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Exam 7: Recruiting, Motivating, and Keeping Quality Employees

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Question 51

Multiple Choice

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HR managers organize information about a given job by performing a job _____.

A) description
B) specification
C) evaluation
D) analysis

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Question 52

Multiple Choice

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_____ starts when each side states its position and presents its demands.

A) Negotiation
B) Grievance
C) Mediation
D) Arbitration

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Question 53

Multiple Choice

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Which of the following is not an incentive program based on performance

Starbucks uses strategic HR planning to assess whether its employees are satisfied with their jobs.

Expectancy theory focuses on our perceptions of how fairly we feel we're being treated relative to others.

A job study not only identifies the tasks, responsibilities, and skills that a job entails, but also specifies the knowledge and abilities needed to perform it.

Because they present its public face, quality _____ are vital to Starbucks' success.

Incentive programs are designed to reward employees for good performance.

Your employee manual contains extensive information on your benefits. Which of the following is a benefit required by law

Among other things, employees at software maker SAS consider their workplace friendly because:

Meetings to discuss performance tend to make managers appear judgmental rather than supportive.

Under a _____ policy, you can work fewer than 40 hours a week if you're willing to have your pay and benefits adjusted accordingly.

Today, employees who used to be called _____ assume many duties previously found in the domain of _____.

When a union declares a _____, workers walk away from their jobs and refuse to return until the issue at hand has been resolved.

Jeff Craddock is a plant supervisor for Made Right Wood Products Inc., which makes both standardized and customized signs out of solid wood and wood veneers. Over the past few years, the firm has grown steadily and now employs more than 200 people working two shifts. Keeping employees motivated, however, is a constant challenge for both Craddock and production manager Marie Horowitz. Both try hard to apply motivational techniques that they learned in college, encountered in local workshops, and discovered during the course of on-the-job training. Made Right, it seems, has a higher percentage of single parents and older workers than the industry average, and that fact seems to be one of the problems: More workers ask for time off to do things with their children, and older employees visit a lot of doctors. As elsewhere, tardiness and absenteeism also cut into production efficiency. Craddock and Horowitz are once again rethinking possible approaches to employee motivation. -When discussing performance with employees, Craddock and Horowitz could avoid a common mistake by providing _____.

Typical steps a manager goes through in performance evaluation include all of the following except:

Feedback from all points of view is called 360-degree feedback.

When you calculate your ratio of contributions to rewards, compare it to your roommate's ratio, and conclude that the two are out of balance, you're applying the _____ theory of motivation.

Generally, employees want managers to tell them:

Jeff Craddock is a plant supervisor for Made Right Wood Products Inc., which makes both standardized and customized signs out of solid wood and wood veneers. Over the past few years, the firm has grown steadily and now employs more than 200 people working two shifts. Keeping employees motivated, however, is a constant challenge for both Craddock and production manager Marie Horowitz. Both try hard to apply motivational techniques that they learned in college, encountered in local workshops, and discovered during the course of on-the-job training. Made Right, it seems, has a higher percentage of single parents and older workers than the industry average, and that fact seems to be one of the problems: More workers ask for time off to do things with their children, and older employees visit a lot of doctors. As elsewhere, tardiness and absenteeism also cut into production efficiency. Craddock and Horowitz are once again rethinking possible approaches to employee motivation. -Four recent and well-qualified job hires have asked to cut back from 40 to 20 hours per week. Although Made Right typically hires part-time workers only during seasonal rush periods, Horowitz wants to accommodate these employees. What's her best option