OM-Q2/W4
問題一覧
1
- all forms of pay given by employers to their employees for the performance of their jobs
Compensation
2
a process undertaken by the organization, usually done once a year, designed to measure employees’ work performance
Performance Evaluation
3
the connection created among employees/workers as they do their assigned tasks for the organization to which they belong
Employee Relation
4
series of actions initiated by employee groups toward an end or specific goal
Employee Movements
5
the principle of combination for unity of purpose and actionthe principle of combination for unity of purpose and action
Unionism
6
gift, prize, or recompense for merit, service, or achievement, which may have a motivating effect on the employeegift, prize, or recompense for merit, service, or achievement, which may have a motivating effect on the employee
Reward
7
refers to money, finance, or currency reward
Monetary Reward
8
refers to intrinsic rewards which do not
pertain to money or finance
Nonmonetary Reward
9
Types of Compensation 3
Direct, Indirect, Nonfinancial Compensation
10
includes workers’ salaries, incentive pays, bonuses, and commission
Direct Compensation
11
– includes benefits given by employers other than financial remunerations; for example travel, educational and health benefits, and others
Indirect Compensation
12
includes recognition programs, being assigned to do rewarding jobs, or enjoying management support, ideal work environment, and convenient work hours
Nonfinancial Compensation
13
related to fairness; the Equity Theory is a motivation theory focusing on employees’ response to the pay that they receive and the feeling that they receive less or more than they deserve.
Pay Equity
14
another theory of motivation which predicts that employees are motivated to work well because of the attractiveness of the rewards or benefits that they may receive from a job assignment.
Expectancy Theory
15
when pay is computed according to the number of
units produced
Piecework Basis
16
when pay is computed according to the number of work
hours rendered
Hourly Basis
17
when pay is computed according to the number of
workdays rendered
Daily Basis
18
when pay is computed according to the number of
workweeks rendered
Weekly Basis
19
when pay is computed according to the number of work
months renderedwhen pay is computed according to the number of work
months rendered
Monthly Basis
20
These are fulfilled through appraisal/ evaluation programs that provide information that may be used as a basis for compensation decisions, promotions, transfers, and terminations.
Administrative Purpose
21
These are fulfilled through appraisal/ evaluation programs that provide information about employee’s performance and their strengths and weaknesses that may be used as a basis for identifying their training and developmental needs.
Development Purpose
22
performanceevaluationmethoddesignedtofindout if the employee possesses important work characteristics such as consciousness, creativity, emotional stability, and others
Trait Methods
23
performance appraisal method where each characteristic to be evaluated is represented by a scale on which the evaluator or rater indicates the degree to which an employee possesses that characteristic
Graphic Rating Scales
24
performance evaluation that requires the rater to choose from two statements purposely designed to distinguish between positive or negative performance; for example: works seriously – works fast; shows leadership – has initiative
Forced Choice Method
25
a behavioral approach to performance appraisal that includes five to ten vertical scales, one for each important strategy for doing the job and numbered according to its importance
Behaviorally Anchored Rating Scale
26
a behavioral approach to performance appraisal that measures the frequency of observed behavior
Behavior Observation Scale
27
Performance Appraisal helps the supervisors to chalk out the promotion programs for efficient employees. In this regard, inefficient workers can be dismissed or demoted in case.
Promotion
28
Performance Appraisal helps in chalking out compensation packages for employees. Merit rating is possible through performance appraisal. Performance appraisal tries to give worth to performance.
Compensation
29
The systematic procedure of performance appraisal helps the supervisors to frame training policies and programs.
Employee Development
30
Performance Appraisal helps the supervisors to understand the validity and importance of the selection procedure.Performance Appraisal helps the supervisors to understand the validity and importance of the selection procedure.
Selection Validation
31
Performance Appraisal serves as a motivation tool. Through evaluating the performance of employees, a person’s efficiency can be determined if the targets are achieved.
Motivation
32
rewards that pertain to money, finance, or currency.
Monetary Rewards
33
financial remuneration given in exchange for work performance that will help the organization attain its goals; examples:
weekly, monthly, or hourly pay, piecework compensation, etc.
Pay or Salary
34
indirect forms of compensation given to employees/ workers to improve the quality of their work and personal lives; health care benefits, retirement benefits, educational benefits, and others
are examples of these
Benefits
35
rewards that are based upon pay-for-performance
philosophy; it establishes a baseline performance level that employees or groups of employees must reach to be given such reward or payment; examples; bonuses, merit pay, sales incentives, etc.
Incentives
36
a compensation package for executives of organizations which consists of
five components: basic salary,
bonuses, stock plans, benefits,
and perquisites
Executive Pay
37
are plans that
grant employees the right to buy a specific number of shares of the organization’s stocks at a guaranteed price during a selected period
Stock Options
38
rewards that do not pertain to money, finance, or currency; refer to intrinsic rewards that are self-granted and which have a positive psychological effect on the employee who receives them.
Nonmonetary Reward
39
a nonmonetary reward that may be given to individual employees or groups/teams for meritorious service or outstanding performance; trophies, medals, or certificates of recognition may
be given instead of cash or extrinsic rewards
Award
40
a form of nonmonetary, intrinsic reward given by superiors
to their subordinates when they express oral or verbal appreciation for excellent job performance
Praise
41
Strong employment relations create a pleasant atmosphere within the work environment; it increases employee motivation and can also be increased through improved employee morale.
Productivity
42
Creating a productive and pleasant work environment has a drastic effect on an employee’s commitment to the firm, it encourages a loyal workforce. Having such a labor force improves employee retention, in doing so the cost of recruitment, hiring, and training are cut drastically.
Employee Loyalty
43
When a work environment is efficient and friendly, the extent of conflict within the workplace is reduced. Fewer conflict results in the employees being to concentrate on the tasks at hand and they are therefore more productive.
Conflic Reduction
44
a formal union of employees/workers that deals with employers, representing workers in their pursuit of justice and fairness and in their fight for their collective or common interests.
Labor Union
45
complaints regarding wages or salaries and benefits given to them by the management are the usual reasons why employees join labor unions
Fianancial Needs
46
perceptions of employees regarding unfair or biased managerial actions are also the reason why they join mass movements; examples of lack of fairness in management are favoritism related to promotion and giving of training opportunities and exemption from disciplinary action
Unfair Management Practices
47
somejoinunionsforthesatisfaction of their needs for affiliation with a group and for the prestige associated with coworkers’ recognition of one’s leadership qualities
Social and Leadership Concern
OM-Q1/W6
OM-Q1/W6
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OM-Q1/W6
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Kent jovert Imo · 23問 · 2年前OM-Q1/W7
OM-Q1/W7
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OM-Q2/W1
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OM-Q2/W1
9問 • 2年前OM-Q2/W2
OM-Q2/W2
Kent jovert Imo · 7問 · 2年前OM-Q2/W2
OM-Q2/W2
7問 • 2年前OM-Q2/W3
OM-Q2/W3
Kent jovert Imo · 11問 · 2年前OM-Q2/W3
OM-Q2/W3
11問 • 2年前OM-Q2/W5
OM-Q2/W5
Kent jovert Imo · 46問 · 2年前OM-Q2/W5
OM-Q2/W5
46問 • 2年前OM-Q2/W6
OM-Q2/W6
Kent jovert Imo · 34問 · 2年前OM-Q2/W6
OM-Q2/W6
34問 • 2年前問題一覧
1
- all forms of pay given by employers to their employees for the performance of their jobs
Compensation
2
a process undertaken by the organization, usually done once a year, designed to measure employees’ work performance
Performance Evaluation
3
the connection created among employees/workers as they do their assigned tasks for the organization to which they belong
Employee Relation
4
series of actions initiated by employee groups toward an end or specific goal
Employee Movements
5
the principle of combination for unity of purpose and actionthe principle of combination for unity of purpose and action
Unionism
6
gift, prize, or recompense for merit, service, or achievement, which may have a motivating effect on the employeegift, prize, or recompense for merit, service, or achievement, which may have a motivating effect on the employee
Reward
7
refers to money, finance, or currency reward
Monetary Reward
8
refers to intrinsic rewards which do not
pertain to money or finance
Nonmonetary Reward
9
Types of Compensation 3
Direct, Indirect, Nonfinancial Compensation
10
includes workers’ salaries, incentive pays, bonuses, and commission
Direct Compensation
11
– includes benefits given by employers other than financial remunerations; for example travel, educational and health benefits, and others
Indirect Compensation
12
includes recognition programs, being assigned to do rewarding jobs, or enjoying management support, ideal work environment, and convenient work hours
Nonfinancial Compensation
13
related to fairness; the Equity Theory is a motivation theory focusing on employees’ response to the pay that they receive and the feeling that they receive less or more than they deserve.
Pay Equity
14
another theory of motivation which predicts that employees are motivated to work well because of the attractiveness of the rewards or benefits that they may receive from a job assignment.
Expectancy Theory
15
when pay is computed according to the number of
units produced
Piecework Basis
16
when pay is computed according to the number of work
hours rendered
Hourly Basis
17
when pay is computed according to the number of
workdays rendered
Daily Basis
18
when pay is computed according to the number of
workweeks rendered
Weekly Basis
19
when pay is computed according to the number of work
months renderedwhen pay is computed according to the number of work
months rendered
Monthly Basis
20
These are fulfilled through appraisal/ evaluation programs that provide information that may be used as a basis for compensation decisions, promotions, transfers, and terminations.
Administrative Purpose
21
These are fulfilled through appraisal/ evaluation programs that provide information about employee’s performance and their strengths and weaknesses that may be used as a basis for identifying their training and developmental needs.
Development Purpose
22
performanceevaluationmethoddesignedtofindout if the employee possesses important work characteristics such as consciousness, creativity, emotional stability, and others
Trait Methods
23
performance appraisal method where each characteristic to be evaluated is represented by a scale on which the evaluator or rater indicates the degree to which an employee possesses that characteristic
Graphic Rating Scales
24
performance evaluation that requires the rater to choose from two statements purposely designed to distinguish between positive or negative performance; for example: works seriously – works fast; shows leadership – has initiative
Forced Choice Method
25
a behavioral approach to performance appraisal that includes five to ten vertical scales, one for each important strategy for doing the job and numbered according to its importance
Behaviorally Anchored Rating Scale
26
a behavioral approach to performance appraisal that measures the frequency of observed behavior
Behavior Observation Scale
27
Performance Appraisal helps the supervisors to chalk out the promotion programs for efficient employees. In this regard, inefficient workers can be dismissed or demoted in case.
Promotion
28
Performance Appraisal helps in chalking out compensation packages for employees. Merit rating is possible through performance appraisal. Performance appraisal tries to give worth to performance.
Compensation
29
The systematic procedure of performance appraisal helps the supervisors to frame training policies and programs.
Employee Development
30
Performance Appraisal helps the supervisors to understand the validity and importance of the selection procedure.Performance Appraisal helps the supervisors to understand the validity and importance of the selection procedure.
Selection Validation
31
Performance Appraisal serves as a motivation tool. Through evaluating the performance of employees, a person’s efficiency can be determined if the targets are achieved.
Motivation
32
rewards that pertain to money, finance, or currency.
Monetary Rewards
33
financial remuneration given in exchange for work performance that will help the organization attain its goals; examples:
weekly, monthly, or hourly pay, piecework compensation, etc.
Pay or Salary
34
indirect forms of compensation given to employees/ workers to improve the quality of their work and personal lives; health care benefits, retirement benefits, educational benefits, and others
are examples of these
Benefits
35
rewards that are based upon pay-for-performance
philosophy; it establishes a baseline performance level that employees or groups of employees must reach to be given such reward or payment; examples; bonuses, merit pay, sales incentives, etc.
Incentives
36
a compensation package for executives of organizations which consists of
five components: basic salary,
bonuses, stock plans, benefits,
and perquisites
Executive Pay
37
are plans that
grant employees the right to buy a specific number of shares of the organization’s stocks at a guaranteed price during a selected period
Stock Options
38
rewards that do not pertain to money, finance, or currency; refer to intrinsic rewards that are self-granted and which have a positive psychological effect on the employee who receives them.
Nonmonetary Reward
39
a nonmonetary reward that may be given to individual employees or groups/teams for meritorious service or outstanding performance; trophies, medals, or certificates of recognition may
be given instead of cash or extrinsic rewards
Award
40
a form of nonmonetary, intrinsic reward given by superiors
to their subordinates when they express oral or verbal appreciation for excellent job performance
Praise
41
Strong employment relations create a pleasant atmosphere within the work environment; it increases employee motivation and can also be increased through improved employee morale.
Productivity
42
Creating a productive and pleasant work environment has a drastic effect on an employee’s commitment to the firm, it encourages a loyal workforce. Having such a labor force improves employee retention, in doing so the cost of recruitment, hiring, and training are cut drastically.
Employee Loyalty
43
When a work environment is efficient and friendly, the extent of conflict within the workplace is reduced. Fewer conflict results in the employees being to concentrate on the tasks at hand and they are therefore more productive.
Conflic Reduction
44
a formal union of employees/workers that deals with employers, representing workers in their pursuit of justice and fairness and in their fight for their collective or common interests.
Labor Union
45
complaints regarding wages or salaries and benefits given to them by the management are the usual reasons why employees join labor unions
Fianancial Needs
46
perceptions of employees regarding unfair or biased managerial actions are also the reason why they join mass movements; examples of lack of fairness in management are favoritism related to promotion and giving of training opportunities and exemption from disciplinary action
Unfair Management Practices
47
somejoinunionsforthesatisfaction of their needs for affiliation with a group and for the prestige associated with coworkers’ recognition of one’s leadership qualities
Social and Leadership Concern