对外经贸大学：《人力资源管理 Human Resource Management》课程教学资源（作业）Chapter 9 Recognizing Employee Contributions with Pay

裢喇外倚贺多大号 人力资源管理 Chapter 9 Recognizing Employee Contributions with Pay True/False Questions 12-1.A study of individual pay practices at roughly 150 organizations found not only that the largest differences between organizations had to do with how they paid,but that these differences resulted in different levels of productivity. Ans:F Difficulty:M Page 422 L02 12-2.The statement,"High employee performance followed by a monetary reward will make future high performance more likely,"is based on Thorndike's Law of Effect. Ans:T Difficulty:E Page 422 L02 12-3.Compensation systems mainly differ in their impact on the valence of pay outcomes to employees. Ans:F Difficulty:M Page 423 L03 12-4.According to agency theory,when management spends money on"superfluous"perquisites such as corporate jets,agency costs are incurred. 第1页共27页

人力资源管理 Chapter 9 Recognizing Employee Contributions with Pay True/False Questions 12-1. A study of individual pay practices at roughly 150 organizations found not only that the largest differences between organizations had to do with how they paid, but that these differences resulted in different levels of productivity. Ans: F Difficulty: M Page 422 LO2 12-2. The statement, “High employee performance followed by a monetary reward will make future high performance more likely,” is based on Thorndike’s Law of Effect. Ans: T Difficulty: E Page 422 LO2 12-3. Compensation systems mainly differ in their impact on the valence of pay outcomes to employees. Ans: F Difficulty: M Page 423 LO3 12-4. According to agency theory, when management spends money on “superfluous” perquisites such as corporate jets, agency costs are incurred. 第 1 页 共 27 页

链剥挂将发多大是 人力资源管理 Ans:T Difficulty:M Page 423 LO3 12-5.According to agency theory,risk aversion among agents makes outcome-oriented contracts less likely. Ans:T Difficulty:M Page 424 L01 12-6.Different pay systems attract different people depending on their personality traits and values. Ans:T Difficulty:M Page 425 L02 12-7.Merit increases grids display an organization's policy for linking the size and frequency of pay increases to an individual's performance rating and position in the pay range. Ans:T Difficulty:E Page 427 L01 12-8.Incentive pay refers to linking annual pay increases to performance appraisal ratings. Ans:F Difficulty:E Page 426;Table 12.1 L01 第2页共27页

人力资源管理 Ans: T Difficulty: M Page 423 LO3 12-5. According to agency theory, risk aversion among agents makes outcome-oriented contracts less likely. Ans: T Difficulty: M Page 424 LO1 12-6. Different pay systems attract different people depending on their personality traits and values. Ans: T Difficulty: M Page 425 LO2 12-7. Merit increases grids display an organization’s policy for linking the size and frequency of pay increases to an individual’s performance rating and position in the pay range. Ans: T Difficulty: E Page 427 LO1 12-8. Incentive pay refers to linking annual pay increases to performance appraisal ratings. Ans: F Difficulty: E Page 426; Table 12.1 LO1 第 2 页 共 27 页

肖外径舍贸多本誉 人力资源管理 12-9.Deming argues for the use of merit pay in increasing organization performance levels. Ans:F Difficulty:M Page 428 LOI 12-10.Employee assessments of the fairness of their compensation,which is based on the amount they receive,is referred to as distributive fairness(or distributive justice). Ans:T Difficulty:E Page 429 L01 12-11.A major criticism of merit pay programs is that high performers are not paid significantly more than mediocre or even poor performers. Ans:T Difficulty:M Page 429 L02 12-12.Individual incentive pay plans are more commonly found in organizations than merit pay plans. Ans:F Difficulty:E Page 431 LOI 12-13.Employees"exercise"their stock options when they choose to buy stock at a price that has been previously fixed. 第3页共27页

人力资源管理 12-9. Deming argues for the use of merit pay in increasing organization performance levels. Ans: F Difficulty: M Page 428 LO1 12-10. Employee assessments of the fairness of their compensation, which is based on the amount they receive, is referred to as distributive fairness (or distributive justice). Ans: T Difficulty: E Page 429 LO1 12-11. A major criticism of merit pay programs is that high performers are not paid significantly more than mediocre or even poor performers. Ans: T Difficulty: M Page 429 LO2 12-12. Individual incentive pay plans are more commonly found in organizations than merit pay plans. Ans: F Difficulty: E Page 431 LO1 12-13. Employees “exercise” their stock options when they choose to buy stock at a price that has been previously fixed. 第 3 页 共 27 页

碰剥经悔贸多大号 人力资源管理 Ans:T Difficulty:M Page 433 L01 12-14.Employee Stock Ownership Plans (ESOPs)can carry significant investment risks for employees. Ans:T Difficulty:E Page 434 L01 12-15.Recent research findings suggest that the positive effects of employee ownership are no larger in organizations where employees have greater participation in decision making than in organizations where employees have less participation. Ans:F Difficulty:M Page 434 L02 12-16.One significant difference between gainsharing plans and profit-sharing plans is that gainsharing plan payouts are generally distributed more frequently. Ans:T Difficulty:E Page 435 LOI 12-17.Group incentive pay plans tend to use a broader range of performance measures than do team award pay plans. Ans:F Difficulty:E 第4页共27页

人力资源管理 Ans: T Difficulty: M Page 433 LO1 12-14. Employee Stock Ownership Plans (ESOPs) can carry significant investment risks for employees. Ans: T Difficulty: E Page 434 LO1 12-15. Recent research findings suggest that the positive effects of employee ownership are no larger in organizations where employees have greater participation in decision making than in organizations where employees have less participation. Ans: F Difficulty: M Page 434 LO2 12-16. One significant difference between gainsharing plans and profit-sharing plans is that gainsharing plan payouts are generally distributed more frequently. Ans: T Difficulty: E Page 435 LO1 12-17. Group incentive pay plans tend to use a broader range of performance measures than do team award pay plans. Ans: F Difficulty: E 第 4 页 共 27 页

爸剥斗煙降食多本学 人力资源管理 Page 436 LOI 12-18.Gainsharing plans like the Scanlon plan and other pay-for-performance plans include monetary awards only. Ans:F Difficulty:M Page 435 L01 12-19.One reason for the attention given to executive pay is that in some companies top-executive pay is higher every year regardless of profitability or stock market performance. Ans:T Difficulty:E Page 437 L01 12-20.A Business Week study of over 300 companies found that,on average,a top executive's base salary plus his or her short-term bonuses accounted for more than 50 percent of his or her total compensation. Ans:F Difficulty:H Page 437 L01 12-21.Recent research suggests that the use of pay-for-performance plans among top-and middle-level managers led to higher levels of profitability. Ans:T Difficulty:M Page 437 L01 第5页共27页

人力资源管理 Page 436 LO1 12-18. Gainsharing plans like the Scanlon plan and other pay-for-performance plans include monetary awards only. Ans: F Difficulty: M Page 435 LO1 12-19. One reason for the attention given to executive pay is that in some companies top-executive pay is higher every year regardless of profitability or stock market performance. Ans: T Difficulty: E Page 437 LO1 12-20. A Business Week study of over 300 companies found that, on average, a top executive’s base salary plus his or her short-term bonuses accounted for more than 50 percent of his or her total compensation. Ans: F Difficulty: H Page 437 LO1 12-21. Recent research suggests that the use of pay-for-performance plans among top- and middle-level managers led to higher levels of profitability. Ans: T Difficulty: M Page 437 LO1 第 5 页 共 27 页

莲喇外降餐多大岸 人力资源管理 12-22.Employee involvement in the design and implementation of pay policies has been linked to higher pay satisfaction and job satisfaction. Ans:T Difficulty:E Page 439 L04 12-23.A compensation strategy that would best fit with an organization that follows a prospector strategy would be one in which employees receive relatively low levels of fixed compensation and there is an emphasis on variable pay. Ans:T Difficulty:M Page 442 L01 12-24.There is strong research evidence that profit sharing plans contribute to organizational performance. Ans:F Difficulty:E Page 432 L02 12-25.Intrinsic rewards flow from the work itself. Ans:T Difficulty:M Page 423 L01 第6页共27页

人力资源管理 12-22. Employee involvement in the design and implementation of pay policies has been linked to higher pay satisfaction and job satisfaction. Ans: T Difficulty: E Page 439 LO4 12-23. A compensation strategy that would best fit with an organization that follows a prospector strategy would be one in which employees receive relatively low levels of fixed compensation and there is an emphasis on variable pay. Ans: T Difficulty: M Page 442 LO1 12-24. There is strong research evidence that profit sharing plans contribute to organizational performance. Ans: F Difficulty: E Page 432 LO2 12-25. Intrinsic rewards flow from the work itself. Ans: T Difficulty: M Page 423 LO1 第 6 页 共 27 页

莲喇母矮将贸多大学 人力资源管理 Multiple Choice Questions 12-26.Which of the following theories emphasizes the importance of a person's actual experience of a reward following a certain behavior? a.Reinforcement theory b.Expectancy theory c.Agency theory d.Equity theory Ans:a Difficulty:E Page 422 L02 12-27.Compensation systems differ according to their impact on the dimensions of expectancy theory, but generally speaking they have their greatest impact on which dimension? a.Expectancy b.Instrumentality c.Valence d.Equity Ans:b Difficulty:M Page 423 L02 12-28.Research shows that owner-controlled and manager-controlled firms differ in which manner? a.Owners more readily diversify their investments. b.Managers like to maximize their wealth. c.Managers prefer relatively little risk in their pay. d.Owners pursue more perquisites. Ans:c Difficulty:M Page 423 L03 第7页共27页

人力资源管理 Multiple Choice Questions 12-26. Which of the following theories emphasizes the importance of a person’s actual experience of a reward following a certain behavior? a. Reinforcement theory b. Expectancy theory c. Agency theory d. Equity theory Ans: a Difficulty: E Page 422 LO2 12-27. Compensation systems differ according to their impact on the dimensions of expectancy theory, but generally speaking they have their greatest impact on which dimension? a. Expectancy b. Instrumentality c. Valence d. Equity Ans: b Difficulty: M Page 423 LO2 12-28. Research shows that owner-controlled and manager-controlled firms differ in which manner? a. Owners more readily diversify their investments. b. Managers like to maximize their wealth. c. Managers prefer relatively little risk in their pay. d. Owners pursue more perquisites. Ans: c Difficulty: M Page 423 LO3 第 7 页 共 27 页

莲勇哈餐多产孝 人力资源管理 12-29.Which of the following is not a type of agency cost that arises in managerial compensation? a.Management's desire for perquisites b.Management's risk aversion c.Replacement costs d.Different decision-making horizons for principals and agents Ans:c Difficulty:M Page 423 L03 12-30.Which of the following is not a feature of outcome-oriented principal-agent contacts? a.When profits are high,compensation goes up. b.The principal must invest in monitoring information. c.Agents require a compensating wage differential. d.Risk is transferred to the agent. Ans:b Difficulty:H Page 424 L03 12-31.When using agency theory to analyze employee compensation,employees are referred to as the a.agents. b.principals. c.agency costs. d.stakeholders. Ans:a Difficulty:M Page 423 LO3 12-32.According to agency theory,when a compensation system aligns the interests of the agent with the principal's own interests,the compensation system should 第8页共27页

人力资源管理 12-29. Which of the following is not a type of agency cost that arises in managerial compensation? a. Management’s desire for perquisites b. Management’s risk aversion c. Replacement costs d. Different decision-making horizons for principals and agents Ans: c Difficulty: M Page 423 LO3 12-30. Which of the following is not a feature of outcome-oriented principal-agent contacts? a. When profits are high, compensation goes up. b. The principal must invest in monitoring information. c. Agents require a compensating wage differential. d. Risk is transferred to the agent. Ans: b Difficulty: H Page 424 LO3 12-31. When using agency theory to analyze employee compensation, employees are referred to as the a. agents. b. principals. c. agency costs. d. stakeholders. Ans: a Difficulty: M Page 423 LO3 12-32. According to agency theory, when a compensation system aligns the interests of the agent with the principal’s own interests, the compensation system should 第 8 页 共 27 页

链男4经降贸多大是 人力资源管理 a.be behavior oriented. b.reduce agency costs. c.be outcome oriented. d.reduce risks. Ans:b Difficulty:M Page 424 LO3 12-33.Which of the following compensation systems would not be classified as an outcome-oriented contracting scheme (using agency theory terminology)? a.Stock options b.Profit sharing c.Commissions d.Merit pay Ans:d Difficulty:M Page 424 L01 12-34.Which of the following factors would support the use of an outcome-oriented contract between principals and agents? a.Risk aversion among agents b.Outcome uncertainty c.Measurable job outcomes d.Highly programmable jobs Ans:c Difficulty:M Page 424 LOI 12-35.Which of the following factors would support the use of a behavior-based contract between principals and agents? a.A tradition of using outcome-oriented contracts 第9页共27页

人力资源管理 a. be behavior oriented. b. reduce agency costs. c. be outcome oriented. d. reduce risks. Ans: b Difficulty: M Page 424 LO3 12-33. Which of the following compensation systems would not be classified as an outcome-oriented contracting scheme (using agency theory terminology)? a. Stock options b. Profit sharing c. Commissions d. Merit pay Ans: d Difficulty: M Page 424 LO1 12-34. Which of the following factors would support the use of an outcome-oriented contract between principals and agents? a. Risk aversion among agents b. Outcome uncertainty c. Measurable job outcomes d. Highly programmable jobs Ans: c Difficulty: M Page 424 LO1 12-35. Which of the following factors would support the use of a behavior-based contract between principals and agents? a. A tradition of using outcome-oriented contracts 第 9 页 共 27 页

莲剥4将发多大号 人力资源管理 b.R&D-oriented jobs c.Outcome uncertainty d.Risk aversion among agents Ans:d Difficulty:M Page 424 L01 12-36.In merit pay programs an individual's compa-ratio represents his or her a.performance rating. b.position in the pay range. c.comparable worth versus others. d.ratio of pay to benefits. Ans:b Difficulty:M Page 427 L01 12-37.Many merit increase grids indicate both the size and frequency of pay increases as determined by the individual's performance rating and which of the following? a.An individual's compa-ratio b.An individual's pay grade c.An individual's seniority d.An individual's time spent in the current pay grade Ans:a Difficulty:M Page 427 L01 12-38.Employee A received the highest performance rating,has a compa-ratio of 1.2,and received a pay increase of 10 percent.Employee B received the highest performance rating and has a compa-ratio of.90.Given the way most merit increase grids work,what size pay increase would you expect employee B to receive? a.Less than 10 percent 第10页共27页

人力资源管理 b. R&D-oriented jobs c. Outcome uncertainty d. Risk aversion among agents Ans: d Difficulty: M Page 424 LO1 12-36. In merit pay programs an individual’s compa-ratio represents his or her a. performance rating. b. position in the pay range. c. comparable worth versus others. d. ratio of pay to benefits. Ans: b Difficulty: M Page 427 LO1 12-37. Many merit increase grids indicate both the size and frequency of pay increases as determined by the individual’s performance rating and which of the following? a. An individual’s compa-ratio b. An individual’s pay grade c. An individual’s seniority d. An individual’s time spent in the current pay grade Ans: a Difficulty: M Page 427 LO1 12-38. Employee A received the highest performance rating, has a compa-ratio of 1.2, and received a pay increase of 10 percent. Employee B received the highest performance rating and has a compa-ratio of .90. Given the way most merit increase grids work, what size pay increase would you expect employee B to receive? a. Less than 10 percent 第 10 页 共 27 页