Question 1

Which of the following questions would be the LEAST likely to be asked during a process audit?
A) "Are employees rewarded for good performance and useful suggestions?"
B) "Is training developing the knowledge/skills employees need?"
C) "Are employees making more money than in the past?"
D) "Are employees actually working together, or is 'team' just a label?"

Accepted Answer

The question about whether employees are making more money than in the past is not directly related to the process being audited, and therefore would be the least likely to be asked. The other questions are more relevant to evaluating the effectiveness of the process being audited.

Question 2

Which of the following HR tools do Dave Ulrich and other professors advocate using to diagnose internal and external fit?
A) HR Communication Plan
B) HR Strategic Performance Drivers
C) HR Scorecard
D) HR Plan for Workforce Deliverables

Accepted Answer

Dave Ulrich and other professors advocate using the HR Scorecard to diagnose internal and external fit. The HR Scorecard is a tool that enables HR executives to measure and communicate the value of HR programs and initiatives in a language that business leaders can understand. It links HR activities to overall business strategies and helps align HR priorities with organizational goals. The other options listed are not specifically recommended by Ulrich and other professors for diagnosing internal and external fit.

Question 3

Which of the following is most likely to occur when employees become more involved in their work within a high-performance work system?
A) They feel overworked from added responsibilities.
B) They tend to be under a higher level of stress.
C) They find their growth needs more fully met.
D) They tend to be less satisfied.

Accepted Answer

When employees become more involved in their work within a high-performance work system, they are likely to find their growth needs more fully met. This is because such systems encourage employee involvement in decision-making, continuous learning and skill development, and opportunities for career advancement. As a result, employees feel more engaged and invested in their work, leading to greater job satisfaction and personal fulfillment. It is unlikely that they will feel overworked or under a higher level of stress, as effective high-performance work systems are designed to promote work-life balance and reduce stress levels.

Question 4

A recent survey by the American Society for Training and Development identified all of the following as necessary actions for successful implementation of high-performance work systems EXCEPT which one?
A) making a compelling case for the change linked to the company's strategy
B) allocating sufficient resources and support for the change
C) relying upon a narrow chain of communication with the managers who are responsible for implementation
D) establishing methods for measuring the results of change

Accepted Answer

The other three actions (making a compelling case, allocating resources, and establishing methods for measuring results) are all identified as necessary for successful implementation by the American Society for Training and Development survey. However, relying on a narrow chain of communication with implementation managers could lead to limited perspective and potentially hinder successful implementation. Therefore, this is not considered a necessary action for success.

Question 5

To achieve internal fit, organizations should use all of the following HR practices together EXCEPT which one?
A) compensation
B) training and development
C) first-rate selection system
D) morale testing

Accepted Answer

Compensation, training and development, and a first-rate selection system all contribute to achieving internal fit by ensuring that employees are skilled, motivated, and aligned with the organization's goals. Morale testing is not a commonly used HR practice and does not directly contribute to internal fit.

Question 6

Which of the following is NOT a tangible symbol of commitment between labour and management?
A) the establishment of joint forums with explicit mandates
B) clauses in the collective bargaining agreement
C) a policy document clarifying union involvement
D) good-faith negotiations

Accepted Answer

Good-faith negotiations are an important aspect of labour-management relations, but they are not a tangible symbol of commitment. The other options all involve concrete steps or documents that demonstrate a commitment to working together.

Question 7

Which of the following is NOT an added value of open, ongoing dialogue during change implementation?
A) It speeds up the implementation process.
B) It enables both managers and workers to identify areas for improvement throughout the implementation.
C) It enables employees to ask questions as they come up.
D) It reaffirms commitment at all levels.

Accepted Answer

Open, ongoing dialogue during change implementation may not necessarily speed up the implementation process. While it can prevent misunderstandings and miscommunications that may delay the process, it can also take time and resources as discussions and conversations are ongoing.

Question 8

Which of the following types of fit describes high-performance work systems that complement and reinforce one another?
A) depth fit
B) lateral fit
C) internal fit
D) external fit

Accepted Answer

Internal fit refers to the congruence or compatibility of various HR practices within the organization. In high-performance work systems, HR practices are integrated and complement each other to achieve a common goal of enhancing organizational performance. Thus, internal fit is the type of fit that describes high-performance work systems. Depth fit refers to the alignment between HR practices and a single job, lateral fit refers to the alignment between HR practices and different jobs at the same level, and external fit refers to the alignment between HR practices and the external environment of the organization.

Question 9

Which of the following is one of the best ways to help employees see the need for change?
A) show a gap between the present and future
B) promote roundtable discussions
C) communicate change through consultants
D) start progressive rumours

Accepted Answer

Showing a gap between the present and future can help employees see the need for change by demonstrating the benefits and potential outcomes of the change. This can create a sense of urgency and motivation for employees to get on board with the proposed changes. Promoting roundtable discussions, communicating change through consultants, and starting progressive rumours may not necessarily be effective or ethical ways to help employees see the need for change.

Question 10

Which of the following are valuable, but sometimes overlooked, internal resources when implementing a high-performance work system?
A) line managers
B) external consultants
C) HR managers
D) customers

Accepted Answer

The answer of Which of the following are valuable, but...

Question 11

Which of the following is the most frequent mistake that companies make during implementation, as noted by the ASTD council on high-performance work systems?
A) failure to involve the union
B) failure to create a compelling reason for change
C) failure to provide an adequate communication system
D) failure to evaluate the system

Accepted Answer

The answer of Which of the following is the most...

Question 12

Which of the following trends in the role of managers and supervisors in high-performance work systems has been observed?
A) Their role has remained about the same.
B) Their role has become less important.
C) Their role has changed substantially.
D) Their role has changed only slightly.

Accepted Answer

The role of managers and supervisors in high-performance work systems has changed substantially as they are now required to focus more on collaboration and empowerment rather than simply delegating tasks and overseeing work processes. They are also expected to have strong leadership skills, be able to motivate and coach employees, and create a culture of continuous learning and improvement.

Question 13

Within a high-performance work system, what type of labour-management relationship is LEAST likely to prove effective?
A) a cooperative relationship
B) an adversarial relationship
C) a highly involved relationship
D) a collaborative relationship

Accepted Answer

An adversarial relationship, characterized by conflict and opposition between labor and management, is least likely to prove effective within a high-performance work system. Such a relationship can undermine trust, communication, and collaboration, and hinder the implementation of new practices and improvement initiatives. In contrast, a cooperative, highly involved, and collaborative relationship between labor and management is more conducive to building a shared commitment to goals, mutual respect, and continuous learning and innovation.

Question 14

Communication systems should provide accurate information regarding all of the following EXCEPT which one?
A) incipient problems and opportunities
B) unit and corporate operating results
C) employee background and personal data
D) business plans and goals

Accepted Answer

Employee background and personal data should not be shared as part of communication systems as they are private and confidential information. All other options, incipient problems and opportunities, unit and corporate operating results, and business plans and goals, should be accurately communicated to ensure transparency and informed decision-making.

Question 15

Which of the following sets of competencies should organizations develop in their employees to enhance the degree of rareness in employee skill and abilities?
A) those that provide generic skills that are widely valued
B) those that are not equally available in the labour market
C) those that can be transferred to other organizations
D) those that can be duplicated

Accepted Answer

Competencies that are not equally available in the labour market are the ones that will make the employee's skills and abilities rare, and therefore valuable to the organization. Generic skills that are widely valued may be important, but they do not necessarily make an employee's skills rare. Competencies that can be duplicated or transferred to other organizations also do not enhance the degree of rareness.

Question 16

Which of the following best describes the process of building commitment to high-performance work systems?
A) It is competitive.
B) It is based on technology.
C) It is an ongoing activity.
D) It is costly.

Accepted Answer

Building commitment to high-performance work systems is an ongoing activity that requires continuous effort and dedication. It involves creating a culture of trust, communication, empowerment, and collaboration between employees and management. It also requires providing opportunities for employees to develop their skills and abilities, recognizing and rewarding their contributions, and ensuring they have the resources and support they need to perform at their best. While there may be some costs associated with implementing high-performance work systems, the focus should be on the long-term benefits they can provide rather than the short-term costs.

Question 17

All of the following are results from using high-performance work systems EXCEPT which one?
A) higher profitability
B) lower costs
C) lower employee involvement
D) higher employee productivity

Accepted Answer

High-performance work systems are designed to increase employee involvement, engagement, and motivation, so option C is the odd one out as it suggests a decrease in employee involvement. Options A, B, and D are all positive outcomes of using high-performance work systems.

Question 18

Which of the following would most likely help managers develop a strong relationship with a union in implementing high-performance work systems?
A) concentrating accountability for union relations with the top management
B) relying on informal communication
C) concentrating efforts on achieving all the organization's objectives
D) involving the union early in the design process

Accepted Answer

Involving the union early in the design process would be the most likely way for managers to develop a strong relationship with the union in implementing high-performance work systems. This approach allows for the union to have a voice in the process and a sense of ownership over the system, which can result in increased trust and cooperation between the union and management. Concentrating accountability for union relations with top management may not necessarily lead to a strong relationship and could potentially create a power dynamic that is adversarial. Relying on informal communication may not be enough to build a strong relationship with the union, and concentrating on achieving all the organization's objectives may not necessarily address the specific concerns and needs of the union.

Question 19

Regardless of the time available to implement a high-performance work system, which of the following helps keep everyone on track and prevents the system from bogging down?
A) employee involvement
B) a transition structure
C) empowerment
D) top-management directives

Accepted Answer

A transition structure is essential for implementing a high-performance work system, regardless of the time available. This structure helps keep everyone on the same page and ensures that the system is implemented efficiently and effectively. Employee involvement and empowerment are also important, but without a clear transition structure, the system may become disorganized and lose momentum. Top-management directives can also be helpful, but they may not be sufficient without a proper transition structure in place.

Question 20

What type of fit describes high-performance work systems that support the organization's goals and strategies?
A) internal fit
B) horizontal fit
C) external fit
D) lateral fit

Accepted Answer

External fit refers to the alignment between an organization's high-performance work systems and its overall goals and strategies, ensuring that HR practices support the broader objectives of the organization.

Quiz 16: Creating High Performance Work Systems

Which of the following questions would be the LEAST likely to be asked during a process audit?

Which of the following HR tools do Dave Ulrich and other professors advocate using to diagnose internal and external fit?

Which of the following is most likely to occur when employees become more involved in their work within a high-performance work system?

A recent survey by the American Society for Training and Development identified all of the following as necessary actions for successful implementation of high-performance work systems EXCEPT which one?

To achieve internal fit, organizations should use all of the following HR practices together EXCEPT which one?

Which of the following is NOT a tangible symbol of commitment between labour and management?

Which of the following is NOT an added value of open, ongoing dialogue during change implementation?

Which of the following types of fit describes high-performance work systems that complement and reinforce one another?

Which of the following is one of the best ways to help employees see the need for change?

Which of the following are valuable, but sometimes overlooked, internal resources when implementing a high-performance work system?

Which of the following is the most frequent mistake that companies make during implementation, as noted by the ASTD council on high-performance work systems?

Which of the following trends in the role of managers and supervisors in high-performance work systems has been observed?

Within a high-performance work system, what type of labour-management relationship is LEAST likely to prove effective?

Communication systems should provide accurate information regarding all of the following EXCEPT which one?

Which of the following sets of competencies should organizations develop in their employees to enhance the degree of rareness in employee skill and abilities?

Which of the following best describes the process of building commitment to high-performance work systems?

All of the following are results from using high-performance work systems EXCEPT which one?

Which of the following would most likely help managers develop a strong relationship with a union in implementing high-performance work systems?

Regardless of the time available to implement a high-performance work system, which of the following helps keep everyone on track and prevents the system from bogging down?

What type of fit describes high-performance work systems that support the organization's goals and strategies?