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1. The usefulness of different approaches (job- or
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 I need help with following questions:

1. The usefulness of different approaches (job- or person-based) to designing pay structures can be measured as the:


A.        degree to which the method yields the desired result.

B.        percentage of "correct" decisions an evaluation method will make.

C.        extent of agreement with results from another acceptable method.

D.        employee's acceptance of the process and its results.

E.         All of the above.

2. Pay strategy research shows that:


A.        companies of the same size tend to pay the same.

B.        it is not how much an organization pays, but how it pays that contributes to potential

            financial success.

C.        in small firms, compensation affects labor costs more than it affects employee behavior.

D.        compensation affects employee behavior more than it does costs.


Managers in organizations using skill-/competency-based plans have to focus on:


A.        assigning the right work to the right employees, those with the right skills and


B.        placing the right people in the right jobs.

C.        the certification process.

D.        the most appropriate way to structure teams to accomplish the work.



Dr. Miller has an incorporated dental practice employing himself and two office employees. Dr. Miller is 55 and earns $250,000 while his employees earn between $20-$25,000. Which of the following is NOT the best pension planning for Dr. Miller?


A.        A defined contribution plan that limits Dr. Miller's contributions to $40,000 annually.

B.        A profit-sharing plan that allows the corporation to skip contributions if it is a bad year.

C.        A defined-benefit plan that results in larger annual contributions, percentage wise, for the

            two office employees than for Dr. Miller.   

D.        A money-purchase pension plan that requires fixed, annual plan contributions.



Mike Wilkinson, aged 56, has just been hired as VP of Employee Benefits for
Xron Corporation. The retirement program offered by the corporation is a defined contribution plan. Because of the executive pay that Mike receives, he will be incapable of maximizing his contributions to the plan. What is the most appropriate request that Mike can make to his employer to alleviate this condition?


A.        Create a supplemental retirement plan.

B.        Develop an excess benefit plan designed to eliminate the gap between his income

            and the plan limitations.

C.        Change the definition of compensation in the defined contribution plan to accommodate

            his situation.

D.        Increase his income to cover the loss of retirement contributions.



Mary Jacobsen, age 45, has $70,000 of protection under her employer’s group term life insurance plan. She does not pay any of the premium. The uniform premium for group term insurance under the IRC is $.09 per month per $1000 of insurance.  Under Section 79, what is the annual amount that Mary must report as imputed income on her federal tax return?


A.        $1.80

B.        $3.60

C.        $30.00

D.        $21.60


A key barrier to organizational change in the Cote d’Ivoire is the lack of:


A.        foreign investment and resources.

B.        government support.

C.        interest in change.

D.        organizational loyalty


Many expatriates initially underestimate the importance of cultural adjustment and the possibility of culture shock because they:


A.        assume that foreign colleagues think and work just like themselves.

B.        enjoy overseas work and living.

C.        expect foreign colleagues to welcome the new ways of doing business that they will


D.        have been promised large career promotions and raises.



A problem that occurs when a company decentralizes in order to be more responsive to local norms is:


A.        reduced synergy.

B.        less flexibility.

C.        slow decision-making.

D.        too much red tape


A feature of the change process is that:


A.        all cultures approach change in the same way.

B.        financial ownership in the outcome of change is more powerful than the employees’

            sense of psychological ownership.

C.        it is seldom linear.

D.        in international situations, revolutions are more effective than evolutionary change.

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