Part A Multiple Choice 3: Jason Could Not Develop The Phone

Part A Multiple Choice3 Jason Could Not Develop The Phone App For

Part A. –Multiple Choice. 3. Jason could not develop the phone app for the customer because he never finished the training classes. Jason is an example of which type of problem employee? a. Lacks motivation b. Lacks ability c. Rule breaker d. Has problems

4. Steven was fired from his job after three years of good performance. His boss simply said that the organization was changing and did not need Steven’s work any longer. This type of firing is likely acceptable under the doctrine of __________. a. employment variability b. workplace monitoring c. employment-at-will d. orientation period

8. Allison found several job duties that were listed on her subordinate’s job description which are no longer part of the job. Also, the company recently updated its strategic plan. Based on the new plan, Allison will add some related job duties to her subordinate’s job and communicate with her subordinate about the changes. Allison is engaged in ________. a. performance appraisal b. performance management c. performance monitoring d. performance planning

9. Top salesperson Carl noticed that the new salesperson, Brandon, was struggling to make sales. Carl told Brandon that learning sales was a process and made some suggestions for how Brandon could improve his sales techniques. Together, Carl and Brandon practiced the techniques and Brandon said he would start trying them out on clients. The two made an appointment to follow up on how the techniques were working in two weeks. Carl provided _________ to Brandon. a. coaching b. counseling c. conduct training d. discipline

12. Morgan is working on the compensation package for bank tellers. Bank customers like to see the same faces in the bank when they come in to talk about their money. Therefore, Morgan needs to find a way to reduce turnover among the tellers. Adopting a(n) _________ organizational philosophy on compensation might be a good idea. a. below-the-market b. at-the-market c. pay for longevity d. wage compression

13. If companies hire replacement workers: a. it is illegal during any strike action. b. during an economic strike, the company doesn’t have to lay off replacement workers to give the strikers their jobs back. c. it’s OK any time, but the striking worker always has to be given their job back after the strike. d. during an unfair labor practices strike, the company doesn’t have to lay off replacement workers to give the strikers their jobs back e. during any strike, all employees can be permanently replaced.

16. At the beginning of the quarter, Marcus sat down with his manager and set three goals for the next three months. The achievement of each goal will depend on Marcus. No one else in his work group can affect the work toward the goal. Which advantage of individual incentives does this illustrate? a. easy to evaluate employee’s effect on team b. ability to match rewards to employee desires c. promotes the link between performance and results d. may motivate less productive employees to work harder

17. Mallory would like to attract better workers and enhance her organization’s employment brand. Adopting a(n) ________ organizational philosophy on compensation could help her achieve her goals. a. at-the-market b. above-the-market c. pay for longevity d. pay secrecy

18. One reason for re-evaluating social security is because a. there have been changes in the lifespan of the retiree population. b. congress did not intend the law to cover both men and women since men were primarily the wage earners when the law first passed in 1935. c. the law was written to have a re-evaluation in the new millennium. d. the global economy affected the value of the retirement dollar.

20. Under OSHA employees have a right to all of the following except: A. to refuse to be interviewed by an inspector. B. to have a company representative present during any interview. C. to have working conditions free from unnecessary hazards. D. to file a complaint about hazardous working conditions. E. to report hazardous conditions to their supervisor.

Paper For Above instruction

The provided multiple-choice and short-answer questions cover a broad spectrum of human resource management topics, including employee performance issues, employment law, compensation strategies, and safety regulations. Addressing these questions cohesively requires understanding key HR concepts, legal frameworks, and practical management techniques that influence organizational effectiveness.

Question 3 explores employee capability and motivation, using Jason’s inability to complete a task due to lack of training as an example. This highlights the importance of assessing whether performance problems stem from lack of ability or motivation. According to Robbins and Judge (2022), performance issues linked to lack of ability often require training or development interventions, whereas motivation deficits might necessitate motivational strategies or incentives. Jason exemplifies a lack of ability, suggesting that providing necessary training might rectify the problem and improve his performance. Recognizing the root cause of performance issues is critical for effective HR management (Dessler, 2020).

Question 4 discusses employment-at-will doctrine, which permits employers to terminate employees for any reason that is not illegal, such as discrimination, at any time. Steven’s firing, described as due to organizational restructuring without cause, exemplifies this doctrine. As noted by Henke et al. (2017), employment-at-will allows employers significant flexibility but also necessitates careful handling to avoid wrongful termination claims. While this practice is widespread in the United States, recent legal reforms and exceptions—such as terminations violating public policy—limit its unilateral application (Cascio & Boudreau, 2016).

Question 8 addresses performance management activities, emphasizing how managers incorporate strategic objectives into employee roles. Allison’s review of job duties in alignment with the updated strategic plan reflects performance management's proactive nature, which involves setting goals, communicating expectations, and adjusting roles to enhance organizational effectiveness (Aguinis, 2019). This dynamic process helps organizations adapt to changing environments and ensures employee roles support strategic priorities.

In Question 9, Carl’s coaching approach illustrates an effective developmental strategy. Coaching involves providing ongoing feedback, practical suggestions, and follow-up sessions aimed at improving a specific skill (Ely et al., 2010). Unlike counseling, which addresses emotional or personal issues, coaching is focused on improving work performance. It encourages skill development through supportive guidance, which was exemplified by Carl’s advice and scheduled follow-up with Brandon.

Question 12 centers on compensation philosophy aimed at reducing turnover among front-line staff. A pay-for-longevity approach emphasizes rewarding employees who stay with the organization over time, fostering loyalty and stability. This strategy aligns with the need for consistent service and may enhance organizational employment brand, as evidenced by Morgan’s efforts (Gerhart & Rynes, 2018). High turnover can be mitigated by compensation structures that recognize tenure and contribution, thereby incentivizing long-term employment.

Question 13 examines legal considerations surrounding replacement workers during strikes. The rules vary depending on the type of strike; during an economic strike, companies can often hire temporary replacements without legal repercussions, but must reinstate strikers post-strike if legally required (Gordon & Scheb, 2020). Conversely, during unfair labor practices strikes, employers are generally prohibited from permanently replacing workers, emphasizing the protected rights of unionized employees (Brown, 2019). These distinctions are rooted in labor law intended to balance labor rights and management flexibility.

Question 16 illustrates how individual incentives can effectively motivate employees by making performance outcomes attributable solely to their efforts. Marcus’s goal-setting exemplifies individual performance incentives that facilitate clear evaluation and reward, reinforcing the performance-results connection (Latham & Locke, 2019). Such incentives are crucial for motivating employees to exert effort independent of team influences, thereby enhancing organizational productivity.

Question 17 discusses organizational philosophy regarding compensation to attract top talent. An above-the-market pay philosophy provides competitive salaries, signaling organizational commitment and desirability as an employer (Gerhart & Rynes, 2018). This approach enhances recruitment efforts and strengthens employment branding, particularly in competitive labor markets.

Question 18 emphasizes the importance of social security re-evaluation due to demographic shifts, notably increased longevity. Changes in life expectancy impact the financial sustainability of social security programs and necessitate policy adjustments to ensure long-term viability (Munnell & Sass, 2008). These modifications are essential to maintain benefits and fiscal responsibility amidst demographic and economic changes.

Question 20 pertains to OSHA employee rights, highlighting workers’ safety and reporting protections. Employees generally have the right to refuse unsafe work but may not have the right to refuse interviews or prevent inspectors from conducting investigations unless the refusal is protected under specific circumstances (OSHA, 2021). OSHA’s regulations aim to promote safe workplaces while balancing operational needs and employee rights.

References

• Aguinis, H. (2019). Performance management (4th ed.). Chicago: Pearson.
• Brown, P. (2019). Labor law: Cases, materials, and problems. West Academic Publishing.
• Cascio, W. F., & Boudreau, J. W. (2016). The search for global competence: From international HR to talent management. Journal of World Business, 51(1), 103–114.
• Dessler, G. (2020). Human resource management (16th ed.). Pearson.
• Gordon, G. G., & Scheb, J. M. (2020). The law of industrial relations. Routledge.
• Gerhart, B., & Rynes, S. L. (2018). Compensation: Theory, evidence, and strategic implications. Sage Publications.
• Henke, R. M., et al. (2017). The law of employment discrimination. West Academic Publishing.
• Latham, G. P., & Locke, E. A. (2019). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American Psychologist, 64(9), 890–902.
• Munnell, A. H., & Sass, S. A. (2008). The economic security of women and men in retirement. The Journal of Retirement, 6(3), 45-52.
• OSHA. (2021). Worker rights and employer responsibilities. Occupational Safety and Health Administration. https://www.osha.gov/workers