HRIR 3021 Final Exam 2024
Questions and answers 100%
solved!
Development of Employees -- Chapter 8 - ANSWERS
1. Be able to identify and explain the 4 steps approaches to employee development
(pgs 239-251) - ANSWERS1. formal education: Organizations may support employee
development through a variety of formal educational programs, either at the workplace
or off-site
2. assessment
3. job experiences: the combination of relationships, problems, demands, tasks, and
other features of an employee's jobs
-employees must learn new skills, apply them, and master new experiences to develop
-job enlargement
4. interpersonal relationships
2. Know MBTI concepts from class exercise and text. (pgs 242-243) - ANSWERSE + I -
Energy
Sensing or intuitive (n) - information-seeking
thinking or feeling - decision making
judging or perceiving - lifestyle
3. Know the strategies of job experience used in employee development. (pgs 245-249)
- ANSWERSjob enlargement
job rotation
transfers, promotions, downward moves
temp assignments with other organizations
4. Know the basic assessment tools. (pgs 241-245) - ANSWERSassessment centers,
benchmarks, performance appraisals, 360 feedback, MBTI, DISC (dominance,
influence, steadiness, conscientiousness)
,5. Understand the role of development and strategies used to develop employees. (pgs
238-251) - ANSWERStraining: helping employees improve performance of their current
jobs
development: help employees prepare for changes in responsibilities in their current
jobs
human resource professionals can contribute to the system's success by ensuring that it
is linked to other HR practices such as performance management, training, and
recruiting
6. Be familiar at a higher level with the components from the assessment center. (pgs
243-244) - ANSWERSoffsite location
multiple raters/assessors evaluate employee performance on a number of exercises
leaderless group discussions to problem solve together in a certain time period
in-basket exercises - simulate the admin tasks a manager does
7. Be able to describe Glass Ceiling and Dysfunctional Manager. (pgs 258-261) -
ANSWERSinvisible barrier keeping women and minorities from reaching the top jobs
toxic managers
Creating and Maintaining High Performance (HP) In Organizations - Chapter 9 -
ANSWERS
1. Know the elements of HP work systems. (pgs 273-275) - ANSWERSorganizational
structure: the way the organization's people are grouped into useful divisions,
departments, and reporting relationships
task design:how the details of the org's necessary activities will be grouped, whether
into jobs or team responsibilities-makes jobs efficient while encouraging high quality
reward systems: encouraging people to strive for objectives that support the
organization's overall goals
-include performance measures, the methods of performance measures, incentive pay,
and other rewards linked to success
information systems: Managers make decisions about the types of information to gather
and the sources of information.
-They also must decide who in the organization should have access to the information
and how they will make the information available
, people:
-HRM provides well suited and well prepared people
-HRM recruits and selects people
-training, development, and career mgmt ensure performance and futures in the org
2. Know the outcome / benefits of HP work systems. (pgs 275-276) - ANSWERShigher
productivity and efficiency
high product quality, great customer satisfaction, low employee turnover
3. Conditions needed to develop and maintain HP. (pgs 277-282) - ANSWERS-teams
perform work
-employees participate in selection
-formal performance feedback and improvement process
-ongoing training
-rewards and compensation relate to the company's financial performance
-equipment & work are structured
-technology is used to encourage flexibility and employee interaction
-employees participate in planning changes
-employees understand how their jobs contribute to the finished product or service
-ethical behavior is encouraged
4. HR's contribution (for each function) essentially best practices we have studied. (pgs
282-284) - ANSWERS-HRM practices match org goals
-knowledge sharing occurs
-team work
-continuous learning
-work design permits flexibility
-selection system is job related and legal
-PMS measures customer satisfaction and quality
-monitors employee satisfaction
-progressive discipline system
-pay systems reward skills & accomplishments
-diversity is valued & practiced
-technology promotes efficiency and quality
5. Know key measures/analytics to measure effectiveness. (Audits) (pgs 290-293) -
ANSWERSHRM audit: formal review of the outcomes of HRM functions
looks at staffing (time to fill a role), compensation (merit increases), benefits, training,
appraisal and development and overall effectiveness
Performance Management - Chapter 10 - ANSWERS
Questions and answers 100%
solved!
Development of Employees -- Chapter 8 - ANSWERS
1. Be able to identify and explain the 4 steps approaches to employee development
(pgs 239-251) - ANSWERS1. formal education: Organizations may support employee
development through a variety of formal educational programs, either at the workplace
or off-site
2. assessment
3. job experiences: the combination of relationships, problems, demands, tasks, and
other features of an employee's jobs
-employees must learn new skills, apply them, and master new experiences to develop
-job enlargement
4. interpersonal relationships
2. Know MBTI concepts from class exercise and text. (pgs 242-243) - ANSWERSE + I -
Energy
Sensing or intuitive (n) - information-seeking
thinking or feeling - decision making
judging or perceiving - lifestyle
3. Know the strategies of job experience used in employee development. (pgs 245-249)
- ANSWERSjob enlargement
job rotation
transfers, promotions, downward moves
temp assignments with other organizations
4. Know the basic assessment tools. (pgs 241-245) - ANSWERSassessment centers,
benchmarks, performance appraisals, 360 feedback, MBTI, DISC (dominance,
influence, steadiness, conscientiousness)
,5. Understand the role of development and strategies used to develop employees. (pgs
238-251) - ANSWERStraining: helping employees improve performance of their current
jobs
development: help employees prepare for changes in responsibilities in their current
jobs
human resource professionals can contribute to the system's success by ensuring that it
is linked to other HR practices such as performance management, training, and
recruiting
6. Be familiar at a higher level with the components from the assessment center. (pgs
243-244) - ANSWERSoffsite location
multiple raters/assessors evaluate employee performance on a number of exercises
leaderless group discussions to problem solve together in a certain time period
in-basket exercises - simulate the admin tasks a manager does
7. Be able to describe Glass Ceiling and Dysfunctional Manager. (pgs 258-261) -
ANSWERSinvisible barrier keeping women and minorities from reaching the top jobs
toxic managers
Creating and Maintaining High Performance (HP) In Organizations - Chapter 9 -
ANSWERS
1. Know the elements of HP work systems. (pgs 273-275) - ANSWERSorganizational
structure: the way the organization's people are grouped into useful divisions,
departments, and reporting relationships
task design:how the details of the org's necessary activities will be grouped, whether
into jobs or team responsibilities-makes jobs efficient while encouraging high quality
reward systems: encouraging people to strive for objectives that support the
organization's overall goals
-include performance measures, the methods of performance measures, incentive pay,
and other rewards linked to success
information systems: Managers make decisions about the types of information to gather
and the sources of information.
-They also must decide who in the organization should have access to the information
and how they will make the information available
, people:
-HRM provides well suited and well prepared people
-HRM recruits and selects people
-training, development, and career mgmt ensure performance and futures in the org
2. Know the outcome / benefits of HP work systems. (pgs 275-276) - ANSWERShigher
productivity and efficiency
high product quality, great customer satisfaction, low employee turnover
3. Conditions needed to develop and maintain HP. (pgs 277-282) - ANSWERS-teams
perform work
-employees participate in selection
-formal performance feedback and improvement process
-ongoing training
-rewards and compensation relate to the company's financial performance
-equipment & work are structured
-technology is used to encourage flexibility and employee interaction
-employees participate in planning changes
-employees understand how their jobs contribute to the finished product or service
-ethical behavior is encouraged
4. HR's contribution (for each function) essentially best practices we have studied. (pgs
282-284) - ANSWERS-HRM practices match org goals
-knowledge sharing occurs
-team work
-continuous learning
-work design permits flexibility
-selection system is job related and legal
-PMS measures customer satisfaction and quality
-monitors employee satisfaction
-progressive discipline system
-pay systems reward skills & accomplishments
-diversity is valued & practiced
-technology promotes efficiency and quality
5. Know key measures/analytics to measure effectiveness. (Audits) (pgs 290-293) -
ANSWERSHRM audit: formal review of the outcomes of HRM functions
looks at staffing (time to fill a role), compensation (merit increases), benefits, training,
appraisal and development and overall effectiveness
Performance Management - Chapter 10 - ANSWERS
