Human Resource Management
Midterm Exam
Course Introduction
Human Resource Management is a comprehensive course that explores the essential functions and practices involved in managing people within organizations. The course covers key topics such as recruitment and selection, training and development, performance management, compensation and benefits, labor relations, and legal aspects of employment. Students learn strategies for aligning HR practices with organizational goals, fostering a positive workplace culture, and navigating the challenges of a diverse and dynamic workforce. Through case studies and practical assignments, the course equips students with the skills needed to effectively manage human resources and contribute to organizational success.
Recommended Textbook
Compensation 12th Edition by George Milkovich
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Page 2
Chapter 1: Pay-For-Performance: The Evidence
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Q1) Explain the basic compensation objectives of pay systems.
Answer: The basic objectives include efficiency, fairness, ethics, and compliance with laws and regulations.i.Efficiency can be stated more specifically: (1) improving performance, increasing quality, delighting customers and stockholders, and (2) controlling labor costs.ii.The fairness objective calls for fair treatment for all employees by recognizing both employee contributions (e.g., higher pay for greater performance, experience, or training) and employee needs (e.g., a fair wage as well as fair procedures).iii.Ethics means the organization cares about how its results are achieved.Because it is so important, it is inevitable that managing pay sometimes creates ethical dilemmas.iv.Compliance as a pay objective means conforming to federal and state compensation laws and regulations.If laws change, pay systems may need to change, too, to ensure continued compliance.As companies go global, they must comply with the laws of all the countries in which they operate.
Q2) Which of the following is a policy, and NOT an objective, in the pay model?
A)Ethics
B)Competitiveness
C)Efficiency
D)Fairness
Answer: B
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Page 3
Chapter 2: Strategy: The Totality of Decisions
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Q1) A compensation system focusing on system control and work specifications is most closely associated with a(n) _____ strategy.
A)innovator
B)customer-focused
C)cost-cutter
D)differentiated
Answer: C
Q2) All of the following EXCEPT _____ are compensation systems associated with a cost-cutter strategy.
A)focus on competitor's labor costs
B)focus on system control and work specifications
C)increase in variable pay
D)customer satisfaction incentives
Answer: D
Q3) When organization performance declines
A)a virtuous circle may be created.
B)performance-based pay plans do not pay off.
C)managers must avoid changing the pay practices.
D)employee attrition rate declines considerably.
Answer: B
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Chapter 3: Defining Internal Alignment
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Q1) Egalitarian pay structures have all BUT which of the following characteristics?
A)Few levels
B)Small differentials
C)Support equal treatment
D)Prefer individual performance over team performance
Answer: D
Q2) Organization factors that shape internal pay structures include all BUT which of the following?
A)Technology
B)Cost implications
C)HR policy
D)Economic pressures
Answer: D
Q3) Internal alignment is sometimes called internal equity.
A)True
B)False
Answer: True
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Page 5
Chapter 4: R: Job Analysis
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Q1) Job analysis is important for both managers and employees because it is
A)the basis for a work-related rationale for pay differences.
B)an important result of the job evaluation process.
C)required under the Fair Labor Standards Act.
D)required for increasing employee turnover rates.
Q2) An increasingly common method of conducting job analysis is quantitative job analysis, which is conducted on a website.
A)True
B)False
Q3) The process of collecting information that identifies the similarities and differences among jobs is known as _____.
A)job performance
B)job analysis
C)use value evaluation
D)exchange value analysis
Q4) Engineering, sales, and maintenance are examples of _____.
A)tasks
B)job families
C)job dimensions
D)appraisals
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Chapter 5: Job-Based Structures and Job Evaluation
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Q1) Research shows that the weights assigned to compensable factors can affect the resulting pay structure.
A)True
B)False
Q2) _____ is the process of systematically determining the relative worth of jobs for the purpose of creating an organization's job structure.
A)Performance evaluation
B)Job restructuring
C)Job evaluation
D)Point factor evaluation
Q3) Common characteristics of the point method include all of the following EXCEPT:
A)benchmark factor classes.
B)numerically scaled factor degrees.
C)factor weights.
D)compensable factors.
Q4) Discuss the two common methods of ranking.
Q5) What are the two aspect of diversity in work?
Q6) What are the steps in designing a point plan?
Q7) What are the major decisions in a job evaluation process?
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Chapter 6: Person-Based Structures
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Q1) Advocates of competencies say that by focusing on optimum performance, rather than average performance, competencies can help employees maintain their marketability.
A)True
B)False
Q2) How do skill-based plans motivate employees?
Q3) Skill-based pay plans can focus on both the depth and breadth of work.
A)True
B)False
Q4) Who among the following is most likely to be working for a company that uses a competency-based pay plan?
A)Julia, who focuses on getting promoted to get a pay increase
B)Faiza, a manager, who focuses on choosing the employees best suited for job roles
C)Juan, a manager, who focuses on controlling costs through budgets and work assignments
D)Carlos, who focuses on obtaining certifications in her field to get a pay increase
Q5) How are organizations redefining the original definition of competencies?
Q6) What is the relevance of certification in a multiskill system?
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Chapter 7: Defining Competitiveness
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Q1) Which of the following is an example of the demand side of labor?
A)Level of pay applicants will accept
B)Qualifications of applicants
C)Pay level offered by an employer
D)Locations of potential employees
Q2) In a labor market, the market rate is where the lines for labor demand and labor supply cross.
A)True
B)False
Q3) The most common pay policy is a(n) _____.
A)lead policy
B)lag policy
C)hybrid policy
D)match policy
Q4) In which of the following conditions would product market competitors' data be given more weight than data from labor market competitors?
A)Labor costs are a small share of total costs.
B)Employee skills are generic across all product markets.
C)Product demand is responsive to price changes.
D)The supply of labor is not responsive to changes in pay.
Page 9
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Chapter 8: Designing Pay Levels, Mix, and Pay
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Q1) A pure market pricing strategy carried to its extreme tends to ignore internal alignment completely.
A)True
B)False
Q2) The _____ publishes extensive information on various occupations in different geographic areas.It is a major source of publicly available compensation data.
A)Chamber of Commerce
B)Bureau of Labor Statistics
C)Compensation Association
D)Department of Economics
Q3) A market pay line _____.
A)reflects an organization's pay scale based on the ratings given by its employees
B)links a company's benchmark jobs with market rates paid by competitors
C)provides an accurate prediction of an organization's entry level pay rates
D)compares an organization's minimum and maxi mum pay rates for each skill level
Q4) Who should be involved in designing a compensation survey?
Q5) Explain the low-high approach in selecting jobs for inclusion in a compensation survey.
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Chapter 9: Pay-For-Performance: the Evidence
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Q1) _____ theory argues that performance-based pay is the optimal compensation choice for complex jobs, where monitoring employee performance is difficult.
A)Reinforcement
B)Goal-setting
C)Agency
D)Expectancy
Q2) In the formula "Behavior = f (M, A, E)," M denotes monetary incentives.
A)True
B)False
Q3) When an organization's performance has frequent highs and lows, but individual performance is fairly stable, and performance measures are clear, the most effective compensation mix is to offer _____.
A)a base pay with low incentives and a variety of rewards
B)monetary rewards with large incentives
C)a large base pay and low-incentive pay
D)a wide range of rewards and significant incentives
Q4) Evidence suggests that skill-based pay may not increase productivity.
A)True
B)False
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Chapter 10: Pay-For-Performance Plans
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Q1) Performance plans typically feature corporate performance objectives for a time three years in the future.
A)True
B)False
Q2) Which of the following is the most commonly used team incentive performance standard?
A)Quality of goods
B)Customer satisfaction measures
C)Financial performance
D)Quality of services
Q3) Discuss SVOP.
Q4) All incentive plans share an established standard against which worker performance is compared to determine the magnitude of the incentive pay.
A)True
B)False
Q5) Many variable-pay plans have some form of profit trigger linked to revenue growth or profit margins.
A)True
B)False
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Chapter 11: Performance Appraisals
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Q1) Which of the following is NOT true regarding self-ratings?
A)They are done by someone who has the most complete knowledge about the ratee's performance.
B)They are best used for development.
C)They are often used as the first step in the appraisal process.
D)They are immune to leniency errors.
Q2) In situations where the nature of the task is so uncertain that it may be difficult to specify expected goals, the most appropriate rating format is _____.
A)an MBO format
B)a standard rating scale
C)a behaviorally anchored rating scale
D)an essay format
Q3) A major criticism of standard rating scales is that:
A)raters have different definitions of scale levels.
B)raters find them hard to use.
C)they are expensive to develop.
D)they encourage halo and horns errors.
Q4) What was Deming's major criticism against performance appraisals?
Q5) Describe the paired-comparison ranking method.
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Chapter 12: The Benefit Determination Process
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Q1) What are some of the common cost-containment practices with regard to benefits administration?
Q2) All employee benefits provided by employers are taxable.
A)True
B)False
Q3) One of the most preferred benefits is _____.
A)stock plans
B)profit sharing
C)shorter working hours
D)early retirement
Q4) The favorable tax status granted to many benefits is safe from the threat of recurrent tax reform proposals.
A)True
B)False
Q5) A recent survey shows employees ranking employee benefits _____ in explaining job satisfaction.
A)first
B)second
C)third
D)last
Page 14
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Chapter 13: Benefit Options
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Q1) _____ relieve an employer's liability when a pre-employment injury combines with a work-related injury to produce a disability greater than that caused by the latter alone.
A)Collateral funds
B)Second-injury funds
C)Insolvency funds
D)Pre-employment funds
Q2) What is the first question that should be asked when determining the amount of retirement income an employer should provide?
A)Should Social Security payments be factored in when considering the level of income an employee should have during retirement?
B)How should seniority be factored into the payout formula?
C)What level of retirement compensation would the employer like to set as a target, expressed in relation to pre-retirement earnings?
D)Should other postretirement income sources be integrated with the pension payment?
Q3) What is a cash balance plan?
Q4) What is the purpose of the HIPAA?
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15
Chapter 14: Compensation of Special Groups
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Q1) Independent contractors always earn less than their permanently employed counterparts.
A)True
B)False
Q2) Which of the following is NOT one of the clauses relating to the benefits employers can provide executives?
A)Benefit plans must cover 80 percent of employees.
B)Benefit plans must be determinable.
C)Benefit plans must meet specific vesting requirements.
D)Average value of benefits for low-paid employees must be at least 90 percent of that for highly paid employees.
Q3) The most popular method of providing special compensation to supervisors is by paying overtime.
A)True
B)False
Q4) The best predictor of CEO pay is performance of the company.
A)True
B)False
Q5) Describe how executives ensure themselves high compensation.
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Chapter 15: Union Role in Wage and Salary Administration
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Q1) An alternative strategy for organizations hurt by intense competition is to control base wages in exchange for giving employees part ownership in the company.
A)True
B)False
Q2) In automatic progression, seniority is used as the basis for movement through the job classifications.
A)True
B)False
Q3) Briefly summarize lump-sum awards and ESOPs.
Q4) The largest gains in wages for public sector employees are reported for _____.
A)teachers' unions
B)firefighters
C)telecommunication unions
D)postal services
Q5) Which of the following plans gives employees part ownership in the company?
A)ESOPs
B)Pay-for-knowledge plans
C)Gain-sharing plans
D)Profit-sharing plans
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Chapter 16: International Pay Systems
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Q1) The base salary plus incentives for expatriates is usually determined by _____.
A)job evaluation
B)market pay
C)competitors' pay level in the host country
D)international pay schedules
Q2) In Germany, an employee's pay is affected by his or her age.
A)True
B)False
Q3) Japanese pay systems typically emphasize pay based upon competitors' market rates rather than internal alignment.
A)True
B)False
Q4) According to the Japan Institute of Labour, for most employees bonuses are variable pay that help control the employer's cash flow and labor costs.
A)True
B)False
Q5) Explain the dimensions of national cultural attributes proposed by Hofstede.
Q6) How do the differences in the ownership and financing of companies around the world impact international pay?
Page 18
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Chapter 17: Government and Legal Issues in Compensation
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Q1) The agency that conducts reviews and seeks remedies where insufficient compliance to Executive Order 11246 is found is the _____.
A)OSHA
B)EEOC
C)OFCCP
D)FCSS
Q2) While government affects the supply of labor through legislation, it has no effect on the demand for labor.
A)True
B)False
Q3) Pay differences for equal work may be justified for demonstrably business-related reasons.
A)True
B)False
Q4) Legislation does not always achieve what it intends nor intend what it achieves.
A)True
B)False
Q5) What are the four basic steps in establishing a comparable-worth plan?
Q6) What are the sources of earnings gaps?
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Chapter 18: Management: Making It Work
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Q1) GronLan Inc., a company with a majority of workers with high seniority, decides to hire 1,000 college graduates to meet the sudden productivity requirements generated by a growth in the market.Which of the following statements is most likely to be happen in this situation?
A)The compa-ratio of the company will become greater than one.
B)The average pay actually paid by the company will fall below its range midpoint.
C)The salary range midpoint of the company will become lesser than the compa-ratio.
D)The number of employees being paid red circle rates will increase.
Q2) Which of the following is a measure of changes in prices of goods and services in the product and service markets over time?
A)Producer price survey
B)Product market competitor wage survey
C)Labor market competitor wage survey
D)Consumer price index
Q3) What is the consumer price index (CPI)? Explain with an example.
Q4) What is the turnover effect? Explain how it is calculated with an example.
Q5) Briefly summarize compa-ratios.
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Page 20