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1 | |
Variable pay systems are less challenging because they make cost control less difficult. |
| | A) | True. |
| | B) | False. |
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2 | |
Minimum wage was made applicable to most workers by The Davis-Bacon Act. |
| | A) | True. |
| | B) | False. |
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3 | |
Job evaluation is used universally among firms. |
| | A) | True. |
| | B) | False. |
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4 | |
Merit guide charts do not relate employee performance rating and location in pay grade to merit pay increases. |
| | A) | True. |
| | B) | False. |
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5 | |
Companies with a history of good performance have two common characteristics: a short-term strategic view of their executives and stability in their executive groups. |
| | A) | True. |
| | B) | False. |
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6 | |
Employee Stock Ownership Plans (ESOPs) are always established as a way of borrowing money. |
| | A) | True. |
| | B) | False. |
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7 | |
The two countries that tie pay to performance through bonus systems are _________ and __________. |
| | A) | United States, England |
| | B) | Hong Kong, People's Republic of China |
| | C) | United States, West Germany |
| | D) | United States, Japan |
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8 | |
Social comparisons of __________ and __________ are examples of equity theories. |
| | A) | pay, benefits |
| | B) | office size, status symbols |
| | C) | my living standards, living standards of others |
| | D) | inputs, outcomes |
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9 | |
The process of ranking jobs in terms of their relative worth to a firm is called: |
| | A) | job evaluation. |
| | B) | job analysis. |
| | C) | pay survey. |
| | D) | pay structure. |
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10 | |
The more workers _________ the more they earn in a competency-based system,. |
| | A) | produce |
| | B) | cooperate |
| | C) | exert effort |
| | D) | learn |
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11 | |
In recent years, there has been a(n) _______________ emphasis on long-term incentives in executive compensation systems. |
| | A) | decreasing |
| | B) | increasing |
| | C) | stable |
| | D) | lack of |
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12 | |
Employee Stock Ownership Plans (ESOPs) seem to: |
| | A) | make employees work harder. |
| | B) | work best when formed for employee-centered reasons. |
| | C) | increase perceived employee influence in company decisions. |
| | D) | increase day-to-day work satisfaction. |
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2003 McGraw-Hill Higher Education