Question 1

The compensation scorecard creates a comparative tool within the organization that can reinforce desired outcomes that are unique to the company's strategy.

Accepted Answer

A) True 
 B)False

Question 2

In a 2010 survey of more than 1,000 entrepreneurs,_____ of all small businesses in the United States had to make pay cuts.

Accepted Answer

A) 10 percent 
B) 35 percent 
C) 50 percent 
D) 65 percent 
A) 10 percent 
B) 35 percent 
C) 50 percent 
D) 65 percent

Question 3

Pay equity is achieved when employees' compensation is equal to the value of the work they perform.

Accepted Answer

A) True 
 B)False

Question 4

A major benefit of job-based compensation systems is that they encourage employees to learn new skills and capabilities.

Accepted Answer

A) True 
 B)False

Question 5

Employees covered by the overtime provisions of the Fair Labor Standards Act are labeled:

Accepted Answer

A) protected workers. 
B) nonexempt employees. 
C) salaried workers. 
D) exempt employees. 
A) protected workers. 
B) nonexempt employees. 
C) salaried workers. 
D) exempt employees.

Question 6

When employees are paid according to the skills and knowledge they have rather than the specific jobs they perform,they are paid according to competence-based compensation.

Accepted Answer

A) True 
 B)False

Question 7

A critical concern for a successful pay-for-performance system is the perceived fairness of the pay decision.

Accepted Answer

A) True 
 B)False

Question 8

One of the major criticisms of job-based compensation systems is that they often fail to reward employees for their skills or the knowledge they possess.

Accepted Answer

A) True 
 B)False

Question 9

The job classification system is used commonly by smaller employers.

Accepted Answer

A) True 
 B)False

Question 10

Briefly discuss the legal requirements of the Fair Labor Standards Act used to regulate employee compensation.

Accepted Answer

The Fair Labor Standards Act (FLSA),also

Question 11

The major provisions of which act are concerned with minimum wage rates and overtime payments,child labor,and equal rights?

Accepted Answer

A) Equal Pay Act 
B) Davis-Bacon Act 
C) Fair Labor Standards Act 
D) Walsh-Healy Act 
A) Equal Pay Act 
B) Davis-Bacon Act 
C) Fair Labor Standards Act 
D) Walsh-Healy Act

Question 12

For employees,pay equity is achieved when the compensation received is equal to the value of the work performed.

Accepted Answer

A) True 
 B)False

Question 13

____ helps eliminate the obsession with grades and,instead,encourages employees to move to jobs they can develop in their careers and add value to the organization.

Accepted Answer

A) Red circling 
B) Broadbanding 
C) Pay ranging 
D) Factor comparison 
A) Red circling 
B) Broadbanding 
C) Pay ranging 
D) Factor comparison

Question 14

The concept that employees should exert greater work effort if they have reason to expect it will result in a valued reward forms the basis of:

Accepted Answer

A) expectancy theory. 
B) equity theory. 
C) instrumentality. 
D) internal equity. 
A) expectancy theory. 
B) equity theory. 
C) instrumentality. 
D) internal equity.

Question 15

Pay-for-performance programs have little,if any,effect on employee productivity.

Accepted Answer

A) True 
 B)False

Question 16

Which job evaluation system serves to direct compensation dollars to the type of work pivotal to organizational goals?

Accepted Answer

A) Point method 
B) Job ranking 
C) Work valuation 
D) Hay profile method 
A) Point method 
B) Job ranking 
C) Work valuation 
D) Hay profile method

Question 17

The National Compensation Survey published by the Bureau of Labor Statistics can provide local,regional,and national compensations statistics.

Accepted Answer

A) True 
 B)False

Question 18

The federal civil service job classification system uses which type of job evaluation system?

Accepted Answer

A) Point method 
B) Job ranking 
C) Factor comparison method 
D) Job classification system 
A) Point method 
B) Job ranking 
C) Factor comparison method 
D) Job classification system

Question 19

The exempt or nonexempt status of employees is determined by:

Accepted Answer

A) the National Labor Relations Board. 
B) the Secretary of Labor. 
C) the Office of Programs and Budgets. 
D) the U.S. Department of Labor. 
A) the National Labor Relations Board. 
B) the Secretary of Labor. 
C) the Office of Programs and Budgets. 
D) the U.S. Department of Labor.

Question 20

Which of the following compensation options would not qualify under the term pay-for-performance?

Accepted Answer

A) Seniority-based pay 
B) Group incentive 
C) Pay banding 
D) Gainsharing plans 
A) Seniority-based pay 
B) Group incentive 
C) Pay banding 
D) Gainsharing plans

The compensation scorecard creates a comparative tool within the organization that can reinforce desired outcomes that are unique to the company's strategy.

In a 2010 survey of more than 1,000 entrepreneurs,_____ of all small businesses in the United States had to make pay cuts.

Pay equity is achieved when employees' compensation is equal to the value of the work they perform.

A major benefit of job-based compensation systems is that they encourage employees to learn new skills and capabilities.

Employees covered by the overtime provisions of the Fair Labor Standards Act are labeled:

When employees are paid according to the skills and knowledge they have rather than the specific jobs they perform,they are paid according to competence-based compensation.

A critical concern for a successful pay-for-performance system is the perceived fairness of the pay decision.

One of the major criticisms of job-based compensation systems is that they often fail to reward employees for their skills or the knowledge they possess.

The job classification system is used commonly by smaller employers.

Briefly discuss the legal requirements of the Fair Labor Standards Act used to regulate employee compensation.

The major provisions of which act are concerned with minimum wage rates and overtime payments,child labor,and equal rights?

For employees,pay equity is achieved when the compensation received is equal to the value of the work performed.

____ helps eliminate the obsession with grades and,instead,encourages employees to move to jobs they can develop in their careers and add value to the organization.

The concept that employees should exert greater work effort if they have reason to expect it will result in a valued reward forms the basis of:

Pay-for-performance programs have little,if any,effect on employee productivity.

Which job evaluation system serves to direct compensation dollars to the type of work pivotal to organizational goals?

The National Compensation Survey published by the Bureau of Labor Statistics can provide local,regional,and national compensations statistics.

The federal civil service job classification system uses which type of job evaluation system?

The exempt or nonexempt status of employees is determined by:

Which of the following compensation options would not qualify under the term pay-for-performance?

The Challenge of Human Resources Management

Strategy and Human Resources Planning

Equal Employment Opportunity and Human Resources Management

Job Analysis and Job Design

Expanding the Talent Pool: Recruitment and Careers

Employee Selection

Training and Development

Performance Management and the Employee Appraisal Process

Pay-For-Performance: Incentive Rewards

Employee Benefits

Promoting Safety and Health

Employee Rights and Discipline

The Dynamics of Labor Relations

International Human Resources Management

Creating High-Performance Work Systems

Filters

Exam 9: Managing Compensation

The compensation scorecard creates a comparative tool within the organization that can reinforce desired outcomes that are unique to the company's strategy.

In a 2010 survey of more than 1,000 entrepreneurs,_____ of all small businesses in the United States had to make pay cuts.

Pay equity is achieved when employees' compensation is equal to the value of the work they perform.

A major benefit of job-based compensation systems is that they encourage employees to learn new skills and capabilities.

Employees covered by the overtime provisions of the Fair Labor Standards Act are labeled:

When employees are paid according to the skills and knowledge they have rather than the specific jobs they perform,they are paid according to competence-based compensation.

A critical concern for a successful pay-for-performance system is the perceived fairness of the pay decision.

One of the major criticisms of job-based compensation systems is that they often fail to reward employees for their skills or the knowledge they possess.

The job classification system is used commonly by smaller employers.

Briefly discuss the legal requirements of the Fair Labor Standards Act used to regulate employee compensation.

The major provisions of which act are concerned with minimum wage rates and overtime payments,child labor,and equal rights?

For employees,pay equity is achieved when the compensation received is equal to the value of the work performed.

____ helps eliminate the obsession with grades and,instead,encourages employees to move to jobs they can develop in their careers and add value to the organization.

The concept that employees should exert greater work effort if they have reason to expect it will result in a valued reward forms the basis of:

Pay-for-performance programs have little,if any,effect on employee productivity.

Which job evaluation system serves to direct compensation dollars to the type of work pivotal to organizational goals?

The National Compensation Survey published by the Bureau of Labor Statistics can provide local,regional,and national compensations statistics.

The federal civil service job classification system uses which type of job evaluation system?

The exempt or nonexempt status of employees is determined by:

Which of the following compensation options would not qualify under the term pay-for-performance?

The Challenge of Human Resources Management

Strategy and Human Resources Planning

Equal Employment Opportunity and Human Resources Management

Job Analysis and Job Design

Expanding the Talent Pool: Recruitment and Careers

Employee Selection

Training and Development

Performance Management and the Employee Appraisal Process

Pay-For-Performance: Incentive Rewards

Employee Benefits

Promoting Safety and Health

Employee Rights and Discipline

The Dynamics of Labor Relations

International Human Resources Management

Creating High-Performance Work Systems

Filters