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Human Resource Management (Lepak/Gowan)
Chapter 10 Compensating Employees
10.1 Multiple Choice
1) When trying to convey the total rewards your company provides to its regional salespeople you would
include all of the following in your explanation EXCEPT:
A) base salary.
B) Social Security.
C) company car.
D) health insurance .
E) pension plan.
Answer: B
AACSB: Reflective Thinking
Objective: 10.1
2) When the jobs within an organization valued appropriately relative to each other this is known as:
A) equity theory.
B) internal alignment.
C) job evaluation.
D) external alignment.
E) job ranking.
Answer: B
Objective: 10.3
3) All of the following statements about job evaluation are accurate EXCEPT:
A) each method takes a qualitative approach to evaluating a job.
B) thorough job analysis is important in order to have effective job evaluation.
C) well written job descriptions are vital to have before any job evaluation approach is used.
D) the process determines the relative worth of jobs within a company.
E) qualitative approaches tend to have more subjective outcomes.
Answer: A
AACSB: Analytic Skills
Objective: 10.3
4) All of the following are methods of job evaluation EXCEPT:

A) factor comparison.
B) job ranking.
C) point factor.
D) job pricing.
E) job classification.
Answer: D
Objective: 10.3
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Copyright © 2010 Pearson Education, Inc.
5) Grouping jobs based on similar tasks, duties, responsibilities and qualifications is known as:
A) equity theory.
B) job ranking.
C) job classification.
D) internal alignment.
E) point method.
Answer: C
Objective: 10.3
6) This method of job evaluation is developed by first identifying compensable factors which are needed
for the job in order for the company to achieve its goals and then a score is determined for each job based
on those factors.
A) Job ranking
B) Job classification
C) Factor comparison
D) Point method
E) Internal alignment
Answer: D
Objective: 10.3
7) When using the point method of job evaluation all of the following are ways to ensure the objectivity of
the method EXCEPT:
A) selecting appropriate benchmark jobs.
B) ranking benchmark jobs based on skill level required.
C) correctly identifying the compensable factors.
D) assigning appropriate weights to each compensable factor.
E) correctly using the point manual.
Answer: B
Objective: 10.3
8) In order to be considered a benchmark job, the job needs to be all of the following EXCEPT:
A) currently at an appropriate wage rate.
B) well known and recognized.
C) never previously used to set wage rates in the external labor market.
D) clearly and concisely described.
E) stable over time in regard to responsibilities.
Answer: C
Objective: 10.3
#
9) The jobs of warehouse technician, supply coordinator, and forklift operator were ranked based on the
physical requirements of each position. This would be an example of:
A) factor comparison.
B) a job grade.
C) internal alignment.
D) job classification.
E) job ranking.
Answer: A
Objective: 10.3
10) When using market data to determine pay rates, which of the following describes the steps you would
most likely take?
A) Complete job pricing, determine wage curve, conduct salary a survey, plot market results for
benchmark jobs.
B) Determine wage curve, complete job pricing, conduct a salary survey, plot market results for
benchmark jobs.
C) Plot market results for benchmark jobs, complete job pricing, determine wage curve, conduct a salary
survey.
D) Complete job pricing, conduct a salary survey, plot market results for benchmark jobs, determine
wage curve.
E) Conduct a salary survey, complete job pricing, plot market results for benchmark jobs, determine wage
curve.
Answer: E
Objective: 10.4
11) Which of the following statements is most accurate regarding wage curves?
A) It is used to plot current organization salaries against salaries from five years ago to determine the
amount of increases that have occurred.
B) It will compare the difference in wages between benchmark jobs.
C) Both a market wage curve and an organizational wage curve can exist on the same graph.
D) The market wages are shown on one axis and the organization's wages are shown on the other axis of
the graph in order to compare them accurately.
E) A wage curve is most often in the shape of a bell curve.
Answer: C
Objective: 10.4
#
12) Your organization pays its Marketing Manager a considerably high annual salary compared to other
marketing executives in your area. However when compared to marketing executives in your industry
your Marketing Manager is paid about the industry average. Which of the following best describes this
positions pay policy in the market as well as in the industry?
A) leading, lagging
B) following; lagging
C) leading; following
D) following; leading
E) lagging; following
Answer: C
Objective: 10.4
13) Jeffrey has been a machine operator for about 12 years. He is fully qualified and functions well in his
role. The pay range for his position is $11.00 to $17.00. Jeffrey is currently making $13.25. What may be a
more appropriate pay rate for Jeffrey, given his experience and performance level?
A) $11.50
B) $14.00
C) $15.50
D) $17.00
E) $20.00
Answer: B
Objective: 10.4
14) Which of the following statements about the spread, or width or narrowness, of pay ranges is most
accurate?
A) Pay ranges for entry level positions in an organization tend to be wider.
B) All pay ranges in an organization should have the same width.
C) Management level positions tend to have a more narrow range.
D) Pay ranges for higher level positions in an organization tend to be wider.
E) Professional level positions have a narrower range than clerical level positions.
Answer: D
Objective: 10.4
15) A store manager, a marketing coordinator, and accounting supervisor positions all require a
Bachelor's degree and at least 3 years of experience in the respective fields. Although very different in
specific job duties these positions could be:
A) job priced together.
B) placed on the same wage curve.
C) direct market priced.
D) eligible for the same merit increase.
E) broadbanded.
Answer: E
Objective: 10.4
#
16) All of the following statements are accurate in regard to using broadbanding EXCEPT:
A) when using bands jobs that require similar education levels, years of experience and have similar
levels of responsibility can be put in the same band.
B) using broadbanding increases the number of pay grades overall.
C) the spread of the bands can be well over 100%.
D) higher wages sometimes result thereby increasing salary expenses for an organization.
E) training needs to occur to teach managers how to determine start rates within the bands to eliminate
subjectivity.
Answer: B
Objective: 10.4
17) When evaluating an individual's pay,:

A) those with red-circled pay rates should be moved into a lower pay grade.
B) performance based pay systems are the least popular and organizations rely on across the board
increases.
C) green-circled pay rates should be moved to the midpoint of the range.
D) if their pay rate is red-circled you may want to consider reviewing the job evaluation to be sure it was
completed properly.
E) freezing the pay rate of those who are green-circled and allowing them to catch up with market is the
best option in order to save money.
Answer: D
Objective: 10.4
18) Pay grades in your organization have been adjusted due to a recent salary survey. The Mechanic I
position now has a pay range which starts at $15.00 per hour and has a maximum of $22.00 per hour.
Joshua is a Mechanic I who started about a year ago and is making $14.25 therefore he would be
considered:
A) at the midpoint.
B) red-circled.
C) green-circled.
D) benchmarked.
E) broadbanded.
Answer: C
Objective: 10.4
19) Bill has recently completed his Associates degree in Accounting, thereby moving him from an A/R
Representative I to a level II position. Due to his degree Bill received a 6% wage adjustment, as do all
employees who obtain their degree. Bill's organization follows:
A) skill based pay.
B) competency based pay.
C) knowledge based pay.
D) direct market pricing.
E) both A and C.
Answer: E
Objective: 10.5
#
20) Andrew has mastered the shipping label machine so that it prints the labels at a faster output, thereby
getting the boxes to the warehouse sooner and on the trucks in a more efficient way. His expertise with
this piece of equipment and innovativeness in improving the labeling process earned him a pay increase.
Andrew's organization follows:
A) skill based pay.
B) competency based pay.
C) knowledge based pay.
D) direct market pricing.
E) both A and C.
Answer: B
Objective: 10.5
21) When using the direct market pricing approach for employee compensation decisions all of the
following are accurate EXCEPT:
A) an internal structure based on the value the organization places on each job is unnecessary.
B) collecting internal information must be completed before external information can be used.
C) external data is collected on as many of the organization's jobs as possible.
D) accurate external data is critical for this approach to be effective.
E) small sample sizes can lead to incorrect assumptions being made about the external data.
Answer: B
Objective: 10.5
22) When administering a compensation program:

A) actual pay rates should not be shared outside of the human resources department.
B) open pay systems support the notion that compensation is too complicated to try to explain to
employees and should be kept confidential.
C) managers who make compensation decisions must receive training on the process and how they
should communicate about compensation.
D) reviewing external market data and internal alignment every five years would be sufficient.
E) changes should be made when employees raise questions and after careful market surveys have been
completed rather than updating for the sake of updating.
Answer: C
Objective: 10.5
23) Having to disclose executive pay rates due to legal requirements is an example of:
A) direct market pricing.
B) a closed pay system.
C) competency based pay system.
D) an open pay system.
E) broadbanding.
Answer: D
Objective: 10.5
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24) The business strategy a company uses can impact all of the following in regard to its compensation
system EXCEPT:
A) the wages it pays.
B) the pay mix it uses.
C) the technology used to collect wage data.
D) the internal value of its jobs.
E) both C and D.
Answer: C
Objective: 10.6
25) An organization which follows a cost leadership strategy would be most likely to select which of the
following compensation methods?
A) Offer a bonus to those who make cost savings suggestions which are successfully implemented.
B) Provide an incentive program for those who create new product ideas.
C) Offer the leading benefits package in their market area.
D) Use a pay policy which emphasizes leading the market in starting wages.
E) Provide many variable pay options to enhance employee salaries.
Answer: A
Objective: 10.6
26) Which of the following statements describes what is meant by compensation mix?
A) The number of perks, such as free parking, offered to an employee.
B) The amount of base pay versus variable pay offered to an employee.
C) Providing employees with a market leading benefits package.
D) The number of organizations included in a salary survey in order to get valid data.
E) The method of increasing an employee's base pay through merit increases.
Answer: B
Objective: 10.6
27) The purpose of a cost of living adjustment (COLA) is:

A) to give employees a 3% pay adjustment each year to adjust for increasing housing costs.
B) to provide money employees can set aside for their retirement funds.
C) to offset the increases in the price of goods and services employees purchase to prevent wages from
lagging in the market.
D) to offset stock market declines so employees have money to withdraw when they incur large losses.
E) to provide a performance reward to those employees that exceed productivity expectations.
Answer: C
Objective: 10.6
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28) Giving an employee a pay increase based on how well they have performed over the course of the last
evaluation period is known as a:
A) COLA.
B) commission.
C) variable pay.
D) merit increase.
E) skill-based pay plan.
Answer: D
Objective: 10.6
29) An organization following a differentiation strategy would most likely offer a compensation mix
which was made up of:
A) annual salary.
B) performance bonus.
C) comprehensive benefits.
D) B and C are correct.
E) all of the above.
Answer: E
Objective: 10.6
30) Which of the following company characteristics would prevent an employer from paying wages that
lag the market?
A) smaller employer
B) larger employer
C) older employer
D) highly technological employer
E) global employer
Answer: A
Objective: 10.6
31) Which of the following company characteristics would be an example of an employer most likely to
use both fixed and variable compensation in relatively equal amounts?
A) smaller employer
B) larger employer
C) older employer
D) highly technological employer
E) global employer
Answer: C
Objective: 10.6
#
32) An organization's culture can impact compensation by:
A) determining the organization's ability to pay.
B) establishing the priorities for the pay policy.
C) sets employee expectations and attitudes about compensation.
D) dictating whether the organization will offer COLAs.
E) both B and C.
Answer: E
Objective: 10.6
33) If an organization's culture values "green" behaviors in order to help the environment, their
compensation system may include:
A) offering direct deposit.
B) providing employee's "perks," such as free bus passes to limit commuting.
C) reimbursement for educational activities.
D) commissions based on the number of sales each week.
E) a fixed base pay with merit increases.
Answer: B
Objective: 10.6
34) Judy has never really gotten along well with her supervisor. In addition, she has concerns about the
evaluation process in that it doesn't take into account individual productivity and she does not get credit
for the number of outputs she produces compared to others. Judy has concerns about ________ and
________ justice.
A) distributive; procedural
B) procedural; distributive
C) interactional; distributive
D) interactional; procedural
E) procedural; interactional
Answer: D
AACSB: Communication
Objective: 10.6
35) Which of the following would cause an organization to increase their starting rate for a position and
thereby create wage compression for current employees?
A) Increase in interest rates
B) Labor shortage
C) Decrease in inflation rates
D) Labor surplus
E) COLAs
Answer: B
Objective: 10.6
#
36) Salary compression is viewed as a/an:
A) positive thing because it ensures internal alignment throughout the organization.
B) negative thing because pay grades are eliminated and new hire wages are determined only by market
rates.
C) negative thing by long time employees because their wages are close to those who are new on the job.
D) interactional justice issue because it occurs when supervisors don't communicate compensation
changes.
E) positive thing because it eliminates merit increases and adjusts all employees' pay by the same amount
each year.
Answer: C
Objective: 10.6
37) When labor supply is less than labor demand which of the following is true?
A) Less money is needed to recruit.
B) Wages can remain unchanged.
C) The labor market is considered loose.
D) Wages are generally increased.
E) This is considered an ideal scenario for employers.
Answer: D
Objective: 10.7
38) When determining how to set their level of wages, an organization should consider the following:
A) Leading the market will not attract more or better applicants.
B) Paying at market will help control labor expenses.
C) Lagging the market will lead to increased pay satisfaction.
D) Leading the market will create turnover.
E) Paying at market will decrease the number of applicants.
Answer: B
Objective: 10.7
39) All of the following statements are true regarding pay strategies EXCEPT:
A) Wages lagging the market may be paid when recruiting for entry level positions.
B) Jobs that are in demand in the market should be paid wages that lead the market.
C) Pay strategies may be combined based on the labor supply for certain positions.
D) Receiving a large number of applicants for a job may signal that you could pay below market for that
job.
E) If critical to the company's success, a job should be paid at market.
Answer: E
Objective: 10.7
#
40) Technology has impacted compensation practices in all of the following ways EXCEPT:
A) how compensation information is tracked.
B) how salary survey data is collected.
C) how expatriate pay rates are determined.
D) how wage information is shared with employees.
E) how to determine compensable time for employees who telecommute.
Answer: C
AACSB: Use of Information Technology
Objective: 10.7
41) To aid in determining what is compensable work time:

A) managers need to verify the accuracy of time records submitted.
B) clear polices should be in place explaining what is considered compensable time.
C) consistently enforce a compensable time policy and discipline as appropriate.
D) A and B are correct.
E) All of the above
Answer: D
Objective: 10.7
42) When determining where pay decisions are made, a global company should consider:
A) that a centralized system ensures better internal and external equity.
B) that decentralized systems provide a better link between results and rewards.
C) that decentralized systems have job grades that apply globally.
D) that centralized systems fail to consider differences between countries.
E) that decentralized systems integrate pay grades into a single framework.
Answer: A
AACSB: Multicultural and Diversity
Objective: 10.7
43) All of the following statements are true about determining wages for employees in a global
organization EXCEPT:
A) HCN is normally paid at the host country wage level.
B) PCN wages may be much higher than a HCN or TCN if they are from a country with a higher wage
level than the host country.
C) TCN is normally paid at the host country wage level.
D) PCN wages are adjusted down when placed in an area with a lower cost of living.
E) Equity concerns between HCNs, TCNs and PCNs occurs when living costs are less than normally
experienced by the PCN.
Answer: D
Objective: 10.7
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44) Providing a fair wage to a person so that basic living needs can be met is known as:
A) minimum wage.
B) living wage.
C) comparable worth.
D) internal equity.
E) external equity.
Answer: B
AACSB: Ethical Reasoning
Objective: 10.7
45) When jobs in an organization are valued against each other rather than against some external
standard of what is typically a "male" job or a "female" job this is known as:
A) minimum wage.
B) living wage.
C) comparable worth.
D) internal equity.
E) external equity.
Answer: C
Objective: 10.7
46) Which of the following regulations is applicable to those contractors with over $10,000 in contracts
who are involved in either manufacturing or providing goods and services to the U.S. government.
A) Walsh-Healey Act
B) Equal Pay Act
C) FLSA
D) Davis-Bacon Act
E) Wage and Hour law
Answer: A
Objective: 10.8
47) The Fair Labor Standards Act regulates all of the following EXCEPT:
A) federal minimum wage.
B) child labor law.
C) overtime rules.
D) pay grade minimums.
E) exempt job classifications.
Answer: D
Objective: 10.8
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48) Which of the following statements is accurate in regard to exempt and non exempt employees?
A) Exempt employees must be paid at time and one half their rate for hours work over 40 in one week.
B) Employees who hold outside sales types of positions are mostly likely exempt.
C) Only those in executive level positions are eligible to be exempt.
D) Non-exempt employees can be paid less than minimum wage.
E) Overtime worked on weekend days should be paid at double time.
Answer: B
Objective: 10.8
49) Under child labor laws, minors who are 16 years old and older can work how many hours each day?
A) 3 hours a day on a school day
B) 8 hours a day on a non-school day
C) 10 hours a day between June 1 and Labor Day
D) 5 hours a day on a non-school day
E) There is no work hour restriction.
Answer: E
Objective: 10.8
50) Under the FLSA all of the following pieces of information must be recorded and maintained EXCEPT:
A) Employee birthdate
B) Total hours worked each week
C) Employee's supervisor's name
D) Employee gender
E) Pay period dates
Answer: C
Objective: 10.8
10.2 True and False
1) Job ranking as well as the point method are used in the factor comparison approach to job evaluation.
Answer: TRUE
Objective: 10.3
2) The midpoint of a pay range represents the wage that an employee who is fully trained, qualified and
functioning at an acceptable level would receive.
Answer: TRUE
Objective: 10.4
3) Direct market pricing involves determining what an employees competencies are and then basing their
pay grade on how well they meet those competencies in comparison to those in similar jobs in the market.
Answer: FALSE
Objective: 10.5
#
4) As long as human resources representatives are available to answer compensation questions and
explain how the organization's compensation system works it is unnecessary for managers to understand
the details of the system.
Answer: FALSE
Objective: 10.5
5) Public organization's must create closed pay systems in order to protect confidentiality and abide by
legal requirements.
Answer: FALSE
Objective: 10.5
6) An organization following a differentiation strategy will most likely pay wages that lead the market in
order to attract the very best applicants.
Answer: TRUE
Objective: 10.6
7) As COLAs occur an employer's fixed compensation costs increase.

Answer: TRUE
Objective: 10.6
8) Merit increases are a temporary increase in an employee's pay as long as they continue to perform at a
certain level to deserve the increase.
Answer: FALSE
Objective: 10.6
9) Larger, long term organizations generally use simple pay structures due to the number of positions
and pay grades that it would have to keep track of.
Answer: FALSE
Objective: 10.6
10) In a company culture where creativity is valued, such as a marketing or PR firm, compensation
systems should be set up to reward new and innovative marketing ideas, such as bonuses for each new
account an employee wins based on their creative ad designs.
Answer: TRUE
Objective: 10.6
11) Ensuring that employees understand the compensation program at their organization and know they
are being treated fairly is important in order to demonstrate interactional justice.
Answer: TRUE
Objective: 10.6
#
12) When a labor shortage occurs and employers pay higher wages to attract employees, most likely
salary compression will occur within the organization.
Answer: TRUE
Objective: 10.6
13) If labor supply is greater than labor demand an organization would most likely follow a "lead the
market" strategy in regard to compensation.
Answer: FALSE
Objective: 10.7
14) Deciding to follow a "lagging the market" pay philosophy will enable an organization to attract top
notch candidates for its entry level jobs.
Answer: FALSE
Objective: 10.7
15) When the labor market is loose employee pay preferences are a major concern for employers trying to
recruit employees.
Answer: FALSE
Objective: 10.7
16) When using telecommuting employees it is especially important to put guidelines in place as to how
time should be logged and what is considered compensable time.
Answer: TRUE
Objective: 10.7
17) Decentralizing the compensation system of a global organization ensures that wages are consistent
based on each country employees are located in.
Answer: FALSE
Objective: 10.7
18) Cost of living is irrelevant when setting compensation rates for jobs overseas.
Answer: FALSE
Objective: 10.7
19) Providing fair compensation to an employee so that their basic needs can be met is known as paying a
comparable worth wage.
Answer: FALSE
Objective: 10.7
#
20) The process of comparable worth ensures that the value a company places on a job is what determines
the level of wages paid to an individual in that job, rather than the labor market determining the wages.
Answer: TRUE
Objective: 10.7
21) The Walsh-Healey Act introduced the concept of paying "prevailing wage" to employees who worked
for employers with federal contracts.
Answer: FALSE
Objective: 10.8
22) A tipped employee may receive less than minimum wage if they earn over $30 in tips during the
month.
Answer: TRUE
Objective: 10.8
23) If an individual's job is classified as non-exempt then they are not paid overtime for any hours
worked over 40 in one week.
Answer: FALSE
Objective: 10.8
24) It is illegal to pay an employee at their regular hourly rate for any hours that they work over 40 in one
week.
Answer: TRUE
Objective: 10.8
25) According to the FLSA no child under the age of 16 may be employed in any capacity.
Answer: FALSE
Objective: 10.8
10.3 Short Answer
1) Rather than referring to the monetary and nonmonetary things an employee receives as compensation
the term ________ is used.
Answer: total rewards
Objective: 10.1
2) Employees believing they are compensated at the right level for the work they are doing and in turn
being motivated to work harder is the premise of the ________.
Answer: equity theory.
Objective: 10.2
#
3) When a job is valued appropriately relative to every other job in the same organization in terms of its
ability to help the organization achieves its objectives is considered ________.
Answer: internal alignment
Objective: 10.3
4) ________ in large companies is more difficult to do than in a small company due to the greater number
of positions within a larger organization.
Answer: Job ranking
Objective: 10.3
5) Because the Marketing Department Secretary, the Administrative Assistant and the Medical Secretary
all have similar tasks, duties and responsibilities they would most likely be part of the same ________.
Answer: job classification.
Objective: 10.3
6) When evaluating a job it is important to identify what the ________ are, such as working conditions,
skills, or creativity.
Answer: compensable factors
Objective: 10.3
7) When an organization benchmarks jobs against something like physical requirements or level of
responsibility it is using a job evaluation method known as ________.
Answer: factor comparison.
Objective: 10.3
8) ________ or ________ a salary survey are two methods to gather wage information to determine
________ competitiveness.
Answer: Conducting; purchasing; external
Objective: 10.4
9) An organization's pay policy is generally created during the process of ________, which assigns dollar
amounts to jobs to ensure internal and external alignment.
Answer: job pricing
Objective: 10.4
10) The ________ is used to determine the actual pay rate for an employee and they should not make less
than the ________ or more than the ________.
Answer: pay range; minimum; maximum
Objective: 10.4
#
11) In order to reduce the complexity of the ________ process some organizations use ________ to
consolidate their pay grades into larger grades.
Answer: job pricing; broadbanding
Objective: 10.4
12) Giving an employee a raise or reclassifying a job into a lower grade are both ways to eliminate a
________ issue.
Answer: green circle
Objective: 10.4
13) When an employee moves from an electrician's apprentice to master electrician and they receive a pay
increase, this compensation system is known as ________ pay.
Answer: skill- or knowledge-based
Objective: 10.5
14) Rather than developing an internal compensation structure, some organizations use ________ to look
at external wage information first when making compensation decisions.
Answer: direct market pricing
Objective: 10.5
15) The current federal minimum wage rate is ________ while the minimum wage in this state is
________. If the state minimum wage rate is higher than the federal rate the ________ rate must be used.
Answer: $6.55; (response will vary based on state); state
Objective: 10.8
10.4 Essay
1) Explain the difference between internal alignment and external competitiveness. Why do
organizations need both when designing their compensation system?
Answer: Internal alignment occurs when each job in a company is valued appropriately relative to every
other job in terms of its ability to help the company achieve its objectives. External competitiveness
ensures that jobs in a company are valued appropriately relative to similar jobs in the company's external
labor market. It is important for company's to have both so that employees are being compensated fairly
both internally and externally in order to avoid issues with employee morale, motivation, or even
turnover. Employees must be paid fairly and equitable compared to each others knowledge, skills, and
abilities. They must also be paid fairly and equitable compared to those who do similar work in the same
labor market.
Objective: 10.2
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2) How can an organization ensure that its compensation system is internally aligned? Describe three
methods.
Answer: Job evaluation helps to create internal alignment by using job analysis information to determine
the relative worth of jobs. Three types of job evaluation are job ranking, job classification and point
method. Job ranking involves reviewing job descriptions and listing the jobs in order of most to least
important in the organization. This is the most subjective method as it is based on the opinion of
management as to which jobs are valued the most. Job classification involves creating broad descriptions
for groups of jobs that are similar in terms of tasks, duties, responsibilities, and qualifications. These job
descriptions for individual positions are then compared to the classification descriptions to determine
where they best fit. A pay range is then attached to each classification. Point method is a more
quantitative approach which uses a point value system to come up with a total score for each job. Those
scores are then compared to determine the jobs relative worth to the company. Compensable factors are
used to determine which aspects of the job are most critical to the organization meeting its goals, such as
skill level and responsibility of the position.
Objective: 10.3
3) As the HR Manager you have been asked to do a review of compensation rates in your organization as
compared to the external market. What steps will you follow to determine if wages need to be adjusted
to be more externally competitive?
Answer: Purchasing survey data may be one consideration in order to see data compiled by a
professional organization or consulting firm and compare that to your internal rates. Conducting a salary
survey may be helpful so that you can collect information specific to your market and industry. Focusing
on benchmark jobs is most effective as it may be too time consuming to survey every job the organization
has. Once a survey is completing job pricing can occur whereby each job is assigned a monetary rate so
that internal wages are aligned with external wages. This begins with the benchmark jobs. From there a
market line or wage curve can be established to show the relationship between job evaluation points and
the salaries paid for the jobs. Based on the wage curve the organization can determine which jobs need to
be adjusted. The organization would also then determine which pay policy it will follow; lag, follow, or
lead the market.
Objective: 10.4
4) What is the difference between a pay range and a pay grade? Define the three different components of
a pay range? What does overlap of pay ranges mean?
Answer: One pay range will contain many pay grades. The pay range has a minimum, midpoint and
maximum. The minimum represents what an entry level employee would make, the midpoint represents
what an experienced employee would make, and the maximum represents what a longer term employee
would make. To determine pay ranges, managers decide which jobs are similar according to the job
evaluation results and group those jobs into pay grades. Pay ranges often overlap. The amount that they
overlap shows the level of difference between the wages paid for the two jobs. If there is a small overlap
then the jobs are very different. The overlap also signals the degree to which certain positions show
upward mobility. If there is less overlap then an employee that moves into the higher level position has
the ability to make a greater amount of money.
Objective: 10.4
#
5) Explain two alternative approaches to compensation. Be sure to what the drawbacks of each method
may be.
Answer: Skill based pay requires employees to acquire certain skills or knowledge in order to receive a
pay increase. The skills are arranged in levels and as the employee achieves each level they receive a pay
increase. These systems sometimes cause a large number of employees to end up at a high level when the
organization may not need that many employees at that level. This can result in employees being paid
higher wages but it isn't related to the actual work they are doing. Direct market pricing is another
method which involves collecting salary information from the external labor market first rather than
starting with the development of an internal structure based on the value of the jobs within the company.
This approach works well as long as the data collected is accurate and a large enough sample size is used.
Objective: 10.5
6) What are the three key pieces to administering an effective compensation program? Explain each in
detail.
Answer: Training, communication and evaluation are three key components to an effective
compensation program. Anyone involved in pay decisions should be trained on how the compensation
system works. How pay rates are determined, how often pay grades are evaluated and what can and
cannot be communicated in regard to compensation should all be topics covered. Communication with
employees about the system is also important. Most organizations follow a closed pay system where
individual pay rates are not disclosed except when required by law. Those that follow an open system
believe that their pay systems are perceived as more equitable because everyone is aware of rates and
nothing is hidden. Compensation theory and practices are complicated for most employees to
understand and companies must be careful about what and how information is shared. Compensation
systems should be routinely reviewed to ensure internal and external equity. Keeping compensation
information current will help keep an organization competitive.
Objective: 10.5
7) Identify and explain three examples of how organizational demands can impact compensation
programs.
Answer: The strategy and organization follows will determine what type of compensation program it
uses. If an organization follows a low cost strategy they will most like follow or lag the market in pay
rates. In addition they may design a compensation system which rewards cost savings ideas or efficiency
standards being met. Size and stage of growth also impact compensation in an organization. A larger,
longer term organization, for example, may be better able to pay wages which lead the market. In
addition, start up companies may use other forms of compensation if they cannot pay leading wages,
such as stock options. Compensation policy should also compliment or reinforce an organization's
culture. If the company values quality and customer service then pay systems should be designed to
reward these types of behaviors.
Objective: 10.6
#
8) Explain the pros and cons of using a merit based compensation system to give employee wage
increases.
Answer: Positives about a merit based compensation system is that it rewards employees for good
performance rather than giving both good and bad performers the same level of increase. Merit increase
are permanent and are a "look back" on the employee's performance during the past evaluation period,
most likely the past 12 months. Merit increase only change from year to year if the employee's
performance changes for the better or worse. Merit increases are thought to help shape employee
behavior. Merit based systems are ineffective if the performance management system used to score the
employee is not designed to measure the correct performance standards. Performance management
errors such as halo, horns, and leniency also can impact how effective a merit based system is. The more
objective the performance management tool is the more likely merit increases will be seen as fair and
equitable.
Objective: 10.6
9) Identify and explain three examples of how external factors can influence compensation programs.
Answer: An organization which is faced with a tight labor market or labor shortage may have to use a
lead strategy when it comes to determining what level of wages to pay compared it is competitors. This
can impact an organizations profits and labor expenses in a negative way. Technology has give
employees access to wage information on the internet that they never had before. Therefore
organizations are faced with employees who may be more knowledgeable than they used to be about
market information, compensation structures, and industry compensation information. If an
organization operates globally they may be faced with designing a variety of different compensation
programs based on the countries they operate in. They may want to take a centralized approach to
administering the compensation program but take a regional approach when setting compensation rates.
Objective: 10.7
10) Explain three key components of the Fair Labor Standards Act. How does this regulation impact how
organization's design their compensation systems?
Answer: The FLSA is monitored by the Wage and Hour division of the DOL. Federal minimum wage is
set by the FLSA and is currently $6.55 per hour and will be increasing to $7.25 per hour in July 2009,
however some states may have a higher minimum wage which is required. The FLSA has guidelines as
to which jobs can and cannot be exempt from overtime. They generally fall into one of four categories:
executive, professional, administrative and some computer jobs. Those in non-exempt jobs must be paid
overtime, or time and one half of their hourly rate for any hours over 40 worked in one week. Overtime
rules are also set by the FLSA. Child labor laws are part of FLSA whereby minors who are working have
limitations on the types of jobs and number of hours they can work based on their age. Minors of any age
are prohibited from working in any type of hazardous jobs. The FLSA also determines what types of
records an employer must keep related to non-exempt employees as they may request documentation as
part of a wage and hour audit or the information may be needed if legal action is taken against an
employer as it relates to wages paid or not paid to an employee.
Objective: 10.8
#
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67. Two or three mortars, varying in size, should be in every household where it
is expected that the cookery should be well conducted: they are often
required also for many other domestic purposes, yet it is not unusual to find
both these and scales, weights, and measures of every kind, altogether
wanting in English kitchens.
No particular herb or spice should be allowed to predominate

powerfully in these compositions; but the whole of the seasonings
should be taken in such quantity only as will produce an agreeable
savour when they are blended together.
NO. 1. GOOD COMMON FORCEMEAT, FOR ROAST VEAL,
TURKEYS, &C.
Grate very lightly into exceedingly fine crumbs, four ounces of the
inside of a stale loaf, and mix thoroughly with it, a quarter of an
ounce of lemon-rind pared as thin as possible, and minced extremely
small; the same quantity of savoury herbs, of which two-thirds should
be parsley, and one-third thyme, likewise finely minced, a little grated
nutmeg, a half teaspoonful of salt, and as much common pepper or
cayenne as will season the forcemeat sufficiently. Break into these,
two ounces of good butter in very small bits, add the unbeaten yolk
of one egg, and with the fingers work the whole well together until it
is smoothly mixed. It is usual to chop the lemon-rind, but we prefer it
lightly grated on a fine grater. It should always be fresh for the
purpose, or it will be likely to impart a very unpleasant flavour to the
forcemeat. Half the rind of a moderate-sized lemon will be sufficient
for this quantity; which for a large turkey must be increased one-half.
Bread-crumbs, 4 oz.; lemon-rind, 1/4 oz. (or grated rind of 1/2
lemon); mixed savoury herbs, minced, 1/4 oz.; salt, 1/2 teaspoonful;
pepper, 1/4 to 1/3 of teaspoonful; butter, 2 oz.; yolk, 1 egg.
Obs.—This, to our taste, is a much nicer and more delicate
forcemeat than that which is made with suet, and we would
recommend it for trial in preference. Any variety of herb or spice may
be used to give it flavour, and a little minced onion or eschalot can
be added to it also; but these last do not appear to us suited to the
meats for which the forcemeat is more particularly intended. Half an
ounce of the butter may be omitted on ordinary occasions: and a
portion of marjoram or of sweet basil may take the place of part of
the thyme and parsley when preferred to them.
NO. 2. ANOTHER GOOD COMMON FORCEMEAT.
Add to four ounces of bread-crumbs two of the lean of a boiled

ham, quite free from sinew, and very finely minced; two of good
butter, a dessertspoonful of herbs, chopped small, some lemon-
grate, nutmeg, a little salt, a good seasoning of pepper or cayenne
and one whole egg, or the yolks of two. This may be fried in balls of
moderate size, for five minutes, to serve with roast veal, or it may be
put into the joint in the usual way.
Bread-crumbs, 4 oz.; lean of ham, 2 oz.; butter, 2 oz.; minced
herbs, 1 dessertspoonful; lemon-grate, 1 teaspoonful; nutmeg,
mace, and cayenne, together, 1 small teaspoonful; little salt; 1 whole
egg, or yolks of 2.
NO. 3. SUPERIOR SUET FORCEMEAT, FOR VEAL, TURKEYS,
&C.
Mix well together six ounces of fine stale crumbs, with an equal
weight of beef-kidney suet, chopped extremely small, a large
dessertspoonful of parsley, mixed with a little lemon-thyme, a
teaspoonful of salt, a quarter one of cayenne, and a saltspoonful or
rather more of mace and nutmeg together; work these up with three
unbeaten egg-yolks, and three teaspoonsful of milk; then put the
forcemeat into a large mortar, and pound it perfectly smooth. Take it
out, and let it remain in a cool place for half an hour at least before it
is used; then roll it into balls, if it be wanted to serve in that form;
flour and fry them gently from seven to eight minutes, and dry them
well before they are dished.
Beef suet finely minced, 6 oz.; bread-crumbs, 6 oz.; parsley, mixed
with little thyme, 1 large dessertspoonful; salt, 1 teaspoonful; mace,
large saltspoonful, and one fourth as much cayenne; unbeaten egg-
yolks, 3; milk, 3 teaspoonsful: well pounded. Fried in balls, 7 to 8
minutes, or poached, 6 to 7.
Obs.—The finely grated rind of half a lemon can be added to this
forcemeat at pleasure; and for some purposes a morsel of garlic, or
three or four minced eschalots, may be mixed with it before it is put
into the mortar.
NO. 4. COMMON SUET FORCEMEAT.
Beef suet is commonly used in the composition of this kind of

forcemeat, but we think that veal-kidney suet, when it could be
obtained, would have a better effect; though the reader will easily
comprehend that it is scarcely possible for us to have every variety
of every receipt which we insert put to the test; in some cases we are
compelled merely to suggest what appear to us likely to be
improvements. Strip carefully every morsel of skin from the suet, and
mince it small; to six ounces add eight of bread-crumbs, with the
same proportion of herbs, spice, salt, and lemon-peel, as in the
foregoing receipt, and a couple of whole eggs, which should be very
slightly beaten, after the specks have been taken out with the point
of a small fork. Should more liquid be required, the yolk of another
egg, or a spoonful or two of milk, may be used. Half this quantity will
be sufficient for a small joint of veal, or for a dozen balls, which,
when it is more convenient to serve it in that form, may be fried or
browned beneath the roast, and then dished round it, though this last
is not a very refined mode of dressing them. From eight to ten
minutes will fry them well.
NO. 5. OYSTER FORCEMEAT.
Open carefully a dozen of fine plump natives, take off the beards,
strain their liquor, and rinse the oysters in it. Grate four ounces of the
crumb of a stale loaf into fine light crumbs, mince the oysters but not
too small, and mix them with the bread; add an ounce and a half of
good butter broken into minute bits, the grated rind of half a small
lemon, a small saltspoonful of pounded mace, some cayenne, a little
salt, and a large teaspoonful of parsley. Mingle these ingredients
well, and work them together with the unbeaten yolk of one egg and
a little of the oyster liquor, the remainder of which can be added to
the sauce which usually accompanies this forcemeat.
Oysters, 1 dozen; bread-crumbs, 4 oz.; butter, 1-1/2 oz.; rind 1/2
small lemon; mace, 1 saltspoonful; some cayenne and salt; minced
parsley, 1 large teaspoonful; yolk 1 egg; oyster-liquor, 1
dessertspoonful: rolled into balls, and fried from 7 to 10 minutes, or
poached from 5 to 6 minutes.
Obs. 1.—In this preparation the flavour of the oysters should
prevail entirely over that of all the other ingredients which are mixed
with them.
Obs. 2.—The oyster-sausages of Chapter III. will serve excellently
for forcemeat also.
NO. 6. A FINER OYSTER FORCEMEAT.
Pound the preceding forcemeat to the smoothest paste, with the

addition only of half an ounce of fresh butter, should it be sufficiently
dry to allow of it. It is remarkably good when thus prepared, and may
be poached or fried in balls for soups or made dishes, or used to fill
boned fowls, or the breasts of boiled turkeys with equally good
effect.
NO. 7. MUSHROOM FORCEMEAT.
Cut closely off the stems of some small, just-opened mushrooms,

peel them, and take out the fur. Dissolve an ounce and a half of good
butter in a saucepan, throw them into it with a little cayenne and a
slight sprinkling of mace, and stew them softly, keeping them well
shaken, from five to seven minutes; then turn them into a dish,
spread them over it, and raise one end, that the liquid may drain
from them. When they are quite cold, mince, and then mix them with
four ounces of fine bread-crumbs, an ounce and a half of good
butter, and part of that in which they were stewed should the
forcemeat appear too moist to admit of the whole, as the yolk of one
egg, at the least, must be added, to bind the ingredients together;
strew in a saltspoonful of salt, a third as much of cayenne, and about
the same quantity of mace and nutmeg, with a teaspoonful of grated
lemon-rind. The seasonings must be rather sparingly used, that the
flavour of the mushrooms may not be overpowered by them. Mix the
whole thoroughly with the unbeaten yolk of one egg, or of two, and
use the forcemeat poached in small balls for soup, or fried and
served in the dish with roast fowls, or round minced veal; or to fill
boiled fowls, partridges, or turkeys.
Small mushrooms, peeled and trimmed, 4 oz.; butter 1-1/2 oz.;
slight sprinkling mace and cayenne: 5 to 7 minutes. Mushrooms
minced; bread-crumbs, 4 oz.; butter, 1-1/2 oz. (with part of that used
in the stewing); salt, 1 saltspoonful; third as much of cayenne, of
mace, and of nutmeg; grated lemon-rind, 1 teaspoonful; yolk of 1 or
2 eggs. In balls, poached, 5 to 6 minutes; fried, 6 to 8 minutes.
Obs.—This, like most other forcemeats, is improved by being well
beaten in a large mortar after it is entirely mixed.
NO. 8. FORCEMEAT FOR HARE.
The first receipt of this chapter will be found very good for hare
without any variation; but the liver boiled for three minutes and finely
minced, may be added to it when it is thought an improvement:
another half ounce of butter, and a small portion more of egg will
then be required. A couple of ounces of rasped bacon, and a glass
of port-wine, are sometimes recommended for this forcemeat, but we
think it is better without them, especially when slices of bacon are
used to line the hare. A flavouring of minced onion or eschalot can
be added when the taste is in its favour; or the forcemeat No. 3 may
be substituted for this altogether.
NO. 9. ONION AND SAGE STUFFING, FOR PORK, GEESE, OR
DUCKS.
Boil three large onions from ten to fifteen minutes, press the water
from them, chop them small, and mix with them an equal quantity of
bread-crumbs, a heaped tablespoonful of minced sage, an ounce of
butter, a half saltspoonful of pepper, and twice as much of salt, and
put them into the body of the goose; part of the liver boiled for two or
three minutes and shred fine, is sometimes added to these, and the
whole is bound together with the yolk of one egg or two; but they are
quite as frequently served without. The onions can be used raw,
when their very strong flavour is not objected to, but the odour of the
whole dish will then be somewhat overpowering.
Large onions, 3; boiled 20 to 30 minutes. Sage, 2 to 3
dessertspoonsful (or 1/2 to 3/4 oz.); butter, 1 oz.; pepper, 1/2
teaspoonful; salt, 1 teaspoonful.
The body of a goose is sometimes entirely filled with mashed
potatoes, seasoned with salt and pepper only; or mixed with a small
quantity of eschalot, onion, or herb-seasonings.
NO. 10. MR. COOKE’S FORCEMEAT FOR DUCKS OR GEESE.
Two parts of chopped onion, two parts of bread-crumbs, three of

butter, one of pounded sage, and a seasoning of pepper and salt.
This receipt we have not proved.
NO. 11. FORCEMEAT BALLS FOR MOCK TURTLE SOUPS.
The French forcemeat, No. 17 of the present Chapter, is the most

refined and appropriate forcemeat to serve in mock turtle, but a more
solid and highly seasoned one is usually added to it in this country.
In very common cookery the ingredients are merely chopped small
and mixed together with a moistening of eggs; but when the trouble
of pounding and blending them properly is objected to, we would
recommend the common veal forcemeat No. 1, in preference; as the
undressed veal and suet, when merely minced, do not produce a
good effect. Four ounces each of these, with an ounce or so of the
lean of a boiled ham, and three ounces of bread-crumbs, a large
dessertspoonful of minced parsley, a small portion of thyme or
marjoram, a saltspoonful of white pepper, twice as much or more of
salt, a little cayenne, half a small nutmeg, and a couple of eggs, well
mixed with a fork first to separate the meat, and after the moistening
is added, with the fingers, then rolled into balls, and boiled in a little
soup for twelve minutes, is the manner in which it is prepared; but
the reader will find the following receipt very superior to it:—Rasp,
that is to say, scrape with a knife clear from the fibre, four ounces of
veal, which should be cut into thick slices, and taken quite free from
skin and fat; chop it fine, and then pound it as smoothly as possible
in a large mortar, with three ounces of the rasped fat of an unboiled
ham of good flavour or of the finest bacon, and one of butter, two
ounces of bread-crumbs, a tablespoonful of the lean of a boiled ham,
should it be at hand, a good seasoning of cayenne, nutmeg, and
mace, mixed together, a heaped dessertspoonful of minced herbs,
and the yolks of two eggs; poach a small bit when it is mixed, and
add any further seasoning it may require; and when it is of good
flavour, roll it into balls of moderate size, and boil them twelve
minutes; then drain and drop them into the soup. No forcemeat
should be boiled in the soup itself, on account of the fat which would
escape from it in the process; a little stock should be reserved for the
purpose.
Very common:—Lean of neck of veal, 4 oz.; beef-kidney suet, 4
oz., both finely chopped; bread-crumbs, 3 oz.; minced parsley, large
dessertspoonful; thyme or marjoram, small teaspoonful; lean of
boiled ham, 1 to 2 oz.; white pepper, 1 saltspoonful; salt, twice as
much; 1/2 small nutmeg; eggs, 2: in balls, 12 minutes.
Better forcemeat:—Lean veal rasped, 4 oz.; fat of unboiled ham,
or finest bacon, 3 oz; butter, 1 oz.; bread-crumbs, 2 oz.; lean of
boiled ham, minced, 1 large tablespoonful; minced herbs, 1 heaped
dessertspoonful; full seasoning of mace, nutmeg, and cayenne,
mixed; yolks of eggs, 2: 12 minutes.
NO. 12. EGG BALLS.
Boil four or five new-laid eggs for ten or twelve minutes, and lay
them into fresh water until they are cold. Take out the yolks, and
pound them smoothly with the beaten yolk of one raw egg, or more,
if required; add a little salt and cayenne, roll the mixture into balls the
size of marbles, and boil them for two minutes. Half a teaspoonful of
flour is sometimes worked up with the eggs.
Hard yolks of eggs, 4; 1 raw; little salt and cayenne: 2 minutes.
NO. 13. BRAIN CAKES.
Wash and soak the brains well in cold water, and afterwards in hot;
free them from the skin and large fibres, and boil them in water,
slightly salted, from two to three minutes; beat them up with a
teaspoonful of sage very finely chopped, or with equal parts of sage
and parsley, half a teaspoonful or rather more of salt, half as much
mace, a little white pepper or cayenne, and one egg; drop them in
small cakes into the pan, and fry them in butter a fine light brown:
two yolks of eggs will make the cakes more delicate than the white
and yolk of one. A teaspoonful of flour and a little lemon-grate are
sometimes added.
NO. 14. ANOTHER RECEIPT FOR BRAIN CAKES.
Boil the brains in a little good veal gravy very gently for ten
minutes; drain them on a sieve, and when cold cut them into thick
dice; dip them into beaten yolk of egg, and then into very fine bread-
crumbs, mixed with salt, pounded spices, and fine herbs minced
extremely small; fry them of a light brown, drain and dry them well,
and drop them into the soup or hash after it is dished. When broth or
gravy is not at hand, the brains may be boiled in water.
NO. 15. CHESTNUT FORCEMEAT.
Strip the outer skin from some fine sound chestnuts, then throw
them into a saucepan of hot water, and set them over the fire for a
minute or two, when they may easily be blanched like almonds. Put
them into cold water as they are peeled. Dry them in a cloth, and
weigh them. Stew six ounces of them very gently from fifteen to
twenty minutes, in just sufficient strong veal gravy to cover them.
Take them up, drain them on a sieve, and when cold pound them
perfectly smooth with half their weight of the nicest bacon rasped
clear from all rust or fibre, or with an equal quantity of fresh butter,
two ounces of dry bread-crumbs, a small teaspoonful of grated
lemon rind, one of salt, half as much mace or nutmeg, a moderate
quantity of cayenne, and the unbeaten yolks of two or of three eggs.
This mixture makes most excellent forcemeat cakes, which must be
moulded with a knife, a spoon, or the fingers, dipped in flour; more
should be dredged over, and pressed upon them, and they should be
slowly fried from ten to fifteen minutes.
Chestnuts, 6 oz.; veal gravy, 1/3 of a pint: 15 to 20 minutes. Bacon
or butter, 3 oz.; bread-crumbs, 2 oz.; lemon-peel and salt, 1
teaspoonful each.
NO. 16. AN EXCELLENT FRENCH FORCEMEAT.
Take six ounces of veal free from fat and skin, cut it into dice and
put it into a saucepan with two ounces of butter, a large teaspoonful
of parsley finely minced, half as much thyme, salt, and grated lemon-
rind, and a sufficient seasoning of nutmeg, cayenne, and mace, to
flavour it pleasantly. Stew these very gently from twelve to fifteen
minutes, then lift out the veal and put into the saucepan two ounces
of bread-crumbs; let them simmer until they have absorbed the gravy
yielded by the meat; keep them stirred until they are as dry as
possible; beat the yolk of an egg to them while they are hot, and set
them aside to cool. Mince and pound the veal, add the bread to it as
soon as it is cold, beat them well together, with an ounce and a half
of fresh butter, and two of the finest bacon, quite freed from rust, and
scraped clear of skin and fibre; put to them the yolks of two small
eggs and mix them well; then take the forcemeat from the mortar,
and set it in a very cool place until it is wanted for use. Veal, 6 oz.;
butter, 2 oz.; minced parsley, 1 teaspoonful; thyme, salt, and lemon-
peel, each 1/2 teaspoonful; little nutmeg, cayenne, and mace: 12 to
15 minutes. Bread-crumbs, 2 oz.; butter, 1-1/2 oz.; rasped bacon, 2
oz.; yolk of eggs, 2 to 3.
Obs.—When this forcemeat is intended to fill boned fowls, the
livers of two or three boiled for four minutes, or stewed with the veal
for the same length of time, then minced and pounded with the other
ingredients, will be found a great improvement; and, if mushrooms
can be procured, two tablespoonsful of them chopped small, should
be stewed and beaten with it also. A small portion of the best end of
the neck will afford the quantity of lean required for this receipt, and
the remains of it will make excellent gravy.
NO. 17. FRENCH FORCEMEAT CALLED QUENELLES.
This is a peculiarly light and delicate kind of forcemeat, which by

good French cooks is compounded with exceeding care. It is served
abroad in a variety of forms, and is made of very finely-grained white
veal, or of the undressed flesh of poultry, or of rabbits, rasped quite
free from sinew, then chopped and pounded to the finest paste, first
by itself, and afterwards with an equal quantity of boiled calf’s udder
or of butter, and of panada, which is but another name for bread
soaked in cream or gravy and then dried over the fire until it forms a
sort of paste. As the three ingredients should be equal in volume, not
in weight, they are each rolled into a separate ball before they are
mixed, that their size may be determined by the eye. When the fat of
the fillet of veal (which in England is not often divided for sale, as it is
in France) is not to be procured, a rather less proportion of butter will
serve in its stead. The following will be found a very good, and not a
troublesome receipt for veal forcemeat of this kind.
Rasp quite clear from sinew, after the fat and skin have been
entirely cleared from it, four ounces of the finest veal; chop, and
pound it well: if it be carefully prepared there will be no necessity for
passing it through a sieve, but this should otherwise be done. Soak
in a small saucepan two ounces of the crumb of a stale loaf in a little
rich but pale veal gravy or white sauce; then press and drain as
much as possible of the moisture from it, and stir it over a gentle fire
until it is as dry as it will become without burning: it will adhere in a
ball to the spoon, and leave the saucepan quite dry when it is
sufficiently done. Mix with it, while it is still hot, the yolk of one egg,
and when it is quite cold, add it to the veal with three ounces of very
fresh butter, a quarter of a teaspoonful of mace, half as much
cayenne, a little nutmeg, and a saltspoonful of salt. When these are
perfectly beaten and well blended together, add another whole egg
after having merely taken out the specks: the mixture will then be
ready for use, and may be moulded into balls, or small thick oval
shapes a little flattened, and poached in soup or gravy from ten to
fifteen minutes. These quenelles may be served by themselves in a
rich sauce as a corner dish, or in conjunction with other things. They
may likewise be first poached for three or four minutes, and left on a
drainer to become cold; then dipped into egg and the finest bread-
crumbs and fried, and served as croquettes.

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Human Resource Management 1st

Edition Lepak Test Bank

10.1 Multiple Choice

4) All of the following are methods of job evaluation EXCEPT:

17) When evaluating an individual's pay,:

22) When administering a compensation program:

27) The purpose of a cost of living adjustment (COLA) is:

41) To aid in determining what is compensable work time:

10.2 True and False

7) As COLAs occur an employer's fixed compensation costs increase.

10.3 Short Answer

No particular herb or spice should be allowed to predominate

Add to four ounces of bread-crumbs two of the lean of a boiled

Beef suet is commonly used in the composition of this kind of

Pound the preceding forcemeat to the smoothest paste, with the

Cut closely off the stems of some small, just-opened mushrooms,

Two parts of chopped onion, two parts of bread-crumbs, three of

The French forcemeat, No. 17 of the present Chapter, is the most

This is a peculiarly light and delicate kind of forcemeat, which by

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