Chesapeake Construction is considering ways motivate

Subject: Business    / Management    

Question
Chesapeake Construction is considering ways motivate staff members by creating possibilities for promotions If such possibilities are present, Chesapeake Construction should:
A. increase the overlap from one level to the next.
B. reduce its compa-ratio to less than 1.
C. implement a broad-band pay structure.
D. limit the overlap from one pay range to the next.
E. use a fixed interval promotion policy.
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Question 2 of 50    1.0 Points
Thompson Manufacturing is considering ways to give themselves additional ways to place employees in other positions and not incur changes in their pay. They should consider overlapping _____.
A. pay rates
B. pay ranges
C. pay policies
D. pay differentials
E. pay ranks
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Question 3 of 50    1.0 Points
When Thomas considers the amount of pay he receives and compares it with what he brings to the organization, he is using _____,
A. the pay policy line
B. equity theory
C. retributive justice theory
D. progressive justice theory
E. economic theory
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Question 4 of 50    1.0 Points
Sandy Givens, the CEO of Bransford Industries, wants to create a pay structure on the basis of comparable-worth. After considering this, she identified which of the following as a major obstacle.
A. A free-market economy assumes people will not take differences in pay
into account when they choose a career.
B. Employees may conclude that pay rates are unfair.
C. The pay policy line reflects the pay structure in the market, which does
not always match rates in the organization.
D. Grouping jobs will result in rates of pay for individual jobs that do
not precisely match the levels specified by the market and the
organization's job structure.
E. Raising pay for some jobs places the employer at a disadvantage relative
to employers that pay the market rate.
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Question 5 of 50    1.0 Points
While reading through the Fair Labor Standards Act (FLSA), Barbara Jones of Aftermarket.com jotted down a list of what the Act entails. Which of the following is on her list?
A. personal finance.
B. minimum wage.
C. wage discrimination.
D. environmental hazards.
E. retirement plans.
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Question 6 of 50    1.0 Points
Which of the following is most true about how a company organizes itself in terms of how their jobs are structured and the remunteration assigned to the jobs?
A. reflect the organization's knowledge about inflationary pressures.
B. reflect the decisions about how much to pay each employee.
C. provide the total amount an organization pays for a particular job.
D. are annual earnings of key employees in the organization.
E. are policies of the organization.
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Question 7 of 50    1.0 Points
Financial Advisers, Inc,, are evaluating compa-ratios for their pay plan. Which of the following is true about this metric?
A. measures the degree to which actual pay is consistent with the pay policy.
B. is defined as average pay for the grade divided by the minimum pay for
the grade.
C. can range from 0 to 100 percent.
D. uses data from market-pay surveys.
E. measures the degree to which new skills learnt are consistent with the
increases in pay.
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Question 8 of 50    1.0 Points
Acme Corporation has identfied several key jobs. Of the following statements, one would be Which of the following is true?
A. The organization usually has no survey data for key jobs.
B. These are jobs that have highly unstable content.
C. These are jobs that are unique among organizations and are rare to obtain.
D. Organizations make the process of creating a pay structure more
impractical by defining key jobs.
E. A job with a higher evaluation score than a particular key job would
receive higher pay than that key job.
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Question 9 of 50    1.0 Points
William Smith, an HR analyst, was asked to identify from the jobs listed below, the one that is probably a nonexempt employee?
A. CEO
B. Senior administrative employee
C. Hourly-paid employee
D. Executive employee
E. Director
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Question 10 of 50    1.0 Points
John Jackson, HR Director is interested in coming up with a process for gauging the relative worth of Chespeake's job. Which of the following would Jackson use?
A. Job analysis
B. Job determination
C. Job evaluation
D. Job identification
E. Job description
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Question 11 of 50    1.0 Points
Edward Simon has researched the pros and cons of paying employees for skills that they have acquired. Of the cons he identified is ______?
A. Lesser paperwork
B. Reduced employee empowerment
C. No guarantee that employees can use their new skills
D. Reduced opportunities for promoting employees
E. Discouraged job enrichment
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Question 12 of 50    1.0 Points
An index of the U.S. cost of living is ______.
A. Consumer Price Index.
B. Living-Wage Index.
C. Gross National Product Index.
D. Exchange Rate Index.
E. Employment Cost Index.
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Question 13 of 50    1.0 Points
In making determinations about the internal worth of jobs, organizations begin with ______.
A. Benchmarks
B. Pay structures
C. Job evaluations
D. Pay rates
E. Two-tier wage systems
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Question 14 of 50    1.0 Points
Director Smith is thinking about implementing some sort of pay incentive system. Which of the following shold be a primary concern?
A. all the employees are paid equal amounts.
B. even the lowest performing employees get some rewards.
C. employees focus only completing the task quickly.
D. employees think that the pay plan is fair.
E. they focus on hiring employees for whom earning money is the only reason
to do a good job.
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Question 15 of 50    1.0 Points
Director Marshall is studying pros and cons of merit pay. Of the statements listed below, which is most likely to be a con?
A. It does not relate the rewards to economic conditions.
B. It cannot be used effectively in performance appraisals.
C. Comparative pay is not considered in its evaluation.
D. It is not consistent with performance management's dimensions.
E. It can quickly become expensive for the company.
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Question 16 of 50    1.0 Points
Which of the following entities mandate that organizations provide clear information on executive pay and how it performs regarding its competitors?
A. National Credit Union Administration
B. Financial Industry Regulatory Authority
C. Commodity Futures Trading Commission
D. The Securities and Exchange Commission
E. Omnibus Budget Reconciliation Act
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Question 17 of 50    1.0 Points
Chesapeake, Inc., has decided to allow its employees to be involved in compensation determinations. Which of the following would most likely be true at Cheapeake?
A. administering the plans become simple.
B. the organization's interests can be best protected.
C. the cost borne by the organization decreases.
D. monitoring performance becomes difficult.
E. the incentive plan has more chances of being successful.
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Question 18 of 50    1.0 Points
Two years ago, Martha Silver was given a purchase option for her organzation's stock for $25.50 a share. Today, the stock is listing at $24.25 a share. Martha probably will:
A. exercise the option, receiving a gain of $1.25.
B. exercise the option, receiving a gain of $25.50.
C. would not bother to exercise the options.
D. be eligible to obtain a price $25.50 per share.
E. sell the shares to a third party slightly above the market price.
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Question 19 of 50    1.0 Points
Barney gets paid according to an incentive plan that involves him getting a higher wage if he produces more. This is called _____.
A. Profit sharing
B. Differential piece rate
C. Gain sharing
D. Scanlon pay
E. Merit pay
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Question 20 of 50    1.0 Points
Chesapeake, Inc, has instituted a balanced scorecard. Of the statements below, which one is most likely true?
A. It eliminates the need to communicate the details of the plan to the employees.
B. It eliminates managerial effort when providing incentives to employees.
C. It provides more pay to all employees in the organization.
D. It reduces employee stress as it does not focus on financial targets.
E. It helps employees understand the organization's goals.
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Question 21 of 50    1.0 Points
Health Systems, Inc, is thinking about implementing some sort of team incentive system. Which of the following is most likely true?
A. Group incentives always use a broad range of performance measures.
B. Groups try to outdo one another in satisfying customers and therefore
create healthy competition.
C. They encourage employees to achieve their goals irrespective of the
cooperation of team members.
D. They reward the performance of all the employees at a facility.
E. They always result in cooperation among team members without any competition.
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Question 22 of 50    1.0 Points
Business Systems is considering an ESOP for employees. Which of the following is the most important argument against doing this?
A. Financial benefits mostly come when the employee leaves the organization.
B. Employees have the right to participate in votes by shareholders, hence
reducing the negotiating power of the employer.
C. It causes the employers to lose control over their employees.
D. The employees will not benefit even if the organization is performing well.
E. Stock options do not provide any ownership to employees, instead it
offers an equivalent sum.
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Question 23 of 50    1.0 Points
Acme Company wants to motivate its employees as quickly as possible. They should think about using_____.
A. Return on investment
B. Base salary
C. Stock options
D. Stock purchase plans
E. Company shares
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Question 24 of 50    1.0 Points
Chesapeake, Inc., has implemented the Scanlon Plan to incentivize its employees. Workers will be more successful if they _______.
A. produce products at a rate which is much higher than the
standard production time.
B. create goodwill with customers and close as many sales as possible.
C. follow a defined set of quality standard to produce the
desired outcome.
D. keep labor costs to a minimum and produce as much as
possible with that amount of labor.
E. improve their performance year after year so that they
re-earn the bonus during each performance period.
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Question 25 of 50    1.0 Points
Sharon James, CEO of Acme, is compensated according to how well Acme's stock does. This could create an incentive for James to be unethical because ______.
A. executives can use the advantage of knowing the company's inside
information to buy or sell stock and create huge personal gains.
B. executives can roll in the stock price into their base pay to avoid
paying a huge tax.
C. executives can inflate the stock price in order to enjoy bonuses.
D. executives can use the employee stock ownership plan to buy their
company if it is experiencing financial problems.
E. executives can obtain as many shares as they need at a price that is
much lower than the market rate.
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Question 26 of 50    1.0 Points
In an attempt to keep executives honest, Chesapeake implemented a balanced scorecard to measure executive performance. This is likely to discourage executives' unethical activity because _______.
A. It allows companies to deduct executive pay that exceeds $1 million.
B. Rewarding the achievement of a variety of goals reduces temptation on
the executive's part to gain bonuses by manipulating data.
C. It encourages executives to hold on to their stock options when the
company is undergoing financial problems.
D. It forces executives to focus on company's long-term success because
funds in ESOP are guaranteed by the Pension Benefit Guarantee Corporation.
E. In a balance scorecard, maximum points are given to ethical behavior.
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Question 27 of 50    1.0 Points
One hallmark of HR systems in transnational organizations is ________.
A. to ensure fairness, they make decisions that are uniform and rigid.
B. the participants from various countries and cultures contribute ideas
from a position of equality.
C. they emphasize the use of managers from the parent country.
D. they feature decision making from a parent-country perspective.
E. the host-country culture dominates the decision making process.
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Question 28 of 50    1.0 Points
Thomas Martel was born and raised in Canada. Thomas is employed at headquarters of Toronto Enterprises which is located in Toronto, Canada. Thomas is a:
A. host-country national.
B. expatriate.
C. governing-country national.
D. third-country national.
E. parent-country national.
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Question 29 of 50    1.0 Points
In order to keep manufacturing and shipping costs low, Burton Industries has production sites in Argentina, Brazil, and Peru. Burton Industries is a(n):
A. international organization.
B. multinational company.
C. foreign subsidiary.
D. global organization.
E. outsourcing partner.
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Question 30 of 50    1.0 Points
Employees from Spain would be most comfortable in a training program in which:
A. they are able to discuss and ask questions about the training content.
B. an informal, unstructured agenda exists.
C. trainers are viewed as experts and are authoritarian and controlling of
the sessions.
D. trainees are allowed to determine the pace of the programs.
E. there is an equal relationship with the trainer.
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Question 31 of 50    1.0 Points
Rod Carew, an employee of Chesapeake, Inc. in Baltimore is thought to be motivated for an assigment in Germany. Which of the following is mosy likely true about Rod?
A. The employee has no medical problems that can be a hindrance to the
success of the assignment.
B. The employee has a realistic understanding of what working and living
abroad require.
C. The employee's spouse has the ability to meet the language requirements.
D. The employee is very ethnocentric.
E. The employee has the technical skills required for training employees abroad.
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Question 32 of 50    1.0 Points
Acme Company is considering expanding its operation internationally. They are most likely to begin by:
A. importing.
B. offshoring.
C. exporting.
D. outsourcing.
E. relocating.
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Question 33 of 50    1.0 Points
McAdam Spice Company surveyed employees returning from overseas assignments. The employees reported that the most valuable factors (ranked from most valuable to least valuable) are:
A. family situation, flexibility and adaptability, job knowledge and
motivation, relational skills, and openness to other cultures.
B. openness to other cultures, flexibility and adaptability, relational
skills, job knowledge and motivation, and family situation.
C. job knowledge and motivation, flexibility and adaptability, relational
skills, openness to other cultures, and family situation.
D. self-confidence, a sense of advantage, technical know-how, and family situation.
E. adaptability, job knowledge and motivation, relational skills, family
situation, and openness to other cultures.
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Question 34 of 50    1.0 Points
Tommy Jones is repatriating back to the US. Hos company thinks that it is important for Tommy to be recognized for his cross-national work. This is called _____.
A. Resolution
B. Dissolution
C. Rationalization
D. Communication
E. Validation
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Question 35 of 50    1.0 Points
Acme Company is investigating a compensation strategy to use in their international operations. Of the statements below, which is most likely true about international compensation strategies?
A. They affect a company's costs and ability to compete.
B. They focus more on flexibility than on fairness to account for
differences across cultures.
C. They are made on the basis of the cost of living in the home country.
D. They focus only on comparing wages across countries.
E. They are determined only by labor costs.
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Question 36 of 50    1.0 Points
Cheryl Barnes, born in Canada, works in England for a German company. Cheryl is a _____.
A. parent-country national
B. host-country national
C. third-country national
D. home-country national
E. guest-country national
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Question 37 of 50    1.0 Points
Arnold Turpey was giving a presentation about issues in performance management in transnational companies. Of the points listed below, which is Arnold most likely to include in his presentation?
A. The specific methods of performance management work the same way in
almost every country.
B. U.S. employees are much more used to indirect feedback than are
employees in other countries.
C. Which behaviors are rated, how and the extent to which performance is
measured, who performs the rating, and how feedback is provided are
usually uniform across countries.
D. While the measures used may vary from country to country, the legal
requirements remain the same as those in the United States.
E. In rapidly changing regions, the organization may have to update its
performance plans more often than once a year.
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Question 38 of 50    1.0 Points
When considering how to compensate expatriates, which of the statements below is correct?
A. Usually, the employer of an expatriate withholds the amount of tax to be
paid in the host country, then pays the taxes due in the parent country.
B. Housing allowances ensure that the expatriate can maintain the same
standard of living as other employees in the host country.
C. Expatriates' salaries are usually lower than the pay of employees
working at the headquarters.
D. Determining the base salary is simple because exchange rates rarely fluctuate.
E. Most benefits issues have to do with whether an employee can use the
same benefits in the foreign country.
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Question 39 of 50    1.0 Points
Stephen, a Canadian, is visiting Mexico for a
business meeting. Since he is used to addressing people by their first
name, he calls his host, the Chairman of the company, by his first name
rather than his title. The Chairman and the other Mexican board members
get offended. This reveals differences in the cultural dimension of
_____ between Stephen and his Mexican hosts.
A. individualism/collectivism
B. uncertainty avoidance
C. power distance
D. long-term/short-term orientation
E. masculinity/femininity
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Question 40 of 50    1.0 Points
Wilhelm is being considered for an international position. Which of the following is most important in determining his success?
A. agreeable and conscientious.
B. more knowledgeable about their job.
C. more technically qualified.
D. higher in the managerial hierarchy.
E. introverted.
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Question 41 of 50    1.0 Points
[87115255645] Which of the following is true of pay structures in collectivist cultures?
A. They appreciate great differences in pay between the organization's highest- and lowest-paid employees.
B. They see compensation tied to individual performance as fair.
C. They tend to have much flatter pay structures.
D. They get motivated with individual performance awards.
E. They value person-job fit more than person-organization fit.
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Question 42 of 50    1.0 Points
[87115269645] Employees from cultures high in uncertainty avoidance expect a training session where:
A. trainers adopt an impromptu style of instruction.
B. a formal instructional environment exists.
C. trainers are flexible and open to schedule and activity changes.
D. trainees are allowed to determine the pace of the programs.
E. relationships with fellow trainees are emphasized.
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Question 43 of 50    1.0 Points
[87115287645] Two activities used by companies in the process of helping employees repatriate are communication and _____.
A. validation
B. equalization
C. dissolution
D. resolution
E. exclusion
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Question 44 of 50    1.0 Points
[87115254645] How does a collectivist culture influence the HRM decisions related to job design?
A. It gives more importance to skills, resources, and personality to succeed on the job.
B. It encourages employees to make their own decisions.
C. It gives emphasis to person—organization fit.
D. It focuses on long-term rewards.
E. It relies heavily on person—job fit.
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Question 45 of 50    1.0 Points
[87115260645] Which of the following is true of selecting employees in a global labor market?
A. A host-country national can more easily understand the local values and customs.
B. Employees are usually very eager to take a foreign assignment.
C. Host-country nationals are usually more skilled than expatriates.
D. Training for and transporting families to foreign assignments is less expensive than hiring people in the foreign country.
E. Organizations generally fill all key foreign positions with host-country nationals.
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Question 46 of 50    1.0 Points
[87115263645] Which of the following is the first emotional stage associated with a foreign assignment?
A. Culture shock
B. Learning
C. Adjustment
D. Honeymoon
E. Acculturation
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Question 47 of 50    1.0 Points
[87115267645] In the context of the effects of culture on training design, a culture low in _____ values relationships with fellow trainees.
A. collectivism
B. femininity
C. uncertainty avoidance
D. time orientation
E. masculinity
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Question 48 of 50    1.0 Points
[87115246645] In cultures high in _____, people think of themselves mainly as group members.
A. power distance
B. individualism
C. masculinity
D. short-term orientation
E. collectivism
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Question 49 of 50    1.0 Points
[87115253645] Individualistic cultures often exhibit:
A. flatter pay structures.
B. greater differences between the highest and lowest pay in the organization.
C. emphasis on organizational rather than individual performance.
D. collective decision making.
E. compensation systems based on fixed pay according to seniority.
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Question 50 of 50    1.0 Points
[87115289645] Which of the following is NOT helpful in easing the repatriation of employees after an overseas assignment?
A. Organization staying in touch with employees during their stay abroad
B. Expatriates maintaining important contacts in the company and industry
C. Communicating career development plans before and during the overseas assignment
D. Giving expatriates praise and recognition for their overseas service
E. Limiting all professional ties in the home country while overseas