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| An effective performance management system must have all the following characteristics except: |
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Definition
| It must allow individual employees flexibility in how they will achieve ultimate results |
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| ___ is the process of determining how well employees do their jobs relative to a standard and communicating that information to the employee |
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| Ultimately, performance management links organizational strategy to organizational culture |
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| In comparison to some Asian countries such as China and Japan, the U.S: |
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| Managers are brutally honest in communicating negative information to employees in performance appraisals. |
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| Research has shown that performance-driven organizational cultures: |
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Definition
| tend to have significantly higher financial results compared with other types of organizational cultures. |
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| Michael, the owner of a moving company, has developed a performance appraisal system for his customer representatives and truck drivers. He evaluates each of these employees on accuracy of weight estimates, meeting delivery deadlines, and dollar value of breakage. Michaels performance appraisal system is ______ based |
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| _______ define the level of performance that is expected by an employee |
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| The two general uses of performance appraisal, which are often in conflict, are: |
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Definition
| Administrative and development |
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| The main responsibility for conducting performance appraisals lies with the |
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Term
| In most companies and for most employees, the typical time period for formal performance appraisals is: |
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Definition
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| The cimplest methods for appraising performance are the |
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Definition
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| Management-by-objectives is best for |
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Definition
| Linking individual performance to organizational goals |
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Term
| Poorly-designed pay-for-performance systems could cause high-performing employees to leave the organization because of perceived inequity |
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| If the organizations performance appraisal system is flawed, there are negative effects on the compensation system, job placement decisions, and the ability to defend the organization against charges of discrimination |
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| The two roles of appraisal, administrative decision making and development often conflict, so the developmental role is gradually being absorbed into the HR function of training and employee development removed from the supervisors responsibility |
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Term
| Compensation is one of the organizations largest expenditures. Compensation philosophies and systems vary from one organization to the next. Why is that? |
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Definition
| Different Organizations have different organizational objectives and strategies. |
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Term
| All of the following are compensation objectives of the organization EXCEPT |
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Definition
| the lowest total cost of compensation among direct competitors |
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| Tom has just taken his first full time job with a salary of $58,000. He knows that he should plan his personal recurring expenses, such as rent and car payments, around this amount because its his |
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Definition
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Term
| A compensation philosophy in which each employee who has gained another year of seniority should have an increase in pay is called the _____ philosophy |
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Definition
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Term
| The who basic compensation philosophies, which should be seen as opposite ends of the continuum, are the _____ and the ______ orientations |
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Term
| Which type of compensation is linked directly to individual, team, or organizational performance? |
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Definition
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Term
| At Artistic Floral Creations, the non-managerial employees all receive the same pay increase every year. Usually this increase is 5% but some years it has been as high as 10% depending on cchanges in the cost of living. They have a _____ philosophy of compensation: |
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Definition
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Term
| The HR unit is typically responsible for all of the following EXCEPT: |
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Definition
| Recommending pay increases for employees |
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Term
| Pay increases for individual, non-executive, employees in a compensation system based on individual performance are typically decided by: |
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Definition
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Term
| A company that structures its compensation system so that half of its competitors pay their employees more than it does and half less is using a ___ market strategy: |
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Definition
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| A third-quartile approach is a compensation strategy... |
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Definition
| in which the company pays higher wages that its competitors do |
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Term
| In a competency-based system employees are paid: |
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Definition
| on the skills and knowledge they have, whether they use it or not |
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Term
| The major federal law that regulates compensation in the U.S. is the: |
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Definition
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| Which of the following is NOT a major objective of the Fair Labor Standards Act? |
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Definition
| To eliminate discrimination in compensation |
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Term
| According to the overtime provisions of the FLSA all of the following are true regarding non exempt employees EXCEPT |
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Definition
| they do not receive overtime pay for training that is not directly job related even if the training is outside of regular work hours. |
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Term
| In a true pay-for-performance, which of the following employees would qualify for incentive rewards? |
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Definition
| Chris brings in 20 percent more new clients for the branch bank than is required |
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Term
| All of the following are potential outcomes of a successful pay-for-performance plan EXCEPT: |
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Definition
| Greater predictability of employee pay |
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Term
| What are variable pay plans: |
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Definition
| Additional tangible rewards given to employees for performance beyond normal expectations |
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| Performance Incentives include all of the following EXCEPT: |
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Definition
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Term
| It is important to make sure that what is being rewarded by the compensation system is strongly tied to organization objectives, because people tend to |
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Definition
| Produce what is measured and rewarded |
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Term
| Potential useful metrics for analyzing variable pay plans include all of the following EXCEPT: |
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Definition
| Decrease in compensation per full-time employee |
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Term
| An effect of variable pay plans is that _____ incentives increase the competition among individual employees |
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Definition
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| If managers wish to motivate individual contributions to team performance, an equitable distribution of team incentives would mean that |
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Definition
| Team members are paid incentives which vary according to individual performance |
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Term
| The purpose of organizational-level incentives is to |
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Definition
| Reward each employee for the performance of the entire company |
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Term
| For a profit-sharing plan to be effective, management must |
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Definition
| Be willing to disclose accurate financial and profit information to employees |
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Term
| The most widely used long-term performance incentives for executives is/are |
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Definition
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| Because of the difficulties of designing a truly functional incentive system, fewer than half of all organizations use variable pay |
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Definition
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Term
| Some form of individual performance incentive is appropriate for every organization |
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Definition
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| In order to measure the effectiveness of a new organization-wide incentive plan, a reasonable metric would be average employee productivity change |
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| Despite the numerous scandals surrounding executive pay, such as Enron and Tyco, and seemingly excessive compensation to executives in the Financial Industry, there is no federal law that places restrictions on executive pay or mandates reporting requirements regarding executive pay |
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