True or false

1. Performance evaluation is the area within HR management that defines the strategy for selection, recruiting, and hiring processes, and helps the organization fight the war for talent during good times and bad.

2. Succession planning is the HR function/process which reviews key roles and determines the readiness levels of potential internal -0 and external candidates to fill these roles.

3. Regarding the rating of an employees performance and potential, potential is overall a more objective rating than potential.

4. The organization, World at Work coined the term total rewards strategy. It includes compensation, benefits, work-life balance, talent development, recognition, but does not include performance management.

5. A 360-assessment collects feedback from the employees manager(s), peers, direct reports (if any), and customers/clients.

6. World at Work is the worlds largest HR professional society, with over 250, 000 members in more than 165 countries.

7. Most organizations try to implement a pay for performance compensation program.

8. Making certain that the organization does all that it can to avoiding legal troubles is the exclusive function of the organizations legal department. HR has no such role in fact, it should stay in its lane.

9. Compliance with laws and regulations is the exclusive function of an organizations legal department that is, HR has no role to play.

10. The Americans with Disabilities Act (ADEA) of 1967 protects individuals who are 21 years of age or older from employment discrimination based on age.

11. Bill Gates while he ran Microsoft - introduced the 20-70-10, rank and yank model of performance evaluation.

12. Covenants not to compete (non-competes) are provisions that are frequently included in employment contracts. They are legal and enforceable in California IF they are reasonable in duration and geographic extent.

13. The matrix organizational structure originated during negotiations between the U.S. federal government (Department of Defense) and aerospace manufacturers.

14. In class, Zuckerman told a story in which he described himself as decades ago - a project manager in a strong matrix system.

15. Under Max Webers bureaucratic model of organizational structure, the degree to which people are organized into subunits based on their expertise is called span of control.

16. A mechanistic bureaucratic structure relies on the ability of the workforce (managers and non-managerial employees) to self-organize and make decisions with little direction, so they can respond quickly and effectively to changing circumstances.

17. In a mechanistic bureaucratic structure, it is common to see a horizontal organizational structure (one in which many persons across the system have the power to make organizational decisions).

18. Frequently, mechanistic organizations have highly vertical organizational (tall) structures, as they have several management levels.

19. An organization with a horizontal structure is often called a flat organization.

20. There are various approaches/methods of organizational change, including appreciative inquiry and complex adaptive systems. One big similarity between these two approaches is that they both heavily rely on a step-by-step process for creating change.