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Chapter 16 - Creating and Maintaining High-Performance Organizations

Chapter 16

Creating and Maintaining High-Performance Organizations

True / False Questions

1. According to research, organizations that introduce integrated high-performance work

practices usua! e"perience increases in producti#it! and ong-term financia performance.

$rue %ase

&. $he organization's H( department makes most decisions a)out organizationa structure.$rue %ase

*. (eward s!stems in an organization incude the performance measures )! which empo!eesare +udged and the methods of measuring performance.

$rue %ase

. hie high-performance work s!stems increase empo!ee satisfaction, the! ha#e itteimpact on other outcomes such as efficienc!.

$rue %ase

. One of the most popuar wa!s to empower empo!ees is to design work so that it can )eperformed on an indi#idua )asis.

$rue %ase

6. /nformation s!stems pa! an important roe in a earning organization.$rue %ase

0. (esearch has found itte support for the caim that empo!ees' +o) satisfaction and +o)performance are reated.

$rue %ase

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. Peope e"perience occupationa intimac! when the! en+o! their work, when the! and their

co-workers care a)out one another, and when the! find their work meaningfu.$rue %ase

2. Performance measures shoud not incude ethica standards since the! are #ague and hard to

measure.

$rue %ase

13. (esearch suggests that it is more effecti#e to impro#e H(M practices as a whoe than to

focus on one or two isoated practices, such as the organization's pa! structure or seections!stem.

$rue %ase

11. High-performance organizations shoud on! adopt seection methods that identif!technica skis.

$rue %ase

1&. $o set up a performance management s!stem that supports the organization's goas,

managers need to understand the process of empo!ee performance.$rue %ase

1*. Measures of empo!ees' performance shoud take the effect of situationa constraints intoaccount.

$rue %ase

1. (esearch has found that empo!ee participation in decisions a)out compensation is notsignificant! inked to greater satisfaction with the pa! and the +o).

$rue %ase

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1. $ransaction processing incudes the acti#ities re4uired to meet go#ernment reporting

re4uirements, such as fiing out 55O-1 reports, on which empo!ers report information a)outempo!ees' race and gender )! +o) categor!.

$rue %ase

16. An e"pert s!stem can increase efficienc! )! ena)ing a few high! skied empo!ees to

do work that otherwise woud re4uire man! ow-skied empo!ees.$rue %ase

10. A standard feature of a modern H(/ is the use of reationa data)ases, which store data inseparate fies that can )e inked )! common eements.

$rue %ase

1. A )enefit of e-H(M is that empo!ees can hep themse#es to information the! need whenthe! need it, instead of contacting an H( staff person.

$rue %ase

12. Most administrati#e and information-gathering acti#ities in human resource management

cannot )e a part of e-H(M.$rue %ase

&3. %or an organization's human resource di#ision, 7customers7 are the top management.%or an organization's human resource di#ision, 7customers7 are the organization as a whoe

and its other di#isions.

$rue %ase

&1. An H(M audit is a forma re#iew of the outcomes of H(M functions.

$rue %ase

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&&. $raining doars per empo!ee is a )usiness indicator of the success of an H( department's

training programs.$rue %ase

&*. $he usua wa! to measure customer satisfaction in the course of an H(M audit is to

conduct e"periments in controed en#ironments.

$rue %ase

&. One wa! to measure H(M effecti#eness is to ana!ze to measure a program's success in

terms of whether it achie#ed its o)+ecti#es and whether it dei#ered #aue in an economicsense.

$rue %ase

&. %or an H( department, greater efficienc! means that what the H( department does has amore )eneficia effect on empo!ees' and the organization's performance.

$rue %ase

Multiple Choice Questions

&6. A high-performance work s!stem8A. is an arrangement of machiner! and e4uipment that streamines the workfow and resuts in

ma"imum efficienc! and cost sa#ings.

9. is a com)ination of peope, technoog!, and organizationa structure that makes fu use ofthe organization's resources and opportunities in achie#ing its goas.

C. is a computer software s!stem designed to hep managers so#e pro)ems )! showing how

resuts #ar! when the manager aters assumptions or data.

:. is a s!stem used to coect, record, store, ana!ze, and retrie#e data concerning anorganization's human resources.

5. is a performance management s!stem that uses indi#idua incenti#es to increase empo!eeproducti#it! and work 4uait!.

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&0. hich of the foowing is true a)out high-performance work s!stems;

A. Creating a high-performance work s!stem is #er! simiar to traditiona managementpractices.

9. $o function as a high-performance work s!stem, peope, technoog!, and organizationa

structure must )e compete! independent of one another.C. $o de#eop such a s!stem, organizations need to determine what kinds of peope fit theirneeds, and then ocate, train, and moti#ate those specia peope.

:. Creating such a s!stem often puts intense pressure on the organization's resources and is

not suita)e for a industries.5. /ntegrated high-performance work practices usua! ha#e itte impact on producti#it! and

ong-term financia performance.

&.

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*1. hich of the foowing eements in a high-performance work s!stem contri)utes to high

performance )! encouraging peope to stri#e for o)+ecti#es that support the organization'so#era goas and incudes the performance measures )! which empo!ees are +udged, the

methods of measuring performance, and incenti#e pa!, among other things;

A. Organizationa design9. $ask designC. (eward s!stems

:. /nformation s!stems

5. $echnoogica resources

*&. /n a high-performance work s!stem, task design makes +o)s8

A. narrow in scope and responsi)iit!.

9. high in task significance )ut ow in autonom!.

C. high! speciaized.:. efficient whie encouraging high 4uait!.

5. more simpe and repetiti#e.

**. hich of the foowing is an outcome of a high-performance work s!stem;

A. impe, repetiti#e +o)s

9. High empo!ee turno#erC. Higher costs

:. /nno#ation

5. Centraized decision making

*. hich of the foowing is @O$ an outcome of a high-performance work s!stem;

A. ow a)senteeism

9. Higher saesC. Bnowedge sharing

:. High empo!ee turno#er

5. High 4uait!

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*. hich of the foowing is a condition that contri)utes to high performance;

A. 5mpo!ees' rewards and compensation reate to the compan!'s financia performance.9. ork design aows empo!ees to speciaize in one ski.

C. 5mpo!ee participation is imited.

:. 5mpo!ees recei#e on! informa performance feed)ack.5. /ndi#iduas, not teams, perform work.

*6. One of the most popuar wa!s to empower empo!ees is to8

A. narrow the scope of +o)s.

9. design work so that it is performed )! teams.C. adopt a centraized decision making structure.

:. pa! )onuses to a empo!ees regardess of contri)ution.

5. pro#ide them with simpe, repetiti#e +o)s.

*0. hich of the foowing is a wa! in which a work team can )e empowered;

A. Beeping the team's interaction with other department or teams to a minimum.

9. Beeping roes independent and separate from one another.C. Charging the team with making decisions traditiona! made )! managers.

:. @arrowing the scope of the work done )! the team and its mem)ers.

5. ea#ing management of work schedues to the manager.

*. An organization in which the cuture #aues and supports ifeong earning )! ena)ing a

empo!ees to continua! ac4uire and share knowedge is known as a>n?8

A. e#o#ing organization.9. adapti#e organization.

C. earning organization.

:. traditiona organization.5. i#ing organization.

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*2. 5ach empo!ee's and each group's ongoing efforts to gather information and app! the

information to their decisions in a earning organization is referred to as8A. continuous earning.

9. critica thinking.

C. inno#ation.:. cognition.5. s!nthesis.

3. /n a earning organization, training is #iewed as8

A. a necessar! e"pense.9. an in#estment in the organization's human resources.

C. )eing pure! for the empo!ees' persona )enefit.

:. primari! a means of retaining good empo!ees.

5. a )arrier to knowedge sharing.

1. hich of the foowing is a feature of earning organizations that occurs when

organizations encourage empo!ees to see reationships among ideas and to test assumptionsand o)ser#e the resuts of their actions;

A. hared knowedge

9. Critica, s!stematic thinkingC. Continuous earning

:. 5-earning

5. $raining

&. hich of the foowing is true a)out a earning cuture;

A. /t encourages fe"i)iit!.

9. 5"perimentation is genera! a#oided.C. /t is 4uick to punish ideas that do not work out as intended.

:. Performance management s!stems are not inked to earning.

5. /t is a risk-a#erse cuture.

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*. /n high-performance organizations, empo!ees tend to e"perience8

A. )urnout.9. stress.

C. isoation.

:. +o) satisfaction.5. )oredom.

. hich of the foowing is a wa! in which organizations can impro#e +o) satisfaction;

A. Making +o)s simper and more repetiti#e.

9. etting up su)+ecti#e performance measurements.C. etting a)stract goas.

:. etting goas that are eas! to reach.

5. Making +o)s more interesting.

. Peope e"perience

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0. A of the foowing are organizationa s!stems that can promote ethica )eha#ior,

5C5P$8A. reinforcement of ethica )eha#ior.

9. a#oiding the incusion of ethica standards in performance measures.

C. pro#iding channes empo!ees can use to ask 4uestions a)out ethica )eha#ior.:. pro#iding training in ethica decision making.5. training super#isors in how to hande empo!ees' concerns a)out ethica matters.

. hich one of the foowing is an H(M practice that can hep organizations achie#e high

performance;A. ork is performed )! indi#iduas.

9. ork design imits fe"i)iit!.

C. Performance management s!stem measures customer satisfaction and 4uait!.

:. Pa! s!stems primari! reward o!at! to the compan!.5. $echnoog! is used to the minimum.

2. hich one of the foowing is an H(M practice that can hep organizations achie#e highperformance;

A. ork is performed )! indi#iduas.

9. ork design imits fe"i)iit!.C. :iscipine s!stem is progressi#e.

:. Pa! s!stems primari! reward o!at! to the compan!.

5. $echnoog! is used to the minimum.

3. hich one of the foowing is an H(M practice that can hep organizations achie#e high

performance;

A. ork is performed )! indi#iduas.9. ork design imits fe"i)iit!.

C. eection s!stem is +o) reated.

:. Pa! s!stems primari! reward o!at! to the compan!.

5. $echnoog! is used to the minimum.

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1. hich one of the foowing is a seection method organizations can adopt to identif!

empo!ees who wi thri#e in a high-performance work s!stem;A. $echnica proficienc! tests

9. Ps!choogica tests

C. tructured inter#iews:. Aptitude tests5. Ph!sica a)iit! tests

&. hich of the foowing is @O$ true a)out performance management in high performance

work s!stems;A. 5ach aspect of performance management shoud )e reated to the organization's goas.

9. $he organization's cuture and other factors must )e disregarded when e#auating

empo!ees' a)iities, )eha#iors, and resuts.

C. Managers need to understand the process of empo!ee performance.:. $he organization identifies what each department must do to achie#e the desired resuts.

5. Performance must )e defined and measured in precise terms.

*. Performance management s!stems support organizationa goas )est if the!8

A. define and measure performance in )road )eha#iora terms.

9. ink performance measures to meeting interna and e"terna customers' needs.C. ignore situationa constraints such as the organization's cuture.

:. are outsourced to professiona )eha#ior management firms.

5. choose )usiness goas )ased on empo!ees' skis and a)iities.

. Merit pa!, gainsharing, and profit sharing are a methods of8

A. incuding empo!ees in decisions a)out compensation.

9. disassociating compensation from performance measures.C. gi#ing fi"ed pa! to empo!ees.

:. increasing empo!ee participation in management.

5. inking compensation to performance measures.

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. /n terms of compensation, organizations can increase empo!ee empowerment and +o)

satisfaction )!8A. incuding empo!ees in decisions a)out compensation.

9. disassociating compensation from performance measures.

C. disaowing negotiations regarding pa!.:. imiting empo!ee participation in management.5. a#oiding the use of gainsharing and profit sharing.

6. @ew technoog! usua! in#o#es

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2. Eou wish to test a range of assumptions a)out the a#aia)iit! of a certain ski in the a)or

market )! ooking at the impact of the assumptions on the success of different recruitingpans. hich one of the foowing s!stems woud !ou use;

A. :ecision support s!stem

9. 5"pert s!stemC. e-H(M s!stem:. $ransactiona processing s!stem

5. $ransitiona matri"

63. A s!stem that heps users make decisions )! recommending actions )ased uponpredetermined decision rues and the information pro#ided )! the users is known as a>n?8

A. decision support s!stem.

9. e"pert s!stem.

C. e-H(M s!stem.:. transactiona processing s!stem.

5. transitiona matri".

61. 5"pert s!stems8

A. ena)e on! high! skied empo!ees to do work.

9. coud cause errors if the user is fatigued or )iased.C. need a reati#e! high num)er of unskied empo!ees.

:. dei#er )oth high 4uait!, though at a higher cost.

5. hep man! peope to arri#e at decisions that refect the e"pert's knowedge.

6&. A standard feature of a modern H(/ is the use of

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6*. hich one of the foowing is an ad#antage of a reationa data)ase;

A. /nformation is stored in one arge fie.9. :ata)ases are stored in a centra ocation.

C. Fsers can fie or retrie#e information according to an! fied across different )ases.

:. Heps peope arri#e at decisions that refect e"pert knowedge.5. /t is designed to e"cusi#e! meet the needs of the H( department.

6. $his is a dispa! of a series of H( measures, showing human resource goas and

o)+ecti#es and progress toward meeting them.

A. Performance re#iew tempate9. (eaistic +o) pre#iew

C. 5"pert s!stem

:. H( dash)oard

5. (eationa data)ase

6. Eou wish to make H(-reated information a#aia)e wide! to the organization's

empo!ees )ut are concerned a)out the pri#ac! issues in#o#ed in using the internet. hat is!our ne"t )est option in e-H(M which imits access on! to authorized users;


9. 5"pert s!stemC. /ntranet

:. $ransactiona processing s!stem

5. Associate s!stems

66. hich of the foowing is an e"ampe of an H(/ technoog!;


9. $ransactiona processing s!stemC. H( dash)oard

:. 5"pert s!stem

5. /ntranet

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60. 9ecause much human resource information is confidentia, organizations engaging in e-

H(M are8A. continuous! imiting the amount and t!pe of information made a#aia)e to compan!

personne.

9. increasing! pacing compan!-specific information on a secure intranet with inks toresources on the )roader /nternet.C. consoidating information into a singe fie and restricting access to this data)ase to on!

top-e#e personne within the compan!.

:. using it for most administrati#e and information-gathering acti#ities e"cept oninerecruiting.

5. gradua! shifting )ack to maintaining H(-reated information on fies that are accessi)e

on! to the H( department.

6. hich of the foowing is true of e-H(M;A. Most administrati#e and information-gathering H(M acti#ities can )e part of e-H(M.

9. $ransactiona costs are dramatica! higher than traditiona s!stems.

C. $he /nternet is !et to make an impact on e-H(M.:. $he num)er of organizations engaging in e-H(M is decreasing.

5. 5mpo!ees must contact an H( staff person if needs an! information.

62. Genera! speaking,

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01. /n the conte"t of the #iew that sees the entire organization as 7customers7, how can the

H( department meet the needs of ine managers;A. 9! pro#iding 4uaified staffing.

9. 9! conducting performance management.

C. 9! designing a rewards s!stem.:. 9! pro#iding training and de#eopment.5. 9! enforcing a)or aw reguations.

0&. /n the conte"t of the #iew that sees the entire organization as 7customers7, how can the

H( department meet the needs of strategic panners;A. 9! pro#iding 4uaified staffing.

9. $hrough performance management.

C. 9! designing a rewards s!stem.

:. 9! pro#iding training and de#eopment.5. 9! enforcing a)or aw reguations.

0*. /n the conte"t of the #iew that sees the entire organization as 7customers7, how can theH( department meet the needs of empo!ees;

A. 9! pro#iding 4uaified staffing.

9. $hrough performance management.C. 9! formuating H( strateg!.

:. 9! pro#iding training and de#eopment.

5. 9! enforcing a)or aw reguations.

0. A forma re#iew of the outcomes of H(M functions, )ased on identif!ing ke! H(M

functions and measures of )usiness performance is referred to as a>n?8

A. )aanced scorecard.9. profit-and-oss statement.

C. e#idence-)ased H(.

:. +o) #erification.

5. H(M audit.

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0. $he primar! focus of the H(M audit is to8

A. )enchmark the compan!'s H( practices to those of eading competitors'.9. estimate the financia costs and )enefits resuting from an H( practice.

C. re#iew the #arious outcomes of H( functions.

:. determine the doar #aue of the H( program.5. determine the egait! of H( practices.

06. $he first step in an H( audit is to8

A. conduct an e"terna ana!sis of the compan!'s product- and a)or-market en#ironments.

9. identif! ke! functions and ke! performance measures of )usiness performance andcustomer satisfaction that wi indicate success within each H(M function.

C. gather information through organizationa documents, customer sur#e!s, empo!ee attitude

sur#e!s, and other instruments and toos.

:. e#auate performance data to determine e#es of success and de#eop action pans tocorrect an! deficiencies in performance.

5. report an! ega discrepancies found in the H( practices to the concerned authorities.

00. hich of the foowing is a )usiness indicator of the success of the staffing efforts of an

H( department;

A. $reatment of appicants9. ki in handing terminations

C. Competiti#eness in oca a)or market

:. 5mpo!ee satisfaction with pa!5. (atio of acceptances to offers made

0. hich of the foowing is a customer satisfaction measure of the success of the staffing

efforts of an H( department;A. $reatment of appicants

9. A#erage !ears of e"perienceeducation of hires per +o) fami!

C. A#erage da!s taken to fi open re4uisitions

:. (atio of acceptances to offers made

5. (atio of minorit!women appicants to representation in oca a)or market

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02. hich of the foowing is a )usiness indicator of the success of the compensation s!stem

designed )! an H( department;A. Competiti#eness in oca a)or market

9. (atio of a#erage saar! offers to a#erage saar! in communit!

C. (eationship )etween pa! and performance:. 5mpo!ee satisfaction with pa!5. %airness of e"isting +o) e#auation s!stem in assigning grades and saaries

3. hich of the foowing is a customer satisfaction measure of the success of the

compensation s!stem designed )! an H( department;A. Competiti#eness in oca a)or market

9. (atio of a#erage saar! offers to a#erage saar! in communit!

C. Per capita >a#erage? merit increases

:. Percentage of o#ertime hours to straight time5. (atio of recommendations for recassification to num)er of empo!ees

1. hich of the foowing is a )usiness indicator of the success of the training programsimpemented )! an H( department;

A. 5"tent to which training programs meet the needs of empo!ees and the compan!

9. $raining doars per empo!eeC. Communication to empo!ees a)out a#aia)e training opportunities

:. Assistance in identif!ing management potentia

5. Iuait! of introductionorientation programs

&. hich of the foowing is a customer satisfaction measure of the training programs

impemented )! an H( department;

A. Percentage of empo!ees participating in training programs per +o) fami!9. Percentage of empo!ees recei#ing tuition refunds


:. $raining doars per empo!ee

5. Iuait! of introductionorientation programs

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*. hich of the foowing is a customer satisfaction measure of the )enefits programs

impemented )! an H( department;A. Communication of )enefits to empo!ees

9. A#erage unempo!ment compensation pa!ment

C. Per capita >a#erage? merit increases:. 9enefit cost per pa!ro doar5. Percentage of sick ea#e to tota pa!

. hich of the foowing is a )usiness indicator of the success of the )enefits programs

impemented )! an H( department;A. Communication of )enefits to empo!ees

9. %airness and consistenc! in the appication of )enefit poicies

C. Promptness in handing caims

:. 9enefit cost per pa!ro doar5. Assistance pro#ided to ine managers in reducing potentia for unnecessar! caims

. hich of the foowing is a )usiness indicator of the success of the empo!ee appraisaand de#eopment programs impemented )! an H( department;

A. Assistance in identif!ing management potentia

9. Organizationa de#eopment acti#ities pro#ided )! H(M departmentC. Accurac! and carit! of information pro#ided to managers and empo!ees

:. Iuait! of introductionorientation programs

5. :istri)ution of performance appraisa ratings

6. hich of the foowing is a customer satisfaction measure of the o#era effecti#eness of

H( acti#ities;

A. (atio of personne staff to empo!ee popuation9. Percentage of empo!ees recei#ing tuition refunds


:. orking reationship )etween organizations and H(M department

5. $urno#er rate

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0. hich of the foowing is a )usiness indicator of the o#era effecti#eness of H(

acti#ities;A. (atio of personne staff to empo!ee popuation

9. Accurac! and carit! of information pro#ided to managers and empo!ees

C. Competence and e"pertise of staff:. orking reationship )etween organizations and H(M department5. Assistance in identif!ing management potentia

. $he economic approach to e#auating the effecti#eness of H( practices can focus on8

A. determining whether the H( programpractice had the intended effect.9. comparing the compan!'s H(M costs to those of ma+or competitors'.

C. re#iewing the #arious outcomes of the H( functions.

:. determining the doar #aue of a program's costs and )enefits.

5. #erif!ing the accurac! of the financia statements reating to H( acti#ities.

2. /n genera, H( departments shoud )e a)e to impro#e their performance through some

com)ination of greater efficienc! and greater effecti#eness. /n this conte"t, greater efficienc!means the H( department8

A. has a more )eneficia effect on empo!ees' performance.

9. uses fewer and ess-cost! resources to perform its functions.C. is achie#ing a the desired outcomes.

:. has a more )eneficia effect on the organization's performance.

5. is ensuring egait! of operations.

23. /n genera, H( departments shoud )e a)e to impro#e their performance through some

com)ination of greater efficienc! and greater effecti#eness. /n this conte"t, greater

effecti#eness means that8A. man! empo!ees are )eing recruited e#er! !ear.

9. H( uses fewer and ess-cost! resources to perform its functions.

C. the compensation s!stems in the organization are we a)o#e market rates.

:. what the H( department does has a more )eneficia effect on empo!ees' and the

organization's performance.5. there was a reati#e! sma gap )etween the highest and the owest saaries paid in the

organization.

ssa! Questions

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21. :efine the term high-performance work s!stem and name and discuss the fi#e eements

that common! make up the s!stem, indicating to what degree H( pa!s a roe in their

de#eopment.

2&. ummarize the outcomes of a high-performance work s!stem, gi#ing e"ampes where#er

possi)e.

2*. @ame at east fi#e H(M practices that contri)ute to a high-performance work s!stem ororganization.

2. :escri)e a earning organization. ist its ke! features.

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2. :iscuss the concept of occupationa intimac!.

26. :iscuss how recruitment and seection practices can contri)ute to high performance in an

organization.

20. hat guideines can )e foowed to make the performance management s!stem supportorganizationa goas;

2. hat is an H( dash)oard;

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22. hat is an H(M audit;

133. How can H( departments impro#e their performance;

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Chapter 16 Creating and Maintaining High-Performance Organizations Answer

Be!

True / False Questions

1.(p. 492)According to research, organizations that introduce integrated high-performance work

practices usua! e"perience increases in producti#it! and ong-term financia performance.

T"#

According to research, organizations that introduce integrated high-performance workpractices usua! e"perience increases in producti#it! and ong-term financia performance.

AACSB: AnalyticBloom's: Remember

Difficulty: asy

!earnin" #b$ecti%e: && Define *i"*performance +or, systems- an ientify t*e elements of suc* a system.

/opic: 0i"*1erformance or, Systems

&.(p. 492)$he organization's H( department makes most decisions a)out organizationa

structure.

F$%&

$he organization's top management makes most decisions a)out structure, for instance, how

man! empo!ees report to each super#isor and whether empo!ees are grouped according to

the functions the! carr! out or the customers the! ser#e.

AACSB: Analytic

Bloom's: Remember

Difficulty: asy


/opic: lements of a 0i"*1erformance or, System

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*.(p. 493)(eward s!stems in an organization incude the performance measures )! which

empo!ees are +udged and the methods of measuring performance.

T"#

(eward s!stems contri)ute to high performance )! encouraging peope to stri#e for o)+ecti#esthat support the organization's o#era goas. (eward s!stems incude the performance

measures )! which empo!ees are +udged, the methods of measuring performance, and theincenti#e pa! and other rewards inked to success.

AACSB: Analytic

Bloom's: RememberDifficulty: asy



.(p. 494)hie high-performance work s!stems increase empo!ee satisfaction, the! ha#e itteimpact on other outcomes such as efficienc!.

F$%&

Outcomes of a high-performance work s!stem thus incude higher producti#it! andefficienc!.

AACSB: Analytic


!earnin" #b$ecti%e: &2 Summarie t*e outcomes of a *i"*performance +or, system.

/opic: #utcomes of a 0i"*1erformance or, System

.(p. 495)One of the most popuar wa!s to empower empo!ees is to design work so that it can

)e performed on an indi#idua )asis.

F$%&

One of the most popuar wa!s to empower empo!ees is to design work so that it is performed)! teams. On a work team, empo!ees )ring together #arious skis and e"periences to

produce goods or pro#ide ser#ices.

AACSB: Analytic

Bloom's: Remember

Difficulty: asy

!earnin" #b$ecti%e: &3 Describe t*e conitions t*at create a *i"*performance +or, system.

/opic: /eam+or, an mpo+erment

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6.(p. 49)/nformation s!stems pa! an important roe in a earning organization.

T"#

An organization's information s!stems ha#e an important roe in making earning possi)e.

/nformation s!stems capture knowedge and make it a#aia)e e#en after indi#iduaempo!ees who pro#ided the knowedge ha#e eft the organization.

AACSB: Analytic

Bloom's: Remember

Difficulty: asy


/opic: 6no+le"e S*arin"

0.(p. 497)(esearch has found itte support for the caim that empo!ees' +o) satisfaction and

+o) performance are reated.F$%&

A condition underpinning an! high-performance organization is that empo!ees e"perience

+o) satisfactionDthe! e"perience their +o)s as fufiing or aowing them to fufi important

#aues. (esearch supports the idea that empo!ees' +o) satisfaction and +o) performance arereated.

AACSB: Analytic



/opic: 8ob Satisfaction

.(p. 49)Peope e"perience occupationa intimac! when the! en+o! their work, when the! and

their co-workers care a)out one another, and when the! find their work meaningfu.

T"#

Peope e"perience occupationa intimac! when the! o#e their work, when the! and their co-workers care a)out one another, and when the! find their work meaningfu.


Difficulty: asy



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2.(p. 499)Performance measures shoud not incude ethica standards since the! are #ague and

hard to measure.

F$%&

Performance measures shoud incude ethica standards, and misdeeds shoud recei#e swiftdiscipine.

AACSB: Analytic

Bloom's: Remember

Difficulty: eium


/opic: t*ics

13.(p. 5)(esearch suggests that it is more effecti#e to impro#e H(M practices as a whoe

than to focus on one or two isoated practices, such as the organization's pa! structure orseection s!stem.

T"#

(esearch suggests that it is more effecti#e to impro#e H(M practices as a whoe than to focus

on one or two isoated practices, such as the organization's pa! structure or seection s!stem.Aso, to ha#e the intended infuence on performance, the H(M practices must fit we with

one another and the organization as a whoe.

AACSB: Analytic


!earnin" #b$ecti%e: &4 ;plain *o+ *uman resource mana"ement can contribute to *i"* performance.

/opic: 0R's Contribution to 0i"* 1erformance

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11.(p. 5&)High-performance organizations shoud on! adopt seection methods that identif!

technica skis.

F$%&

High-performance organizations need seection methods that identif! more than technicaskis ike a)iit! to perform accounting and engineering tasks. 5mpo!ers ma! use group

inter#iews, open-ended 4uestions, and ps!choogica tests to find empo!ees who inno#ate,share ideas, and take initiati#e.

AACSB: Analytic



/opic: Recruitment an Selection

1&.(p. 5&)$o set up a performance management s!stem that supports the organization's goas,managers need to understand the process of empo!ee performance.

T"#

$o set up a performance management s!stem that supports the organization's goas, managersneed to understand the process of empo!ee performance.

AACSB: Analytic



/opic: 1erformance ana"ement

1*.(p. 53)Measures of empo!ees' performance shoud take the effect of situationa constraints

into account.

T"#

Organization shoud monitor economic conditions, the organization's cuture, and otherinfuences on performance. Measures of empo!ees' performance shoud take these infuences

into account.

AACSB: Analytic

Bloom's: Remember

Difficulty: asy



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1.(p. 54)(esearch has found that empo!ee participation in decisions a)out compensation is

not significant! inked to greater satisfaction with the pa! and the +o).

F$%&

(esearch has found that empo!ee participation in decisions a)out pa! poicies is inked togreater satisfaction with the pa! and the +o).

AACSB: Analytic

Bloom's: Remember

Difficulty: eium


/opic: Compensation

1.(p. 55)$ransaction processing incudes the acti#ities re4uired to meet go#ernment reporting

re4uirements, such as fiing out 55O-1 reports, on which empo!ers report information a)outempo!ees' race and gender )! +o) categor!.

T"#

$ransaction processing refers to computations and cacuations in#o#ed in re#iewing and

documenting H(M decisions and practices. /t incudes documenting decisions and actionsassociated with empo!ee reocation, training e"penses, and enroments in courses and

)enefit pans. $ransaction processing aso incudes the acti#ities re4uired to meet go#ernment

reporting re4uirements, such as fiing out 55O-1 reports, on which empo!ers reportinformation a)out empo!ees' race and gender )! +o) categor!.

AACSB: Analytic

Bloom's: Remember

Difficulty: eium!earnin" #b$ecti%e: &5 Discuss t*e role of 0R tec*nolo"y in *i"*performance +or, systems.

/opic: 0R /ec*nolo"y

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16.(p. 5)An e"pert s!stem can increase efficienc! )! ena)ing a few high! skied

empo!ees to do work that otherwise woud re4uire man! ow-skied empo!ees.

F$%&

An e"pert s!stem can increase efficienc! )! ena)ing fewer or ess-skied empo!ees to dowork that otherwise woud re4uire man! high! skied empo!ees.

AACSB: Analytic

Bloom's: Remember

Difficulty: eium

!earnin" #b$ecti%e: &5 Discuss t*e role of 0R tec*nolo"y in *i"*performance +or, systems.


10.(p. 5)A standard feature of a modern H(/ is the use of reationa data)ases, which store

data in separate fies that can )e inked )! common eements.T"#

A standard feature of a modern H(/ is the use of reationa data)ases, which store data in

separate fies that can )e inked )! common eements. $hese common eements are fieds

identif!ing the t!pe of data.

AACSB: Analytic

Bloom's: Remember

Difficulty: asy



1.(p. 57)A )enefit of e-H(M is that empo!ees can hep themse#es to information the! needwhen the! need it, instead of contacting an H( staff person.

T"#

A )enefit of e-H(M is that empo!ees can hep themse#es to the information the! need when

the! need it, instead of contacting an H( staff person.


Difficulty: eium!earnin" #b$ecti%e: &5 Discuss t*e role of 0R tec*nolo"y in *i"*performance +or, systems.


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12.(p. 57)Most administrati#e and information-gathering acti#ities in human resource

management cannot )e a part of e-H(M.

F$%&

Most administrati#e and information-gathering acti#ities in human resource management can)e part of e-H(M.

AACSB: Analytic

Bloom's: Remember

Difficulty: eium



&3.(p. 59)%or an organization's human resource di#ision, 7customers7 are the top management.

%or an organization's human resource di#ision, 7customers7 are the organization as a whoeand its other di#isions.

F$%&

/n recent !ears, human resource management at some organizations has responded to the4uest for tota 4uait! management )! taking a customer-oriented approach.

AACSB: Analytic


!earnin" #b$ecti%e: & Summarie +ays to measure t*e effecti%eness of *uman resource mana"ement.

/opic: ffecti%eness of 0uman Resource ana"ement

&1.(p. 59)An H(M audit is a forma re#iew of the outcomes of H(M functions.

T"#

An H(M audit is a forma re#iew of the outcomes of H(M functions, )ased on identif!ing

ke! H(M functions and measures of )usiness performance.


Difficulty: asy!earnin" #b$ecti%e: & Summarie +ays to measure t*e effecti%eness of *uman resource mana"ement.

/opic: 0uman Resource ana"ement Auits

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&&.(p. 5&)$raining doars per empo!ee is a )usiness indicator of the success of an H(

department's training programs.

T"#

$raining doars per empo!ee is a )usiness indicator of the success of an H( department'straining programs.

AACSB: Analytic

Bloom's: Remember

Difficulty: asy



&*.(p. 5&&)$he usua wa! to measure customer satisfaction in the course of an H(M audit is to

conduct e"periments in controed en#ironments.F$%&

$he usua wa! to measure customer satisfaction is to conduct sur#e!s such as the empo!ee

attitude sur#e!s.

AACSB: Analytic

Bloom's: Remember

Difficulty: eium



&.(p. 5&&)One wa! to measure H(M effecti#eness is to ana!ze to measure a program's

success in terms of whether it achie#ed its o)+ecti#es and whether it dei#ered #aue in aneconomic sense.

T"#

One wa! to measure H(M effecti#eness is to ana!ze specific programs or acti#ities. $he

ana!sis can measure a program's success in terms of whether it achie#ed its o)+ecti#es andwhether it dei#ered #aue in an economic sense.


Difficulty: asy


/opic: Analyin" t*e ffect of 0R 1ro"rams

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&.(p. 5&&)%or an H( department, greater efficienc! means that what the H( department does

has a more )eneficia effect on empo!ees' and the organization's performance.

F$%&

/n genera, H( departments shoud )e a)e to impro#e their performance through somecom)ination of greater efficienc! and greater effecti#eness. Greater efficienc! means the H(

department uses fewer and ess-cost! resources to perform its functions. Greatereffecti#eness means that what the H( department doesDfor e"ampe, seecting empo!ees or

setting up a performance management s!stemDhas a more )eneficia effect on empo!ees'

and the organization's performance.

AACSB: Analytic

Bloom's: Remember

Difficulty: asy



Multiple Choice Questions

&6.(p. 492)A high-performance work s!stem8

A.is an arrangement of machiner! and e4uipment that streamines the workfow and resuts inma"imum efficienc! and cost sa#ings.

9.is a com)ination of peope, technoog!, and organizationa structure that makes fu use of

the organization's resources and opportunities in achie#ing its goas.

C'is a computer software s!stem designed to hep managers so#e pro)ems )! showing howresuts #ar! when the manager aters assumptions or data.

:.is a s!stem used to coect, record, store, ana!ze, and retrie#e data concerning an

organization's human resources.5.is a performance management s!stem that uses indi#idua incenti#es to increase empo!ee

producti#it! and work 4uait!.

High-performance work s!stems ha#e the right com)ination of peope, technoog!, andorganizationa structure to make fu use of resources and opportunities in achie#ing their

organizations' goas.


Difficulty: eium



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&0.(p. 492)hich of the foowing is true a)out high-performance work s!stems;

A.Creating a high-performance work s!stem is #er! simiar to traditiona managementpractices.

9.$o function as a high-performance work s!stem, peope, technoog!, and organizationa

structure must )e compete! independent of one another.C'$o de#eop such a s!stem, organizations need to determine what kinds of peope fit theirneeds, and then ocate, train, and moti#ate those specia peope.

:.Creating such a s!stem often puts intense pressure on the organization's resources and is

not suita)e for a industries.5./ntegrated high-performance work practices usua! ha#e itte impact on producti#it! and

ong-term financia performance.

$o function as a high-performance work s!stem, each of the eementsDpeope, technoog!,

and organizationa structureDmust fit we with the others in a smooth! functioning whoe.Organizations need to determine what kinds of peope fit their needs, and then ocate, train,

and moti#ate those specia peope.

AACSB: Analytic

Bloom's: Remember

Difficulty: eium



&.(p. 492)

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&2.(p. 492)ho usua! makes most of the decisions a)out organizationa structure;

$'$op management9.$he H( department

C.uper#isors

:.5mpo!ees5.5"terna +o) ana!sts

$he organization's top management makes most decisions a)out structure, for instance, how

man! empo!ees report to each super#isor and whether empo!ees are grouped according to

the functions the! carr! out or the customers the! ser#e.

AACSB: Analytic

Bloom's: Remember

Difficulty: asy



*3.(p. 493)As an eement of a high-performance work s!stem,

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*1.(p. 493)hich of the foowing eements in a high-performance work s!stem contri)utes to

high performance )! encouraging peope to stri#e for o)+ecti#es that support theorganization's o#era goas and incudes the performance measures )! which empo!ees are

+udged, the methods of measuring performance, and incenti#e pa!, among other things;

A.Organizationa design9.$ask design

C'(eward s!stems

:./nformation s!stems

5.$echnoogica resources

(eward s!stems contri)ute to high performance )! encouraging peope to stri#e for o)+ecti#esthat support the organization's o#era goas. (eward s!stems incude the performance

measures )! which empo!ees are +udged, the methods of measuring performance, and the

incenti#e pa! and other rewards inked to success.

AACSB: Analytic

Bloom's: Remember

Difficulty: asy!earnin" #b$ecti%e: && Define *i"*performance +or, systems- an ientify t*e elements of suc* a system.


*&.(p. 493)/n a high-performance work s!stem, task design makes +o)s8A.narrow in scope and responsi)iit!.

9.high in task significance )ut ow in autonom!.

C.high! speciaized.

)'efficient whie encouraging high 4uait!.5.more simpe and repetiti#e.

$ask design determines how the detais of the organization's necessar! acti#ities wi )egrouped, whether into +o)s or team responsi)iities. /n a high-performance work s!stem, task

design makes +o)s efficient whie encouraging high 4uait!.

AACSB: Analytic




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**.(p. 494)hich of the foowing is an outcome of a high-performance work s!stem;

A.impe, repetiti#e +o)s9.High empo!ee turno#er

C.Higher costs

)'/nno#ation5.Centraized decision making

/n a high-performance work s!stem, knowedge sharing is encouraged, thus fostering

inno#ation, which in turn eads to higher 4uait! and satisfied customers.


Difficulty: asy



*.(p. 494)hich of the foowing is @O$ an outcome of a high-performance work s!stem;

A.ow a)senteeism

9.Higher saesC.Bnowedge sharing

)'High empo!ee turno#er

5.High 4uait!

A high-performance work s!stem incorporates interesting +o)s which ead to satisfied workers

and ow turno#er.


Difficulty: asy



16-*0

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*.(p. 495)hich of the foowing is a condition that contri)utes to high performance;

$'5mpo!ees' rewards and compensation reate to the compan!'s financia performance.9.ork design aows empo!ees to speciaize in one ski.

C.5mpo!ee participation is imited.

:.5mpo!ees recei#e on! informa performance feed)ack.5./ndi#iduas, not teams, perform work.

Certain conditions underie the formation of a high-performance work s!stem. 5mpo!ees'

rewards and compensation in such a s!stem reate to the compan!'s financia performance.


Difficulty: eium


/opic: Conitions /*at Contribute to 0i"* 1erformance

*6.(p. 495)One of the most popuar wa!s to empower empo!ees is to8

A.narrow the scope of +o)s.

('design work so that it is performed )! teams.C.adopt a centraized decision making structure.

:.pa! )onuses to a empo!ees regardess of contri)ution.

5.pro#ide them with simpe, repetiti#e +o)s.

One of the most popuar wa!s to empower empo!ees is to design work so that it is performed

)! teams. On a work team, empo!ees )ring together #arious skis and e"periences to

produce goods or pro#ide ser#ices.

AACSB: Analytic

Bloom's: Remember

Difficulty: eium



16-*

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*0.(p. 495)hich of the foowing is a wa! in which a work team can )e empowered;

A.Beeping the team's interaction with other department or teams to a minimum.9.Beeping roes independent and separate from one another.

C'Charging the team with making decisions traditiona! made )! managers.

:.@arrowing the scope of the work done )! the team and its mem)ers.5.ea#ing management of work schedues to the manager.

/n order to empower teams, the organization ma! charge the teams with making decisions

traditiona! made )! managers, such as hiring team mem)ers and panning work schedues.


Difficulty: eium



*.(p. 49)An organization in which the cuture #aues and supports ifeong earning )!

ena)ing a empo!ees to continua! ac4uire and share knowedge is known as a>n?8

A.e#o#ing organization.9.adapti#e organization.

C'earning organization.

:.traditiona organization.5.i#ing organization.

A earning organization is an organization in which the cuture #aues and supports ifeong

earning )! ena)ing a empo!ees to continua! ac4uire and share knowedge.

AACSB: Analytic

Bloom's: Remember

Difficulty: asy



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*2.(p. 49)5ach empo!ee's and each group's ongoing efforts to gather information and app!

the information to their decisions in a earning organization is referred to as8

$'continuous earning.

9.critica thinking.

C.inno#ation.:.cognition.5.s!nthesis.

Continuous earning refers to each empo!ee's and each group's ongoing efforts to gather

information and app! the information to their decisions.

AACSB: Analytic

Bloom's: Remember

Difficulty: asy



3.(p. 49)/n a earning organization, training is #iewed as8

A.a necessar! e"pense.

('an in#estment in the organization's human resources.

C.)eing pure! for the empo!ees' persona )enefit.

:.primari! a means of retaining good empo!ees.5.a )arrier to knowedge sharing.

$o create a earning organization, one chaenge is to shift the focus of training awa! from

mere! teaching skis and toward a )roader focus on generating and sharing knowedge. /nthis #iew, training is an in#estment in the organization's human resources, it increases

empo!ees' #aue to the organization.

AACSB: Analytic

Bloom's: RememberDifficulty: eium



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1.(p. 49)hich of the foowing is a feature of earning organizations that occurs when

organizations encourage empo!ees to see reationships among ideas and to test assumptionsand o)ser#e the resuts of their actions;

A.hared knowedge

('Critica, s!stematic thinkingC.Continuous earning:.5-earning

5.$raining

Critica, s!stematic thinking is widespread in earning organizations. $his occurs when

organizations encourage empo!ees to see reationships among ideas and to test assumptionsand o)ser#e the resuts of their actions. (eward s!stems can )e set up to encourage empo!ees

and teams to think in new wa!s.

AACSB: Analytic

Bloom's: Remember

Difficulty: asy

!earnin" #b$ecti%e: &3 Describe t*e conitions t*at create a *i"*performance +or, system./opic: 6no+le"e S*arin"

&.(p. 497)hich of the foowing is true a)out a earning cuture;

$'/t encourages fe"i)iit!.9.5"perimentation is genera! a#oided.

C./t is 4uick to punish ideas that do not work out as intended.

:.Performance management s!stems are not inked to earning.

5./t is a risk-a#erse cuture.

A earning cuture is a cuture in which earning is rewarded, promoted, and supported )!

managers and organizationa o)+ecti#es. $his cuture ma! )e refected in performancemanagement s!stems and pa! structures that reward empo!ees for gathering and sharing

more knowedge. A earning cuture creates the conditions in which managers encourage

fe"i)iit! and e"perimentation.


Difficulty: asy



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*.(p. 497)/n high-performance organizations, empo!ees tend to e"perience8

A.)urnout.9.stress.

C.isoation.

)'+o) satisfaction.5.)oredom.

A condition underpinning an! high-performance organization is that empo!ees e"perience

+o) satisfactionDthe! e"perience their +o)s as fufiing or aowing them to fufi important

#aues.

AACSB: Analytic

Bloom's: Remember

Difficulty: asy



.(p. 497)hich of the foowing is a wa! in which organizations can impro#e +o)

satisfaction;A.Making +o)s simper and more repetiti#e.

9.etting up su)+ecti#e performance measurements.

C.etting a)stract goas.:.etting goas that are eas! to reach.

'Making +o)s more interesting.

$here are a num)er of wa!s organizations can promote +o) satisfaction. $he! incude making+o)s more interesting, setting cear and chaenging goas, and pro#iding #aued rewards that

are inked to performance in a performance management s!stem that empo!ees consider fair.

AACSB: Analytic




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.(p. 49)Peope e"perience

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0.(p. 499)A of the foowing are organizationa s!stems that can promote ethica )eha#ior,

5C5P$8A.reinforcement of ethica )eha#ior.

('a#oiding the incusion of ethica standards in performance measures.

C.pro#iding channes empo!ees can use to ask 4uestions a)out ethica )eha#ior.:.pro#iding training in ethica decision making.5.training super#isors in how to hande empo!ees' concerns a)out ethica matters.

A num)er of organizationa s!stems can promote ethica )eha#ior. $hese incude ensuring

that performance measures incude ethica standards, and misdeeds recei#e swift discipine.

AACSB: Analytic

Bloom's: Remember

Difficulty: eium


/opic: t*ics

.(p. 5)hich one of the foowing is an H(M practice that can hep organizations achie#e

high performance;A.ork is performed )! indi#iduas.

9.ork design imits fe"i)iit!.

C'Performance management s!stem measures customer satisfaction and 4uait!.:.Pa! s!stems primari! reward o!at! to the compan!.

5.$echnoog! is used to the minimum.

/n order for an organization to achie#e high performance, pa! s!stems reward skis andaccompishments.

AACSB: Analytic

Bloom's: Remember

Difficulty: eium!earnin" #b$ecti%e: &4 ;plain *o+ *uman resource mana"ement can contribute to *i"* performance.


16-

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2.(p. 5)hich one of the foowing is an H(M practice that can hep organizations achie#e



C':iscipine s!stem is progressi#e.:.Pa! s!stems primari! reward o!at! to the compan!.5.$echnoog! is used to the minimum.

/n order for an organization to achie#e high performance, the discipine s!stem in the

organization shoud )e progressi#e.

AACSB: Analytic

Bloom's: Remember

Difficulty: eium



3.(p. 5)hich one of the foowing is an H(M practice that can hep organizations achie#e



C'eection s!stem is +o) reated.:.Pa! s!stems primari! reward o!at! to the compan!.

5.$echnoog! is used to the minimum.

/n order for an organization to achie#e high performance, the seection s!stem there must )e+o) reated and ega.

AACSB: Analytic

Bloom's: Remember

Difficulty: eium!earnin" #b$ecti%e: &4 ;plain *o+ *uman resource mana"ement can contribute to *i"* performance.


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1.(p. 5&)hich one of the foowing is a seection method organizations can adopt to identif!

empo!ees who wi thri#e in a high-performance work s!stem;A.$echnica proficienc! tests

('Ps!choogica tests

C.tructured inter#iews:.Aptitude tests5.Ph!sica a)iit! tests

High-performance organizations need seection methods that identif! more than technica

skis ike a)iit! to perform accounting and engineering tasks. 5mpo!ers ma! use group

inter#iews, open-ended 4uestions, and ps!choogica tests to find empo!ees who inno#ate,share ideas, and take initiati#e.

AACSB: Analytic




&.(p. 5&53)hich of the foowing is @O$ true a)out performance management in high

performance work s!stems;

A.5ach aspect of performance management shoud )e reated to the organization's goas.

('$he organization's cuture and other factors must )e disregarded when e#auating

empo!ees' a)iities, )eha#iors, and resuts.

C.Managers need to understand the process of empo!ee performance.

:.$he organization identifies what each department must do to achie#e the desired resuts.5.Performance must )e defined and measured in precise terms.

$he organization's cuture and other factors infuence the empo!ees' a)iities, )eha#iors, andresuts. /t mustn't )e forgotten that sometimes uncontroa)e forces such as the current

economic conditions enter the picture. Measures of empo!ees' performance shoud take these

infuences into account.


Difficulty: eium



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.(p. 54)/n terms of compensation, organizations can increase empo!ee empowerment and

+o) satisfaction )!8

$'incuding empo!ees in decisions a)out compensation.

9.disassociating compensation from performance measures.

C.disaowing negotiations regarding pa!.:.imiting empo!ee participation in management.5.a#oiding the use of gainsharing and profit sharing.

Organizations can increase empowerment and +o) satisfaction )! incuding empo!ees in

decisions a)out compensation and )! communicating the )asis for decisions a)out pa!.

AACSB: Analytic

Bloom's: Remember

Difficulty: asy


/opic: Compensation

6.(p. 54)@ew technoog! usua! in#o#es

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0.(p. 55)hich one of the foowing terms refers to the computations and cacuations

in#o#ed in re#iewing and documenting H(M decisions and practices;A.e-H(M

('$ransaction processing

C.5"pert s!stems:.5nterprise soutions5./nformation protoco

$he computations and cacuations in#o#ed in re#iewing and documenting H(M decisions

and practices is known as transaction processing.

AACSB: Analytic

Bloom's: Remember

Difficulty: asy



.(p. 55):ecision support s!stems are8

$'computer software s!stems that aow users to see how outcomes change whenassumptions or data change.

9.computations and cacuations used to re#iew and document human resources decisions

and practices.C.s!stems that incorporate the decision rues used )! peope who are considered to ha#e

e"pertise in a certain area.

:.the set of topics on which a human resource information s!stem coects and maintains

information.5.onine training and de#eopment materia which empo!ees can access at their own

con#enience from an!where around the word.

:ecision support s!stems are computer software s!stems designed to hep managers so#e

pro)ems )! showing how resuts #ar! when the manager aters assumptions or data.

AACSB: Analytic




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2.(p. 55)Eou wish to test a range of assumptions a)out the a#aia)iit! of a certain ski in the

a)or market )! ooking at the impact of the assumptions on the success of different recruitingpans. hich one of the foowing s!stems woud !ou use;

$':ecision support s!stem

9.5"pert s!stemC.e-H(M s!stem:.$ransactiona processing s!stem

5.$ransitiona matri"

:ecision support s!stems are computer software s!stems designed to hep managers so#e

pro)ems )! showing how resuts #ar! when the manager aters assumptions or data.

AACSB: Reflecti%e /*in,in"

Bloom's: Apply

Difficulty: 0ar!earnin" #b$ecti%e: &5 Discuss t*e role of 0R tec*nolo"y in *i"*performance +or, systems.


63.(p. 5)A s!stem that heps users make decisions )! recommending actions )ased uponpredetermined decision rues and the information pro#ided )! the users is known as a>n?8

A.decision support s!stem.

('e"pert s!stem.C.e-H(M s!stem.

:.transactiona processing s!stem.

5.transitiona matri".

5"pert s!stems are computer s!stems that incorporate the decision rues used )! peope who

are considered to ha#e e"pertise in a certain area. $he s!stems hep users make decisions )!

recommending actions )ased on the decision rues and the information pro#ided )! the users.

AACSB: Analytic

Bloom's: Remember

Difficulty: asy



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6*.(p. 5)hich one of the foowing is an ad#antage of a reationa data)ase;

A./nformation is stored in one arge fie.9.:ata)ases are stored in a centra ocation.

C'Fsers can fie or retrie#e information according to an! fied across different )ases.

:.Heps peope arri#e at decisions that refect e"pert knowedge.5./t is designed to e"cusi#e! meet the needs of the H( department.

A reationa data)ase ets a user sort the data )! an! of the fieds. $he a)iit! to ocate and

com)ine man! categories of data has a mutitude of uses in human resource management and

aso meets the needs of ine managers.

AACSB: Analytic

Bloom's: Remember

Difficulty: eium



6.(p. 57)$his is a dispa! of a series of H( measures, showing human resource goas and

o)+ecti#es and progress toward meeting them.A.Performance re#iew tempate

9.(eaistic +o) pre#iew

C.5"pert s!stem

)'H( dash)oard

5.(eationa data)ase

One of the most creati#e de#eopments in H(/ technoog! is the H( dash)oard, a dispa! ofa series of H(-reated indicators, or measures, showing human resource goas and o)+ecti#es

and the progress toward meeting them. Managers with access to the H(/ can ook at the H(

dash)oard for an eas!-to-scan re#iew of H( performance.

AACSB: Analytic

Bloom's: Remember

Difficulty: asy



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6.(p. 57)Eou wish to make H(-reated information a#aia)e wide! to the organization's

empo!ees )ut are concerned a)out the pri#ac! issues in#o#ed in using the internet. hat is!our ne"t )est option in e-H(M which imits access on! to authorized users;

A.:ecision support s!stem

9.5"pert s!stemC'/ntranet:.$ransactiona processing s!stem

5.Associate s!stems

More and more organizations are engaging in e-H(M, pro#iding H(-reated information o#er

the /nternet. 9ecause much human resource information is confidentia, organizations ma! dothis with an intranet, which uses /nternet technoog! )ut aows access on! to authorized

users >such as the organization's empo!ees?.

AACSB: Analytic

Bloom's: Remember

Difficulty: eium

!earnin" #b$ecti%e: &5 Discuss t*e role of 0R tec*nolo"y in *i"*performance +or, systems./opic: 0R /ec*nolo"y

66.(p. 57)hich of the foowing is an e"ampe of an H(/ technoog!;

A.:ecision support s!stem9.$ransactiona processing s!stem

C'H( dash)oard

:.5"pert s!stem

5./ntranet

One of the most creati#e de#eopments in H(/ technoog! is the H( dash)oard, a dispa! of

a series of H(-reated indicators, or measures, showing human resource goas and o)+ecti#esand the progress toward meeting them.

AACSB: Analytic

Bloom's: Remember

Difficulty: asy

!earnin" #b$ecti%e: &5 Discuss t*e role of 0R tec*nolo"y in *i"*performance +or, systems./opic: 0R /ec*nolo"y

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62.(p. 57)Genera! speaking,

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01.(p. 59)/n the conte"t of the #iew that sees the entire organization as 7customers7, how can

the H( department meet the needs of ine managers;

$'9! pro#iding 4uaified staffing.

9.9! conducting performance management.

C.9! designing a rewards s!stem.:.9! pro#iding training and de#eopment.5.9! enforcing a)or aw reguations.

/n recent !ears, human resource management at some organizations has responded to the

4uest for tota 4uait! management )! taking a customer-oriented approach. %or an

organization's human resource di#ision, 7customers7 are the organization as a whoe and itsother di#isions. H( meets the needs of ine managers )! pro#iding them with 4uaified staff.

AACSB: Analytic




0&.(p. 59)/n the conte"t of the #iew that sees the entire organization as 7customers7, how can

the H( department meet the needs of strategic panners;

A.9! pro#iding 4uaified staffing.

('$hrough performance management.

C.9! designing a rewards s!stem.

:.9! pro#iding training and de#eopment.

5.9! enforcing a)or aw reguations.


4uest for tota 4uait! management )! taking a customer-oriented approach. %or anorganization's human resource di#ision, 7customers7 are the organization as a whoe and its

other di#isions. H( meets the needs of strategic panners through performance management.

AACSB: Analytic




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0*.(p. 59)/n the conte"t of the #iew that sees the entire organization as 7customers7, how can

the H( department meet the needs of empo!ees;A.9! pro#iding 4uaified staffing.

9.$hrough performance management.

C.9! formuating H( strateg!.)'9! pro#iding training and de#eopment.5.9! enforcing a)or aw reguations.


4uest for tota 4uait! management )! taking a customer-oriented approach. %or an

organization's human resource di#ision, 7customers7 are the organization as a whoe and itsother di#isions. H( meets the needs of empo!ees through designing a rewards s!stem and )!

pro#iding opportunities for training and de#eopment.

AACSB: Analytic

Bloom's: Remember

Difficulty: asy

!earnin" #b$ecti%e: & Summarie +ays to measure t*e effecti%eness of *uman resource mana"ement./opic: ffecti%eness of 0uman Resource ana"ement

0.(p. 59)A forma re#iew of the outcomes of H(M functions, )ased on identif!ing ke! H(M

functions and measures of )usiness performance is referred to as a>n?8A.)aanced scorecard.

9.profit-and-oss statement.

C.e#idence-)ased H(.

:.+o) #erification.'H(M audit.

An H(M audit is a forma re#iew of the outcomes of H(M functions, )ased on identif!ingke! H(M functions and measures of )usiness performance.

AACSB: Analytic

Bloom's: Remember

Difficulty: asy

!earnin" #b$ecti%e: & Summarie +ays to measure t*e effecti%eness of *uman resource mana"ement./opic: 0uman Resource ana"ement Auits

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00.(p. 5&)hich of the foowing is a )usiness indicator of the success of the staffing efforts of

an H( department;A.$reatment of appicants

9.ki in handing terminations

C.Competiti#eness in oca a)or market:.5mpo!ee satisfaction with pa!

'(atio of acceptances to offers made

9usiness indicators for the success of staffing acti#ities incude the ratios of acceptances to

offers made.

AACSB: Analytic

Bloom's: Remember

Difficulty: eium



0.(p. 5&)hich of the foowing is a customer satisfaction measure of the success of the

staffing efforts of an H( department;

$'$reatment of appicants

9.A#erage !ears of e"perienceeducation of hires per +o) fami!

C.A#erage da!s taken to fi open re4uisitions:.(atio of acceptances to offers made

5.(atio of minorit!women appicants to representation in oca a)or market

$reatment of appicants is a customer satisfaction measure of the success of staffing acti#ities.

AACSB: Analytic

Bloom's: Remember

Difficulty: eium



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1.(p. 5&)hich of the foowing is a )usiness indicator of the success of the training

programs impemented )! an H( department;A.5"tent to which training programs meet the needs of empo!ees and the compan!

('$raining doars per empo!ee

C.Communication to empo!ees a)out a#aia)e training opportunities:.Assistance in identif!ing management potentia5.Iuait! of introductionorientation programs

9usiness indicators for the success of a training s!stem incude training doars per empo!ee.


Difficulty: eium



&.(p. 5&)hich of the foowing is a customer satisfaction measure of the training programs


A.Percentage of empo!ees participating in training programs per +o) fami!9.Percentage of empo!ees recei#ing tuition refunds

C.Per capita >a#erage? merit increases

:.$raining doars per empo!ee

'Iuait! of introductionorientation programs

Customer satisfaction measures for the success of a training s!stem incude 4uait! of

introductionorientation programs.

AACSB: Analytic

Bloom's: Remember

Difficulty: eium



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*.(p. 5&)hich of the foowing is a customer satisfaction measure of the )enefits programs


$'Communication of )enefits to empo!ees

9.A#erage unempo!ment compensation pa!ment

C.Per capita >a#erage? merit increases:.9enefit cost per pa!ro doar5.Percentage of sick ea#e to tota pa!

Customer satisfaction measures for the success of a )enefits program incude e#auating the

communication of )enefits to empo!ees.

AACSB: Analytic

Bloom's: Remember

Difficulty: eium



.(p. 5&)hich of the foowing is a )usiness indicator of the success of the )enefits

programs impemented )! an H( department;A.Communication of )enefits to empo!ees

9.%airness and consistenc! in the appication of )enefit poicies

C.Promptness in handing caims

)'9enefit cost per pa!ro doar

5.Assistance pro#ided to ine managers in reducing potentia for unnecessar! caims

9usiness indicators for the success of a )enefits program incude determining the )enefit costper pa!ro doar.

AACSB: Analytic

Bloom's: Remember

Difficulty: eium!earnin" #b$ecti%e: & Summarie +ays to measure t*e effecti%eness of *uman resource mana"ement.


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.(p. 5&)hich of the foowing is a )usiness indicator of the success of the empo!ee

appraisa and de#eopment programs impemented )! an H( department;A.Assistance in identif!ing management potentia

9.Organizationa de#eopment acti#ities pro#ided )! H(M department

C.Accurac! and carit! of information pro#ided to managers and empo!ees:.Iuait! of introductionorientation programs

':istri)ution of performance appraisa ratings

$he )usiness indicators for the success of empo!ee appraisa and de#eopment programs

incude e#auating the distri)ution of performance appraisa ratings.

AACSB: Analytic

Bloom's: Remember

Difficulty: eium



6.(p. 5&)hich of the foowing is a customer satisfaction measure of the o#era

effecti#eness of H( acti#ities;A.(atio of personne staff to empo!ee popuation

9.Percentage of empo!ees recei#ing tuition refunds

C.Per capita >a#erage? merit increases

)'orking reationship )etween organizations and H(M department

5.$urno#er rate

Customer satisfaction measures for the o#era effecti#eness of H( acti#ities incudese#auating the working reationship )etween organizations and H(M department.

AACSB: Analytic

Bloom's: Remember

Difficulty: eium!earnin" #b$ecti%e: & Summarie +ays to measure t*e effecti%eness of *uman resource mana"ement.


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0.(p. 5&)hich of the foowing is a )usiness indicator of the o#era effecti#eness of H(

acti#ities;

$'(atio of personne staff to empo!ee popuation

9.Accurac! and carit! of information pro#ided to managers and empo!ees

C.Competence and e"pertise of staff:.orking reationship )etween organizations and H(M department5.Assistance in identif!ing management potentia

9usiness indicators for the o#era effecti#eness of H( acti#ities incude considering the ratio

of personne staff to empo!ee popuation.

AACSB: Analytic

Bloom's: Remember

Difficulty: eium



.(p. 5&&)$he economic approach to e#auating the effecti#eness of H( practices can focus

on8A.determining whether the H( programpractice had the intended effect.

9.comparing the compan!'s H(M costs to those of ma+or competitors'.

C.re#iewing the #arious outcomes of the H( functions.

)'determining the doar #aue of a program's costs and )enefits.

5.#erif!ing the accurac! of the financia statements reating to H( acti#ities.

$he ana!sis of the effect of H( programs can take an economic approach that measures thedoar #aue of the program's costs and )enefits. uccessfu programs shoud dei#er #aue that

is greater than the programs' costs.

AACSB: Analytic




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2.(p. 5&&)/n genera, H( departments shoud )e a)e to impro#e their performance through

some com)ination of greater efficienc! and greater effecti#eness. /n this conte"t, greaterefficienc! means the H( department8

A.has a more )eneficia effect on empo!ees' performance.

('uses fewer and ess-cost! resources to perform its functions.C.is achie#ing a the desired outcomes.:.has a more )eneficia effect on the organization's performance.

5.is ensuring egait! of operations.

/n genera, H( departments shoud )e a)e to impro#e their performance through some

com)ination of greater efficienc! and greater effecti#eness. Greater efficienc! means the H(department uses fewer and ess-cost! resources to perform its functions.

AACSB: Analytic




23.(p. 5&&)/n genera, H( departments shoud )e a)e to impro#e their performance through

some com)ination of greater efficienc! and greater effecti#eness. /n this conte"t, greater

effecti#eness means that8A.man! empo!ees are )eing recruited e#er! !ear.

9.H( uses fewer and ess-cost! resources to perform its functions.

C.the compensation s!stems in the organization are we a)o#e market rates.

)'what the H( department does has a more )eneficia effect on empo!ees' and theorganization's performance.

5.there was a reati#e! sma gap )etween the highest and the owest saaries paid in the

organization.

/n genera, H( departments shoud )e a)e to impro#e their performance through some

com)ination of greater efficienc! and greater effecti#eness. Greater effecti#eness means that

what the H( department doesDfor e"ampe, seecting empo!ees or setting up a performancemanagement s!stemDhas a more )eneficia effect on empo!ees' and the organization's

performance.


Difficulty: eium



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ssa! Questions

21.(p. 492493):efine the term high-performance work s!stem and name and discuss the fi#eeements that common! make up the s!stem, indicating to what degree H( pa!s a roe in

their de#eopment.

A high-performance work s!stem is the right com)ination of peope, technoog!, and

organizationa structure that makes fu use of an organization's resources and opportunities inachie#ing its goas.

Common eements of such a s!stem incude >1? organizationa structure, >&? task design, >*?

peope, >? reward s!stems, and >? information s!stems. Human resource management pa!san important roe in esta)ishing a of these, )ut its degree of infuence is strongest in terms

of /tems &, *, and .

1? Organizationa structure refers to the wa! the organization groups its peope into di#isions,departments, and reporting reationships. $he organization's top management makes most

decisions a)out structure, and these decisions affect how we empo!ees report to each

super#isor and whether empo!ees are grouped according to the functions the! carr! out or

the customers the! ser#e. /n a high-performance work s!stem, organizationa structurepromotes cooperation, earning, and continuous impro#ement.

&? $ask design in#o#es determining how the detais of the organization's acti#ities wi )e

grouped into +o)s or team responsi)iities. /n a high-performance work s!stem, task designmakes +o)s efficient whie encouraging high 4uait!. H(M carries out this acti#it! through

+o) ana!sis and +o) design.

*? H(M aso pa!s a significant roe in pro#iding peope who are we suited and weprepared for their +o)s. Human resource personne hep the organization recruit and seect

peope with the needed 4uaifications. $raining, de#eopment, and career management ensure

that these peope are a)e to perform their current and future +o)s with the organization.

? (eward s!stems contri)ute to high performance )! enco

Chap 016 -

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