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MBA - HRM Human Resource Management 2017 - Strategic Compensation, 9e (Martocchio) - Quiz 04

HRM Human Resource Management

MBA - Human Resource Management 2017

Strategic Compensation, 9e (Martocchio)

Chapter 4   Incentive Pay 

1) Which of the following is true concerning incentive pay?

  1. A) The award is earned only when the predetermined work objective is totally completed.
  2. B) It motivates employees to be more productive, but does little to control payroll costs.
  3. C) Awards are granted as one-time payments.
  4. D) Incentive levels are generally subjective in nature.

Answer:  C

Difficulty:  Difficult

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.1: Explore the incentive pay approach.

 

2) Which best describes incentive pay?

  1. A) Incentive pay is considered part of an employee's fringe compensation.
  2. B) The criteria for judging an award tend to be objective, such as quantity produced.
  3. C) Award levels are subjective.
  4. D) The amount of the award paid for attainment of goals is not communicated in advance.

Answer:  B

Difficulty:  Moderate

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.1: Explore the incentive pay approach.

 

3) Over the past 10 years, Lincoln's profit-sharing payments have been substantial. Maria's annual salary was $40,000 last year, and she earned a profit-sharing payment of $10,000. Maria's profit-sharing award represents approximately what percentage of her annual salary?

  1. A) 25 percent
  2. B) 40 percent
  3. C) 45 percent
  4. D) 55 percent

Answer:  B

Difficulty:  Moderate

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.1: Explore the incentive pay approach.

 

 

4) Companies can control costs by replacing annual merit or seniority increases or fixed salaries with which type of plans?

  1. A) incentive
  2. B) longevity pay
  3. C) pay-for-knowledge pay
  4. D) base pay

Answer:  A

Difficulty:  Easy

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.1: Explore the incentive pay approach.

5) Another name for incentive pay is ________ pay.

Answer:  variable

Difficulty:  Easy

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.1: Explore the incentive pay approach.

 

6) Nowadays, most companies use a mix of which types of pay plans?

  1. A) seniority pay plans and incentive pay plans
  2. B) merit pay plans and merit bonus pay plans
  3. C) traditional pay plans and incentive pay plans
  4. D) traditional pay plans and person-focused pay plans

Answer:  C

Difficulty:  Moderate

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.2: Describe the differences between incentive pay methods and traditional pay methods.

 

7) Which of the following is NOT a financial measure?

  1. A) operating efficiency
  2. B) revenue
  3. C) earnings per stock share
  4. D) operating income

Answer:  A

Difficulty:  Easy

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.2: Describe the differences between incentive pay methods and traditional pay methods.

 

 

8) Which of the following performance measures corresponds to individual-, group, and companywide incentive plans, respectively?

  1. A) customer satisfaction, quantity of work, and quality of work
  2. B) quantity of work, market share, and customer satisfaction
  3. C) quality of work output, customer satisfaction, and revenue
  4. D) customer satisfaction, market share, and quality of work

Answer:  C

Difficulty:  Moderate

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.2: Describe the differences between incentive pay methods and traditional pay methods.

9) How do traditional pay methods differ from incentive pay methods?

Answer:  In traditional pay plans, employees receive compensation based on a fixed hourly pay rate or annual salary. Annual raises are linked to such factors as seniority and past performance. Some companies use incentive pay programs that replace all or a portion of base pay in order to control payroll expenditures and to link pay to performance. Companies use incentive pay programs in varying degrees for different kinds of positions. Some compensation programs consist of both traditional base pay and incentive pay, whereas other programs, usually for sales jobs, offer only incentive pay, in which case all pay is at risk.

 

Traditional core compensation generally includes an annual salary or hourly wage that is increased periodically on a seniority or merit basis. Companies usually base pay rates on the importance they place on each job within their corporate structure and on the "going rate" that each job commands in similar companies. For example, Lincoln Electric determines the importance of the jobs within its job structure based on job evaluation techniques. The five criteria on which Lincoln evaluates jobs are skill, responsibility, mental aptitude, physical application, and working conditions. Lincoln Electric next surveys the pay rates of competitors, and it uses these data to set base pay rates.

 

 

Employees under traditional pay structures earn raises according to their length of service in the organization and to supervisors' subjective appraisals of their job performance. Again, both merit pay raises and seniority pay raises are permanent increases to base pay. Annual merit pay increase amounts usually total no more than a small percentage of base pay (i.e., 2-6 percent is presently not uncommon), but the dollar impact represents a significant cost to employers over time.

 

Companies use incentive pay to reward individual employees, teams of employees, or whole companies based on their performance. Incentive pay plans are not limited solely to production or nonsupervisory workers. Many incentive plans apply to such categories of employees as sales professionals, managers, and executives. Management typically relies on business objectives to determine incentive pay levels.

Difficulty:  Difficult

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.2: Describe the differences between incentive pay methods and traditional pay methods.

10) Briefly describe the three categories of incentive pay plans and give an example of each.

Answer:  Incentive pay plans can be broadly classified into three categories:

Individual incentive plans. These plans reward employees whose work is performed independently. Some companies have piecework plans, typically for their production employees. Under piecework plans, an employee's compensation depends on the number of units produced over a given period. Examples include piecework plans, behavioral encouragement plans, and referral plans. Group incentive plans. These plans promote supportive, collaborative behavior among employees. Group incentives work well in manufacturing and service delivery environments that rely on interdependent teams. In gain sharing programs, group improvements in productivity, cost savings, or product quality are shared by employees within the group. Examples include gain sharing plans and team incentives. Companywide incentive plans. These plans tie employee compensation to a company's performance over a short time frame, usually from a 3-month period to a 5-year period. Examples include profit sharing plans and stock option plans.

Difficulty:  Easy

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.2: Describe the differences between incentive pay methods and traditional pay methods.

 

11) In addition to the guaranteed hourly pay rate, John receives incentives for every item produced over the designated production standard. Which kind of incentive plan is used in this situation?

  1. A) management incentive
  2. B) referral
  3. C) piecework plans
  4. D) behavioral encouragement

Answer:  C

Difficulty:  Easy

Skill:  Application of Knowledge

AACSB:  Application of Knowledge

LO:  4.3: Summarize five types of individual incentive pay plans.

 

12) Which of the following effects describe the concept that a hard working employee is likely to stay at an incentive pay position?

  1. A) representative
  2. B) structural
  3. C) sorting
  4. D) output

Answer:  C

Difficulty:  Moderate

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.3: Summarize five types of individual incentive pay plans.

 

13) Which individual incentive plans require the achievement of multiple, complex objectives without compromising the quality and quantity of output?

  1. A) piecework
  2. B) referral
  3. C) management incentive
  4. D) behavior encouragement

Answer:  C

Difficulty:  Difficult

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.3: Summarize five types of individual incentive pay plans.

 

14) To have better safety records, the XYZ Company gives monetary incentive awards to its workers for lower accident rates due to improper use of heavy equipment. Which of the following incentive plans describes this example?

  1. A) management incentive
  2. B) referral
  3. C) piecework
  4. D) behavioral encouragement

Answer:  D

Difficulty:  Difficult

Skill:  Application of Knowledge

AACSB:  Application of Knowledge

LO:  4.3: Summarize five types of individual incentive pay plans.

 

15) This type of individual incentive plan rewards employees who recruit new customers or new employees.

  1. A) behavior encouragement
  2. B) referral
  3. C) management incentive
  4. D) piecework

Answer:  B

Difficulty:  Easy

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.3: Summarize five types of individual incentive pay plans.

 

16) Individual incentive plans help to promote the relationship between pay and ________.

Answer:  performance

Difficulty:  Moderate

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.3: Summarize five types of individual incentive pay plans.

 

 

17) The ________ effect refers to a worker's willingness to work diligently to produce more quality output rather than simply attending work without putting in the effort.

Answer:  incentive

Difficulty:  Moderate

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.3: Summarize five types of individual incentive pay plans.

18) Under which three conditions are individual incentive plans most appropriate?

Answer:  Individual incentive pay plans are most appropriate under three conditions.

 

First, employees' performance can be measured objectively.

 

Second, individual incentive plans are appropriate when employees have sufficient control over work outcomes. Factors such as frequent equipment breakdowns and delays in receipt of raw materials limit employees' ability to control their performance levels. Employees are not likely to be diligent when they encounter interference: Chances are good that employees who previously experienced interference will expect to encounter interference in the future. Employees' resistance threatens profits because companies will find it difficult to motivate people to work hard when problem factors are not present.

 

Third, individual incentive plans are appropriate when they do not create a level of unhealthy competition among workers that ultimately leads to poor quality. For example, a company may create unhealthy competition when it limits the number of incentive awards to only 10 percent of the employees who have demonstrated the highest levels of performance. If the company judges performance according to volume, then employees may sacrifice quality as they compete against each other to outmatch quantity. In addition, under an incentive plan that rewards quantity of output, those employees who meet or exceed the highest standard established by their employer may be subject to intimidation by workers whose work falls below the standard. Unions may use these intimidation tactics to prevent plan standards from being raised.

Difficulty:  Moderate

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.3: Summarize five types of individual incentive pay plans.

 

19) Which of the following teams consists of a group of people who are assembled to complete a one-time assignment?

  1. A) project teams
  2. B) innovation teams
  3. C) process teams
  4. D) work teams

Answer:  A

Difficulty:  Easy

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.4: Explain two types of group incentive plans.

20) John is a design engineer in an auto manufacturer's research and development department. In addition to his normal duties, he is assigned to a team of other engineers developing a highly automated assembly line for the new model of a passenger car. To which type of team is John assigned?

  1. A) incentive
  2. B) project
  3. C) work (process)
  4. D) parallel

Answer:  D

Difficulty:  Moderate

Skill:  Application of Knowledge

AACSB:  Application of Knowledge

LO:  4.4: Explain two types of group incentive plans.

 

21) Gunther Rohn was rewarded for making a suggestion that saved Ewe and Eye Electronics thousands of dollars. Which type of incentive compensation approach might have worked best?

  1. A) group incentive programs
  2. B) gain sharing plan
  3. C) management incentive plans
  4. D) employee stock ownership plan

Answer:  B

Difficulty:  Difficult

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.4: Explain two types of group incentive plans.

 

22) What is the main objective of Scanlon plans?

  1. A) to standardize the workforce
  2. B) to encourage unionization
  3. C) to increase workforce competitiveness
  4. D) to increase employee involvement

Answer:  D

Difficulty:  Moderate

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.4: Explain two types of group incentive plans.

 

 

23) Which gain sharing plan bases incentives on the ratio between labor costs and sales value of production (SVOP)?

  1. A) Rucker Plan
  2. B) referral plan
  3. C) Scanlon Plan
  4. D) Improshare

Answer:  C

Difficulty:  Difficult

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.4: Explain two types of group incentive plans.

24) Which of the following is an operational measure used in company-wide incentive plans?

  1. A) safety/occupational injury rates
  2. B) revenue growth
  3. C) earnings per share
  4. D) operating income

Answer:  A

Difficulty:  Moderate

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.4: Explain two types of group incentive plans.

 

25) The XYZ Manufacturing Co. uses a gain sharing plan that gives incentives to employees to finish products rather than to incentivize dollar savings. Therefore, this company measures productivity as the ratio of standard labor hours and actual labor hours. Which kind of gain sharing program does XYZ Manufacturing Co. use?

  1. A) Improshare
  2. B) Rucher
  3. C) Scanlon
  4. D) SVOP

Answer:  A

Difficulty:  Difficult

Skill:  Application of Knowledge

AACSB:  Application of Knowledge

LO:  4.4: Explain two types of group incentive plans.

 

 

26) Which of the following is true regarding group incentive plans?

  1. A) There are more groups in a company than individuals to measure.
  2. B) Individual group members usually work more efficiently alone than in cohesive groups.
  3. C) It is easier to develop performance measures for individual incentive plans than for group incentive plans.
  4. D) It is easier to develop performance measures for group incentive plans than individual incentive plans.

Answer:  D

Difficulty:  Moderate

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.4: Explain two types of group incentive plans.

 

27) ________ teams consist of a group of people assigned to complete a one-time task.

Answer:  Project

Difficulty:  Easy

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.4: Explain two types of group incentive plans.

 

28) The sales value of production (SVOP) is the sum of sales ________ plus the value of goods in inventory.

Answer:  revenue

Difficulty:  Difficult

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.4: Explain two types of group incentive plans.

29) The Improshare bonus is based on a ________ ratio formula.

Answer:  labor hour

Difficulty:  Difficult

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.4: Explain two types of group incentive plans.

 

30) The main disadvantage of group incentive compensation is employee ________.

Answer:  turnover

Difficulty:  Moderate

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.4: Explain two types of group incentive plans.

 

 

31) Profit sharing plans and employee stock option plans are incentives on what level?

  1. A) individual
  2. B) group
  3. C) companywide
  4. D) executive

Answer:  C

Difficulty:  Moderate

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.5: Discuss two types of company-wide incentive plans.

 

32) These profit sharing plans award cash to employees on a quarterly or annual basis as part of their regular compensation.

  1. A) common
  2. B) current
  3. C) deferred
  4. D) anticipated

Answer:  B

Difficulty:  Easy

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.5: Discuss two types of company-wide incentive plans.

 

33) The XYZ Company pays a portion of company profits to its employees. The management offers this incentive plan as one kind of retirement program. Which kind of companywide incentive plan does XYZ Co. offer?

  1. A) employee stock ownership
  2. B) deferred profit sharing
  3. C) current profit sharing
  4. D) employee stock option

Answer:  B

Difficulty:  Moderate

Skill:  Application of Knowledge

AACSB:  Application of Knowledge

LO:  4.5: Discuss two types of company-wide incentive plans.

34) This formula for determining the amount available for profit sharing uses a specific percentage of annual profits contingent upon the successful attainment of a specified profit goal.

  1. A) fluctuating first-dollar-of-profits
  2. B) differed first-dollar-of-profits
  3. C) graduated first-dollar-of-profits
  4. D) fixed first-dollar-of-profits

Answer:  D

Difficulty:  Moderate

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.5: Discuss two types of company-wide incentive plans.

 

35) This formula for calculating profit sharing awards gives the employees a higher percentage of the profits as the profits increase.

  1. A) fluctuating first-dollar-of-profits
  2. B) differed first-dollar-of-profits
  3. C) graduated first-dollar-of-profits
  4. D) fixed first-dollar-of-profits

Answer:  C

Difficulty:  Moderate

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.5: Discuss two types of company-wide incentive plans.

 

36) With which profit sharing formula does the profit sharing pool become funded only after profits exceed a predetermined level, but fall below some established maximum level?

  1. A) fixed first-dollar-of-profits
  2. B) profitability threshold
  3. C) graduated first-dollar-of-profit
  4. D) equal payments

Answer:  B

Difficulty:  Difficult

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.5: Discuss two types of company-wide incentive plans.

 

37) Which arrangement represents a long-term company-wide incentive plan that provides employees with the option to purchase ownership in the company?

  1. A) employee stock option plans
  2. B) company equality awards
  3. C) profit sharing plans
  4. D) gain sharing plans

Answer:  A

Difficulty:  Difficult

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.5: Discuss two types of company-wide incentive plans.

38) ________ profit sharing plans place cash awards in trust accounts for employees and are set aside on employees' behalf as a source of retirement income.

Answer:  Deferred

Difficulty:  Easy

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.5: Discuss two types of company-wide incentive plans.

 

 

39) Stock ________ describe an employee's right to purchase equity in the company.

Answer:  options

Difficulty:  Easy

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.5: Discuss two types of company-wide incentive plans.

 

40) In general, which of the following is an incentive plan design consideration?

  1. A) profitability
  2. B) the outcome of an employee election about willingness to participate in one or more incentive plans
  3. C) the level of risk employees will accept in their overall compensation package
  4. D) workforce unionization

Answer:  C

Difficulty:  Moderate

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.6: Summarize considerations when designing incentive pay programs.

 

41) Which of the following is true about the level of risk involved with incentive pay?

  1. A) It decreases as incentive pay represents a greater proportion of total core compensation.
  2. B) It is lower for higher-level employees than for lower-level employees.
  3. C) It depends on the extent to which employees control the attainment of a desired goal.
  4. D) It is dependent on subjective performance appraisals.

Answer:  C

Difficulty:  Moderate

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.6: Summarize considerations when designing incentive pay programs.

 

42) The general rule of thumb is that short-term company goals last less than how long?

  1. A) 1 month
  2. B) 6 months
  3. C) 1 year
  4. D) 5 years

Answer:  D

Difficulty:  Easy

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.6: Summarize considerations when designing incentive pay programs.

 

43) Companies in such ________ industries as retail sales could benefit by including an incentive component in the core compensation programs they offer to employees.

Answer:  cyclical

Difficulty:  Moderate

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.6: Summarize considerations when designing incentive pay programs.

 

44) In an effort to increase the productivity of its employees, a manufacturing company is considering adopting an incentive pay program. List and discuss the five factors the HR professionals should consider in the adoption of an incentive program.

Answer:  The first factor to consider is whether the plan should be based on group or individual employee performance. Clearly, this is dependent on the structure of the company. If the nature of work performed is interdependent, for example, then group incentives would be appropriate.

 

A second factor is the level of risk employees would be willing to accept in their overall compensation package. The level of risk increases as incentive pay becomes a greater part of total core compensation. The level of risk is also dependent on the amount of control employees may have toward the attainment of the desired performance goal.

 

A third factor is whether incentive pay should replace or complement traditional pay. Some companies may choose to award incentive pay in addition to an employee's base pay and fringe compensation. Other companies may opt to reduce base pay by placing the reduced portion at risk in an incentive plan.

 

A fourth factor is the criteria by which performance should be judged. Criteria should be quantifiable, accessible, and reflective of a company's competitive strategy. Further, the company may want to consider using more than one performance measure, particularly if it is relevant. A weighting scheme could be used to reflect the relative importance of each performance criterion. As with the level of risk, the criteria chosen should be under the control of the employee.

 

A fifth factor is the time horizon of goals. Typically, incentives for lower-level employees tend to be based on short-term goals that are within the control of such employees. Longer-term incentives are used for professionals because of the length of time it takes for performance to be adequately measured.

Difficulty:  Moderate

Skill:  Concept

AACSB:  Analytical Thinking

LO:  4.6: Summarize considerations when designing incentive pay programs.

 

 

 

 

 

 

 

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Human Resource Management
Human Resource Management, 15th Edition, 2017, Gary Dessler,
Strategic Compensation: A Human Resource Management Approach, 9th Edition, 2017, Joseph J. Martocchio
Fundamentals of Human Resource Management, 4th Edition, 2016, Gary Dessler
Human Resource Management, 14th Edition, 2016, R. Wayne Dean Mondy, Retired, Joseph J. Martocchio
Mastering Project Human Resource Management: Effectively Organize and Communicate with All Project Stakeholders, 2015, Harjit Singh
Managing Human Resources, 8th Edition, 2016, Luis R. Gomez-Mejia, David B. Balkin, Robert L. Cardy

-----

PART 1: Setting the Stage for Strategic Compensation
1. Strategic Compensation: A Component of Human Resource Systems
2. Contextual Influences on Compensation Practice
PART 2: Bases for Pay
3. Seniority Pay and Merit Pay
4. Incentive Pay
5. Person-Focused Pay
PART 3: Designing Compensation Systems
6. Building Internally Consistent Compensation Systems
7. Market-Competitive Compensation Systems
8. Building Pay Structures that Recognize Employee Contributions
PART 4: Employee Benefits
9. Discretionary Benefits
10. Legally-Required Benefits
PART 5: Contemporary Strategic Compensation Challenges
11. Compensating Executives
12. Compensating the Flexible Workforce
PART 6: Compensation Around the World
13. Compensating Expatriates
14. Pay and Benefits outside the United States
Epilogue
15. Challenges Facing Compensation Professionals
------
Managing Human Resources Today
Managing Equal Opportunity and Diversity
Human Resource Strategy and Analysis
STAFFING: WORKFORCE PLANNING AND ENFORCEMENT
Job Analysis and Talent Management
Personnel Planning and Recruiting
Selecting Employees
TRAINING AND HUMAN RESOURCE DEVELOPMENT
Training and Developing Employees
Performance Management and Appraisal
Managing Careers
COMPENSATION AND TOTAL REWARDS
Developing Compensation Plans
Pay for Performance and Employee Benefits
EMPLOYEE AND LABOR RELATIONS
Maintaining Positive Employee Relations
Labor Relations and Collective Bargaining
Improving Occupational Safety, Health, and Risk Management
SPECIAL ISSUES IN HUMAN RESOURCE MANAGEMENT
Managing HR Globally
Managing Human Resources in Small and Entrepreneurial Firms
PHR and SPHR Knowledge Base
Comprehensive Cases
------
Human Resource Management: An Overview
Business Ethics and Corporate Social Responsibility
Equal Employment Opportunity, Affirmative Action, and Workforce Diversity
Staffing
Strategic Planning, Human Resource Planning, and Job Analysis
Recruitment
Selection
Performance Management and Training
Performance Management and Appraisal
Training and Development
Compensation
Direct Financial Compensation (Core Compensation)
Indirect Financial Compensation (Employee Benefits)
Labor Relations, Employee Relations, Safety, and Health
Labor Unions and Collective Bargaining
Internal Employee Relations
Employee Safety, Health, and Wellness
Operating in a Global Environment
Global Human Resource Management
------
Lectures, Test Bank, Case Study, Video Guides
Equal Opportunity,
Recruitment, Placement, Talent Management,
Job Analysis, Talent Management Process,
Personnel Planning, Recruiting,
Employee Testing, Selection,
Training, Development,
Developing Employees,
Performance Management, Appraisal,
Managing Careers, Retention,
Compensation,
Establishing Strategic Pay Plans,
Pay for Performance, Financial Incentives,
Benefits, Services,
Labor Relations,
Safety,
Health,
Human Resource Management Lectures

 

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Strategic Compensation: A Human Resource Management Approach, 9th Edition, 2017, Joseph J. Martocchio - LINK 

Fundamentals of Human Resource Management, 4th Edition, 2016, Gary Dessler - Link Free PPT Download

Managing Human Resources, 8th Edition, 2016, Luis R. Gomez-Mejia, David B. Balkin - Link Free PPT download

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Strategic Compensation: A Human Resource Management Approach, 9th Edition, 2017, Martocchio   - link free download

Human Resource Management, 15th Edition, 2017, Gary Dessler   - Link free Download

 

 

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