Question 1

Unless removal and replacement decisions are viewed by employees as being fair in process, valid in content, and appropriate in sequence, the decisions can undermine commitment to change implementation.

Accepted Answer

Fairness in the process, validity in content, and appropriateness in sequence of removal and replacement decisions are crucial for maintaining employee commitment to change implementation. If employees perceive these decisions as unjust, it can lead to resistance and undermine the success of the change efforts.

Question 2

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.

Accepted Answer

The answer of The second component of the change effort...

Question 3

On-the-job experience is less useful than behavioral and cognitive training in developing new skills among executives.

Accepted Answer

On-the-job experience is often considered more useful because it provides real-world learning opportunities and practical application of skills, which are crucial for executive development. Behavioral and cognitive training are important, but they are typically seen as complementary to the hands-on experience gained directly in the workplace.

Question 4

Scenario-Based Questions

You are the new CEO of a major HR firm, offering specialized HR services to organizations wishing to outsource all or part of their HR functions. In the past, the firm
has been structured into several divisions, including Compensation, Recruitment, Training and Development, and Legal Services. As part of Step 1, Organization Redesign, you have successfully piloted cross-functional teams and a new focus on customer service which you are now rolling out as the new strategic directive for the entire firm. In order to make sure that the change succeeds, you are now focusing on the newly identified skills and competencies and you want to make sure that they exist across all groups, department and functions.

-As much as you are committed to developing your existing employees, several key people have left the organization because they did not agree with the changes and some others had to be let go because of serious performance challenges. The best way to ensure that the removal part of the process goes well is:

Accepted Answer

Involving people in the decision-making process, explaining the criteria and reasoning behind decisions, and offering due process ensures transparency, fairness, and can help maintain morale among remaining employees. It also helps in minimizing legal risks and preserving the company's reputation.

Question 5

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.

Accepted Answer

Behavioral change from experiential training is often temporary unless the work environment actively supports these new behaviors and participants recognize the necessity of these behaviors for superior performance. Without reinforcement and a clear understanding of their importance, the likelihood of these behaviors being sustained over time is significantly reduced.

Question 6

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.

Accepted Answer

Workforce reductions and employee layoffs can help a company cut costs and potentially improve short-term financial performance. However, these measures do not directly contribute to building the human resource competencies necessary for strategic renewal or sustaining long-term outstanding performance. Competencies are developed through investment in employee development, training, and strategic HR practices, which are not achieved simply through workforce reductions.

Question 7

Scenario-Based Questions

You are the new CEO of a major HR firm, offering specialized HR services to organizations wishing to outsource all or part of their HR functions. In the past, the firm
has been structured into several divisions, including Compensation, Recruitment, Training and Development, and Legal Services. As part of Step 1, Organization Redesign, you have successfully piloted cross-functional teams and a new focus on customer service which you are now rolling out as the new strategic directive for the entire firm. In order to make sure that the change succeeds, you are now focusing on the newly identified skills and competencies and you want to make sure that they exist across all groups, department and functions.

-In planning replacement for these employees, you decide on which of the following strategies?

Accepted Answer

Given the strategic change towards cross-functional teams and a new focus on customer service, it's crucial to select individuals who are team-oriented and understand the importance of customer service, aligning with the new strategic direction.

Question 8

When an organization is attempting to implement change, there is an urgent need to attract employees whose behavior exemplifies the desired future state.

Accepted Answer

Attracting employees who already exhibit the behaviors and values that an organization aims to adopt in its future state can significantly facilitate the change process by serving as role models and champions for the desired change, thereby accelerating the adoption of new practices and attitudes throughout the organization.

Question 9

Scenario-Based Questions

You are the new CEO of a major HR firm, offering specialized HR services to organizations wishing to outsource all or part of their HR functions. In the past, the firm
has been structured into several divisions, including Compensation, Recruitment, Training and Development, and Legal Services. As part of Step 1, Organization Redesign, you have successfully piloted cross-functional teams and a new focus on customer service which you are now rolling out as the new strategic directive for the entire firm. In order to make sure that the change succeeds, you are now focusing on the newly identified skills and competencies and you want to make sure that they exist across all groups, department and functions.

-In order to enhance the validity and accuracy of appraisal and feedback, you implement:

Accepted Answer

360-degree feedback is a comprehensive appraisal method that involves gathering performance feedback from an employee's supervisors, peers, subordinates, and sometimes, from external sources such as customers and suppliers. This approach aligns with the CEO's goal of ensuring newly identified skills and competencies exist across all groups, departments, and functions by providing a holistic view of each employee's performance from multiple perspectives.

Question 10

Perceptions of fairness can also be impacted by the degree to which an organization provides employees with due process and appeal mechanisms.

Accepted Answer

Perceptions of fairness in an organization are significantly influenced by the presence of due process and appeal mechanisms, as these processes ensure that employees feel their concerns and disputes are heard and addressed in a fair and systematic manner.

Question 11

Approximately 90% of Fortune 500 companies use some form of 360-degree feedback.

Accepted Answer

Many Fortune 500 companies utilize 360-degree feedback systems as part of their employee development and performance appraisal processes, recognizing its value in providing comprehensive, multi-source feedback.

Question 12

When supervisors seek to clone themselves, the effect is damaging for the employees, not for the organization.

Accepted Answer

Seeking to clone themselves, supervisors can create a lack of diversity in thought and approach within the team, which can be damaging for both the employees and the organization by stifling innovation and adaptability.

Question 13

In behaviorally anchored interviews, applicants are asked to demonstrate job behaviors.

Accepted Answer

In behaviorally anchored interviews, applicants are asked to describe past behavior and experiences, not to demonstrate job behaviors.

Question 14

Scenario-Based Questions

You are the new CEO of a major HR firm, offering specialized HR services to organizations wishing to outsource all or part of their HR functions. In the past, the firm
has been structured into several divisions, including Compensation, Recruitment, Training and Development, and Legal Services. As part of Step 1, Organization Redesign, you have successfully piloted cross-functional teams and a new focus on customer service which you are now rolling out as the new strategic directive for the entire firm. In order to make sure that the change succeeds, you are now focusing on the newly identified skills and competencies and you want to make sure that they exist across all groups, department and functions.

-Training and development is a key component of your strategic change process. Because your budget is limited, you want to cut one or more of the following training components. Which one would you cut?

Accepted Answer

Skill development training focusing on planning and budgeting might be less critical in the immediate context of emphasizing cross-functional teamwork, customer service, and strategic change. The other options directly support the strategic directive of enhancing customer service, adapting to strategic renewal, and ensuring new behaviors are supported within the organization.

Question 15

Companies cannot manage the careers of executives in order to create a continuous stream of leaders from inside the organization capable of implementing change.

Accepted Answer

Companies can manage the careers of executives through leadership development programs, succession planning, and mentorship to ensure a continuous stream of internal leaders capable of driving and implementing change.

Quiz 5: People Alignment

Unless removal and replacement decisions are viewed by employees as being fair in process, valid in content, and appropriate in sequence, the decisions can undermine commitment to change implementation.

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.

On-the-job experience is less useful than behavioral and cognitive training in developing new skills among executives.

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.

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.

When an organization is attempting to implement change, there is an urgent need to attract employees whose behavior exemplifies the desired future state.

Perceptions of fairness can also be impacted by the degree to which an organization provides employees with due process and appeal mechanisms.

Approximately 90% of Fortune 500 companies use some form of 360-degree feedback.

When supervisors seek to clone themselves, the effect is damaging for the employees, not for the organization.

In behaviorally anchored interviews, applicants are asked to demonstrate job behaviors.

Companies cannot manage the careers of executives in order to create a continuous stream of leaders from inside the organization capable of implementing change.