and rewarded in the company. Which of the following statements best explains how setting high-performance work standards and rewarding those who perform well benefits the company?

-Setting high performance work standards is essential if the company wants to improve its performance in the market and create value for its customers.
-When an employee knows what is expected, they are much more likely to be happy in their jobs and with their supervisors.
-Recognizing high performance and tying it to rewards and recognition has been proven to increase productivity and profitability, lower turnover, and improve the company's value.
-Knowing what high-performance expectations are helps the company identify those that are not meeting expectations, and the company can let them go if production declines



Four months ago, an outstanding salesperson was transferred from Avondale Industries' headquarters in Arizona to their avionics division in Brisbane, Australia, to help promote and sell a new product being released in the region. Previously, the salesperson had been a high performer, but shortly after arriving in Brisbane he began to miss quotas and became a problem employee. While he was still pleasant to be around, it was apparent he lacked the motivation he had previously exhibited in his job. His manager, who had recruited him to the job because of his previous success, was at a loss and requested help from HR. Which of the following advice might best help the sales manager improve the performance management process for this employee?

-The sales manager should have the employee identify obstacles, get his buy-in on setting goals, set up regular times for feedback, and understand how his contribution affects the firm.
-For the employee to improve in his performance, the sales manager needs to engage the services of a mediator who can act as a go-between to iron out their differences.
-The sales manager needs to motivate the employee. Giving him more work might make him feel more valued and trusted as a contributor to the department.
-The sales manager needs to have a heart-to-heart talk with the employee, explain that his behavior is not acceptable, that changes must be made, or he will have to return to the US.



The quality assurance (QA) office at Avondale Industries' site in Atlanta, GA, routinely outperforms the other QA offices in the company, and employees there almost always receive the highest performance evaluations. When researching what was being done in hopes the success could be replicated in other QA offices, the HR department found that the QA manager in Atlanta knew what was going on in her department, gave timely feedback to her employees, and coached them through problems that arose. The supervisor also collaborated with the employees to set goals, identify new skills to learn, and set realistic but challenging job expectations. Why would these activities make such a difference in employees' performance?

-A supervisor who is well liked by employees is more likely to have employees who are willing to follow their example and leadership.
-Employees who are satisfied with their jobs and feel that they have access to opportunities for growth are more likely to help their fellow employees.
-A supervisor who is aware of employees' goals, coaches them, and involves them helps employees be more committed, motivated, and productive.
-Employees who are productive and feel that they are contributing to the company tend to worry less and have a more positive outlook on doing their jobs.

Avondale Industries' training and development office assigned one of its trainers to develop a program to train recruiters for its site in Long Beach, California, the second-largest site in the avionics division of the company with over 7,000 employees. The trainer developed an innovative program that combined in-person training with an impressive e-learning component. The e-learning component was found to be highly transferable from one area of training to another, and the employee received a company award for innovation. After successfully using the training program for more than a year, the trainer was approached by an online e-learning company to develop a training course utilizing the e-learning component. The offer was lucrative, and the trainer would receive royalties for the course, which was to be sold to companies developing their own training programs. The trainer signed a contract but was then notified by Avondale's legal department that she could not use the e-learning program she developed. Which of the following statements best explains the reason why the legal department could shut down the trainer's deal with the online e-learning company?

-The trainer created the training program as part of a work assignment, and the copyright belongs to the employer, not the employee. Therefore, the legal department could stop the deal.
-The trainer should have signed a deal with the company to retain the copyright in the first place. Since that was not done, the legal department could stop the deal.
-The trainer should have gotten approval from her office to use the program even though she felt because it was her creation, she owned the copyright and did not need approval.
-The legal department could stop the deal because the trainer did not include the company in the contract negotiations.

Avondale Industries' avionics division in Hong Kong has recently started producing defective products. Upon investigation, it was discovered that employees have been skipping steps to increase output, and the resulting products are inferior in quality. Which statement best explains why this might have happened?

-a. Maintenance of the machines on the production line were neglected because of a significant increase in product sales, resulting in ramped up production needs.
-a. A new manager was hired who did not listen to the employees or value their opinions. Therefore, the employees' interest in their work diminished.
-a. A new performance measurement was implemented that rewarded employees for the number of products without reducing the count by those products that were defective.
-a. Expectations for quality work were not reviewed with employees on a routine basis, thus allowing the employees to slack off in their performance.

An African American employee at Avondale Industries' site in Houston, TX, was passed over for a training program that prepared employees for promotion opportunities in the unmanned vehicles division. The reason for not including her, even though she was an outstanding employee, was that she was a single mother who needed to spend time with her two children and could not put in the necessary study time required for the training. The woman filed a charge of discrimination against the company through Texas' Fair Employment Practices Agency (FEPA), and, as a first step, both parties were contacted to see if they were interested in mediation. The company was very interested, as was the employee, and mediation talks were scheduled. Why is it in the best interest of the company to participate in mediation in this case?

-Mediation would allow the company and the employee to communicate more effectively and in a non-adversarial manner, thus maintaining a better work environment.
-Participating in mediation would demonstrate that the company understands that under the law, all employees should have an equal opportunity for promotion and advancement.
-Participating in mediation would allow the company to explain that concern for the employee and her family was the impetus behind her not being selected for the training.
-Participating in mediation would help the company's reputation so that other employees do not become concerned about discrimination on the part of the company.

The managers at Avondale Industries' production sites have been asked to keep a monthly electronic performance journal for each direct report. The journals are to be used in the six-month performance appraisals. Many of the managers have balked at the request saying that entering data into the journals takes too much time. The HR department feels that training on how to effectively manage the process would be helpful and has assigned the training and development office the task of developing an online training to help the supervisors become more proficient with this task. Which of the following statements best explains why it is important for the supervisors to keep the journals as requested?

-Keeping a journal will help supervisors be more accurate in their recall of employee performance and more effective in giving feedback.
-Ensuring supervisors keep a journal will protect them and the company in case there is ever an accusation of favoritism and bias.
-Keeping a journal will provide documentation and justification on an employee's behavior in the event their employment must be terminated.
-An employee is more likely to listen to and respect a supervisor who shows enough interest in them to monitor their performance.



Avondale Industries' training and development office was asked to coach one of the supervisors in the wheel and brake division in the Dallas-Fort Worth site. One of the supervisor's employees was late to work at least once a week, which affected the productivity of the rest of the team. It had come to the attention of HR that the supervisor had really come down hard on the employee during the last performance appraisal about his tardiness. The conversation became quite heated, and the supervisor told him he was tired of him being late, lazy, and inconsiderate and that he'd better get his act together and do better. When the supervisor was confronted about how he had talked to the employee, he said he was just trying to get him to recognize how his actions affected everyone else on the team. How can the supervisor be helped to talk with his employee more effectively about being late as well as other areas in need of improvement?

-The supervisor needs to be trained on how to talk to employees in order for the company to be protected against potential lawsuits.
-The supervisor needs to be coached on how to remove personality from the equation and focus on behaviors and outcomes that can be fixed.
-The supervisor needs coaching on how to have conversations that are supportive and not confrontational.
-The supervisor needs to learn how to communicate more calmly and effectively but be ready to start disciplinary actions if the employee keeps being tardy.

The employees at Avondale Industries' IT department in Brisbane, Australia, have adopted a casual dress code in their office, which mostly means they wear shorts, t-shirts, and sandals. This has caused a conflict, however, when an IT employee needs to work on a computer that is located on the production line. The production supervisors told the IT department employees that it is company policy that they wear long trousers, long-sleeve shirts that are tucked in, and closed-toe shoes if they come on the shop floor. The IT employees responded that the computers on the production line can just not be fixed, then, and the issue was elevated to the HR department. The IT department supervisor and the shift production supervisors were called to the HR office to try to resolve the situation. Which of the following explanations will best explain to the IT supervisor why he should support and enforce the dress code when his people are on the shop floor?

-The dress code was established for the protection of employees who work around dangerous equipment.
-The dress code was established many years ago, and all employees should comply so there is consistency in following the policy.
-Following the dress code will demonstrate to the employees on the shop floor that the IT employees respect and value their work.
-The IT supervisor needs to support production's dress code requirements to avoid awkwardness when his employees are on the shop floor



Within a month of transferring from Avondale Industries' wheel and brake division in Atlanta, GA, to the Long Beach, CA, wheel and brake site, a supervisor encountered an issue with an employee that required disciplinary action and contacted the HR department to document the start of the process. He was surprised to learn that he could not just set a meeting with the employee to talk about the issue because in California, unlike Georgia, the employees were represented by a union. What is the best reason for the supervisor to involve HR in this disciplinary issue?

-HR can help the supervisor understand that because it is expensive to hire new employees the goal is to retain the employee and provide constructive criticism.
-The supervisor should involve HR in the disciplinary action so that responsibility for the discipline does not rest on his shoulders. Thus, he is protected should there be problems.
-As the supervisor was new to the area, it is a good idea for him to let other people take care of a situation that might get out of hand.
-Because the supervisor had never worked in a union shop, the HR office can provide expertise and training on the steps to take as outlined in the collective bargaining agreement.



The HR department at Avondale Industries has recently revised the company policy manual and asked the training and development office to provide training to all managers about the revised policies and how to apply them uniformly. The manager for quality assurance was gone on vacation when training occurred and did not receive it when she returned. One of the new policies established new data protection practices, which she did not know about. When a minor breach of security happened because of her failure to follow the new protocols, the manager was reprimanded and written up for the first time in her employment. Having the infraction on her record upset her, and she appealed to HR to have it removed. Is it possible, or even necessary, for HR to adjust her record and why?

-It is not necessary to make a record adjustment because, should the employee leave, the record will be destroyed after one year, thus effectively removing it.
-It is not necessary for HR to remove the infraction because the employee's file is strictly confidential. Only select people would ever know, and it would not affect her employment.
-Ignorance of the policy opened the door for HR to remove the infraction. Employees must be informed about what is required or prohibited, or they cannot be disciplined.
-The employee's personnel record can be adjusted and should be to keep the employee happy and satisfied.



A nationwide movement that increased the awareness of sexual harassment in the workplace sensitized Avondale Industries to the need for increased sexual harassment prevention training. The training and development office provides at least two hours of sexual harassment training to all employees with supervisor duties and at least one hour of training to all employees without supervisor duties. The training must be repeated every year. Which of the following statements best explains why it is necessary for supervisors to receive training on a regular basis and how the training will protect the company?

-Without training, supervisors are more likely to commit sexual harassment offenses, which can result in increased discrimination claims.
-Supervisors will be better able to identify candidates during the hiring process who may be more likely to harass other employees and avoid hiring them.
-Regular training will allow the supervisors the opportunity to ask questions and learn of any new policy changes.
-Training will help the supervisors understand the complaint process and what steps need to be taken should a complaint be filed.



Avondale Industries was faced with a termination lawsuit in its Atlanta, GA, office. The employee had been written up several times for tardiness and poor performance, and the employee was let go based on this documentation. In the lawsuit, however, the employee, born as a woman but who identified as a man, claimed he was fired because he wanted to use the men's restroom instead of the gender-neutral bathroom provided by the company. He claimed other employees who had similar poor performance and tardiness records were not terminated, which turned out to be true. The court case resulted in the employee being awarded $145,000 in lost past and future earnings as well as $700,000 in punitive damages. Which of the following statement best explains why the court sided with the former employee?

-The employee should have been allowed to use the men's restroom as there were stalls with doors that allowed everyone to have privacy.
-Firing someone who is transgender, even though the employee was a poor performer, is always against the law.
-Because company policies and procedures were not followed consistently, the employee was wrongly dismissed. Disciplinary action should be applied equally to all employees.
-Because the company failed to explain to the employee that other employees were uncomfortable when he used the men's restroom, the company was at fault.



A complaint was filed against one of the supervisors in Avondale Industries' unmanned vehicles engineering division in Denver, CO. The engineer who filed the complaint was a 27-year-old woman who claimed the supervisor showed favoritism to the men on his team; she is the only woman engineer among a team of eight. In her complaint, she listed several instances of unequal treatment:

-She was written up for being tardy three times while none of the other employees were, even though she kept documentation of several instances when other employees were late.
-She has never been assigned to lead a project and is the only engineer to have been excluded as a project lead even though her work is exemplary.
-The supervisor only asks for input from male engineers.
-The supervisor has repeatedly excused unproductive behavior for the male engineers but criticizes her when she is not focused one hundred percent on work.After trying to talk to her supervisor and being told that she "was dreaming it all up," the woman filed a complaint with HR. Which statement best explains the need for HR to take this complaint seriously and investigate the situation?

-HR should take the complaint seriously and notify the supervisor that he is under investigation. He will then be more likely to watch his behavior.
-Investigating the situation will demonstrate to the employee that she is being listened to and taken seriously.
-HR should investigate the situation because there is a high likelihood it will lose a good employee if they do not do so.
-HR should resolve the situation before it escalates to the courts. This will save the company time and money as well as its reputation.



Avondale Industries has an employment policy that requires its new employees in certain areas (research and development, engineering, quality engineering, marketing, and sales) to sign a non-disclosure agreement (NDA) to protect the technology, processes, and contacts that are developed by its employees. It is now asking all current employees in these departments who have not previously signed an NDA to do so. Is it a good idea for Avondale to require employees to sign an NDA? Why or why not?

-An NDA is not necessary because it is possible to reverse engineer almost everything. It is unrealistic for the company to think it can protect its intellectual property.
-Having the employees sign an NDA is not necessary. Requiring an NDA would make them feel they are no longer trusted.
-Requiring an NDA will protect the company from losing confidential information as new technologies, processes, and contacts are invented or developed.
-It is important to require employees to sign an NDA to send a signal to all employees that sharing crucial company information is not acceptable.

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