Additional Case 5.1
About a year ago, Powley Publishing began looking for a new managing editor for its
home and garden magazine. The previous editor retired after 25 years on the job. The
editors and the HR department debated about the key requirements for a new managing
editor. Some felt it was knowledge of the business, others thought it was interpersonal
skills. A few others believed it was the ability to attract writing talent and subscribers.
Finally, it was decided that HR would screen candidates, and the editors would
interview finalists in conjunction with HR. The HR director would make the final
choice to avoid competition among the editors.
Advertisements were placed nationally. A number of candidates were tested and
interviewed by the HR manager, and references were checked. After a long search, a
new managing editor, Jeff, was hired, but it quickly became apparent that a poor
selection had been made. Although Jeff was competent, his overbearing management
style drove two talented editors to leave for jobs with competitors. Jeff fulfilled all tasks
of the position except soliciting writers and subscribers. In addition, Jeff offered no
ideas or direction about increasing circulation. After 10 months, the publisher let Jeff go
and began looking for a new managing editor.
This time, the firm wants to find someone who is willing to tackle all tasks of the
position and who has the right skills and personality mix. The firm wants someone who
can start quickly and doesn’t require significant training. The ability to innovate is less
critical than the motivation to work hard. Recruiting funds are very limited.
Refer to Additional Case 5.1.Which of the following is most likely true given the
problems associated with Jeff?
A) HR should have administered a personality test as part of the selection process.
B) Line personnel should have been more involved in the final selection decision.
C) HR should have conducted more thorough reference and background checks.
D) The firm should have taken an applicant-centered approach to recruiting.
The Vocational Rehabilitation Act of 1973 resembles Executive Order 11246 in what
way?
A) They both require employers to make accommodations at any expense for disabled
workers.
B) They both mandate that ideal behavior strategy be implemented in all decisions
regarding employment and termination of employment.
C) They both require that covered organizations have an affirmative action plan to
promote the employment of the respective protected groups.
D) They both are enforced by the Equal Employment Opportunity Commission
(EEOC).
Most state courts have upheld that employers have a qualified privilege to discuss an
employee’s past performance. Which of the following is NOT one of the rules a firm
must follow to have this privilege?
A) Applicant must receive a copy of any information released by a former employer.
B) Inquirer must exhibit a job-related need to know the information.
C) Former employers must release only truthful information.
D) EEO-related information should not be released.
Additional Case 1.1
Managers at Caplin Company are having a strategic planning session with the director
of HR. They are discussing the fit between the company’s overall management
philosophy, organizational structure, organizational culture, and the firm’s current HR
strategies. During the meeting, the management team asks the HR Director for a profile
of the current workforce. The HR Director reports that the workforce used to be 85%
white, 50% male. Now it is 50% white, 50% minority with twice as many women as
men. Supervisors still tend to be white males.
The management team discusses how to control costs, improve quality, and create
distinctive capabilities. Several ideas are raised, discussed, and tabled; some topics are
assigned to an individual for further exploration. Managers comment that some workers
arrive at start time, take 30 minutes before initiating any work, and begin to pack up for
the day 30 minutes before quitting time. Managers also indicate that employees do not
seem concerned about working hard or about building quality products.
As the meeting draws to a close, the team briefly discusses the firm’s commitment to
the surrounding community. As a cost-cutting measure, the firm eliminated its support
of an adult literacy program last year. Company facilities were used for conducting
reading classes. The management team decides that the firm should reinstate the
program and appoints the HR Director to notify the local literacy council.
Refer to Additional Case 1.1. The change in the workforce at Caplin is an example of
the environmental challenge of:
A) decentralization.
B) skill shortages.
C) workforce diversity.
D) rapid change.
Additional Case 7.2
As an HR manager at a publishing firm, you are reviewing performance appraisals for a
report to the CEO regarding manager performance. The CEO wants to know not only
how employees are doing, but also how well managers are evaluating their employees.
Matt, Madeline, and Edward are the firm’s key managers.
Reading through Matt’s evaluations, you note that he tends to rate all of his subordinates
in the middle of the scale. You recall a conversation during which Matt commented that
his subordinates were overall satisfactory but not excellent. Matt would like to get them
more training and institute an incentive program for motivational purposes.
Madeline’s employee evaluations of her team range from excellent to poor. You are
startled to see that Madeline has rated Juan rather low. Pulling Juan’s file, you note that
he has always had very high ratings until this time. You remember a meeting two
months ago when Juan vehemently disagreed with Madeline in front of the CEO, who
agreed with Juan’s opinion to Madeline’s embarrassment.
Edward’s employee evaluations have very little justification. Gary, the CEO’s
son-in-law, is typically an average performer, but Edward gave him a very high rating.
Jenny, another average performer, has a very low rating. You recall a comment from
Edward that Jenny needed motivation to work harder.
Refer to Additional Case 7.2. Which manager or managers would most likely leave the
company vulnerable to a lawsuit because of the way they conduct performance
appraisals?
A) Matt
B) Edward
C) Matt and Edward
D) Madeline and Edward
Seneca is a small firm with 350 employees that is considering the idea of exporting. To
reinforce the international activities and focus at Seneca, the firm’s HRM practices
should most likely be modified to include:
A) short-term career ladders for management in the home office.
B) strategic recruitment of foreign nationals familiar with exporting.
C) reward structures that encourage investment in corporate stock.
D) developmental activities that equip current employees with global skills.
Which of the following best explains why women frequently quit corporations in their
late 20s and mid-30s?
A) Organizations fail to be flexible enough to meet the family needs of working
women.
B) Other protected classes resent working women because of preferential EEOC laws.
C) Female executives are perceived as less motivated than their male co-workers.
D) Sexual harassment in the workplace is a rising problem in high-tech firms.
ADA claims are primarily filed for:
A) visual impairments.
B) speech impediments.
C) emotional impairments.
D) drug and alcohol addiction.
When gainsharing is first implemented:
A) efficient plants are likely to post higher gains than inefficient plants.
B) inefficient plants are likely to post higher gains than efficient plants.
C) employees are likely to suffer from effects of psychological contracts.
D) cooperation between employees decreases significantly.
It is estimated that about ________ of a firm’s employees are troubled at any one time.
A) 5%
B) 10%
C) 25%
D) 40%
DF Enterprises often recruits former employees when positions become available. What
is the most likely benefit of this strategy?
A) Compliance with EEO guidelines
B) Minimal worker demands for benefits
C) Worker familiarity with company values
D) Highest degree of worker loyalty and satisfaction
Which of the following is a disadvantage of OJT training?
A) Trainers lack effective teaching skills.
B) It is the most expensive type of training to conduct.
C) It tends to have the least transferability of learning the actual job.
D) Trainer-trainee relationships are strained due to customer pressures.
Additional Case 15.1
Billiards, Inc. makes collapsible pool cues and other billiard products. Tegau, the
general manager, has called a management team meeting with Tammy, the director of
HR; Gary, the VP of operations; Ramonia, the employee relations specialist; and Ryan,
a labor relations consultant.
Tegau wants ideas from her management team about what to do concerning the possible
unionization of their workers. Tammy suggests that they do nothing, let the union
conduct its vote, and if certified, treat it as a legitimate worker representative of the
workers. Gary says the firm should begin aggressively opposing union organization. He
thinks first-line supervisors should be brought in and told that if workers in their areas
vote for the union, the supervisors will lose their jobs and the company might sell off
the unionized part of the business. Ramonia suggests that Billiards, Inc. tell the
employees about their current plans to upgrade employee benefits and working
conditions’”a project she’s worked on for the last six months.
Management decides to mildly oppose the union but the union is certified anyway.
Tegau is now in her first contract negotiation. Ryan explains to the union that if they
will accept flexible work rules, the employees can have more fulfilling jobs, the
company will save money which it can spend on benefits, and the union will start with a
positive relationship with the company. The union representative says “No way. We go
on strike in ten days.”
Refer to Additional Case 15.1. Ryan’s negotiating strategy is called:
A) an unfair labor practice.
B) distributive bargaining.
C) integrative bargaining.
D) arbitration.
Which term refers to employees who are citizens of one country that are living and
working in another country?
A) Domestics
B) Expatriates
C) Transnationals
D) Host-country nationals
Employees’ total compensation consists of which of the following?
A) Base compensation, personnel costs, payroll
B) Benefits, pay incentives, personnel costs
C) Base compensation, pay incentives, indirect compensation
D) Payroll, pay incentives, base compensation