BAM 355 Final Exam.doc

7/24/2019 BAM 355 Final Exam.doc

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7) When consi#ering HR strategies regar#ing emlo!ee searations' managers mustconsi#er+a. whether to encourage #ecentrali6ation or centrali6ation of the firm to $etterenhance emlo!ee relations.$. whether to emower suervisors to ma%e hiring #ecisions.

c. whether to comensate long"term emlo!ees more than recent hires.#. whether to create rigi# &o$ #escritions in or#er to %ee the resonsi$ilities ofmanagers an# their su$or#inates from $ecoming interrelate#.e. whether to use la!offs or voluntar! in#ucements to #ownsi6e a firm.

8) When #eveloing erformance araisals' a firm nee#s to ma%e strategic HR choicesconcerning+a. which %in# of araisal s!stem 9customi6e# or general) will wor% $est for theorgani6ation.$. training an# career #eveloment for those whose &o$ erformance is su$stan#ar#.c. he ,ualit! of wor% that an emlo!ee must e4hi$it in or#er to maintain his or her

emlo!ment.#. how #ata will $e use# in &o$ #escritions.e. how to maintain the rivac! of managers an# emlo!ees while collecting #ataregar#ing their &o$ erformance.

:) Tim$erla%e Cororation is reconsi#ering recent choices regar#ing emlo!ee an# la$orrelations' inclu#ing +a. the strong -to"#own communication from managers to su$or#inates.$. the new on"the"&o$ training for incoming emlo!ees.c. the #isciline olic! regar#ing Internet use at wor%.#. a olic! that ten#s to rotect emlo!ees interests over those of the emlo!er.

e. comensation of managers versus comensation of lower"level emlo!ees. ;inal M 727 >#vance# Human Resource Management) Which of the following HR strategies $est fits a firm with an overall cost lea#ershi$usiness strateg!?a.


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in#ivi#ual for further e4loration. *ome managers note# that eole ten# to come in at start timean# ta%e 2/ minutes to get #own to wor% an# that the! $egin to ac% u for the #a! 2/ minutes$efore ,uitting time. @eole #ont seem all that concerne# a$out wor%ing har# an# ro#ucing,ualit! ro#ucts.>s the team wras u the #a!s meeting' the! $riefl! #iscuss their commitment to the

surroun#ing communit!. >s a cost"cutting measure' the! ha# eliminate# their suort of an >#ultBiterac! rogram' in which volunteers use# coman! facilities to con#uct rea#ing classes. Themanagement team #eci#es that the! shoul# reinstate the rogram an# aoints the Airector ofHR to notif! the local literac! council.

D) Refer to Case 1.1. The #iscussion a$out eoles wor% ha$its reresents the organi6a"tional challenge for HR of+a. organi6ational culture.$. the use of technolog!.c. outsourcing.#. the ro$lems with emowerment.

e. the ethics an# social resonsi$ilit! of emlo!ers.

1/) =usiness rocess reengineering is+a. :70 successful in meeting o$&ectives.$. occurring more in the nite# *tates than in


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#. a EWB team.e. a ro$lem"solving team.

15) In Her6$ergs theor! of motivation' h!giene factors are those factors that+a. affect emlo!ee &o$ #issatisfaction.

$. are critical to the motivation of the emlo!ee.c. lea# to emlo!ee a#vancement.# . ermit an emlo!ee to set hisFher own goals on the &o$.e. #efine the &o$ the emlo!ee has to #o.

17) Which of the following t!es of &o$ anal!sis focus on managerial ositions?a. > gui#elines"oriente# &o$ anal!sis$. > functional &o$ anal!sisc. > critical inci#ent techni,ue#. > osition anal!sis ,uestionnaire 9@>E)e. > ha! lan

18) The first ste to create general gui#elines for con#ucting an! &o$ anal!sis is to+a. gather &o$"relate# information.$. #raft a reliminar! &o$ #escrition.c. #etermine the uses of the &o$ anal!sis.#. interview the &o$ incum$ents.e. select the &o$s to $e anal!6e#.

1:) Harol!n nee#s to hire some contingent wor%ers. *he nee#s eole who are regularl!availa$le' $ut who will wor% less than 5/ hours er wee%. The! woul# $e regularemlo!ees. Harol!n nee#s+a. contract wor%ers.

$. art"time ermanent emlo!ees.c. su$contractors.#. temorar! emlo!ees.e. to outsource her wor%.

Case (.13our coman! ma%es comuter comonents an# eriherals for assem$lers li%e Aell an#Gatewa!. 3ou are a small manufacturer' an# !our mar%et share is highl! volatile $ase# on theentrance an# e4it of cometitors into the mar%et. 3ou $u! the raw materials for !our comonentsfrom several suliers who also sul! cometitors. 3our coman! is !oung' an# !ou have (la!ers of management $etween the C


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1) Refer to Case (.1. 3our Csian">mericanc. When the female emlo!ee has chil#ren an# must sometimes ta%e unai# leavein or#er to care for them#. When the two emlo!ees live in two searate geograhical areas where the localcosts of living var! greatl!e. When the female emlo!ee has suervisor! resonsi$ilit! over the male emlo!ee

(1) Aoroth! #iscovers that her emlo!er is a!ing female managers a$out 170 less thanmale managers with the same resonsi$ilities. Aoroth!s emlo!er is violating+a. the Civil Rights >ct of 1DD1.$. ct.#. the >mericans with Aisa$ilities >ct.e. the ct.

(() The >A>' >mericans with Aisa$ilities >ct' now covers emlo!ees of an! emlo!erwho+a. has a fe#eral contract.$. has revenues of more than 7//'/// a !ear regar#less of the num$er of emlo!"ees.c. is an aca#emic institution.#. has state or local government contracts.e. has 17 or more emlo!ees.(2) The legislation that lai# the foun#ation for the >mericans with Aisa$ilities >ct wasthe+


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a. (/0$. 170c. 1/0#. (70e. 70

21) Currentl!' the legal emlo!ment status of homose4uals can $e #escri$e# as+a. comara$le to other #iverse grous' with legal rotection $ut mi4e# comliance.$. rai#l! changing through the e4tension of legal rotection in man! states.c. mi4e#' with little legal rotection' some overt hostilit!' an# some comanies cre"ating ga!"frien#l! environments.#. in #ecline as more states enact laws rohi$iting legal rotection for ga!s in thewor%lace.e. one in which the! have no legal rotection.2() Thelma is an ol#er wor%er who has $een emlo!e# at Hair *t!list' Inc. for over (7!ears. Recentl!' Trac!' a (2"!ear ol# college gra#uate' has $een hire# as her assistant.

Thelma feels slightl! threatene# $! Trac!' who seems to $e their imme#iate suervi"sors favorite. Thelma $elieves that her &o$ ma! $e in #anger #esite her e4cellent &o$erformance araisals. Trac! li%es Thelma $ut $elieves that her wor% metho#s nee#to change to %ee u with the times. This situation is an e4amle of+a. generational conflict.$. #iscrimination.c. a segmente# communication networ%.#. stereot!ing.e. hegemon!.

22) Imroving #iversit! management must $egin with+

a. senior mentoring.$. accommo#ating famil! nee#s.c. #eveloing suort grous for minorities.#. #iversit! training.e. to managements commitment to valuing #iversit!.

25) One wa! to guarantee managers $u!"in an# reinforcement of #iversit! efforts is to+a. avoi# white male $ashing.$. con#uct a #iversit! au#it.c. ut them through #iversit! training.#. create suort grous with managers lea#ing them.e. hol# them accounta$le for the rograms success.

Case 5.(MGN' Inc. is a ;ortune 7// coman! that has &ust come to reali6e its nee# for managing#iversit!. HR is facilitating meetings among mi##le managers to $oth communicate this i#ea an#to get inut from the managers a$out how $est to carr! out this goal.Merce#es' a Batina manager' suggests that the coman! ought not to #o more than what isalrea#! $eing #one. *he cites the coman!s revious affirmative action lan. ->lso' she argues'


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-weve given >frican">mericans an# >sian">mericans more than enough oortunit!. I trie# toromote a Batino to suervisor an# !ou gu!s 9HR #et.) tol# me I reall! nee#e# to give L!m' an>frican">merican' the oortunit!.@aul' a white suervisor' feels that management is management. Managing #iversit! is &ust agimmic%' a assing fa#. -Ive $een a suervisor for (/ !ears an# Ive foun# that if I treat eole

fairl! an# listen to them' things wor% out &ust fine.;inal M 727 >#vance#Human Resource Management>na' a relativel! new mi##le"manager' is a $it more ositive a$out the i#ea $ut has significantreservations. *he feels' however' that the coman! reall! nee#s to give women an# minoritiesaccess to the -ol# $o! networ%. If all the coman! #oes is con#uct training an# #evise slogans'nothing will haen.;inall!' Rah%im' an >frican">merican suervisor' sa!s he #oesnt care what the! #o. Hes givingnotice $ecause hes &oining some other >frican">mericans in starting their own coman!. Hes$een a suervisor for five !ears an# has $een asse# over for romotion twice. He feels that hehas e4erience# #iscrimination $ecause hes >frican">merican.

27) Refer to Case 5.(. >nas concerns reflect the realit! of the e4eriences of women an#minorities with+a. resentment.$. retention.c. in#ivi#ual versus grou fairness.#. the resistance to change.e. segmente# communication networ%s.

28) > restaurant chain is forecasting its nee#s for managers' assistant managers an# waitstaff for ne4t !ear. Currentl!' 1/ restaurants each have their own managers. The! e4"erience a 570 manager turnover !earl!. The! lan to oen 5 more restaurants ne4t

!ear. Their ro&ecte# nee# for managers for ne4t !ear will $e+ 9Roun# !our answer uto the ne4t full osition.)a. 12.$. 1/.c. D.#. 1(.e. 11.

2:) KKKKKKKK involves familiari6ing new emlo!ees with coman! olicies an# roce#uresan# orienting them to the coman! in general.a. *ociali6ation$. *electionc. Recruiting#. Interviewinge. Human resource lanning2) Recruiting emlo!ees at colleges an# universities+a. is more cometitive for un#ergra#uates than for gra#uates.$. is more cometitive for gra#uates than for un#ergra#uates.c. is #ecreasing resentl! as the &o$ mar%et wea%ens.


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#. is e,uall! cometitive for un#ergra#uates an# gra#uates.e. lac%s the t!es of $onuses an# $enefits that We$ recruiting often offers.

2D) 3ou are in the HR #eartment at =uil#ers' Inc. >shanti' a recruiter for the coman!'comes to !ou as%ing whether she shoul# recruit e4ternall! or internall! for a new

mi##le"management osition. 3ou tell her that+a. emlo!ees recruite# e4ternall! often nee# less time to a#at to a osition than #ointernall! recruite# emlo!ees.$. comanies that recruit internall! can suffer from a lac% of innovation.c. e4ternal recruiting is less costl! than internal recruiting.#. internal recruiting oses fewer #raw$ac%s than e4ternal recruiting.e. internal recruiting often causes greater cohesiveness within a given coman!.

5/) T!rese has &ust measure# Cam$ri#ge Cororations wor%force. He is now tr!ing to#etermine whether the tests he use# are vali# $! comaring them to erformancearaisals that suervisors have comlete# on the wor%ers. He is attemting to fin#+

a. the re#ictive vali#it! of the tests.$. the concurrent vali#it! of the tests.c. the relia$ilit! of the tests.#. the e4ternal vali#it! of the tests.e. the content vali#it! of the tests.

51) Man! former emlo!ers are reluctant to give references for fear of lia$ilit! if the refer"ence %ees the former emlo!ee from getting a &o$. The courts have hel# that em"lo!ers have a -,ualifie# rivilege if the emlo!er+a. onl! gives information to an in,uirer who has a &o$"relate# nee# to %now.$. ,ualifies the information as -hisFher oinion an# not necessaril! factual.

c. has ersonall! o$serve# the $ehavior he #escri$es.#. has selection test information to suort the reference.e. onl! #iscusses


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neither she nor the coman! will have an! further o$ligations to the other.e. the interview is generall! a scare tactic to %ee goo# emlo!ees involve# with the$usiness.

55) > -rings of #efense strateg! in terms of emlo!ment securit! an# wor%force re#uc"

tions is when+a. a coman! uses contingenc! wor%ers to $e a$le to a## or su$tract wor%ers fromits wor%force as it nee#s to.$. a firm rovi#es &o$ securit! for its core emlo!ees.c. a coman! goes to &o$ sharing in or#er to %ee wor%ers.#. a firm free6es wages to avoi# la!ing off wor%ers.e. a union has wor%ers at other lants sul!ing the firm.

57) Goo#will' Incororate# has recentl! roose# a lan to $ase 170 of emlo!ees sala"ries uon their meeting set goals an# wor% re,uirements. Goo#will' Inc. is roosingwhat t!e of a! olic!?

a. Aemotions$. @rofit sharingc. =uming#. aria$le a!e. @a! free6ing

58) When imlementing a la!off' managers sometimes forget that+a. the! ma! nee# to rehire these lai#"off emlo!ees.$. the! nee# to #evelo lans for the -survivors of the la!off.c. there are hi##en la$or costs not re#uce# through la!offs.#. it is usuall! aroriate to escort lai#"off emlo!ees off the remises.

e. the! nee# to lan for outlacement of the lai#"off emlo!ees.Case 8.2Terra >lta' Inc.' an emlo!er of some 17'/// emlo!ees worl#wi#e' wants to re#uce itswor%force through an earl! retirement rogram. The! have hire# !ou to ut the rogram togetheran# imlement it.This will $e a one"time offer. The! want emlo!ees over age 7 to $e eligi$le' $ut the! #ontwant to lose %e! ol#er emlo!ees. Terra >lta wants a fairl! accurate estimate of how man!emlo!ees will ta%e art in the rogram. Terra >lta wants a legal an# humane rogram. The! #onot want to $e caught u in an! litigation. The! want emlo!ees to have an accurate icture oftheir future if the! ta%e art in the earl! retirement rogram.

5:) Refer to Case 8.2. How coul# Terra >lta manage the num$er of eole who mightarticiate in the earl! retirement rogram?a. ;ine tune the incentives if a surve! shows too man! will articiate.$. =uil# an estimate on in#ustr! #ata an# sto the rogram when the! get to thatnum$er.c. Hire retirees $ac% as consultants.#. Ta%e %e! emlo!ees asi#e an# guarantee them their &o$s.e. Offer rotecte# class emlo!ees less generous retirement ac%ages.


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5) *tu#ies of erformance araisal s!stems show that the most influential element onthe effectiveness of the s!stem is the+a. gen#er an# age of the emlo!ee $eing evaluate#.$. &o$ categor! for which the erformance is $eing evaluate#.c. t!e of tool or s!stem use#.

#. num$er of emlo!ees for whom the rater is resonsi$le.e. intelligence an# e4erience of the rater.

5D) >hma# has $een a line manager at a large &ewelr! factor! for nearl! 1/ !ears. This!ear' the factor! is letting the emlo!ees #irectl! un#er him contri$ute to >hma#serformance araisal. This is an e4amle of+a. erformance review.$. self"review.c. management revision.#. suerior review.e. su$or#inate review.

7/) Which of the following #oes a manager nee# to minimi6e in or#er to ensure anaccurate measure of wor%er erformance?a. Rater errors an# $ias$. Organi6ational oliticsc. Begal issues#. The influence of li%inge. >ll of the a$ove

71) *heila $elieves the value of her emlo!ees erformance #een#s on her agen#a orgoals' an# not on an! o$&ective stan#ar#. *heilas ersective is a9n)+a. a$solute ersective.

$. olitical ersective.c. rational ersective.#. relative ersective.e. trait"$ase# ersective.

Case :.1*hannon is the C


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7() Refer to Case :.1. *hannons first ste in #eveloing the new erformance araisals!stem is to+a. i#entif! the erformance araisal tool9s) he wants to use.$. i#entif! the erformance #imensions to measure.c. rovi#e training for himself an# other managers to avoi# rater error.

#. communicate the changes in the rogram to the emlo!ees.e. #evelo the erformance management rocess he will use. 1 ;inal M 727>#vance# Human Resource ManagementCase :.(3ou are reviewing erformance araisals from across the coman! for a reort to the resi#entregar#ing manager erformance. *he wants to %now not onl! how emlo!ees are #oing' $ut alsohow well managers are evaluating their emlo!ees.Rea#ing through Matts evaluations of his MI* team' !ou note that he ten#s to rate all of hiseole in the mi##le of the scale. 3ou recall a conversation last wee% when he tol# !ou thatoverall his eole were o%a!' $ut nothing to cheer a$out. He woul# li%e to get them moretraining an# institute an incentive rogram to get them motivate#.

Ma#elines emlo!ee evaluations loo% rett! goo#. The! range from ver! goo# to some wea%erformers. 3ou are startle# to see that Ma#eline has rate# uan rather low. @ulling his file' !ounote that he has alwa!s ha# ver! high ratings until this time. 3ou remem$er a meeting twomonths ago when uan vehementl! #isagree# with Ma#eline in front of the resi#ent' who si#e#with uan 9to Ma#elines em$arrassment).nuar has $een tr!ing toconvince to ,uit' has a ver! low rating. 3ou remem$er hearing manager will $e a$le to con#uct ersonal ro$lem"solving interviews.$. > manager will $e a$le to listen to an emlo!ee' summari6e the %e! oints theemlo!ee ma%es' rovi#e fee#$ac% relate# to the issue' an# not attac% the em"


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lo!ee.c. Managers will $e more aware of cultural #iversit! issues.#. Managers will $e frien#l! after articiation in this interersonal s%ills training.e. Managers will un#erstan# the ramifications of


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#. self assessment.e. values clarification instrument.

8() Tuition assistance rograms+a. generall! cover an! gra#uate level e#ucation.

$. usuall! target un#ergra#uate coursesFrograms.c. t!icall! cover 1//0 of &o$"relate# e#ucational e4enses.#. often have a fi4e# limit for reim$ursement of tuition.e. over the costs of off"the"&o$ training rograms' $ut not e#ucational courses.

82) > ersonal mission statement in a career #eveloment lan+a. is an unchanging gui#e for where emlo!ees want to go with their careers.$. hels emlo!ees act li%e each tas% ma%es a #ifference.c. shoul# focus on ro$lems the emlo!ee can solve for the coman!.#. #etermines the -tactical #ecisions' or the in#ivi#ual assignments emlo!ees willta%e in #eveloing their career.

e. is a statement' changea$le over time' which is more valua$le for the rocess ituts the emlo!ee through than for its ultimate content.

Case D.5The =lue *%! Cororations HR #eartment is evaluating their human resources. The! fin# thatuer"level an# mi##le management consists rimaril! of mem$ers of non"rotecte# classes.Most of the coman!s minorities are foun# in areas that are non"management' non"revenuegenerating areas of the organi6ation.Wa!ne' =lue *%!s @' claims that most of the minorities an# women in the coman! siml!#ont have the e#ucation an# e4erience that the! nee# to move into the uer echelons of the$usiness. He suggests that all intereste# emlo!ees $e rovi#e# with some sort of e#ucation or

training to hel reare them for a#vancement oortunities. Torrina reson#s that it ma! $emore effective to encourage =lue *%!s rotecte#"class mem$ers to $ecome involve# in arofessional organi6ation to $e a$le to networ% an# fin# suort. Bouise woul# refer to see arogram where uer"level emlo!ees wor% with !ounger su$or#inate emlo!ees to mentorthem an# reare them to ta%e on the uer"level ositions that the! will some#a! leave. Heclaims that this ought to $e#one without regar# to the race or gen#er of the emlo!ees.;inal M 727>#vance# Human Resource Management85) Refer to Case D.5. The fact that minorities an# women seem to $e limite# in terms ofcareer #eveloment at =lue *%! Cor. is evi#ence of KKKKKKKK.a. glass ceilings$. conscious #iscriminationc. affirmative action#. glass wallse. #iversit! training

87) 3ou are tr!ing to convince the management of Marcelle' Inc. to a! its emlo!ees the-going rate' no more' no less. 3ou are tr!ing to+a. reach e4ternal e,uit!.


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$. reach internal e,uit!.c. increase Marcelles wor% force.#. create an elitist comensation rogram.e. re#uce Marcelles wor% force.

88) When management is #iscussing whether to lea#' lag' or a! the -going rate for a&o$' the! are #eci#ing+a. if the! want to have an oen or secret comensation s!stem.$. their coman!s a! olic!.c. whether to $e egalitarian or elitist.#. how to $alance internal e,uit!.e. which element the! want to emhasi6e in comensation monetar! or nonmon"etar! rewar#s.

Case 1/.1> coman! is reviewing its comensation s!stem. The resi#ent wants emlo!ees to $e ai#

wages an# $enefits comara$le to cometitors. He wants to $e as fair as ossi$le. He also wantsto have ma4imum fle4i$ilit! in $eing a$le to move eole aroun# to #ifferent &o$s' as thecoman! nee#s to' without having to worr! a$out a#&usting their a!. The ;inance @ suggeststhat the coman! shoul# tie comensation costs more closel! to ro#uctivit! an# rofit. Whenrofits are #own' comensation costs shoul# $e re#uce# as well. *he also $elieves thatemlo!ees shoul# $e ai# for what the! ro#uce' not for their time' an# the comensationrogram shoul# al! to all e,uall!. The @ of HRM suggests that the %e! to the coman!ssuccess is their emlo!ees. @eole shoul# $e ai# for their s%ills or %nowle#ge' not &ust $ecausethe! are fulfilling certain &o$s. He also feels that it woul# $e simler to imlement acomensation s!stem $! level rather than $! &o$.(( ;inal M 727 >#vance#Human Resource Management

8:) Refer to Case 1/.1. The comensation s!stem that woul# meet the resi#ents concerns a$out fairness an# fle4i$ilit! woul# $e a KKKKKKKK comensation s!stem.a. fi4e# a!$. s%ill"$ase#c. varia$le a!#. mem$ershi"$ase#e. erformance"$ase#

Case 1/.5Christoher is the @ of the clothing coman! Harrison' Inc. HR is in the rocess of re"#esigningthe coman!s comensation s!stem since Harrison has gone international. Christoher$elieves that emlo!ees shoul# $e ai# in #irect resonse to what the emlo!ees contri$ute to thecoman!. oanna' an uer"level manager' agrees an# also $elieves that emlo!ees who hol#higher ositions in the coman! shoul# $e ai# consi#era$l! more than those who hol#su$or#inate ositions. Mar%' the hea# of HR' encourages Christoher to ma%e sure thatemlo!ees are $eing ai# at a comara$le rate to emlo!ees who are erforming the same &o$ atother aarel comanies.Christoher $elieves that the coman! nee#s to have greater fle4i$ilit! in moving eole among


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&o$s without having to a#&ust their comensation. The management also wants more &oint"tas%accomlishment an# $etter cooeration among emlo!ees.

8) Refer to Case 1/.5. Mar% is encouraging+a. e4ternal e,uit!.

$. internal e,uit!.c. an egalitarian s!stem.#. ensuring comara$le worth within the coman!.e. following a la$or mar%et mo#el.

8D) Refer to Case 1/.5. >fter erforming a oint factor &o$ anal!sis' HR reorts to Chris"toher that assistant a#ministrators are receiving consi#era$l! less comensationthan line suervisors' even though the! are erforming similar &o$s with ver! similars%ills. Christoher reali6es that+a. this is a t!ical egalitarian a! s!stem.$. this ro$lem can $e fi4e# $! achieving e4ternal e,uit!.

c. this is siml! a factor of fi4e# a!.#. the emlo!ees are of comara$le worth' $ut are not $eing comensate# coma"ra$l!.e. this is erfectl! acceta$le' since the assistant a#ministrators are e4emt em"lo!ees an# the line suervisors are none4emt emlo!ees.

:/) To achieve #esire# results from a a!"for"erformance s!stem' comanies shoul#+a. change s!stems ever! two !ears.$. strictl! limit emlo!ee influence on s!stem #ecisions.c. ma%e sure that emlo!ee erformance araisals are vali# an# relia$le.#. encourage goo# staffing ractices.

e. c an# #

:1) > firm shoul# use merit a! as an element of a9n)+a. in#ivi#ual"$ase# comensation lan.$. lant"wi#e comensation lan.c. team"$ase# comensation lan.#. cororate"$ase# comensation lan.e. e,uit!"$ase# comensation lan.

:() >n in#ivi#ual"$ase# incentive comensation s!stem has a num$er of #isa#vantages'such as+a. lacing emlo!ees at consi#era$le ris%.$. the free"ri#e effect.c. romoting too narrow of a &o$ focus' fostering an attitu#e of -la!ing it safe.#. fostering social ressure to limit erformance.e. ro$lems with the criteria use# to trigger rewar#s.

:2) In what wa! are comensation rograms for saleseole #ifferent from comensationrograms for other t!es of emlo!ees?


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::) Health insurance covers+a. emlo!ees.$. emlo!ee #een#ents.c. emlo!ees unmarrie# artners.#. emlo!ees who have no rior me#ical con#ition.

e. a an# $Case 1(.1The HR Airector of The Camera Center is lea#ing the e4ecutive team through a review of thecoman!s $enefits lan. He $egins $! e4laining how the! are fun#ing the $enefits lan. >fter afew ,uestions on that matter' he moves on to clarif! what the! must offer' $! law' an# then whathe thin%s the! shoul# offer.> highl! entrereneurial' erformance"#riven coman!' The Camera Center rovi#es ane4cellent rofit"sharing lan an# one of the $est retirement ac%ages in the in#ustr!. The!commit a high ortion of their comensation fun#s to the $enefits lan. Their wor%force ten#s to$e college"e#ucate# !ounger rofessionals' who are &ust starting their families.The C or 5/19%) to give emlo!ees a ta4 $enefit in their retirement.c. is in violation of fe#eral law $ecause the! #ont offer health care.#. is correct' $ut the! nee# to imlement varia$le a! as well.e. is almost the oosite of what the! nee#.

Case 1(.5;ranco is an uer level"manager at ;ine ewelr!' Inc. =ase# uon the coman!s #esire to shareretirement ris% an# resonsi$ilit! with emlo!ees' ;ranco suggests to HR that ;ine ewelr!contri$ute a fi4e# amount of fun#s to each emlo!ees retirement lan' an# let the emlo!ees#etermine how to invest them.;rancos assistant' Aorreen' recentl! was in a car acci#ent while on coman! $usiness' an# wascite# as the one resonsi$le for the acci#ent. *a#l!' one of her legs was $a#l! in&ure#' an# shewill $e una$le to wor% for over a month.On a haier note' osh' an accounts a#ministrator' an# his wife *ilvia' have &ust a#ote# twins.He has #eci#e# to ta%e two months of ;MB> leave.=ec%! was a recetionist for ;ine ewelr! for seven months. *he then ,uit her &o$ with ;ineewelr! an# was hire# at Interior Aesigns two months later. Auring her time of unemlo!ment'she $ecame regnant an# is e4ecting coverage un#er the Health Insurance @orta$ilit! an#>ccounta$ilit! >ct 9HI@@>).;ranco comes to !ou' an accounts manager for ;ine ewelr!' an# as%s !ou where he shoul#invest for his retirement. ;ine ewelr! alrea#! has a retirement lan for emlo!ees' $ut ;rancoreali6es that this will not $e sufficient when he reaches retirement age.(8 ;inal M 727 >#vance# Human Resource Management:D) Refer to Case 1(.5. ;ranco wants a ta4"#eferre#' ersonal savings lan. 3ou suggest


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a9n)+a. rofit"sharing Leogh lan.$. IR>.c. *ocial *ecurit! lan.#. Roth IR>.

e. $ or #

/) > grou of emlo!ees are #iscussing a notice on the $ulletin $oar#. -This is greatThe! finall! recogni6e our nee# for chil#care here. =o!' will this ma%e life easier. ;orthe emlo!ees' this is an e4amle of+a. uwar# communication.$. actual communication.c. communication of feelings.#. noise.e. fee#$ac%.

1) Travis has $een showing *ha! the $asics of CPP comuter rogramming. *ha! %nowsver! little a$out rogramming' an# fin#s most of what Travis is sa!ing utterl! incom"rehensi$le. He uses terms an# refers to concets that she has never hear# of $efore.*ha!s #ifficult! in #eco#ing the message comes from+a. the communication channel.$. the lac% of fee#$ac% she receives from Travis.c. her low intelligence.#. -noise.e. Traviss misun#erstan#ing of CPP.

() > manager is e4laining a ro&ect to his staff. The! are as%ing ,uestions in or#er to

un#erstan# what he wants an# to tr! an# shift the #eliver! #ate' to which he agrees.This meeting is an e4amle of+a. uwar# communication.$. #ownwar# communication.c. enco#ing.#. lateral communication.e. two"wa! communication.2) The most imortant source of information that HR can rovi#e emlo!ees is+a. au#iovisuals' #ue to the #ecreasing literac! rate.$. electronic communications' there$! ermitting interaction.c. meetings' where ever!one can hear the same thing at the same time.#. written communication' so emlo!ees have reference coies of what has $eencommunicate#.e. the emlo!ee han#$oo%' which outlines the coman!s entire emlo!ee relationshilosoh!.

5) > tool for letting eole articiate in meetings even when the! are in another loca"tion is+a. e"mail.


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$. voice mail.c. multime#ia.#. hone.e. teleconferencing.

7) The rights to hire' romote' an# #etermine a! levels for emlo!ees are e4amles of+a. contractual rights foun#e# in the emlo!ees contract with management.$. statutor! rights.c. resi#ual rights.#. #ue rocess rights.e. the s!chological contract.

8)


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#. a union su$stitution strateg!.e. none of the a$ove

D1) > union certification election rocess+a. is con#ucte# $! oen $allot to avoi# frau#.

$. onl! nee#s to receive a ma&orit! vote to win.c. onl! nee#s 2/0 of the wor%ers to vote !es to win.#. is suervise# $! a union"management team.e. ten#s to $e a foregone conclusion as unions ten# to win these votes.

Case 17.(TimeTa$le' Inc. lans to e4an# its manufacturing facilities. It is consi#ering e4ansion eitherhere in the nite# *tates or in ' an# move# into the e4ecutivemanagement ran%s a$out ten !ears ago.TimeTa$le has a strong ositive wor%ing relationshi with its union. Management feels theNBR= is wrong in its ruling a$out the Wagner >ct an# is aggressivel! $uil#ing la$or"management teams. The C#vance# Human Resource ManagementD() Refer to Case 17.(. =ase# on TimeTa$les C


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D7) The National Institute for Occuational *afet! an# Health 9NIO*H) is resonsi$le forwhich of the following?a. ll of the a$ove

D8) > coman!s safet! committee+a. is ma#e u of line managers who romote wor%lace safet! an# health.$. has little effect on the overall safet! of the wor%lace.c. is comrise# of managers an# emlo!ees who evaluate the a#e,uac! of safet!roce#ures in the coman! an# evaluate ha6ar# solutions.#. is a committee ma#e u of managers an# emlo!ees who olice safet! violationsan# mete out aroriate unishments.e. none of the a$ove

D:) International managers ma! choose from several $asic aroaches to manage theirinternational wor% forces. If a coman! #eli$eratel! #ownla!s nationalit! an# activel!searches internationall! for the $est eole for %e! ositions' the coman! is usinga9n) KKKKKKKK aroach to management.a. ethnocentric$. e4atriatec. multinational#. ol!centrice. geocentric

D) It has $een estimate# that using an e4atriate costs KKKKKKKK more than a local

emlo!ee.a. 2///0"7///0$. (//0c. 7//0"1///0#. 1///0"(///0e. 5///0"8///0

DD) The use of local nationals as managers in foreign su$si#iaries+a. creates ro$lems of a#ata$ilit! as the! ten# to $e less fle4i$le than e4atriates.$. is $est when a share# cororate i#entit! is imortant.c. ma! lea# to the ostonement of #ecisions until the! are more #ifficult.#. is imortant when cultural #ifferences $etween the host an# home countries areminimal.e. ma! act as a #isincentive on local morale.

1//) 3our te4t imlies that if a small firm moves into e4orting' $ecause of the si6e of itsstaff' management woul# have to+a. esta$lish an M=O rogram.$. a#ot a clear mission an# vision for the $usiness to %ee from $eing si#etrac%e#


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into the wrong international mar%ets.c. esta$lish a TEM rogram to meet I*O D/// stan#ar#s.#. emower emlo!ees through articiative management.e. #evelo a clear succession lan in case the C

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