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Which of the following is a distinctive feature of the U.S. system compared with other countries? a. Exclusive representation b. All agreements are of unlimited duration c. Wages set by arbitration councils

1. The Civil Rights Act of 1991 offered what for victims of unintentional discrimination?
a. Race-norming
b. Monetary damages and jury trials
c. Affirmative action
d. Adverse impact

2. Which of the following is a distinctive feature of the U.S. system compared with other countries?
a. Exclusive representation
b. All agreements are of unlimited duration
c. Wages set by arbitration councils
d. Low union dues and small union staffs

3. A _____ occurs when parties are unable to move further toward settlement.
a. bargaining impasse
b. lockout
c. mediation
d. grievance

4. _____ proceeds from an oral warning to a written warning to a suspension to dismissal.
a. Procedural justice
b. Positive discipline
c. Progressive discipline
d. Due process

5. In _____, workers have been fired for refusing to quit smoking, for living with someone without being married, drinking a competitor’s product, motorcycling, and other legal activities outside of work.
a. constructive discharge
b. defamation
c. invasion of privacy
d. lifestyle discrimination

6. ________________ include everything in a work environment that enhances a worker’s sense of self respect and esteem by others.
a. Internal pay objectives
b. General business strategies
c. Social responsibilities
d. Nonfinancial rewards

7. Title VII of the _____________ states that top executives in companies receiving government support can retract bonuses, retention awards, or incentives paid to the top five senior executive officers or the next 20 most highly compensated employees based on corporate information that is later found to be inaccurate.
a. Equal Pay Act (1963)
b. Sarbanes–Oxley Act (2002)
c. American Recovery and Reinvestment Act (2009)
d. Pay for Performance Act (2009)

8. ____________ is the biggest hurdle to overcome in a pay-for-performance plan.
a. Inflation
b. Merit-pay increases
c. Compensation equation
d. Salary cap performance level

9. Properly designed incentive programs work because they are based on two well-accepted psychological
principles: (1) increased motivation improves performance and (2)
a. the Scanlon plan
b. the Rucker plan
c. recognition is a major factor in motivation
d. control-based compensation

10. In determining the competitiveness of benefits, senior management tends to focus mainly on
a. cost
b. value
c. security
d. worth

11. This made extensive changes to the Employee Retirement Income Security Act (ERISA) of 1974 that governs employer-sponsored, qualified (for tax deferral) retirement-benefit plans.
a. The Pension Protection Act (PPA) of 2006
b. Short-Term Disability laws
c. Short-Term Severance Pay laws
d. Employer Cost Shifting laws

12. What is our country’s income maintenance program?
a. Social Security
b. ERISA (1974)
c. PPA (2006), 401(k)
d. COBRA (1985)

13. _____ implies that appraisal systems are easy for managers and employees to understand and use.
a. Reliability
b. Practicality
c. Sensitivity
d. Acceptability

14. If objective performance data are available, which of the following is the best strategy to use?
a. MBO
c. summated rating scales
d. work planning and review

15. To avoid legal difficulties related to performance appraisals and enhance credibility in court, employers should
a. have friends testify
b. present only the manager’s perspective
c. present only the employee’s perspective
d. document appraisal ratings and reason for termination

16. When conducting a performance feedback discussion, active listening requires
a. verbal communications only
b. interruptions to get your point across
c. summarizing your key points
d. summarizing what was said and what was agreed to

17. Employee demotions usually involve.
a. a decrease in status and privilege but no loss of opportunity or pay
b. a reduction in pay but no loss of opportunity, status, or privilege
c. an increase in pay and more responsibility
d. a cut in pay, status, privilege, or opportunity

18. For organizations, _________ is an indirect cost associated with downsizing.
a. severance pay
b. outplacement
c. administrative processing
d. an increase in the unemployment tax rate

19. _____ analysis is the level of analysis that focuses on employees specifically.
a. Operations
b. Environmental
c. Employee
d. Individual

20. Training that results in ______ is costly because of the cost of training (which proved to be useless) and the cost of hampered performance.
a. applicability of training
b. simulation of training
c. negative transfer of training
d. reinforcement of training

21. Mary arrives at her new job. Before she can begin actually doing the work, she must complete a series of activities including role playing and virtual reality interactions. What type of training method does Mary’s new employer use?
a. Organizational development
b. On-the-job training
c. Simulation
d. Information presentation

22. Which question should not be important in evaluating the value of training?
a. Did change occur?
b. Is the change due to training?
c. Is the change positive related to organizational goals?
d. Was the cost of training within the budget?

23. ___________ is the process where managers provide feedback to the employees regarding their past and present job performance proficiency, as well as a basis for improving performance in the future.
a. Performance management
b. Selection
c. Placement
d. Recruiting

24. Hard quotas
a. represent a mandate to hire or promote specific numbers or proportions of women or minority group members
b. systematically favor women and minorities in hiring and promotion decisions
c. are 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
d. are a commitment to treat all races and sexes equally in all decisions about hiring, promotion, and pay

25. Organizations periodically turn to _________ to meet demands for talent brought about by business growth and a desire for fresh ideas, or to replace employees who leave.
a. their subsidiaries
b. entry-level employees
c. outside labor markets
d. former employees

26. Because practical considerations make job tryouts for all candidates infeasible, it is necessary to __________ the relative level of job performance for each candidate on the basis of available information.
a. assign
b. predict
c. abandon
d. accept

27. If employers fail to check closely enough on a prospective employee who then commits a crime in the course of performing his or her job duties, they can be held liable for
a. quid pro quo
b. negligent hiring
c. loss of consortium
d. hostile environment
28. When companies discover they can communicate better with their customers through employees who are similar to their customers, those companies then realize they have increased their _____
a. primary
b. secondary
c. internal
d. external

29. What can affirmative action assist organizations in achieving that diversity initiatives cannot?
a. Increased productivity
b. Maximizing creativity
c. Maximizing workforce commitment
d. Correcting specific problems of the past

30. Which is not a quality of Generation Y?
a. Inability to handle numerous projects
b. The constant need for stimulation/entertainment
c. A blurring of the lines between work and leisure time while on the job
d. Short attention spans

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