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Gregorio Billikopf
27th January 2006, 02:35 PM
In this thread we will examine some topics associated with the quizzes:

I. Motivating you to take the quizzes
II. Quiz requirements
III. How do I take a quiz?
IV. Practice quiz
V. Questions you might have about study materials
VI. Study concepts
VII. Links to quizzes

I. Motivating you to take the quizzes

Test taking is a challenging aspect of adult learning. As adults we tend to have quite a bit of stress issues related to taking tests. Plus, we do not like other people knowing if we did not do well. As a result, we have attempted to develop tests that help the learning process and are fun. We have also adopted an approach which we trust will help us deal with the issue of test stress. This means that you can take the tests anonymously, until you are ready to take them for credit. We wish you to feel confidence regarding the covered topics and to prepare for the most exciting portion of the course, the practical field application. We will, then, use a two-step process in terms of taking quizzes:

First step, anonymous test taking

1st Option: When you click on a quiz link, you will be asked for your name and E-mail. Simply put any name you want to make up and no E-mail. I will receive notification that someone took the test, the score received, but will not know who took the test.

2nd Option. The same as the first, but when you have one question left, close your test window before finishing the test. We will not know that someone took the test.

Second step, getting credit for quiz

Once you have taken the quiz several times and feel confident in your understanding of the topic (and receiving scores that are 90% or better), go ahead and put your real name and E-mail when taking the test. (In the worst of cases, if you do not like how you are doing, you can still delete the test by closing the test window before you answer the last question.)

II. Quiz requirements

Now that we have adopted a much more informal quiz taking process, and participants can take the quizzes as often as they wish, we will be requiring a 90% score or better. In case you do not obtain it, please re-take the quiz again until you do. There are five principal topics that will involve tests (two quizzes per topic): 1) employee selection; 2) performance appraisal; 3) compensation; 4) conflict resolution; and 5) discipline and termination.

We have a number of requirements mentioned below regarding the honor code.

III. How do I take a quiz?

When you link on any of the quizzes, you will be asked for your name and E-mail. As you take the test you will notice a number of items: 1) a timer with the remaining time left; 2) the total number of questions in this particular quiz; 3) the number of the question where you are at; 4) the percentage score of questions answered correctly (the score is updated every time you answer correctly) and 5) a suggestions window with more details about your response to a question.

If you wish to get credit for a test, you need the results window pop-up to come up at the end of the quiz. When taking the quiz, you can close the test window anytime before that results window pops up to avoid sending the results to us (that is, any time up to the time when you have only one question left to answer).

If you do want us to get the results, on the other hand, the results window must open. Make sure you have permitted pop-ups from our site. I am studying why the result window sometimes does not open. Meanwhile, it is imperative that you follow the following procedure. We mentioned earlier that there is a window that simply provides further suggestions or information after you answer each question. This is different from the window that pops up at the end of a quiz to tell you that the results were sent to us.

Here is the critical thing to remember. When you are satisfied with the test results and come to the last question, after you answer the last question DO NOT CLOSE the suggestion window until the results pop-up has fully finished displaying. If the results window does not come up after answering the last question, it means that you have to permit the software to timeout on its own. After the 30 minutes are up, the results window will come up within one minute of the clock timing out. Once again, this results window is your only indication that we have been mailed your results.

Here is a sample of how the pop-up results window might look:




Thanks!


Below is what you submitted to gebillikopf@ucdavis.edu on Wednesday, March 01, 2006 at 10:38:10

realname: Billikopf gebillikopf@ucdavis.edu
Exercise: Practice Quiz
Score: 66%
Start_Time: Wednesday, March 01, 2006 10:32:52 AM
End_Time: Wednesday, March 01, 2006 10:38:08 AM



A few more instructions:

Every time you answer a question correctly you will see a smiley face :) and incorrect answers will be displayed as an X.
Once again, make sure you have permitted pop-ups from our test site.
The test introduction is long enough that you may not realize that there is a question at the bottom of the page.Read the following instructions carefully: (They are the same as found at the beginning of each quiz, and it will save you time to read them now.)
The purpose of each quiz is to make sure you have a thorough comprehension of theoretical aspects of the material covered. To pass a quiz you need a score of 90% or better. If you do not obtain this score, please retake the quiz until you do. The important thing is to understand the materials rather than the number of times you take the quiz.

After each question you will get some feedback, including a smile for correct answers and an X for incorrect ones, as well as a review comment. In order to retain the information, it is worthwhile reading these review comments.

Each topic has two quizzes that must be passed. Gregorio Billikopf will be the only person who will know how you did on the test (unless you are taking this course through a different university, in which case your professor will also be aware of how you did).

The review comments are mostly taken from the book (or may indicate a footnote from the book) Agricultural Labor Management: Cultivating Personnel Productivity unless otherwise notified.

Here are the honor code requirements you agree to abide to by taking this test.

As part of the honor code I agree:

1) Not to bring, nor make use, of any reference materials or notes while taking the test.

2) Not make copies of test questions nor share test contents with others.

3) Not to discuss test questions with others (except Gregorio Billikopf or my professor if this is another person).

4) Not to re-take a test until a) I have studied over the assigned materials again; or b) at least two hours have elapsed.

IV. Practice quiz

The quiz software is somewhat obtuse, so it is a good idea to take a practice test first. The practice test has three questions and lasts less than 5 minutes (while regular tests take 30 minutes). Try out the practice quiz at:

http://www.cnr.berkeley.edu/ucce50/Examen/practiceQuiz.htm (http://www.cnr.berkeley.edu/ucce50/Examen/practiceQuiz.htm)

V. Questions you might have about study materials

If you have any questions about the study materials please feel free to chat with Gregorio via Skype, or through gebillikopf@ucdavis.edu (gebillikopf@ucdavis.edu) or even through the vBulletin, or you can converse with other course participants. If you do pose a question through vBulletin, you might want to start a new thread or it is likely to get lot in this one. You will also find basic answers to your questions at http://www.cnr.berkeley.edu/ucce50/ag-labor/ (http://www.cnr.berkeley.edu/ucce50/ag-labor/) especially in the books Agricultural Labor Management: Cultivating Personnel Productivity and Helping Others Resolve Differences: Empowering Stakeholders.

VI. Study concepts

Each of the five main topics has a section below, with concepts and vocabulary worth studying. Feel free to use additional references, also.

VII. Links to quizzes

Links to quizzes will be posted here as they are completed. We hope you enjoy taking these. If you find any errors, please let me know as soon as possible through gebillikopf@ucdavis.edu (gebillikopf@ucdavis.edu)

A) employee selection;
Test 1: http://www.cnr.berkeley.edu/ucce50/Examen/selection_1.htm (http://www.cnr.berkeley.edu/ucce50/Examen/selection_1.htm)
Test 2: http://www.cnr.berkeley.edu/ucce50/Examen/selection_2.htm (http://www.cnr.berkeley.edu/ucce50/Examen/selection_2.htm)

B) performance appraisal;
Test 1: http://www.cnr.berkeley.edu/ucce50/Examen/appraisal_1.htm
Test 2: http://www.cnr.berkeley.edu/ucce50/Examen/appraisal_2.htm

C) compensation;
Test 1: http://www.cnr.berkeley.edu/ucce50/Examen/compensation_1.htm
Test 2: http://www.cnr.berkeley.edu/ucce50/Examen/compensation_2.htm

D) conflict resolution;
Test 1: http://www.cnr.berkeley.edu/ucce50/Examen/conflict_1.htm
Test 2: http://www.cnr.berkeley.edu/ucce50/Examen/conflict_2.htm

E5) discipline and termination.
Test 1: http://www.cnr.berkeley.edu/ucce50/Examen/discipline_1.htm
Test 2: http://www.cnr.berkeley.edu/ucce50/Examen/discipline_2.htm

Gregorio Billikopf
16th February 2006, 11:15 AM
Concepts:

· Be able to explain and avoid different types of rater bias and error (also see Chapter 6).
· Be able to interpret correlation coefficients for reliability and validity.
· Be ready to suggest or defend the sequence of events (e.g., interview, practical test, medical evaluation) in different selection scenarios.
· How can a probationary period be beneficial rather than harmful?
· How do employees feel about drug testing for applicants vs. regular employees?
· How will as systematic employee selection process affect issues of discrimination?
· Is it OK to ask successful applicants to come to work for you right away and not give two weeks notice?
· Many employers prefer to hire someone with no experience, “who will learn my bad habits rather than those of a neighbor.” What is faulty with this thinking?
· Should a manager agree to call applicants to let them know how they did in the selection process?
· What are some of the keys of checking references?
· What are the advantages and disadvantages of a strict promotion from within policy? (Chapter 4)
· What are the advantages and disadvantages of written tests?
· What are the advantages of medical and drug testing? Needed precautions?
· What are the benefits of announcing that a salary is negotiable vs. announcing a starting salary?
· What are the challenges associated with a personality test?
· What are the challenges associated with an intelligence test?
· What are the disadvantages of a trial period used alone, without the benefit of other selection tools?
· What are the potential benefits and hazards of the orientation period?
· What is the etiquette of checking references?
· What is the purpose of weighting importance of job duties or skills?
· What should an employer do if after all the testing none of the applicants seem qualified for the job?
· What should you do a week after the selection process if you feel you have hired the wrong person?
· Why is it difficult for many farmers to feel they can compete with others when it comes to attracting employees to the farm?
· Why is it important for new employees to be exposed to a large variety of duties within a short time of being hired?
· Why is it so important to pre-test interviews and practical tests ahead of time?
· Why should all candidates be made to feel good for having participated in a systematic employee selection process?

Terms that need to be memorized and explained:

· Content-oriented validity
· Correlation coefficient
· Criterion-oriented validity
· Disparate treatment vs. adverse impact
· Face validity
· Job analysis
· Job description
· Job specification
· Objective vs. subjective criteria
· Power vs. speed test
· Practical test (job sample) vs. simulations
· Progressive hurdle
· Rater bias
· Realistic job preview
· Unfreezing
· Validity vs. reliability in employee selection

Field experience:

Choose two of the following or propose an alternative field experience:

· Work with a farm employer to design a content-oriented employee selection test with at least three test stations.
· Do one of the following criterion-oriented tests: 1) compare a dexterity test with on-the-job performance data, practical test data, or both; 2) compare test data with on-the-job performance data.

Required reading:

· Billikopf, G. E. Labor Management in Agriculture: Cultivating Personnel Productivity, Practical Steps to Employee Selection
· Billikopf, G. E. Labor Management in Agriculture: Cultivating Personnel Productivity, Validating the Selection Process
http://www.cnr.berkeley.edu/ucce50/ag-labor/7labor/001.htm

Suggested reading:

· Anastasi, A. and Urbina, S. Psychological Testing (7th Edition). Prentice Hall College Div., (1996) ISBN: 0023030852, 721 pp. (En Español, Tests Psicológicos, 1998, Prentice Hall de México)
· Billikopf, G. E. (1988). Agricultural Employment Testing: Opportunities for Increased Worker Performance, Giannini Foundation Special Report No. 88-1.
· Testing and Assessment: An Employer's Guide to Good Practices, http://www.cnr.berkeley.edu/ucce50/ag-labor/7labor/test_validity.pdf
· Billikopf, G. E. Labor Management in Agriculture: Cultivating Personnel Productivity, Performance Appraisal (first three or four pages)
· Billikopf, G. E. Labor Management in Agriculture: Cultivating Personnel Productivity, Promotions (first part of Chapter 4)
· Contact gebillikopf@ucdavis.edu for additional recommendations.

Gregorio Billikopf
1st March 2006, 04:11 PM
Concepts:

· Be able to describe rating errors or deficiencies (also see Chapter 3)
· Be able to describe the negotiated performance appraisal, and the purpose and psychology of each of the four lists.
· How important do you think that feedback is to effective performance?
· What are the benefits or disadvantages of promoting competition among workers?
· What is the value of the traditional approach to performance appraisal?
· Why did the truck drivers (described in the chapter) increase their performance and how did they test management?

Terms that need to be memorized and explained:

· Bell curve
· Critical incident
· Grading by the curve
· Quantitative vs. qualitative feedback
· Rating against a standard

Field experience:

Choose two of the following or propose an alternative field experience:

· Provide and analyze negotiated approach to performance appraisal.
· Provide and analyze traditional approach to performance appraisal.

Required reading:

· Billikopf, G. E. Labor Management in Agriculture: Cultivating Personnel Productivity, Performance Appraisal
http://www.cnr.berkeley.edu/ucce50/ag-labor/7labor/001.htm

Suggested reading:

· Carroll, S. J. and Schneier, C. E. (1982). Performance Appraisal and Review Systems, Scott Foresman, 284 pp.
· Billikopf, G. E. Labor Management in Agriculture: Cultivating Personnel Productivity, Discipline
· Contact gebillikopf@ucdavis.edu for additional recommendations.

Gregorio Billikopf
1st March 2006, 04:12 PM
Concepts:

· Be able to evaluate the alternatives to improve or retain quality while paying piece rate.
· Be able to explain and plan a strategy for correcting ‘out-of-line’ color rates.
· Be able to explain each of the six strategies an employee may choose to bring balance to what appears to be an unfair pay situation.
· Be able to explain the difference between an incentive and non-incentive payments.
· Be able to present arguments on both sides of the argument as to whether flat or percentage raises should be provided.
· Be able to provide arguments of both sides of the comparable worth doctrine debate.
· Do piece-rate paid workers leave sooner in the day if the wages are good?
· Draw an internal wage structure and label its parts.
· Explain the advantages and disadvantages of paying everyone the same (for instance, tractor drivers, irrigators, pruners, pickers).
· Explain the similarities and differences between seniority- and merit-based pay raises.
· Explain why many growers pay by the hour for a couple of days and then switch to paying by the piece. What are they trying to accomplish and what challenges may arise?
· How can promotions be affected negatively by wage overlap?
· How do changes in the minimum wage affect wage compression?
· How to design and maintain an internal wage structure.
· Many employers do not tell workers paid on a piece rate what they will earn per unit until the end of the day, and explain, “Our workers trust us.” Defend or challenge the merits of this approach. Be able to understand why employers do this.
· Name several examples of loopholes and ways to overcome them.
· What are the benefits and disadvantages of a profit sharing pay system?
· What are the benefits or disadvantages of promoting competition among workers? (also see Chapter 6)
· What are the challenges associated with paying employees what they deserve right away, if this means that they will earn more total wages in the long run but will not have many raises as they go?
· What are the main advantages and disadvantages of a casual incentive pay program?
· What are the main elements of a casual incentive pay program?
· What can an employer do when she loses crew workers every year towards the end of the season to other crops?
· What challenges to technological, biological, or cultural changes have on incentive pay?
· What do employees expect from the wages they receive?
· What does it mean when employers find themselves hiring new people and regularly paying them at middle or upper levels of the rate range?
· What is a quality issue related to hiring a crew by the piece when they are paid and managed through a farm labor contractor.
· What is the danger with safety incentives?
· What is the greatest challenge with piece-rate pay from the perspective of the employer.
· What is the greatest challenge with piece-rate pay from the perspective of the employee.
· When is it OK to deduct pay from employees?
· When is it OK to eliminate an incentive payment?
· When is it OK to reduce the amount paid per piece?
· Why do other crew-workers provide pressure for co-workers to slow down?
· Why do workers prefer hourly based pay over piece-rate based pay? The other way around?

Terms that need to be memorized and explained:

· Chance incentive
· COLA
· Compensable factor
· Internal vs. external equity
· Intrinsic rewards
· Job evaluation vs. market considerations
· Pay grade
· Rate range
· Wage line

Field experience:

Choose two of the following or propose an alternative field experience:

· Work with a veterinarian and farmer (dairy, cattle, equine, hog) to study and propose an incentive pay program. Provide analysis.
· Work with a grower and plant scientist to propose a piece rate program in a vineyard, orchard, berry, or other high labor intensive crop. Provide analysis.

Required reading:

· Billikopf, G. E. Labor Management in Agriculture: Cultivating Personnel Productivity, Internal Wage Structure
· Billikopf, G. E. Labor Management in Agriculture: Cultivating Personnel Productivity, Incentive Pay
http://www.cnr.berkeley.edu/ucce50/ag-labor/7labor/001.htm

Suggested reading:

· Belcher, David M. (1974). Compensation Administration. Prentice-Hall, 606 pp.
. Billikopf, G. Dairy Incentive Pay (4th Edition) http://www.cnr.berkeley.edu/ucce50/ag-labor/
· Milkovich, G. T. and Newman, J. M. (2001). Compensation (7th Edition), 682 pp.
· Contact gebillikopf@ucdavis.edu for additional recommendations.

Gregorio Billikopf
1st March 2006, 04:14 PM
Concepts:

· Be able to explain the difference between 1) fighting it out, 2) yielding, 3) Avoidance, and 4) creative negotiation (also see Chapter 18)
· Describe a proper apology.
· Describe how the mediator sits in relation to the contending parties.
· Explain a practical way of using Covey’s principle, “Seek first to understand; then to be understood.”
· How should issues of confidentiality be treated by the mediator?
· Many supervisors tell their employees, “Get along or else...” What results can you expect from this approach?
· What does putting our best foot forward with strangers have to do with conflict management?
· What is a good test a mediator can use to determine if both parties should be brought together into a joint session?
· What is the danger with labels such as inconsiderate or selfish?
· What is the main task of an arbitrator, compared to that of a mediator?
· What role does talking about the past have in effective mediation?
· Why do people tend to agree with us when we tell them about a conflict we have had with someone else?
· Why does most of the literature on mediation suggest that the mediator meet with both parties at the same time (rather than with each one separately)?
· Why is it that supervisors tend to be directive mediators?
· Why should each party be vigilant to make sure the other side has their needs met, also? (also see Chapter 18)

Terms that need to be memorized and explained:

· Caucus
· Conflict-saturated story
· Contention vs. difference in opinion
· Distorted mirroring
· Ethic of curiosity (Winslade and Monk)
· Honeymoon period
· Mediation vs. arbitration
· Position vs. need (Fisher and Ury)
· Pre-caucus
· Self-esteem vs. amor propio (self-love)
· Transformative mediation (Bush and Folger)

Field experience:

Choose two of the following or propose an alternative field experience:

· Analyze a work-related conflict management situation in terms of interpersonal issues vs. other issues involved.
· Provide mediation for a work-related conflict and provide analysis.

Required reading:

· Billikopf, G. E. Labor Management in Agriculture: Cultivating Personnel Productivity, Conflict Management Skills
http://www.cnr.berkeley.edu/ucce50/ag-labor/7labor/001.htm
· Helping Others Resolve Differences: Empowering Stakeholders
http://www.cnr.berkeley.edu/ucce50/ag-labor/7conflict/

Suggested reading:

· Billikopf, G. E. “Contributions of Caucusing and Pre-Caucusing to Mediation,” Group Facilitation: A Research and Applications Journal (Number 4, Spring 2002).
· Billikopf, G. Party-Directed Mediation: http://www.cnr.berkeley.edu/ucce50/ag-labor/7conflict/PartyDirectedMediation-IACM.pdf (http://www.cnr.berkeley.edu/ucce50/ag-labor/7conflict/PartyDirectedMediation-IACM.pdf)
· Folger, J. P.; Poole, M. S.; and Stutman, R. K. (2000). Working Through Conflict (4th), Addison Wesley, 368 pp.
· Billikopf, G. E. Labor Management in Agriculture: Cultivating Personnel Productivity, Negotiated approach to Performance Appraisal (first half of chapter 6)
· Contact gebillikopf@ucdavis.edu for additional recommendations.

Gregorio Billikopf
1st March 2006, 04:18 PM
Concepts:

· Employees may feel poorly when disciplined today but those feelings will turn to anger in the future unless the supervisor takes specific steps.
· Four elements that need to be documented in order to defend a disciplinary process or termination.
· If someone accuses one of your most honorable employees of wrongdoing, if you are certain that this person was innocent should you keep this accusation from this individual to protect his or her feelings?
· Should an employee be escorted off the property when terminated?
· Should an employer write a letter of recommendation for an employee who is applying for another job, if the farmer is thinking of terminating him or her?
· Should mediation be offered in cases of sexual harassment?
· Understand the Mlynek approach.
· What advice would you give an employer who says that he just makes someone life miserable so they quit, and he then does not have to fire them?
· What are some important issues related to privacy in discipline?
· What does it mean that “as styles change standards may have to change?”
· What factors tend to push employees into a wrongful termination suit?
· What is the ‘death penalty of employment’ and why could it also be called ‘workplace divorce’?
· What is the benefit of placing something in an employee’s personnel file and not telling him or her about it?
· What is the best time of the day or week or month to terminate an employee?
· What is the difference between a regular suspension and an investigative suspension?
· What roles do consistency vs. flexibility play in discipline?
· What should you do if an employee refuses to sign that he or she received a disciplinary notice?
· When does the employer share the blame for an employee’s poor performance?
· Who should terminate the employee?
· Why do workers sometimes want to push the employer into firing them rather than just quitting?
· Why is it so important to permit employees who have been involved in an infraction to explain their perspective first.

Terms that need to be memorized and explained:

· At-will doctrine
· Back pay
· Binding arbitration
· Constructive discharge
· Corrective vs. punitive action
· Investigative suspension
· Just cause
· Progressive disciplinary approach
· Punitive damages
· Reinstatement
· Separation bonus
· Set-up-to-fail syndrome
· Severance package
· Termination agreement
· Wrongful termination

Field experience:

Choose two of the following or propose an alternative field experience:

· Do one of the following: 1) Plan and carry out a disciplinary approach with an employee; 2) Observe and analyze a disciplinary action regarding an employee. Provide analysis.
· Do one of the following: 1) Observe and analyze the termination of a year round employee; 2) Plan and carry out the termination of a year-round employee. Provide analysis.

Required reading:

· Billikopf, G. E. Labor Management in Agriculture: Cultivating Personnel Productivity, Discipline
· Billikopf, G. E. Labor Management in Agriculture: Cultivating Personnel Productivity, Termination
http://www.cnr.berkeley.edu/ucce50/ag-labor/7labor/001.htm

Suggested reading:

· BNA Editorial Staff (2000), Grievance Guide (10th Edition), 464 pp.
· Billikopf, G. E. Labor Management in Agriculture: Cultivating Personnel Productivity, Negotiated Approach to Performance Appraisal (first half of Chapter 6) http://www.cnr.berkeley.edu/ucce50/ag-labor/7labor/001.htm
· Contact gebillikopf@ucdavis.edu for additional recommendations.