Knowledge Check Worksheet - University of...

Knowledge Check MKT/571 Version 7

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HRM/531 Knowledge Checks

ContentsWeek 1: Employment Law........................................................................................................................... 1

Concept: Major Employment Laws...........................................................................................................2Concept: Fundamental Features of the U.S. Industrial Relations System (Six Factors)..........................3Concept: Three General Types of Third-Party Involvement in a Bargaining Impasse..............................5Concept: Forms of Nonunion Grievance Procedures...............................................................................6Concept: Employment at Will................................................................................................................... 8

Week 2: Consumer Analysis........................................................................................................................ 9Concept: Compensation and Benefits Strategies.....................................................................................9Concept: Psychographic and Behavioral Segmentation........................................................................11Concept: Positioning Strategies.............................................................................................................12Concept: Changes in Sociocultural Environment...................................................................................13Concept: Selecting a Target Market.......................................................................................................14Concept: Perceptual Maps..................................................................................................................... 16Concept: Value Proposition....................................................................................................................17

Week 3: Performance Management..........................................................................................................18Concept: Challenges of Product Development......................................................................................18Concept: Managing the PLC.................................................................................................................. 20Concept: Choosing the Correct Commercialization Method...................................................................21Concept: Product Level and Customer Value........................................................................................22Concept: Methods of Differentiation.......................................................................................................24Concept: Product Mix and Systems.......................................................................................................25Concept: Service Mix............................................................................................................................. 27

Week 4: Employee Training and Development..........................................................................................28Concept: Setting the Price.....................................................................................................................28Concept: Price Adaptation.....................................................................................................................29Concept: Global Market Entry Methods.................................................................................................31Concept: Push/Pull Strategies and Managing the Channel....................................................................32Concept: Challenges of E-Commerce....................................................................................................33Concept: Channel Alternatives...............................................................................................................34Concept: Channel Systems/Value Networks..........................................................................................36

Week 5: Recruitment and Selection Strategies.........................................................................................37Concept: Effective Media Selection........................................................................................................37Concept: Managing Company Image.....................................................................................................39Concept: Crisis Management................................................................................................................. 40Concept: Creating Customer Value and Satisfaction.............................................................................41Concept: Market Strategies for Leaders, Challengers, Followers, and Niches......................................43Concept: Optimum Marketing Communication Mix................................................................................44Concept: Relationship Marketing...........................................................................................................46

Week 6: Diversity....................................................................................................................................... 47Concept: Components of a Marketing Audit...........................................................................................48Concept: Marketing with Corporate Responsibility.................................................................................49Concept: Ethical/Legal PR..................................................................................................................... 51Concept: Selecting the Appropriate Metrics and Levels, Types, and Responsibilities of Marketing Control................................................................................................................................................... 52Concept: Challenges of Performing a Marketing Audit...........................................................................53Concept: Marketing Control Tactics.......................................................................................................55Concept: Determining the Global Marketing Mix....................................................................................56

Week 1: Employment Law

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Ch. 1 of Managing Human ResourcesCh. 3 of Managing Human Resources Ch. 13 of Managing Human Resources Ch. 14 of Managing Human Resources

Concept: Major Employment Laws

Question #1

A bona fide occupational qualification allows:

a. exemption from the Fourteenth Amendment.b. seniority systems.c. discrimination to be permissible when a qualification is considered reasonably necessary to the operation of the business or enterprise.d. random drug testing.

Textbook/edition: Managing Human Resources

Correct Answer Feedback: c

Some specific job requirements allow discrimination based on the needs of the job position. For example, a job requiring heavy lifting of 50 pounds or more would discriminate against women who are pregnant or some men or women unable to lift the required weight for the job.

Reading:

Ch. 3 of Managing Human Resources Title VII of the Civil Rights Act of 1964 (p. 83–84)

Reading:

Ch. 3 of Managing Human Resources“Title VII of the Civil Rights Act of 1964” (p. 83)

Concept: Fundamental Features of the U.S. Industrial Relations System (Six Factors)

Question #4

One distinctive feature of the U.S. system compared with other countries is:

a. selective representationb. collective agreements are of fixed duration that embody a sharp distinction between negotiation of and interpretationc. centralized collective bargainingd. low union dues and small union staffs




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Correct Answer Feedback: b

In the U.S. system, collective agreements generally embody a sharp distinction between negotiation of and interpretation of an agreement, and are usually of a fixed duration—often 2 to 3 years.

Reading:

Ch. 13 of Managing Human Resources“Fundamental Features of the U.S. Industrial Relations System” pp. 513–515

Concept: Three General Types of Third-Party Involvement in a Bargaining Impasse

Question #7

The right of employees to strike in support of their bargaining demands is protected by:

a. the Landrum-Griffin Act b. state lawc. collective bargaining agreementsd. the Taft-Hartley Act


Correct Answer Feedback: a

The Landrum-Griffin Act was established to protect the bargaining rights of employees as long as they fall within required guidelines of a lawful labor dispute. There are multiple types of strikes that must be considered, which are unfair labor practice strikes, economic strikes, unprotected strikes, and sympathy strikes. A set of rules of conduct during a strike must be followed.

Reading:

Ch. 13 of Managing Human Resources“Bargaining Impasses: Strikes, Lockouts, or Third-Party Involvement” p. 526

Concept: Forms of Nonunion Grievance Procedures

Details



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A(n) _____ is a neutral facilitator between employees and managers who assists in resolving workplace disputes.

a. peer-review panel b. grievance committee c. ombudsperson d. market development



An ombudsperson is a neutral facilitator who helps employees resolve concerns on their own. Unlike other panels or committees, the ombudsperson helps employees and managers resolve these disputes without bringing other mediators, litigators, or other decision makers into the dispute. This gives employees the chance to resolve concerns together with some help and direction from the ombudsperson.

Reading:

Ch. 14 of Managing Human Resources“Grievance Procedures in Nonunion Companies: Workplace Due Process” p. 555

Concept: Employment at Will

Details

_____ refers to an employment relationship between an employer and an employee, under which either party can terminate the relationship without notice for any reason not prohibited by law.

a. Fiduciary duty of loyalty b. Due process c. Employment at willd. An implied process



Employment at will relates to the ability for the employer or employee to terminate the employment relationship for any reason and at the will of either party. Neither party is required to provide notice or warning of termination. Evidence is not required to be provided unless legal proceedings are enforced or enacted for any unlawful actions or violations.

Reading:

Ch. 14 of Managing Human Resources“Employment at Will” p. 562

Week 2: Compensation and Benefits Strategies



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Ch. 11 of Managing Human ResourcesCh. 12 of Managing Human Resources

Concept: Components and Objectives of Organizational Reward Systems

Details

At a comprehensive point of view, a(n) _____ includes anything an employee values and desires that an employer is able and willing to offer in exchange for employee contributions.

a. competency-based pay systemb. employee stock ownership planc. organizational reward systemd merit-pay method



Organizational reward systems include both financial and nonfinancial rewards for employee contributions.Reading:

Ch. 11 of Managing Human Resources “Components and Objectives of Organizational Reward Systems” p. 422

Concept: Determinants of Pay Structure and Level

Details

In labor economics, __________________ theory holds that unless an employee can produce a value equal to the value received in wages, it will not be worthwhile to hire that worker.

a. the marginal productivityb. the percent of company offeringsc. the willingness to reduce the size of the workforced. the concern with pay for position



The marginal productivity theory states that unless an employee generates at least as much income as his or her wages, that person is not worth employing. In practice, a number of factors interact to determine wage levels.



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Reading:

Ch. 11 of Managing Human Resources “Determinants of Pay Structure and Level” p. 425

Concept: Policy Issues in Pay Planning and Administration

Details

In the United States, salary discussions among employees are protected under:

a. the Equal Pay Act (1963)b. The National Labor Relationsc. Salary.comd. the Fair Labor Standards Act (1938)



The National Labor Relations Act (1935) protects the right of employees to discuss their wages and other terms and conditions of their employment.

Reading:

Ch. 11 of Managing Human Resources “Alternatives to Pay Systems Based on Job Evaluation” p. 437

Concept: Organization-Wide Incentives

Details

Gain sharing plans consist of all EXCEPT which of the following elements:

a. an internal equityb. a philosophy of cooperationc. a financial bonusd. an involvement system



The philosophy of cooperation in an organization is shown by high levels of trust, two-way communication, participation, and harmonious industrial relations. The involvement system is the structure and process for improving organizational productivity using employee-staffed committees.Reading:

Ch. 11 of Managing Human Resources



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“Organizationwide Incentives” p. 450

Concept: Strategic Considerations in the Design of Benefit Programs

Details

One strategic issue that should influence the design of benefits is an organization’s:

a. plan to pay panelb. value to employeesc. shareholder’s formd. stage of development


Correct Answer Feedback: d

A startup venture will likely offer different incentives than a mature firm.Reading:

Ch. 12 of Managing Human Resources“Long-Term Strategic Business Plans” p.467

Details

Which act covers private-sector employees over age 21 enrolled in noncontributory (100% employer-paid) retirement plans that have 1-year service?

a. COBRA (1985)b. HIPAA (1996)c. ERISA (1974)d. ADA (1990)


The Employee Retirement Income Security Act (ERISA) of 1974 sets minimum standards for most voluntarily established pension and health plans in the private industry to provide protection for individuals in these plans.

Reading:

Ch. 12 of Managing Human Resources “Strategic Considerations in the Design of Benefit Programs” p. 470

Concept: Components of the Benefits Package

Details



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______________cover 128 million workers in the United States.

a. Workers’ compensation programsb. Defined-benefits programc. Defined-contribution programd. Points-of-service programs



These programs provide payments to workers who are injured on the job or who contract a work-related illness.Reading:

Ch. 12 of Managing Human Resources “Workers’ Compensation” p. 473

Concept: Cost Containment Strategies for Benefits

Details

What is driving the increasing costs of healthcare? a. Passage of the health care exchangesb. Aging population and an increase in obesityc. Increasing numbers of legal immigrantsd. Rising cost of childcare


Other factors include excess medical inflation, which includes administrative costs that add millions to U.S. health-care spending.Reading:

Ch. 12 of Managing Human Resources “Cost-Containment Strategies” p. 479

Week 3: Performance Management

Ch. 9 of Managing Human ResourcesCh. 10 of Managing Human Resources

Concept: Requirements of Effective Appraisal Systems

Details



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________ implies that a performance appraisal system is capable of distinguishing effective from ineffective performers.

a. Relevanceb. Sensitivityc. Reliabilityd. Acceptability



By structuring a performance-appraisal system for sensitivity, an allowance is made for differences in individuals.

Reading:

Ch. 9 of Managing Human Resources “Requirements of Effective Appraisal Systems” p. 337

Concept: Methods of Appraising Employee Performance

Details

Which of the following is an advantage of narrative essays?

a. Good for individual feedback and developmentb. Good for making comparisons across employeesc. Forces raters to make distinctions among employeesd. Provides a direct link between job analysis and performance appraisal



Narrative essays allow the manager to give employees specific feedback through the use of examples

Reading:

Ch. 9 of Managing Human Resources “Alternative Methods of Appraising Employee Performance” p. 348

Concept: Performance Appraisal Legalities

Details

Appraisals provide legal and formal organizational justification for:



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a. employment decisionsb. keeping unions outc. high executive salariesd. bringing legal action against employees

Textbook/edition: Managing Human Resources.


Employment decisions relate to performance management, such as promotions and retention.

Reading:

Ch. 9 of Managing Human Resources “Purposes of Performance-Appraisal Systems” p. 336

Concept: Elements of Effective Performance Feedback Interviews

Details

Prior to the performance-feedback interview, the supervisor should:

a. communicate frequently with subordinates about their performanceb. refrain from speaking to subordinatesc. have a coworker complete the entire appraisald. set aside a maximum of 15 minutes to write the appraisal



Constant communication with the employee will minimize surprises and expedite the review process.

Reading:

Ch. 9 of Managing Human Resources “Secrets of Effective Performance-Feedback Interviews” p. 360

Concept: Four Broad Types of Internal Moves

Details

From the organizations perspective, the four broad types of internal moves include

a. layoffs, retirements, resignations, and demotionsb. demotions, transfers, relocations, and upc. promotions, demotions, transfers, and relocationsd. promotions, demotions, transfers, and layoffs



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The four directions are promotions (up), demotions (down), transfers and relocations (over) and layoffs, and retirements and resignations (out).

Reading:

Ch. 10 of Managing Human Resources “Internal Staffing Decisions: Patterns of Career Change” p. 396

Week 4: Employee Training and Development

Ch. 8 of Managing Human Resources.

Concept: Four Levels of Needs Analysis

Details

The level of training needs analysis that focuses on identifying whether training supports the company’s strategic direction is called _____ analysis.

a. individualb. environmentalc. operationsd. organization



Organization analysis determines the overall needs of the company so that training can be designed to focus on strategic goals.Reading:

Ch. 8 of Managing Human Resources “Assessing Training Needs” p. 297

Concept: Principles that Enhance Learning

Details

_____ refers to the material that is rich in association for the trainees and is therefore easily understood by them.

a. Meaningfulnessb. Pygmalion effectc. Orientationd. Training paradox



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To structure training for meaningfulness, provide an overview of the material at the start of training. Use real-life examples and build from simple skills to more complex as you go.

Reading:

Ch. 8 of Managing Human Resources“Principles That Enhance Learning” p. 304

Concept: Three Categories of Training Methods

Details

The systematic, long-range program within information presentation training methods to improve the organization is

a. conferencesb. intelligent tutoringc. on-the-job training d. organizational development



Trainers select various methods based on type of material to be learned, the audience being trained, and other factors.

Reading:

Ch. 8 of Managing Human Resources“Selecting Training Methods” p.309

Concept: Steps in Evaluation Phase

Details

In evaluating training programs, it is important to distinguish _____ from data-collection methods.

a. targets of evaluationb. organizational payoffsc. cost-benefit analysisd. individual participation



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Targets of evaluation and methods of data collection are linked through the options available for measurement.Reading:

Ch. 8 of Managing Human Resources“Evaluating Training Programs” p. 311

Week 5: Recruitment and Selection Strategies

Week 5 Textbook Readings

Ch. 6 of Managing Human Resources. Ch. 7 of Managing Human Resources.

Concept: Employee Recruitment/Selection Process

Details

Recruitment begins by specifying __________, which are the typical result of job analysis and workforce planning activities.

a. human resource requirementsb. strategic imperativesc. pay gradesd. affirmative action candidates



Human Resource requirements must be specified for the recruitment of potential candidates for any change in position or new hire. The Human Resource requirements are established to ensure policies and laws are followed correctly.

Reading:

Ch. 6 of Managing Human Resources“The Employee Recruitment/Selection Process” p. 201

Concept: Four Types of Company Postures for Recruitment

Details



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Which of the following statements about a company using a passive nondiscrimination posture is true?

a. It is a concerted effort by the organization to actively expand the pool of applicants so that no one is excluded because of past or present discrimination.b. This posture recognizes that discriminatory practices in the past may block prospective applicants from seeking present job opportunitiesc. No attempt is made by the company to recruit actively among prospective minority applicants.d. It systematically favors women and minorities in hiring and promotion decisions.



A company using a passive nondiscrimination posture makes no attempt to recruit actively among prospective minority applicants. Passive nondiscrimination does not meet EEOC requirements.

Reading:

Ch. 6 of Managing Human Resources“Recruitment Policies” p. 204

Concept: Internal and External Recruitment Methods

Details

_________ affect recruitment policies because firms often give preference to current employees in promotions, transfers, and other career-enhancing opportunities.

a. Union employee percentagesb. Labor market characteristicsc. EEOC guidelinesd. Internal labor markets



Internal labor markets are commonly used for many organizations as a source for recruitment. Many organizations prefer to hire and promote from within.

Reading:

Ch. 6 of Managing Human Resources“Internal versus External Labor Markets” p. 205

Concept: Organizational Considerations in Staffing Decisions

Details



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This type of management style is often associated with organizations in the embryonic stage.

a. Freewheelingb. Growth directorc. Entrepreneurd. Movers and shakers



This management style, with its decisive nature and attraction to the more high risk ventures, is suited to those early-stage organizations

Reading:

Ch. 7 of Managing Human Resources“Organizational Considerations In Staffing Decisions: Business Strategy” p. 236

Concept: Screening and Selection Methods

Details

The information least likely to be obtained in reference checks and recommendations is

a. a description of the applicant’s physical attractivenessb. character and interpersonal competencec. willingness of a previous employer to rehire the applicantd. education and employment history



A description of the applicant’s physical attractiveness is the least likely reference information to be obtained because it does not have any bearing on the applicant’s ability to perform the required job duties.

Reading:

Ch. 7 of Managing Human Resources“Screening and Selection Methods: Employment Application Forms” p. 241–242

Week 6: Diversity

Week 6 Textbook Readings

Ch. 4 of Managing Human Resources.



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Concept: Five Reasons Why Diversity Has Become Dominant in Managing Human Resources

Question #1

Diversity in organizations makes good business sense because

a. diversity is the new trendb. diverse organizations are popularc. diverse organizations have less legal problemsd. a diverse organization can be helpful when expanding into global markets



Organizations must be positioned to their global markets. Having employees that are multicultural can assist in working with a diverse network of suppliers, customers, and strategic partners.

Readings: Ch. 4 of Managing Human Resources“Making the Business Case for Diversity” p. 119

Concept: Differences between EEO/AA and Diversity

Question #4

Which of the following describes affirmative action rather than diversity? a. Legally drivenb. Assumes integrationc. Proactived. Opportunity focused

Textbook/edition: Managing Human Resurces


Affirmative action refers to government initiated actions taken to overcome the effects of past or present practices, policies, or other barriers to equal employment opportunity. Reading:

Ch. 4 of Managing Human Resources“Workforce Diversity: An Essential Component of HR Strategy” p. 122

Concept: Characteristics of Four Generations of Workers



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Question #7

Which generation was born in the middle of the Great Depression?

a. The silent generationb. Generation Yc. The baby-boom generationd. Generation X


The silent generation is the oldest generation of the four in our workplaces today. One of the most significant events of their lifetime was the Great Depression. Reading:

Ch. 4 of Managing Human Resources“Age-Based Diversity” p. 136


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