Exam 10: Section 1: Managing Teams

Job analysis is a purposeful and systematic process of collecting information on the important work-related aspects of a job.

Wrongful discharge is a legal doctrine that requires a manager to have the approval of the human resource manager to terminate employees.

Which of the following statements about performance appraisal is true?

Engineered Fabrics makes bladders for airplane gas tanks. In the event of a puncture, the bladder will prevent the tank from exploding. The bladders must be defect-free. To check the bladders, company employees must be able to crawl in an 18-inch diameter hole in the bladder side and look for light leaks. A limitation on weight and height of individuals working in quality control at this company would be legal because it is an example of________ .

The only time gender, age, religion, etc. can be used to make employment decisions is when they are considered a bona fide occupational qualification (BFOQ).

In order to be considered________ , recruitment, selection, training, performance appraisals, and employee separations must be valid and be directly related to the important aspects of the job and identified by a careful job analysis.

What is the primary advantage of the structured interview?

Estimates of from 2 percent to 20 percent of a taxicab company's driver workforce could result as new federal regulations requiring that all drivers be fingerprinted and the drivers checked to see if they have a criminal record. This new________ will cause a worsening problem for the already over-extended employer.

List and explain the three basic kinds of compensation decisions. Give two examples of what is involved in making each kind of compensation decision. What is a job evaluation? Which kind(s) of compensation decisions are job evaluations directly related?

Domino’s Pizza At Domino’s Pizza, company­wide turnover is 158 percent. That means Domino’s must recruit, hire, and train 180,000 people a year just to fill its company’s 114,000 jobs. And, with that much turnover, you can’t consistently produce a quality product. Making and delivering pizza may seem simple, but up the ante to making and delivering one million pizzas each night, as Domino’s does, and all of a sudden it’s not quite so easy, especially if you’re always working with inexperienced employees. For instance, even a simple job like taking orders has a learning curve when you’re taking 45 to 50 orders an hour. In fact, a new order taker usually requires 80 hours to become as reliable as an experienced one. Until they learn their jobs, new workers make lots of mistakes such as getting orders wrong, giving out the wrong change, and showing up at customers’ homes with the wrong pizza. Those mistakes are costly in two ways. First, if the order is wrong, late, or missing, customers get angry and may not do business with you again. Indeed, according to the University of Michigan’s American consumer satisfaction index, Domino’s ranks in the bottom half of fast­food companies. Second, to right those wrongs, Domino’s often says the pizza is free—“Our fault, no charge.”—and that hurts profits. So much turnover is costly in other ways as well. For one thing, it costs time and money to find and hire new workers. Domino’s estimates that it costs $2,500 to replace each hourly worker who leaves and $20,000 to replace a store manager. Then all those new workers must be trained, and that takes time and money. At Domino’s, each new worker spends the first 30 days in training, learning to take orders, handle the cash register, make pizza dough, and, ultimately, how to make a pizza in less than a minute. When everything is considered, turnover is costing the company several hundred million dollars a year, or an astonishing 15 percent to 20 percent of revenues. The question, of course, is what to do about it. Robert Chabot, who owns RAM Pizza, a series of Domino’s franchise stores, says, “This business is all about who you hire. It's about people: those who want to do it (good work) and those who don't.” Consequently, Chabot relies heavily on employee referrals to first identify good job applicants. Chabot assumes that if current employees are satisfied with their jobs, they’ll tell their family and friends about their positive work experiences, and those people will in turn want to work for him and RAM pizza (i.e., Domino’s). He also pays employees $25 for each person they recommend who gets hired and then stays for 90 days. Domino’s is also doing a much better job of screening and selecting potential managers. Anyone who wants to manage a Domino’s store has to pass a 30­minute online test of their financial and management skills. If you’re not familiar with financial concepts such as “break­even” and “cash flow,” and you’re not sure how to handle poorly performing employees (hint: yelling and screaming isn’t the preferred answer), then you’re unlikely to pass the test. -Refer to Domino's. Anyone who wants to manage a Domino's store has to pass a 30­minute online test of their financial and management skills. Domino's uses_________ .

Explain how a human resources department defines selection. List the four common categories of selection procedures used by companies. Specify which of these four generally does the best job of predicting applicants' future job performance.

Employee turnover is always bad for an organization.

Which of the following statements about job validation tests is true?

The________ interview uses only standardized, job-related interview questions that are prepared ahead of time and asked of all candidates

The fact that a 98-pound job candidate is not hired as a dock worker to move 60-pound boxes of produce is legal as a result of________ .

What type of job interview might be used after a background question revealed the applicant had spent three years working in Africa convincing parents to allow their children to take polio vaccine?

Darlene Jespersen worked in a sports bar. She was an outstanding employee, but she didn't wear makeup because she felt it "took away her credibility" and interfered with her ability to be an effective bartender, which sometimes required her to deal with unruly, intoxicated guests. This changed when the sports bar implemented a "beverage department image transformation" program. Female employees were told they would be fired if they did not wear makeup. Jespersen contended that it was an example of ________because male employees did not have to wear makeup.

Which of the following is an example of an objective performance measure?

Which of the following is an example of a subjective performance measure?

Which of the following is a direct (rather than indirect) measure of job applicants' capability to do the job?