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HRIR 3021 Final Exam|112 Questions & Answers
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HRIR 3021 Final Exam|112 Questions & Answers
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HRIR 3021 Final Exam|112 Questions &Answers
Development of Employees -- Chapter 8 - -
-1. Be able to identify and explain the 4 steps approaches to employee
development (pgs 239-251) - -1. 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) - -E + 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) - -job enlargement
job rotation
transfers, promotions, downward moves
temp assignments with other organizations
-4. Know the basic assessment tools. (pgs 241-245) - -assessment 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) - -training: 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) - -offsite 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) - -invisible barrier keeping women and minorities from reaching the top
jobs
toxic managers
-Creating and Maintaining High Performance (HP) In Organizations - Chapter
9- -
-1. Know the elements of HP work systems. (pgs 273-275) - -organizational
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) - -
higher productivity and efficiency
high product quality, great customer satisfaction, low employee turnover
-3. Conditions needed to develop and maintain HP. (pgs 277-282) - --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) - --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) - -HRM 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 - -
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