Unit 6 - B Flashcards
What is the best of the following options for changing employee behavior:
a. Re-engineer the organization’s performance system
b. Hire good employees
c. Convince employees that changing is best for them
d. Punish employees for misbehaving
a. Re-engineer the organization’s performance system
Which of the following is not a sub-specialty of OBM
a. Pay for performance
b. Behavior based safety
c. Performance management
d. Curriculum design
d. Curriculum design
Which of the following would be considered an intervention in OBM rather than a specific sub-specialty of OBM?
a. Pay for Performance
b. Performance management
c. Behavioral systems analysis
d. Training and instruction
d. Training and instruction
Individuals who are self-employed probably do not require performance management to manage their own behavior because:
a. All contingencies in the company are aligned
b. The entrepreneur arranges her own reinforcers
c. Entrepreneurs work without reinforcement
d. Entrepreneurs are self-motivated
a. All contingencies in the company are aligned
A pay for performance system equitably aligns both:
a. Government and employee contingencies
b. Employee and organizational performance
c. Management and governmental goals
d. Organizational and management goals
b. Employee and organizational performance
Open book management can be considered a conceptualization of a(n)
a. Marxism
b. Open system
c. Closed system
d. Pay for performance
b. Open system
Which of the following statements is true regarding closed versus open systems?
a. Closed systems focus more directly on customer needs than open systems
b. Open systems are much less resilient and sustainable then closed systems
c. Closed systems are more likely to lead to rapid improvement
d. Open systems are more responsive to external events
d. Open systems are more responsive to external events
The most common objections to a pay for performance programs include all of the following except:
a. Pay for performance programs are too complex
b. Monetary incentives can be counter-productive
c. Selecting correct measures can be too difficult
d. Company management should never use monetary incentives
d. Company management should never use monetary incentives
All of the following are accurate statements of problems associated with the common practice of paying for time, except one. Which one is NOT a problem with paying for time?
a. Employees almost never prefer a pay for time-based pay structure
b. This may function as a form of non-contingent fixed-time delivery of money
c. Pay for time encourages slow performance, and can lead to high overtime costs
d. Employees are likely to extend the time to finish jobs to fill whatever time is allotted
a. Employees almost never prefer a pay for time-based pay structure
Which of the following statements is false regarding performance-based promotions
a. Can result in, and even promote, competitive tension among employees
b. Promoting the best employees takes them away from jobs at which they excel
c. It may be the only available way to reward top performers, but without enough positions to reward all
d. Top performers are almost always great managers, since they know the job so well
d. Top performers are almost always great managers, since they know the job so well
When managers employ the “management by exception” style they:
a. Begin collecting data systematically
b. Systematically reinforce appropriate performance
c. Often rely on excessive negative reinforcement and punishment
d. Deliver too many reinforcers
c. Often rely on excessive negative reinforcement and punishment
Traditional management tends to X undesirable behavior and Y desirable behavior
a.
X = punish
Y = ignore
b.
X = ignore
Y = punish
c.
X = reinforce
Y = reinforce
d.
X = ignore
Y = can’t identify
a.
X = punish
Y = ignore
Which of the following is not a traditional alternative compensation strategy (as compared to pay-for-performance)
a. Gain sharing
b. Bartering
c. Commissions
d. Merit increase
b. Bartering
Merit increases are generally
a. Very objective
b. A high effort intervention
c. Implemented in an inequitable way
d. Not preferred by employee
c. Implemented in an inequitable way
While pay-for-performance procedures are highly recommended, alternative strategies are often used instead. The alternative to pay-for performance (from the list below) which is most likely to be effective at producing positive organizational outcomes and improved employee performance is :
a. Merit Increase
b. Commissions
c. Stock options
d. Goal sharing
d. Goal sharing
All of the following are likely problems with using gain sharing, except
a. Continuous cutting of expenses can lead to cuts in quality
b. The most efficient employees are not identified, so rewards are not equitable
c. It does not promote cooperation among employees
d. It is a self-limiting process, since only a certain amount of savings can be obtained
c. It does not promote cooperation among employees
Which of the following is not generally considered an organizational target?
a. Customer service
b. Strategic projects
c. Safety violations
d. Regulatory compliance
c. Safety violations
Which of the following is considered a short-term organizational goal?
a. Productivity
b. Regulatory compliance
c. Strategic projects
d. Customer service
a. Productivity
The standard practice is to calculate performance scorecards ________.
a. Yearly
b. Monthly
c. As needed
d. Weekly
b. Monthly
On a monthly scorecard (table form), baseline performance is listed for each category of performance in the vertical column …
a. Indicated by a “0” at the top of the column
b. Indicated by a “100” at the top of the column
c. At the right hand margin of the table
d. At the left hand margin of the table
a. Indicated by a “0” at the top of the column
In an organization’s typical profit indexed performance pay™ system, the typical range of possible multipliers is:
a. 1-5
b. 0-10
c. 0-1
d. 0-3
d. 0-3
Where would be the company multiplier, according to the following scale, if the company earned $129,000 in one month:
- 00 = $90,000
- 50 = $97,500
- 00 = $105,000
- 25 = $108,750
- 50 = $112,500
- 75 = $116,250
- 00 = $120,000
- 25 = $123,750
- 50 = $127,500
- 75 = $131,250
- 00 = $135,000
a. 2.25
b. 2.50
c. 2.00
d. 2.75
b. 2.50
What is the exposure if a company has $170,000 in payroll and decides to implement a basis of 4% for all employees?
a. $68,000
b. $6,800
c. $5,000
d. $60,000
b. $6,800
What is the dollar amount for a multiplier scale of 1 if an organization decides to share 40% of profits with employees, has an exposure of 16,000, and a threshold of $325,000?
a. $390,000
b. $365,000
c. $385,000
d. $325,000
b. $365,000
Which of the following is the first step in transitioning to a pay-for-performance system?
a. Assess current management practices
b. Set up database to report the scores each month
c. Have a PFP design session with senior management
d. Conduct manager interviews to design lower level scorecards
a. Assess current management practices
During the phased-in transition to a pay for performance system, at which level should voluntary pay reductions for employees be implemented?
a. Pay reductions should never be voluntary
b. Level 2
c. Pay reductions are never a proper procedure in Pay-for-performance
d. Level 3
b. Level 2
The first employees to switch from base pay to pay-for-performance should be the:
a. Managers
b. Bottom performers
c. Best performers
d. Middle performers
c. Best performers
To transition to a pay for performance system, the following are required:
X = Managers well-versed in pay for performance
Y = A formal transition plan
a. Both X and Y
b. X only
c. Y only
d. Neither X or Y
a. Both X and Y
At which phase is there usually a management hiring freeze?
a. 1
b. 0
c. 4
d. 8
c. 4
Which of the following is not a role of management when a pay for performance system is in-place:
a. Facilitate work prospecting
b. Help employees maximize earning potentials
c. Improve scorecards
d. Closely monitor employee performance
d. Closely monitor employee performance
Some research suggests that when compared to traditional pay, pay-for-performance:
a. Increases performance in employees, but is not affordable
b. Increases the number and effectiveness of managers in the organization
c. Increases performance for most employees, but not all employees prefer it
d. Increases performance for every employee
c. Increases performance for most employees, but not all employees prefer it
In the human service example from the lecture, during the final year of the transition to a pay-for-performance system, the company had payroll costs that were _____.
a. At first less, but then more than before pay-for-performance
b. Higher than before implementing pay-for-performance
c. Highly unpredictable and variable
d. Lower than before implementing pay-for-performance
d. Lower than before implementing pay-for-performance
