HRMG 3050: A PARTIAL LIST OF

SAMPLE FINAL EXAM QUESTIONS

ANSWER ALL QUESTIONS TO THE BEST OF YOUR ABILITY. YOUR MARK WILL DEPEND ON YOUR ABILITY TO PROVIDE EXAMPLES WHICH ILLUSTRATE YOUR POINTS.

NOTE: To assist you in studying for your exam, some of these questions can also be accessed at the Internet address (URL):

http://geocities.datacellar.net/Athens/Forum/3126/htmlhrmtoc.html

These questions include hyperlinks to WebPages providing partial answers. If you avail yourself of this study guide, please be sure to browse the entire WebPage, not just the exact location the hyperlink referred you to.

1. List and describe at least three factors (including examples) that have an influence on personality. Give an example of each factor. Why is an understanding of personality relevant to the study of Organizational Behavior?
2. An orchardist in Penticton, B.C., employs a migrant fruit picker (who hitch-hikes from one job to the next), a recent BCIT Business School graduate (who aspires to an upper management job in the fruit industry), and the wife of a wealthy local dentist (whose children have left home and gone to college). How might this orchardist use Maslow's Hierarchy of Needs to devise an effective reward system (minimize costs while maximizing employee satisfaction/effectiveness) for these employees? [15 marks]
3. Explain the Equity Theory of Motivation. Write a fictional case study that illustrates how Equity Theory works to explain motivation, or lack thereof, of employees. Be sure to include a discussion of the consequences of inequity. [20 marks]
4. List and define the three variables used in the Expectancy Theory. Explain what each of these variables contributes to the theory and describe a scenario/case where the Expectancy Theory could be applied to explain an employee's level of motivation. Be sure to tie specific elements of the case to the key variables in the theory.
5. Explain Herzberg's Two Factor Theory of Motivation. How (what was the nature of his research?) did Herzberg arrive at his theoretical framework? According to this conceptualization, what role does money play in the motivation process? Some critics of the Two Factor Theory have criticized Herzberg's research methodology; what is the nature of their criticism? In your opinion, is this criticism valid? Do you agree or disagree with Herzberg's characterization of motivation? Why? If possible, give examples to support your position.
6. Frederick Herzberg, in the Two Factor Theory of Motivation, distinguishes between "movement" and "motivation". What does he mean by these concepts? How can these concepts be related to Maslow's lower-order and higher-order needs? Give organizational examples to illustrate what he means. Do you agree or disagree with Herzberg's characterization of motivation? Why? If possible, give examples to support your position.
7. Frederick Herzberg, in the Two Factor Theory of Motivation, distinguishes between "movement" and "motivation". What are the consequences of this theory for you, as the manager, of a firm. Use examples to explain your answer (you may make any assumptions you wish about the nature of your enterprise and its employees -- but, you must state whatever assumptions you have made)
8. When faced with declining productivity or reduced profitability, some companies turn to piece rates as a means of compensating employees. Make the case for and against the use of piece rates as a means of remuneration. Your points must make reference to relevant theories of motivation (Maslow, Herzberg, McClelland, Equity, Expectancy, etc.) studied in this course. Be sure to state any assumptions you are making as you state your case for and against this form of compensation.
9. It has been argued that "history" plays an important role in interpersonal relations. Explain how this point was illustrated in the Prisoners' Dilemma Exercise. What lessons can be learned from the first three rounds of the Prisoners' Dilemma exercise? How can this idea be applied to Organizational Behavior (use examples).
10. Two BCIT students are discussing the topic of work motivation. One says, "Motivation can never come from the boss, " while the other states, "If people aren't motivated, managers are to blame." How can each position be defended? How can the two positions be reconciled with each other? Give examples to illustrate your answer. (If some Canuck players appear to be playing an uninspired game -- they appear unmotivated -- to what extent is the coach responsible?)
11. Describe the Blanchard model of leadership (be sure to explain what the key variables in this model are). Describe two scenarios in which two of the leadership styles defined by the theory would be the appropriate styles to use. Be sure to explain WHY these particular styles would be the most appropriate than others.
12. What is the basic premise of the Vroom-Yetton Leadership Model (be specific in your description of the situational variables and the concomitant leadership styles)? Describe two situations that would, according to this model, require two different leadership styles. Explain how you would arrive at a decision with respect to these styles using the Vroom-Yetton Model. [20 marks]
13. Describe the Dependence Theory of Power. Explain how the perception of power affects bargaining strategies and/or how bargaining strategies are designed to alter perceptions of relative power (i.e., dependence). Give examples to illustrate your points.
14. List and define at least three bases of power. Give examples (real or fictional) of how each of these sources of power has or may be used in an organizational setting.  [15 marks]
15. Models are, by definition, a simplification of reality. However, models can be a useful way of trying to understand or describe organizational reality or the state of interpersonal relationships. Give two examples of models/theories studied in this course. Describe their utility and their limitations. Give examples of situations where you might use these models/theories. [20 marks]
16. List three reasons for doing a job analysis. Give examples to show the utility of doing a job analysis for each of these reasons.
17. Describe two methodologies used to do Job Analyses. Compare and contrast these methods and explain the pros and cons of each. Explain the importance of Job Analyses to the practice of Human Resource Management.
18. Give 2 examples of internal recruitment. Give 2 examples of external recruitment .What are the advantages and disadvantages of each type of recruitment?
19. List and describe four steps that help reduce errors in the selection process. What role does validity play in the determination of the efficacy of a selection (screening) process. Give an example to illustrate your point. Similarly, describe the role of reliability as it relates of selection tools. Give an example to illustrate your point.
20. A firm that relies primarily on internal recruitment may encounter the "Peter Principle". Define the "Peter Principle" and describe how this phenomenon may be avoided.
21. Describe the key steps in Management by Objectives (MBO). Explain why MBO is considered a form of performance appraisal.
22. List and give examples of two internal and two external factors that affect a firm's compensation policies. Compare and contrast the factor comparison method and the ranking method as used in job evaluation. List and describe the steps used in Factor Comparison as a means of determining pay rates.
23. Define internal and external equity as it relates to compensation. Explain why these concepts are important considerations in the establishment of compensation policies. (What might happen if questions of equity are ignored?)
24. The purpose of performance appraisal may be either evaluative or developmental; define these terms. Give examples of each type of appraisal to illustrate your definition. List and describe four types of performance appraisal biases. Give examples illustrating two such biases.
25. Describe the steps necessary in the development of Behaviorally Anchored Rating Scales (BARS). Explain how you would utilize these steps in the development of BARS for the evaluation of BCIT instructors.
26. Proponents of Total Quality Management (TQM) essentially reject traditional performance appraisal methodologies. What is the essence of this position? Do you agree or disagree? Why?
27. Discuss the advantages (and disadvantages), of the British Columbia Employment Standards Act, from the perspective of:
    • employees
    • employers
    • the general public
28. Discuss the advantages (and disadvantages) of a unionized workforce from the perspective of:
    • workers
    • employers
    • the general public
29. Employment Standards Act questions (as a study guide, please refer to the Employment Standards Act links at the HRM Website -- http://geocities.datacellar.net/Athens/Forum/3126/htmlhrmtoc.html):
    1. Are employees entitled to a paid lunch break?
    2. How many weeks of vacation is an employee entitled to after 4 years of consecutive employment?
    3. Is an employee entitled to be paid during his/her vacation?
    4. Is an employee who works 12 consecutive hours entitled to overtime pay calculated at double time?
    5. Can an employer require employees to maintain their company uniforms?
    6. What is the minimum wage?
    7. Does the Act require an employer to give coffee breaks?
    8. Is an employer required to pay for job orientation, training, or meetings?
    9. May an employer require an employee to work overtime?
    10. Is an employer required to pay overtime for work performed on a weekend?
    11. Does the Act permit an employee to work through an annual vacation and be paid for this time as well as receive vacation pay?
30. The British Columbia Labour Relations Code does not permit employers to use "replacement workers" (replacing the workers out on the picket line) during a legal strike? Do you agree or disagree? Explain your position. Explain why the other position (opposed to yours) might also have some merit.
31. The groundwork for the maquiladora option was laid through the BIP. List and describe 2 advantages and/or restrictions of the BIP. [4 marks]
32. How has organized labor (unions) in the USA characterized and responded to the establishment of US branch plants in the maquiladora regions? [5 marks]
33. List and describe 3 of the most common "people" -- Human Resources -- problems encountered by maquila managers. [6 marks]
34. Explain what is meant by the statement: "In the maquila, paternalism is expected...." What does this statement tell us about the realtionship between managers and their employees in the maquila?
35. List the "three sacred treasures" of Japaneses management. [3 marks]
36. Compare and contrast Korean and Mexican cultural and mangerial practices as outlined in KOREAN MNCS AND THE MAQUILADORAS. [10 marks]
37. Describe the Korean concept of "eui-yok". How does this concept manifest itself in Korean managerial practices? How has this concept affected Korean managers in Mexico? [10 marks]
38. How do general expectations with respect to compensation differ bewteen Mexicans and Koreans? [5 marks]
39. Korean ideals of Confucianism pose some very real HRM problems when "imported" into Mexico. Give 2 examples of such problems. [10 marks]
40. Hofstede found Korea to be one of the countries with the largest "power distance". What does he mean? How is this manifested in Korean managerial practices? Is this a problem in Mexico? Why/why not? Explain. [20 marks]
41. Compare and contrast Human Resource Managment and Labor Relations practices in Germany, France, and Spain. [20 marks]
42. List and describe 4 unique features of German-style management. [15 marks]
43. List 4 "social matters" over which a Betriebsrat has codetermination rights. [4 marks]
44. How are disagreements between a Betriebsrat and a form's management resolved? [2 marks]
45. In what ways does a Betriebsrat differ from a union? [5 marks]
46. What are the advantages and disadvantages of a German-style works council system? Would/could such a system work in Canada? Why/why not? [25 marks]
47. List and describe 2 ways in which Japanese HRM practices differ from those of most Canadian companies. [10 marks]
48. How is compensation management different in Japan than in most Canadian firms? [5 marks]
49. As described in the video Final Offer, unions play a significant role in the operations of Canadian General Motors plants. Clearly, unions do not play a role in the Chinese factories described in the article BOOT CAMP AT A SHOE FACTORY: REGIMENTED WORKERS IN CHINA'S FREE LABOUR MARKET. As students of international trade, what lessons can you draw from these very different scenarios?

    Compare and contrast the working conditions in the General Motors plant in Oshawa circa 1984 (as you witnessed in the video Final Offer) with those described in the article. As you answer this, do so from the perspective of workers' rights, employers' rights, worker organizations (unions), societal concerns, economic issues, and international trade. What role does (should) legislation play in the governance of the relationship between workers and workers' organizations, and employers? Put another way, to what extent should these parties be free to sort out their differences as opposed to being regulated by government? Finally, in your opinion, should the market for labor be governed by the same economic conditions that govern the trade in other commodities? Defend your position. [30 marks]

50. How are the approaches to work motivation of Herzberg and of Hackman and Oldham related or similar? How do these approaches differ? According to the Hackman and Oldham model, what are the five key characteristics of a motivating job (list them)? Define these characteristics, and give examples of each.
51. Compare and contrast 3 elements of Human Resource Management (for example, recruitment, selection, compensation, promotion, safety, training and development, labor relations, performance appraisal) in 3 different countries. Refer to the readings you have done during this term.
52. Some key differences in how the management of human resources may be contingent upon cultural differences are detailed in the article KOREAN MNCS AND THE MAQUILADORAS. List and describe 4 differences encountered by Korean managers in Mexico and/or Mexican employees working for Korean managers. If you wish, you may also make reference to information from other articles you have read this term.
53. The research of both Hofstede and Trompenaars is frequently cited in articles pertaining to international trade and the management of employees in different countries/cultures. Please summarize the key points of both scholars' conceptual frameworks. (HINT: use the 3050 Readings file you downloaded, and do a search of both scolars' names) Discuss the utility of their work.

     

Updated: 02/02/21 12:24:09 PM