Compensation Management

Human Resource Management

Management of Strategic Planning

Organizational Behavior

Principles of Management

Chapter 08 - Designing Pay Levels, Mix, and Pay Structures Chapter 08 Designing Pay Levels, Mix, and Pay Structures   Multiple Choice Questions   1. (p. 253) The first step in setting competitive pay and designing a pay structure is _____.  A .  specify pay-level policy B.  conduct job evaluation C.  draw policy lines D.  specify relevant market Difficulty: Easy   2. (p. 253) The second major decision in pay-level determination is _____.  A.  specify relevant market B .  define purpose of survey C.  design and conduct survey D.  select product and labor market competitors Difficulty: Medium   3. (p. 253) The final major decision in pay-level determination is _____.  A.  interpret and apply results of survey B.  obtain top-management acceptance of final decisions C .  design grades and ranges or bands D.  draw policy lines Difficulty: Medium   4. (p. 255) Which of the following is true regarding the Employment Cost Index (ECI)?  A.  It is published by the Department of Commerce. B.  It is an excellent source of competitor labor costs. C.  It measures annual changes in employer compensation costs. D .  It allows comparison of labor costs to all-industry averages.   Difficulty: Medium   8-1 © 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Chapter 08 - Designing Pay Levels, Mix, and Pay Structures 5. (p. 255) A relevant labor market includes all employers who compete in one or more of the following areas except _____.  A.  employees in the same geographic area B.  the same occupations or skills C.  the same products and services D .  pay similar wages Difficulty: Medium   6. (p. 255, 258) Which of the following types of labor would most likely be recruited only locally?  A .  Office and clerical workers B.  Scientists C.  Managers D.  Executives Difficulty: Medium   7. (p. 260) Which of the following jobs would most likely fall into a fuzzy market?  A.  Screen writer (MGM) B.  Sound engineer (Sony studios) C .  Director of future vision services (West Publishing) D.  Vice-president of people (Southwest Airlines)  Difficulty: Easy   8. (p. 260) The primary responsibility for conducting a pay survey is _____.  A.  top management B.  the facility or plant manager C.  outside consultants D .  the compensation manager Difficulty: Easy   8-2 © 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.

MGMT | 494 | Compensation Management | question bank | Chapter 08 - Designing Pay Lev

Chapter 15: Organizational Culture and Organizational Change TRUE/FALSE 1. Organizational culture is usually taken for granted by organizational members. ANS: T PTS: 1 DIF: Difficulty: Moderate REF: p. 492 NAT: BUSPROG: Communication STA: DISC: Individual Dynamics TOP: What is Organizational Culture and Where Does It Come From? KEY: Bloom's: Knowledge 2. Organizational cultures evolve and change very rapidly. ANS: F PTS: 1 DIF: Difficulty: Easy REF: p. 492 NAT: BUSPROG: Analytic STA: DISC: Group Dynamics TOP: What is Organizational Culture and Where Does It Come From? KEY: Bloom's: Knowledge 3. If a company’s top managers engage in illegal or unethical behavior, these are the enacted values and norms of the firm no matter what its formally stated ethics values are. ANS: T PTS: 1 DIF: Difficulty: Moderate REF: p. 493 NAT: BUSPROG: Ethics STA: DISC: Ethical Responsibilities TOP: What is Organizational Culture and Where Does It Come From? KEY: Bloom's: Comprehension 4. Assumptions are highly resistant to change. ANS: T PTS: 1 DIF: Difficulty: Easy REF: p. 493 NAT: BUSPROG: Analytic STA: DISC: Group Dynamics TOP: What is Organizational Culture and Where Does It Come From? KEY: Bloom's: Comprehension 5. The effects of culture on a firm’s effectiveness are even stronger when employees have positive attitudes. ANS: T PTS: 1 DIF: Difficulty: Moderate REF: p. 493 NAT: BUSPROG: Analytic STA: DISC: Group Dynamics TOP: What is Organizational Culture and Where Does It Come From? KEY: Bloom's: Application 6. Technology can make a sharing culture possible. ANS: T PTS: 1 DIF: Difficulty: Easy REF: p. 494 NAT: BUSPROG: Technology STA: DISC: Information Technologies TOP: What is Organizational Culture and Where Does It Come From? KEY: Bloom's: Comprehension © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 1 7. Strong cultures are always better than weak cultures. ANS: F PTS: 1 DIF: Difficulty: Moderate REF: p. 494 NAT: BUSPROG: Analytic STA: DISC: Group Dynamics TOP: What is Organizational Culture and Where Does It Come From? KEY: Bloom's: Evaluation 8. Companies with weaker cultures have a harder time adapting to new circumstances. ANS: F PTS: 1 DIF: Difficulty: Moderate REF: p. 495 NAT: BUSPROG: Communication STA: DISC: Group Dynamics TOP: What is Organizational Culture and Where Does It Come From? KEY: Bloom's: Application 9. Research has found that long-term financial performance is highest for organizations with an adaptive culture receptive to change and innovation. ANS: T PTS: 1 DIF: Difficulty: Moderate REF: p. 495 NAT: BUSPROG: Communication STA: DISC: Group Dynamics TOP: What is Organizational Culture and Where Does It Come From? KEY: Bloom's: Comprehension 10. Outer layers of culture are harder to change than inner layers. ANS: F PTS: 1 DIF: Difficulty: Moderate REF: p. 497 NAT: BUSPROG: Analytic STA: DISC: Group Dynamics TOP: What is Organizational Culture and Where Does It Come From? KEY: Bloom's: Analysis 11. Different areas of an organization can have different cultures. ANS: T PTS: 1 DIF: Difficulty: Easy REF: p. 502 NAT: BUSPROG: Communication STA: DISC: Group Dynamics TOP: What is Organizational Culture and Where Does It Come From? KEY: Bloom's: Knowledge 12. Steelmaker Nucor Corporation lists every single employee’s name on the front cover of its annual report as a symbolic gesture to build and reinforce its team culture. ANS: T PTS: 1 DIF: Difficulty: Moderate REF: p. 492 NAT: BUSPROG: Communication STA: DISC: HRM TOP: What is Organizational Culture and Where Does It Come From? KEY: Bloom's: Knowledge 13. The collaborative conflict culture is active and disagreeable. ANS: F PTS: 1 DIF: Difficulty: Easy REF: p. 499 NAT: BUSPROG: Communication STA: DISC: Group Dynamics TOP: Cultures of Conflict and Cultures of Inclusion KEY: Bloom's: Knowledge © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 2

MGMT | 391 | Organizational Behavior | assessment | Chapter 15: Organizational Cul

13. United Technologies, Textron, Samsung, and Hutchison Whampoa Limited are examples of diversified firms that have no relationships between their businesses. These firms all use the strategy of unrelated diversification. a. True b. False ANSWER: True POINTS: 1 DIFFICULTY: Medium REFERENCES: 170 LEARNING OBJECTIVES: STMA.HITT.13. - 1.4 NOTES: AACSB: Reflective Thinking Skills | Management: Strategy | Dierdorff & Rubin: Managing strategy & innovation | Bloom: Application 14. A firm uses a corporate-level diversification strategy for a variety of reasons all of which have to do with ways to create value. a. True b. False ANSWER: False POINTS: 1 DIFFICULTY: Medium REFERENCES: 171 (Table 6.1) LEARNING OBJECTIVES: STMA.HITT.13.Comprehension - Comprehension NOTES: AACSB: Business Knowledge & Analytical Skills | Management: Strategy | Dierdorff & Rubin: Managing strategy & innovation | Bloom: Comprehension 15. Decisions to expand a firm's portfolio of businesses to reduce managerial risk can have a positive effect on the firm's value. a. True b. False ANSWER: False POINTS: 1 DIFFICULTY: Medium REFERENCES: 171 (Table 6.1) LEARNING OBJECTIVES: STMA.HITT.13.Comprehension - Comprehension NOTES: AACSB: Business Knowledge & Analytical Skills | Management: Strategy | Dierdorff & Rubin: Managing strategy & innovation | Bloom: Comprehension 16. Antitrust regulation, tax laws, and low performance are all value-neutral reasons why firms engage in diversification. a. True b. False ANSWER: True POINTS: 1 DIFFICULTY: Medium REFERENCES: 171 (Table 6.1) LEARNING OBJECTIVES: STMA.HITT.13.Knowledge - Application NOTES: AACSB: Business Knowledge & Analytical Skills | Management: Strategy | Dierdorff & Rubin: Managing the task environment | Bloom: Knowledge 17. Procter & Gamble (P&G) has a paper towel and baby diaper business that both use paper products. This is an example of value created through the sharing of activities. a. True b. False ANSWER: True POINTS: 1 DIFFICULTY: Easy REFERENCES: 173 LEARNING OBJECTIVES: STMA.HITT.13. - 1.4 NOTES: AACSB: Business Knowledge & Analytical Skills | Management: Creation of Value | Dierdorff & Rubin: Managing strategy & innovation | Bloom: Application 18. Economies of scope are cost savings resulting from a firm successfully leveraging, either through sharing or transferring, some of its capabilities and competencies developed in one business to another business. a. True b. False ANSWER: True POINTS: 1 DIFFICULTY: Medium REFERENCES: 172 LEARNING OBJECTIVES: STMA.HITT.13.Knowledge - Application NOTES: AACSB: Business Knowledge & Analytical Skills | Management: Strategy | Dierdorff & Rubin: Managing strategy & innovation | Bloom: Knowledge

MGMT | 493 | Management of Strategic Planning | assessment | 13. United Technologies  Textr

Strategic Compensation, 9e (Martocchio) Chapter 1 Strategic Compensation: A Component of Human Resource Systems 1) ________ refers to the design and implementation of compensation systems to reinforce the objectives of both HR strategies and competitive business strategies. A) Extrinsic compensation B) Strategic compensation C) Strategic analysis D) Intrinsic compensation Answer: B Difficulty: Moderate Skill: Concept AACSB: Analytical Thinking LO: 1.1: Define strategic compensation. 2) Protection programs are what type of compensation benefits? A) external B) non-monetary C) internal D) monetary Answer: B Difficulty: Moderate Skill: Concept AACSB: Analytical Thinking LO: 1.1: Define strategic compensation. 3) Which of the following is an example of a monetary reward? A) medical insurance B) vacations C) day care assistance D) spot bonus Answer: D Difficulty: Easy Skill: Concept AACSB: Analytical Thinking LO: 1.1: Define strategic compensation. 1 Copyright © 2017 Pearson Education, Inc. 4) Since the economic recession (2007-2009) ended, fewer companies have offered pay increases and, those that do, are offering lower amounts. Approximately, how much have pay increases been? A) less than 2 percent B) 2 percent up to 2.9 percent C) 3 percent up to 3.9 percent D) 4 percent or more Answer: A Difficulty: Difficult Skill: Concept AACSB: Analytical Thinking LO: 1.1: Define strategic compensation. 5) This concept describes a company's success when the company acquires or develops capabilities that facilitate outperforming the competition. A) differentiation B) capital C) compensation practices D) competitive advantage Answer: D Difficulty: Easy Skill: Concept AACSB: Analytical Thinking LO: 1.1: Define strategic compensation. 6) Which of the following refers to the planned use of company resources-financial capital, equipment capital, and human capital-to promote and sustain competitive advantage? A) strategic analysis B) comparative analysis C) 360 degree analysis D) competitive business strategy Answer: D Difficulty: Moderate Skill: Concept AACSB: Analytical Thinking LO: 1.1: Define strategic compensation. 7) ________ compensation refers to the mental state of employees as a result of their performance on the job. Answer: Intrinsic Difficulty: Moderate Skill: Concept AACSB: Analytical Thinking LO: 1.1: Define strategic compensation. 2 Copyright © 2017 Pearson Education, Inc.

MGMT | 494 | Compensation Management | question bank | Strategic Compensation  9e (Ma

Chapter 15 - Union Role In Wage And Salary Administration Chapter 15: Union Role in Wage And Salary Administration   Multiple Choice Questions   1. (517) Which of the following statements regarding unions is not true? A. Union membership has fallen from approximately 20 to 12 percent since 1983. B. Approximately 37 percent of the public sector and 7 of the private are unionized. C. Since 1977, unions have been losing more certification elections. D. Since 1977, the number of certification elections has declined. Difficulty: Difficult 2. (p. 517) Which of the following is not one of the popular explanations for the decline of union memberships?  A. Workers do not view unions as a solution to their problems. B. Increased management resistance to unions. C. Less intensity of union organizing efforts. D.  Growing industries are most heavily unionized, while declining industries are less so. Difficulty: Medium  3. (p. 518) Workers begin to show a strong interest in joining a union when _____.  A. management is not unreliable. B.  workplace relations are bad. C. workers feel they have influence over decisions affecting them. D. it is a condition of employment. Difficulty: Easy 4. (p. 518) Which of the following is not one of the areas on which unions have a major impact?  A. General benefit levels B.  Customer service C. Structure of wages D. Salary policies and practices   Difficulty: Easy   15-1 © 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Chapter 15 - Union Role In Wage And Salary Administration 5. (p. 519-20) Company A and Company B are in the same industry, but Company A is unionized and Company B is not. Therefore _____.  A. any wage differences must be attributed to the presence of the union in Company A B.  any wage differences may not be attributed to the presence of the union, although the possibility exists C. Company B will be forced to form a union to compete with Company A D. any wage differences will never be attributed to the presence of the union Difficulty: Medium 6. (p. 519) Which of the following industries does not enjoy as much larger union-nonunion differentials as the others?  A.  Utilities B. Construction C. Transportation D. Agriculture   Difficulty: Medium   7. (p. 520) A study of unions in 114 companies concluded that _____.  A. unions made a difference in wages in half of the companies B. unions made a difference in wages in only a few industries C.  unions made a difference in wages across all studies and time periods D. unions were not responsible for any differences in wages Difficulty: Medium   8. (p. 520) During periods of higher unemployment, the impact of unions is _____.  A. unknown B. the same as periods of low unemployment C. smaller D.  larger Difficulty: Medium   15-2 © 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.

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