Mgt 498 final exam 30#questions with answers correct 100%versyty
This document provides 30 multiple choice questions and answers from an MGT 498 final exam on strategic management. It covers topics like the benefits of strategic management, the phases of strategic management evolution, elements of the strategic management process, corporate governance, social responsibility, environmental scanning, industry analysis, competitive advantage, strategic planning tools, strategy formulation, international strategy, functional strategy, strategy implementation, and evaluation and control. It also includes questions about specific strategies, change management, and corporate performance measurement.
Mgt 498 final exam mcq`s correct answers 100%Austing_3
This document provides 30 multiple choice questions related to strategic management. It covers topics like the basic elements of strategic management, corporate governance, environmental scanning, competitive strategy, strategic implementation, and evaluating corporate performance. The questions are randomly selected from a larger test bank for a final exam on strategic management.
This document contains 30 multiple choice questions that appear to be from a final exam for an MGT 498 management course. The questions cover topics related to strategic management, corporate governance, social responsibility, Porter's five forces model, the TOWS matrix, different types of corporate and business strategies, strategy implementation, performance evaluation, and potential issues that can arise from reward systems.
This document contains a quiz on strategic management concepts with multiple choice questions covering topics such as definitions of strategic management, key thinkers in the field, frameworks for strategic analysis, organizational structures, and international business. It begins with rounds of questions testing knowledge of strategic management gurus and their philosophies, abbreviations and acronyms used in strategic management, and concludes with a final round of general knowledge questions.
Quiz 8QUIZ strategic management concepts &cases 11th edition by Fred R. David...حمد بوجرادة
This document contains 51 true/false questions and 13 multiple choice questions about strategy analysis and choice. It discusses various strategic frameworks including the SWOT analysis, SPACE matrix, BCG matrix, IE matrix, and quantitative strategic planning matrix (QSPM). Key aspects covered include the input and matching stages of the strategic formulation process, using matrices to generate alternative strategies, and considering cultural and political factors in strategic choice.
MGT 330 Final Exam Version 4 2015 versionborgpieri
MGT 330 Final Exam Version 4 Answers
1) _______________ involves analyzing a situation, determining goals to be pursued, and
deciding upon the actions that will be taken to achieve these goals.
A. Planning
B. Organizing
C. Staffing
D. Leading
2) The key management functions include:
A. Marketing, finance, accounting, and production
B. Planning, leading, controlling, and organizing
C. Planning, operations, labor, and contracting
D. Hiring, training, appraising, and firing
3) Planning involves all of the following EXCEPT:
A. Deciding actions to be taken
B. Determining rewards for goals achievement
C. Analyzing current situations
D. Determining objectives
4) The four traditional functions of management include planning, organizing,
leading, and service.
A. True
B. False
5) Building a dynamic organization is another way of describing which function of
management?
A. Organizing
B. Planning
C. Leading
D. Controlling
6) The macroenv
This document provides the answers to a 30 question multiple choice exam on management topics. The questions cover subjects like the steps in the planning process, types of organizational structure, leadership styles, and functions of management.
Mgt 230 final exam 30 30 correct answers 100%eriks23
This document contains a 30 question multiple choice exam on management topics. The questions cover concepts related to the functions of management including planning, organizing, leading, and controlling. Sample questions address topics like the steps in the decision making process, types of organizational structures, leadership approaches, and control systems. The document provides the questions and possible multiple choice answers but no answers are included.
Mgt 498 final exam 30#questions with answers correct 100%versyty
This document provides 30 multiple choice questions and answers from an MGT 498 final exam on strategic management. It covers topics like the benefits of strategic management, the phases of strategic management evolution, elements of the strategic management process, corporate governance, social responsibility, environmental scanning, industry analysis, competitive advantage, strategic planning tools, strategy formulation, international strategy, functional strategy, strategy implementation, and evaluation and control. It also includes questions about specific strategies, change management, and corporate performance measurement.
Mgt 498 final exam mcq`s correct answers 100%Austing_3
This document provides 30 multiple choice questions related to strategic management. It covers topics like the basic elements of strategic management, corporate governance, environmental scanning, competitive strategy, strategic implementation, and evaluating corporate performance. The questions are randomly selected from a larger test bank for a final exam on strategic management.
This document contains 30 multiple choice questions that appear to be from a final exam for an MGT 498 management course. The questions cover topics related to strategic management, corporate governance, social responsibility, Porter's five forces model, the TOWS matrix, different types of corporate and business strategies, strategy implementation, performance evaluation, and potential issues that can arise from reward systems.
This document contains a quiz on strategic management concepts with multiple choice questions covering topics such as definitions of strategic management, key thinkers in the field, frameworks for strategic analysis, organizational structures, and international business. It begins with rounds of questions testing knowledge of strategic management gurus and their philosophies, abbreviations and acronyms used in strategic management, and concludes with a final round of general knowledge questions.
Quiz 8QUIZ strategic management concepts &cases 11th edition by Fred R. David...حمد بوجرادة
This document contains 51 true/false questions and 13 multiple choice questions about strategy analysis and choice. It discusses various strategic frameworks including the SWOT analysis, SPACE matrix, BCG matrix, IE matrix, and quantitative strategic planning matrix (QSPM). Key aspects covered include the input and matching stages of the strategic formulation process, using matrices to generate alternative strategies, and considering cultural and political factors in strategic choice.
MGT 330 Final Exam Version 4 2015 versionborgpieri
MGT 330 Final Exam Version 4 Answers
1) _______________ involves analyzing a situation, determining goals to be pursued, and
deciding upon the actions that will be taken to achieve these goals.
A. Planning
B. Organizing
C. Staffing
D. Leading
2) The key management functions include:
A. Marketing, finance, accounting, and production
B. Planning, leading, controlling, and organizing
C. Planning, operations, labor, and contracting
D. Hiring, training, appraising, and firing
3) Planning involves all of the following EXCEPT:
A. Deciding actions to be taken
B. Determining rewards for goals achievement
C. Analyzing current situations
D. Determining objectives
4) The four traditional functions of management include planning, organizing,
leading, and service.
A. True
B. False
5) Building a dynamic organization is another way of describing which function of
management?
A. Organizing
B. Planning
C. Leading
D. Controlling
6) The macroenv
This document provides the answers to a 30 question multiple choice exam on management topics. The questions cover subjects like the steps in the planning process, types of organizational structure, leadership styles, and functions of management.
Mgt 230 final exam 30 30 correct answers 100%eriks23
This document contains a 30 question multiple choice exam on management topics. The questions cover concepts related to the functions of management including planning, organizing, leading, and controlling. Sample questions address topics like the steps in the decision making process, types of organizational structures, leadership approaches, and control systems. The document provides the questions and possible multiple choice answers but no answers are included.
Human Resource Management : Chapter 11 Pay Structure DecisionGustiRayKamandanu1
This document discusses pay structure decisions in human resource management. It covers several key points:
1. It introduces concepts related to developing pay levels and job structures, including using market pay surveys and job evaluations.
2. It outlines factors that influence pay levels, such as labor market forces, productivity, and costs. It also discusses developing internal equity through job structures.
3. The document then covers challenges in balancing external market data with internal structures, the importance of participation and communication in pay decisions, and responses to problems with traditional job-based pay structures.
MGT 230 MGT/230 Final EXAM MCQ\s Correct Answers 100%johnMilit
The document contains 30 multiple choice questions that appear to be from a management exam. The questions cover topics such as the steps in the planning process, types of organizational structures, leadership styles, management functions, and approaches to control systems.
This document discusses using metrics and data to evaluate human resource programs and practices. It provides examples of how to measure the effectiveness and returns of benefits programs, including health care initiatives, retirement plans, and employee assistance programs. The key steps outlined are to:
1) Identify the problems or opportunities the program is intended to address;
2) Design alternative solutions and select the optimal design;
3) Take baseline measures before implementation; and
4) Administer the program while collecting data to evaluate whether the solutions worked and what the financial returns were.
The Role of Balanced Scorecard for Measuring Competitive Advantage of Contain...inventionjournals
This document discusses using the Balanced Scorecard (BSC) framework to measure the competitive advantage of container terminals. The BSC is a strategic planning and management system that incorporates both financial and non-financial metrics. It can help container terminal managers better understand strategic vision and employee contributions to strategic goals. The document outlines the key components of the BSC - financial, customer, internal business process, and learning & growth perspectives. It also discusses how the BSC has been applied to measure performance at Iranian container terminals, optimize terminal operations, and identify core competencies that provide sustainable competitive advantages.
The document discusses the objectives and principles of compensation. It aims to acquire qualified personnel, retain current employees, reward desired behaviors, control costs, and comply with legal regulations. There are several classifications of compensation objectives including equity, efficiency, macroeconomic stability, and optimal labor allocation. Compensation is formulated based on external market rates, individual worth, and salary. Reward programs are designed to motivate employees and support business goals, while recognition programs provide psychological benefits. Merit pay increases should be separated from reward programs to avoid entitlement and emphasize excellence over competency. Effective reward programs clearly define goals, desired behaviors, measurements, appropriate rewards, and ensure communication to employees. Common types of reward programs include variable pay, bonuses, profit sharing, and gain
Title of the presentation is Bite The Bullet and which goes very well with the subject in focus.This slide set was created out of the ATD book on measuring impact of sales trainings for the purpose of internal training and have no commercial value.
very interesting insights into concepts like ROI and aligning training with business strategy and showing its impact on business.
Credits: ATD, Patricia Pulliam Phillips, PhD
Jack J. Phillips, PhD
and Rachel Robinson
This document contains a 52 question multiple choice exam on managerial accounting concepts. The questions cover topics such as the differences between managerial and financial accounting, cost classification and behavior, budgeting, variance analysis, and management control systems.
Driving Growth & Talent Retention through Pay for PerformanceBest Practices
Valuing and recognizing the company's top performers are critical factors to staying healthy and competitive in today's marketplace. In addition to other incentives, an annual bonus program provides companies with opportunities to financially reward employees for their contributions each year. However, smaller bonus pools, unfair distributions, misalignment of goals, complex global administration, and other obstacles can plague the integrity of the system, ultimately sending talent out the door.
Best Practices, LLC conducted this cross-industry study to investigate how compensation organizations at leading global companies are structuring and implementing pay for performance annual bonus programs to reward top performers and retain talent in today's environment of shrinking resources and increasing talent competition.
Savvy companies design, implement, and continuously evaluate a pay for performance compensation plan to reward top performers. By identifying drivers, measures of success, program elements, global differences, and implementation best practices, this study will highlight the must-haves of successful pay for performance bonus plans.
Top management is responsible for strategic leadership, vision, and managing the strategic planning process. They articulate a strategic vision for the long-term direction of the company. As part of managing the planning process, top management initiates environmental scanning, formulates strategies, implements programs and budgets, and evaluates performance through feedback and control systems. The board of directors provides governance and oversight of the strategic management process, monitoring developments, evaluating strategies, and influencing strategic decisions. Strategic management aims to achieve competitive advantage and long-term success through this strategic planning process.
Generak information integrated marketingVildanErgin1
This document outlines the course details for MKM803 Integrated Marketing Communications at Seneca College for Fall 2021. The course is taught by Professor David Ward and explores integrated marketing communication (IMC) models, principles, and concepts. Students will learn to develop IMC plans, evaluate creative strategies, and analyze appropriate media mixes. Assessment includes assignments on strategic communications, a client brief, direct marketing, and a full IMC plan. Upon completing the course, students will be able to apply IMC frameworks, develop client briefs, evaluate creative impact, and create comprehensive IMC plans that adhere to industry standards and ethics. The document lists learning outcomes, grading criteria, required materials, and a weekly schedule of topics.
Compensation Canadian 4th Edition Milkovich Test BankZephBenders
Full download : https://alibabadownload.com/product/compensation-canadian-4th-edition-milkovich-test-bank/ Compensation Canadian 4th Edition Milkovich Test Bank , Compensation Canadian,Milkovich,4th Edition,Test Bank
This document provides the answers to a 30 question multiple choice exam on management topics. The questions cover subjects like the steps in the planning process, types of organizational structures, leadership styles, and functions of management. Sample answers are provided for questions about ethical decision making frameworks, organizational differentiation and integration, and control systems.
This document provides the answers to a 30 question multiple choice exam on management topics. The questions cover subjects like the steps in the planning process, types of organizational structures, leadership styles, and functions of management. Sample answers are provided for questions about ethical decision making frameworks, organizational differentiation and integration, and control systems.
This document provides answers to a 30 question multiple choice exam on management topics. It covers concepts like the four functions of management, organizational structure, leadership, ethics, and human resources. Planning involves analyzing situations, determining goals and appropriate actions to achieve them. Matrix organizations blend functional and divisional forms. Effective leaders motivate and empower employees to solve problems and envision a positive future.
This document provides answers to a 30 question multiple choice exam on management topics. It covers concepts like the four functions of management, organizational structure, leadership, ethics, and human resources. Planning involves analyzing situations, determining goals and appropriate actions to achieve them. Divisional organizations group units by products, customers or regions. Effective leaders motivate and empower employees to solve problems and envision a positive future.
This document provides answers to a 30 question multiple choice exam on management topics. It covers concepts like the four functions of management, organizational structure, leadership, ethics, and human resources. Key details assessed include defining planning, identifying organizational forms, approaches to decision making and control systems, and leadership styles. The document serves as a concise study guide and reference for management exam questions and answers.
Must be researched and answered in proper format. We have been told.docxlea6nklmattu
Must be researched and answered in proper format. We have been told this is an original test, not a standard one given every course run.
HRM-324
Total Compensation
Final Exam
Student Name:
This final exam consists of 50 questions. Each question is worth 2 points. Save this document on your computer. Read the entire question. Then
Bold
the entire answer that you select as the best answer for that question (See Sample Below). Once you have completed post the completed exam to the appropriate assignment in the “assignments” on your student web page.
Sample:
What represents the
relationship between a company’s valuation of jobs based on job evaluation and the valuation of jobs within the external market, as assessed by compensation surveys?
a. market-competitive pay structure
b. pay grade
c. pay range
d. market pay line
1.
Which type of compensation program is based, in part, on the human capital theory?
a) merit pay
b) seniority pay
c) incentive pay
d) skill-based pay
2.
Passage of this Act requires compensation professionals to demonstrate that alleged discriminatory pay practices are a business necessity.
a) Civil Rights Act of 1991
b) Equal Pay Act of 1938
c) Fair Labor Standards Act of 1938
d) Davis-Bacon Act of 1931
3.
Which of the following laws set prevailing wage rates for companies that provide services to the U.S. Government?
a) Civil Rights Act of 1991
b) Equal Pay Act of 1938
c) Fair Labor Standards Act of 1938
d) Davis-Bacon Act of 1931
4.
Base pay, protection programs, paid time-off programs, and work-related bonuses are all part of which type of compensation program?
a) intrinsic
b) core (salaries & wages)
c) extrinsic
d) fringe
5.
When designing pay-for-knowledge programs, which of the following would be considered part of the transition matters phase?
a. grouping skills
b. aligning pay with the knowledge structure
c. training
d. skill types
6.
At which stage in the organizational life cycle is greater emphasis typically placed on base pay and less on long-term compensation programs such as stock options?
a. decline
b. death
c. maturity
d. growth
7.
Strategic analysis involves which of the following three internal capabilities?
a. financial condition, human resources capabilities, functional capabilities
b. financial condition, government regulations, functional capabilities
c. human resources capabilities, government regulations financial condition
d. functional capabilities, government regulations, human resources capabilities
8.
Which of the following is NOT true of the NAICS?
(North American Industry Classification System)
a. The information is used in industry and employment publications.
b. The information used in federal government economic statistics.
c. It includes the economic activities that the U.S. has in common with Mexico and Canada.
d. It uses a code wit.
Human Resources Management Questions 3· · Multiple Cho.docxadampcarr67227
Human Resources Management Questions 3
·
·
Multiple Choice Questions
(Enter your answers on the enclosed answer sheet)
1) Performance management systems are important because they:
a. may be used to make compensation adjustments.
b. help identify areas where an employee may need further training or education.
c. create documentation related to disciplining or possibly terminating an employee.
d. can help managers make decisions about who to promote within the organization.
e. All of the above are correct.
2) When designing the performance evaluation for a chef, items such as "prepares food in a timely fashion" and "follows appropriate safety and sanitation guidelines" would be examples of:
a. contaminated performance measures.
b. performance dimensions.
c. deficient performance measures.
d. global performance measures.
e. performance standard.
3) An organization has an evaluation scoring method which includes three levels: excellent,
satisfactory, and poor. A manager has 3 employees and when evaluating them he must put
each employee in each of the categories, although he would really consider one of them
excellent and the other two satisfactory. This method of evaluation is known as:
a. absolute.
b. paired comparisons.
c. forced distribution.
d. ranking.
e. forced choice.
4) When employees are evaluated against a list of performance dimensions which have specific
and scored performance standards related to the employee’s attributes attached to them, the
evaluation method of __________________ is most likely being used.
a. forced distribution
b. graphic rating scale
c. direct measures
d. ranking
e. critical incident
5) All of the following statements about management by objectives is accurate EXCEPT:
a. it evaluates an employee’s actual performance against specific goals.
b. is a results-based approach.
c. employees may strive only to meet those targets and neglect other aspects of their jobs.
d. it is the preferred method to use when you want to compare employee performance.
e. goals can and should be linked to the overall goals and strategy of the organization.
Unit 3 Examination 176 BAM 510 Human Resource Management
6) In order to avoid discussing his poor performance, Edgar’s supervisor scored him as a "meets"
instead of a "needs improvement" on the performance standard related to the quality of his
work. This type of rating error is known as:
a. primacy.
b. leniency.
c. central tendency.
d. similar to me.
e. strictness.
7) When setting up a feedback meeting with an employee it is important to keep all of the
following in mind EXCEPT:
a. focus on one set of job responsibilities rather than the whole spectrum of the employee’s
tasks.
b. discuss both the positive and negative aspects of the employee’s performance.
c. focus on specific behaviors and outcomes rather than making personal comments.
d. ask employees for their input and concerns regarding their performance and goals.
e. co.
Exam: - Assessing Performance, Developing Employees & Compensating Human Resources
Questions 1 to 20: Select the best answer to each question. Note that a question and its answers may be split across a page break, so be sure that you have seen the entire question and all the answers before choosing an answer.
1. An employee refuses an employer's request to falsify the contents of a report to the EEOC. The
employer subsequently discharges the worker for "not following orders." In a wrongful-discharge suit, the employee is likely to argue which of the following exceptions to the at-will-employment doctrine?
A. Implied contract
B. Equal employment
C. Public policy
D. Reverse discrimination
2. Which of the following is a false statement about using peers as a source of performance information?
A. Peer ratings are particularly useful when supervisors don't have the opportunity to observe employees.
B. Peers are more willing participants in reviews used for employees.
C. Peers have expert knowledge of job requirements and bring a unique perspective to the evaluation, often resulting in extremely valid assessments of performance.
D. Peer ratings, according to research, are highly influenced by friendships.
3. Why would an employee seek a downward move?
A. To learn different skills
B. To have more authority
C. To increase salary and visibility
D. To have greater challenges
4. In terms of job dissatisfaction, an employee who calls in sick or arrives to work late is engaging in
A. behavior change.
B. physical withdrawal.
C. psychological withdrawal.
D. whistleblowing.
5. Based on the expectation that two people in conflict should first try to arrive at a settlement together, the organization has a policy of making managers available to hear complaints. Typically, the first open door is that of the employee's
A. immediate supervisor.
B. peers.
C. director.
D. immediate subordinates.
6. If a performance measure lacks _______ reliability, determining whether an employee's performance has truly changed over time will be impossible.
A. interrater
B. external
C. test-retest
D. strategic
7. The primary use of assessment centers is to identify
A. employees' personality types and job interests.
B. decision processes and communication styles that inhibit production.
C. the strengths and weaknesses of team members.
D. employees who have the personality, characteristics, and skills needed for managerial positions.
8. Which of the following statements illustrates effective feedback?
A. "I don't see any progress from the last review; you're lazy."
B. "You've achieved 100 percent of your target in less than six months."
C. "Overall, your performance has been satisfactory."
D. "You've become careless; you came in late three times last week."
9. What is the employee's responsibility in the self-assessment stage of career management?
A. Provide assessment information to identify strengths, weaknesses, interests, and values
B. Identify opportunities and areas of ...
(New) mgt 230 mgt230 final exam entire answers with questions correct 100%twiter343r
This document provides the questions and answers for the MGT/230 Final Exam. It covers topics in management including planning, decision making, ethics, organizational structure, leadership, and control systems. There are 30 multiple choice questions testing understanding of key concepts in management functions and processes.
This document provides the questions and answers for the MGT/230 Final Exam. It covers topics in management including planning, decision making, organizational structure, leadership, ethics, and control systems. There are 30 multiple choice questions testing comprehension of key concepts in management functions and processes.
This document provides the questions and answers to the MGT/230 Final Exam. It covers topics in management such as planning, decision making, ethics, organizational structure, leadership, and control systems. There are 30 multiple choice questions testing comprehension of key concepts in management functions and processes.
Human Resource Management : Chapter 11 Pay Structure DecisionGustiRayKamandanu1
This document discusses pay structure decisions in human resource management. It covers several key points:
1. It introduces concepts related to developing pay levels and job structures, including using market pay surveys and job evaluations.
2. It outlines factors that influence pay levels, such as labor market forces, productivity, and costs. It also discusses developing internal equity through job structures.
3. The document then covers challenges in balancing external market data with internal structures, the importance of participation and communication in pay decisions, and responses to problems with traditional job-based pay structures.
MGT 230 MGT/230 Final EXAM MCQ\s Correct Answers 100%johnMilit
The document contains 30 multiple choice questions that appear to be from a management exam. The questions cover topics such as the steps in the planning process, types of organizational structures, leadership styles, management functions, and approaches to control systems.
This document discusses using metrics and data to evaluate human resource programs and practices. It provides examples of how to measure the effectiveness and returns of benefits programs, including health care initiatives, retirement plans, and employee assistance programs. The key steps outlined are to:
1) Identify the problems or opportunities the program is intended to address;
2) Design alternative solutions and select the optimal design;
3) Take baseline measures before implementation; and
4) Administer the program while collecting data to evaluate whether the solutions worked and what the financial returns were.
The Role of Balanced Scorecard for Measuring Competitive Advantage of Contain...inventionjournals
This document discusses using the Balanced Scorecard (BSC) framework to measure the competitive advantage of container terminals. The BSC is a strategic planning and management system that incorporates both financial and non-financial metrics. It can help container terminal managers better understand strategic vision and employee contributions to strategic goals. The document outlines the key components of the BSC - financial, customer, internal business process, and learning & growth perspectives. It also discusses how the BSC has been applied to measure performance at Iranian container terminals, optimize terminal operations, and identify core competencies that provide sustainable competitive advantages.
The document discusses the objectives and principles of compensation. It aims to acquire qualified personnel, retain current employees, reward desired behaviors, control costs, and comply with legal regulations. There are several classifications of compensation objectives including equity, efficiency, macroeconomic stability, and optimal labor allocation. Compensation is formulated based on external market rates, individual worth, and salary. Reward programs are designed to motivate employees and support business goals, while recognition programs provide psychological benefits. Merit pay increases should be separated from reward programs to avoid entitlement and emphasize excellence over competency. Effective reward programs clearly define goals, desired behaviors, measurements, appropriate rewards, and ensure communication to employees. Common types of reward programs include variable pay, bonuses, profit sharing, and gain
Title of the presentation is Bite The Bullet and which goes very well with the subject in focus.This slide set was created out of the ATD book on measuring impact of sales trainings for the purpose of internal training and have no commercial value.
very interesting insights into concepts like ROI and aligning training with business strategy and showing its impact on business.
Credits: ATD, Patricia Pulliam Phillips, PhD
Jack J. Phillips, PhD
and Rachel Robinson
This document contains a 52 question multiple choice exam on managerial accounting concepts. The questions cover topics such as the differences between managerial and financial accounting, cost classification and behavior, budgeting, variance analysis, and management control systems.
Driving Growth & Talent Retention through Pay for PerformanceBest Practices
Valuing and recognizing the company's top performers are critical factors to staying healthy and competitive in today's marketplace. In addition to other incentives, an annual bonus program provides companies with opportunities to financially reward employees for their contributions each year. However, smaller bonus pools, unfair distributions, misalignment of goals, complex global administration, and other obstacles can plague the integrity of the system, ultimately sending talent out the door.
Best Practices, LLC conducted this cross-industry study to investigate how compensation organizations at leading global companies are structuring and implementing pay for performance annual bonus programs to reward top performers and retain talent in today's environment of shrinking resources and increasing talent competition.
Savvy companies design, implement, and continuously evaluate a pay for performance compensation plan to reward top performers. By identifying drivers, measures of success, program elements, global differences, and implementation best practices, this study will highlight the must-haves of successful pay for performance bonus plans.
Top management is responsible for strategic leadership, vision, and managing the strategic planning process. They articulate a strategic vision for the long-term direction of the company. As part of managing the planning process, top management initiates environmental scanning, formulates strategies, implements programs and budgets, and evaluates performance through feedback and control systems. The board of directors provides governance and oversight of the strategic management process, monitoring developments, evaluating strategies, and influencing strategic decisions. Strategic management aims to achieve competitive advantage and long-term success through this strategic planning process.
Generak information integrated marketingVildanErgin1
This document outlines the course details for MKM803 Integrated Marketing Communications at Seneca College for Fall 2021. The course is taught by Professor David Ward and explores integrated marketing communication (IMC) models, principles, and concepts. Students will learn to develop IMC plans, evaluate creative strategies, and analyze appropriate media mixes. Assessment includes assignments on strategic communications, a client brief, direct marketing, and a full IMC plan. Upon completing the course, students will be able to apply IMC frameworks, develop client briefs, evaluate creative impact, and create comprehensive IMC plans that adhere to industry standards and ethics. The document lists learning outcomes, grading criteria, required materials, and a weekly schedule of topics.
Compensation Canadian 4th Edition Milkovich Test BankZephBenders
Full download : https://alibabadownload.com/product/compensation-canadian-4th-edition-milkovich-test-bank/ Compensation Canadian 4th Edition Milkovich Test Bank , Compensation Canadian,Milkovich,4th Edition,Test Bank
This document provides the answers to a 30 question multiple choice exam on management topics. The questions cover subjects like the steps in the planning process, types of organizational structures, leadership styles, and functions of management. Sample answers are provided for questions about ethical decision making frameworks, organizational differentiation and integration, and control systems.
This document provides the answers to a 30 question multiple choice exam on management topics. The questions cover subjects like the steps in the planning process, types of organizational structures, leadership styles, and functions of management. Sample answers are provided for questions about ethical decision making frameworks, organizational differentiation and integration, and control systems.
This document provides answers to a 30 question multiple choice exam on management topics. It covers concepts like the four functions of management, organizational structure, leadership, ethics, and human resources. Planning involves analyzing situations, determining goals and appropriate actions to achieve them. Matrix organizations blend functional and divisional forms. Effective leaders motivate and empower employees to solve problems and envision a positive future.
This document provides answers to a 30 question multiple choice exam on management topics. It covers concepts like the four functions of management, organizational structure, leadership, ethics, and human resources. Planning involves analyzing situations, determining goals and appropriate actions to achieve them. Divisional organizations group units by products, customers or regions. Effective leaders motivate and empower employees to solve problems and envision a positive future.
This document provides answers to a 30 question multiple choice exam on management topics. It covers concepts like the four functions of management, organizational structure, leadership, ethics, and human resources. Key details assessed include defining planning, identifying organizational forms, approaches to decision making and control systems, and leadership styles. The document serves as a concise study guide and reference for management exam questions and answers.
Must be researched and answered in proper format. We have been told.docxlea6nklmattu
Must be researched and answered in proper format. We have been told this is an original test, not a standard one given every course run.
HRM-324
Total Compensation
Final Exam
Student Name:
This final exam consists of 50 questions. Each question is worth 2 points. Save this document on your computer. Read the entire question. Then
Bold
the entire answer that you select as the best answer for that question (See Sample Below). Once you have completed post the completed exam to the appropriate assignment in the “assignments” on your student web page.
Sample:
What represents the
relationship between a company’s valuation of jobs based on job evaluation and the valuation of jobs within the external market, as assessed by compensation surveys?
a. market-competitive pay structure
b. pay grade
c. pay range
d. market pay line
1.
Which type of compensation program is based, in part, on the human capital theory?
a) merit pay
b) seniority pay
c) incentive pay
d) skill-based pay
2.
Passage of this Act requires compensation professionals to demonstrate that alleged discriminatory pay practices are a business necessity.
a) Civil Rights Act of 1991
b) Equal Pay Act of 1938
c) Fair Labor Standards Act of 1938
d) Davis-Bacon Act of 1931
3.
Which of the following laws set prevailing wage rates for companies that provide services to the U.S. Government?
a) Civil Rights Act of 1991
b) Equal Pay Act of 1938
c) Fair Labor Standards Act of 1938
d) Davis-Bacon Act of 1931
4.
Base pay, protection programs, paid time-off programs, and work-related bonuses are all part of which type of compensation program?
a) intrinsic
b) core (salaries & wages)
c) extrinsic
d) fringe
5.
When designing pay-for-knowledge programs, which of the following would be considered part of the transition matters phase?
a. grouping skills
b. aligning pay with the knowledge structure
c. training
d. skill types
6.
At which stage in the organizational life cycle is greater emphasis typically placed on base pay and less on long-term compensation programs such as stock options?
a. decline
b. death
c. maturity
d. growth
7.
Strategic analysis involves which of the following three internal capabilities?
a. financial condition, human resources capabilities, functional capabilities
b. financial condition, government regulations, functional capabilities
c. human resources capabilities, government regulations financial condition
d. functional capabilities, government regulations, human resources capabilities
8.
Which of the following is NOT true of the NAICS?
(North American Industry Classification System)
a. The information is used in industry and employment publications.
b. The information used in federal government economic statistics.
c. It includes the economic activities that the U.S. has in common with Mexico and Canada.
d. It uses a code wit.
Human Resources Management Questions 3· · Multiple Cho.docxadampcarr67227
Human Resources Management Questions 3
·
·
Multiple Choice Questions
(Enter your answers on the enclosed answer sheet)
1) Performance management systems are important because they:
a. may be used to make compensation adjustments.
b. help identify areas where an employee may need further training or education.
c. create documentation related to disciplining or possibly terminating an employee.
d. can help managers make decisions about who to promote within the organization.
e. All of the above are correct.
2) When designing the performance evaluation for a chef, items such as "prepares food in a timely fashion" and "follows appropriate safety and sanitation guidelines" would be examples of:
a. contaminated performance measures.
b. performance dimensions.
c. deficient performance measures.
d. global performance measures.
e. performance standard.
3) An organization has an evaluation scoring method which includes three levels: excellent,
satisfactory, and poor. A manager has 3 employees and when evaluating them he must put
each employee in each of the categories, although he would really consider one of them
excellent and the other two satisfactory. This method of evaluation is known as:
a. absolute.
b. paired comparisons.
c. forced distribution.
d. ranking.
e. forced choice.
4) When employees are evaluated against a list of performance dimensions which have specific
and scored performance standards related to the employee’s attributes attached to them, the
evaluation method of __________________ is most likely being used.
a. forced distribution
b. graphic rating scale
c. direct measures
d. ranking
e. critical incident
5) All of the following statements about management by objectives is accurate EXCEPT:
a. it evaluates an employee’s actual performance against specific goals.
b. is a results-based approach.
c. employees may strive only to meet those targets and neglect other aspects of their jobs.
d. it is the preferred method to use when you want to compare employee performance.
e. goals can and should be linked to the overall goals and strategy of the organization.
Unit 3 Examination 176 BAM 510 Human Resource Management
6) In order to avoid discussing his poor performance, Edgar’s supervisor scored him as a "meets"
instead of a "needs improvement" on the performance standard related to the quality of his
work. This type of rating error is known as:
a. primacy.
b. leniency.
c. central tendency.
d. similar to me.
e. strictness.
7) When setting up a feedback meeting with an employee it is important to keep all of the
following in mind EXCEPT:
a. focus on one set of job responsibilities rather than the whole spectrum of the employee’s
tasks.
b. discuss both the positive and negative aspects of the employee’s performance.
c. focus on specific behaviors and outcomes rather than making personal comments.
d. ask employees for their input and concerns regarding their performance and goals.
e. co.
Exam: - Assessing Performance, Developing Employees & Compensating Human Resources
Questions 1 to 20: Select the best answer to each question. Note that a question and its answers may be split across a page break, so be sure that you have seen the entire question and all the answers before choosing an answer.
1. An employee refuses an employer's request to falsify the contents of a report to the EEOC. The
employer subsequently discharges the worker for "not following orders." In a wrongful-discharge suit, the employee is likely to argue which of the following exceptions to the at-will-employment doctrine?
A. Implied contract
B. Equal employment
C. Public policy
D. Reverse discrimination
2. Which of the following is a false statement about using peers as a source of performance information?
A. Peer ratings are particularly useful when supervisors don't have the opportunity to observe employees.
B. Peers are more willing participants in reviews used for employees.
C. Peers have expert knowledge of job requirements and bring a unique perspective to the evaluation, often resulting in extremely valid assessments of performance.
D. Peer ratings, according to research, are highly influenced by friendships.
3. Why would an employee seek a downward move?
A. To learn different skills
B. To have more authority
C. To increase salary and visibility
D. To have greater challenges
4. In terms of job dissatisfaction, an employee who calls in sick or arrives to work late is engaging in
A. behavior change.
B. physical withdrawal.
C. psychological withdrawal.
D. whistleblowing.
5. Based on the expectation that two people in conflict should first try to arrive at a settlement together, the organization has a policy of making managers available to hear complaints. Typically, the first open door is that of the employee's
A. immediate supervisor.
B. peers.
C. director.
D. immediate subordinates.
6. If a performance measure lacks _______ reliability, determining whether an employee's performance has truly changed over time will be impossible.
A. interrater
B. external
C. test-retest
D. strategic
7. The primary use of assessment centers is to identify
A. employees' personality types and job interests.
B. decision processes and communication styles that inhibit production.
C. the strengths and weaknesses of team members.
D. employees who have the personality, characteristics, and skills needed for managerial positions.
8. Which of the following statements illustrates effective feedback?
A. "I don't see any progress from the last review; you're lazy."
B. "You've achieved 100 percent of your target in less than six months."
C. "Overall, your performance has been satisfactory."
D. "You've become careless; you came in late three times last week."
9. What is the employee's responsibility in the self-assessment stage of career management?
A. Provide assessment information to identify strengths, weaknesses, interests, and values
B. Identify opportunities and areas of ...
(New) mgt 230 mgt230 final exam entire answers with questions correct 100%twiter343r
This document provides the questions and answers for the MGT/230 Final Exam. It covers topics in management including planning, decision making, ethics, organizational structure, leadership, and control systems. There are 30 multiple choice questions testing understanding of key concepts in management functions and processes.
This document provides the questions and answers for the MGT/230 Final Exam. It covers topics in management including planning, decision making, organizational structure, leadership, ethics, and control systems. There are 30 multiple choice questions testing comprehension of key concepts in management functions and processes.
This document provides the questions and answers to the MGT/230 Final Exam. It covers topics in management such as planning, decision making, ethics, organizational structure, leadership, and control systems. There are 30 multiple choice questions testing comprehension of key concepts in management functions and processes.
This document provides the questions and answers for the MGT/230 Final Exam. It covers topics in management including planning, decision making, organizational structure, leadership, ethics, and control systems. There are 30 multiple choice questions testing comprehension of key concepts in management functions and processes.
This document provides the questions and answers to the MGT/230 Final Exam. It covers topics in management including planning, decision making, ethics, organizational structure, leadership, and control systems. There are 30 multiple choice questions testing understanding of key concepts in management functions, processes, and challenges faced by organizations.
The document is a 52 question multiple choice exam on managerial accounting concepts. It covers topics such as cost behavior, budgeting, variance analysis, and decision making. Some sample questions include defining terms like internal auditing vs managerial accounting, identifying which factors would decrease a company's break-even point, and calculating variances based on standard, flexible, and actual overhead amounts. The exam provides definitions, calculations, and scenarios to test understanding of key managerial accounting principles.
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This document provides answers to 30 multiple choice questions about business concepts and topics. The questions cover areas such as communication, leadership, entrepreneurship, accounting, economics, human resources, and strategic planning. Sample questions include types of source credibility issues, examples of logical fallacies in persuasion, stakeholders of a business, and the difference between tactical and strategic planning.
This document provides answers to 30 multiple choice questions about business concepts and topics. The questions cover areas such as communication, leadership, entrepreneurship, accounting, economics, human resources, and strategic planning. Sample questions include types of source credibility issues, examples of logical fallacies in persuasion, stakeholders of a business, and the difference between tactical and strategic planning.
This document provides answers to 30 multiple choice questions about business concepts and strategies. The questions cover topics such as communication, leadership, entrepreneurship, accounting, economics, human resources, and strategic planning. The answers are intended to help students prepare for a final exam on management topics.
Similar to Compensation 10th Edition Milkovich Test Bank (20)
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1. Chapter 02 Strategy: The Totality of Decisions
Student: ___________________________________________________________________________
1. "Supporting promotional growth opportunities" is an example of which of the following?
A. Objectives
B. Internal alignment
C. Externally competitive
D. Employee contributions
2. "Putting some skin in the game" refers to:
A. employees paid entirely on commission
B. being paid as a contract vs. a regular employee
C. below market base pay with stock ownership
D. above market base pay with low benefits
3. A compensation system that pays employees such that "some skin is in the game" means that
A. a portion of employee pay is at risk
B. employers risk high labor costs
C. level of base pay is below competitors
D. base pay is low while benefits are generous
Compensation 10th Edition Milkovich Test Bank
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2. 4. In which of the following country would it be most difficult for someone to move from one
employer to another?
A. U.S.
B. Korea
C. Germany
D. Canada
5. At the corporate level, a strategic compensation perspective addresses the question:
A. What business should we be in?
B. What is our desired return on assets?
C. How can our total compensation help gain competitive advantage to achieve organization
success?
D. How can job analysis help us select the most appropriate certain compensation technique(s)
for our organization?
6. What level of strategy is the question "how do we gain competitive advantage"?
A. Corporate
B. Business unit
C. HR
D. Departmental
3. 7. The social, competitive and regulatory environment factors are most important for which type of
strategy?
A. Corporate
B. Business unit
C. HR
D. Strategic compensation
8. Which of the following relationships within a pay system is accurate?
A. Compensation objectives shape pay policies.
B. Pay policies determine the objectives of the pay system.
C. Organization strategies determine employee pay needs.
D. Pay policies form the compensation strategy of the organization.
9. A focus on competitor's costs is most closely associated with a _____ strategy.
A. innovator
B. customer-focused
C. cost-cutter
D. differentiated
10. A compensation system using market-based pay is most likely to be part of a _____ strategy.
A. innovator
B. cost-cutter
C. global
D. customer-focused
4. 11. Flexible-generic job descriptions would most likely be used with a _____ strategy.
A. innovator
B. customer-focused
C. differentiated
D. cost-cutter
12. A compensation system focusing on system control and work specifications is most closely
associated with _____ strategy.
A. global
B. customer-focused
C. cost-cutter
D. differentiated
13. Whole Foods' policy of holding executive salaries to no more than 14 times average pay of full-
time employees is an example of which strategic pay decision?
A. External competitiveness
B. Employee contributions
C. Management
D. Internal alignment
5. 14. Decisions regarding what forms compensation should be are part of _____.
A. internal alignment
B. external competitiveness
C. employee contributions
D. management
15. The choice to communicate and make open an organization's pay system to employees is an
example of which strategic choice?
A. Internal alignment
B. External competitiveness
C. Employee contributions
D. Management
16. The decision to base pay increases on individual or group performance is made within the _____
strategic compensation choices.
A. internal alignment
B. external competitiveness
C. employee contributions
D. management
6. 17. A book listing the previous year's pay of all employees is part of Whole Foods "No-secrets"
philosophy. This is an example of which strategic compensation choice?
A. Internal alignment
B. External competitiveness
C. Employee contributions
D. Management
18. Whole Foods' decision to seek and engage employees who are going to help the company make
money is an example of which strategic pay decisions?
A. Objectives
B. Employee contributions
C. Internal alignment
D. Management
19. The second step of developing a total compensation strategy is to:
A. implement strategy.
B. assess total compensation implications.
C. estimate the cost of the strategy.
D. map a total compensation strategy.
7. 20. "Choosing techniques to fit strategy" is a part of which step in developing a total compensation
system?
A. Reassess
B. Implement strategy
C. Map a total compensation strategy
D. Assess total compensation implications
21. Examination of employee and union needs and the social and political context is a part of _____
step in formulating a total compensation strategy.
A. assess total compensation implications
B. implement strategy
C. mapping strategy
D. assessing business needs
22. Which of the following is the correct order of the steps in formulating a total compensation
strategy?
A. Assess total compensation strategy, implement strategy, map a total compensation strategy,
reassess
B. Assess total compensation strategy, map a total compensation strategy, implement strategy,
reassess
C. Map a total compensation strategy, implement strategy, assess total compensation strategy,
reassess
D. Map a total compensation strategy, assess total compensation strategy, implement strategy,
reassess
8. 23. "To maintain good citizenship as a company" and "To make a fair profit on current operations" are
examples of _____.
A. values
B. mission
C. goals
D. operating principles
24. Among unconventional benefits, U. S. workers in the Hudson's survey rated _____ as their most
preferred.
A. more supplemental insurance
B. more job training
C. a more flexible work schedule
D. more personal days and family leave
25. Which of the following statements regarding allowing employees choice in their pay mix is not
true?
A. A wide-range of choices is difficult to manage
B. It provides an employer a clear competitive advantage
C. Unlimited choice is difficult to design
D. Too many choices can confuse people
9. 26. Union preferences is a major factor in _____ of a total compensation strategy.
A. implementing
B. reassessing
C. assessing implications
D. mapping
27. In mapping a total compensation strategy, the question of how is compensation in the overall HR
strategy is part of _____.
A. objectives
B. internal alignment
C. external competitiveness
D. management
28. The issue of how much and what forms of pay are our competitors using is part of which objective
of total compensation strategy?
A. Objectives
B. Internal alignment
C. External competitiveness
D. Management
10. 29. The role non-HR managers play in making pay decisions is called _____.
A. ownership
B. transparency
C. technology
D. decentralized decision-making
30. Issues of transparency, technology, and choice are examples of choices related to the _____
strategy choice of total compensation.
A. objectives
B. management
C. employee contributions
D. internal alignment
31. Career growth, hierarchy and flexible design are examples of choices related to the _____
strategy choice of total compensation.
A. objectives
B. internal alignment
C. external competitiveness
D. employee contributions
11. 32. A strategy map contains strategies about all but which of the following?
A. External competitiveness
B. Management
C. HR alignment
D. Employee contributions
33. Which of the following is not a test of whether a pay strategy is a source of competitive
advantage?
A. Alignment with business strategy
B. Cost effectiveness
C. Differentiation
D. Adding value
34. Which of the following is not one of the tests to determine if a pay strategy is a source of
competitive advantage?
A. Alignment of the pay system with the organization's business strategy
B. Differentiation of an organization's strategy from its competitors
C. Internal alignment of the pay strategy with the organization's strategy
D. External competitiveness of the pay system
12. 35. Which of the following is the easiest test to pass?
A. Alignment
B. Differentiation
C. Integration
D. Adding value
36. The alignment test
A. is difficult to imitate.
B. is the most difficult test.
C. helps ensure passing the differentiation test.
D. becomes difficult if the differentiation test is not clear.
37. Trying to measure an ROI for any compensation strategy implies that
A. it is possible to align and differentiate and still fail to add value.
B. people are "human capital," similar to other factors of production.
C. adding value is the most difficulty test.
D. value created as a result of costs is difficult to specify.
38. _____ is a "best practice".
A. Smaller internal pay differences
B. Larger internal pay differences
C. Both smaller and larger internal pay differences
D. Neither smaller nor larger internal pay differences
13. 39. Research investigating high-performance workplaces found that performance-based pay _____
when combined with other high performance practices.
A. improves attitudes and behaviors
B. shows large productivity improvements
C. reduces labor costs
D. has little effect on quality
40. When organization performance declines,
A. a virtuous circle may be created.
B. performance-based pay plans do not pay off.
C. managers will change the pay practices.
D. employees will work harder to improve performance.
41. Most organizations rely upon the market to determine how to pay their employees since
compensation strategy is uncertain and complex.
True False
42. When Microsoft replaced stock options with stock awards, they were asking employees to put
more "skin in the game".
True False
43. Labor market-based compensation practices in countries such as China, Germany and France,
are likely to be less effective than in countries such as the U.S., Korea or Singapore.
True False
14. 44. Strategy refers to the fundamental direction that an organization chooses.
True False
45. An organization's strategy is defined by the tradeoffs in choices of what to do and what not to do.
True False
46. In the proper sequence of strategic decisions, HR strategies are made before business unit
strategies.
True False
47. Customer-focused pay strategies are very likely to use market-based pay.
True False
48. Compensation systems focusing on competitor labor costs typically follow a cost-cutter strategy.
True False
49. Although three separate compensation strategies may be identified, many companies use a
combination of all three.
True False
50. Internal alignment refers to how differently levels of skills and work are paid across different
organizations.
True False
15. 51. How an organization positions its total compensation against competitors is part of external
competitiveness strategic choices.
True False
52. One of Whole Foods' employee contributions strategic compensation choices is to seek and
engage employees who are going to help the company make money.
True False
53. What business should a company be in and how does the company win are questions that are a
part of mapping a total compensation strategy.
True False
54. The fourth step of formulating a total compensation strategy is to reassess.
True False
55. Useful compensation comparisons across countries may be done by focusing on hourly wages
and productivity.
True False
56. International compensation comparisons are challenging because retirement and health care
programs, paid holidays and length of work week varies across countries.
True False
57. Compensation strategy should reflect the organization's values.
True False
16. 58. A major challenge in the design of future pay systems is how to better satisfy individual needs
and preferences.
True False
59. The major challenge in the design of future pay systems is reducing the pay gap between top
executives and low-level employees.
True False
60. Unlimited compensation choices by employees would meet with disapproval from the U.S.
Internal Revenue Service.
True False
61. Offering employees choice in their compensation mix provides firms a distinct competitive
advantage.
True False
62. Since unions represent such a small fraction of the labor force, their influence on pay decisions is
relatively minor.
True False
63. Pay systems should fit well with other HR systems.
True False
64. In a high-performance system, pay strategy plays a lead, as opposed to support role.
True False
17. 65. Work/life balance issues are part of competitiveness decisions in the pay model.
True False
66. A compensation strategy map shows which strategy is best for an organization.
True False
67. External competitiveness is one test of competitive advantage.
True False
68. Benchmarking and copying best practices does not lead to competitive advantage.
True False
69. Research on the effects of pay level showed that pay level affects financial performance while
how employees are paid has no effect.
True False
70. When an organization uses pay for performance and performance is improving, this is a virtuous
circle.
True False
18. 71. What is strategy? How is it defined?
72. Define defenders and prospectors as referred to by Miles and Snow.
73. What are the different levels of strategy and the strategic choices in each level?
19. 74. Compensation systems can be tailored to general business strategies. List and explain these
strategies.
75. Explain AMO theory.
76. What are the different steps in formulating a total compensation strategy? List them in their order
of occurrence.
20. 77. List the different factors in mapping a total compensation strategy.
78. What is the first step in assessing total compensation implications?
79. What are the aspects of the alignment of pay strategies?
22. Chapter 02 Strategy: The Totality of Decisions Key
1.
(p. 34)
"Supporting promotional growth opportunities" is an example of which of the following?
A. Objectives
B. Internal alignment
C. Externally competitive
D. Employee contributions
Difficulty: Easy
Milkovich - Chapter 02 #1
2.
(p. 35)
"Putting some skin in the game" refers to:
A. employees paid entirely on commission
B. being paid as a contract vs. a regular employee
C. below market base pay with stock ownership
D. above market base pay with low benefits
Difficulty: Medium
Milkovich - Chapter 02 #2
23. 3.
(p. 35)
A compensation system that pays employees such that "some skin is in the game" means
that
A. a portion of employee pay is at risk
B. employers risk high labor costs
C. level of base pay is below competitors
D. base pay is low while benefits are generous
Difficulty: Medium
Milkovich - Chapter 02 #3
4.
(p. 31)
In which of the following country would it be most difficult for someone to move from one
employer to another?
A. U.S.
B. Korea
C. Germany
D. Canada
Difficulty: Medium
Milkovich - Chapter 02 #4
5.
(p. 37)
At the corporate level, a strategic compensation perspective addresses the question:
A. What business should we be in?
B. What is our desired return on assets?
C. How can our total compensation help gain competitive advantage to achieve organization
success?
D. How can job analysis help us select the most appropriate certain compensation
technique(s) for our organization?
Difficulty: Medium
24. Milkovich - Chapter 02 #5
6.
(p. 37)
What level of strategy is the question "how do we gain competitive advantage"?
A. Corporate
B. Business unit
C. HR
D. Departmental
Difficulty: Medium
Milkovich - Chapter 02 #6
7.
(p. 37)
The social, competitive and regulatory environment factors are most important for which type
of strategy?
A. Corporate
B. Business unit
C. HR
D. Strategic compensation
Difficulty: Medium
Milkovich - Chapter 02 #7
8.
(p. 38)
Which of the following relationships within a pay system is accurate?
A. Compensation objectives shape pay policies.
B. Pay policies determine the objectives of the pay system.
C. Organization strategies determine employee pay needs.
D. Pay policies form the compensation strategy of the organization.
Difficulty: Medium
Milkovich - Chapter 02 #8
25. 9.
(p. 38)
A focus on competitor's costs is most closely associated with a _____ strategy.
A. innovator
B. customer-focused
C. cost-cutter
D. differentiated
Difficulty: Medium
Milkovich - Chapter 02 #9
10.
(p. 38)
A compensation system using market-based pay is most likely to be part of a _____ strategy.
A. innovator
B. cost-cutter
C. global
D. customer-focused
Difficulty: Medium
Milkovich - Chapter 02 #10
11.
(p. 38)
Flexible-generic job descriptions would most likely be used with a _____ strategy.
A. innovator
B. customer-focused
C. differentiated
D. cost-cutter
Difficulty: Medium
Milkovich - Chapter 02 #11
26. 12.
(p. 38)
A compensation system focusing on system control and work specifications is most closely
associated with _____ strategy.
A. global
B. customer-focused
C. cost-cutter
D. differentiated
Difficulty: Easy
Milkovich - Chapter 02 #12
13.
(p. 42)
Whole Foods' policy of holding executive salaries to no more than 14 times average pay of
full-time employees is an example of which strategic pay decision?
A. External competitiveness
B. Employee contributions
C. Management
D. Internal alignment
Difficulty: Medium
Milkovich - Chapter 02 #13
14.
(p. 42)
Decisions regarding what forms compensation should be are part of _____.
A. internal alignment
B. external competitiveness
C. employee contributions
D. management
Difficulty: Medium
Milkovich - Chapter 02 #14
27. 15.
(p. 42)
The choice to communicate and make open an organization's pay system to employees is an
example of which strategic choice?
A. Internal alignment
B. External competitiveness
C. Employee contributions
D. Management
Difficulty: Medium
Milkovich - Chapter 02 #15
16.
(p. 42)
The decision to base pay increases on individual or group performance is made within the
_____ strategic compensation choices.
A. internal alignment
B. external competitiveness
C. employee contributions
D. management
Difficulty: Medium
Milkovich - Chapter 02 #16
17.
(p. 42)
A book listing the previous year's pay of all employees is part of Whole Foods "No-secrets"
philosophy. This is an example of which strategic compensation choice?
A. Internal alignment
B. External competitiveness
C. Employee contributions
D. Management
Difficulty: Medium
Milkovich - Chapter 02 #17
28. 18.
(p. 42)
Whole Foods' decision to seek and engage employees who are going to help the company
make money is an example of which strategic pay decisions?
A. Objectives
B. Employee contributions
C. Internal alignment
D. Management
Difficulty: Medium
Milkovich - Chapter 02 #18
19.
(p. 43)
The second step of developing a total compensation strategy is to:
A. implement strategy.
B. assess total compensation implications.
C. estimate the cost of the strategy.
D. map a total compensation strategy.
Difficulty: Medium
Milkovich - Chapter 02 #19
20.
(p. 43)
"Choosing techniques to fit strategy" is a part of which step in developing a total compensation
system?
A. Reassess
B. Implement strategy
C. Map a total compensation strategy
D. Assess total compensation implications
Difficulty: Medium
Milkovich - Chapter 02 #20
29. 21.
(p. 43)
Examination of employee and union needs and the social and political context is a part of
_____ step in formulating a total compensation strategy.
A. assess total compensation implications
B. implement strategy
C. mapping strategy
D. assessing business needs
Difficulty: Easy
Milkovich - Chapter 02 #21
22.
(p. 43)
Which of the following is the correct order of the steps in formulating a total compensation
strategy?
A. Assess total compensation strategy, implement strategy, map a total compensation
strategy, reassess
B. Assess total compensation strategy, map a total compensation strategy, implement
strategy, reassess
C. Map a total compensation strategy, implement strategy, assess total compensation
strategy, reassess
D. Map a total compensation strategy, assess total compensation strategy, implement
strategy, reassess
Difficulty: Medium
Milkovich - Chapter 02 #22
30. 23.
(p. 45)
"To maintain good citizenship as a company" and "To make a fair profit on current operations"
are examples of _____.
A. values
B. mission
C. goals
D. operating principles
Difficulty: Medium
Milkovich - Chapter 02 #23
24.
(p. 46)
Among unconventional benefits, U. S. workers in the Hudson's survey rated _____ as their
most preferred.
A. more supplemental insurance
B. more job training
C. a more flexible work schedule
D. more personal days and family leave
Difficulty: Medium
Milkovich - Chapter 02 #24
25.
(p. 46-47)
Which of the following statements regarding allowing employees choice in their pay mix is not
true?
A. A wide-range of choices is difficult to manage
B. It provides an employer a clear competitive advantage
C. Unlimited choice is difficult to design
D. Too many choices can confuse people
Difficulty: Medium
Milkovich - Chapter 02 #25
31. 26.
(p. 47)
Union preferences is a major factor in _____ of a total compensation strategy.
A. implementing
B. reassessing
C. assessing implications
D. mapping
Difficulty: Medium
Milkovich - Chapter 02 #26
27.
(p. 49)
In mapping a total compensation strategy, the question of how is compensation in the overall
HR strategy is part of _____.
A. objectives
B. internal alignment
C. external competitiveness
D. management
Difficulty: Medium
Milkovich - Chapter 02 #27
28.
(p. 49)
The issue of how much and what forms of pay are our competitors using is part of which
objective of total compensation strategy?
A. Objectives
B. Internal alignment
C. External competitiveness
D. Management
Difficulty: Easy
Milkovich - Chapter 02 #28
32. 29.
(p. 49)
The role non-HR managers play in making pay decisions is called _____.
A. ownership
B. transparency
C. technology
D. decentralized decision-making
Difficulty: Difficult
Milkovich - Chapter 02 #29
30.
(p. 49)
Issues of transparency, technology, and choice are examples of choices related to the _____
strategy choice of total compensation.
A. objectives
B. management
C. employee contributions
D. internal alignment
Difficulty: Medium
Milkovich - Chapter 02 #30
31.
(p. 49)
Career growth, hierarchy and flexible design are examples of choices related to the _____
strategy choice of total compensation.
A. objectives
B. internal alignment
C. external competitiveness
D. employee contributions
Difficulty: Medium
Milkovich - Chapter 02 #31
33. 32.
(p. 49)
A strategy map contains strategies about all but which of the following?
A. External competitiveness
B. Management
C. HR alignment
D. Employee contributions
Difficulty: Medium
Milkovich - Chapter 02 #32
33.
(p. 50)
Which of the following is not a test of whether a pay strategy is a source of competitive
advantage?
A. Alignment with business strategy
B. Cost effectiveness
C. Differentiation
D. Adding value
Difficulty: Medium
Milkovich - Chapter 02 #33
34.
(p. 50-52)
Which of the following is not one of the tests to determine if a pay strategy is a source of
competitive advantage?
A. Alignment of the pay system with the organization's business strategy
B. Differentiation of an organization's strategy from its competitors
C. Internal alignment of the pay strategy with the organization's strategy
D. External competitiveness of the pay system
Difficulty: Medium
Milkovich - Chapter 02 #34
34. 35.
(p. 50)
Which of the following is the easiest test to pass?
A. Alignment
B. Differentiation
C. Integration
D. Adding value
Difficulty: Medium
Milkovich - Chapter 02 #35
36.
(p. 50)
The alignment test
A. is difficult to imitate.
B. is the most difficult test.
C. helps ensure passing the differentiation test.
D. becomes difficult if the differentiation test is not clear.
Difficulty: Medium
Milkovich - Chapter 02 #36
37.
(p. 52)
Trying to measure an ROI for any compensation strategy implies that
A. it is possible to align and differentiate and still fail to add value.
B. people are "human capital," similar to other factors of production.
C. adding value is the most difficulty test.
D. value created as a result of costs is difficult to specify.
Difficulty: Medium
Milkovich - Chapter 02 #37
35. 38.
(p. 53)
_____ is a "best practice".
A. Smaller internal pay differences
B. Larger internal pay differences
C. Both smaller and larger internal pay differences
D. Neither smaller nor larger internal pay differences
Difficulty: Medium
Milkovich - Chapter 02 #38
39.
(p. 54-55)
Research investigating high-performance workplaces found that performance-based pay
_____ when combined with other high performance practices.
A. improves attitudes and behaviors
B. shows large productivity improvements
C. reduces labor costs
D. has little effect on quality
Difficulty: Medium
Milkovich - Chapter 02 #39
40.
(p. 55)
When organization performance declines,
A. a virtuous circle may be created.
B. performance-based pay plans do not pay off.
C. managers will change the pay practices.
D. employees will work harder to improve performance.
Difficulty: Easy
Milkovich - Chapter 02 #40
36. 41.
(p. 33)
Most organizations rely upon the market to determine how to pay their employees since
compensation strategy is uncertain and complex.
FALSE
Difficulty: Easy
Milkovich - Chapter 02 #41
42.
(p. 35)
When Microsoft replaced stock options with stock awards, they were asking employees to put
more "skin in the game".
FALSE
Difficulty: Difficult
Milkovich - Chapter 02 #42
43.
(p. 36)
Labor market-based compensation practices in countries such as China, Germany and
France, are likely to be less effective than in countries such as the U.S., Korea or Singapore.
TRUE
Difficulty: Medium
Milkovich - Chapter 02 #43
44.
(p. 36)
Strategy refers to the fundamental direction that an organization chooses.
TRUE
Difficulty: Easy
Milkovich - Chapter 02 #44
45.
(p. 36)
An organization's strategy is defined by the tradeoffs in choices of what to do and what not to
do.
TRUE
Difficulty: Easy
37. Milkovich - Chapter 02 #45
46.
(p. 37)
In the proper sequence of strategic decisions, HR strategies are made before business unit
strategies.
FALSE
Difficulty: Medium
Milkovich - Chapter 02 #46
47.
(p. 38)
Customer-focused pay strategies are very likely to use market-based pay.
FALSE
Difficulty: Medium
Milkovich - Chapter 02 #47
48.
(p. 38)
Compensation systems focusing on competitor labor costs typically follow a cost-cutter
strategy.
TRUE
Difficulty: Easy
Milkovich - Chapter 02 #48
49.
(p. 39)
Although three separate compensation strategies may be identified, many companies use a
combination of all three.
TRUE
Difficulty: Easy
Milkovich - Chapter 02 #49
38. 50.
(p. 42)
Internal alignment refers to how differently levels of skills and work are paid across different
organizations.
FALSE
Difficulty: Medium
Milkovich - Chapter 02 #50
51.
(p. 42)
How an organization positions its total compensation against competitors is part of external
competitiveness strategic choices.
TRUE
Difficulty: Easy
Milkovich - Chapter 02 #51
52.
(p. 42)
One of Whole Foods' employee contributions strategic compensation choices is to seek and
engage employees who are going to help the company make money.
FALSE
Difficulty: Medium
Milkovich - Chapter 02 #52
53.
(p. 44)
What business should a company be in and how does the company win are questions that are
a part of mapping a total compensation strategy.
FALSE
Difficulty: Medium
Milkovich - Chapter 02 #53
54.
(p. 43)
The fourth step of formulating a total compensation strategy is to reassess.
TRUE
Difficulty: Easy
39. Milkovich - Chapter 02 #54
55.
(p. 44)
Useful compensation comparisons across countries may be done by focusing on hourly wages
and productivity.
FALSE
Difficulty: Medium
Milkovich - Chapter 02 #55
56.
(p. 44)
International compensation comparisons are challenging because retirement and health care
programs, paid holidays and length of work week varies across countries.
TRUE
Difficulty: Easy
Milkovich - Chapter 02 #56
57.
(p. 45)
Compensation strategy should reflect the organization's values.
TRUE
Difficulty: Easy
Milkovich - Chapter 02 #57
58.
(p. 46)
A major challenge in the design of future pay systems is how to better satisfy individual needs
and preferences.
TRUE
Difficulty: Easy
Milkovich - Chapter 02 #58
40. 59.
(p. 46)
The major challenge in the design of future pay systems is reducing the pay gap between top
executives and low-level employees.
FALSE
Difficulty: Easy
Milkovich - Chapter 02 #59
60.
(p. 46-47)
Unlimited compensation choices by employees would meet with disapproval from the U.S.
Internal Revenue Service.
TRUE
Difficulty: Easy
Milkovich - Chapter 02 #60
61.
(p. 46)
Offering employees choice in their compensation mix provides firms a distinct competitive
advantage.
FALSE
Difficulty: Difficult
Milkovich - Chapter 02 #61
62.
(p. 47)
Since unions represent such a small fraction of the labor force, their influence on pay
decisions is relatively minor.
FALSE
Difficulty: Medium
Milkovich - Chapter 02 #62
63.
(p. 44)
Pay systems should fit well with other HR systems.
TRUE
Difficulty: Easy
41. Milkovich - Chapter 02 #63
64.
(p. 44)
In a high-performance system, pay strategy plays a lead, as opposed to support role.
FALSE
Difficulty: Difficult
Milkovich - Chapter 02 #64
65.
(p. 49)
Work/life balance issues are part of competitiveness decisions in the pay model.
TRUE
Difficulty: Medium
Milkovich - Chapter 02 #65
66.
(p. 49)
A compensation strategy map shows which strategy is best for an organization.
FALSE
Difficulty: Easy
Milkovich - Chapter 02 #66
67.
(p. 50)
External competitiveness is one test of competitive advantage.
FALSE
Difficulty: Medium
Milkovich - Chapter 02 #67
68.
(p. 50)
Benchmarking and copying best practices does not lead to competitive advantage.
TRUE
Difficulty: Medium
Milkovich - Chapter 02 #68
42. 69.
(p. 54)
Research on the effects of pay level showed that pay level affects financial performance while
how employees are paid has no effect.
FALSE
Difficulty: Medium
Milkovich - Chapter 02 #69
70.
(p. 54)
When an organization uses pay for performance and performance is improving, this is a
virtuous circle.
TRUE
Difficulty: Easy
Milkovich - Chapter 02 #70
71.
(p. 37)
What is strategy? How is it defined?
Strategy refers to the fundamental directions that an organization chooses. An organization
defines its strategy through the tradeoffs it makes in choosing what to do and what not to do.
Difficulty: Easy
Milkovich - Chapter 02 #71
72.
(p. 39)
Define defenders and prospectors as referred to by Miles and Snow.
According to Miles and Snow, defenders are those firms that operate in stable markets and
compete on cost, and prospectors are firms that are more focused on innovation and new
markets.
Difficulty: Easy
Milkovich - Chapter 02 #72
43. 73.
(p. 37)
What are the different levels of strategy and the strategic choices in each level?
There are three levels of strategy, (i) the corporate level, (ii) the business unit level, and (iii)
the functional level. At the corporate level, the fundamental strategic choice is: "What business
should we be in?" At the business unit level, the choice shifts to: "How do we gain and sustain
competitive advantage in this business?" At the function level the strategic choice is: "How
should total compensation help this business gain and sustain competitive advantage?"
Difficulty: Medium
Milkovich - Chapter 02 #73
74.
(p. 38)
Compensation systems can be tailored to general business strategies. List and explain these
strategies.
Compensation systems can be tailored to three general business strategies:
i. The innovator stresses new products and short response time to market trends. A supporting
compensation approach places less emphasis on evaluating skills and jobs and more
emphasis on incentives designed to encourage innovations.
ii. The cost cutter's efficiency-focused strategy stresses doing more with less by minimizing
costs, encouraging productivity increases, and specifying in greater detail exactly how jobs
should be performed.
iii. The customer-focused business strategy stresses delighting customers and bases
employee pay on how well they do this.
Difficulty: Easy
Milkovich - Chapter 02 #74
44. 75.
(p. 40)
Explain AMO theory.
Boxall and Purcell find an increasingly common "very basic theory of performance" being
used, which they refer to as "AMO theory":
P = f (A, M, O)
"P" is performance, which is specified to be a function (f) of three factors: "A" is ability,
"M" is motivation, and "O" is opportunity.
In other words, HR systems will be most effective when roles are designed to allow employees
to be involved in decisions and have an opportunity to make an impact, when employee ability
is developed through selective hiring and training and development, and when the
compensation system motivates employees to act on their abilities and take advantage of the
opportunity to make a difference.
Difficulty: Medium
Milkovich - Chapter 02 #75
76.
(p. 43)
What are the different steps in formulating a total compensation strategy? List them in their
order of occurrence.
There are four steps in formulating a total compensation strategy. They are:
i. Assess Total Compensation Implications
ii. Map a Total Compensation Strategy
iii. Implement Strategy
iv. Reassess
Difficulty: Easy
Milkovich - Chapter 02 #76
45. 77.
(p. 43)
List the different factors in mapping a total compensation strategy.
Factors in mapping a total compensation strategy include objective, alignment,
competitiveness, contributions and, management.
Difficulty: Easy
Milkovich - Chapter 02 #77
78.
(p. 44)
What is the first step in assessing total compensation implications?
The first step in assessing total compensation implications includes an understanding of the
specific industry in which the organization operates and how the organization plans to
compete in that industry. This corresponds with the strategic choices in the corporate and the
business unit levels: What business should we be in, and how do we win in that business?
Difficulty: Easy
Milkovich - Chapter 02 #78
79.
(p. 50)
What are the aspects of the alignment of pay strategies?
Alignment of the pay strategy includes three aspects:
i. align with the business strategy,
ii. align externally with the economic and sociopolitical conditions, and
iii. align internally within the overall HR system.
Difficulty: Easy
Milkovich - Chapter 02 #79
46. 80.
(p. 54-55)
Write short notes on Virtuous and Vicious Circles.
Virtuous Circle - Thinking of pay as part of a circle suggests that performance-based pay
works best when there is success to share. An organization whose profits or market share is
increasing is able to pay larger bonuses and stock awards which fairly improve employee
attitudes and work behaviors, which in turn improves their performance. The circle gains
upward momentum. Employees receive returns that compensate for the risks they take. And
they behave like owners, since they are sharing in the organization's success.
Vicious Circle - Circles can also gain momentum going downward to become a vicious circle.
When organization performance declines, performance-based pay plans do not pay off; there
are no bonuses, and the value of stock declines—with potentially negative effects on
organization performance. Declining organization performance increases the risks facing
employees—risks of still smaller bonuses, demotions, wage cuts, and even layoffs. Unless the
increased risks are offset by larger returns, the risk-return imbalance will reinforce declining
employee attitudes and speed the downward spiral.
Difficulty: Difficult
Milkovich - Chapter 02 #80
47. Chapter 02 Strategy: The Totality of Decisions Summary
Category # of Questions
Difficulty: Difficult 5
Difficulty: Easy 27
Difficulty: Medium 48
Milkovich - Chapter 02 80
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