德斯勒 人力资源管理（英文版第15版） 题库chapter 14.docx

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1、HumanResourceManagement,15e(Dessler)Chapter14BuildingPositiveEmployeeRelations1) Joelisamanagerwhoisdoinganactivitythatinvolvesestablishingandmaintainingthepositiveemployee-employerrelationshipsthatcontributetosatisfactoryproductivityandacohesiveworkenvironment.Thisisdefinedas:A) employeerelationsor

2、ganizationaljusticeB) publicpolicyethicsAnswer:AExplanation:A)Employeerelationsisthemanagerialactivitythatinvolvesestablishingandmaintainingthepositiveemployee-employerrelationshipsthatcontributetosatisfactoryproductivity,motivation,morale,anddiscipline,andtomaintainingapositive,productive,andcohesi

3、veworkenvironment.Difficulty:ModerateChapter:14Objective:1AACSB:ApplicationofKnowledgeLearningOutcome:14.1Defineemployeerelations.2) istheactivitythatinvolvesestablishingandmaintainingthepositiveemployee-employerrelationship.A) QualitycirclesEmployeerelationsB) SuggestionteamsFocusgroupsAnswer:BExpl

4、anation:B)Employeerelationsistheactivitythatinvolvesestablishingandmaintainingthepositiveemployee-employerrelationshipthatcontributestosatisfactoryproductivity,motivation,morale,disciplineandtomaintainingapositive,productiveandcohesiveworkenvironment.Difficulty:EasyChapter:14Objective:IAACSB:Analyti

5、calThinkingLearningOutcome:14.1Defineemployeerelations.AACSB:AnalyticalThinkingLearningOutcome:14.2Discussatleastfourmethodsformanagingemployeerelations.26) Whichtypeofbullyinginvolveshitting,punching,andshoving?A) verbalsocialB) cyberbullyingphysicalAnswer:DExplanation:D)Bullyingcantakemanyforms.Ph

6、ysicalbullyinginvolveshitting,punching,andshoving.Difficulty:EasyChapter:14Objective:2AACSB:AnalyticalThinkingLearningOutcome:14.2Discussatleastfourmethodsformanagingemployeerelations.27) Whichtypeofbullyinginvolvesname-callingandteasing?A) verbalsocialB) cyberbullyingphysicalAnswer:AExplanation:A)B

7、ullyingcantakemanyforms.Verbalbullyinginvolvesname-callingandteasing.Difficulty:EasyChapter:14Objective:2AACSB:AnalyticalThinkingLearningOutcome:14.2Discussatleastfourmethodsformanagingemployeerelations.28) WhichtypeofbullyinginvolvesusingtheInternet,mobilephones,orotherdigitaltechnologiestoharmothe

8、rs?A) verbalsocialB) cyberbullyingphysicalAnswer:CExplanation:C)Bullyingcantakemanyforms.CyberbullyinginvolvesusingtheInternet,mobilephones,orotherdigitaltechnologiestoharmothers.Difficulty:EasyChapter:14Objective:2AACSB:AnalyticalThinkingLearningOutcome:14.2Discussatleastfourmethodsformanagingemplo

9、yeerelations.29) Whichelementofbullyinginvolvestheuseofpowertocontrolorharmandthepeoplebeingbulliedmayhaveahardtimedefendingthemselves?A) repetitionimbalanceofpowerB) name-callingintenttocauseharmAnswer:BExplanation:B)Bullyinginvolvesthreethings:imbalanceofpower,intenttocauseharm,andrepetition.Diffi

10、culty:EasyChapter:14Objective:2AACSB:AnalyticalThinkingLearningOutcome:14.2Discussatleastfourmethodsformanagingemployeerelations.30) is/areactionsnotdonebyaccidentbutwithagoaltocauseharm.A) RepetitionImbalanceofpowerB) IntenttocauseharmMeritAnswer:CExplanation:C)Intenttocauseharmisanelementofbullyin

11、g.Intenttocauseharmisactionsclonebythepersonbullyingwithagoaltocauseharm.Difficulty:ModerateChapter:14Objective:2AACSB:AnalyticalThinkingLearningOutcome:14.2Discussatleastfourmethodsformanagingemployeerelations.31) AllofthefollowingarecommonelementsofbullyingEXCEPT.A) powerimbalanceharmfulintentions

12、B) verbalname-callingrepetitiveincidentsAnswer:CExplanation:C)Alltypesofbullyingtypicallyincludeanimbalanceofpower,anintenttocauseharm,andrepetitiveoccurrences.Notallbullyinginvolvesverbalname-calling.Difficulty:ModerateChapter:14Objective:2AACSB:AnalyticalThinkingLearningOutcome:14.2Discussatleastf

13、ourmethodsformanagingemployeerelations.32) Whichtypeofbullyinginvolvesspreadingrumorsandpurposelybreakingupfriendshipsintheworkplace?A) physicalbullyingcyberbullyingB) verbalbullyingsocialbullyingAnswer:DExplanation:D)Socialbullyinginvolvesspreadingrumors,breakingupfriendships,andleavingpeopleoutonp

14、urpose.Difficulty:ModerateChapter:14Objective:2AACSB:AnalyticalThinkingLearningOutcome:14.2Discussatleastfourmethodsformanagingemployeerelations.33) Distributivejusticereferstothemannerinwhichmanagersconductlheirinterpersonaldealingswithemployees.Answer:FALSEExplanation:Distributivejusticereferstoth

15、efairnessandjusticeofthedecisionsresult(fbrinstance,didIgetanequitablepayraise?).Proceduraljusticereferstothefairnessoftheprocess.Difficulty:EasyChapter:14Objective:2AACSB:AnalyticalThinkingLearningOutcome:14.2Discussatleastfourmethodsformanagingemployeerelations.34) Proceduraljusticereferstothefair

16、nessoftheprocessbywhichadecisionismade.Answer:TRUEExplanation:Proceduraljusticereferstothefairnessoftheprocess.Distributivejusticereferstothefairnessandjusticeofthedecisionsoutcomeresult.Difficulty:EasyChapter:14Objective:2AACSB:AnalyticalThinkingLearningOutcome:14.2Discussatleastfourmethodsformanag

17、ingemployeerelations.35) Twocomponentsoforganizationaljusticearedistributivejusticeandproceduraljustice.Answer:TRUEExplanation:Withrespecttoemployeerelations,expertsgenerallydefineorganizationaljusticeintermsofatleasttwocomponents一distributivejusticeandproceduraljustice.Difficulty:EasyChapter:14Obje

18、ctive:2AACSB:AnalyticalThinkingLearningOutcome:14.2Discussatleastfourmethodsformanagingemployeerelations.36) ManypeopleinthenewbusinessdevelopmentgroupatGRS&MfeelthatBlainewaspromotedduetoherpersonalfriendshipwiththesupervisorratherthanafairreviewofthequalifiedemployeesinthegroup.Thisattitudeisthere

19、sultoftheemployees1perceivedproceduraljusticerelativetothedecision.Answer:TRUEExplanation:Proceduraljusticereferstothefairnessoftheprocess(forinstance,istheprocessmycompanyusestoallocatemeritraisesfair?).Difficulty:ModerateChapter:14Objective:2AACSB:ApplicationofKnowledgeLearningOutcome:14.2Discussa

20、tleastfourmethodsformanagingemployeerelations.37) Fairtreatmentreflectsconcreteactionssuchasemployeesarctreatedwithrespect,andemployeesaretreatedfairly.Answer:TRUEExplanation:FairtreatmentreHeelsconcreteactionssuchasemployeesaretreatedwithrespect,andemployeesaretreatedfairly.Difficulty:ModerateChapt

21、er:14Objective:2AACSB:AnalyticalThinkingLearningOutcome:14.2Discussatleastfourmethodsformanagingemployeerelations.38) Aqualitycircleisatypeofformalproblem-solvingteam,usuallycomposedof6to12speciallytrainedemployeeswhomeetweeklytosolveproblemsaffectingtheirworkarea.Answer:TRUEExplanation:Aqualitycirc

22、leisatypeofformalproblem-solvingteam,usuallycomposedof6to12speciallytrainedemployeeswhomeetweeklytosolveproblemsaffectingtheirworkarea.Difficulty:ModerateChapter:14Objective:2AACSB:AnalyticalThinkingLearningOutcome:14.2Discussatleastfourmethodsformanagingemployeerelations.39) Sharedperceptionsthator

23、ganizationalmembershaveaboutthefirmspsychologicalenvironmentarecalledorganizationalclimate.Answer:TRUEExplanation:Organizationalclimateistheperceptionsacompanysemployeesshareaboutthefirmspsychologicalenvironment.Difficulty:EasyChapter:14Objective:2AACSB:AnalyticalThinkingLearningOutcome:14.2Discussa

24、tleastfourmethodsformanagingemployeerelations.40) Self-managedteamsaresmall(usually8to10members)groupsofcarefullyselected,trained,andempoweredemployeeswhobasicallyrunthemselveswithlittleornooutsidesupervision,usuallyforthepurposeofaccomplishingaspecificorganizationaltask.Answer:TRUEExplanation:Self-

25、managing/self-directedworkteamsaresmall(usually8to10members)groupsofcarefullyselected,trained,andempoweredemployeeswhobasicallyrunthemselveswithlittleornooutsidesupervision,usuallyforthepurposeofaccomplishingaspecifictaskormission.Difficulty:EasyChapter:14Objective:2AACSB:AnalyticalThinkingLearningO

26、utcome:14.2Discussatleastfourmethodsformanagingemployeerelations.41) Studiesindicatethatsomepeoplestraitsandbehaviorsmakethemmoresusceptibletobullying.Answer:TRUEExplanation:Numerousstudiesshowthatcertainpeoplestraitsandhowtheybehavemakethemmorelikelytobetargetsofbullying.Theseincludesubmissivevicti

27、ms(whoseemmoreanxious,cautious,quiet,andsensitive),provocativevictims(whoshowmoreaggressivebehavior),andvictimslowinself-determination(whoseemtoleaveittootherstomakedecisionsforthemanddeterminethecourseoftheircareers).Difficulty:ModerateChapter:14Objective:2AACSB:AnalyticalThinkingLearningOutcome:14

28、.2Discussatleastfourmethodsformanagingemployeerelations.42) Socialresponsibilityreferstotheextenttowhichcompaniesshouldanddochannelresourcestowardimprovingoneormoresegmentsofsocietyotherthanthefirmsownersorstockholders.Answer:TRUEExplanation:Socialresponsibility(orcorporatesocialresponsibility)refer

29、stotheextenttowhichcompaniesshouldanddochannelresourcestowardimprovingoneormoresegmentsofsocietyotherthanthefirmsownersorstockholders.Difficulty:ModerateChapter:14Objective:2AACSB:AnalyticalThinkingLearningOutcome:14.2Discussatleastfourmethodsformanagingemployeerelations.43) Whatisorganizationaljust

30、ice?Howdoesitrelatedtoperformanceappraisal?Answer:Fairnessisinseparablefromwhatmostpeoplethinkofasjustice.Acompanythatisjustis,amongotherthings,equitable,fair,impartial,andunbiasedinhowitdoesthings.Withrespecttoemployeerelations,expertsgenerallydefineorganizationaljusticeintermsofatleasttwocomponent

31、s一distributivejusticeandproceduraljustice.Distributivejusticereferstothefairnessandjusticeofthedecisionsresult.Proceduraljusticereferstothefairnessoftheprocess.Howyouconductappraisalsisimportantinregardstofairnessandorganizationaljustice.Studiesconfirmthat,inpractice,somemanagersignoreaccuracyinperf

32、ormanceappraisalsandinsteadusetheprocessforpoliticalpurposes.Fewthingscansendamoredamagingsignalabouthowfairandethicalthecompanyis.Tosendthesignalthatorganizationaljusticeexists,standardsshouldbeclear,employeesshouldunderstandthebasisuponwhichyouregoingtoappraisethem,theappraisalitselfshouldbeobject

33、ive,andtheemployershouldincludeethicsgoalsinappraisalsofitsleaders,particularlyitsseniorleaders.Difficulty:HardChapter:14Objective:2AACSB:AnalyticalThinkingLearningOutcome:14.2Discussatleastfourmethodsformanagingemployeerelations.44) Discussatleast2differenttypesofemployeeinvolvementteams.Defineeach

34、typeandwhenanorganizationmightusethem.Answer:Employersalsousespecialteamstogainemployeesinvolvement.Suggestionteamsaretemporaryteamswhosemembersworkonspecificanalyticalassignments,suchashowtocutcostsorraiseproductivity.Oneairlinesplitemployees(suchasbaggagehandlersandgroundcrew)intoseparateteams,lin

35、kingteammembersviaitsWebsiteforbrainstormingandvotingonideas.Someemployersgobeyondsuggestionsteamsandcreateproblem-solvingteamswhichformalizethisprocessandmaketheteamssemipermanent.Theseidentifyandresearchworkprocessesanddevelopsolutionstowork-relatedproblems.Theyusuallyconsistofthesupervisorandfive

36、toeightemployeesfromacommonworkarea.Aqualitycircleisatypeofformalproblem-solvingteam,usuallycomposedof6to12speciallytrainedemployeeswhomeetweeklytosolveproblemsafiectingtheirworkarea.Theteamgetstraininginproblem-analysistechniques(includingbasicstatistics).Thenitappliesthesetechniquestosolveproblems

37、initsworkarea.Thelasttypeisself-managing/self-directedworkteamswhicharesmall(usually8to10members)groupsofcarefullyselected,trained,andempoweredemployeeswhobasicallyrunthemselveswithlittleornooutsidesupervision,usuallyforthepurposeofaccomplishingaspecifictaskormission.Thetaskormissionmightbeanautodas

38、hboardinstalledorafullyprocessedinsuranceclaim,butthemaincharacteristicisthattheoneteamiscreatedtodothetaskandhassignificantautonomyinhowtheydoso.Difficulty:ModerateChapter:14Objective:2AACSB:AnalyticalThinkingLearningOutcome:14.2Discussatleastfourmethodsformanagingemployeerelations.3) Employeerelat

39、ionsinvolvesmanagersestablishingandmaintainingpositiveemployee-employerrelationshipstocontributetosatisfactoryproductivityandaproductiveworkenvironment.Answer:TRUEExplanation:Employeerelationsisthemanagerialactivitythatinvolvesestablishingandmaintainingthepositiveemployee-employerrelationshipsthatco

40、ntributetosatisfactoryproductivity,motivation,morale,anddiscipline,andtomaintainingapositive,productive,andcohesiveworkenvironment.Difficulty:EasyChapter:14Objective:1AACSB:AnalyticalThinkingLearningOutcome:14.1Defineemployeerelations.4) ManagingemployeerelationsisusuallyassignedtoHR.Answer:TRUEExpl

41、anation:ManagingemployeerelationsisusuallyassignedtoHRandisanimportantpartofHRsrole.Difficulty:ModerateChapter:14Objective:1AACSB:AnalyticalThinkingLearningOutcome:14.1Defineemployeerelations.5) UnfairtreatmentofemployeesintheworkplacecausesallthefollowingEXCEPT.A) demoralizationnegativeperformanceB

42、) reducedstressreducedmoraleAnswer:CExplanation:C)Employeeswhosufferedunfairtreatmentatworkknowitisdemoralizing.Unfairtreatmentreducesmorale,increasesstress,andhasnegativeeffectsonperformance.Difficulty:ModerateChapter:14Objective:2AACSB:AnalyticalThinkingLearningOutcome:14.2Discussatleastfourmethod

43、sformanagingemployeerelations.45) Whatarethemaincharacteristicsofworkplacebullying?HowcanemployersandtheirHRdepartmentsreducebullyingincidentsintheworkplace?Answer:Bullyingsinglingoutsomeonetoharassandmistreatthemisanincreasinglyseriousproblem.Whiledefinitionsofbullyingvary,mostwouldagreethatbullyin

44、ginvolvesthreethings: ImbalanceofPower:peoplewhobullyusetheirpowertocontrolorharmandthepeoplebeingbulliedmayhaveahardtimedefendingthemselves,IntenttoCauseHarm:actionsdonebyaccidentarenotbullying;thepersonbullyinghasagoaltocauseharm, Repetition:incidentsofbullyinghappentothesamepersonoverandoverbythe

45、samepersonorgroup.EmployersandHRdepartmentsmusthavesystemsinplacetoensurethatthecompanycanidentifyunfairtreatmentanddealwithitexpeditiously.Thisincludeshavingpoliciesinplacetomonitoremployees1useofsocialmediaWebsites,developingethicscodes,andestablishinganorganizationalculturethatdoesnottoleratebull

46、ying.Difficulty:HardChapter:14Objective:2AACSB:AnalyticalThinkingLearningOutcome:14.2Discussatleastfourmethodsformanagingemployeerelations.46) Theprinciplesofconductgoverninganindividualoragrouparereferredtoas.A) judgmentsethicsB) lawsvirtuesAnswer:BExplanation:B)Ethicsreferstotheprinciplesofconduct

47、governinganindividualoragroup;specifically,thestandardsyouusetodecidewhatyourconductshouldbe.Difficulty:EasyChapter:14Objective:3AACSB:AnalyticalThinkingLearningOutcome:14.3Explainwhatismeantbyethicalbehavior.47) meanssocietysacceptedstandardsofbehaviorandalwaysinvolvesbasicquestionsofrightandwrong.

48、A) SocietyassessmentNon-normativestatementB) MoralityDistributiveassessmentAnswer:CExplanation:C)Moralitymeanssocietysacceptedstandardsofbehaviorandalwaysinvolvesbasicquestionsofrightandwrong,suchasstealing,murder,andhowtotreatotherpeople.Difficulty:EasyChapter:14Objective:3AACSB:AnalyticalThinkingL

49、earningOutcome:14.3Explainwhatismeantbyethicalbehavior.48) Ethicsreferstothe.A) basicbeliefsaboutwhatisrightorwrongprinciplesofconductgoverninganindividualorgroupB) standardsusedbytheorganizationtodecideuponproperconductstandardsofbehavioracceptedbysocietyAnswer:BExplanation:B)Ethicsreferstotheprinc

50、iplesofconductgoverninganindividualoragroup,specifically,thestandardsyouusetodecidewhatyourconductshouldbe.Anormativejudgmentmeansthatsomethingisrightorwrong.Moralsaresocietyshighestacceptedstandardsofbehavior.Difficulty:ModerateChapter:14Objective:3AACSB:AnalyticalThinkingLearningOutcome:14.3Explai

51、nwhatismeantbyethicalbehavior.49) Whichofthefollowingguidesthemostserioussocietalbehaviorssuchasmurder,stealing,andslander?A) normativejudgmentsdistributivejusticeB) humanrightsmoralstandardsAnswer:DExplanation:D)Moralstandardsguidebehaviorsofthemostseriousconsequencetosocietyswell-being,suchasmurde

52、r,lying,andslander.Moralitymeanssocietysacceptedstandardsofbehaviorandalwaysinvolvesbasicquestionsofrightandwrong,suchasstealing,murder,andhowtotreatpeople.Difficulty:ModerateChapter:14Objective:3AACSB:AnalyticalThinkingLearningOutcome:14.3Explainwhatismeantbyethicalbehavior.50) Basedonresearchintoe

53、thicalbehaviorintheworkplace,whichofthefollowingisatruestatement?A) Offeringrewardsforethicalbehaviorsupportstheintrinsicnatureofpersonalethics.B) Punishingunethicalbehaviorfailstoalterthebehaviorofothersintheworkplace.C) Managerssignificantlyinfluencetheethicalbehavioroftheirsubordinates.D) Employe

54、esleeluncomlortablediscussingethics,soitshouldbeavoided.Answer:CExplanation:C)Managersdoalottoinfluenceethics.Accordingtoonereport,workplacemisconductdroppeddramaticallywhenemployeessaidtheirsupervisorsexhibitedethicalbehavior.Rewardingethicalbehaviorcanbackfire,whilepunishingunethicalbehaviorisesse

55、ntial.Discussingethicsopenlyisbeneficial.Difficulty:HardChapter:14Objective:3AACSB:AnalyticalThinkingLearningOutcome:14.3Explainwhatismeantbyethicalbehavior.51) Whichofthefollowingtermsreferstothecharacteristicvalues,traditions,andbehaviorsacompanysemployeesshare?A) organizationalcultureorganization

56、alethicsB) corporateclimatecorporatemissionAnswer:AExplanation:A)Organizationalcultureisthecharacteristicvalues,traditions,andbehaviorsacompanysemployeesshare.Difficulty:EasyChapter:14Objective:3AACSB:AnalyticalThinkingLearningOutcome:14.3Explainwhatismeantbyethicalbehavior.52) Whichofthelollowingbe

57、stdefinesorganizationalculture?A) basicbeliefsaboutwhatisrightorwrongwithinabusinessorcorporationcharacteristicvalues,traditions,andbehaviorsafirmsemployeesshareB) principlesofconductgoverninganindividual,group,orcompanystandardsusedbyanorganizationtodetermineproperconductAnswer:BExplanation:B)Organ

58、izationalcultureisthecharacteristicvalues,traditions,andbehaviorsacompanysemployeesshare.Avalueisabasicbeliefaboutrightandwrongorwhatyoushouldorshouldnotdo.Difficulty:ModerateChapter:14Objective:3AACSB:AnalyticalThinkingLearningOutcome:14.3Explainwhatismeantbyethicalbehavior.53) Whichofthefollowingb

59、estdefinesvaluesastheyrelatetoorganizationalculture?A) shortcutstogetworkdoneprinciplesofconductgoverninganindividualorgroupB) basicbeliefsaboutwhatisrightorwrongstandardsofbehavioracceptedbysocietyAnswer:CExplanation:C)Avalueisabasicbeliefaboutrightandwrongorwhatyoushouldorshouldnotdo.Difficulty:Mo

60、derateChapter:14Objective:3AACSB:AnalyticalThinkingLearningOutcome:14.3Explainwhatismeantbyethicalbehavior.54) TheapplicantscreeningprocesswouldmostlikelybeconsideredunfairifanHRmanagerencouragedtwo-waycommunicationA) focusedmostlyonpersonalityissuesincludedanappealsprocessB) providedusefulfeedbackA

61、nswer:BExplanation:B)Thescreeningprocessshouldfocusonjob-relatedcriteriaratherthanpersonalityissues.Two-waycommunicationisessentialtoscreeningapplicants.Applicantsshouldhaveachancetodemonstratecompetencyandappealdecisions.Applicantsseeaselectionsystemasfairtotheexternthattheemployerprovidesusefulfee

62、dbackabouttheemployeesorcandidatesownperformance.Difficulty:ModerateChapter:14Objective:3AACSB:AnalyticalThinkingLearningOutcome:14.3Explainwhatismeantbyethicalbehavior.55) Whatisthemostlikelyreasonformorefirmsprovidingethicstrainingtoemployees?A) Employeesseekingprofessionalcertificationaretestedon

63、ethics.B) Statelawsrequirebusinessestohavewrittencodesofconduct.C) Businessesfearbeingsuedbycustomersforethicalmisconduct.D) Federallawsencouragefirmstocomplywithethicstrainingguidelines.Answer:DExplanation:D)Forallpracticalpurposes,ethicstrainingismandatory.Federalsentencingguidelinesreducedpenalti

64、esforemployersaccusedofmisconductwhoimplementedcodesofconductandethicstraining.Anamendmenttothoseguidelinesnowoutlinesstricterethicstrainingrequirements.Difficulty:HardChapter:14Objective:3AACSB:AnalyticalThinkingLearningOutcome:14.3Explainwhatismeantbyethicalbehavior.56) Health-TechMaterialsisafirm

65、thatmanufacturesmedicalequipmentpurchasedbyhospitalsandclinics.Thefirmemploysover2,500workersinitstwomanufacturingfacilitieslocatedinTexasandArizona.Recently,Health-TechdismissedanumberofemployeesforethicsviolationsrangingfromimproperInternetusagetostealingcompanyfunds.Inaddition,thefirmhasbeensuedbytwoformeremployeesfo