Question 1

In building a job-based compensation plan, the job evaluation process is designed to assess the:

Accepted Answer

A) relative contribution of different jobs to the organization. 
B) relative value or contribution of individual employees to the organization. 
C) external equity of the system. 
D) specific tasks and duties required of the jobs in the plan. 
A) relative contribution of different jobs to the organization. 
B) relative value or contribution of individual employees to the organization. 
C) external equity of the system. 
D) specific tasks and duties required of the jobs in the plan.

Question 2

Employee earnings:

Accepted Answer

A) correlate directly with employee job satisfaction. 
B) are the most important factor in job acceptance. 
C) are relatively easy for organizations to manage. 
D) affect employees economically and psychologically. 
A) correlate directly with employee job satisfaction. 
B) are the most important factor in job acceptance. 
C) are relatively easy for organizations to manage. 
D) affect employees economically and psychologically.

Question 3

Compensable factors are concrete terms relating to the necessary education, skill, and work experience for compensation at a particular level.

Accepted Answer

A) True 
 B)False

Question 4

The perceived fairness of what an employer pays, relative to what other employers pay for the same type of labor, is known as:

Accepted Answer

A) distributive justice. 
B) egalitarianism. 
C) internal equity. 
D) external equity. 
A) distributive justice. 
B) egalitarianism. 
C) internal equity. 
D) external equity.

Question 5

The stockholders are concerned about the cost of perquisites. Management wants maximum flexibility to move people among jobs without having to adjust their compensation. Management also wants more joint-task accomplishment and better cooperation among employees. A(n)________ compensation system will reinforce all these goals.

Accepted Answer

A) elitist 
B) variable 
C) egalitarian 
D) job-centered 
A) elitist 
B) variable 
C) egalitarian 
D) job-centered

Question 6

The primary reason variable pay is the norm in U.S. industry is because it correlates labor costs with production costs and enhances a company's competitive position.

Accepted Answer

A) True 
 B)False

In building a job-based compensation plan, the job evaluation process is designed to assess the:

Employee earnings:

Compensable factors are concrete terms relating to the necessary education, skill, and work experience for compensation at a particular level.

The perceived fairness of what an employer pays, relative to what other employers pay for the same type of labor, is known as:

The primary reason variable pay is the norm in U.S. industry is because it correlates labor costs with production costs and enhances a company's competitive position.

Meeting Present and Emerging Strategic Human Resource Challenges

Managing Work Flows and Conducting Job Analysis

Understanding Equal Opportunity and the Legal Environment

Managing Diversity

Recruiting and Selecting Employees

Managing Employee Separations, Downsizing, and Outplacement

Appraising and Managing Performance

Training the Workforce

Developing Careers

Rewarding Performance

Designing and Administering Benefits

Developing Employee Relations

Respecting Employee Rights and Managing Discipline

Working With Organized Labor

Managing Workplace Safety and Health

International HRM Challenge

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Exam 10: Managing Compensation

In building a job-based compensation plan, the job evaluation process is designed to assess the:

Employee earnings:

Compensable factors are concrete terms relating to the necessary education, skill, and work experience for compensation at a particular level.

The perceived fairness of what an employer pays, relative to what other employers pay for the same type of labor, is known as:

The primary reason variable pay is the norm in U.S. industry is because it correlates labor costs with production costs and enhances a company's competitive position.

Meeting Present and Emerging Strategic Human Resource Challenges

Managing Work Flows and Conducting Job Analysis

Understanding Equal Opportunity and the Legal Environment

Managing Diversity

Recruiting and Selecting Employees

Managing Employee Separations, Downsizing, and Outplacement

Appraising and Managing Performance

Training the Workforce

Developing Careers

Rewarding Performance

Designing and Administering Benefits

Developing Employee Relations

Respecting Employee Rights and Managing Discipline

Working With Organized Labor

Managing Workplace Safety and Health

International HRM Challenge

Filters