Question 1

At lower levels,_______ systems almost guarantee cost control.

Accepted Answer

A)  contribution-based pay 
B)  competency-based pay 
C)  skill-based pay 
D)  variable pay 
A)  contribution-based pay 
B)  competency-based pay 
C)  skill-based pay 
D)  variable pay

Question 2

Pay practices and policies are critical because the affect every single employee.

Accepted Answer

A) True 
 B)False

Question 3

Open pay systems tend to work best when:

Accepted Answer

A)  there is a union to negotiate pay increases. 
B)  business strategy matches the organizational development stage. 
C)  job performance can be measured objectively. 
D)  effort and performance are related closely over a long time span. 
A)  there is a union to negotiate pay increases. 
B)  business strategy matches the organizational development stage. 
C)  job performance can be measured objectively. 
D)  effort and performance are related closely over a long time span.

Question 4

The Equal Pay Act requires:

Accepted Answer

A)  equal pay for men and women. 
B)  pay discrimination cases to be filed within 180 days. 
C)  equal pay for men and women doing substantially similar work. 
D)  employers involved in interstate commerce or in the production of goods for interstate commerce to pay men and women the same. 
A)  equal pay for men and women. 
B)  pay discrimination cases to be filed within 180 days. 
C)  equal pay for men and women doing substantially similar work. 
D)  employers involved in interstate commerce or in the production of goods for interstate commerce to pay men and women the same.

Question 5

Rewards bridge the gap between organizational objectives and individual expectations and aspirations.

Accepted Answer

A) True 
 B)False

Question 6

Sarbanes-Oxley states that executives cannot retain bonuses or profits from selling company stock if they mislead the public about the financial security of the company.

Accepted Answer

A) True 
 B)False

Question 7

A unionized employer may establish an incentive system,but it will be subject to negotiation through collective bargaining.

Accepted Answer

A) True 
 B)False

Question 8

Write a short note on the job-evaluation process

Accepted Answer

A number of job-evaluation methods are a

Question 9

The efficiency wage hypothesis holds that:

Accepted Answer

A)  there is payment of wage premiums by some employers to attract the best talent available and to enhance productivity in order to offset any increase in labor costs. 
B)  unless an employee can produce a value equal to the value received in wages,it will not be worthwhile to hire that worker. 
C)  there is increased willingness to reduce the size of the workforce,to outsource jobs overseas,and to restrict pay to control the costs of wages,salaries,and benefits. 
D)  there is less concern with pay position relative to that of competitors and more concern with what the company can afford. 
A)  there is payment of wage premiums by some employers to attract the best talent available and to enhance productivity in order to offset any increase in labor costs. 
B)  unless an employee can produce a value equal to the value received in wages,it will not be worthwhile to hire that worker. 
C)  there is increased willingness to reduce the size of the workforce,to outsource jobs overseas,and to restrict pay to control the costs of wages,salaries,and benefits. 
D)  there is less concern with pay position relative to that of competitors and more concern with what the company can afford.

Question 10

In comparing the relative emphasis Chinese and American managers place on performance versus relationships,which of the following is true?

Accepted Answer

A)  When making bonus decisions,Chinese managers tend to place less emphasis on employees' work performance than do American managers. 
B)  When making decisions about nonmonetary recognition of employees,American managers place more emphasis on employees' relationships with coworkers than do their Chinese counterparts. 
C)  American managers tend to give larger bonuses to employees with greater personal needs. 
D)  Chinese managers tend not to take personal needs into consideration when making bonus decisions. 
A)  When making bonus decisions,Chinese managers tend to place less emphasis on employees' work performance than do American managers. 
B)  When making decisions about nonmonetary recognition of employees,American managers place more emphasis on employees' relationships with coworkers than do their Chinese counterparts. 
C)  American managers tend to give larger bonuses to employees with greater personal needs. 
D)  Chinese managers tend not to take personal needs into consideration when making bonus decisions.

Question 11

What is the biggest hurdle to overcome in pay-for-performance plans?

Accepted Answer

Coping wit

Question 12

Title VII of the _____________ Act states that top executives in companies receiving government support can retract bonuses,retention awards,or incentives paid to the top five senior executive officers or the next 20 most highly compensated employees based on corporate information that is later found to be inaccurate.

Accepted Answer

A)  Equal Pay 
B)  SOX 
C)  American Recovery and Reinvestment 
D)  Pay for Performance 
A)  Equal Pay 
B)  SOX 
C)  American Recovery and Reinvestment 
D)  Pay for Performance

Question 13

All organizations must make some allowance for the trust gap in their salary programs.

Accepted Answer

A) True 
 B)False

Question 14

All of the following are major changes in company philosophies concerning pay EXCEPT:

Accepted Answer

A)  movement toward "salary entitlement" philosophy. 
B)  increased willingness to control payroll costs. 
C)  more concern with what the company can afford to pay. 
D)  implementation of "pay-for-performance" systems. 
A)  movement toward "salary entitlement" philosophy. 
B)  increased willingness to control payroll costs. 
C)  more concern with what the company can afford to pay. 
D)  implementation of "pay-for-performance" systems.

Question 15

Pay practices must be designed not only to attract and retain employees but also to ensure that _____ do not become excessive in relation to those of competing employers.

Accepted Answer

A)  employee stock ownership plans 
B)  labor costs 
C)  merit-pay increases 
D)  flexible benefit packages 
A)  employee stock ownership plans 
B)  labor costs 
C)  merit-pay increases 
D)  flexible benefit packages

Question 16

Name at least three of the four basic tools needed to develop a pay system.

Accepted Answer

Any three of the following: 1)

Question 17

If pay systems are to accomplish the objectives set for them,ultimately they must be perceived as:

Accepted Answer

A)  adequate and equitable. 
B)  generous and timely. 
C)  immediate and fair. 
D)  relevant and competitive. 
A)  adequate and equitable. 
B)  generous and timely. 
C)  immediate and fair. 
D)  relevant and competitive.

Question 18

If competitors' pay decisions determine a company's pay structure,then the level of pay or the mix of pay forms is no longer a source of potential competitive advantage.

Accepted Answer

A) True 
 B)False

Question 19

Sarbanes-Oxley requires that

Accepted Answer

A)  Companies can seek repayment for incentives paid that were later found to be materially inaccurate. 
B)  the Securities and Exchange Commission meet annually to discuss bonuses. 
C)  the minimum wage change each year. 
D)  executives cannot retain bonuses or profits from selling company stock if they mislead the public about the financial health of the company. 
A)  Companies can seek repayment for incentives paid that were later found to be materially inaccurate. 
B)  the Securities and Exchange Commission meet annually to discuss bonuses. 
C)  the minimum wage change each year. 
D)  executives cannot retain bonuses or profits from selling company stock if they mislead the public about the financial health of the company.

Question 20

Common job characteristics that an organization is willing to pay for,such as skill,effort,responsibility,and working conditions are termed:

Accepted Answer

A)  workload standards. 
B)  benchmark jobs. 
C)  compensable factors. 
D)  ESOPs. 
A)  workload standards. 
B)  benchmark jobs. 
C)  compensable factors. 
D)  ESOPs.

At lower levels,_______ systems almost guarantee cost control.

Pay practices and policies are critical because the affect every single employee.

Open pay systems tend to work best when:

The Equal Pay Act requires:

Rewards bridge the gap between organizational objectives and individual expectations and aspirations.

Sarbanes-Oxley states that executives cannot retain bonuses or profits from selling company stock if they mislead the public about the financial security of the company.

A unionized employer may establish an incentive system,but it will be subject to negotiation through collective bargaining.

Write a short note on the job-evaluation process

The efficiency wage hypothesis holds that:

In comparing the relative emphasis Chinese and American managers place on performance versus relationships,which of the following is true?

What is the biggest hurdle to overcome in pay-for-performance plans?

All organizations must make some allowance for the trust gap in their salary programs.

All of the following are major changes in company philosophies concerning pay EXCEPT:

Pay practices must be designed not only to attract and retain employees but also to ensure that _____ do not become excessive in relation to those of competing employers.

Name at least three of the four basic tools needed to develop a pay system.

If pay systems are to accomplish the objectives set for them,ultimately they must be perceived as:

If competitors' pay decisions determine a company's pay structure,then the level of pay or the mix of pay forms is no longer a source of potential competitive advantage.

Sarbanes-Oxley requires that

Common job characteristics that an organization is willing to pay for,such as skill,effort,responsibility,and working conditions are termed:

Human Resources in a Globally Competitive Business Environment

Workforce Analytics: The Financial Impact of HRM Activities

The Legal Context of Employment Decisions

Diversity at Work

Planning for People

Recruiting

Staffing

Training and On-Boarding

Performance Management

Managing Careers

Indirect Compensation: Employee Benefit Plans

Union Representation and Collective Bargaining

Procedural Justice and Ethics in Employee Relations

Safety, Health, and Employee Assistance Programs

International Dimensions of Human Resource Management

Filters

Exam 11: Pay and Incentive Systems

At lower levels,_______ systems almost guarantee cost control.

Pay practices and policies are critical because the affect every single employee.

Open pay systems tend to work best when:

The Equal Pay Act requires:

Rewards bridge the gap between organizational objectives and individual expectations and aspirations.

Sarbanes-Oxley states that executives cannot retain bonuses or profits from selling company stock if they mislead the public about the financial security of the company.

A unionized employer may establish an incentive system,but it will be subject to negotiation through collective bargaining.

Write a short note on the job-evaluation process

The efficiency wage hypothesis holds that:

In comparing the relative emphasis Chinese and American managers place on performance versus relationships,which of the following is true?

What is the biggest hurdle to overcome in pay-for-performance plans?

All organizations must make some allowance for the trust gap in their salary programs.

All of the following are major changes in company philosophies concerning pay EXCEPT:

Pay practices must be designed not only to attract and retain employees but also to ensure that _____ do not become excessive in relation to those of competing employers.

Name at least three of the four basic tools needed to develop a pay system.

If pay systems are to accomplish the objectives set for them,ultimately they must be perceived as:

If competitors' pay decisions determine a company's pay structure,then the level of pay or the mix of pay forms is no longer a source of potential competitive advantage.

Sarbanes-Oxley requires that

Common job characteristics that an organization is willing to pay for,such as skill,effort,responsibility,and working conditions are termed:

Human Resources in a Globally Competitive Business Environment

Workforce Analytics: The Financial Impact of HRM Activities

The Legal Context of Employment Decisions

Diversity at Work

Planning for People

Recruiting

Staffing

Training and On-Boarding

Performance Management

Managing Careers

Indirect Compensation: Employee Benefit Plans

Union Representation and Collective Bargaining

Procedural Justice and Ethics in Employee Relations

Safety, Health, and Employee Assistance Programs

International Dimensions of Human Resource Management

Filters