Part 4

Question 1

Behaviorally anchored rating scales (BARS)

Answer 1

Use a set of behavioral statements describing good or bad performance with respect to important work qualities, including organizing abilities, adaptability, and relationship building.

Question 2

Behavioral observation scales (BOS)

Answer 2

Measure the frequency of desired behaviors.

Question 3

Personal standards bias

Answer 3

Categories such as below average, fair, good, and superior can mean different things to different people.

Question 4

Contrast Effect Bias

Answer 4

This happens when an employee’s evaluation is based on a comparison with another person rather than against the set performance standards.

Question 5

First impression bias

Answer 5

This happens when early impressions affect later evaluations.

Question 6

Recency effect

Answer 6

occurs when recent events and performance are given a disproportionately large influence on the rating.

Question 7

High potential error

Answer 7

Occurs when potential is confused with performance.

Question 8

Halo effect

Answer 8

occurs when one positive factor influences assessments of other areas of behavior or performance, resulting in an inappropriately high overall performance rating.

Question 9

Horns effect

Answer 9

Happens when one negative factor influences assessments of other areas of behavior or performance, resulting in an inappropriately low overall performance rating.

Question 10

Similar-to-me bias

Answer 10

Occurs when high ratings are given to someone because they are perceived as being similar to the rater.

Question 11

Leniency error bias

Answer 11

occurs when high ratings are given to all employees regardless of their performance.

Question 12

Central tendency bias

Answer 12

Is rating all employees in the middle of the scale regardless of their performance.

Question 13

Stereotyping Bias

Answer 13

is a belief that everyone in a group shares certain characteristics or will behave in the same way.

Question 14

Opportunity bias

Answer 14

reflects the ignoring of factors beyond the employee’s control that influence his or her performance (either positively or negatively).

Question 15

Indirect financial compensation

Answer 15

consists of all the tangible and financially valued rewards that are not included in direct compensation, including free meals, vacation time, and health insurance.

Question 16

Nonfinancial compensation

Answer 16

includes employee rewards and incentives that are not financial in nature.

Question 17

Extrinsic motivation

Answer 17

Motivation that comes from outside the individual, including performance bonuses.

Question 18

Customary benefits

Answer 18

· Life insurance
· Disability insurance
· Health insurance
· Retirement plans

Question 19

Optional benefits

Answer 19

· Work-life benefits
· Domestic partner benefits
· Flexible spending accounts
· Nonfinancial benefits

Question 20

National Labor Relations Act of 1935 (Wagner Act)

Answer 20

Guarantees the right of nonmanagerial employees of firms engaged in interstate commerce to join unions and bargain collectively.

Question 21

National Labor Relations Act of 1947 (Taft-Hartley Act)

Answer 21

amended the previous Act to clarify what are considered unfair labor practices by unions and employees to extend the previous Act’s protections.

Question 22

Closed shop

Answer 22

Exclusively employs people who are already union members.

Question 23

Agency shop

Answer 23

Requires nonunion workers to pay a fee to the union for its services in negotiating their contracts.

Question 24

Continuance commitment

Answer 24

Staying with an organization because of perceived high economic and/or social costs involved with leaving.

Question 25

Normative commitment

Answer 25

Feeling obliged to stay with an organization for moral or ethical reasons.

Question 26

Affective commitment

Answer 26

A strong emotional connection to the organization, along with a deep identification with its values and goals.

Question 27

Voluntary turnover

Answer 27

The separation is due to the employee’s choice.

Question 28

Involuntary turnover

Answer 28

The separation is due to the organization asking the employee to leave.

Question 29

Dysfunctional turnover

Answer 29

The departure of effective performers.

Question 30

Succession management

Answer 30

An ongoing process of systematically identifying, assessing, and developing organizational leadership to enhance performance.

Question 31

Replacement planning

Answer 31

Identifying specific back-up candidates for specific senior management positions.

Question 32

Workforce redeployment

Answer 32

The movement of employees to other parts of the company or to other jobs the company needs filled to match its workforce with its talent needs.

Question 33

Employee engagement

Answer 33

When employees are committed to, involved with, and enthusiastic and passionate about their work.

Question 34

Diversity awareness

Answer 34

enables you to hire, retain, and motivate the best talent, which helps maximize your and your organization’s performance.