Possible Multiple Choice Questions

Change can be:

1. Active
2. Reactive
3. External
4. Revolutionary
5. All the above

2. Inclinations of good employee relations include:

1. Impact of union on mission is neutral or positive
2. Employees dont project us/them image
3. Changes are not made as last resort
4. Direct and indirect costs are required by contract are kept small
5. All the above

3. Coverage of Industrial Relations include:

1. Collective bargaining
2. Role of management, unions, government
3. Machinery for resolution of industrial disputes
4. Labor legislation
5. All the above

4. Individual responses to change include:

1. Behavioral
2. Emotional
3. Cognitive
4. Physical
5. All above

5. Examples of unfair labor practice include:

1. Obstruct management of nonunion employees
2. Obstruct alternative union organizing
3. Punish union members from complaining about union
4. Engaging in secondary boycotts
5. All the above

6. Reasons why a business has to change include:

1. Competitor behavior
2. Customer expectations
3. Development of technology and communications
4. Response to a crisis
5. All the above

7. Employee relations (ER) covers:

1. Participative management
2. Employee welfare
3. Employee development
4. Employee remuneration and welfare
5. All the above

8. Individual variable pay plans include:

1. Piece rate
2. Sales commissions
3. Bonuses
4. Special recognitions
5. All the above

9. Competency based-systems outcomes include:

1. Enhanced employee understanding of the big picture
2. Greater employee self-management capabilities
3. Improved employee satisfaction
4. Greater employee commitment
5. All the above

10. Examples of unfair management practice include:

1. Obstruct labor rights
2. Sponsor or favor one union over the other
3. Refuse to consult or negotiate in good faith
4. Discipline employees that file grievances and complaints
5. All the above

Possible True/False Questions

1. Employee relations refers to the interrelationships, both formal and informal between managers and those whom they manage. T/F
2. The employment relationship has many dimensions economic, legal, social, psychological and political. T/F
3. Employee relations is more comprehensive and includes all aspects of HRM where employees are dealt with collectively. T/F
4. Employment relationship is now seen as core to the study of employee relations. T/F
5. Today management-employee relations in Britain more about involvement, engagement, participation and partnership rather than collective bargaining and conflict resolution
6. The planned change model pays insufficient attention to employee perceptions of and reactions to change. T/F
7. Employee involvement and employee engagement are related to high performance work systems. T/F
8. Kubler-Rosss change curve which tracks the stages an individual generally experiences when coping with loss. T/F
9. Psychological flexibility refers to a passive capacity in that teams and individuals can change and be resilient when required T/F
10. Employee relations leads to the individualisation of employment relations. T/F