Knowledge Check Worksheet
HRM/531 Knowledge Checks
Contents
Week 1: Employment Law 1
Concept: Major Employment Laws 2
Concept: Fundamental Features of the U.S. Industrial Relations System (Six Factors) 3
Concept: Three General Types of Third-Party Involvement in a Bargaining Impasse 5
Concept: Forms of Nonunion Grievance Procedures 6
Concept: Employment at Will 8
Week 2: Consumer Analysis 9
Concept: Compensation and Benefits Strategies 9
Concept: Psychographic and Behavioral Segmentation 11
Concept: Positioning Strategies 12
Concept: Changes in Sociocultural Environment 13
Concept: Selecting a Target Market 14
Concept: Perceptual Maps 16
Concept: Value Proposition 17
Week 3: Performance Management 18
Concept: Challenges of Product Development 18
Concept: Managing the PLC 20
Concept: Choosing the Correct Commercialization Method 21
Concept: Product Level and Customer Value 22
Concept: Methods of Differentiation 24
Concept: Product Mix and Systems 25
Concept: Service Mix 27
Week 4: Employee Training and Development 28
Concept: Setting the Price 28
Concept: Price Adaptation 29
Concept: Global Market Entry Methods 31
Concept: Push/Pull Strategies and Managing the Channel 32
Concept: Challenges of E-Commerce 33
Concept: Channel Alternatives 34
Concept: Channel Systems/Value Networks 36
Week 5: Recruitment and Selection Strategies 37
Concept: Effective Media Selection 37
Concept: Managing Company Image 39
Concept: Crisis Management 40
Concept: Creating Customer Value and Satisfaction 41
Concept: Market Strategies for Leaders, Challengers, Followers, and Niches 43
Concept: Optimum Marketing Communication Mix 44
Concept: Relationship Marketing 46
Week 6: Diversity 47
Concept: Components of a Marketing Audit 48
Concept: Marketing with Corporate Responsibility 49
Concept: Ethical/Legal PR 51
Concept: Selecting the Appropriate Metrics and Levels, Types, and Responsibilities of Marketing Control 52
Concept: Challenges of Performing a Marketing Audit 53
Concept: Marketing Control Tactics 55
Concept: Determining the Global Marketing Mix 56
Week 1: Employment Law
Ch. 1 of Managing Human Resources
Ch. 3 of Managing Human Resources
Ch. 13 of Managing Human Resources
Ch. 14 of Managing Human Resources
Concept: Major Employment Laws
|Question #1 |
|A bona fide occupational qualification allows: |
| |
|a. exemption from the Fourteenth Amendment. |
|b. seniority systems. |
|c. discrimination to be permissible when a qualification is considered reasonably necessary to the operation of the |
|business or enterprise. |
|d. random drug testing. |
| |
|Textbook/edition: Managing Human Resources |
|Correct Answer Feedback: c |
| |
|Some specific job requirements allow discrimination based on the needs of the job position. For example, a job |
|requiring heavy lifting of 50 pounds or more would discriminate against women who are pregnant or some men or women |
|unable to lift the required weight for the job. |
|Reading: |
| |
|Ch. 3 of Managing Human Resources |
|Title VII of the Civil Rights Act of 1964 (p. 83–84) |
|Reading: |
| |
|Ch. 3 of Managing Human Resources |
|“Title VII of the Civil Rights Act of 1964” (p. 83) |
Concept: Fundamental Features of the U.S. Industrial Relations System (Six Factors)
|Question #4 |
|One distinctive feature of the U.S. system compared with other countries is: |
| |
|a. selective representation |
|b. collective agreements are of fixed duration that embody a sharp distinction between negotiation of and |
|interpretation |
|c. centralized collective bargaining |
|d. low union dues and small union staffs |
| |
|Textbook/edition: Managing Human Resources |
|Correct Answer Feedback: b |
| |
|In the U.S. system, collective agreements generally embody a sharp distinction between negotiation of and |
|interpretation of an agreement, and are usually of a fixed duration—often 2 to 3 years. |
|Reading: |
| |
|Ch. 13 of Managing Human Resources |
|“Fundamental Features of the U.S. Industrial Relations System” pp. 513–515 |
Concept: Three General Types of Third-Party Involvement in a Bargaining Impasse
|Question #7 |
|The right of employees to strike in support of their bargaining demands is protected by: |
| |
|a. the Landrum-Griffin Act |
|b. state law |
|c. collective bargaining agreements |
|d. the Taft-Hartley Act |
| |
|Textbook/edition: Managing Human Resources |
|Correct Answer Feedback: a |
| |
|The Landrum-Griffin Act was established to protect the bargaining rights of employees as long as they fall within |
|required guidelines of a lawful labor dispute. There are multiple types of strikes that must be considered, which are |
|unfair labor practice strikes, economic strikes, unprotected strikes, and sympathy strikes. A set of rules of conduct |
|during a strike must be followed. |
|Reading: |
| |
|Ch. 13 of Managing Human Resources |
|“Bargaining Impasses: Strikes, Lockouts, or Third-Party Involvement” p. 526 |
Concept: Forms of Nonunion Grievance Procedures
|Details |
|A(n) _____ is a neutral facilitator between employees and managers who assists in resolving workplace disputes. |
| |
|a. peer-review panel |
|b. grievance committee |
|c. ombudsperson |
|d. market development |
| |
|Textbook/edition: Managing Human Resources |
|Correct Answer Feedback: c |
| |
|An ombudsperson is a neutral facilitator who helps employees resolve concerns on their own. Unlike other panels or |
|committees, the ombudsperson helps employees and managers resolve these disputes without bringing other mediators, |
|litigators, or other decision makers into the dispute. This gives employees the chance to resolve concerns together with|
|some help and direction from the ombudsperson. |
|Reading: |
| |
|Ch. 14 of Managing Human Resources |
|“Grievance Procedures in Nonunion Companies: Workplace Due Process” p. 555 |
Concept: Employment at Will
|Details |
|_____ refers to an employment relationship between an employer and an employee, under which either party can terminate |
|the relationship without notice for any reason not prohibited by law. |
| |
|a. Fiduciary duty of loyalty |
|b. Due process |
|c. Employment at will |
|d. An implied process |
| |
|Textbook/edition: Managing Human Resources |
|Correct Answer Feedback: c |
| |
|Employment at will relates to the ability for the employer or employee to terminate the employment relationship for any |
|reason and at the will of either party. Neither party is required to provide notice or warning of termination. Evidence |
|is not required to be provided unless legal proceedings are enforced or enacted for any unlawful actions or violations. |
|Reading: |
| |
|Ch. 14 of Managing Human Resources |
|“Employment at Will” p. 562 |
Week 2: Compensation and Benefits Strategies
Ch. 11 of Managing Human Resources
Ch. 12 of Managing Human Resources
Concept: Components and Objectives of Organizational Reward Systems
|Details |
|At a comprehensive point of view, a(n) _____ includes anything an employee values and desires that an employer is able |
|and willing to offer in exchange for employee contributions. |
| |
|a. competency-based pay system |
|b. employee stock ownership plan |
|c. organizational reward system |
|d merit-pay method |
| |
|Textbook/edition: Managing Human Resources |
|Correct Answer Feedback: c |
| |
|Organizational reward systems include both financial and nonfinancial rewards for employee contributions. |
|Reading: |
| |
|Ch. 11 of Managing Human Resources |
|“Components and Objectives of Organizational Reward Systems” p. 422 |
Concept: Determinants of Pay Structure and Level
|Details |
|In labor economics, __________________ theory holds that unless an employee can produce a value equal to the value |
|received in wages, it will not be worthwhile to hire that worker. |
| |
|a. the marginal productivity |
|b. the percent of company offerings |
|c. the willingness to reduce the size of the workforce |
|d. the concern with pay for position |
| |
|Textbook/edition: Managing Human Resources |
|Correct Answer Feedback: a |
| |
|The marginal productivity theory states that unless an employee generates at least as much income as his or her wages, |
|that person is not worth employing. In practice, a number of factors interact to determine wage levels. |
|Reading: |
| |
|Ch. 11 of Managing Human Resources |
|“Determinants of Pay Structure and Level” p. 425 |
Concept: Policy Issues in Pay Planning and Administration
|Details |
|In the United States, salary discussions among employees are protected under: |
| |
|a. the Equal Pay Act (1963) |
|b. The National Labor Relations |
|c. |
|d. the Fair Labor Standards Act (1938) |
| |
|Textbook/edition: Managing Human Resources |
|Correct Answer Feedback: b |
| |
|The National Labor Relations Act (1935) protects the right of employees to discuss their wages and other terms and |
|conditions of their employment. |
|Reading: |
| |
|Ch. 11 of Managing Human Resources |
|“Alternatives to Pay Systems Based on Job Evaluation” p. 437 |
Concept: Organization-Wide Incentives
|Details |
|Gain sharing plans consist of all EXCEPT which of the following elements: |
| |
|a. an internal equity |
|b. a philosophy of cooperation |
|c. a financial bonus |
|d. an involvement system |
| |
|Textbook/edition: Managing Human Resources |
|Correct Answer Feedback: a |
| |
|The philosophy of cooperation in an organization is shown by high levels of trust, two-way communication, participation,|
|and harmonious industrial relations. The involvement system is the structure and process for improving organizational |
|productivity using employee-staffed committees. |
|Reading: |
| |
|Ch. 11 of Managing Human Resources |
|“Organizationwide Incentives” p. 450 |
Concept: Strategic Considerations in the Design of Benefit Programs
|Details |
|One strategic issue that should influence the design of benefits is an organization’s: |
| |
|a. plan to pay panel |
|b. value to employees |
|c. shareholder’s form |
|d. stage of development |
| |
|Textbook/edition: Managing Human Resources |
|Correct Answer Feedback: d |
| |
|A startup venture will likely offer different incentives than a mature firm. |
|Reading: |
| |
|Ch. 12 of Managing Human Resources |
|“Long-Term Strategic Business Plans” p.467 |
|Details |
|Which act covers private-sector employees over age 21 enrolled in noncontributory (100% employer-paid) retirement plans |
|that have 1-year service? |
| |
|a. COBRA (1985) |
|b. HIPAA (1996) |
|c. ERISA (1974) |
|d. ADA (1990) |
|Correct Answer Feedback: c |
| |
|The Employee Retirement Income Security Act (ERISA) of 1974 sets minimum standards for most voluntarily established |
|pension and health plans in the private industry to provide protection for individuals in these plans. |
|Reading: |
| |
|Ch. 12 of Managing Human Resources |
|“Strategic Considerations in the Design of Benefit Programs” p. 470 |
Concept: Components of the Benefits Package
|Details |
|______________cover 128 million workers in the United States. |
| |
|a. Workers’ compensation programs |
|b. Defined-benefits program |
|c. Defined-contribution program |
|d. Points-of-service programs |
| |
|Textbook/edition: Managing Human Resources |
|Correct Answer Feedback: a |
| |
|These programs provide payments to workers who are injured on the job or who contract a work-related illness. |
|Reading: |
| |
|Ch. 12 of Managing Human Resources |
|“Workers’ Compensation” p. 473 |
Concept: Cost Containment Strategies for Benefits
|Details |
|What is driving the increasing costs of healthcare? |
| |
|a. Passage of the health care exchanges |
|b. Aging population and an increase in obesity |
|c. Increasing numbers of legal immigrants |
|d. Rising cost of childcare |
|Correct Answer Feedback: b |
| |
|Other factors include excess medical inflation, which includes administrative costs that add millions to U.S. |
|health-care spending. |
|Reading: |
| |
|Ch. 12 of Managing Human Resources |
|“Cost-Containment Strategies” p. 479 |
Week 3: Performance Management
Ch. 9 of Managing Human Resources
Ch. 10 of Managing Human Resources
Concept: Requirements of Effective Appraisal Systems
|Details |
|________ implies that a performance appraisal system is capable of distinguishing effective from ineffective performers.|
| |
| |
|a. Relevance |
|b. Sensitivity |
|c. Reliability |
|d. Acceptability |
| |
|Textbook/edition: Managing Human Resources |
|Correct Answer Feedback: b |
| |
|By structuring a performance-appraisal system for sensitivity, an allowance is made for differences in individuals. |
|Reading: |
| |
|Ch. 9 of Managing Human Resources |
|“Requirements of Effective Appraisal Systems” p. 337 |
Concept: Methods of Appraising Employee Performance
|Details |
|Which of the following is an advantage of narrative essays? |
| |
|a. Good for individual feedback and development |
|b. Good for making comparisons across employees |
|c. Forces raters to make distinctions among employees |
|d. Provides a direct link between job analysis and performance appraisal |
| |
|Textbook/edition: Managing Human Resources |
|Correct Answer Feedback: a |
| |
|Narrative essays allow the manager to give employees specific feedback through the use of examples |
|Reading: |
| |
|Ch. 9 of Managing Human Resources |
|“Alternative Methods of Appraising Employee Performance” p. 348 |
Concept: Performance Appraisal Legalities
|Details |
|Appraisals provide legal and formal organizational justification for: |
| |
|a. employment decisions |
|b. keeping unions out |
|c. high executive salaries |
|d. bringing legal action against employees |
| |
|Textbook/edition: Managing Human Resources. |
|Correct Answer Feedback: a |
| |
|Employment decisions relate to performance management, such as promotions and retention. |
|Reading: |
| |
|Ch. 9 of Managing Human Resources |
|“Purposes of Performance-Appraisal Systems” p. 336 |
Concept: Elements of Effective Performance Feedback Interviews
|Details |
|Prior to the performance-feedback interview, the supervisor should: |
| |
|a. communicate frequently with subordinates about their performance |
|b. refrain from speaking to subordinates |
|c. have a coworker complete the entire appraisal |
|d. set aside a maximum of 15 minutes to write the appraisal |
| |
|Textbook/edition: Managing Human Resources |
|Correct Answer Feedback: a |
| |
|Constant communication with the employee will minimize surprises and expedite the review process. |
|Reading: |
| |
|Ch. 9 of Managing Human Resources |
|“Secrets of Effective Performance-Feedback Interviews” p. 360 |
Concept: Four Broad Types of Internal Moves
|Details |
|From the organizations perspective, the four broad types of internal moves include |
| |
|a. layoffs, retirements, resignations, and demotions |
|b. demotions, transfers, relocations, and up |
|c. promotions, demotions, transfers, and relocations |
|d. promotions, demotions, transfers, and layoffs |
| |
|Textbook/edition: Managing Human Resources. |
|Correct Answer Feedback: d |
| |
|The four directions are promotions (up), demotions (down), transfers and relocations (over) and layoffs, and retirements|
|and resignations (out). |
|Reading: |
| |
|Ch. 10 of Managing Human Resources |
|“Internal Staffing Decisions: Patterns of Career Change” p. 396 |
Week 4: Employee Training and Development
Ch. 8 of Managing Human Resources.
Concept: Four Levels of Needs Analysis
|Details |
|The level of training needs analysis that focuses on identifying whether training supports the company’s strategic |
|direction is called _____ analysis. |
| |
|a. individual |
|b. environmental |
|c. operations |
|d. organization |
| |
|Textbook/edition: Managing Human Resources |
|Correct Answer Feedback: d |
| |
|Organization analysis determines the overall needs of the company so that training can be designed to focus on strategic|
|goals. |
|Reading: |
| |
|Ch. 8 of Managing Human Resources |
|“Assessing Training Needs” p. 297 |
Concept: Principles that Enhance Learning
|Details |
|_____ refers to the material that is rich in association for the trainees and is therefore easily understood by them. |
| |
|a. Meaningfulness |
|b. Pygmalion effect |
|c. Orientation |
|d. Training paradox |
| |
|Textbook/edition: Managing Human Resources |
|Correct Answer Feedback: a |
| |
|To structure training for meaningfulness, provide an overview of the material at the start of training. Use real-life |
|examples and build from simple skills to more complex as you go. |
|Reading: |
| |
|Ch. 8 of Managing Human Resources |
|“Principles That Enhance Learning” p. 304 |
Concept: Three Categories of Training Methods
|Details |
|The systematic, long-range program within information presentation training methods to improve the organization is |
| |
|a. conferences |
|b. intelligent tutoring |
|c. on-the-job training |
|d. organizational development |
| |
|Textbook/edition: Managing Human Resources |
|Correct Answer Feedback: d |
| |
|Trainers select various methods based on type of material to be learned, the audience being trained, and other factors. |
|Reading: |
| |
|Ch. 8 of Managing Human Resources |
|“Selecting Training Methods” p.309 |
Concept: Steps in Evaluation Phase
|Details |
|In evaluating training programs, it is important to distinguish _____ from data-collection methods. |
| |
|a. targets of evaluation |
|b. organizational payoffs |
|c. cost-benefit analysis |
|d. individual participation |
| |
|Textbook/edition: Managing Human Resources |
|Correct Answer Feedback: a |
| |
|Targets of evaluation and methods of data collection are linked through the options available for measurement. |
|Reading: |
| |
|Ch. 8 of Managing Human Resources |
|“Evaluating Training Programs” p. 311 |
Week 5: Recruitment and Selection Strategies
Week 5 Textbook Readings
Ch. 6 of Managing Human Resources.
Ch. 7 of Managing Human Resources.
Concept: Employee Recruitment/Selection Process
|Details |
|Recruitment begins by specifying __________, which are the typical result of job analysis and workforce planning |
|activities. |
| |
|a. human resource requirements |
|b. strategic imperatives |
|c. pay grades |
|d. affirmative action candidates |
| |
|Textbook/edition: Managing Human Resources |
|Correct Answer Feedback: a |
| |
|Human Resource requirements must be specified for the recruitment of potential candidates for any change in position or |
|new hire. The Human Resource requirements are established to ensure policies and laws are followed correctly. |
|Reading: |
| |
|Ch. 6 of Managing Human Resources |
|“The Employee Recruitment/Selection Process” p. 201 |
Concept: Four Types of Company Postures for Recruitment
|Details |
|Which of the following statements about a company using a passive nondiscrimination posture is true? |
| |
|a. It is a concerted effort by the organization to actively expand the pool of applicants so that no one is excluded |
|because of past or present discrimination. |
|b. This posture recognizes that discriminatory practices in the past may block prospective applicants from seeking |
|present job opportunities |
|c. No attempt is made by the company to recruit actively among prospective minority applicants. |
|d. It systematically favors women and minorities in hiring and promotion decisions. |
| |
|Textbook/edition: Managing Human Resources |
|Correct Answer Feedback: d |
| |
|A company using a passive nondiscrimination posture makes no attempt to recruit actively among prospective minority |
|applicants. Passive nondiscrimination does not meet EEOC requirements. |
|Reading: |
| |
|Ch. 6 of Managing Human Resources |
|“Recruitment Policies” p. 204 |
Concept: Internal and External Recruitment Methods
|Details |
|_________ affect recruitment policies because firms often give preference to current employees in promotions, transfers,|
|and other career-enhancing opportunities. |
| |
|a. Union employee percentages |
|b. Labor market characteristics |
|c. EEOC guidelines |
|d. Internal labor markets |
| |
|Textbook/edition: Managing Human Resources |
|Correct Answer Feedback: d |
| |
|Internal labor markets are commonly used for many organizations as a source for recruitment. Many organizations prefer |
|to hire and promote from within. |
|Reading: |
| |
|Ch. 6 of Managing Human Resources |
|“Internal versus External Labor Markets” p. 205 |
Concept: Organizational Considerations in Staffing Decisions
|Details |
|This type of management style is often associated with organizations in the embryonic stage. |
| |
|a. Freewheeling |
|b. Growth director |
|c. Entrepreneur |
|d. Movers and shakers |
| |
|Textbook/edition: Managing Human Resources |
|Correct Answer Feedback: c |
| |
|This management style, with its decisive nature and attraction to the more high risk ventures, is suited to those |
|early-stage organizations |
|Reading: |
| |
|Ch. 7 of Managing Human Resources |
|“Organizational Considerations In Staffing Decisions: Business Strategy” p. 236 |
Concept: Screening and Selection Methods
|Details |
|The information least likely to be obtained in reference checks and recommendations is |
| |
|a. a description of the applicant’s physical attractiveness |
|b. character and interpersonal competence |
|c. willingness of a previous employer to rehire the applicant |
|d. education and employment history |
| |
|Textbook/edition: Managing Human Resources |
|Correct Answer Feedback: a |
| |
|A description of the applicant’s physical attractiveness is the least likely reference information to be obtained |
|because it does not have any bearing on the applicant’s ability to perform the required job duties. |
|Reading: |
| |
|Ch. 7 of Managing Human Resources |
|“Screening and Selection Methods: Employment Application Forms” p. 241–242 |
Week 6: Diversity
Week 6 Textbook Readings
Ch. 4 of Managing Human Resources.
Concept: Five Reasons Why Diversity Has Become Dominant in Managing Human Resources
|Question #1 |
|Diversity in organizations makes good business sense because |
| |
|a. diversity is the new trend |
|b. diverse organizations are popular |
|c. diverse organizations have less legal problems |
|d. a diverse organization can be helpful when expanding into global markets |
| |
|Textbook/edition: Managing Human Resources. |
|Correct Answer Feedback: d |
| |
|Organizations must be positioned to their global markets. Having employees that are multicultural can assist in working |
|with a diverse network of suppliers, customers, and strategic partners. |
|Readings: |
|Ch. 4 of Managing Human Resources |
|“Making the Business Case for Diversity” p. 119 |
Concept: Differences between EEO/AA and Diversity
|Question #4 |
|Which of the following describes affirmative action rather than diversity? |
| |
|a. Legally driven |
|b. Assumes integration |
|c. Proactive |
|d. Opportunity focused |
| |
|Textbook/edition: Managing Human Resurces |
|Correct Answer Feedback: a |
| |
|Affirmative action refers to government initiated actions taken to overcome the effects of past or present practices, |
|policies, or other barriers to equal employment opportunity. |
|Reading: |
| |
|Ch. 4 of Managing Human Resources |
|“Workforce Diversity: An Essential Component of HR Strategy” p. 122 |
Concept: Characteristics of Four Generations of Workers
|Question #7 |
|Which generation was born in the middle of the Great Depression? |
|a. The silent generation |
|b. Generation Y |
|c. The baby-boom generation |
|d. Generation X |
|Correct Answer Feedback: a |
| |
|The silent generation is the oldest generation of the four in our workplaces today. One of the most significant events |
|of their lifetime was the Great Depression. |
|Reading: |
| |
|Ch. 4 of Managing Human Resources |
|“Age-Based Diversity” p. 136 |
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