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1. According to research, organizations that introduce integrated high-performance work
practices usually experience increases in productivity and long-term financial performance.
2. An organization's HR department makes most decisions about organizational structure.
3. The reward systems of an organization include the performance measures by which
employees are judged and the methods of measuring performance.
4. High-performance work systems are characterized by high employee turnover.
5. The most popular way to empower employees is to design work so that it can be
performed single-handedly by individuals.
6. To create a learning organization, one challenge is to shift the focus of training away from
merely generating and sharing knowledge toward a stronger focus on teaching skills.
7. Research supports the idea that employees’ job satisfaction and job performance are
unrelated.
8. People experience occupational intimacy when they love their work, when they and their
co-workers care about one another, and when they find their work meaningful.
9. Performance measures should not include ethical standards.
10. Research suggests that it is more effective to improve HRM practices as a whole than to
focus on one or two isolated practices.
11. High-performance organizations do not need selection methods that identify more than
technical skills.
12. To set up a performance management system that supports the organization's goals,
managers need to understand the process of employee performance.
13. Measures of employees' performance should take the effects of situational constraints
into account.
14. Employee participation in decisions about pay policies has no proven link with job
satisfaction.
15. Transaction processing includes the activities required to meet government reporting
requirements.
16. An expert system can increase efficiency by enabling more highly skilled employees to do
work that otherwise would require many less-skilled employees.
17. A standard feature of a modern HRIS is the use of relational databases, which store data
in separate files that can be linked by common elements.
18. A benefit of e-HRM is that employees can help themselves to information they need when
they need it, instead of contacting an HR staff person.
19. Most administrative and information-gathering activities in human resource management
cannot be a part of e-HRM.
20. For an organization's human resource division, "customers" are the organization's top
management.
21. An HRM audit is a formal review of the outcomes of HRM functions.
22. Training dollars per employee is a business indicator of the success of an HR
department's training programs.
23. The usual way to measure customer satisfaction in the course of an HRM audit is to
conduct experiments in controlled environments.
24. One way to measure HRM effectiveness is to measure a program's success in terms of
whether it achieved its objectives and whether it delivered value in an economic sense.
25. A recruiter’s colleagues are most useful as a source of leads to qualified job candidates
than are people the recruiter communicates with only occasionally.
26. A high-performance work system refers to:
27. Which of the following is true of high-performance work systems?
28. _____ is the way the organization groups its people into useful divisions, departments, and
reporting relationships.
29. An organization's _____ usually makes most of the decisions about organizational
structure.
30. As an element of a high-performance work system, _____ determine(s) how the details of
the organization's necessary activities will be grouped, whether into jobs or team responsibilities.
31. Which of the following elements in a high-performance work system contribute(s) to high
performance by encouraging people to strive for objectives that support the organization's overall
goals and includes the performance measures by which employees are judged?
32. In a high-performance work system, task design makes jobs:
