QCM de managing human capital PDF

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Réponses aux QCM blackboard...

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Answers 1. Job Analysis 1. 2.

What is KSA ? Knowledge : theoretical or practical understanding of a subject Skill: proficiencies developed through training or experience Abilities: qualities of being able to do something What is the critical incident technique?

Put the candidate in a situation: an incident when one was particularly successful or powerless. 3. 4.

What are the 3 ways to recruit internally? Job posting Rehire former employees Succession planning What is the proportion of recruiters who find a candidate through Linkedin?

79% 5. What are the best sources for talent? Employees referrals and internal hires 6. What is the proportion of those hired through employee referral who stay longer than 3 years? And what proportion for those hired through job boards? 46% and 14% 7. Traditional Job Preview is better than RJP (true/false) False, Realistic Job Preview is better than Traditional Job Preview. 8. 9. 10.

What are the 5 steps for job selection? Plan Recruit Initial screening Final selection Final decision What are the 5 kinds of tests for job selection? Application blank Cognitive tests Job simulations Management assessment center (measuring group work performance) Background check What makes a good test?

Reliability and validity. Reliability: consistent test. Validity: measures what is was meant to measure. 11. What is the adverse impact? A substantial rated selection that works at disadvantage to some people (race, gender, age…) 12. 13. 14. 15. 16.

What are the 4 criteria HR must balance? Validity Adverse impact Cost Reactions of applicants What are the 3 kinds of interviews? Unstructured Semi-structured Structured What are the 4 kinds of questions asked in the semi-structured interview? Situational: what would you do Behavioral: what did you do Knowledge: what do you know Job experience: what were your jobs What are the 6 typical interview errors? Stereotyping First impressions Similar to me effect Candidate order Halo effect Leniency error What is the halo effect?

Being influenced by one point that clouds the other aspects.

2. Team effectiveness 1. What is VUCA? The world is dominated by VUCA. 2. 3.

Volatility Uncertainty Complexity Ambiguity What are the 3 Cs of Team effectiveness? Complementary skills Common purpose Collective accountability Teams characteristics vary according to…?

4. 5. -

Duration Membership Purpose What are the 8 factors that lead to dysfunctional teams? No team identity No decision No communication No participation No creativity No leadership Groupthink (unwillingness to consider alternatives) Conflicts What are the 4 solutions to dysfunctional teams? Openness Constructive conflict Team bonding Psychological safety

3. Motivation 1. What are the 3 key elements of motivation? IDP -

Intensity Direction Persistence

2. What are the 4 theories in the Content Theory Movement? What are the 3 theories in the Process Theory movement? Content: MMMH -

Maslow McClelland McGregor Herzberg

Process: EEG -

Equity Expectancy Goal-setting

3. What are the 5 needs of the Maslow theory? What are the lower-order needs and the higherorder needs? SESSP -

Self-actualization Esteem Social Safety Psychological

4. Tell about McGregor’s theory Ambition, passion and responsibility Theory X - Workers have little ambition - They dislike work - They avoid responsibility

Theory Y - Workers are self-directed - They enjoy work - They accept responsibility

5. Tell about McClelland’s theory nAch, nPow, nAff -

Need for Achievement Need for power Need for affiliation (have social interactions with people)

6. Tell about Herzberg’s theory Hygiene factors (CSW) and motivators (GRA) Hygiene factors Extrinsic and related to dissatisfaction - Company policies - Salary - Work conditions 7. What is the crowding-out effect? Erosion of intrinsic motivation through extrinsic incentives. 8. Tell about Hackman and Oldham theory STTAF

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Motivators Intrinsic and related to satisfaction Growth Responsibility Achievement

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Skills Variety Task Identity (see the task as a whole project) Task Significance (believe in the project) Autonomy Feedback

9. How can jobs be redesigned? Job rotation and job enrichment 10. Tell about the reinforcement theory We can influence behavior by changing the environment (by a system of rewards and punishments). Focused on a behavioral approach rather than a cognitive one. Skinner’s box with the pigeon. 11. Tell about Adam’s equity theory Motivation depends on perceived fairness. Employees compare their input-to-output ratio compared to relevant others. Over-reward or under-reward can lead to perceived unfairness. 12. Who are the relevant others in the Equity theory? SI, SO, OI, OO -

Self-inside (different job, same organization) Self-outside (different job, different organization) Other-inside (same job, same organization) Other-Outside (same job, different organization)

13. What are the 3 kinds of justice? DPI -

Distributive justice (input/output) Procedural Justice (are procedures fair?) Interactional Justice (are people treated with respect?)

14. Tell about Vroom’s expectancy theory We act depending on the expectancy of an outcome and depending on the type of outcome. 3 expectations: EPRP -

Effort-performance relationship Performance-reward relationship Reward-personal goals relationships

15. Tell about the Goal-setting theory 5 goals: CCCFT -

Clarity Challenge Commitment Feedback Task complexity

4. Power 1. Power, definition It’s the ability that A has to influence the behavior of B so that B acts in accordance with A’s wishes. 2. What are the 3 powers in formal power? What are the 2 powers in personal power? Formal power (hierarchic) -

Coercitive Reward Legitimate

Personal -

Expert Referent (possession of desirable sources or personal traits)

3. When is there dependency? ISN -

Important Scarce Non-substitutable

4. Political behavior definition, and what are the 2 factors that influence it? Variety of activities associated with the use of influence tactics to improve personal or organizational interests. Individual factors and organizational factors influence political behavior. 5. Political skills, definition

The ability to effectively understand others at work and to use such knowledge to influence others to act in ways that enhance one’s personal and organizational objectives (Ferris).

6. 7.

What are the 4 dimensions of political skills? Social astuteness (observation) Interpersonal influence (adaption) Networking ability Apparent sensitivity What are the 3 phases for change? What are Kotter’s 8 steps?

3 phases: Mobilization, Movement, Sustain 8 Steps: -

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Mobilization: o Establish a sense of urgency o Form a powerful coalition o Create a vision Movement: o Communicate the vision o Empower others to act on the vision o Consolidate improvements o Institutionalize

8. -

What are the 4 steps of individual change process? Awareness Interest Trial Adoption

6. Global HRM and OB 1. In some European countries, export represent … % of the GDP. 30% 2. About 60 000 multinationals enterprises employ nearly … million people. 50 million 3. -

What are the different selection procedures in France? Great Britain? Germany? Japan? USA? Individual interview in France Interviews-panels in Great Britain Germany don’t call the previous company to ask for references

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Japan does USA don’t look at CVs that include pictures, birth of date, name or confession

4. How many workers’ wages equal a CEO salary in France? Great Britain? Germany? USA? Mexico? - Mexico: 43 - USA: 24 - Great Britain: 18 - France: 15 - Germany: 11 5. Cross-cultural management, definition. Examining human behavior within organizations from an international perspective 6. -

What are the 6 activities of HRM? Human resource planning Staffing Performance management Training and development Compensation and benefits Industrial relations

7. What are the 3 dimensions of HRM when it goes international? Countries * HR Activities * Type of employees 8. What is convergence? What is divergence? Convergence: management practices converge universally, so they become the same across the globe. Divergence: management should be adjusted depending on the culture.

9. Tell the evolutions in convergence & divergence from 1950

1950-1960 Convergence

1980-1990 Divergence

2000-2010 Convergence

Companies and American Japanese companies such as Internet creates a new kind of multinationals start to expand Kaisen: when they adjust their international management. globally. management practices, then the performance increases. 10. What are the 6 aspects of convergence today? - Competitive isomorphism - Globalization

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Quick information exchange/technology Institutional forces International trade legislation Business schools + Research

11. -

What are the 5 causes of divergence today? Culture Values Slow changes in institutions SMEs Nationalistic tendencies

12. What are the 4 approaches of MNC?

1. The Ethnocentric approach This model refers to companies that are centered on the headquarters. -

These companies develop highly standardized products. Most key positions are filled by parent-country nationals MCN adopt this strategy o In earlier stages of internationalization o Because of lack of local talented people o Because they don’t want local autonomy

2. The Polycentric Approach A multi-domestic strategy which consists in customizing company products to meet local specificities. -

Independent subsidiaries managed by a local national Disadvantages: o Lack of interaction with headquarters o Limited cross-cultural competencies o Lack of global integration

3. The Regiocentric Approach Mixing globalization and localization in considering that the world is composed of group countries. -

Mobility within regions Managed by host country staffing but with senior host country nationals to head up operations Parent country nationals can move to the regional headquarters Risk: lack of global integration

4. The Geocentric approach -

Integration of the decision-making process in a global system, the company acts as a network Best talented people selected regardless of nationality Expatriation depends on needs

13.

Diversity

1. For Amartya Sen, was globalization positive? Yes 2. What is the only Western representative of the most populous countries in 2050? How many people are there? USA, 398 million 3. What will the 2 other most populous countries in the world in 2050? How many people will live in each of them? India (1,66 billion), China (1,36 billion) 4. What are the 4 strategic options for multi-national corporations?

Global integration

Local responsiveness Low

High

Low

Global

Transnational

High

International

Multi-domestic

5. What are the 2 facets of diversity? - Collective features (ethnicity, nationality, religion) - Individual characteristics (gender, age…)

6. -

What are the 3 things diversity is generally impaired with? Discrimination Prejudice Exclusion

7. What is stereotyping?

Stereotyping is according to the Cambridge dictionary: “a set idea that people have about what someone or something is like, especially an idea that is wrong. 8. What is the organism in charge of diversity in companies in the USA? And in France? - The law in the US about diversity is EEOC: Equal Employment Opportunity Commission, and Affirmative Action Commission. - France: the Haute Autorité de Lutte contre les Discriminations et pour l’Egalité provides specific provisions for handicapped people, seniors and women. 9. What are the 3 ways diversity can be seen by the company? - A social responsibility - A marketing strategy - A capacity builder 10. What is a social business according to Mohamad Yunus? Mohamad Yunus, Nobel Prize 2000, defines social business as a no-dividend, no-loss enterprise whose purpose is to make a profit with a social motive, thereby improving the lives of many. 11. 12.

Why do CEO want to diversify? Diversity of thoughts Ability to attract and retain top talent Better understanding of the customer base What are the 2 industries that lack diversity the most?

Technologies & finance 13. What are the 2 perspectives brought by diversity? - The information perspective (information theory): welcome and accommodate differences - The social categorization perspective (social identity theory): people from one group will naturally solidify when they are brought together with another group, thereby generating the “us VS them”, feeling that deteriorates social cohesion and prevents team building. 14. What is the cultural distance paradigm? The cultural distance paradigm claims that the more distant cultures are, the more difficult it is to bridge the culture gap, understand each other, do business together. So countries have a tendency to do business with their neighbours, 15. -

What are the 3 main levels of culture? Corporation level Business environment Society

16. Most levels of culture are invisible (true/false) True 17. How many definitions of culture is there in academic literature?

167 18. How is often pictured culture? What is it composed of? Culture is often pictured as a pyramid, made from the base to the top of: 19.

Underlying assumptions Values Artefacts What do visible artefacts include? What do invisible artefacts include?

Visible -

Monuments Costumes Rituals Symbols Heroes Myths

Invisible: Slogans & underlying assumptions 20. -

What are the 5 categories of values and assumptions made by Kluckhohn & Strodtbeck? Human nature Human activity Relationships with others Relationship with the environment Time

21. What is the Globe study diagram? What are its 4 main dimensions? On this diagram, you find the different clusters and can easily locate where your national culture fits; France for example belongs to the Latin European cluster together with Italy and Spain. 22. -

Power distance & uncertainty avoidance Institutional facet and in-group facet Human orientation & assertiveness Gender egalitarianism, performance orientation and future orientation Power distance, def. Uncertainty avoidance, def. Power distance: the degree to which members of a collective expect power to be distributed equally. Specific questionnaire items are: followers are expected to obey their leaders without question. Uncertainty avoidance: the extent to which a society or group relies on norms, rules and procedures to alleviate the unpredictability of future events. Specific questionnaire items are: most people lead highly structured lives with few unexpected events.

23. Institutional facet, def. In-group facet def. - Institutional facet: the degree to which organizational and societal institutional practices encourage and reward collective distribution of resources and action. Leaders encourage group loyalty even if individual goals suffer. - In-group facet: the degree to which individuals express pride, loyalty and cohesiveness in their organizations or families. Employees feel great loyalty towards their organization.

24. Human orientation, def. Assertiveness, def. - Humane orientation: the degree to which a collective encourages and rewards individuals for being fair, altruistic, generous, caring and kind to others. People are generally very tolerant of mistakes. - Assertiveness: the degree to which individuals are confrontational and aggressive in their relationships. People are dominant in their relationships with others.

25. Gender egalitarianism, def. Performance orientation, def. Future orientation, def. - Gender egalitarianism: the degree to which a collective minimizes gender orientation. - Future orientation: the extent to which individuals engage in future-oriented behaviours such as delaying gratification, planning and investing in the future. - Performance orientation: the degree to which a collective encourages and rewards group members for performance improvement and excellence.

26. -

What are the 3 processes impacted by culture? Planning Leading Controlling

27. What are the 4 examples of difference in “leading” between egalitarian and hierarchical cultures? Egalitarian

Hierarchical Voice your opinion Speak up after more senior colleagues have expressed their views Low power distance so the best boss is a coach or High power distance, subordinates need a strong facilitator boss who leads from the front Flat organizational chart Tall, multi-layered organization chart Consensual decision-making Top-down decision making 28. What is a high-context culture? Who is part of it? What is a low-context culture? Who is part of it? Low-context VS High-context

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High-context culture: interpretation of message heavily rests on context (Japan the highest ; France with “voilà”) Low-context culture: emphasis put on the written or spoken word

29. -

How do Chinese, Dutch and French give feedback? China: learn to never criticize a colleague openly or in front of others. Holland: honest and balance positive messages with negative ones France: criticize openly rather than provide positive feedbacks

30. What is ethnocentrism? What are the 3 things that define it? judging another culture solely by the values and standards of one’s own culture, usually implying “my culture is the best””. -

Denial (ignore differences) Defense (by-pass differences) Minimization (negate differences)

31. -

What are the 3 things that define ethnorelativism? Acceptance (legitimize differences) Adaptation (combine differences) Integration (leverage differences)

32. What are the 3 steps to bridge cultural differences in an M&A?

1 Situation -

Start from the situation Identify and challenge assumptions

2 Explanation -

Explain how you act/think/process Learn about the others’ ways of doing

3 Trust 33. -

Spend time getting to know each other Build trust What are the 4 ways teams and managers deal with multicultural challenges? Adaptation (acknowledging cultural gaps openly and working around them)

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Structural intervention (changing the shape or make-up of the team) Managerial intervention (setting norms early or bringing in a higher-level manager) Exit (removing a team member when other options have failed)

34. -

What are the 3 conditions for adaptation? Physicality Learning Bonding

35. 1. -

Feedback

How are the 4 things to do when you get a feedback? Better understand the impact of your behavior and choices on others. Gain new perspectives on workflow Show you value their opinions Establish measurable goals for yourself

2. It’s better to give a feedback just after noticing the wrong behavior (true/false) False 3. What are the 4 principles to prepare feedback? - Gather all the data, facts, and information you need to present an objective view of the issue. - Consider the recipient's point of view when planning what you are going to say. Try to understand who the person is, and how he or ...