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1. The primary principles that underlie a high-performance work system are egalitarianism and engagement, shared
information and trust, knowledge development, and performance-reward linkage.
a.
True
b.
False
ANSWER:
True
2. The new management at ViviTech has convinced the staff that switching to a high-performance work system will allow
the employees greater flexibility and the ability to quickly switch to new assignments. Management is stressing the
criterion of being organized.
a.
True
b.
False
ANSWER:
True
3. Employees who are given timely information about business plans, performance, and strategies are more likely to make
good suggestions for improving businesses.
a.
True
b.
False
ANSWER:
True
4. The principle of shared information is part of the implementation of a command and control work system.
a.
True
b.
False
ANSWER:
False
5. Knowledge development goes hand-in-hand with information sharing in high-performance work systems.
a.
True
b.
False
ANSWER:
True
6. ViviTech wants to move power downward to empower its employees. This will probably require structural change.
a.
True
b.
False
ANSWER:
True
7. High-performance work systems depend on the shift from knowledge work to touch labor.
a.
True
b.
False
ANSWER:
False
8. To encourage employees to pursue job outcomes that are in alignment with an organization’s goals, managers should
link rewards to performance.
a.
True
b.
False
ANSWER:
True
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9. ViviTech is trying to set up a high-performance work system. Management should not redesign workflow around key
business processes because, while that results in a focus on employee tasks, it tends to detract from teamwork.
a.
True
b.
False
ANSWER:
False
10. Involving employees in decision making and giving them the power to act tends to decrease employee engagement.
a.
True
b.
False
ANSWER:
False
11. One of the underlying ideas of high-performance work systems is that workers are intimately acquainted with the
nature of their own work and are therefore in the best position to recognize problems and devise solutions to them.
a.
True
b.
False
ANSWER:
True
12. ViviTech has embraced the principle of shared information. This indicates that they are shifting away from the
mentality of command and control toward one more focused on employee commitment.
a.
True
b.
False
ANSWER:
True
13. It is not uncommon for employees to intentionally or unintentionally pursue outcomes that are beneficial to them but
not necessarily to their organization as a whole.
a.
True
b.
False
ANSWER:
True
14. Steph is trying to convince the management at ViviTech to implement a high-performance work system. In several
meetings, members of senior management have stressed the importance of increasing innovation and efficiency while
lowering costs and providing something unique to the customer. The success criterion that Steph should emphasize is that
of being valuable.
a.
True
b.
False
ANSWER:
True
15. In order to prepare workers for success, most high-performance work systems focus their training efforts on ensuring
that employees have the skills necessary to assume a greater degree of responsibility.
a.
True
b.
False
ANSWER:
True
16. Many high-performance work systems begin with highly directive recruitment and selection practices.
a.
True
b.
False
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ANSWER:
True
17. Compensation packages are not significant for high-performance work systems (HPWSs) to succeed, as HPWSs
generally focus on knowledge development and information sharing.
a.
True
b.
False
ANSWER:
False
18. One advantage ViviTech experienced when it embraced a high-performance work system was that it was much easier
to isolate a single approach to a pay system that works for everyone.
a.
True
b.
False
ANSWER:
False
19. One way that a firm can achieve egalitarianism is by adopting an open pay plan.
a.
True
b.
False
ANSWER:
True
20. When ViviTech embraced a high-performance work system, supervisors saw their roles change as there were fewer
layers of management and a focus on team-based organization.
a.
True
b.
False
ANSWER:
True
21. In an environment of shared information, the richest communication occurs face to face.
a.
True
b.
False
ANSWER:
True
22. Timely and accurate communications are essential for high-performance work systems to succeed.
a.
True
b.
False
ANSWER:
True
23. Horizontal fit occurs when all the internal elements of a work system complement and reinforce one another.
a.
True
b.
False
ANSWER:
True
24. Achieving horizontal fit means testing to make certain that all of the HR practices, work designs, management
processes, and technologies complement one another.
a.
True
b.
False
ANSWER:
True
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25. In a work system with a high degree of horizontal fit, adjusting one HR practice is not likely to substantially impact
the other components of the work system.
a.
True
b.
False
ANSWER:
False
26. Efforts to achieve vertical fit help focus the design of high-performance work systems on strategic priorities.
a.
True
b.
False
ANSWER:
True
27. HR Scorecards can be used to diagnose both horizontal fit and vertical fit in a relatively straightforward way.
a.
True
b.
False
ANSWER:
True
28. One of the tools available to managers to assess the strategic alignment of their work systems is the HR Scorecard.
a.
True
b.
False
ANSWER:
True
29. Managers at ViviTech are required to assess horizontal fit periodically. They can use HR Scorecards to determine
whether or not particular HR practices reinforce one another.
a.
True
b.
False
ANSWER:
True
30. The synergy achieved through overlapping work and human resource practices is at the heart of what makes a high-
performance system effective.
a.
True
b.
False
ANSWER:
True
31. Ron is a manager at ViviTech. He wants to explain the business needs to his employees who don’t have a good sense
of the big picture view of the organization’s goals. One of the best ways for him to do this is to show them the gap
between the organization’s current performance and capabilities and where it needs to be in the future.
a.
True
b.
False
ANSWER:
True
32. ViviTech really needs to achieve employee buy-in as it moves to a high-performance work system. Because ViviTech
is unionized, a key way to do that is to involve union members after the completion of the design process and
implementation plan.
a.
True
b.
False
ANSWER:
False
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33. Now that ViviTech has implemented a high-performance work system, the firm is able to combine the talents of
employees to quickly assign them to new assignments. This demonstrates the criterion of being valuable.
a.
True
b.
False
ANSWER:
False
34. The gap between today and the future represents a starting point for discussion when communicating business needs to
employees.
a.
True
b.
False
ANSWER:
True
35. When implementing a high-performance work system, managers at start-up firms have the advantage of being able to
put everything in place at once.
a.
True
b.
False
ANSWER:
True
36. Some research studies have found that unions can be a barrier to high-performance work systems.
a.
True
b.
False
ANSWER:
True
37. Each organization has unique circumstances, and parties are more likely to commit to procedures they create and own.
a.
True
b.
False
ANSWER:
True
38. High-performance work systems need to be periodically evaluated in terms of organizational priorities and initiatives.
a.
True
b.
False
ANSWER:
True
39. Tina has been charged with determining whether a high-performance work system has been implemented as designed.
She should conduct a process audit.
a.
True
b.
False
ANSWER:
True
40. Senior and line managers typically own the responsibility for implementing change in high-performance work
systems.
a.
True
b.
False
ANSWER:
True
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41. Skills, knowledge, and abilities that are not equally available to all organizations are known as rare.
a.
True
b.
False
ANSWER:
True
42. Employee skills, knowledge, and abilities that are not equally available to all organizations are difficult to imitate.
a.
True
b.
False
ANSWER:
False
43. ViviTech has embraced a new high-performance work system that has been designed around team processes and
capabilities that would be very difficult for its competitors to duplicate or copy. This means they are difficult to imitate.
a.
True
b.
False
ANSWER:
True
44. When implementing a high-performance work system, sharing a vision of the future would be part of which step?
a.
Engage stakeholders
b.
Build a case for change
c.
Communication
d.
Evaluate/Sustain
ANSWER:
b
45. Which of the following is NOT a primary principle for support of high-performance work systems?
a.
Shared information
b.
Knowledge development
c.
Totalitarianism
d.
Linking rewards with performance
ANSWER:
c
46. Which of the following principles is critical for the success of empowerment and involvement initiatives in
organizations?
a.
Shared information
b.
Knowledge development
c.
Totalitarianism
d.
Linking rewards with performance
ANSWER:
a
47. Which of the following principles typifies a shift away from the mentality of command and control in organizations?
a.
Shared information
b.
Knowledge development
c.
Totalitarianism
d.
Linking rewards with performance
ANSWER:
a
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48. When implementing a high-performance work system, allocating resources and empowering others would be part of
which step?
a.
Engage stakeholders
b.
Build a case for change
c.
Communication
d.
Evaluate/Sustain
ANSWER:
c
49. When implementing a high-performance work system, a process audit would be part of which step?
a.
Engage stakeholders
b.
Build a case for change
c.
Communication
d.
Evaluate/Sustain
ANSWER:
d
50. To invest in employee knowledge development, all of the following HR practices would be appropriate EXCEPT
a.
selecting the best and brightest candidates available.
b.
providing all employees with continuous training.
c.
rewarding employees for the acquisition of new skills.
d.
rewarding employees for absenteeism.
ANSWER:
d
51. __________ only occurs when all the internal elements of the work system reinforce one another.
a.
Synergy
b.
Absenteeism
c.
Horizontal fit
d.
Benchmarking
ANSWER:
c
52. Connecting rewards to organizational performance ensures
a.
higher labor costs.
b.
fairness and tends to focus employees on the organization.
c.
competitive wages for employees.
d.
higher employee turnover.
ANSWER:
b
53. __________ is a situation in which a high-performance work system supports an organization’s goals and strategies.
a.
Totalitarianism
b.
Vertical fit
c.
Absenteeism
d.
Flattening
ANSWER:
b
54. In __________ environment, one would expect to see that collaboration and teamwork are encouraged and status and
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power differences are diminished.
a.
an egalitarian
b.
an autocratic
c.
a democratic
d.
a self-actualization
ANSWER:
a
55. Egalitarian work environments reduce or eliminate __________, while increasing or improving __________.
a.
the need for skill-based pay systems; team performance
b.
status and power differences; collaboration and teamwork
c.
the need for shared information; teamwork
d.
status and power differences; other disparities
ANSWER:
b
56. Management at ViviTech is looking for ways to increase the power of the firm’s employees. They should consider all
of the following EXCEPT which?
a.
Job enlargement
b.
Enrichment
c.
Standardization
d.
Relying on self-managed teams
ANSWER:
c
57. High-performance work systems frequently begin with
a.
selecting employees.
b.
writing a mission statement.
c.
employee training.
d.
the way work is designed.
ANSWER:
d
58. Nikki is conducting a process audit. Which of the following questions is she NOT likely to include?
a.
Are employees getting the information they need to make empowered decisions, and are they engaged?
b.
Are union officials on notice and cooperating with organizational changes?
c.
Are training programs developing the knowledge and skills employees need?
d.
Are employees being rewarded for good performance and useful suggestions?
ANSWER:
b
59. A recent Gallup study reported that firms with top engagement scores had __________ higher productivity.
a.
11 percent
b.
18 percent
c.
36 percent
d.
72 percent
ANSWER:
b
60. Many high-performance work systems begin with highly directive
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a.
compensation policies.
b.
work flow systems.
c.
recruitment and selection practices.
d.
top-down communication systems.
ANSWER:
c
61. ViviTech is a high-performance organization. The key reason for training at ViviTech is so that the employees
a.
assume greater responsibility.
b.
earn higher wages.
c.
lower organizational costs.
d.
remain loyal to the organization.
ANSWER:
a
62. A recent Gallup study reported that firms with top engagement scores had __________ higher profitability.
a.
21 percent
b.
32 percent
c.
16 percent
d.
45 percent
ANSWER:
c
63. ViviTech wants to make sure that employees develop a broader understanding of work processes performed by others
around them rather than rely on just knowing their own jobs. What type of training should ViviTech use to achieve this
goal?
a.
Spot-training
b.
Efficiency-training
c.
Cross-training
d.
Work-training
ANSWER:
c
64. A company that is outlining its strategy and vision of the future is at which step in implementing a high-performance
work system?
a.
Engage stakeholders
b.
Build a case for change
c.
Communication
d.
Evaluate/Sustain
ANSWER:
b
65. To create a more flexible pool of employees, managers should
a.
rely on job-based pay structures.
b.
rely on skill-based pay structures.
c.
implement a gain sharing incentive system.
d.
implement an employee stock ownership plan.
ANSWER:
b
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66. Which of the following compensation systems does NOT focus employee efforts on outcomes that are beneficial to
both themselves and the organization as a whole?
a.
Profit-sharing plans
b.
Employee stock ownership plans
c.
Hour-based pay plans
d.
Gain sharing plans
ANSWER:
c
67. __________ is a pool of money employees can spend on capital improvements if a company meets its profitability
goals.
a.
Profit-sharing fund
b.
Employee stock ownership
c.
Intracapital
d.
Skill-based pay
ANSWER:
c
68. The idea that things tend to go more smoothly when there is some way to align the interests of an organization and its
employees is an aspect of which underlying principle of high-performance work systems?
a.
Shared information and trust
b.
Egalitarianism and engagement
c.
Knowledge development
d.
Performance-reward linkage
ANSWER:
d
69. One reason ViviTech has adopted a high-performance work system was to develop and harness skills, knowledge, and
abilities that are not equally available to all organizations. Which of the following criteria does this describe?
a.
Valuable
b.
Rare
c.
Organized
d.
Difficult to imitate
ANSWER:
b
70. The richest communication occurs
a.
in writing.
b.
face to face.
c.
via videos.
d.
by using technology.
ANSWER:
b
71. The internal elements of a work system that must be considered to achieve horizontal fit include all of the following
EXCEPT
a.
HR practices.
b.
leadership.
c.
technologies.
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d.
moral testing.
ANSWER:
d
72. What type of fit describes high-performance work systems that complement and reinforce one another?
a.
Lateral fit
b.
Depth fit
c.
Vertical fit
d.
Horizontal fit
ANSWER:
d
73. To achieve vertical fit, organizations must first analyze all of the following EXCEPT
a.
competitive challenges.
b.
organizational values.
c.
other HR components.
d.
employee concerns.
ANSWER:
c
74. ViviTech has implemented a high-performance work system that was designed around team processes and capabilities
that cannot be transported, duplicated, or copied by rival firms. Which of the following criteria drove this design?
a.
Difficult to imitate
b.
Organized
c.
Valuable
d.
Rare
ANSWER:
a
75. Efforts to design high-performance work systems in line with vertical fit issues, such as competitive challenges and
company values, help in
a.
creating empowerment in workers.
b.
focusing the design on strategic priorities.
c.
improving horizontal fit accordingly.
d.
making the implementation stage easier.
ANSWER:
b
76. HR Scorecards can be used to diagnose
a.
short-term organizational efficiency.
b.
long-term organizational efficiency.
c.
competitive strategic alignment.
d.
horizontal fit and vertical fit.
ANSWER:
d
77. Employment stability, team-based behaviors, and strategy-focused behaviors are used as part of an HR Scorecard to
assess
a.
workforce deliverables.
b.
HR deliverables.
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c.
external objectives.
d.
top management support.
ANSWER:
a
78. ViviTech wanted to implement a high-performance work system that would combine the talents of employees and
rapidly deploy them in new assignments with maximum flexibility. Which criterion was ViviTech focusing on?
a.
Valuable
b.
Rare
c.
Organized
d.
Difficult to imitate
ANSWER:
c
79. ViviTech wanted to implement a high-performance work system that would establish ways to increase innovation and
efficiency, decrease costs, improve processes, and provide something unique to customers. Which criterion was ViviTech
focusing on?
a.
Rare
b.
Difficult to imitate
c.
Valuable
d.
Organized
ANSWER:
c
80. Which of the following would most likely help managers develop a strong relationship with employees in
implementing high-performance work systems?
a.
Relying on informal communication
b.
Concentrating efforts on achieving all of the organization’s objectives
c.
Involving them early in the design process
d.
Concentrating accountability with the top management
ANSWER:
c
81. The principle of shared information typifies a shift in organizations away from the mentality of __________ toward
one more focused on employee commitment.
a.
command and control
b.
absenteeism
c.
unionization
d.
training and stabilization
ANSWER:
a
82. Building commitment to high-performance work systems is
a.
an ongoing activity.
b.
always costly.
c.
never based on technology.
d.
always competitive.
ANSWER:
a
83. Regardless of the time available to implement a high-performance work system, the use of __________ helps keep
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everyone on track and prevents the system from bogging down.
a.
top-management directives
b.
a transition structure
c.
employee involvement
d.
empowerment
ANSWER:
b
84. Management at ViviTech wants to determine if their high-performance work system has been implemented as
designed. They can get this information through
a.
an HR Scorecard.
b.
a process audit.
c.
cross-training.
d.
employee surveys.
ANSWER:
b
85. Which of the following questions would be the least likely to be asked during a process audit?
a.
Are employees making more money than in the past?
b.
Are employees actually working together, or is ‘team’ just a label?
c.
Is training developing the knowledge/skills employees need?
d.
Are employees rewarded for good performance and useful suggestions?
ANSWER:
a
86. A more egalitarian work environment _____ status and power differences and _____ collaboration and teamwork.
a.
lessens; increases
b.
lessens; decreases
c.
increases; lessens
d.
increases; increases
ANSWER:
a
87. Now that ViviTech has implemented a high-performance work program, Ron needs to assess whether or not it is
succeeding. To do so, Ron should look at all of the following issues EXCEPT
a.
Are the behaviors an organization desires being exhibited on the job?
b.
Are employees abiding by the organizational changes in a manner that comports with the organizational code
of conduct?
c.
Are quality, productivity, flexibility, and customer service objectives being met?
d.
Is the organization more competitive than in the past?
ANSWER:
b
88. To help get unions on board, managers should try to create __________ situations in which all stakeholders, including
unions, gain from the implementation of high-performance work systems.
a.
up or down
b.
challenging
c.
supportive
d.
win-win
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of how to best implement the system.
change, establishing a communications plan, and evaluating and sustaining the system. First, because change
efforts are often intimidating, organizations need to build a business-related case to demonstrate that the
changes are needed for the success of the organization. This may be achieved by showing workers where the
ANSWER:
d
89. With _____ layers of management and a focus on team-based organization, the role of managers and supervisors is
substantially _____ in an environment of high-performance work systems.
a.
fewer; different
b.
greater; different
c.
fewer; similar
d.
greater; similar
ANSWER:
a
90. To enhance the degree of rareness in employee skills and abilities, organizations should develop competencies in their
employees that
a.
can be transferred to other organizations.
b.
can be duplicated.
c.
can provide widely-valued generic skills.
d.
are not equally available in the labor market.
ANSWER:
d
91. What are the fundamental principles of high-performance work systems?
ANSWER:
There are four fundamental principles that support high-performance work systems. First, the principle of
shared information suggests that in today’s rapidly changing environment, because organizations must rely on
the expertise and initiative of employees, it is imperative that these employees are provided with timely and
accurate information about business performance, plans, and strategies. Second, the principle of knowledge
development underscores the notion that because the nature of competition continues to change, employees’
knowledge and skills must also change. As a result, these employees need to learn continuously to support the
organization’s needs. Third, the principle of performance-reward linkages suggests that aligning employee
intentions and behaviors with the needs of the firm can help ensure that employees engage in activities that are
mutually beneficial to themselves and the organization. Fourth, the principle of egalitarianism and engagement
supports the need to break down status and power barriers with high-performance work systems. By
decreasing these barriers, employees can become more involved in their work, and organizational performance
is improved while the quality of work life is simultaneously increased.
92. Describe how an HR Scorecard can be used by organizations implementing a high-performance work system.
ANSWER:
An HR Scorecard can help managers assess the strategic alignment of their work systems. Managers can
diagnose horizontal fit by assessing whether particular HR practices reinforce one another or work at cross
purposes. Second, managers can assess whether the HR practices significantly enable key workforce
deliverables such as employment stability, teamwork, and the like. Third, the degree of vertical fit is evaluated
by assessing the degree to which workforce deliverables are connected with key strategic performance drivers.
These three assessments are extremely useful not just for deriving measures of horizontal and vertical fit of
high-performance work systems, but for engaging a broader set of managers and employees in the discussion
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