西安外国语大学
- As is known to all, the organization and management of wages and salaries are very complicated. Generally speaking, the Account Department is responsible for calculations of pay, while the Personnel Department is interested in discussions with the employees about pay. If a firm wants to adopt a new wage and salary structure, it is essential that the firm should decide on a method of job evaluation and ways of measuring the performance of its employees. In order to be successful, that new pay structure will need agreement between Trade Unions and employers. In job evaluation, all of the requirements of each job are defined in a detailed job description. Each of those requirements is given a value, generally in “points”, which are added together to give a total value for the job. For middle and higher management, a special method is used to evaluate managers on their knowledge of the job, their responsibility, and their ability to solve problems. Because of the difficulty in measuring management work, however, job grades for managers are often decided without reference to an evaluation system based on points. In attempting to design a pay system, the Personnel Department should compare the value of each job with those in the job market. It should also consider economic factors such as the cost of living and the labor supply.It is necessary that payment for a job should vary with any distinctions in the way that job is performed. Where it is simple to measure the work done, as in the work done with the hands, monetary encouragement schemes are often chosen; for indirect workers, where measurement is difficult, methods of additional payments are employed.
- Over the past decade, American companies have tried hard to find ways to discourage senior managers from feathering their own nests at the expense of their shareholder. The three most popular reforms have been recruiting more outside directors in order to make boards more independent, linking bosses' pay to various performance measures, and giving bosses share options, so that they have the same long-term interests as their shareholders. These reforms have been widely adopted by America's larger companies, and surveys suggest that many more companies are thinking of following their lead. But have they done any good? Three papers presented at the annual meeting of the Academy of Management in Boston this week suggest not. As is usually the case with boardroom tinkering, the consequences have differed from those intended. Start with those independent boards. On the face of it, dismissing the boss's friends from the board and replacing them with outsiders looks a perfect way to make senior managers more accountable. But that is not the conclusion of a study by Professor James Westphal. Instead, he found that bosses with a boardroom full of outsiders spend much of their time building alliances, doing personal favors and generally pleasing the outsiders. All too often, these seductions succeed. Mr. Westphal found that, to a remarkable degree, "independent" boards pursue strategies that are likely to favor senior managers rather than shareholders. Such companies diversify their business, increase the pay of executives and weaken the link between pay and performance. To assess the impact of performance-related pay, Mr. Westphal asked the bosses of 103 companies with sales of over $ 1 billion what measurements were used to determine their pay. The measurements varied widely, ranging from sales to earnings per share. But the researcher's big discovery was that bosses attend to measures that affect their own incomes and ignore or play down other factors that affect a company's overall success. In short, bosses are quick to turn every imaginable system of corporate government to their advantage-which is probably why they are the people who are put in charge of things. Here is paradox for the management theorists: any boss who can not beat a system designed to keep him under control is probably not worth having not beat a system designed to keep him under control is probably not worth having.
- A worker with good emotional intelligence would like to be observed engaging in the following behavior:
- The three functions of human resource development are:
- Power distance means the degree to which power differences are expected and accepted by society. Which of the followings are high power distance country?
- According to Spencer-Oatey, there are three different layers of culture contents, ranging from inner level of
- Which of the followings is not the methods of appraisal___________?
- Employees will generally only refer high quality candidates as their reputation is at stake.
- A rating scale which enlists traits and performance values is called management by objectives.
- One of the advantages of 'alternation ranking method' is that it avoids central tendency and biases.
- Canada’s Four Seasons Hotels and Resorts which employ French citizens in its George V hotel in Paris is an example of employing parent country nationals (PCN).
- Type of employees pay rate in which pay is attached with productivity is called variable pay.
- Equal opportunities and practices are more common in workplaces with HR specialist.
- Rates are placed in percentages in performance categories is followed in graphic rating scale method.
- When rating of employee trait biases its performance on other traits, it is called halo effect.
- The host-country is where the firm is headquartered.
- With the integration of language into the fabric of culture, confusion and dysfunction would reign and the culture
- The human resource manager normally operates in what capacity?
- Accessing employees' telephones and computers for monitoring employees' rate and accuracy is______
- HR plans of any organization does not include____
- Demand for human resources and management is created by
- Online and face to face feedback about goal's progress is____
- An individual's belief that he or she is capable of performing a task is called:
- First step in 'appraising process' is_____
- Evaluation helps determine the extent to which have been achieved.
- Maslow suggests that human needs are arranged in a series of levels, a hierarchy of importance. Which of the following statements are relevant to Maslow’s hierarchy of needs theory?
- ___ is designing and implementing total compensation package with a systematic approach to providing value to employees in exchange for work performance.
- Which of the following can be regarded as indirect communication?
- Process of identifying, assessing and developing leadership is called .
- Good relationship with customers consist of all of the following except:
- ______is the process of searching for prospective employees and stimulating them to apply for jobs.
- A managerial approach, focusing on improving work methods, situation analysis and observation, known as
- The major difference between training and education is that:
- Which of the following is NOT an example of a global strategy?
- Douglas McGregor's view that suggests that employees will exercise self-direction and self-control when they are committed to the objectives of the work is called:
- Understanding behavior and culture of host country's market by host manager in corporation orientation is known to be
- Which of the following is not a method of on-the-job training?
- Compensation is a __approach to providing monetary value to employees in exchange for work performed.
- In international business, the trend to “go local” has led to local people and foreign experts performing as:
- Process of using present and past conditions for analyzing future aspects is classified as
- Development concerned more with
- What is a “learned system of knowledge, behavior, attitudes, beliefs, values, and norms shared by a group of people” called?
- Basic approach in employee's performance compares with their current performance to______
- Employee motivation is considered a very important element in achieving overall goal of organization. In order to keep employees motivated, an employer needs to understand that
- The two consideration in traditional approach to compensation management are
- Supply of services by outside vendors that are done previously by in-house employees is______
- ___________ is a perception shared by a culture or group about key beliefs and issues like the meaning of life.
- The theory that individuals act depending upon their evaluation of whether their effort will lead to good performance, whether good performance will be followed by a reward, and whether that reward is attractive to them, is called:
- The aim of cross-cultural communication training is to:
- Which of the following factors state the importance of the Human Resource Planning?
- Employees involuntary separation from a job for a certain time period, known as__
- Which term is used to reflect the degree to which members of a culture feel threatened by ambiguous situations and how much they try to avoid them?
答案:BCDBC
答案:CCDCD
A:All of the above are behaviors of highly emotional intelligence people. B:Recognizing when a coworker needs help but is too embarrassed to ask. C:Recognize that the boss is facing considerable pressure. D:Deal effectively with an angry customer.
答案:All of the above are behaviors of highly emotional intelligence people.###Deal effectively with an angry customer.###Recognizing when a coworker needs help but is too embarrassed to ask.###Recognize that the boss is facing considerable pressure.
A:de-employment B:individual development C:organizational development D:training
答案:individual development###training###organizational development
A:China B:UK C:Japan D:America
答案:China###Japan
A:social behavior B:core assumptions C:core values such as attitudes, beliefs and social conventions D:observable artifacts.
答案:observable artifacts.###core assumptions###core values such as attitudes, beliefs and social conventions
A:Graphic Rating Scale Method B:Forced Distribution Method C:Critical Incident Method D:SMART Method
答案:Graphic Rating Scale Method###Forced Distribution Method###Critical Incident Method
A:错 B:对
答案:B:对
A:错 B:对
答案:错
A:错 B:对
A:错 B:对
A:对 B:错
A:对 B:错
A:错 B:对
A:错 B:对
A:错 B:对
A:对 B:错
A:Production B:Matrix C:Line D:Staff
A:forced distribution method B:critical incident method C:electronic performance monitoring D:behaviorally anchored rating scale
A:personnel plans B:production plans C:compensation plans D:training and development plans
A:Abundance of capital B:Expansion of industry C:Shortage of labor
A:goal alignment B:direction sharing C:ongoing performance monitoring D:ongoing feedback
A:Self-efficacy B:Self-esteem C:Self-importance D:Self-actualization
A:feedback session B:defining the job C:training session D:interview sessions
A:Efficiency B:Profit C:Training objectives D:Employee satisfaction
A:
A satisfied need is no longer a motivator
B:The hierarchy is not necessarily in a fixed order
C:All of the options
D:A need is not necessarily fully satisfied before a subsequent need arises
A:Human resource management B:Performance management C:Personnel management D:Compensation management
A:Low-context B:Explicit C:High-context D:Plainly stated
A:all of options B:Human resource planning
C:Employment planning D:Succession planning
A:Be concerned more about the speed of service than the quality of the service B:Make the customer feel good C:Display strong business ethics D:Communicate a positive attitude
A:Orientation B:Induction C:Recruitment D:Selection
A:performance based system B:low-performance work system C:scientific management movement D:linking performance and pay
A:education is more closely related to learning a particular job. B:education refers more to acquiring specific skills. C:training narrows the range of responses while education broadens the range. D:training provides more general knowledge.
A:The British subsidiary of global insurance group Aviva develops a new product for the UK market. B:Walmart withdraws from Germany in order to avoid changing its global strategy of selling low-priced products. C:IKEA sells standardized, Swedish designed, self-assembly furniture products at low price. D:LVMH sells luxury goods made in France.
A:Theory Y B:Theory B C:Theory A D:Theory X
A:expat-centric B:geocentric C:polycentric D:ethnocentric
A:Simulations B:Job rotation C:Mentoring D:JIT
A:Traditional B:Systematic C:Classic D:Modern
A:hosts and guests B:a team C:trainee and trainer D:workers and employers
A:
all of the options
B:expectations analysis
C:forecasting
D:term analysis
A:
Career growth
B:All of the options
C:Succession planning
D:Immediate performance
A:co-culture B:dominant culture C:culture D:community
A:
performance in last job
B:set standards
C:none of options
D:performance in previous years
A:Each employee will work hard if they get paid on time B:Every employee is different, motivate them according to their needs. C:Rewards are the key to keep the employees motivated and self-satisfied D:Every employee is satisfied by increase in salary
A:
None of the options
B:Internal and external
C:Allowances and rewards
D:Monetary and non monetary
A:
outsourcing
B:off shoring
C:none of options
D:alternative staffing
A:co-culture B:world view C:mindfulness D:third culture
A:Equity Theory B:Motivational Theory C:Expectancy Theory D:Outcome Theory
A:improve behavior B:create strong cultural ties C:give social status D:develop business etiquette
A:
International strategies
B:Resistance to change and move
C:Creating highly talented personnel
D:All of the options
A:acquisitions B:layoffs C:mergers D:downsizing
A:uncertainty avoidance B:statistical awareness C:emergency readiness D:paranoia
温馨提示支付 ￥5.00 元后可查看付费内容,请先翻页预览!
