Exam 8: Managing Human Resources and Labour Relations

Once the recruiting process has attracted a pool of applicants, the next step is to select someone to hire. The intent of the selection process is to gather information from applicants that will predict their job success. The organization can only gather information about factors that are predictive of future performance. This process is called psychological profiling. screening. job specification. validation. none of these.

A profit-sharing plan means that employees receive a bonus when they reduce costs.

Adam, the manager of sewing production, has been asked to rank-order his team from top to bottom. This is an example of what type of ranking method? High-low feedback Graphic rating Top-down order ranking Forced distribution Simple ranking

What is validation?

What are the two types of sexual harassment?

The type of incentive program for major league baseball players that will pay them extra money for hitting over .300 or making the All-Star team is called gainsharing. variable pay. profit-sharing. stock options. a bonus.

After reference checks have been received, what is usually the next step in the selection process? Screening interview Interview with the manager Give ability/aptitude tests Polygraph tests Reference checks

A cafeteria benefits plan provides a free lunch for all employees who are covered by the program.

Programs that are designed to improve employee awareness of differences in attitudes and behaviors of co-workers from different racial, ethnic, or gender groups are called diversity training. affirmative action. comparable worth. equal employment opportunity. sensitivity training.

After several years of sound but unimpressive performance, Foothill Federal was bought out by Cashcorp, a much larger financial organization. Hoping to turn the new network into a stronger asset to the corporation, Cashcorp's managers begin by examining Foothill's existing performance appraisal process. Cashcorp managers quickly determine that employee evaluations have been handled very superficially in the past, typically by division managers at the central location. As a result, seniority, rather than productivity, has been the primary rationale for promotions and rewards. The HR manager assigned to integrating Foothill into the Cashcorp family immediately sees that changes will need to be made in the performance appraisal process. However, he does not want to move too rashly, as the merger has already made the Foothill workforce worried that extensive terminations and layoffs are imminent. Which of the following, if true, would most strongly support beginning a thorough performance appraisal of the Foothill locations by reassessing performance criteria? Corporate practice has always been to reassess performance criteria on an annual basis. The performance goals used by Foothill are quite different from those used by Cashcorp. The Cashcorp CEO would like to see the new Foothill locations increase their assets by at least 15 percent. The two best performers among the Foothill branches are the most recently opened, and its employees have the fewest years of service with the firm. Employees at Foothill have been with the firm an average of twelve years.

After several years of sound but unimpressive performance, Foothill Federal was bought out by Cashcorp, a much larger financial organization. Hoping to turn the new network into a stronger asset to the corporation, Cashcorp's managers begin by examining Foothill's existing performance appraisal process. Cashcorp managers quickly determine that employee evaluations have been handled very superficially in the past, typically by division managers at the central location. As a result, seniority, rather than productivity, has been the primary rationale for promotions and rewards. The HR manager assigned to integrating Foothill into the Cashcorp family immediately sees that changes will need to be made in the performance appraisal process. However, he does not want to move too rashly, as the merger has already made the Foothill workforce worried that extensive terminations and layoffs are imminent. Which of the following, if true, would MOST strongly support changing who is responsible for performance appraisals at Foothill? The supervisors carrying out appraisals were all assigned to Foothill's central location, even though most of the employees they evaluated were at branches. The web-based performance appraisal software already used by Cashcorp allows employees to do self-evaluations. Cashcorp has a more detailed and clearer set of corporate objectives than Foothill used in appraisals. Industry-wide research shows that peer appraisal has a more direct impact on employees than supervisor appraisal. A regional news report claimed that Cashcorp was prepared to trim the Foothill workforce by up to 30 percent.

A survey by the Conference Board of Canada found that _____ percent of Canadian companies offer incentive programs. 20 33 48 64 80

Knowledge workers include HR managers. athletes. musicians. hairdressers. engineers.

Montreal-based CAE is famous for building flight simulators that enable airline pilots to learn how to fly a new jet without ever leaving the ground. This is an example of off-the-job training.

What is the difference between job analysis, job description, and job specification?

Explain the similarities and the differences among mediation, voluntary arbitration, and compulsory arbitration.

What are the two documents that result from job analysis?

During the last 40 years, union membership as a proportion of the total workforce has stagnated. there has been a decrease of unionized workers in the public sector. the union movement has been more successful in the United States than in Canada. union density has increased to 50 percent of the non-farm workforce. all of these are correct.

A performance appraisal is primarily used to judge the effectiveness of training, such as an accident prevention program.

Vestibule training is a work simulation in which the job is performed under conditions closely simulating the actual work environment. an instructional-based program in which a trainer presents material in a descriptive fashion to those attending a trainee program. a development program in which employees gain new skills at a location away from the normal work site. training workers through the use of classroom-based programs. a technique that ties training and development activities directly to task performance.