Employee performance as a function…
abilities, motivation, and opportunities
P = f(A, M, O)
Assets
Any resource owned or controlled by an
economic entity and is expected to provide future benefits
Liabilities
Obligation of an economic entity
that results in the company’s future
sacrifices of economic benefits
Equity
Assets – Liabilities”
“Money raised by shareholders”
What contributes to higher financial statements influenced by OB/HRM?
Job analysis/design
* Workforce planning
* Recruitment/selection
* Socialization
* Training & development
* Performance management
* Compensation
* Job satisfaction
* Engagement
* Commitment, etc.
What contributes to lower financial statements influenced by OB/HRM?
Turnover
* Counterproductive work
behavior
* Conflict, etc.
What are the Financial Activities results of better AMO and Better Employee Activities?
Low financing costs (e.g., interest rate for bond holders,
return on equity for shareholders)
o Better capital structure
What are the Operational Activities results of better AMO and Better Employee Activities?
Better business strategy
o Better revenue (e.g., sales) generation
o Better individual and organizational performance
o Better cashflow
What are the Investment Activities results of better AMO and Better Employee Activities?
Better selection of investment target
o Better return on investment
T/F: Employees do not appear as explicit accounts in financial statements.
True
T/F: Employees are listed on the company’s balance sheet under the account named “human assets.”
False
T/F: Since a layoff significantly reduces the number of employees, total
assets decrease immediately afterward.
False
T/F: The account on the balance sheet that reflects the value of the company’s employees is called “human capital.”
False
T/F: Employee activities do not influence the firm’s financial statements.
False
T/F: During the late 19th and early 20th centuries, the scientific management
movement (or theory) was used to assess work processes
True
T/F: The Great Depression of the 1920s-1930s caused large labor shortages
False, Labor Surplus
T/F: The Great Depression of the 1920s-1930s caused some organizations to cut back their HRM budgets.
True
T/F: The Great Depression of the 1920s-1930s caused some organizations to
perceive less need to provide inducement to their employees
True
T/F: In the 1910s, employment management focused on handling the problems
between employers and employees
True
T/F: In the 1910s, mass unionization was promoted by the enactment of the
National Labor Relations Act.
False, 1930s: Mass unionization / Minimum wage / Collective bargaining;
National Labor Relations Act, 1935; Fair Labor Standards Act, 1938
T/F: Inadequate income and lack of purchasing power were indicated as causes
of the Great Depression of the 1920s-1930s
True
T/F: The Great Depression of the 1920s-1930s caused the enactment of law(s)
that supported collective bargaining.
True
T/F: The Hawthorne experiments were a series of studies whose findings
implied the importance of human factors (e.g., human sentiments,
motivations) in organizational outcomes
True
McGregor’s “Theory X” assumptions
- People dislike work and
avoid it whenever possible - People need to be coerced
to work - People require close
supervision at all times - Most people prefer to be
directed, have little ambition
and avoid responsibility
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Chapter 237
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Chapter 346
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Chapter 461
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Chapter 823
-
Chapter 543
-
Chapter 61
-
Review49
-
Chapter 70
-
Post exam review5
-
Chapter 1355
-
Chapter 1733
-
Chapter 1638
-
Chapter 1552
-
Chapter 1455
-
Chapter 2138
-
Chapter 2452
-
Chapter 2547
-
Chapter 2645
-
Exam 3 Review51
-
Chapter 23100
-
Chapter 2254
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Chapter 2040
