Training can help convey to employees how their competitive environment is changing and why their own behaviors need to be altered.
Questions such as, “Give me an example of a work-related problem that you had to deal with” or “talk about a recent group experience you had at work and the role that you played” are examples of which type of interviews?
is a widely shared perception that decisions are being made on the basis of valid criteria.
is the failure of newly learned behaviors to transfer to on-the-job experiences.
In order to accomplish fair process, removal and replacement decisions should be:
The biggest advantages of formal appraisal are validity and accuracy.
a formal process in which top executives regularly review all managers at or above a certain hierarchical level, looking at both performance and potential, and devise developmental plans for their most promising individuals.
Engagement, explanation and expectation clarity are 3 factors that contribute to:
The desired goal of the performance feedback process is alignment between the future needs of the organization and the desires and motivations of employees.
Person-organization fit looks:
The second component of the change effort and training programs is a knowledge component: an awareness of the forces demanding strategic renewal and change and the options available to the organization in response to those forces.
Workforce reductions and employee layoffs may be effective in improving short-term performance but will not by themselves produce the human resource competencies required to support strategic renewal and sustain outstanding performance.
On-the-job experience is less useful than behavioral and cognitive training in developing new skills among executives.
“Buying” involves injecting the organization with new employees who possess the desired set of competencies.
involves assuring that the skills and behaviors of employees within the organization will enable the effective implementation of the organization’s strategy
A selection tool that uses role plays and behavior demonstrations is called a:
In order to develop required human resource competencies, organizational leaders need to align the selection, training, development, and removal of employees with the behavioral requirements of the desired change.
A test is self-administered and quantifiable, used in selection.
refers to an awareness of the forces demanding strategic renewal and change and the options available to the organization in response to those forces.
can be described as the process of “getting the right people on the bus” and “the wrong people off the bus.”
Which statement is correct in regards to developing required competencies through a “buy” approach?
When supervisors seek to clone themselves, the effect is damaging for the employees, not for the organization.
Self-appraisal and data from multiple sources can increase the and
of performance feedback
New behaviors acquired during experiential training will fade out unless the work environment to which participants return supports new behaviors and participants understand and accept the fact that outstanding performance will require those behaviors.
A “making” approach to human resource development implies developing the needed new set of competencies and behaviors in current employees. It assumes that employees are both capable of and motivated to acquire and utilize new skills and engage in new behaviors.
raise(s) base salary based on performance.
Cross-functional teams can be used to achieve linkages across the various and interdependent activities of an organization’s supply chain.
What are the choices when introducing new technology in an organization?
Introducing a new incentive plan early in the change implementation:
What are the challenges in regards to pay-for-performance for individual incentives?
As organizations move beyond the small, start-up stage, they are likely to adopt a simple divisional structure.
Organizations call upon performance bonuses to enhance the effectiveness of teams, but the bonus may undermine collaboration between team is when all activities associated with a particular product or family of products is brought together in a divisional unit.
Leaders opt for a divisional structure in order to reinforce a strategy that emphasizes efficiencies and depth of technical know-how and experience.
Which of the following is correct when both divisional and functional structures exist in an overlapping fashion, allowing for dual focus?
The object of the divisional structure, whether it is focused on products, customer groups, or geographic locations, is to reinforce a market-focused strategy.
Most jobs can be individually isolated and precisely measured without taking into account complex interdependencies.
When structural change occurs early in a change process, employees can be confused by its purpose, unsure of what new competencies are being required, and unwilling—or unable— to make appropriate alterations in behavioral patterns.
is a belief on the part of employees that their pay is fair and equitable, and is a prerequisite for intrinsic motivation.
Bonuses based on the overall performance of the organization make a symbolic statement recognizing the shared purpose and responsibility of all employees and organizational units.
refers to a reward external to the individual and provided by the organization.
Functional silos are characteristic features of functional structures but do not exist in divisional structures.
Structural change should be part of which stage in Lewin’s change theory?
Functional structure refers to a way of reinforcing behaviors that respond to the marketplace. All activities associated with a particular product or family of products are brought together in a divisional unit.
Organizational structure refers to the formal manner in which employees are subdivided into units and divisions as a way of focusing their effort on the required tasks of the company.
Structural, system and technology changes should be the change process.
is designed to surface any misalignment that may exist between patterns of internal behavior and a desired new strategy.
Leaders call on functional structures to focus both individuals and units on their contribution to the organization’s tasks.
Leaders must choose between a functional orientation on technical efficiencies or a focus on marketplace responsiveness.
When structural change occurs early in a change process, employees are likely to be: