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-http://www.docx-to-doc-converter.com Chapter one-HRM Chapter Two-HRP AND Job Analysis 1.

Employment planning ultimately translates organizational goals into A. Quantities and types of workers. B. Locations of new production facilities. C. Retirement policies. D. Product modifications for new kinds of families. E. Strategic plans. 2. Diane is vice-president of human resources for a large manufacturing firm. When should she become involved in strategic planning for her organization? D A. She should do all of it as part of her job. B. She should never be involved in it. That function should be performed in financi a l management and marketing areas. C. She should never be involved in it. Globalization and technology have made strat egic planning obsolete. D. As a senior manager, she needs to show other managers the best way to take char ge of the new workplace. E. Her real contribution comes after organizational downsizing. 3. Andrew was finishing up his first major executive presentation. He summarized wi th a c hart that identified strengths and weaknesses of his organization, such as train ing and dev elopment, numbers of patents, and worker skills, as well as an external assessme nt of opp ortunities and threats. What was Andrew doing? A. Competitive intelligence. B. Employment plan. C. SWOT analysis. D. Critical evaluation. E. Core competence outline. C, AN ORGANIZATIONAL FRAMEWORK, Mid, 2 4. The steps of the strategic planning process, in order, are A. Mission, people, strategy, structure. B.

Goals, structure, mission, people. C. Goals, strategy, structure, people. D. Structure, people, goals, mission. E. Needs, goals, strategy, vision. C, Exhibit 5-1, Mid, 2

-http://www.docx-to-doc-converter.com 5. All of these functions are part of the strategic planning process except A. Establishing competitive intelligence. B. Determining what jobs need to be done and by whom. C. Setting goals and objectives. D. Determining how goals and objectives will be attained. E. Determining what business the organization will be in. A, Exhibit 5-1, Dif, 2 6. Don, an HR executive, is involved in employment planning for the first two month s of ea ch year. Why? A. To identify strategic goals for the company. B. To meet the requirements set during the strategic planning process. C. To reduce corporate espionage. D. To replace gap analysis activities. E. To find replacement workers. B, LINKING ORGANIZATIONAL STRATEGY TO EMPLOYMENT PLANNING, Dif, 2 7. Don needs new employees in a production area. Potential new workers can come fro m a ny of these sources except A. New hires. B. Contingent workers. C. Transfers in. D. Sabbaticals. E. Individuals returning from leave. D, Can We Predict the Future Supply of Labor?, Mid, 3 8. Daniel, the vice-president of human resource, is involved in a corporate initiat ive to right size his organization. He is involved in all of these activities except A. Dividing the organization into smaller, more flexible units. B. Balancing staff to meet changing needs. C. Serving as corporate liaison across the marketing and research divisions. D. Outsourcing. E Increasing staff to add value to the organization. C, How Do We Match the Demand and Supply of Labor?, Dif, 3 9. Dee works in the human resources area of a large organization. As part of her du ties, she

-http://www.docx-to-doc-converter.com identifies the required tasks, knowledge and skills necessary for performing job s in her or ganization. What does she do? A. B. C. D. E. C, Job identification. Job clarification. Job analysis. Position description. Position strategy description. What is Job Analysis?, Mid, 4

10. During a job analysis, all of these tasks are performed except A. Promotion patterns and succession plans are identified. B. A description of what happens on a job is provided. C. Skills and knowledge necessary to perform a job are precisely identified. D. Duties and responsibilities of a job are defined. E. Conditions under which a job should be performed are described. A, What is Job Analysis?, Mid, 4 11. Jill is attending a workshop on the steps in conducting a job analysis. Which of these ste ps should she perform first? A. Develop a draft. B. Benchmark positions. C. Determine how to collect job analysis information. D. Understand the role of jobs in the organization. E. Evaluate competitive position options. D, Exhibit 5-5, Dif, 4 12.Job analysis is directly related to all of the following organizational issue s except A. B. C. D. E. B, Compensation. Product quality. Training. Recruiting. Retention. DETERMINING ESSENTIAL SKILLS, KNOWLEDGE, AND ABILITIES, Mid, 4

13. Vital Resources, a strategic development firm mentioned in your text, attrib uted a client p roblem (65% turnover of sales professionals over the past eighteen months) to wh ich of t he following?

-http://www.docx-to-doc-converter.com A. Promotion levels were too low. B. The job analysis process was lacking. C. Pay rates weren t competitive. D. Benchmarking was not used for production scheduling. E. Management training practices were old fashioned. B, DETERMINING ESSENTIAL SKILLS, KNOWLEDGE, AND ABILITIES, Dif, 4 14. Frank, a college intern in human resources management at a large service org anization, re cently completed a job analysis for the 600 jobs in the east coast operations ce nter. Most of the jobs were thought to be the same as they were 5 years ago when the previo us job a nalysis was conducted. When Lloyd, his boss, reviewed Frank s work, he found that a lot of known job activities were not included. Further, some odd, even bizarre, acti vities we re reported. What technique did Frank use? A. Observation. B. Individual interview. C. Structured questionnaire. D. Group interview. E. Technical Conference. A, Job Analysis Methods, Dif, 5 15. Michelle has gathered job analysis data with a structured questionnaire for jobs in Plant # 101. She wants to use an additional collection technique to make sure she does n ot miss details. Much of the work is done collectively, and she is skilled in dealing wi th issues re lated to group dynamics. Which job analysis method should she use? A. Observation. B. Structured questionnaire. C. Group interview. D. Diary. E. Cyberdata. C, Job Analysis Methods, Dif, 5 16. Lena has gathered job analysis data with individual interviews for manageria l jobs in rem ote locations of her large manufacturing firm. There has been high turnover in r ecent yea rs. Exit interviews have produced comments like, "You should have told me what w as re ally expected." She wants to use an additional collection technique to avoid fut ure job mi srepresentation in job descriptions. The technique should not require a lot of t ime, but it s hould be comprehensive. Which method should she use? A. Observation. B. Structured questionnaire.

-http://www.docx-to-doc-converter.com C. Group interview. D. Diary. E. Gap analysis. B, Job Analysis Methods, Dif, 5 17. Monique, the director of job analysis, must write job descriptions for new m anagers in a new plant for her large manufacturing firm. The new robotics line will make this location comparable to an existing site in Buffalo. She has time (at least 6 months) to g o to Buffal o to gather information from the current managers in that facility. Which job an alysis me thod should she use? A. Observation. B. Structured questionnaire. C. Benchmark. D. Diary. E. Technical conference. D, Job Analysis Methods, Dif, 5 18. Rhona, a junior job analyst, needs to use several techniques for some new po sitions in a n ew facility. How should she select the techniques? A. Use the cheapest techniques. B. Use techniques she has had the best experience with in other situations. C. Use techniques that meet her goals (money and quality) and timetables. D. Use new techniques that the organization has never experienced before. E. If she thinks she needs to use multiple techniques, then she should use only the di ary method. Even though it takes the longest, it will give her the comprehensive r esults that she needs. C, Learning an HRM Skill: Conducting the Job Analysis, Dif, 6 19. Trudy, the director of job analysis for a large manufacturing firm, has hire d an assistant. Which "good advice" is the best advice for her assistant? A. Pick only one job analysis technique. Get to be an expert in it. B. The most important perspective to collect for any job is your own. Make sure you observe the work. C.

The most important perspective to collect for any job is from the manager. D. Don t benchmark positions in a large firm. It takes too much time. E. If a job has no linkage to the strategic direction of the organization, that job may n ot be needed. E, Learning an HRM Skill, Conducting the Job Analysis, Dif, 6

-http://www.docx-to-doc-converter.com 20.Supervisors are typically involved in all of these stages of job analysis exc ept A. writing the first draft of the job description. B. clarifying information collected for job analysis. C. being a source for data collection. D. identifying benchmark positions. E. reviewing a draft of the job description. A, Learning an HRM Skill: Conducting the Job Analysis, Mid, 6 21.A typical job description would include all of these items except A. job title. B. benefits and perquisites. C. duties and responsibilities. D. environmental conditions. E. functions. B, Job Descriptions., Basic, 7 22. Which statement best compares job specifications and job descriptions? A. Job description and job specification have both been made obsolete by job evalua t ion. B. Job description focuses on qualifications for job holders. Job specification foc use s on what the jobholder does. C. Job specification focuses on qualifications for job holders. Job description foc us on what the jobholder does. D. Job description is the same as job specification. E. Job specification occurs after job analysis. Job description occurs before job a nal ysis. C, Purpose of Job Analysis., Dif, 7 23. Your text gives a sample job description for a benefits manager. Which section gives the job specification? A. Functions. B. Knowledge, skills, and abilities. C.

Core competencies. D. Job characteristics. E. Occupational code. D, Exhibit 5-10, Mid, 7

-http://www.docx-to-doc-converter.com 24. How does job evaluation link to the compensation system of an organization, according t o your text? A. There is no link. B. Job evaluation is performed by senior human resources professionals. C. Job evaluation is the same as compensation. D. Job evaluation specifies the relative value of each job in an organization. E. Job evaluation identifies the market value of most jobs in an organization. D, Job Evaluations., Mid, 7 25.Stan is vice-president of human resources in a medium-sized manufacturing fir m. He is t rying to explain why job descriptions are an important organizational resource t o the rest of the executive board. He could use all of the following as examples except A. The job description can be used to describe the job during interviews with prosp ec tive job candidates. B. The job description can be used to describe the job in written advertisements. C. The job description can be used to identify essential job functions for ADA comp l iance requirements. D. The job description can be used to identify potential jobs for the Family and Me di cal Leave Act. E. The job description can be used to help newly hired employees understand what t hey are specifically expected to do. D, Job Descriptions, Dif, 7 26.How important is job analysis to the contemporary organization? Your text mak es all of t hese assertions except A. Job analysis is the starting point of sound human resource management. B. Job analysis has replaced other aspects of strategic human resource manag ement. C. If an organization doesn t do its job analysis well, it probably doesn t perf orm many of its human resource activities well. D. If employees of an organization understand human resource activities, the y should understand the fundamental importance of job analysis. E. Job analysis permeates most of an organization s activities. B, The Multifaceted Nature of Job Analysis, Mid, 8 27.The most frequently cited HR functions directly affected by job analysis incl ude all of the

following except A. Compensation. B. Recruiting.

-http://www.docx-to-doc-converter.com C. Selection. D. Performance appraisal E. Labor relations processes. E, The Multifaceted Nature of Job Analysis, Mid, 8 Recruitment and Selection 28. Recruiting A. Should be performed before employment planning. B. Should be performed after employment planning. C. Is an alternative to selection. D. Is used only for IT jobs. E. Is a danger signal in a benchmarked organization. B, INTRODUCTION, Basic, 1 29. Gloria is the vice-president of human resources for a large manufacturing or ganization. S he is concerned that there are 40% fewer applicants for jobs this year than last year. She should talk to the director of A. Selection. B. Career planning. C. Benefits. D. Recruiting. E. Location. D, INTRODUCTION, Mid, 1 30. Jane is the director of recruiting for a large corporation. Which of the fol lowing is a warn ing signal that her efforts are not effective? A. Recruiting costs have increased 10% over the last 3 years. B. The applicant pool is increasing in size. C. Jane s secretary spends more time acknowledging ad responses from overqualifie d applicants than she did a year ago. D. Jane's secretary spends less time acknowledging ad responses from underqualified applicants than she did a year ago. E. The applicant pool is becoming increasingly diverse. C, RECRUITING GOALS, Dif, 2

31. In the recruiting process, positive self-removal happens when A. Human resources gets out of the hiring loop. Working divisions advertise for and inter

-http://www.docx-to-doc-converter.com view their own job candidates. B. There is a streamlined human resources office arrangement. Candidates can escort the mselves out, thus reducing the need for receptionists and security personnel. C. Job requirements are communicated clearly enough that potential applicants wh o are n ot qualified do not apply. D. All applicants are encouraged to apply for jobs. E. Women and minority applicants are encouraged to apply. C, RECRUITING GOALS, Mid, 2 32.Successful recruiting efforts are indicated by all of these outcomes except A. Turnover decreases. B. Training costs go down. C. More job seekers know about available jobs. D. The applicant pool is increasingly diverse. E. The skill levels of applicants for any given job are increasingly diverse. E, RECRUITING GOALS, Dif, 2 33. Why do organizations want unqualified applicants to apply for jobs? A. The applicants may be suitable for other jobs in the organization. B. They don t. It increases time and money to remove these candidates from the app licant pool. C. The informational process is a good way to get a company known. D. They don t. Organizations are frequently sued for allowing unqualified applicants to apply. E. The tax write-off is a major financial incentive. B, RECRUITING GOALS, Dif, 2 34. Pat, director of human resources at a medium-sized east coast university, ha s been unable to fill the last three vacancies for dean of a college or school. After checking with friends who have talked to candidates and potential candidates, she found that the jobs are low pa id, boring, and very stressful, compared to the same job at other institutions. Faculty recru iting has not been a problem. What constraint is affecting her organization? A. Organizational image. B. Attractiveness of the job. C. Internal organizational policies. D. Governmental influence.

E. Recruiting costs. B, Attractiveness of the Job, Dif, 3

-http://www.docx-to-doc-converter.com 35.A manufacturing organization needs to hire a Chief Information Officer to bri ng the com pany into the 21st century for computer usage and technology. The human resource s area has been directed to promote someone from within the organization, but no one ha s the te chnical skills or abilities needed. These recruiting efforts are constrained by A. B. C. D. E. C, Organizational image. Attractiveness of the job. Internal organizational policies. Governmental influence. Recruiting costs. Internal Organizational Policies, Dif, 3

36. A petroleum manufacturer has difficulty hiring project engineers. The hours are long, but the money is great. Last year, the firm started doing airport interviews in majo r cities to s creen the applicant pool. Only the most promising candidates are then invited to the com pany site for a lengthier interview process. An HR representative went to an ind ustry bus iness luncheon last week and found that no competitors are having similar recrui ting prob lems. None of them were conducting airport interviews, and three of his associat es com mented that the project engineers really needed to see the facility to make up t heir minds. The company s recruiting is being constrained by A. Organizational image. B. Attractiveness of the job. C. Internal organizational policies. D. Governmental influence. E. Recruiting costs. E, Recruiting Costs, Dif, 3 37. Luz, a large pharmaceutical firm recruiter, can t get any college recruits bec ause the firm has lost three major product safety lawsuits in the last year and now has a repu tation for b eing uncaring and unethical. Her recruiting efforts were constrained by A. Organizational image. B. Attractiveness of the job. C. Internal organizational policies. D. Governmental influence. E. Recruiting costs. A, Organizational Image, Dif, 3 38. What issues related to diversity are important to the recruiter responsible for newspaper a dvertisements? A. Job qualifications must be general to avoid offense.

-http://www.docx-to-doc-converter.com B. Language must be carefully chosen to avoid adverse impact. C. Job specifications must not narrow an applicant pool. D. Language should be jargon filled to identify potential applicants. E. All advertisements should be written in several languages. B, Diversity and HRM, Mid, 3 39.An internal search has all of these disadvantages except A. B. C. D. E. A, more costs are incurred than new technical skills may not infighting is caused between decreased morale is found in applicant pool is limited. The Internal Search, Mid, 4 by going outside. be available. ambitious employees. employees not selected.

40. A major manufacturer needs to find a senior vice-president of research. What recruiting t echniques should be used? A. Employee referral. B. Advertisement. C. Contractor. D. Executive placement. E. College placement center. D, page 160-169, Dif, 4 41. Mark, an Information Technology specialist for a large firm, is at a party w ith some frien ds from college. He runs into Duffy, a fellow computer science major, and says, W hy d on t you come to work with us? You were at the top of the class in school and I kn ow yo u ve done really well with DataCroc. Let s do dinner next week and I ll fill you in on op portunities. Is anything wrong with this as a recruiting activity? A.Yes. Recruiting activities should only be performed by trained professionals. B.Yes. Employee referrals are the single biggest cause of .com business failures i n this decade. C.No. This ploy to get competitive information is accepted in the Information Te c hnology world. D.Yes. Such actions are illegal. E.No. Duffy should get a good idea about the company and Mark already knows a bout his credentials. E, page 169, Basic, 5 42. Employee referrals offer all of these recruiting advantages except

-http://www.docx-to-doc-converter.com A. The applicant may have more realistic job information than is available in th e pap er or other advertisements. B. An employee knows his/her reputation is at stake, and so uses good judgment in making a referral. C. Referrals are more likely to accept an offer if it is made. D. Referrals include personal and friendship criteria in addition to job related sk ills. E. Referrals are more likely to stay in a job than other applicants. D, Employee Referrals/Recommendations, Dif, 5 43. Your school is hiring a new professor to teach this human resource course. Which one of the following pieces of recruiting information would be most likely to assure th at the wo man is a good teacher? A. The person is relocating to the area because of a spouse. B. She graduated from an excellent school. C. An excellent teacher recommended her. D. The spouse placed the initial inquiry call. E. A current employee was a grade school friend of the woman. C, Employee Referrals/Recommendations, Dif, 5 44. An advertisement for a blue collar job is likely to be found in all of these places except A. A placard posted on a plant gate. B. A local newspaper. C. The Wall Street Journal. D. A trade journal. . E. Monster.com 45. Professional organizations do all of the following recruiting functions exce pt A. Provide member rosters. B. Publish lists of job vacancies. C. Provide placement facilities at national meetings. D. Charge finder fees for the best job prospects. E. Limit the supply of prospective applicants. D, Professional Organizations., Dif, 7

46.Internet recruiting is popular for all of these reasons except A. It is much more secure than using a traditional search firm. B. It costs less than traditional print advertising. C. Organizations can showcase their products, mission statement, and corpor

-http://www.docx-to-doc-converter.com ate philosophy, and thus increase the quality of applicants. D. Websumes can be easily accessed. E. Paper resume usage is decreased. 47. Ruth needs to present the benefits of using the Internet to enhance recruiting e fforts to to p management. She can use all of these examples given in the text except A. It will cut down on paper resumes. Cisco received 80% of its resumes electronica lly. B. It will cut down on advertising costs. A west coast organization posted a job on li ne for $50. The same ad would have cost $2000 in the local paper. C. It s easier to create subgroup categories by unique talents. D. Although it does not increase diversity, it does not harm it for the recruiting effort. E. It is useful for every kind of job, from high tech, executive, to all kinds of n on-tec hnical jobs. 48. The selection process typically consists of all of these steps except A. Comprehensive interview. B. Screening interview. C. Application form. D. Employment tests. E. Compensatory interview. E, THE SELECTION PROCESS, Mid, 1 49. Why are there so many steps in the selection process? A. During the downsizing activities of the late 1990s, many organizations transferr ed unneeded HR employees to the selection area. B. Current work related behaviors are seldom indicated by past performance. C. There are not many steps. Most employers hire after only one interview and a ref erral. D. Each step provides additional information about an applicant s background, abiliti es, and motivation. E. Each step is required by law in any organization with more than 25 employees. D, THE SELECTION PROCESS, Dif, 1

50. Which of the following would be likely to remove an applicant during the ini tial screenin g? A. Physical exam. B. Performance test data. C. Lots of brief jobs. D. Honesty tests.

-http://www.docx-to-doc-converter.com E. Ages of children. C, Initial Screening, Basic, 2 51. Why do some recruiters use videoconferencing in the employment process? A. It is important to have visual acuity. B. It saves recruiting money. C. It allows for more intensive background checks. D. It lets future employees bond early in their careers. E. It is now required for all organizations that utilize federal contractors for mo re tha n $200,000 per year. B, Initial Screening, Mid, 2 52. When is salary range typically discussed during the selection process? A. In the initial screening. B. After the background check. C. During the medical examination. D. As part of performance evaluation. E. It is the major subject of the comprehensive interview. A, Initial Screening, Mid, 2 53. Which of these steps may be performed after a conditional job offer is made to an applica nt? A. Application completion. B. Background examination. C. Employment test. D. Comprehensive interview. E. Compliance assessment. B, Initial Screening, Mid, 2 54. Which of these selection steps is typically done after a medical examination is given? A. Employment test. B. Screening interview. C. Comprehensive interview. D. Permanent job offer made. E.

Application completed. D, Initial Screening, Mid, 2

-http://www.docx-to-doc-converter.com 55. Don, vice-president of human resources, wants to decrease turnover for count er workers at a fast food chain. He examined work application forms over the last five year s and dis covered the following information: 70% of employees who stayed less than 90 days had no prior work experience; 80% of employees who stayed longer than 1 year held mo re th an 2 previous jobs; 50% of employees who stayed less than 90 days held less than a high school degree; 45% of employees who stayed more than a year held a high school d egree; 40% of employees who indicated only weekend work schedules left within 90 days; 45% of workers who indicated no weekend work schedules left within 90 days. What sho uld h e do? A. Raise educational requirements for the job. B. Lower educational requirements for the job. C. Weight prior job experience more heavily than educational level. D. Weight educational level more heavily than prior job experience. E. Require weekend work schedules. C, The Weighted Application Form., Dif, 3 56. Don, vice-president of human resources for a large pharmaceutical manufactur er, wants t o decrease training time required for secretaries. Secretaries are hired and put into a train ing pool until the supervisor clears them for permanent assignment. He examined work a pplication forms over the last five years and discovered the following informati on: 50% of employees who stayed in the pool less than 10 days had no prior work experien ce; 55 % of employees who stayed in the pool longer than 90 days held more than 2 previ ous jo bs; 80% of employees who stayed in the pool less than 10 days held a college deg ree in l iberal arts; 85% of employees who stayed in the pool more than 90 days held a co llege d egree in liberal arts; 80% of employees who left the pool within 10 days listed WordPerf ect, Lotus, and Harvard Graphics as skills on the application form; 80% of emplo yees w ho stayed in the pool more than 90 days listed Microsoft Office as skills on the applicatio n form. What should he do? A. None of these items should be weighted more heavily than any of the others. B. Weight skills listed more heavily than educational background. C. Weight prior job experience more heavily than educational background. D. Weight educational background more heavily than prior job experience. E. Application forms can not be used in this way. B, The Weighted Application Form., Dif, 3 57. John is in the final interview stages as an applicant for a midlevel manager position in an IT firm. He has talked to technical experts, filled out application forms, and t aken a prog

rammer test. Now he s talking to a senior vice president who just asked him if he s leavi ng his old firm because he is being forced out. The vice president continues, Rum or has it that the huge loss last quarter was your fault, John. What is going on?

-http://www.docx-to-doc-converter.com A. John is being harassed. He should file charges with the EEOC. B. John is in a stress interview. C. John is in a panel interview. D. John is receiving a realistic job preview. E. John is in an impression interview. B, Are Interviews Effective?, Dif, 5 58. Rick is an experienced interviewer for a large service organization. He makes sure he ask s the same questions in the same order of all applicants. What is he doing? A. Assessment center. B. Panel interview. C. Comprehensive interview. D. Structured interview. E. Situational interview. D, Are Interviews Effective?, Dif, 5 59. The value of the interview in the hiring process has been questioned for all of these reaso ns except A. prior knowledge about the applicant can bias the interviewer s evaluation. B. the interviewer often holds a stereotype of what represents a good applicant. C. negative information is given unduly high weight. D. the order in which applicants are interviewed often influences evaluation. E. the order in which questions are asked has no influence on the evaluation. E, Exhibit 7-3, Basic, 5 60.The value of the interview in the hiring process has been questioned for all of these reaso ns except A. well-organized and structured interviews limit results. B. interviewers may forget much of the interview s content within minutes after the i nterview is completed. C. the interviewer may make a decision as to the applicant s suitability in the first fe w minutes of the interview. D. the order in which information about the job and the job applicant is given infl

uen ces the outcome of the interview. E. interviewers often tend to favor applicants who share their own attitudes. A, Exhibit 7-3, Basic, 5 61.All of the following could be used as part of a realistic job preview except

-http://www.docx-to-doc-converter.com A. Plant tour. B. Films of actual work. C. Lunch with a group of employees who would be peers. D. Promotional film by a motivational expert. E. Work sampling. D, The Realistic Job Preview, Mid, 6 Socializing and Training 62. Which of the following best describes the relationship between socialization and organiza tional stability? A. Research shows no relationship. B. Organizational stability makes socialization unnecessary. C. Organizational stability is diminished through socialization. D. Proper socialization increases organizational stability over time as objectives are t ransferred between generations of employees. E. Proper socialization is used to change organizational philosophy and values. D, Organizational Stability Is Also Increased through Socialization, Dif, 1 63. John and Dean, senior members of a financial management team, took Luz, a ro okie, to lunch to explain the ropes of the new job. Why did they do that? A. New members create anxiety for long time employees. B. Peer influence is a subtle and important socialization factor. C. Organizational stability is increased through socialization. D. Socialization influences an employee s morale, but not productivity. E. There is a similar adjustment pattern to new situations for most individuals. B, New Members Suffer from Anxiety, Dif, 1 64. Proper socialization A. adjusts new employees understanding of their role so that they fit on the job. B. influences how longtime employees perceive their own and other s performances. C. influences job performance of new and longtime employees. D. is a key to successful decruitment. E. can actually eliminate the need for quality control. A, The Way In Which Individuals Adjust to New Situations Is Remarkably Similar,

Mid, 1 65. Outcomes of the socialization process are A. Prearrival, encounter, metamorphosis.

-http://www.docx-to-doc-converter.com B. Goals, roles, values. C. Peers, supervisors, human resources professionals. D. Turnover, commitment, performance. E. Compensation, benefits, training. D, Exhibit 8-1, Mid, 2 66.Joan manages information technology specialists, such as web designers. Altho ugh nearl y 80% of her new employees stay with the organization and progress, 75% of the g raduat es of a local community college have to be dismissed or quit within 90 days beca use they are unable to adapt to the firm. Failure has occurred in the socialization s tage. A. B. C. D. E. C, Encounter. Metamorphosis. Prearrival. Transfer. Passage. How Does the Socialization Process Operate? , Dif, 2

67. Jill s first day on the job in a .com startup consisted of stopping in her sup ervisor s office, meeting the other five members of the development team, and setting up her desk. One o f her co-workers showed her the coffee machine, the rest room, and the supply ro om. He said he d come over when it was time for lunch. When should Jill receive her forma l ne w orientation program? A. There may be no more orientation than what she has just experienced. B. Her formal orientation program occurred earlier, as part of the selection pro cess. C. Most .coms wait and orient all new employees on a quarterly basis. She will have to wait until the start of the next quarter. D. If she doesn t ask to be sent to the program, she won t receive it. E. Work team indoctrination has replaced formal orientation in all information tech nol ogy organizations. A, THE PURPOSE OF NEW EMPLOYEE ORIENTATION, Dif, 2 68. Background investigation can include all of the following except A. Contacting former employers to confirm the candidate s work record. B. Verifying educational accomplishments shown on the application form. C. Comparing notes between interviewers. D. Verifying I-9 Forms. E. Checking credit references. C, Background Investigation, Dif, 7

-http://www.docx-to-doc-converter.com 69. Medical examinations are used A. To assess minimum health standards for enrollment in a company health and life i nsurance program. B. To create adverse impacts for jobs. C. To avoid adverse impacts for jobs. D. To identify preferred physical characteristics in a job category. E. To replace conditional job offers. A, Physical/Medical Examination, Basic, 7 70. Why is the comprehensive selection process preferable to the discrete proces s of eliminati ng candidates at every step of the process? A. It is less costly. B. It let s overriding good factors counteract bad factors. C. It uses less management time. D. It uses less overall time. E. It builds morale of all job applicants. B, The Comprehensive Approach, Mid, 7 71.Your text makes all of these suggestions to avoid hiring mistakes except A. Hire a temporary worker to avoid panic. B. update job requirements, duties, and responsibilities before you fill the positi on. C. Check references. D. Don t depend on letters; call and talk with someone. E. Don t hire someone who has used a professional resume writing service. E, Avoiding Hiring Mistakes, Dif, 7 72. Jim, the vice-president of human resource, is reading the evaluations from h is latest orien tation program. New employees report satisfactory awareness of physical faciliti es, griev ance procedures, and benefits options. However, many of them are unable to compl ete th e statement, The reason we are in the business we are in is and his trainers report that they leave the session in a lackadaisical way; no one is charged up. What should Jim do? A. Hire new trainers to deliver the orientation material. B.

Stress the new buildings on the tour. C. Remove the part of the program dealing with grievance procedures. D. Have the CEO share the vision of the organization. E. Change the recruiting practices to attract more energetic people to the firm. D, The CEO s Role in Orientation, Dif, 3

-http://www.docx-to-doc-converter.com 73.Involving the CEO in the orientation process provides all of these benefits e xcept A. it sends a message that the company truly cares about its employees. B. CEO visioning helps provide indoctrination into organizational culture and value s. C. fear of the unknown is reduced. D. a CEO welcome can encourage newcomers, like a pep rally. E. reduced medical and educational coverage is more easily accepted. E, The CEO s Role in Orientation, Mid, 3 74.Human resources management staff play all of these roles in new employee orie ntation e xcept A. Coordinate the orientation process. B. Notify the new employee when to report to work. C. Explain the benefits options. D. Give visioning speeches. E. Explain career development programs. D, HRM s Role in Orientation, Mid, 3 75. Jan runs a temporary agency that provides experienced IT professionals. She give s an IT n etwork system with bugs to job candidates and an hour to get it running as part of the sele ction process. This test is an example of A. Concept validity. B. Constraint validity. C. Content validity. D. Parallel validity. E. Discriminant analysis. ANSWER-C 76. Training typically can involve changing all of the following except A. Skills. B. Knowledge. C. Values. D.

Attitudes. E. Behaviors. C, EMPLOYEE TRAINING, Mid, 4, 77. Dr. Wattabor, a college professor, uses only PowerPoint lectures to teach hi s classes. W

-http://www.docx-to-doc-converter.com hen students raise their hands during class to ask questions, Dr. Wattabor ridic ules them p ublicly and tells them to read the book. Usually, by mid-term, no student raises a hand. What, according to principles of learning, has occurred? A. Negative reinforcement. B. Feedback. C. Zoning. D. Plateau. E. Positive reinforcement. A, Exhibit 8-3, Dif, 5 78. B.W., a teller trainer for a large bank, has designed a new training program that largely au tomates the training process. Tellers go into a cage, and are given simple sample transa ctions to process. If an error is made, a flashing light and bell indicates to e veryone in the training area that the person has made a mistake. If the transaction is processe d correctly, the teller is given a more difficult task. B.W. proudly presents the new format to the indu strial psychologist who consults with the bank on such programs. Which of the fo llowing statements would the industrial psychologist be most likely to make? A. Teller trainees would not be motivated to learn these processes. B. The program is designed to teach skills that are not transferable to the job. C. Plateauing makes this program inappropriate. D. There is no feedback in your program. E. Positive reinforcement would improve your program. E, Exhibit 8-3, Dif, 5 79. Wayne tells his students, Thanks for the input. Great idea!, every time one of them ans wers a question he asks, regardless of the rightness of the answer. What learnin g theory i s he illustrating? A. Transferability. B. Potability. C. Plateau. D. Reinforcement. E. Direction.

D, Exhibit 8-3, Dif, 5 80. Compare employee development to employee training. A. Training focuses on work groups. Development focuses on individuals. B. Development may be required for salary increases. Training is required for prom otions. C. Training completion rates are higher than development completion rates.

-http://www.docx-to-doc-converter.com D. Training is computer assisted. Development never uses information technology. E. Training focuses on the current job. Development focuses on future jobs. E, EMPLOYEE TRAINING, Mid, 5 81. Matt runs a ski instruction school in the Berkshire Mountains. He has a room where an i ndividual stands in skis that are mounted in the floor, places a helmet on his h ead that sim ulates speed, obstacles, and weather, and the consequences of the ski student s mu scle res ponses. What kind of training is described here? A. Vestibule. B. Job rotation. C. Interactive video disks. D. Virtual reality. E. Programmed instruction. D, Off-the-Job Training, Basic, 6 82. Carol is in line for a senior vice president position at a large hotel congl omerate. She has just arrived for her new employee development assignment. She is on the board of the lar gest San Francisco hotel, working closely with the chief operating officer of th at facility. What method is being used? A. Virtual reality. B. Vestibule C. Adjusted. D. Assistant-to. E. Survival training. D, Employee Development Methods, Dif, 6 83. Penny was hired as a bank teller. She was trained in the bank s training center room set u p like a real teller s cage. Trainers posed as clients. Video cameras were used to record s ome of her sessions, and that film was later used to help her improve. What kind of traini ng did Penny receive? A. Simulation. B. Vestibule training. C. Computer-based training. D. Experiential exercise. E. Apprenticeship. A, Off-the-Job Training, Dif, 6 84.The managerial role of coaching can include all of the following except

-http://www.docx-to-doc-converter.com A. Keep quiet about poor performance, hoping it will go away. B. Listen without getting defensive. C. Provide frequent feedback, not just at appraisal time. D. Remove obstacles to good performance. E. Find out why performance or attitude of an employee is waning. A, Playing Coach, Mid, 6 85. Bruce is an OD consultant hired by a large insurance company. He starts the process by discussing employee attitudes about decision making practices, communication eff ective ness satisfaction with jobs and coworkers, and leadership. What organizational d evelopm ent strategy is Bruce using? A. Climate survey. B. Team building. C. White water. D. Third-party intervention. E. Groupthink. A, Climate Surveys, Dif, 7 86. What skills do good change agents possess? A. Sensitivity to people, gentle demeanor. B. Outstanding communication skills, ability to take risks. C. Mathematical ability, multiple languages. D. Cost evaluation, design methodology. E. Control, outstanding communication skills. B, The Role of Change Agents, Basic, 7 87. Brian, the OD consultant for your company, has just proposed a year long sch edule of tea m building activities. What has he diagnosed as an organizational problem? A. Resistance to change. B. Low skill levels in production areas. C. Lack of trust and openness. D. Conflicts between functional areas. E. Learning reluctance. C, OD Methods, Dif, 7 88.To develop a learning organization, people need to do all of the following ex cept A. Develop new mental models.

-http://www.docx-to-doc-converter.com B. Understand how their company really works. C. Have shared vision. D. Engage in team learning. E. Concentrate on personal mastery of technical, narrowly defined skills. E, A Special OD Case: The Learning Organization, Dif, 7 89. Training evaluation typically consists of which of the following actions? A. Opinions about a training program are solicited from participants, their manager s, and HRM representatives. B. The skill level increase of participants is measured. C. Managers are surveyed 90 days after training to see if employees are using new s k ills. D. No evaluation is performed. E. The program is assessed according to whether or not it attained its desired resu lt (l ower turnover, better customer service, for example.) A, How Do We Evaluate Training Programs?, Mid, 8 90. Fernando, director of training for a large manufacturing organization, is ev aluating a new training program to improve welding skills for all metal workers. He has gathere d perfor mance information about strength, number of welds, and other work-related indica tors. He plans to compare similar figures gathered 3 months after employees complete t he cour se. What training evaluation method is Fernando using? A. Supervisor and incumbent opinion. B. Test-retest method. C. Pre-post performance method. D. Pre-post training performance with control group method. E. Employee inventory. C, Performance-based Evaluation measures, Dif, 8 91. Sean, director of training for a large manufacturing organization, has devel oped a workpl ace violence prevention program. All employees are interviewed a month after att ending the program. They are asked about any workplace behaviors that are described as violent and their actions in those situations. What training evaluation method is Sean u sing?

A. Supervisor and incumbent opinion. B. Test-retest method. C. Pre-post performance method. D. Pre-post training performance with control group method. E. Post training performance method. E, Performance-based Evaluation Measures, Dif, 8

-http://www.docx-to-doc-converter.com 92. Dan, department chairman at a large university, has developed a new instruct or training p rogram. He plans to measure student satisfaction in ten classes, then put instru ctors for h alf of the classes through the new program. A semester later he will measure stu dent sati sfaction again. What training evaluation method is Dan using? A. Supervisor and incumbent opinion. B. Test-retest method. C. Pre-post performance method. D. Pre-post training performance with control group method. E. Post training performance method. D, Performance-Based Evaluation Methods, Dif, 8 93.Cultural sensitivity is most often taught to employees before overseas assign ments throu gh all of these techniques except A. B. C. D. E. D, Role playing. Simulation. Meetings with former international assignees. Reading. Sessions with natives of the assigned country who are living in the U.S. Development, Mid, 9

94. Your text mentions that cross-cultural training includes all of the followin g areas except A. History. B. Business Practices. C. Politics. D. Religion. E. Geography. E, Development, Mid, 9 95.Cultural learning takes place on an overseas assignment as well as before it. Your texts mentions all of these activities except A. B. C. D. E. A, plan weekend trips away from the host country as often as possible. watch television even if you don t know the language. visit parks, museums, and zoos. make friends with local people. forget the word, foreign. Training, Mid, 9

-http://www.docx-to-doc-converter.com Performance Management 96.The success of performance management systems is dependent on all of these fa ctors exc ept A. Who hires new employees. B. Why performance evaluations are performed. C. What type of performance evaluation is used. D. Who benefits from the performance evaluation. E. What problems are encountered in the performance evaluation process. A, INTRODUCTION, Mid, 1 97. Rhona, shift supervisor for a textile mill, is working with a performance ma nagement sys tem that she finds very frustrating. She has to evaluate employees on friendlines s and s everal other factors that have nothing to do with job performance. Work quality is not m easured. Several of her employees have shouted at her when she goes over the res ults wit h them. What should be done? A. Rhona should receive interpersonal skills training. B. Rhona should do team development exercises with her subordinates. C. The performance measures should be changed to address goals of the job. D. Rhona should not discuss the results of the performance evaluation with her subo r dinates. E. Raises should be withheld for any employee who shouts at a manager. C, What Are the Purposes of a Performance Management System?, Dif, 1 98. Carol has two subordinates, Barbara and Ed. She likes Ed better, and he jokes around wit h her a lot. Barbara is a better employee, and certainly more likely to be promo ted. Caro l has just completed performance evaluations for both employees, and Ed is rated signific antly higher than Barbara. What should be changed? A. Employees should not be compared to each other. B. Carol needs to be sincere and honest. Without that, no performance management system will be effective. C. Barbara should be transferred to a supervisor who likes her. D. HRM should audit the performance management system to make sure that factors are current.

E. The performance management system should be replaced with an online evaluatio n process to eliminate any bias. B, The Inaccurate Performance Appraisal, Dif, 1

-http://www.docx-to-doc-converter.com 99.Duffy meets Mark, his longtime friend after a hard day at work. He complains that he jus t had his annual review and he and his boss both ended up shouting at each other . There was some minor name calling. When Mark asks Duffy what he needs to do to improve , Duffy just looks at him and says they didn t get that far. They are going to conti nue in th e morning. Mark, an HR professional, makes all of these suggestions to his frien d except A. B. C. D. E. D, Try to understand the evaluation criteria that are being used. Make sure to contribute to the discussion. Make sure areas of improvement are addressed. It s good that emotions run high; it shows your boss that you care. Work out a deliberate plan for the next performance appraisal. What Difficulties Exist in Performance Management Systems, Dif, 1

100.Managers should use which of the following sources of information for employ ee perfor mance evaluation? A. Written reports. B. Oral reports. C. Personal observation. D. Statistical reports. E. Some combination of input. E, THE APPRAISAL PROCESS, Basic, 2 101.The performance appraisal process consists of six steps: 1. Establish performance standards with employees. 2. Mutually set measurable goals. 3. Measure actual performance. 4. Compare actual performance with standards. 5. Discuss the appraisal with the employee. 6. If necessary, initiate corrective action. What is the correct sequence in which to perform these steps? A. B. C. D. E. D, 2, 3, 5, 4, 1, 6. 2, 1, 5, 3, 4, 6. 3, 4, 6, 5, 1, 2. 1, 2, 3, 4, 5, 6. 1, 4, 6, 2, 3, 5. Exhibit 10-1, Basic, 2

102.Frank, a marketing representative, just received his first performance appra isal. His bos s reviewed a very good record, and commended Frank especially on the way he hand led

-http://www.docx-to-doc-converter.com difficult clients and always completed paperwork on time. Frank was told to up th e good work. What was the outcome of this appraisal process? A. B. C. D. E. A, Frank s manager discussed the appraisal with him. Frank received organizational development from his manager. Frank received no helpful feedback from his manager during this process. Frank's manager initiated immediate corrective action. Frank's manager initiated basic corrective action. THE APPRAISAL METHOD, Dif, 2

keep

103. Sharon, a secretary, has just received her first performance appraisal in a majo r m anufacturing firm. Her manager told her that her mathematical and analytical ski lls were excellent, but that she needed to show up to work on time and follow the company regula tions for lunch hours, breaks, personal phone calls, and leaving her work statio n. Her per formance would be evaluated again in 30 days. What was the outcome of this appra isal pr ocess? A. Sharon was fired - very nicely. B. Sharon received career development from her manager. C. Sharon received no helpful feedback from her manager during this process. D. Sharon s manager initiated immediate corrective action. E. Sharon's manager initiated basic corrective action. D, THE APPRAISAL PROCESS, Dif, 2 104. Sharon, a secretary, has just received her first performance appraisal in a majo r m anufacturing firm. Her manager told her that her mathematical and analytical ski lls were excellent, but that she needed to show up to work on time and follow the company regula tions for lunch hours, breaks, personal phone calls, and leaving her work statio n. Her bos s asks her if there are any circumstances that prevent her from showing up on ti me, and if she clearly understands that the organization does not allow flex time in any fo rm. What was the outcome of this appraisal process? A. Sharon was fired - very nicely. B. Sharon received career development from her manager. C. Sharon received no helpful feedback from her manager during this process. D. Sharon s manager initiated immediate corrective action. E. Sharon's manager initiated basic corrective action. E, THE APPRAISAL PROCESS, Dif, 2 105. Dawn, manager of food service for a large company, is conducting performance appraisals for her staff. HRM has given her a sheet with a number of grouped sta tements. She has to select 1 from each group. For instance, she has to indicate whether a n employ ee is cheerful or confident . She returns the form to HR, who score it and report the

re

-http://www.docx-to-doc-converter.com sults to her. What performance appraisal method is she using? A. B. C. D. E. D, BARS. Essay. Critical incident. Forced choice. Adjective checklist. APPRAISAL METHODS, Dif, 3

106. Marie is a marketing analyst. Last year her boss evaluated her with an essay app ra isal. She and several of her coworkers were so dissatisfied with the general and quali tative nature of the process that they requested a change. This year he wrote about sev eral key behaviors that she exhibited throughout the year that were very important fo r her job performance. For instance, he described how she spent extra time in competit ive data analysis for several product launches. What appraisal technique is he using ? A. Graphic rating scale. B. BARS. C. Critical incident. D. Checklist appraisal. E. Essay appraisal. C, APPRAISAL METHODS, Dif, 3 107. Jeff supervises 40 salesclerks at a large department store. He uses 20 questions su ch as, Does the clerk greet customers with a smile? and Does the clerk ask if the c usto mer will be using the store credit card? He checks off yes or no to each question. W hich method is he using? A. Graphic rating scale. B. BARS. C. Critical incident. D. Checklist appraisal. E. Forced-choice comparison. D, APPRAISAL METHODS, Dif, 3 108. Consider the following chart which evaluates work attendance. always ready to work before shift starts, or calls in 9

-http://www.docx-to-doc-converter.com 8 usually on time, or calls in always at work within 15 minutes of shift start 7 6 may show up an hour or so late, with no call absent from work with a call the day before 5 4 leaves work early is often absent when weather is good 3 2 has been absent without call in is absent without call in more than once a week 1 If your boss evaluated you according to the chart, what technique would be in us e? A. B. C. D. E. B, MBO. BARS. Critical incident. Checklist appraisal. Forced-choice comparison. APPRAISAL METHODS, Dif, 3

109. Diane supervises 30 sanitation engineers. She fills out a form that rates such f acto rs as quality and quantity of work, job knowledge, and dependability. She checks off the answer which usually has 5 to 10 options to choose from, such as, reliability in working at the task assigned when scheduled requires constant supervision, requires occa sional f ollow-up, usually can be counted on, requires very little supervision, or requir es absolute minimum of supervision. Which method is she using? A. Adjective rating scale. B. BARS. C. Critical incident. D. Checklist appraisal. E. Forced-choice comparison. A, APPRAISAL METHODS, Dif, 3

-http://www.docx-to-doc-converter.com 110. Meadowbrook, a major manufacturing firm, has allocated a 15% bonus for the bes t employee in each division. Jon, manager of district operations, is asked to li st his 17 em ployees from best to worst for the human resources department. What performance eval uation technique is Jon using? A. Individual ranking. B. Group order ranking. C. Paired comparison. D. BARS. E. Checklist. A, Individual Ranking, Dif, 4 111. XYZ, a major IT firm, is growing by about 25% a year. Lisa, manager of district operations, is asked to identify the top 20% of her employees for the human reso urces de partment. The human resources department will then schedule these employees for prom otion or management training programs. What performance evaluation technique is Lisa using? A. Individual ranking. B. Group order ranking. C. Paired comparison. D. BARS. E. Checklist. B, Group Order Ranking, Dif, 4 112. Rob was asked to decide who was funniest: Larry, Curly, or Moe. He said, "L arr y is funnier than Curly. Curly is funnier than Moe. Larry is funnier than Moe. Therefore, Larry is funniest." What performance evaluation technique did Rob use? A. Individual ranking. B. Group order ranking. C. Paired comparison. D. BARS. E. Checklist. C, Paired Comparison, Dif, 4

113. Sol's boss, store manager for a large home building supply chain, says that Sol has to do a better job of differentiating the performance of the 40 customer service represe ntatives w ho report to him. For the last two years, all 40 were "Average." The two years b efore, 3 9 were "Above Average" and one employee was terminated. What should Sol do to di ffe rentiate the best from the poorest performers, making sure that each employee is compare d to all 39 others?

-http://www.docx-to-doc-converter.com A. Individual ranking. B. Group order ranking. C. Paired comparison. D. BARS. E. Checklist. C, Paired Comparison, Dif, 4 114. What disadvantages do all relative performance measures have in common? A. Any change must add up to zero. Therefore, the best performer in a bad area may be only mediocre and the worst performer in an excellent department may be an o utstanding performer. B. There is no way to clearly compare employees to each other. C. Ranking may tie individuals to an external scale that is not important for their part icular jobs. D. It may be difficult for evaluators to identify the choices they are forced to ma ke to properly match employees to the scales. E. There are no disadvantages to relative measures. A, What Are the Relative Standards Methods?, Mid, 4 115. MBO includes all of the following steps except A. periodic reviews. B. action planning. C. corrective action. D. goal setting. E. self-control. C, How Can Objectives Be Used To Evaluate Employees?, Basic, 5 116. Dian likes the MBO concept, but has been cautioned that it is likely to be ineff ective in h er organization for all of the following reasons except A. Dian works in a global organization. B. Dian works in a large, hierarchical organization where managers do not trust sub o rdinates and do not delegate. C. Dian works in an organization that will not allow enough time to implement MBO

properly. D. Dian works in an organization that will not properly appraise the supervisor's e ffo rts and performance to carry out MBO for subordinates. E. It may be difficult to measure whether MBO activities are being carried out prop e rly. A, How Can Objectives Be Used To Evaluate Employees?, Mid, 5

-http://www.docx-to-doc-converter.com 117. Mani is reviewing his sales and account contacts for the last 3 months. He does this ever y quarter, monitoring the data against the goals he agreed to with his boss. Wha t MBO st ep is Mani doing? A. Goal setting. B. Action planning. C. Performance evaluation. D. Periodic review. E. Self-control. E, How Can Objectives Be Used To Evaluate Employees?, Dif, 5 118. Lee, an account manager for a large IT provider, has set his quota for next year 20% high er and decided to improve customer satisfaction quality by 10%. What MBO step wa s Le e performing? A. Goal setting. B. Action planning. C. Performance evaluation. D. Periodic review. E. Self-control. A, How Can Objectives Be Used to Evaluate Employees?, Dif, 5 119. Donna, is working with her boss on how to achieve the goals that have been set f or the ne xt year. So far they have agreed that Donna will start a graduate degree, she wi ll be given 2 trainee assistants, and her budget allocation will be increased by 20%. What M BO step is Donna doing? A. Goal setting. B. Action planning. C. Periodic review. D. Averaging. E. These activities are not part of any MBO step. B, How Can Objectives Be Used To Evaluate Employees?, Mid, 5 120. Kai rates all 35 of his subordinates "Average" or above on their performance eva

luations. He knows that if they are rated below average, they will probably be terminated. Most of the workers are single parents with small children and no likely job prospects. What ratin g error is evident? A. Leniency error. B. Halo error. C. Similarity error.

-http://www.docx-to-doc-converter.com D. Low Appraiser motivation. E. Inflationary pressures. D, Inflationary Pressures, Dif, 6 122. Toni rates Allison, an average worker, "excellent" on all of her performance eva luations. The first year that Allison worked for Toni she landed three major accounts, sav ed a 20% cost overrun on a major printing project, and never came in late to work. Now, a ll she do es is show up on time. What rating error is evident? A. Leniency error. B. Halo error. C. Similarity error. D. Central tendency. E. Inflationary pressures. B, Halo Effect, Dif, 6 123. Malik was amazed to get only a 3% raise. Her performance assessment had been a 9 1 on a 100 point scale, and she knew that the raises in her area ranged from 2% to 9% . When she asked her boss, he informed her that the department average was 95. What rat ing err or is evident? A. Leniency error. B. Halo error. C. Similarity error. D. Central tendency. E. Inflationary pressures. E, Inflationary Pressures, Dif, 6 124. Bill, an accountant, is amazed at his below average rating at a major accounting f irm at the end of his first year. His manager said he needed to smile more, be friendli er to colle agues, and dress better. The boss did acknowledge that Bill had the lowest error rating an d the quickest completion times in the division. What rating error is evident? A. Leniency error. B. Inappropriate substitutes for performance.

C. Similarity error. D. Central tendency. E. Inflationary pressures. B, Inappropriate Substitutes for Performance, Dif, 6 125. Debbie, a new manager with an outstanding performance for her first year, receiv ed an av erage raise and an average performance rating. When she questioned her boss, she was to

-http://www.docx-to-doc-converter.com ld anyone can do well in that job. What rating error is evident? A. Leniency error. B. Halo error. C. Similarity error. D. Intimidation minor. E. Attribution theory. E, Attribution theory, Dif, 6 126. Team based performance appraisals can be improved by all of the following except A. tie team results to organizational goals. B. measure both team and individual performance. C. train the team to develop its own measures. D. begin with the team s customers and the work processes needed to satisfy the cust omer needs. E. provide additional top level supervision for all stages of the team evaluation p roce ss. E, Team Performance Appraisals:, Dif, 7 127. Why is performance assessment improved by combining absolute rating standards wi th re lative standards? A. Absolute standards tend to have positive leniency bias. B. Relative standards suffer when there is a great deal of variability in the subje cts as sessed. C. Relative standards tend to have negative leniency bias. D. Absolute standards are based on traits. E. Relative standards are based on traits. A, Combine Absolute and Relative Standards, Basic, 7 128. Mary Jane reported that Dennis, one of her subordinates, was "lazy and irrespons ible" on his annual performance evaluation. Why did Tom, vice-president of human resource s, ha ve Mary Jane rephrase the statement to "does not attend meetings, does not compl ete wor k on time, does not perform assigned tasks?"

A. Relative standards are better than absolute standards. B. Trait measures may have little to do with actual job performance. C. Trait measures are preferable to behaviorally-based measures. D. Multiple raters give a more reliable assessment than a single rater. E. Upward appraisal is most useful in work group situations. B, Use Behavior-based Measures, Dif, 7

-http://www.docx-to-doc-converter.com 129. Don wanted to fire Diane, a secretary who had worked for him six months. HR refu sed t o fire her, stating that in the 15 years she had worked for the company, her 9 p revious sup ervisors had all rated her excellent on her performance appraisals. Why didn t HR back D on s decision? A. Peer evaluation is most useful in work group situations. B. Relative standards are better than absolute standards. C. Multiple raters give a more reliable assessment than a single rater. D. Trait measures are preferable to behaviorally-based measures. E. Ongoing feedback prevents surprises. C, Have Multiple Raters, Dif, 7 130. Your text makes all of the following suggestions to improve performance appraisa ls exce pt A. use relative standards. B. have multiple raters. C. rate selectively. D. train appraisers. E. provide ongoing feedback. A, Exhibit 10-6, Mid, 7 Career Management 131. The current career development trend in organizations today is A. Provide steady patterns of promotions and raises for employees. B. Value employees who are marketable. C. Discourage employees from career development. D. Fire any employee who is seeking development. E. Increase organizational contributions to employee career development. B, INTRODUCTION, Mid, 1 132. All of the following historical career-related beliefs have changed except A. career development is necessary for retention. B. competent people somehow emerge in organizations to fill arising vacancies.

C. a valuable employee will always be a valuable employee. D. employees have a wide variety of needs and aspirations. E. a major HRM focus is to provide the information and assessments needed to help employees realize their career goals.

-http://www.docx-to-doc-converter.com D, INTRODUCTION, Mid, 1 133. Your text cites all of the following organizational trends as reasons that the r esponsibility for career management has moved to the individual employee except A. Downsizing. B. Restructuring. C. Globalization. D. Learning. E. Contingent workers. D, INTRODUCTION, Mid, 1 134. Mark, a new graduate, wants to work for a firm that will share the responsibilit y for his c areer development. What should he look for in the interviewing process? A. A Fortune 200 company. B. No companies are involved in employee career development. C. An organization that supports commitment and growth. D. An organization that concentrates on work process reengineering issues. E. Any organization that has fewer than 15% of their employees as contingent or par t time workers. C, INTRODUCTION, Dif, 1 135. Jon is a physician who hates his practice. He lives for the weekends, when he ca n escape to his sailboat on the bay. Ron is a bartender. He is frustrated that he could n ot be a psyc hologist, and thinks giving free advice to people who hang out at bars is the ne xt best thin g. Don is a cashier at a supermarket, making enough money to pay his bills. Lon is a dog catcher. He sees his role as one of making the community safe for children and p rotectin g the rights of animals. Con is a wife and mother. She has raised four children, but feels stifled in that role. She spends most of her time in volunteer activities -save the whales, quilting, great books clubs, church work. All of these individuals have spent th e last 25 y ears in the positions described. Who has a subjectively successful career? A. Jon. B. Ron.

C. Don. D. Lon. E. Con. D, WHAT IS A CAREER?, Dif, 2 136. Career has been defined in your text as A. A series of work-related jobs over the course of a lifetime.

-http://www.docx-to-doc-converter.com B. Any job for which you are paid more than minimum wage. C. Having the same job, or at least working for the same organization, for a p eriod of 10 years or more. D. A profession, such as medicine or law, for which you have to earn a degree to en t er. E. Any job that makes you happy. A, WHAT IS A CAREER?, Basic, 2 137. Joan is a wife and mother. She has four children, and enjoys her children. She c ontribute s time to volunteer activities related to her children - Sunday school teacher, room mother, scout leader, volunteer sports team coordinator. What could she change to have a succes sful career? A. Get paid for the work she does. B. Stick to only one volunteer activity for a period of more than 15 years. C. Joan does have a successful career. D. Joan should have more children. E. When her youngest child enters school, she can think about a career. C, WHAT IS A CAREER?, Dif, 2 138. Mark, a college sophomore, is unsure of his career choice. If he came to you, a human reso urce professional, for advice, what would you tell him? A. Your career development will be managed by the organization that hires you. B. Make sure you get the right first job. It s hard to change direction. C. Any first job will do. D. Career is an outmoded concept. E. Your career unfolds over your whole working life. E, WHAT IS A CAREER?, Dif, 2 139. Compare individual career development to organizational career development. A. They are both the responsibility of the organization. B. They anchor opposite ends of a performance driven continuum. C. Individual career development is based on the team or department level. Organiz

ational career development examines the entire firm. D. Individual career development includes personal and lifestyle issues as well as wo rk. Organizational career development focuses on work. E. Individual career development has a 3 to 5 year time frame. Organizational caree r development has a 15 to 25 year time frame. D, Individual versus Organizational Perspective, Mid, 3

-http://www.docx-to-doc-converter.com 140. Sidilia conducts workshops for a large government agency. Individual interests a nd skills are evaluated, lifestyle issues are considered, and job opportunities and patterns for advancement within that agency and other organizations are discussed. About 40% o f employees leave the organization within one year after successful completion o f this pr ogram. This workshop, to be accurately titled, should be called A. Individual career development. B. Organizational career planning. C. Organizational career development. D. Employee development. E. Outsourcing. A, Individual versus Organizational Perspective, Dif, 3 141. Organizational career management involves all of the following except A. Tracking career paths. B. Developing career ladders. C. Monitoring the progress of special groups of employees. D. Understanding lifestyle and personal issues. E. Ensuring that managerial talent will be available to meet the organization s needs . D, Individual versus Organizational Perspective, Mid, 3 142.Individual career management is different today than it was a generation ago for all of th ese reasons except A. organizational commitment is stronger than it was. B. employee expectations are different. C. technology has made personal assessment easier and more accessible. D. sex-role stereotypes are crumbling. E. lifestyles are more varied. A, Individual versus Organizational Perspective, Mid, 3 143. The major difference between individual career development and organizational ca reer de velopment is A.

Time frame. B. Commitment. C. Perspective. D. Process. E. Status. C, Individual versus Organizational Perspective, Basic, 3

-http://www.docx-to-doc-converter.com 144. Robin has worked for the same manufacturing firm for 20 years. Last week, she at tended a training session where she learned new communication patterns for managers and super visors. She is in line for a promotion next year, and this training will enhance her opport unity for that job. What kind of session did Robin attend? A. Career development. B. Sigma management practice. C. Employee development. D. Employee training. E. Retirement planning. C, Career Development versus Employee Development, Dif, 4 145. What is the difference between career development and employee development? A. Career development focuses on the organization. Employee development focuses on the individual. B. Career development has a long-range time focus. Employee development has an i ntermediate time focus. C. Career development prepares a worker for the job at hand. Employee developme nt prepares a worker for a variety of work options. D. Career development focuses on jobs outside the organization. Employee develop ment focuses on jobs inside the organization. E. Career development includes IT options. Employee development does not. B, Career Development versus Employee Development, Mid, 4 146. Which statement best reflects the relationship between career development and e mployee development? A. The relationship is an adversarial one. B. Employee development should replace organizational career management progra ms. C. The goals of employee development should be considered independently of career development. D. The goals of employee development should be compatible with the goals of career development. E. Employee development should be done before individual career development and after organizational career development. D, Career Development versus Employee Development, Mid, 4 147. An effective way to develop employees to meet long-term needs of the organi

zation and t o address dynamic changes over time in an organization is A. Restructuring.

-http://www.docx-to-doc-converter.com B. Work process engineering. C. Outsourcing. D. Career management. E. Employee training. D, Career Development versus Employee Development, Basic, 4 148. Organization career development improves the organization s ability to attract and retain h igh-talent employees for all of these reasons except A. Competition is keen for such individuals, and career management is a definite va l ue-added for a firm. B. Work should be compatible with personal and family interests and commitments. C. These individuals seek jobs that offer challenge, responsibility, and opportunit ies for career advancement. D. Higher wages keep such workers. E. Loyalty and commitment to the employer results from career development. D, Improves the Organization s Ability to Attract and Retain High-talent Employees , Mid, 5 149. Your text mentions all of the following as problems associated with the career d evelopme nt process of mentoring or coaching except A. all employees are not good teachers. B. current styles are perpetuated in an organization. C. coaching is not rewarded in organizations. D. current practices are perpetuated in an organization. E. most middle-aged men don t identify with young women. C, Mentoring and Coaching, Mid, 6 150. Millie attended her college reunion. She told her former roommate about work dur ing th e last year. She had landed a great job with her accounting degree that bored he r to tears, worked with five people that she considered extremely rude, and recently applied to grad uate school in social work, wanting to work in case management like her neighbor across the hall. Identify Millie's career stage. A.

Decline. B. Maintenance. C. Exploration. D. Establishment. E. Mid-career. C, TRADITIONAL CAREER STAGES, Dif, 6

-http://www.docx-to-doc-converter.com 151. Lou took over his family trucking business when he was 25 years old. Now, a mult i-milli onaire at 40, he is selling the fleet and the franchises. He plans to be involve d in the city where he grew up, giving money to neighborhood improvement projects, and gardeni ng. Identify Lou's career stage. A. Decline. B. Maintenance. C. Exploration. D. Establishment. E. Mid-career. A, TRADITIONAL CAREER STAGES, Dif, 6 152. Mark had an internship as an undergraduate in a regional planning office that co nfirmed h is major in Economics. He went on to law school and today is starting a job in a real esta te development firm. He arranges his desk, looks at his parking and employee ide ntificati on cards, shines the edge of the frame of the picture of his wife and his dog, a nd proudly puts his credentials on the office wall. Identify Mark's career stage. A. Decline. B. Maintenance. C. Exploration. D. Establishment. E. Mid-career. D, TRADITIONAL CAREER STAGES, Dif, 6 153. George is a 45-year-old marketing manager for a major appliance manufacturer. He recei ved his last promotion two years ago, and feels he had "made it." He is really e njoying te aching Carol and Harry, the new marketing representatives, the tricks of the trade . Ide ntify George's career stage. A. Decline. B. Maintenance. C. Exploration. D. Establishment.

E. Mid-career. E, TRADITIONAL CAREER STAGES, Dif, 6 154. Dan is a new manager for a financial investment firm. He has just been offered a promoti on that means relocating to the corporate headquarters in another city. He has o nly had th is position for 15 months. Should he take the promotion? A. No. He should stay in a power department for at least 2 years. B. Yes. It sends a strong signal that he is on the fast track.

-http://www.docx-to-doc-converter.com C. Yes. Internships are an excellent way to prepare for work. D. No. Corporate power structures should be avoided. E. No. He needs to be sure to do good work. B, MANAGING YOUR CAREER, Dif, 9 155. Mentoring relationships are an excellent way to break through the glass ceiling. Your tex t cautions against being a protege assigned to a mentor (rather than chosen by t he mentor) for which of these reasons? A. Conflict that can arise from a forced relationship can cause more harm than good t o the protg s career. B. Research during the last decade has shown that mentors are no longer necessary. C. Coaching is preferable to mentoring for subordinate development. D. Mentors prefer to choose someone who will challenge them by being very differe nt from them. E. Such an assignment usually results in trivial work (such as photocopying) rather t han in meeting the people that can help advance one s career. A, Ethical Decisions in HRM, Dif, 9 156. Suggestions for success in your first job include all of the following except A. Publicly challenge your boss. B. Learn the power structure. C. Present the right image. D. Stay visible. E. Gain control of organizational resources. A, Exhibit 9-6, Mid, 9 157. Suggestions for success in your first job include all of the following except A. Upgrade your skills. B. Find a mentor. C. Participate in an internship. D. Present the right image. E. Focus only on the job that is next up for promotion. E, Exhibit 9-6, Mid, 9

Rewards and Compensation 158. The most obvious reward employees receive from work is A. Pay.

-http://www.docx-to-doc-converter.com B. Security. C. Recognition. D. Affiliation. E. Interest. A, INTRODUCTION, Basic, 1 159. Organizational reward systems are typically dichotomized as A. Financial versus extrinsic. B. Performance-driven versus performance-based. C. Hourly versus salaried. D. Intrinsic versus non-financial. E. Membership-based versus performance-based. E, TYPES OF EMPLOYEE REWARDS, Basic, 1 160. Piecework, A. Extrinsic, B. Extrinsic, C. Extrinsic, D. Intrinsic, E. intrinsic, B, Exhibit commission, and incentives are examples of __________ rewards. nonfinancial, membership-based financial, performance-based financial, membership-based membership-driven, performance-based nonfinancial, implied 11-1, Mid, 1

161. Why is job enrichment considered a reward? A. It provides more money to the employee. B. Eliminating jobs allows the money saved to be reallocated to other workers. C. Better work equipment is provided. D. It increases intrinsic motivation through increasing employee independence and f r eedom. E. The cafeteria benefits are appreciated by all types of workers. D, Workplace Issues, Mid, 1 162. Membership-based rewards include all of the following except A. Cost of living allowances.

B. Benefit provisions. C. Pay increases for seniority. D. Free parking. E. Merit pay.

-http://www.docx-to-doc-converter.com E, Performance-based versus Membership-based Rewards, Mid, 2 163. In most organizations, the dominant basis for reward allocation is A. Intuitive. B. Extrinsic. C. Membership. D. Performance. E. Linear. C, Performance-based versus Membership-based Rewards, Basic, 2 164. Membership-based ons exc ept A. Membership-based B. Membership-based C. Membership-based rewards are not linked to high motivation for all of these reas

rewards are given regardless of organization performance. rewards may be given for time in rank. rewards, like other incentive plans, are often organization wid

e. D. Membership-based rewards are given regardless of individual performance. E. Membership-based rewards are given regardless of group performance. C, Performance-based versus membership-based rewards, Basic, 2 165. Which of the following would not be fair, in the context of a compensation syste m? A. Joe is hired at a higher rate than Mary because he has more job experience. B. Joe makes more than Mary after 3 years on the same job because his performance is better. C. Joe makes more than Mary because he works in an area with a higher prevailing wage. D. Joe makes more than Mary because he is male. E. Joe, a janitor, and Mary, a kitchen aide, make the same wage because their jobs ar e considered comparable to each other. D, WHAT IS COMPENSATION ADMINISTRATON?, Mid, 3 166. Chris, an engineer, is on a job evaluation committee for his organization. They have spent the day comparing sets of two jobs to each other to determine which one is more importa nt or more difficult to perform. What job evaluation method was used? A.

Ordering. B. Classification. C. Basic job evaluation. D. Point method. E. Core specification.

-http://www.docx-to-doc-converter.com A, Ordering Method, Dif, 4 167 Lisa, a compensation analyst for a large government agency, is completing a job evaluati on for her organization. She uses the General Schedules. What job evaluation met hod w as used? A. Ordering. B. Classification. C. Basic job evaluation. D. Point method. E. Core specification. B, Classification Method, Dif, 4 168. What is the most important part of job evaluation? A. Defining skills in specific terms. B. Allocating dollars historically. C. Determining what criteria will be used to arrive at the ranking. D. Choosing points or ranks. E. Separating groups. C, Isolating Job Evaluation Criteria, Dif, 4 169. Hassan, a compensation analyst for a large firm, is completing a job evaluation fo r Safety Technicians for his organization. He reads a chart that identifies high school diploma as the 2nd degree in the education skill factor, and adds 44 into h is calculation. He identifies Making sure that all gauges and monitors are in the safe zones as the 5th degree in the Responsibility -safety of others factor and a d ds 25 to his calculation. What job evaluation method was used? A. Ordering. B. Classification. C. Basic job evaluation. D. Point method. E. Core specification. D, Exhibit 11-3, Dif, 4

170. Heather is the human resources administrator for a small electronics firm that c urrently h as 27 employees. Until now, workers were paid whatever the CEO felt they were wo rth. Heather wants to start a job evaluation process. What would offer her the greate st stabilit y over time?

-http://www.docx-to-doc-converter.com A. Ordering. B. Classification. C. Basic job evaluation. D. Point method. E. Core specification. D, JOB EVALUATION AND THE PAY STRUCTURE, Dif, 4 171. All of the following information can typically be found on compensation surveys except A. Average wage for a specific job. B. Actual wage level for a certain employee at a specified company. C. Overtime pay practices. D. Vacation and holiday allowances. E. The length of the normal work day. B, Compensation Surveys., Mid, 5 172. Joe has a red-circled job for the wage curve. His manager is likely to tell him A. you won t get a raise until you get a promotion. B. you won t get a promotion for at least 3 years. C. you will get a salary adjustment increase in your next paycheck. D. you need to assess your skills and interests and find another job. E. you are targeted for a 10% pay decrease. A, Wage Curves, Dif, 5 173. Lee just got moved from Grade 5 to Grade 6 in his company s pay structure. His bos s us es the company s wage structure to explain to him that he won t get a raise because A. he s lucky to still have a job at that grade. B. raises aren t given after Grade 5. All rewards are intrinsic. C. demotions do not bring raises. D. his new job is less important to the organization. E. he was at the top of Grade 5, and needs to spend at least 6 months at midpoint b ef ore he can move up in Grade 6. E, Exhibit 11-5, Dif, 5

174. Raylene is overhauling the compensation system for her company. She is using a trend line of established wage base rates and points. She is circling outliers i n red or gre en. What is she using? A. Wage curve. B. Compensation survey.

-http://www.docx-to-doc-converter.com C. Wage structure. D. Point boxes. E. Incentive profiles. A, Wage Curves, Dif, 5 175. Tanya is a compensation trainee. She has tools for the following activities. 1. Wage curve. 2. Compensation survey. 3. Wage structure. 4. Job evaluation. What is the correct order for her to perform them? A. 1, 2, 3, 4. B. 2, 4, 3, 1. C. 4, 1, 3, 2. D. 3, 1, 4, 2. E. 4, 2, 1, 3. E, JOB EVALUATION AND THE PAY STRUCTURE, Dif, 5 176. Why are executives offered golden parachutes? A. They are a nice, symbolic retirement gesture. B. Most organizations can not really afford to pay large bonuses in a lump sum. C. Staggered bonuses replace retirement pay for most executives. D. If executives voluntarily resign, unpaid bonuses are often forfeited. E. They are an incentive to stay and fight a hostile takeover, rather than leave. E, Supplemental Nonfinancial Compensation: Perquisites, Mid, 7 Basics of HRM 177. Which of the following is an example of corporate culture being supported by HR communication? A. An open and friendly company refuses to let employees use the bulletin board f or sale items and car pools. B. A forward thinking, progressive company devotes over half of the employee ha ndbook to company history and background. C. A security conscious technology firm holds monthly town-meetings and invites outside visitors and former employees to participate.

D. A progressive, innovative company uses a loose-leaf binder for the employee ha ndbook. E. An empowering organization changes performance appraisals to eliminate muc h of the employee participation and feedback.

-http://www.docx-to-doc-converter.com D, What Is The Purpose OF HRM Communications?, Dif, 4 178. How does top management support affect employee communications programs? A. Management endorsement often causes communications programs to fail. B. With endorsement, communications programs often replace the authority of mana gement. C. Management endorsement makes employees suspicious of communications progr ams. D. With endorsement, communications programs are then seen as significant compon ents of corporate culture. E. HRM executives are viewed as weak and ineffective if the top management has to endorse such programs. D, Top Management Commitment, Mid, 4,5 179.Ron is CEO of a 300-employee electronics manufacturer. His vice-president of hum an resources has just convinced him that a better employee handbook would help t o i mprove worker morale. Ron could best show support for this program by A. Reducing feedback for the process. B. Replacing the HR manager. C. Announcing the project himself, over the company address system. D. Allocating sufficient budget to produce a good product. E. Feigning ignorance of the new program. D, Top Management Support, Dif, 5 180. Ron is CEO of a 300 employee electronics manufacturer. His vice-president of hum an re sources has just convinced him that political correctness should be a major init iative in th e organization. Ron could show support for this program by all of the following except A. Writing a column endorsing the new system for the next issue of the company ne wsletter. B. Making a video that endorses the program to be shown to all employees. C. Announcing the program himself, over the company address system. D. Attending a political correctness workshop himself. E. Keeping hands off of this new initiative. E, Top Management Commitment, Dif, 5

180.Employees typically need to know all of the following except A. Strategic goals of the business. B. New product or service lines.

-http://www.docx-to-doc-converter.com C. Human resource policy changes. D. Recent donations to community groups. E. Current sales and service outcomes. D, Determining What to Communicate, Mid, 6 182. Don, director of corporate internal communications for a medium-sized financial services organization, has a five-minute announcement period at the end of each work day to shar e important information with the bank's 250 employees. Today (June 20) he has ro om fo r one more 30-second item. What should he include? A. A city water main broke. The street heading west out of the main parking lot wil l be closed immediately until further notice. B. David Mitchell and Jim Lincoln will be retiring in January. C. New car loans to employees will be offered in January, starting at 15.5% financi n g. D. The Thanksgiving holiday has been extended from one day to a 4 day weekend, d ue to extraordinary second quarter numbers. E. Specialty Printing will replace Best Paper Manufacturers as the primary vendor f o r customer checks, beginning in October. A, Determining What to Communicate, Dif, 6 183. An employee communication system without feedback A. is most efficient. B. avoids conflicting culture signals. C. is improved with technology. D. gives the perception that employee commitment is unnecessary. E. provides an excellent vehicle for executive vision. D, Allow for Feedback., Basic,6 184. From an HR perspective, the best place to convey company information to employee s is A. Employee handbook. B. Grapevine. C. Immediate supervisor.

D. peers. E. The CEO. A, Information Sources, Basic, 6 185. A well-written employee handbook will provide all of these advantages to employe rs exc ept

-http://www.docx-to-doc-converter.com A. Replace disciplinary actions. B. Create a more productive work atmosphere. C. Increase employee commitment to the organization. D. Increase employee loyalty to the organization. E. Assist in recruiting. A, The Purpose of an Employee Handbook, Mid, 7 186. A well-written employee handbook will serve employees in all of these ways except A. Provide a central information source for company history. B. Provide answers as needed about company benefits. C. Create a sense of security for employees. D. Provide an implied employment contract. E. Provide a source of information for many employee work-related questions. D, The Purpose of an Employee Handbook, Mid, 7 187. An employee handbook should have all of the following information except A. Pay rates and grades. B. Glossary. C. Organization history. D. What to expect from the organization. E. What the organization expects from its employees. A, Exhibit 14-3, Dif, 7 188. Jon, a summer intern, has been assigned the job of preparing an employee handboo k. He wants to provide an index and a table of contents, in addition to the statements of policies and procedures. What should David, the vice-president of human resources, tell h im? A. Do it. If it is easy to find specific information, the handbook will be more use ful t o employees. B. Don't do it. Put it online instead. Nearly half of the employees have access to a c omputer either at home or at work. C. Do it. That will help "pad" the handbook, making employees think there is more i

nformation in it than there actually is. D. Don't do it. That will encourage employees to skim over parts of the handbook an d just read what is of interest to them. E. Do it, and include a section on pay rates and raise information. A, The Purpose of an Employee Handbook, Dif, 7 189. Roger is revising the company handbook. Aware of the increasingly litigious natu re of th

-http://www.docx-to-doc-converter.com e workforce, he wants to make sure that nothing in the book can be used as an im plied co ntract. What should he do? A. Include a rejoinder in the handbook. B. Include a disclaimer in the handbook. C. Don't include any information in the handbook that could be used in a lawsuit. D. Require all new employees to sign a statement that they will not sue the company , based on the contents of the handbook. E. Screen prospective employees through personality tests. B, Exhibit 14-3, Dif, 7 190. Employee handbooks should contain sections on all of the following except A. Rules and regulations. B. Responsibilities and safety procedures. C. Benefits. D. Product information. E. Welcome and introduction. D, Contents of an Employee Handbook, Mid, 8 191. All of the following could be included in the introduction to the employee handb ook exce pt A. Statements of corporate mission and goals. B. A "greeting" from top management. C. Work hours and evaluation criteria. D. A statement of corporate values. E. A brief history of the organization. C, Introductory Comments, Mid, 8 192. Kathy, director of human resources for Carroll Tree Service, has to rewrite the employee handbook to include the newly passed drug policy. She should include the informa tion in A. What you should know. B. Your responsibilities. C.

Your benefits. D. Safety procedures. E. General work procedures. D, Exhibit 14-4, Dif, 8 193 The of What you should know section of an employee handbook could include all

-http://www.docx-to-doc-converter.com the following except A. Length of lunch hour. B. Pay dates. C. Health benefits. D. Working hours. E. Employee standards for punctuality. C, What You Should Know, Dif, 8 194. Liam, director of employee communications for a large manufacturing organization , need s to rewrite the employee handbook to reflect executive changes. The new CEO has a ver y different corporate philosophy and a very exciting concept about the value of the emplo yees to the organization. Liam should include the information in A. Introductory comments. B. Responsibilities. C. Safety procedures. D. Rules and regulations. E. Benefits. A, Introductory Comments, Dif, 8 195. How has technology changed HRM practices? A. There is no change. B. Recruiting is much more time-consuming due to the Internet. C. Employee training budgets have dramatically increased due to the cost of sending employees to special workshops. D. Selection tools can identify people who aren t team players and can t handle ambi guity and stress. E. The Web has simplified ethical boundaries of surveillance and an employee s righ t to privacy. D, In What Way Does Technology Effect HRM Practices?, Dif, 2 196. Technology has impacted HRM practices in all of these ways except A. Knowledge workers are less susceptible than other workers to distractions that c a n undermine their work efforts and reduce productivity. B. Extraordinary incentives and benefits, such as stock options, cell phone bill su bsid

ies and health club memberships, are provided for knowledge workers. C. Open communication systems break down historical organization communication pattern flows. D. Legal policies addressing such issues as harassment, bias and discrimination, mu st be developed for Internet and email use.

-http://www.docx-to-doc-converter.com E. Virtual company meetings can easily be held with geographically dispersed emplo yees. A, In What Way Does Technology Effect HRM Practices?, Dif, 2 197. The balance between work life and personal life issues A. Is harder as technology blurs the line separating work and home. B. Is no longer an HRM concern. C. Is easier with more workplace technology. D. Is not a career concern for college students and recent graduates. E. Becomes important to a worker only upon retirement and career plateauing. A, Work-Life Balance, Mid, 2 198. Suppose you are vice-president of human resources for an organization. What ch ange in long-range planning would you make in response to increased workforce di v ersity? A. Decrease the number and kinds of benefits offered. B. Pass a requirement that all employees speak, read, and write English. C. Restore management training programs to the rigid, disciplined, hierarchical mod els used in the 1950 s. D. Build in diversity accountability. E. Do not plan. The future is too uncertain. Concentrate on present problems. D, WORKPLACE ISSUE: DIVERSITY AWARENESS, Dif, 4 199. HRM is often involved in which of the following for their contingent workers? A. Strategic planning. B. Orientation. C. Attracting quality workers. D. Conflict resolution between contingent and core employees. E. All of the above. E, What are the HRM Implications of Contingent Workers?, Mid, 8 200. Don, a manager, is concerned about how to control his employees if they work at home. H e comes to you, vice-president of human resources for advice. What do you tell h im? A.

His job has been eliminated. B. Face time is easily replaced with telecommuting. C. Work should be measured and rewarded by output produced, rather than by hours worked. D. He should hire an assistant to make home visit to surprise his employees.

-http://www.docx-to-doc-converter.com E. He should budget an additional 5% overhead per employee for monitoring throug h telephone, email responses, or other approved means. C, What are the HRM Challenges of Decentralized Work Sites?, Dif, 9 201. Phil is vice-president of human resources at a large service organization that i s decentrali zing its operations. Consequently, Phil s job may change in all of the following w ays exc ept A. managers need to be trained to establish appropriate work standards and time fra m es. B. recruiting efforts can target a much larger labor pool. C. compensation policies should be reexamined for consistency with the new worker realities. D. employees need to be empowered, taught to plan their workload. E. on the job injuries are no longer a work issue because at-home injuries are not rep orted to OSHA. E, What are the HRM Challenges of Decentralized Work Sites?, Dif, 9

-http://www.docx-to-doc-converter.com 202. What employee involvement concepts are accepted in today s organizations? A. Delegation is a sign of weakness. Employees need to know that the boss is in ch arge to feel secure. B. Participative management gives employees more control over the day-to-day activ ities of their jobs. C. Goals should be set by management and clearly spelled out for each employee. D. Don t let employee work teams have responsibility for safety or quality. Such act ion leads to suspicion and mistrust. E. Empowerment can be used to increase production, but it stifles creativity, and s ho uld never be used in a research and development division. B, EMPLOYEE INVOLVEMENT, Mid, 10