DEVRY MGMT410 WEEK 4 AND 6 QUIZ DONE ON 23 MARCH 2015

(TCO 5) The PAQ method of job analysis is

very suspicious, especially when a theft is involved.

useful and highly rated as a method of doing job analysis.

used mainly by Indiana companies, because it was invented at Purdue.

one that works best for higher level, professional jobs.

one that works mainly due to its easy-to-read format and down-to-earth questions.

Comments:

Question 10. Question : (TCO 5) Leona has gathered job analysis data with a structured questionnaire for managerial jobs in remote locations of her firm. Exit interviews have produced comments such as, "You should have told me what was really expected." She wants to use an additional collection technique to avoid misrepresentation in job descriptions. Leona's boss told her, "Be thorough. Job analysis time and cost are nothing compared to the cost of replacing these managers." Which method should she use?

Individual interview

Technical conference

Diary

Gap analysis

Comments:

Question 11. Question : (TCO 6) Which of the following recruiting advertisements is the least likely to be considered discriminatory by the EEOC?

Looking for folks with 1–2 years’ experience who are recently graduated from high school

Looking for tall, strong, and able-bodied employees for a job as a lumberjack

Wanted: Computer engineers with Linux experience to work the night shift

Wanted: Part-time computer engineers who would like to supplement their social security and/or pension income

Wanted: A dependable, responsible woman, preferably with a degree in education, as a “live-in” house mother for a male-only fraternity house dormitory at the University of Florida

Comments:

Question 12. Question : (TCO 6) Which is not a constraint on recruiting efforts?

Job attractiveness

Recruiting costs

State influence

Organization image

Comments:

Question 14. Question : (TCO 7) Which of the following is not true regarding interviewing?

Prior knowledge about the applicant can bias the interviewer's evaluation.

Structured interviews are less reliable than unstructured interviews.

The interviewer tends to favor candidates who share their own attitudes.

Interviewers have short and inaccurate memories.

Comments:

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(TCO 10). Consider this scenario: John Hopken is the new supervisor of a team of 12 computer programmers. He has been in his position for 10 months, after being promoted to his position from programmer (where he had been in place for 8 years). The promotion was hard-won; four others on his team also applied for the promotion, and when he got his promotion, the other four employees who didn’t get the position were rather disgruntled. One of them lashed out in a meeting early on and called him a yes-man, but otherwise most of the issues have been undercurrents and rumor based. These four employees are referred to as Competitors 1, 2, and 3 and Competitor Yes-Man for the purposes of this question.

During the year, five older members of his team resigned, four through regular retirements and one after being accused of falsifying expense reports. None of the five were in the group of four who had competed against him for his position. John filled all five position openings with outside hires. Three of them had similar backgrounds to John’s—they all went to his alma mater for their computer degrees and like basketball. In fact, last week John and the three of them attended a Bulls game together. These employees will be referred to as Bulls 1, 2, and 3. The other two employees were both females he hired because HR told him he had to. (Up till now, there were no females on the team.) We’ll call them Lady 1 and 2. They don’t like basketball. Lady 1 was hired 6 months ago, and Lady 2 was hired last month.

Now, it is performance appraisal time. Assume each of these employees does a similar amount of work, produces relatively similar amounts of code, and does a good job. None of them create waves, and the new people have gotten their work under way and are working hard. Other than the yes-man meeting and one comment on the men’s room wall saying that “Hopken is a jerk,” things have mostly gone smoothly. John figures that one of the Competitors wrote that.

John is told by HR he has to do performance appraisals this month. He is told to rate his people on a scale of 1–4, where 1 is “not meeting expectations,” 2 is “too new to rate,” 3 is “meeting expectations,” and 4 is “exceeding expectations.” HR said that he must have no more than two 4s, no more than eight 3s, and at least two 1s or 2s. He asks an HR representative what “too new” means, and she says it applies to anyone who has not been in the position for 3 months or more.

He looks at the paperwork and his list, and 20 minutes later has his ratings done with a paragraph scribbled out to provide to his workers.

Here are the ratings John gives his employees, as well as his support paragraph.

Bulls 1: 4: What a great guy—always comes through, works hard, fun loving, makes the day brighter for everyone

Bulls 2: 4: Team player; what a help—great worker and asset to the company

Bulls 3: 3: Always there for the work group—works steady and helpful to others, accurate coder

Lady 1: 3: Always there for the work group—works steady and helpful to others, accurate coder

Other 1: 3: Always there for the work group—works steady and helpful to others, accurate coder

Other 2: 3: Always there for the work group—works steady and helpful to others, accurate coder

Other 3: 3: Always there for the work group—works steady and helpful to others, accurate coder

Competitor 1: 3: Accurate coding and steady performer

Competitor 2: 3: Accurate coding and steady performer

Competitor 3: 3: Accurate coding and steady performer

Lady 2: 2: Too new to rate but next year should be great

Competitor YM: 1: Not a team player and can work harder to prevent discord

Please answer the following questions.

The day after the PAs are delivered, HR receives appeals filed by Bulls 3, Competitor 1, and Competitor YM. After listening to the employees, HR decides to do a 360-degree appraisal of John Hopken.

(1) What is the 360-degree appraisal? What are the pros and cons of this appraisal tool? (10 points)

(2) Let’s say you are told you must implement this 360-degree appraisal on John. How would you go about doing this? What kinds of questions would you include on the appraisal, and who would you give it to? What kinds of feedback might you expect, and how might you use that feedback to help John with performance appraisals? (20 points)

(3) Would you have recommended the 360-degree appraisal as a way to resolve this issue? Why or why not? (10 points)

Question 2. Question : (TCO 8) Debra is in line for a senior vice president position at a large hotel conglomerate. She has just received a letter appointing her to the national environmental task force for water and electricity conservation. Which is happening to her career?

Promotion

Job rotation

Adjusted

Committee assignment

Survival training

Instructor Explanation: Employee Development Methods, page 206

Points Received: 0 of 5

Comments:

Question 3. Question : (TCO 8) Which of the following is a purpose of a new employee orientation program?

To communicate relevant HRM policies, such as work hours, pay procedures, and employee benefits

To review the specific duties and responsibilities of the new member’s job

To introduce the employee to his or her manager and coworkers

All of the above

Instructor Explanation: See Chapter 8a. It is to familiarize the new member with the firm’s objectives, history, philosophy, and procedures

Points Received: 5 of 5

Comments:

Question 4. Question : (TCO 9) Compare individual career development to organizational career development.

They are both the responsibility of the individual.

Organizational career development focuses on meeting organizational goals and needs. Individual career development focuses on meeting individual goals and needs.

Individual career development involves training. Organizational career development does not.

They are different terms for the same experience.

Individual career development has a much shorter time frame than organizational career development.

Instructor Explanation: Chapter 10

Points Received: 5 of 5

Comments:

Question 5. Question : According to research cited in the text, what is the primary reason that top-performing, high-commitment employees gave for voluntarily leaving an organization?

Career development

Work-life balance

Promotions

Salary

Question 6. Question : (TCO 11) Lisa, a compensation analyst for a large government agency, is completing a job evaluation for her organization. She is reviewing the grades that have been established by skills, knowledge, and abilities, because several managers have complained that the jobs no longer fit into the defined grades. Which job evaluation method is Lisa using?

Ordering

Classification

Basic factors

Point method

Prioritization

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