1.
Describe the types of self-assessment in
career development?
1) Skills assessment exercises
- Designed to identify an employee’s
skills. Employee lists her
accomplishments as a workbook
exercise.
- In a workshop people may share their
accomplishments and others identify
the skills.
- An employee rates his skills on two
dimensions: proficiency and degree to
which she enjoys using it. They
multiply these to get the score for that
skill.
2) Interests inventory
- A measure of a employee’s
occupational interests.
- Inventories can provide insight into
careers that fit employee’s interests.
- If employee is interested in numbers
or research this may refer to an
academic occupation.
- A test can be scores are high in a
particular area, they have
3) Values clarification
- Involves prioritizing personal values
- Employee lists values like security,
power, money and family.
- If values security – public sector
- If values money – private sector
3. What are the most common career
2. Describe the types of organizational
assessment in career development?
1) Assessment centers
- Situational exercises such as
interviews are held in order to
understand the managerial potential
of an employee.
- Provides feedback about strengths and
weaknesses of the employee.
- Employees get a development
program based on their results.
2) Psychological testing
- Useful to determine which career fits
the characteristics of the employee.
- Interest inventories and personality
tests falls into this category.
- An introvert may want to work alone.
3) Performance appraisal
- Generally limited to past performance
and no feedback for improvement and
direction.
- Future oriented appraisals give
important insights about strengths,
weaknesses and available career
paths.
4) Promotability forecasts
- Decisions made by managers
considering the improvement
potential of their subordinates.
- Allows organizations to identify people
with high improvement potential.
- Potential employees are given
developmental experiences such as
executive training seminars.
- Outstanding performance in a project
can make an employee stand out.
5) Succession planning
- Focuses on preparing employees to fill
executive positions in the future.
- Formal: Organization determines the
competencies and skills they are
looking for according to the strategic
plans of the company.
- Manager selects and trains her
replacements.
- Informal: Can be considered as
discriminatory.
development programs?
1) Monitoring
- Senior – junior monitoring
- Advising and role modeling
- Can be voluntary(informal) or
involuntary(formal)
- Voluntary is better
- Important for minorities
o Long term
o Personal
o Social
2) Coaching
o Task relationship
o Impersonal
o Formal
 - Ongoing or spontaneous meetings to
discuss the employee’s career
development
- (-) Managers may be responsible from
a lot of employee and couldn’t make
time for each one of them.
- (-) Managers may lack of coaching
skills
3) Job rotation
- Not always a good choice for
employees who have a narrow &
focused career plan.
4) Tuition assistance
- Paying for the education of the
employee
- Increases commitment to the
organization.
4. Describe the criteria to develop a
compensation system.
1) Internal Versus External Equity
- Will the compensation plan be
perceived as fair within the company
- Will it be perceived as fair relative to
what other employers are paying for
the same type of labor?
2) Fixed Versus Variable Pay
- Will compensation be paid monthly on
a fixed basis—through base salaries
- Will it fluctuate depending on such
preestablished criteria as performance
and company profits?
3) Performance Versus Membership
- Will compensation emphasize
performance and tie pay to individual
or group contributions
- Will it emphasize membership in the
organization—logging in a prescribed
number of hours each week and
progressing up the organizational
ladder?
4) Job Versus Individual Pay
- Will compensation be based on how
the company values a particular job
- Will it be based on how much skill and
knowledge an employee brings to that
job?
5) Egalitarianism Versus Elitism
- Will the compensation plan place most
employees under the same
compensation system (egalitarianism)
- Will it establish different plans by
organizational level and/or employee
group (elitism)?
6) Below-Market Versus Above-Market
Compensation
- Will employees be compensated at
below-market levels, at market levels,
or at above-market levels?
7) Monetary Versus Nonmonetary Awards
- Will the compensation plan emphasize
motivating employees through
monetary rewards like pay and stock
option
- Will it stress nonmonetary rewards
such as interesting work and job
security?
8) Open Versus Secret Pay
- Will employees have access to
information about other workers’
compensation levels and how
compensation decisions are made
(open pay), or will this knowledge be
withheld from employees (secret
pay)?
9) Centralization Versus Decentralization of
Pay Decisions
- Will compensation decisions be made
in a tightly controlled central location,
- Will they be delegated to managers of
the firm’s units?
5. Compare and contrast job-based and skill-
based compensation tools.
1) Job Based
- Dominant approach
- Not all jobs are equally important to a
firm
- Mechanistic and inflexible
- Lower costs
- Not applicable to freelancers
2) Skill based
- Less common approach
- The greater the variety of job-related
skills the more worker get paid
- More flexible
- Suitable for higher levels
- Higher compensation and pay cost

6. Describe the advantages, disadvantages, and
effectiveness conditions of pay-for-
performance systems based on individual
performance?
7. Describe the advantages, disadvantages, and
Advantages
1) Rewarded performance is likely to be
repeated
- More pay=more performance
2) Financial incentives can shape an
individual’s goals over time
- If organizational goals match with
individual goals, employees will care
about how good they serve not how
much they get paid.
3) Assessing the performance of each
employee helps the firm achieve
individual equity
4) Individual-based plans fit in with an
individualistic culture
Disadvantages
1) Individual plans may create
competition
- Common company goals may be lost
in the competition
2) Individual plans may lead to sour
relationships
- Between employees and managers
3) Many managers tend to equalize pay
increase rates among employees
- Performance differences may be
unseen
4) Tying pay to goals may promote
single-mindedness
- They don’t bother increasing their
performance
Conditions
1) Individual employee contributions
can be accurately isolated
- Suitable for sales people not for
scientists
2) Job demands autonomy
- Success/failure tied to the employee’s
performance
- Performance of a store and its
manager can be measured easily and
accurately
3) Cooperation is less critical to
successful performance
- Less competition btw researchers
- More competition btw instructors
effectiveness conditions of pay-for-
performance systems based on team
performance?
Advantages
1) Rewarding all team members
equally based on group outcomes
2) Team plans foster group
cohesiveness
3) Team plans aid performance
measurement
Disadvantages
1) Possible lack of fit with
individualistic cultural values
2) Free-riding effect
3) Social pressures to limit
performance
4) Difficulties in identifying
meaningful groups
5) Intergroup competition and
decline in overall performance
Conditions
1) Work tasks are so intertwined
that it is difficult to single out who
did what
2) The firm’s organization and
technology facilitate team-based
incentives
3) Employees are committed to their
work
4) The firm needs to prevent
employees from pursuing their
personal projects
5) The objective is to foster
entrepreneurship in self-managed
work groups
8. Describe the advantages, disadvantages, and
effectiveness conditions of pay-for-
performance systems based on plant or unit
performance?
Rewarding all workers in a plant/unit based
on the efficiency of the entire plant/unit
Advantages
1) Productivity gains resulting from
employee involvement
2) Improvements in the production
process due to employee input
3) Development of a cooperative
work culture
4) No need to measure individual
contributions
Disadvantages
1) Protection of low performers
2) Criteria problems
a. Inflexibility
b. Unprofitability
c. Relative easiness
d. Limited opportunity
3) Management-labor conflict
Conditions
1) Firm size is small to medium
2) Technology is not an alternative
to workers
3) Data on the historical
performance of different units
within the firm is on hand
4) Corporate culture is not
hierarchical
5) There should be a relatively stable
demand for the firm’s product
9. Describe the advantages, disadvantages, and
effectiveness conditions of pay-for-
performance systems based on corporate or
organizational performance?
Rewarding employees based on the entire
corporation’s performance
Advantages
1) Profit sharing plans
2) Employee stock ownership plans
3) Financial flexibility for the firm
4) Increased employee commitment
5) Tax advantages
Disadvantages
1) Employees’ savings at considerable risk
2) High exposure to macroeconomic forces
3) Limited effect on productivity
4) Long-run financial difficulties
Conditions
1) Firm size is large
2) Plants or business units are
interdependent within the firm
3) The firm faces cyclical ups and downs in
product demand
4) There are complementary incentive plans
10. Describe the components of benefits
strategy.
1) Benefits mix
• Total compensation strategy
• Organizational objectives
• Workforce characteristics
2) Benefits amount
3) Flexibility of benefits
11. Compare and contrast different types of
health insurance plans.
1) Traditional health insurance plans
- Flexibility
- Most common
2) Health maintenance organization plans
- Wide range of services
- Flat annual fee
- Comprehensive
- Limited # of hospitals to reduce the
cost
3) Preferred provider organization plans
- Flexibility and wide range of services
- Network of doctors and hospitals
- Monthly pay, lower than 1 higher than
2
- Combine some of the best features of
HMOs (managed health care and a
wide array of medical services for a
fixed fee) with the flexibility of the
traditional health insurance plan.
- People who select non-PPO doctors
and hospitals pay additional fees
12. Compare and contrast different types of
retirement plans.
1) Defined benefit plans
- Fixed retirement income based on the
average of the employee’s last three
to five years’ earnings before
retirement
- Encourages staying in the company
- Attractive to the risk averse
- Stable
2) Defined contribution plans
- Retirement income depending on the
success of the plan’s investments
- Company stocks, treasury bills etc. will
be provided
- Retirement income remains unknown
and depends on the company success
- Attractive to the risk lover
13. What appeal procedures can be used as part
of employee feedback programs?
- Raise employees concerns about the
course of actions.
- Employee concerns should be taken
seriously and evaluated fairly.
1) Open-door programs
- Most informal
- Employees are free to access any
manager about any problem and
manager is required to investigate
2) Speak-up programs
3) Hotlines
- Anonym and confidential
4) Ombudsmen
- Neutral person arabulucu
5) Grievance panels and union grievance
procedures
- Most formal form
14. What are the steps of employee assistance
programs?
1) Identifying troubled employees
2) Visiting a program counselor
3) Solving the problem
4) Returning or continuing to work, or
terminating the employment
15. Describe the three types of employee rights.
1) Statutory rights
- Rights protected by specific laws
- Includes protection from
discrimination
- Protection from bad working
situations
2) Contractual rights
- During an interview if a manager
promises job security this can count as
contract
- Rights based on legally binding
promises
3) Other rights
- Rights not necessarily legally
protected
- Expected to trait respectfully each
other
16. What is employment-at-will? What can limit
employment-at-will?
- End an employment relationship at
any time at any reason
- (-) for employees, (+) for employer
Limited by
1) Laws and contracts
- Compensation laws requires company
to pay severance pay
2) Public policy exceptions
- An employee may not be discharged
for a reason that is covered by law
- You cannot fire somebody because
she refuses to act unethically
3) Implied contracts
4) Lack of good faith and fair dealing
- Firing somebody to not to pay
severance because they are close to
the retirement
17. What are the general challenges in employee
rights?
1) Random drug testing
- To select employees randomly without
suspicion
- Invasion of privacy
2) Electronic monitoring
- Prevent & reveal employee theft
- Employee may feel pressured
3) Whistle-blowing
- Telling the truth regardless of the
consequences
- Refers to the public rights and
officially or unofficially punished
- What to do? Create an official whistle
policy.
 4) Moonlighting
- Allow employees hold a second job in
two conditions
 Should not be a competitor
 Should not effect the
current job performance
5) Office romance
- Performance decrease in case of bad
experience
- Possible sexual harassment case
18. Compare and contrast progressive and
positive discipline.
1) Progressive Discipline
- A series of management interventions
that gives employees opportunities to
correct undesirable behaviors before
being discharged.
- Progressive discipline procedures are
warning steps, each of which involves
a punishment that increases in
severity the longer the undesirable
behaviors persist.
- Serious violations, sometimes
referred to as gross misconduct, can
result in the elimination of several
steps and sometimes even begin at
the last step, which is discharge.
- For infractions that fall between the
categories of minor violation and
serious violation, one or two steps in
the procedure are skipped.
2) Positive Discipline
- Encourages employees to monitor
their own behaviors and assume
responsibility for their actions.
- Positive discipline is similar to
progressive discipline in that it too
uses a series of steps that increase in
urgency and severity until the last
step, which is discharge.
- Positive discipline replaces the
punishment used in progressive
discipline with counseling sessions
between employee and supervisor.
- Rather than depending on threats and
punishments, the supervisor uses
counseling skills to motivate the
employee to change.
- Rather than placing blame on the
employee, the supervisor emphasizes
collaborative problem solving.
- Supervisor is counselor not adversary.
- Managers need training
- Costly, Counseling sessions require a
lot of time to be effective, and this is
time that both the supervisor and
employee are not working on other
tasks.
19. Describe organizations’ strategies to manage
union and/or relations.
1) Acceptance strategy
- Cooperation with unions
- Unions accepted as employees’
legitimate rep
- Large companies are more likely to
have this strategy
- Unions is a decentralize tool for big
companies
2) Avoidance strategy
- Union accepted as destructive force
against the company
- Small companies more likely to have
- Small companies are usually
centralized
- Union substitution
- They don’t need to unionise – you
provide very good conditions
- Union suppression
- You threat employees with firing if
they
20. What is the difference between distributive
and integrative bargaining?
Bargaining power is one party’s ability to get
the other party to agree to its terms. Parties
in negotiations use two tactics to increase
their bargaining power which are distributive
bargaining and integrative bargaining.
Distributive Bargaining
Distributive bargaining tactic focuses on
convincing the other party that the cost of
disagreeing with the proposed terms would
be very high. In the case of collective
bargaining, the cost of disagreement is often
a strike. Also, distributive bargaining tactics
tend to be used when the two sides are
competing for very limited resources.
Labor uses distributive bargaining when it
attempts to convince management that it is
willing and able to sustain a long strike that
will severely damage the company’s profits
and weaken the company’s position against
its competitors. As an example, in 1993, the
Teamsters Union presented UPS with several 21. Describe the steps in union grievance
key bargaining demands, including substantial procedures.
pay and benefit increases, improved job 22. Compare and contrast unionized and non-
security, conversion of part-time jobs to full- unionized firms in terms of staffing.
time jobs, and less stringent productivity 23. Compare and contrast unionized and non-
standards. When UPS, after intense contract unionized firms in terms of career
talks and contract extensions, presented the development. Compare and contrast
Teamsters with a contract that did not come unionized and non-unionized firms in terms
close to meeting the union’s demands, the of compensation. Compare and contrast
Teamsters suspended negotiations and set a unionized and non-unionized firms in terms
strike date. Later on, the Teamsters’ president of employee relations.
signed a contract that provided a good
economic package and an end to some of the
stringent work rules.
On the other hand Management uses
distributive bargaining when it tries to
convince the union that it can sustain a long
strike much better than union members, who
will have to survive without their paychecks.
For example, in 1975 management at the
Washington Post tried to persuade the
newspaper’s unions that it could sustain a
strike and still get the paper out because it
had cross-trained managers to do the jobs of
union workers. In this instance, management
was able to pull it off.
Distributive bargaining tactics can also be
used when union leaders believe that union
members are willing to accept the cost of a
long strike that is likely to cause a vulnerable
company severe economic damage. To
illustrate, in 1998 the UAW (United Auto
Workers) struck General Motors over the
issue of preventing union jobs from being
given to outsourcing firms. GM’s motivation
for outsourcing was to reduce its labor costs.
However, after a two month strike costing
GM $2.2 billion in losses, the management
was convinced to make concessions.
Integrative Bargaining
Integrative bargaining tactic focuses on
convincing the other party that the benefits
of agreeing with the proposed terms would
be very high. This bargaining type is similar to
a problem-solving session in which both
parties are seeking mutually beneficial
alternatives. For example, Goodyear Tire &
Rubber Co. and the United Steelworkers
Union (USW) negotiated an agreement that
illustrates the benefits of integrative
bargaining. Because of Goodyear’s need to
become globally