HRM - Course 1
An organization's strategy for managing people is determined... A. Partly by a combination of external factors (such as competition), internal factors (such as business strategy), but not completely because organizations have choices about how to manage people. B. Solely by various external factors (such as competition). C. Solely by internal factors (such as business strategy). D. Solely by organizational choices and values without paying any attention to external or internal factors.
A
Economic theorizing sees work as both a pain cost and an opportunity cost. This is useful for managers because... A. ...this means that managers have to compensate workers for these costs in order to get them to work hard. B. ...this means workers will never want to work hard. C. ...this means that there are never any psychological rewards from working.
A
Economic theory predicts that if an employer pays a fixed wage or salary rather than performance-based pay, workers will... A. shirk B. quit C. complain D. work hard
A
Economists say that labor is a derived demand. Why is this concept important for managers to understand? A. Because whatever affects demand for an organization's product or service can affect strategies, policies, and tactics for managing people. B. Because what employees demand can affect strategies, policies, and tactics for managing people. C. Because strategies, policies, and tactics for managing people are derived from a country's legal regulations.
A
It is useful for managers to understand what affects labor supply because... A. ...this helps managers understand workers' decision-making processes about where and when to work, and under what conditions. B. ...this helps managers understand what might happen if the organization needs to add more employees to supply more goods to its customers.
A
To derive personal identity from belonging to an occupation, employees will... A. ...behave in ways that conform to societal or peer expectations for that occupation, even if the organization wishes them to behave differently. B. ...not worry about conforming to societal or peer expectations for that occupation. C. ...behave in ways that conform to societal or peer expectations for that occupation, unless the organization wishes them to behave differently.
A
Which of the following beliefs underlies high-road human resources strategies? A. The interests of an organization and its employees can be aligned. B. Labor markets work reasonably well in allocating and rewarding workers. C. The employment relationship is characterized by some important conflicts of interest between an organization and its employees.
A
Which of the following is not an example of labor being a derived demand? A. Offering flexible work schedules because this is what workers with family responsibilities want. B. Offering flexible work schedules because customers with family responsibilities want extended hours of operation. C. Offering flexible work schedules because customers do not expect immediate responses to their inquiries.
A
Employment-at-will requires... (check all that apply) A. That workers have the legal right to work for whoever they want, when they want, for whatever compensation they can obtain, and quit whenever they please. B. That organizations have the legal right to hire whoever they want, at whatever compensation workers will agree to, and fire workers at any time for any reason. C. That everyone who is willing to work is guaranteed a job.
A B
From a pluralist industrial relations perspective, laws are needed to balance efficiency, equity, and voice because... (you must check all that apply) A. ...employers typically have greater bargaining power than individual employees. B. ...conflicts of interests in the employment relationship mean that managers cannot be relied on to look out for the welfare of employees. C. ...the interests of employees are more important than the interests of employers.
A B
Labor is a special commodity because... (check all that apply) A. It has productive value. B. It involves people. C. It is traded in economic markets.
A B
Which one(s) of these are associated with the free market perspective on workplace law and regulation? (you must check all that apply) A. The role of the law should be limited to the smooth functioning of the employment relationship by providing orderly rules that facilitate economic transactions such as enforceable contracts and protections for property rights. B. Employment and labor laws are largely unnecessary because labor markets fairly reward employees. C. Some employment laws are useful to push companies toward win-win, high-road HR practices, and prevent the worst abuses that undermine good employers.
A B
Economics highlights worker self-interest. This is important for raising managerial awareness of... (you must check all that apply) A. Shirking and loafing B. Strategic use of private information C. Principal-agent problems D. Shareholder value
A B C
Which of the following are possible unintended consequences using financial incentives to motivate workers? (you must check all that apply) A. Poor teamwork B. Overstimulation C. Reduced non-monetary (Intrinsic) motivation D. Employees worker harder than without incentives E. "What gets measured gets done" F. "If you don't like it, quit"
A B C E
U.S. labor law... (you must check all that apply) A. ...protects workers joining together to increase their bargaining power and exercise voice, even without the presence of an actual labor union. B. ...requires organizations to bargain in good faith with labor unions that represent a majority of workers. C. ...protects the right of employees to strike in all occupations, including in the entire public sector. D. ...provides for orderly procedures for determining when workers want to be represented by a union.
A B D
What does it mean to be a good front stage, backstage manager? (you must check all that apply) A. When you are dealing with someone else, think about whether you have an audience and what the audience expects. B. When you are dealing with someone else, engage in perspective taking by considering whether they have an audience and what that audience expects. C. Get caught up in the emotions of front stage performances. D. Use the privacy of the backstage to exchange information, talk frankly, explore options, and problem solve. E. Shut people out and make backroom deals.
A B D
What job characteristics tend to promote positive job attitudes among employees? (check all that apply) A. Autonomy B. Skill variety C. Financial incentives D. Task significance E. Task identity
A B D E
Some questions that can help managers think about employee perceptions of procedural justice include: (you must check all that apply) A. Has the procedure been applied consistently? B. Has the procedure been free of bias? C. During the procedure, did the manager treat the employee with respect? D. Did the procedure result in fair outcomes? E. Has an employee been able to express his/her views and feelings during the procedure?
A B E
Employees are believed to conform with norms and other social pressures in order to... (check all that apply) A. ...avoid being harassed and ostracized. B. ...earn high income. C. ...achieve a sense of belonging.
A C
If workers behave in ways consistent with standard economic models, solution(s) to principal-agent problems include... (check all that apply) A. Financial incentives B. Peer pressure C. Monitoring D. Autonomy
A C
Marginal analysis from economics teaches managers... (you must check all that apply) A. ...to think about the additional benefit compared to the additional cost of a possible managerial decision. B. Work is a lousy activity tolerated to earn income. C. ...that it's particular challenging to motivate someone when the last extra hour that you want someone to work is right on the edge of whether they want to work more or not. D. ...that what it takes to hire or retain the last needed worker strongly influences compensation and other elements of the job for everyone in that position.
A C D
Which of the following statements are true? (you must correctly check all that apply) A. An organizational strategy based on low-cost leadership is typically supported by an HR strategy that tries to contain labor expenses and drive workers. B. An organization's business strategy and its HR strategy should be unrelated to each other. C. An organizational strategy does not completely determine an organization's HR strategy. In other words, organizations with any type of business strategy can choose an HR strategy that develops, rewards, and engages employees. D. An organizational strategy based on unique goods or services is typically supported by an HR strategy that tries to develop, reward, and engage workers.
A C D
Consider an employee who (a) is only concerned with distributive justice, but not other aspects, and (b) believes she is working harder than her co-workers but getting paid the same. The employee's manager should expect her to... (you must check all that apply) A. ...reduce her effort to match that of her co-workers. B. ...do nothing. C. ...complain about the fairness of the policies for determining pay. D. ...ask for a raise.
A D
Which of the following are elements of Taylorism, also known as scientific management? (you must correctly check all that apply). NOTE: this is an example of a question that has more than one correct response--you must check ALL of the correct responses in order to get the question correct. A. Managers, not workers, are seen as having the knowledge and expertise to find the one best way to do each job. B. To motivate workers, getting the human conditions of work are just as important as getting the technical conditions right. C. Managers should drive workers through strict monitoring, discipline, and even threats. D. Jobs should be broken into small, standardized, repetitive tasks.
A D
An HR strategy that emphasizes employee engagement and discretion can be summed up by which phrase? A. "If you don't like it, quit." B. "If you don't like it, let's talk about it."
B
Managers should only apply insights from psychology after they examine their workers and see... A. ...conscious-status individuals who are also concerned with norms or peer pressure. B. ...individuals focused on obtaining intrinsic rewards and avoiding frustration. C. ...self-interested individuals working for money.
B
One of the key concerns that emerges from economic analysis of workers is a concern with opportunism. Which is the best definition of opportunism? A. The cost that comes from missing an opportunity to do something. B. Pursuing one's own self-interests even when they run counter to others' interests. C. Not giving full work effort in one's job.
B
Perfect competition is an important issue to consider because... A. ...employers need to recruit and retain employees and this happens in labor markets with labor traded like a commodity. B. ...if labor markets truly are perfectly competitive, then the invisible hand of free market competition is the best way to (a) allocate labor to its best uses, and (b) reward employees with pay equal to the value they produce. C. ...if labor markets truly are perfectly competitive, then interventions like labor unions or government regulation will not distort (a) the allocation of labor to its best uses, and (b) the rewarding of employees with pay equal to the value they produce.
B
The vast complexity of work means that... A. ...each employee you manage might have a different motivational factor, but each person will only have one. B. ...each employee you manage might have a different combinations of multiple motivational factors.
B
There's an asymmetry in the extent to which employment-at-will exists in most countries because... A. ...employees cannot quit for any reason but organizations can fire someone for any reason. B. ...employees can quit for any reason but organizations cannot fire someone for any reason.
B
True or false: In selecting a personal managerial style, managers should only pay attention to their own strengths and weakness, not the situation or the needs of employees. A. True B. False
B
When managing a work group, before applying insights from economics, psychology, sociology, or other academic disciplines, managers should first make sure that... A. ...the assumptions of that perspective fit with my own values. B. ...the assumptions of that perspective fit with the values of the work group. C. ...there isn't more practical advice available because blogs, business magazines, and other non-academic sources don't rely on any assumptions.
B
Which of the following beliefs typically underlies low-road human resources strategies? A. Corporations are a part of society and should serve not just shareholders and customers, but other stakeholders, too. B. A business serves society best by satisfying market demand for its goods and services and providing high financial returns for shareholders.
B
For managers, what is the relevance of seeing work as caring for and serving others? (you must check all that apply) A. Caring for and serving others isn't real work so it has little to do with managers. B. Workers who value caring or serving might be demotivated if they feel that these meanings of work are devalued by an organization or a society. C. Workers who value caring or serving might be motivated if a manager provides opportunities for fulfilling these goals, either directly or indirectly.
B C
Managers should... (check all that apply) A. Micro-manage their team and assume they know best. B. Determine the knowledge, skills, and abilities (KSA) required of their team. C. Set appropriate performance objectives and help them achieve these objectives. D. Take all the credit.
B C
Most individuals in modern societies need to work for pay in order to survive. So this means that which of the following are important for managers? (you must check all that apply) A. People only work for money (that is, money is the sole motivator for all workers). B. Work can seem like a curse (the way it's always been, the way it will always be). C. Financial stress can take on extra meaning in the workplace.
B C
When managing in a unionized workplace, managers should... (you must check all that apply) A. Blame the union if the relationship is adversarial or uncooperative. B. Respect employee voice and the bilateral nature of the relationship with unions. C. Follow any required bargaining or consultation procedures.
B C
Norms or peer pressure can come from many sources, including... (you must check all that apply) A. ...the worker as an individual. B. ...work group. C. ...organization. D. ...country.
B C D
The question of whether employers and employees really are economic and legal equals is... (you must check all that apply) A. ...an issue that is largely ignored in pluralist, Marxist, radical, and critical critiques of approaches that favor labor market competition for setting wages and other terms and conditions of employment. B. ...the subject of intense debates going back more than 100 years. C. ...important because it determines whether or not employees need the protection of laws and labor unions. D. ...an issue that is largely ignored in high-road HR strategies.
B C D
To promote intrinsic motivation among workers they manage, managers should promote which needs? (you must check all that apply) A. Financial security B. Competence C. Social belonging D. Autonomy
B C D
Which of the following are typically features of a high-road HR strategy? (you must correctly check all that apply). NOTE: this is an example of a question that has more than one correct response--you must check ALL of the correct responses in order to get the question correct. A. Labor or trade unions B. Above-average pay and benefits C. Employee autonomy and discretion D. Employee training E. Unquestioned supervisor authority F. Low levels of profitability
B C D
Managers should... (you must check all that apply) A. Overlook the importance of humility, civility, and integrity. B. Hire and/or develop staff with the needed the knowledge, skills, and abilities (KSAs). C. Do everyone else's job. D. Recognize and reward performance.
B D
Which of the following are required for HR to be strategic? (check all that apply) A. HR needs to be an expert in every business function. B. HR tasks are a line manager's responsibility, with help from an HR partner. C. HR tasks are primarily the responsibility of an HR staff person, perhaps with input from line managers. D. HR is focused on organizational needs, not just on the administration of HR policies.
B D
When determining the best way to motivate employees, why shouldn't managers rely solely on HR staff for directions. (check all that apply) A. HR is just a pencil-pushing function. B. Managers know their employees best. C. It's not a manager's job to motivate workers, they should be self-motivated. D. People are unique so there are various drivers of motivation. E. Work can mean different things to different people, so there are various drivers of motivation.
B D E
Does the law see the employment relationship like any other economic transaction? A. Yes B. No C. Sort of
C
Managers should be trying to create conditions that result in... A. ...employees who are satisfied with their job. B. ...employees who are committed to their organization. C. ...employees who are engaged in their job.
C
Which of the following is needed for an economic contest or tournament to be an effective incentive mechanism that motivates high work effort? A. A clear pay-for-performance program that rewards each worker's effort. B. Insurance against excessive income loss. C. A known prize that is large enough to compensate for extra effort.
C
Why is job analysis an important process? A. Because it reveals the strengths and weaknesses of employees that serve as the basis for training employees and establishing developmental goals. B. Because it provides a performance rating for each employee that serves as the basis for compensation and rewards. C. Because it puts work tasks together into sensible jobs and identifies job requirements that serve as the basis for hiring employees.
C
Unjust dismissal laws typically restrict the discipline and discharge of employees unless this is related to... (check all that apply) A. ...a desire to lower labor costs. B. ...faulty information. C. ...job performance. D. ...a lack of work.
C D
In the video lesson "The Many Meanings of Work," how many different ways of thinking about work were presented? A. One B. Two C. Five D. More than five
D
To help feel good about ourselves, we identify with certain groups and in doing so, we emphasize the positive nature of their own group ("in-group") compared to others ("out-groups"). Which of the following does not result from this. A. Differences between those groups we identify with and those we do not are magnified. B. Discrimination against out-group members by in-group members. C. Inter-group conflict. D. Free-rider problems in groups such that some group members do not fully contribute.
D
Which best describes the foundational assumptions of Taylorism, also known as scientific management? A. To manage workers effectively, managers need to pay attention to psychological and social conditions, not just technical conditions. B. Business owners are industrious, ambitious, thrifty, and sober; workers are not. C. Workers are diverse so they need to be managed in ways tailored to their own goals and values. D. Workers want to earn income in the most efficient way possible, but it is managers who best know how to structure work tasks to fulfill this goal.
D
Which is the single-best personal managerial style? A. Coercive B. Authoritative C. Affiliative D. Democratic E. Pacesetting F. Coaching G. None of the above because there is no single-best style that fits with all situations.
G
