You are given a choice of taking the simple interest on 100,000 invested for 2 years

Question 1 of 20 5.0 Points

All of the following are suggestions from Watson Wyat for improving the image

and effect of performance management EXCEPT: 

A. put off the difficult decisions. 

B. eliminate “HR-speak.” 

C. develop a performance culture. 

D. set appropriate decisions. 

Question 2 of 20 5.0 Points

Because it is often costly, which of the following methods is generally used

only for exceptionally important jobs? 

A. Rating by a committee of supervisors 

B. Rating by coworkers 

C. Rating by someone outside the job setting 

D. Rating by subordinates 

Question 3 of 20 5.0 Points

All of the following are features of a behaviorally anchored rating scale

EXCEPT: 

A. six to 10 performance dimensions are identified and defined by raters and

the person being rated. 
B. the dimensions are anchored with positive and negative critical incidents. 

C. the wording on the form contains jargon commonly used by the person being

rated. 

D. ratings are fed back using the terms displayed on the form. 

Question 4 of 20 5.0 Points

The behavioral observation scale developed by Latham uses the __________

technique to identify a series of behaviors covering the domain of the job. 

A. critical incident 

B. self-evaluation 

C. field review 

D. peer review 

Question 5 of 20 5.0 Points

Performance evaluation systems break down because they are: 

A. poorly communicated. 

B. misunderstood. 

C. poorly designed. 

D. punitive. 

Question 6 of 20 5.0 Points

Raters who see everything as good are __________ raters. 

A. inexperienced 

B. optimistic 

C. lenient 

D. far-sighted 

Question 7 of 20 5.0 Points

If a supervisor lets another employee's performance influence the ratings that

are given to someone else, then a __________ has occurred. 

A. halo effect 

B. contrast effect 

C. recency of events error 

D. central tendency error 

Question 8 of 20 5.0 Points

A supervisor should open a performance review with __________ remarks. 

A. neutral 

B. positive 

C. personal 

D. negative 

Question 9 of 20 5.0 Points

__________ is the chief reason why most individuals seek employment. 

A. Praise 

B. Compensation 

C. Satisfaction 

D. Self-esteem 

Question 10 of 20 5.0 Points

Which of the following is NOT a form of direct financial compensation? 

A. Insurance 

B. Wages 

C. Bonuses 

D. Commissions 

Question 11 of 20 5.0 Points

Global wage differentials verge on the extreme. For example, computer

consultants in the U.S. earn over $100 an hour; in India, computer consultants

work for the same firm for __________ an hour. 

A. $10 

B. $25 

C. $50 

D. $75 

Question 12 of 20 5.0 Points

An employee classified as a manager, technical, or professional who is paid on

an hourly basis is considered: 

A. exempt. 

B. nonexempt. 

C. freelance. 

D. contract labor. 

Question 13 of 20 5.0 Points
According to Herzberg's two-factor theory of motivation, which of the following

sets of factors influence work behavior? 

A. Hygiene, safety 

B. Dissatisfiers, satisfiers 

C. Motivation, satisfiers 

D. Safety, esteem 

Question 14 of 20 5.0 Points

Relative deprivation theory suggests that pay dissatisfaction is a function of

all of the following EXCEPT: 

A. past expectations of receiving more rewards. 

B. a discrepancy between a comparison outcome and what employees get. 

C. high expectations for the future. 

D. a feeling of not being personally responsible for poor results. 

Question 15 of 20 5.0 Points

Increasing payroll costs and global competition have caused managers in the

U.S. to seek ways to increase productivity by linking compensation to

employees': 

A. seniority. 

B. ability. 

C. motivation. 

D. performance. 

Question 16 of 20 5.0 Points

Pay for a particular position is set relative to all of the following groups

EXCEPT: 

A. employees working on similar jobs in other organizations. 

B. employees hired to do the job on a temporary basis. 

C. employees working on different jobs within the organization. 

D. employees working on the same job within the organization. 

Question 17 of 20 5.0 Points

Pay surveys are used to collect data about compensation paid to employees by

all employers in a(n): 

A. geographic area. 

B. industry. 

C. occupational group. 

D. All of the above 

Question 18 of 20 5.0 Points

All of the following are typical of the factors used for job evaluation EXCEPT:

A. education. 

B. organizational effectiveness. 

C. experience. 

D. work hazards. 

Question 19 of 20 5.0 Points

What is the most negative aspect of the factor comparison method? 

A. Cost 

B. Complexity 

C. Lack of precision 

D. Development time 

Question 20 of 20 5.0 Points

__________ can increase flexibility by allowing employees to move among a wider

range of job tasks without having to adjust pay with each move. 

A. Delamination 

B. Delayering 

C. Leveling 

D. Flattening


Question 1 of 20 5.0 Points

All of the following are suggestions from Watson Wyat for improving the image

and effect of performance management EXCEPT: 

A. put off the difficult decisions. 

B. eliminate “HR-speak.” 

C. develop a performance culture. 

D. set appropriate decisions. 

Question 2 of 20 5.0 Points

Because it is often costly, which of the following methods is generally used

only for exceptionally important jobs? 

A. Rating by a committee of supervisors 

B. Rating by coworkers 

C. Rating by someone outside the job setting 

D. Rating by subordinates 

Question 3 of 20 5.0 Points

All of the following are features of a behaviorally anchored rating scale

EXCEPT: 

A. six to 10 performance dimensions are identified and defined by raters and

the person being rated. 
B. the dimensions are anchored with positive and negative critical incidents. 

C. the wording on the form contains jargon commonly used by the person being

rated. 

D. ratings are fed back using the terms displayed on the form. 

Question 4 of 20 5.0 Points

The behavioral observation scale developed by Latham uses the __________

technique to identify a series of behaviors covering the domain of the job. 

A. critical incident 

B. self-evaluation 

C. field review 

D. peer review 

Question 5 of 20 5.0 Points

Performance evaluation systems break down because they are: 

A. poorly communicated. 

B. misunderstood. 

C. poorly designed. 

D. punitive. 

Question 6 of 20 5.0 Points

Raters who see everything as good are __________ raters. 

A. inexperienced 

B. optimistic 

C. lenient 

D. far-sighted 

Question 7 of 20 5.0 Points

If a supervisor lets another employee's performance influence the ratings that

are given to someone else, then a __________ has occurred. 

A. halo effect 

B. contrast effect 

C. recency of events error 

D. central tendency error 

Question 8 of 20 5.0 Points

A supervisor should open a performance review with __________ remarks. 

A. neutral 

B. positive 

C. personal 

D. negative 

Question 9 of 20 5.0 Points

__________ is the chief reason why most individuals seek employment. 

A. Praise 

B. Compensation 

C. Satisfaction 

D. Self-esteem 

Question 10 of 20 5.0 Points

Which of the following is NOT a form of direct financial compensation? 

A. Insurance 

B. Wages 

C. Bonuses 

D. Commissions 

Question 11 of 20 5.0 Points

Global wage differentials verge on the extreme. For example, computer

consultants in the U.S. earn over $100 an hour; in India, computer consultants

work for the same firm for __________ an hour. 

A. $10 

B. $25 

C. $50 

D. $75 

Question 12 of 20 5.0 Points

An employee classified as a manager, technical, or professional who is paid on

an hourly basis is considered: 

A. exempt. 

B. nonexempt. 

C. freelance. 

D. contract labor. 

Question 13 of 20 5.0 Points
According to Herzberg's two-factor theory of motivation, which of the following

sets of factors influence work behavior? 

A. Hygiene, safety 

B. Dissatisfiers, satisfiers 

C. Motivation, satisfiers 

D. Safety, esteem 

Question 14 of 20 5.0 Points

Relative deprivation theory suggests that pay dissatisfaction is a function of

all of the following EXCEPT: 

A. past expectations of receiving more rewards. 

B. a discrepancy between a comparison outcome and what employees get. 

C. high expectations for the future. 

D. a feeling of not being personally responsible for poor results. 

Question 15 of 20 5.0 Points

Increasing payroll costs and global competition have caused managers in the

U.S. to seek ways to increase productivity by linking compensation to

employees': 

A. seniority. 

B. ability. 

C. motivation. 

D. performance. 

Question 16 of 20 5.0 Points

Pay for a particular position is set relative to all of the following groups

EXCEPT: 

A. employees working on similar jobs in other organizations. 

B. employees hired to do the job on a temporary basis. 

C. employees working on different jobs within the organization. 

D. employees working on the same job within the organization. 

Question 17 of 20 5.0 Points

Pay surveys are used to collect data about compensation paid to employees by

all employers in a(n): 

A. geographic area. 

B. industry. 

C. occupational group. 

D. All of the above 

Question 18 of 20 5.0 Points

All of the following are typical of the factors used for job evaluation EXCEPT:

A. education. 

B. organizational effectiveness. 

C. experience. 

D. work hazards. 

Question 19 of 20 5.0 Points

What is the most negative aspect of the factor comparison method? 

A. Cost 

B. Complexity 

C. Lack of precision 

D. Development time 

Question 20 of 20 5.0 Points

__________ can increase flexibility by allowing employees to move among a wider

range of job tasks without having to adjust pay with each move. 

A. Delamination 

B. Delayering 

C. Leveling 

D. Flattening

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