MCQ On HRP

Chapter 12 Human Resource Management
TRUE/FALSE QUESTIOS
!H" HUMA RESOURCE MAA#EMET IS IM$ORTAT
1. High-performance work practices are those that lead to high individual and high organizational
performance.
%True& mo'erate& p( )2)*
2. High-performance work practices involve a commitment by management to improve the knowledge
skills and abilities of the organizations employees, increasing employee motivation, and enhancing
the retention of uality employees.
%True& eas+& p( )2)*
THE HUMA RESOURCE MAA#EMET $ROCESS
!. "he human resource management #H$%& process consists of 1' activities necessary for staffing the
organization and sustaining high employee performance.
%Fa,se& mo'erate& p( )2)*
(. ) labor union is an organization that represents workers and seeks to protect their interests.
%True& eas+& p( )2)*
*. +n the ,nited -tates, nearly 2* percent of all workers are unionized.
%Fa,se& mo'erate& pp( )2)-)2.*
.. )ffirmative action programs assure that minorities are given eual opportunities in the workplace.
%Fa,se& '/00/cu,t& p( )2.*
/. ) community fire department can categorically deny employment to a firefighter applicant who is
confined to a wheelchair.
%True& mo'erate& p( )2.*
0. "he ,nited -tates will e1perience a shortage of 2' million workers over the ne1t 1' years according
to the ,.-. 2ureau of 3abor -tatistics.
%Fa,se& mo'erate& p( )21*
HUMA RESOURCE $LAI#
4. Human resource planning can be condensed into two steps5 assessing current human resources and
assessing and meeting future resource needs.
%True& eas+& p( )22*
.!
1'. 6ob descriptions focus on the 7ob, while 7ob specifications focus on the person.
%True& eas+& p( )22*
RECRUITMET A3 3ECRUITMET
11. 8ne disadvantage to employee referrals as a source of 7ob candidates is that candidates tend to be
minimally skilled.
%Fa,se& mo'erate& p( )24*
12. 9iring and early retirements are two decruitment options.
%True& mo'erate& p( )25*
SELECTIO
1!. ) selection device is valid if it measures the same thing consistently.
%Fa,se& '/00/cu,t& p( )26*
1(. ) good interviewer will minimize any prior knowledge about the applicants background, e1perience,
interests, test scores, or other characteristics.
%True& '/00/cu,t& p( ))2*
1*. $eference checks generally provide useful information for most 7obs.
%Fa,se& mo'erate& p( ))2*
1.. +n a realistic 7ob preview #$6:&, an applicant might be told that there are limited opportunities to
interact with peers during office hours and that the likelihood for advancement is slim.
#True& mo'erate& p( )))*
ORIETATIO
1/. "here are three types of orientation5 work unit orientation, organization orientation, and procedural
orientation.
%Fa,se& mo'erate& p( )).*
TRAII#
10. 6ob rotation is the implementation of lateral transfers allowing employees to work at different 7obs in
an organization.
%True& mo'erate& p( ))2*
EM$LO"EE $ERFORMACE MAA#EMET
14. "ypes of performance appraisal methods include written essays, multiperson comparisons, and
graphic rating scales.
%True& eas+& p( ))4*
COM$ESATIO A3 7EEFITS
.(
2'. "he primary determinant of an individuals pay is 7ob performance, not seniority.
%True& '/00/cu,t& p( ).8*
21. ;ariable pay systems reward employees for the 7ob skills and competencies they can demonstrate.
%Fa,se& mo'erate& p( ).8*
CAREER 3E9ELO$MET
22. "he idea of increased personal responsibility for ones career has been described as a boundaryless
career in which individuals define their career progression.
%True& mo'erate& p( ).1*
CURRET ISSUES I HUMA RESOURCE MAA#EMET
2!. -tudies find that downsizing is as stressful for the survivors as it is for the victims.
%True& mo'erate& p( ).2*
2(. )lthough most se1ual harassment complaints are filed against men, the percentage of charges filed
against women has steadily risen over the past decade.
%True& mo'erate& p( )..*
2*. -e1ual harassment is defined as any desired action or activity of a se1ual nature that e1plicitly affects
an individuals employment, performance, or work environment.
%Fa,se& eas+& p( )..*
2.. ) firm can do little to protect itself from se1ual harassment claims. +t is usually one employees word
against anothers.
%Fa,se& mo'erate& p( )..*
2/. "he environment in todays organizations with mi1ed-gender work teams and working long hours is
undoubtedly contributing to an increased number of workplace romances.
%True& mo'erate& p( )..*
20. <ork life conflicts are less relevant for male and single employees as they are for married and female
employees.
%Fa,se& eas+& p( ).2*
24. "odays progressive workplaces provide a wide range of scheduling options and benefits that allow
employees more fle1ibility at work and allow them to better balance or integrate their work and
personal lives.
%True& eas+& p( ).2*
!'. :eople who prefer integration are more likely to respond positively to options such as fle1time and
part-time hours.
%Fa,se& mo'erate& p( ).4*
MULTI$LE-CHOICE QUESTIOS
9or each of the following choose the answer that most completely answers the uestion.
.*
!1. ;arious studies have concluded that an organizations human resources can be a significant source of
===============.
a. competitive advantage
b. problems for management
c. frustration for employees
d. high-performance work practices
%a& mo'erate& p( )22*
!2. High-performance work practices are characterized by ============.
a. improving knowledge, skills, and abilities of employees
b. allowing managers to lead in their own best style
c. allowing employees to loaf on the 7ob as long as they can produce average daily production levels
d. decreasing employees motivation
%a& mo'erate& p( )2)*
!!. High-performance work practices include such activities as ==============.
a. closed communication
b. centralized decision making
c. firm 7ob assignments
d. self-managed teams
%'& mo'erate& p( )2)*
!(. "he first =============== activities of the human resource management #H$%& process ensure that
competent employees are identified and selected.
a. two
b. three
c. four
d. five
%:& mo'erate& p( )2)*
..
!*. "he final three activities of the H$% process ===============.
a. ensure that the organization retains competent and high-performing employees
b. ensure that the organization selects and trains competent employees
c. identify for the organization the best compensation packages for the new hires
d. provide employees with up-to-date knowledge and skills
%a& mo'erate& p( )2)*
!.. 3abor unions use ============ to protect the rights of their members.
a. functional operations
b. new product development
c. collective bargaining
d. process
%c& eas+& p( )2)*
!/. +n organizations, ============= programs ensure that protected classes are retained and their
opportunities are maintained.
a. needs-based analysis
b. functional
c. global human resource management
d. affirmative action
%'& mo'erate& p( )2.& AACS7; 3/<ers/t+*
!0. 9ederal laws, the largest environmental factor constraining human resource activities, cover such
processes as ===============.
a. choosing employees to be hired
b. directing who can be hired
c. selecting who can be fired
d. selecting pay scales
%:& mo'erate& p( )2.*
!4. <hat ,.-. act permits employees in organizations with *' or more workers to take up to 12 weeks of
unpaid leave each year for family or medical reasons>
a. ?ivil $ights )ct of 1441
b. 9air :ay 8vertime +nitiative
c. 9amily and %edical 3eave )ct of 144!
d. Health +nsurance :ortability and )ccountability )ct of 144.
%c& eas+& p( )2.*
('. <hat ,.-. act reuires that employers destroy personal information about employees before
discarding it if they received the information from the credit report>
a. ?ivil $ights )ct of 1441
b. 9air and )ccurate ?redit "ransactions )ct
c. :rivacy )ct
d. <orker )d7ustment and $etraining @otification )ct
%:& mo'erate& p( )21*
(1. 2y 2'1', more than half of all workers in the ,nited -tates will be ===============.
a. baby boomers
b. Aen Bers
./
c. over ('
d. retiring
%c& mo'erate& p( )21*
HUMA RESOURCE $LAI#
(2. "he beginning point for any human resource planning process is the e1amination of the current human
resource status by making a =============.
a. strategic plan
b. human resource inventory
c. product evaluation
d. analysis of customer demands
%:& eas+& p( )22*
(!. )n assessment that defines the 7obs and behaviors necessary to perform the 7ob is known as a
=============.
a. 7ob description
b. 7ob specification
c. goal-oriented 7ob definition
d. 7ob analysis
%'& '/00/cu,t& p( )22*
((. 6ob analysis is concerned with which of the following human resource planning aspects>
a. deciding how well someone is performing his or her 7ob
b. what behaviors are necessary to perform a 7ob
c. hiring someone to do a 7ob
d. estimating pay on 7ob level in an organization
%:& eas+& p( )22*
(*. ) written statement of what a 7ob holder does, how it is done, and why it is done is known as
=============.
a. 7ob specification
b. process departmentalization
d. 7ob description
%'& mo'erate& p( )22*
.0
(.. ) list of the minimum ualifications or reuirements needed by an employee to perform a 7ob is
known as a ============.
a. 7ob analysis
b. 7ob description
c. responsibility factor list
d. 7ob specification
%'& mo'erate& p( )22*
(/. $ecruitment is the process of =============.
a. hiring employees from competitors
b. locating, identifying, and attracting potential employees
c. measuring the pressure in the local labor market
d. hiring from outside the organization
%:& '/00/cu,t& p( )24*
(0. +f human resource planning shows a surplus of employees, management may want to reduce the
organizations workforce through ==============.
a. recruitment
b. decruitment
c. e1pansion
d. 7obbing
%:& mo'erate& p( )24*
(4. )s a source of potential 7ob candidates, ============= generates the best referrals, because a good
referral reflects on the source of the recommendation.
a. the company <eb site
b. the +nternet
c. employee referrals
d. professional recruiting organizations
*'. <hile ============= reaches a tremendous number of people, it also generates many unualified
candidates for 7obs.
a. the company <eb site
b. the +nternet
c. employee referrals
d. college recruiting
%:& mo'erate& p( )24*
.4
*1. <hich of the following is a disadvantage of recruiting at colleges>
a. limited supply
b. generates many unualified candidates
c. may not increase workforce diversity
d. limited to entry-level positions
%'& eas+& p( )24*
*2. )s a decruitment option, ============ are a temporary involuntary termination that can last from a
few weeks to several years.
a. layoffs
b. attritions
c. transfers
d. early retirements
*!. <hich of the following is not an option for decruitment>
a. attrition
b. reduced workweeks
c. early retirements
d. +nternet hiring
%'& mo'erate& p( )25*
*(. <hich of the following decruitment methods is accomplished by not filling openings created by
normal retirements>
a. firing
b. layoffs
c. attrition
b. reduced workweeks
SELECTIO
**. "he selection process is ===============.
a. determining who is best for a 7ob
b. not related to performance in the 7ob
c. an e1ercise in prediction
d. determining how to best train employees
/'
*.. ============ is the proven relationship between the selection device and some relevant 7ob
selection criterion.
a. $esponsibility
b. ,nreliability
c. $eliability
d. ;alidity
%'& mo'erate& p( )26*
*/. ============ indicates how consistent a selection device measures a criterion.
a. 8perational scoring
b. Cualification
c. $eliability
d. ;alidity
%c& mo'erate& p( ))8*
*0. <hich of the following is an e1ample of selection device reliability>
a. )n applicants score on an intelligence test predicted his or her 7ob performance.
b. ) superior 7ob performer was given a low interview score by all five independent interviewers.
c. "he intelligence test significantly predicted the 7ob performance of 2*' 7ob applicants.
d. ) protected group individual was given a low selection score and was a poor 7ob performer.
%:& '/00/cu,t& p( ))8*
*4. )sking a candidate for an automotive mechanics position to deconstruct and reconstruct part of an
engine motor would be an e1ample of what kind of selection device>
a. spatial test
b. performance-simulation test
c. intelligence test
d. interview
%:& eas+& p( ))8*
.'. ============== involves presenting applicants with a miniature model of a 7ob and having them
perform a task that is central to that 7ob.
a. )n interview
b. ) written test
c. ) vertically integrated interview
d. <ork sampling
%'& '/00/cu,t& p( ))8*

.1. )ssessment centers are best if they are used to select ==============.
a. senior management
b. semiskilled workers
c. routine operatives in the firm
d. unskilled workers
%a& mo'erate& p( ))8*
.2. ) strength of using an application form as a selection device is that ==============.
a. relevant biographical facts that can be verified have been shown to be valid performance measures
for some 7obs
/1
b. many items on most forms are valid in selecting good employees
c. they are moderately valid predictors for many semiskilled and unskilled lower-level 7obs in
industrial organizations
d. they are reasonably good predictors for supervisory positions
%a& '/00/cu,t& p( ))1*
.!. ) weakness of using a performance-simulation test is that it is ============.
a. typically e1pensive to create and administer
b. based on 7ob analysis data
c. is not a proven predictor of 7ob performance
d. sub7ect to potential biases
.(. "o use a physical e1am as a selection device, a company must ============.
a. be sure the physical reuirements are valid and that they do not discriminate
b. have an insurance carrier that does not reuire the testing
c. prove that supervisors do not need physical abilities to perform their 7obs
d. prove that the test has nothing to do with insurance
%a& '/00/cu,t& p( ))1*

.*. +nterviews are valid predictors of success in the workplace if =============.
a. some illegal uestions are asked
b. uestions are unstructured
c. uestions are structured
d. they are short
... ) good interviewer would ask ============.
a. D<hat type of work have you done before>E
b. DFo you own your own home>E
c. DFo you have a physical disability that would prevent you from doing this 7ob>E
d. DHave you ever filed a workmans compensation claim>E
%a& '/00/cu,t& p( ))2*
./. )#n& ========== that includes both positive and negative aspects about the 7ob and the company
provides higher 7ob satisfaction and lower turnover.
a. structured interview
b. unstructured interview
c. realistic 7ob preview
d. assessment center
%c& mo'erate& p( )))*
ORIETATIO
.0. ============== familiarizes the employee with the goals of the work unit, clarifies how his or her
7ob contributes to the unit goals, and includes an introduction to his or her new co-workers.
a. 8rganizational orientation
b. <ork unit orientation
/2
c. :rocedural orientation
d. )n assessment center
%:& eas+& p( )).*
.4. -uccessful orientation, whether formal or informal, results in an outsider-insider transition that
================.
a. makes the new member feel uncomfortable
b. helps the new member feel fairly well ad7usted
c. lowers the likelihood of high work performance
d. increases the probability of a surprise resignation
%:& eas+& p( )).*
TRAII#
/'. +t has been estimated that the dollar amount spent by ,.-. firms on formal courses and training
programs is =============.
a. G**! million
b. G4*. million
c. G!1 billion
d. G*1 billion
%'& eas+& p( )).*
/1. +f a training event includes learning to be a better listener or learning to interact effectively with team
members and customers, it is attempting to teach =============.
a. technical skills
b. interpersonal skills
c. problem-solving skills
d. observational skills
%:& '/00/cu,t& p( ))1*
/2. <hat traditional training method involves employees working with an e1perienced worker who
provides information, support, and encouragement>
a. e-learning
b. e1periential e1ercises
c. mentoring and coaching
d. on-the-7ob training
/!. <hat training method involves employees participating in role playing, simulations, or other face-to-
face types of training>
a. e1periential e1ercises
b. 7ob rotation
c. mentoring and coaching
d. on-the-7ob training
/(. <hat training method is +nternet-based learning where employees participate in multimedia
simulations or other interactive modules>
/!
a. ?F-$8%HF;FHvideotapesHaudiotapes
b. e-learning
c. e1periential e1ercises
d. videoconferencingHteleconferencingHsatellite ";
%:& mo'erate& p( ))2& AACS7; Techno,og+*
/*. <hat is considered a technology-based training method>
a. classroom lectures
b. e1periential e1ercises
c. videoconferencingHteleconferencingHsatellite ";
d. workbooksHmanuals
%c& eas+& p( ))2& AACS7; Techno,og+*
/.. =============== is a process of setting standards and measuring employee performance to arrive at
performance standards.
a. "ime and motion study
b. 2enchmarking
c. 3egal influence arrangements
d. ) performance management system
%'& '/00/cu,t& p( ))4*
//. "he use of =========== focuses the evaluators attention on key behaviors that distinguish effective
from ineffective work performance.
a. simple analysis
b. 7ob analysis
c. critical incidents
d. graphic rating scales
%c& '/00/cu,t& p( ))4*
/(
/0. ) performance appraisal method that allows the evaluator to rate employees on an incremental scale
is called a ============.
a. written essay
b. critical incident
c. graphic rating scale
d. multiperson comparison
%c& '/00/cu,t& p( ))4*
/4. ) performance appraisal system that combines a graphic rating scale and a critical incident system
into one process is a#n& ===============.
a. written essay
b. !.'-degree feedback
c. ob7ective
d. behaviorally anchored rating scale
%'& '/00/cu,t& p( ))4*
0'. ================ is a process used to compare ones performance with that of others.
a. %ultiperson comparison
b. 6ob analysis
c. ) critical incident
d. ) graphic rating scale
%a& '/00/cu,t& p( ))5*
01. ============== is often used for appraising managers and professional employees.
a. %anagement by ob7ectives
b. 6ob analysis
c. ) critical incident
d. ) graphic rating scale
%a& '/00/cu,t& p( ))5*
02. "he most thorough performance appraisal method, =============, utilizes feedback from
supervisors, employees, and coworkers.
a. management by ob7ectives
c. critical incidents
d. graphic rating scales
%:& '/00/cu,t& p( ))5*
/*
0!. )n organizations compensation system has been shown to have an impact on its ===============.
a. turnover
b. profits
c. strategic performance
d. productivity
%c& '/00/cu,t& p( ))6*
0(. <hat is not a factor that can influence compensation and benefits>
a. appearance and se1
b. unionization
c. geographical location
d. labor intensive
%a& eas+& p( ))6*
0*. -kill-based pay systems rely on the employees ============= to define his or her pay category.
a. 7ob title
b. 7ob skills
c. 7ob performance
d. 7ob description
%:& '/00/cu,t& p( ))6*
0.. <hat pay systems seem to be more successful in manufacturing organizations than in service
organizations and organizations pursuing technical innovations>
a. skill-based pay systems
b. traditional pay systems
c. variable pay systems
d. incentive pay systems
%a& mo'erate& pp( ))6-).8*
CAREER 3E9ELO$MET
0/. <hat is defined as the seuence of positions held by a person during his or her lifetime>
a. 7ob
b. career
c. boundaryless career
d. high-performance work practices
%:& eas+& p( ).8*
/.
00. <hat is a characteristic of career development programs today>
a. "hey are typically designed to help employees advance their work lives within a specific
organization.
b. "he focus of such programs is to provide employees the information, assessment, and training
needed to help them realize their career goals.
c. "hey are a way for organizations to attract and retain highly talented people.
d. "hey have all but disappeared due to widespread organizational changes.
%'& mo'erate& p( ).8*
04. <hat is a suggestion offered for a successful management career>
a. have your boss support you
b. develop a network
c. stay in your first 7ob for at least seven years
d. take the first 7ob youre offered
%:& eas+& p( ).1*
4'. ================== is the term used to define planned elimination of 7obs in an organization.
a. Fownsizing
b. Fecruitment
c. $ecruitment
d. :lanned firing
%a& mo'erate& p( ).2*
41. <hen an organization ===============, it may need to eliminate 7obs.
a. is faced with increasing market share
b. has grown too slowly
c. has been poorly managed
d. is confronted with new management
%c& mo'erate& p( ).2*
42. +n providing assistance to employees being downsized, many organizations offer some form of
===============.
a. severance pay
b. employee training
c. orientation
d. family-friendly benefits
//
4!. "o help survivors of downsizing cope with their new stress, managers might want to ============.
a. individually call employees into the office intermittently with those being downsized
b. offer some form of severance pay
c. provide 7ob search assistance
d. provide counselors for employees to talk to
%'& mo'erate& p( ).2*
4(. "o improve workplace diversity, managers should ===============.
a. widen their recruiting net
b. downsize
c. hire more employee referrals
d. recruit more minority candidates
%a& '/00/cu,t& p( ).2& AACS7; 3/<ers/t+*
4*. <hich of the following statements is true of current situations in human resource management>
a. "o improve workforce diversity, managers need to narrow their approach to recruiting.
b. 8nce a diverse pool of applicants is defined, a manager does not need to address discrimination as
a problem.
c. $ecent research has shown that diversity makes moving into a workforce harder for women and
minorities.
d. -ome organizations are aggressively pursuing diversity efforts.
%'& '/00/cu,t& p( ).)& AACS7; 3/<ers/t+*
4.. )bout =============== Fortune *'' companies have been sued for se1ual harassment.
a. one in ten
b. one in five
c. one in three
d. one in two
%c& mo'erate& p( )..*
4/. ================== creates an unpleasant work environment and undermines workers ability to
perform their 7ob.
a. ) workplace romance
b. Fiversity
c. -e1ual harassment
d. <ork-family imbalance
%c& eas+& p( )..*
40. <hen there are se1ual harassment claims against an organization, the courts want to know whether
the organization ===============.
a. knew about the alleged behavior
b. educated their employees on se1ual harassment matters
c. had mechanisms available to monitor employees
d. ensured that no retaliatory actions were taken against a person who has filed the charges
%a& mo'erate& p( )..*
44. <hy are workplace romances potentially problematic for organizations>
a. an increased work-family life imbalance
b. the potential for se1ual harassment accusations
/0
c. flirting on the 7ob affects productivity
d. couples tend to act as their own team
%:& mo'erate& p( ).1*
1''. <hat can organizations do to protect themselves against workplace romances>
a. have mechanisms available to monitor employees
b. ensure that no retaliatory actions are taken
c. educate employees on the dangers of workplace romances
d. have some type of policy regarding workplace dating among coworkers
%'& mo'erate& p( ).1*
1'1. D9amily-friendly benefitsE commonly include programs like =============.
a. health insurance programs
b. health savings accounts
c. time off for school functions
d. individual retirement accounts
%c& eas+& p( ).2*
1'2. :eople who prefer segmentation are more likely to be satisfied and committed to their 7obs when
offered options such as ===============.
a. 7ob sharing
b. company-sponsored family picnics
c. on-site child care
d. gym facilities
1'!. <hat is not one way that organizations are controlling their health care costs>
a. passing on additional health care costs to employees
b. firing those who refuse to uit smoking
c. providing opportunities for employees to lead healthy lifestyles
d. eliminating health insurance from their benefit programs
%'& mo'erate& p( ).4*
1'(. %any reasonably sound companies no longer provide ===============.
a. health insurance
b. family-friendly benefits
c. pension plans
d. stock options
%c& mo'erate& p( ).4*
/4
SCEARIO QUESTIOS
9or each of the following, choose the answer that most completely answers the uestion.
!H" HUMA RESOUCE MAA#EMET IS IM$ORTAT
Human $esource :lanning #-cenario&
-teve is hired to manage the human resources department of a local manufacturing company. "his
company has the reputation of being the firm Dwhere you work until you find your ne1t 7ob.E Imployee
turnover is high and morale is low. -teve is determined to change the situation and make the
organizations human resources a competitive advantage and source of pride for the firm.
1'*. -teve believes that achieving competitive success in business today reuires that managers change
how they think about their employees and how they view the work relationship. He hopes to initiate
workplace programs geared toward improving organizational commitment to improving the
knowledge, skills, and abilities of employees, increasing employee motivation, and enhancing
retention of uality employees. "hese traits have been found to be consistent with ==============.
a. employee empowerment
b. high-performance work practices
c. the human resources management process
d. performance appraisal methods
%:& mo'erate& p( )2)*
"he @ew Hire #-cenario&
9rances begins her career working in the human resources department of a ma7or corporation. -he is
asked to help ensure that the organization is following the federal guidelines for employment.
1'.. 9rances reviews the ============== guidelines, which outlines practices that enhance the
employment, upgrading, and retention of protected groups.
a. employment need-based
b. functional employment
c. global human resource management
d. affirmative action
%'& '/00/cu,t& p( )2.& AACS7; 3/<ers/t+*
0'
HUMA RESOURCE $LAI#
1'/. )s one of his first tasks, -teves boss asks him to develop a database of the education, special
capabilities, and specialized skills of all the employees. "his is known as a ==============.
a. simple design of the organization
b. human resource inventory
c. division of labor
d. 7ob analysis
%:& mo'erate& p( )22*
1'0. -teve believes that part of the reason for the high turnover is that individual 7obs are very poorly
defined. Imployees are not sure of what is e1pected of them and that performance standards are
uneual between regions and functions. -teve conducts a ========= for each position, defining all
the 7obs and behaviors necessary to perform them.
a. 7ob description
c. 7ob analysis
d. 7ob satisfaction analysis
1'4. )s part of restructuring the organizations human resources, -teve decides that new
===========, which state the minimum 7ob ualifications that a person must possess to successfully
perform a given 7ob, must be written for each position.
a. 7ob descriptions
b. 7ob specifications
c. 7ob analyses
d. 7ob satisfaction surveys
%:& mo'erate& p( )22*
01
11'. )s part of any assessment of current operations of a 7ob, 9rances knows that a =========== is a
basic point of departure. "his defines the 7ob and behaviors necessary to perform the 7ob.
a. 7ob description
d. 7ob analysis
%'& '/00/cu,t& p( )22*
111. "o develop a proper selection process, 9rances knows she needs a =========== to provide the
minimum ualifications relative to knowledge skills and attitudes needed to perform the 7ob.
a. 7ob description
d. 7ob analysis
%:& '/00/cu,t& p( )22*
$ecruitment #-cenario&
Jens company was e1panding. )fter a period of downsizing, the company had decided to increase
organizational profitability by gaining market share, which meant a need for more people. )s assistant
manager of human resources, he was in the process of evaluating what would be the most effective means
of gaining new employees who were ualified, were cost efficient, and could help maintain the companys
commitment to a diversified workforce.
112. Jen should consider ================ as a source of potential candidates because it reaches
large numbers of people and he could get immediate feedback. "he problem with this source is that it
may generate many unualified candidates.
a. the +nternet
b. employee referrals
c. college recruiting
02
11!. Jen might also consider using ===============. Iven though this source would have little
commitment to Jens company, it has a good knowledge of industry challenges and reuirements.
a. the +nternet
b. employee referrals
c. college recruiting
%'& mo'erate& p( )24*
11(. ) ma7or source of potential employees is ==============, which has a large, centralized pool of
candidates, but tends to only be good for entry-level positions.
a. professional recruiting organizations
b. the +nternet
c. the company <eb site
d. college recruiting
%'& mo'erate& p( )24*
11*. ================ is a positive source of potential 7ob candidates because of the knowledge the
potential candidate may gain about the employer. However, it may not increase the diversity and mi1
of employees.
a. Imployee referral
b. "he +nternet
c. ?ollege recruiting
d. :rofessional recruiting organizations
%a& '/00/cu,t& p( )24& AACS7; 3/<ers/t+*
) -ign of the "imes #-cenario&
)fter hearing of the threat for a long time, )uroras company had finally decided that it must Dright-size,E
and this meant coming up with a plan for reducing the current size of the workforce at her manufacturing
plant. "he 7ob was left to her, and as much as she hated doing this part of her 7ob, it was necessary for the
survival of the company and not 7ust an effort to inflate their stock price. -he also appreciated that her
company was willing to try many different routes to decrease their labor costs, which was consistent with
the positive way the company had treated their employees in the past.
11.. )urora suggests to management that by not filling openings created by voluntary resignations or
normal retirements, the organization may avoid much of the pain associated with workforce
reduction. "his option is known as ==============.
a. transfers
b. attrition
c. layoffs
d. reduced workweeks
%:& mo'erate& p( )25*
11/. )urora tells management that another option at their disposal for easing the labor-cost crunch
would be =============, which is a temporary involuntary termination that could last a few days or
e1tend to years.
a. firing
b. layoffs
0!
c. reduced workweeks
%:& mo'erate& p( )25*
110. )nother option that may help would be to have employees share 7obs or perform their 7obs on a
part-time basis, an option known as ============.
a. firing
b. layoffs
c. reduced workweeks
SELECTIO
114. "he company is using ========== selection instruments because once on the 7ob, the employees
with high scores on the instrument outperform employees with low scores on the instrument.
a. reliable
b. valid
c. fair
d. unfair
%:& '/00/cu,t& p( )26*
12'. "o demonstrate its ===========, 9rances wants a selection process that measures the same thing
consistently.
a. responsibility
b. unreliability
c. reliability
d. validity
0(
121. )s 9rances studies management selection processes, she finds that ============ can be used to
evaluate managerial potential through 7ob simulation activities. +n this process, the potential
employees are asked to perform various e1ercises to simulate real problems they would encounter on
the 7ob.
a. written tests
b. interviews
c. assessment centers
d. work sampling
%c& '/00/cu,t& p( ))8*
Human $esources -election #-cenario&
Fennis, the manager of selection in the human resources department, had been asked by -tephen, his
boss, and the vice president of human resources, to review the selection methods their firm had been
using and to recommend methods for future use. +t seems that recent hires have not been working out,
and this caused friction between the human resources group and the front-line managers, who had to
utilize the talent sent to them. )dditionally, there was also a need to hire e1ecutives in the company, and
due to the responsibility these positions carry, the company wanted to ensure they selected the best
possible people. Fennis reviewed written tests as a selection method.
122. Fennis also reviewed ==============, in which applicants are presented with a miniature replica
of a 7ob and are asked to perform tasks central to that 7ob.
a. work sampling
b. written tests
c. 7ob-related interviews
d. intelligence tests
%a& eas+& p( ))8*
12!. 9or the e1ecutive positions, Fennis considered using ==============, where candidates go
through two- to four-day e1ercises that simulate real problems they would confront on the 7ob.
a. assessment centers
b. realistic 7ob previews
c. work sampling
d. visitation tests
12(. Fennis knew that the company would always utilize some form of candidate interviewing. He
discovered that all but which of the following suggestions would help structure a higher-uality
interview>
a. structure a fi1ed set of uestions for all applicants
b. have general information about the 7ob for which applicants are interviewing
c. minimize any prior knowledge of applicants background, e1perience, interests, test scores, or
other characteristics
d. take notes during the interview
%:& '/00/cu,t& p( ))2*
12*. -ince the techniue provides little valid information, Fennis has decided to spend less energy on
=============.
0*
a. work sampling
b. written testing
c. 7ob-related interviewing
d. reference checking
%'& mo'erate& p( ))2*
12.. "op management decides that the performance appraisal process is problematic. "hey ask -teve
to make a study of a new appraisal techniue, ===============, which rates employees according
to items along a numerical scale with e1amples of actual behaviors on the 7ob.
a. !.'-degree feedback
b. ob7ectives
c. behaviorally anchored rating scale
d. management by ob7ectives
%c& '/00/cu,t& p( ))4*
"he +nternal Hire #-cenario&
<ade %cJenzie is a new sales manager for "he :otomac Aroup, a healthcare finance consulting firm,
based in the mid--outh. <ade was hired from within the firm and he is now supervising many of the
people he had formerly worked with, including two friends with whom he competed for his new 7ob.
"hus, <ade is especially cognizant of potential problems stemming from the performance evaluation
process and is conducting lengthy research on the advantages and disadvantages of the various methods.
12/. ,pon starting his new 7ob, <ade met with each of his new charges individually. :rior to this
meeting, <ade took the time to write out a sub7ective description of what he perceived as each of his
employees strengths and weaknesses. He also provided each salesperson with a graph depicting each
salespersons recent ob7ective performance against his or her own past performance. <ade is utilizing
which of the following techniue#s&>
a. graphic rating scales
b. written essays
c. multiperson comparison
d. behaviorally anchored rating scales
%:& '/00/cu,t& p( ))4*
120. 8ver the course of the year, <ade had taken some time to compile and write down a series of
anecdotes about his employees. -ome reflect particularly superior or ineffective performance, others
are 7ust plain funny. )ll the anecdotes describe specific behaviors of his employees. Furing the
national sales meeting, time is provided for a break-out session for each region to meet separately.
<ade presents these stories, not revealing the identity of the salesperson. "he salespeople all en7oy
the funny stories. <ade makes a point of commending the superior performance behaviors. )fter
0.
each of the anecdotes reflecting ineffective behaviors, he asks the group to suggest ideas for handling
the situation differently. "his is most reflective of what appraisal techniue>
a. critical incident
b. multiperson comparison
c. written essays
d. !.'-degree feedback
124. :rior to the start of the national sales meeting at the end of 6anuary, <ade has scheduled a video
conference with each of his employees in order to conduct their formal performance appraisal. <ade
has considered a variety of performance appraisal methods. -ince there are wide differences in the
size and nature of territories within his region, <ade knows that ob7ective measures of sales
performance may not be a fair method of appraisal. He is more interested in ma1imizing the potential
of each employee and each territory than letting employees know where they rank in comparison to
their peers. "herefore, he has decided to make up a list of performance factors such as uantity and
uality of work, 7ob knowledge, cooperation, and initiative, and has ranked each employee on each
factor using a five-point incremental scale. "his approach is most consistent with what techniue>
a. graphic rating scale
b. %28
d. !.'-degree feedback
%a& '/00/cu,t& p( ))4*
1!'. <ade is a little concerned over constant reports that his sales folks are unreasonably demanding
of sales administration and customer service personnel. )lthough <ade knows that one of his
salespeople is very difficult to deal with at times, he believes the rest are being painted with the same
brush unfairly. <ith managements approval, <ade administers a survey to sales administration and
customer service staff, asking them to respond to items that reflect the actual 7ob behaviors of sales
employees from all four regions. "he surveys are randomized to eliminate potential biases. He then
compares his regions evaluation against that of the others. "his is most representative of what
performance evaluation method>
a. critical incident
c. behaviorally anchored rating scales
d. multiperson comparison
%c& '/00/cu,t& p( ))4*
0/
1!1. )fter the @ew Bear, <ade schedules a day to travel with each of his sales reps. He presents them
with their bonus checks from the preceding year. He confidentially shares with each of them a report
that he recently received from top management. "his report provides a comparison of regional
performance, based upon percentage of uota met, for each uarter and the entire year. )dditionally,
individual salespeople are compared on a bar graph with their peers within the region and corporate-
wide, for each uarter and the year. 9inally, each employee is ranked on a percentile scale, indicating
their relative performance for the year. <ade must provide management with a report offering
reasons for poor performance and suggesting corrective actions. "his is most representative of which
performance evaluation techniue>
a. %28
d. graphic rating scales.

1!2. -i1 months into <ades tenure as regional sales manager, he hosts his first regional sales meeting.
Furing the course of the meeting, <ade meets individually with each of his employees and shows
them a chart of their sales numbers for each month compared to their budgeted uota for the year to
date. )dditionally, <ade and each employee set mutually agreed-upon, off-budget goals for the
remaining . months of the fiscal year. "his is most representative of what performance evaluation
method>
a. !.'-degree feedback
c. %28
d. multiperson comparisons
%c& '/00/cu,t& p( ))5*
1!!. -teve recommends a #an& ========== pay system that rewards employees for learning more 7ob
skills and competencies.
a. knowledge-based
b. analyzed
c. functional stabilization
d. skills-based
%'& '/00/cu,t& p( ))6*
00
ESSA" QUESTIOS
1!(. +n a short essay, e1plain why human resource management is important to organizational success.
Ans=er
;arious studies have concluded that an organizations human resources can be a significant source of
competitive advantage. )nd thats true for organizations around the world, not 7ust ,.-. firms. "he
Human ?apital +nde1, a comprehensive study of over 2,''' firms in @orth )merica, Iurope, and the
)siaK:acific region conducted by consulting firm <atson <yatt <orldwide concluded that people-
oriented H$ gives an organization an edge by creating superior shareholder value. )chieving competitive
success through people reuires a fundamental change in how managers think about their employees and
how they view the work relationship. +t involves working with and through people and seeing them as
partners, not 7ust as costs to be minimized or avoided. "hats what people-oriented organizations do. +n
addition to being an important part of organizational strategy and contributing to competitive advantage,
an organizations H$% practices have been found to have a significant impact on organizational
performance. 9or instance, one study reported that significantly improving an organizations H$%
practices could increase its market value by as much as !' percent. )nother study that tracked average
annual shareholder returns of the publicly traded companies on Fortunes list of 1'' best companies to
work for found that these companies significantly beat the -L: *'' over 1'-year, *-year, !-year, and 1-
year periods. High-performance work practices lead to both high individual and high organizational
performance. "he common thread in these practices seems to be a commitment to improving the
knowledge, skills, and abilities of an organizations employees, increasing their motivation, reducing
loafing on the 7ob, and enhancing the retention of uality employees while encouraging low performers to
leave. Iven if an organization chooses not to implement high-performance work practices, there are
certain H$% activities that must be completed in order to ensure that the organization has ualified
people to perform the work that needs to be doneMactivities that comprise the human resource
management process.
%'/00/cu,t& pp( )22-)2)*
04
HUMA RESOURCE $LAI#
1!*. +n a short essay, discuss 7ob analysis, 7ob description, and 7ob specification.
Ans=er
6ob analysis is an assessment that defines 7obs and the behaviors necessary to perform them. +nformation
for a 7ob analysis can be gathered through the following methods5 directly observing or filming individuals
on the 7ob, interviewing employees individually or in a group, having employees complete a structured
uestionnaire, having 7ob De1pertsE identify a 7obs specific characteristics, and having employees record
their daily activities in a diary or notebook. <ith information from the 7ob analysis, managers develop or
revise 7ob descriptions and 7ob specifications. ) 7ob description is a written statement of what a 7obholder
does, how it is done, and why it is done. +t typically describes 7ob content, environment, and conditions of
employment. ) 7ob specification states the minimum ualifications that a person must possess to perform
a given 7ob successfully. +t identifies the knowledge, skills, and attitudes needed to do the 7ob effectively.
2oth the 7ob description and specification are important documents when managers begin recruiting and
selecting.
%mo'erate& p( )22*
1!.. +n a short essay, list five of the si1 ma7or sources of potential 7ob candidates. +nclude a discussion
of the advantages and disadvantages of each ma7or source to support your answer.
Ans=er
a. +nternetMthe advantages are that this source can reach large numbers of people and can get
immediate feedback. "he disadvantage is that it generates many unualified candidates.
b. Imployee referralsMthe advantages include knowledge about the organization may be provided
by current employee and can generate strong candidates because a good referral reflects on the
recommender. ) disadvantage is that this source may not increase the diversity and mi1 of
employees.
c. +nternal sourceMthe advantages include low cost, builds employee morale, and candidates are
familiar with the organization. "he disadvantages include limited supply and this source may not
increase the proportion of employees from protected groups.
d. ?ompany <eb siteMthe advantages include wide distribution and this source can be targeted to
specific groups. ) ma7or disadvantage is that it may generate many unualified candidates.
e. ?ollege recruitingMone advantage is that there is a large centralized body of candidates. "he
disadvantage is this source is limited to entry-level positions.
f. :rofessional recruiting organizationsMthe advantage is that the candidates have a good
knowledge of industry challenges and reuirements. "he disadvantage is candidates have little
commitment to the specific organization.
%mo'erate& p( )24*
4'
SELECTIO
1!/. +n a short essay, list and discuss five of the si1 best-known selection devices that managers can
use to reduce, accept, and re7ect errors when hiring new employees. +nclude an analysis of the
strengths and weaknesses of each of these selection devices to support your answer.
Ans=er
a. "he application formMalmost all organizations reuire 7ob candidates to fill out an application. +t
may be only a form on which the person gives his or her name, address, and telephone number. 8r
it might be a comprehensive personal history profile, detailing the persons activities, skills, and
accomplishments. -trength5 contains relevant biographical data and facts that can be verified and
have been shown to be valid performance measures for some 7obs. <eakness5 usually only a
couple of items on the form prove to be valid predictors of 7ob performance and then only for
specific 7obs.
b. <ritten testsMtypical types of written tests include tests for intelligence, aptitude, ability, and
interest. -uch tests have been used for years, although their popularity tends to run in cycles.
"oday, personality, behavioral, and aptitude assessment tests are popular among businesses.
-trength5 intelligence tests are reasonably good predictors for supervisory positions. <eakness5
intelligence and other tested characteristics can be somewhat removed from actual 7ob
performance, thus reducing their validity.
c. :erformance-simulation testsMthese tests are made up of actual 7ob behaviors. "he best-known
performance-simulation tests are work sampling and assessment centers. <ork sampling involves
presenting applicants with a miniature model of a 7ob and having them perform a task or set of
tasks that are central to it. )ssessment centers are places in which 7ob candidates undergo
performance-simulation tests that evaluate managerial potential. -trength5 have proven to be valid
predictors of 7ob performance. <eakness5 e1pensive to create and administer.
d. "he interviewMlike the application form, the interview is an almost universal device. However,
the value of the interview as a selection device has been the sub7ect of considerable debate.
-trength5 must be structured and well organized to be effective predictors. <eakness5 sub7ect to
potential biases, especially if interviews are not well structured and standardized.
e. 2ackground investigationsMthese are of two types5 verifications of application data and reference
checks. "he first type has proved to be a valuable source of selection information whereas the
latter is essentially worthless as a selection tool because applicants references tend to be almost
universally positive. -trength5 verifications of background data are valuable sources of
information. <eakness5 reference checks are essentially worthless as a selection tool.
f. :hysical e1aminationsMthis device would be useful only for a small number of 7obs that have
certain physical reuirements. +nstead, the physical e1amination is mostly used for insurance
purposes, as organizations want to be sure that new hires will not submit insurance claims for
in7uries or illnesses they had before being hired. -trength5 has some validity for 7obs with certain
physical reuirements. <eakness5 must be sure that physical reuirements are 7ob related and do
not discriminate.
%'/00/cu,t& pp( ))8-))2*
41
ORIETATIO
1!0. +n a short essay, discuss orientation and the two types of orientation.
Ans=er
<hen a person starting a new 7ob is introduced to his or her 7ob and the organization, this is called
orientation. "here are two types of orientation. <ork unit orientation familiarizes the employee with the
goals of the work unit, clarifies how his or her 7ob contributes to the units goals, and includes an
introduction to his or her new coworkers. 8rganization orientation informs the new employee about the
companys goals, history, philosophy, procedures, and rules. +t should also include relevant human
resource policies and maybe even a tour of the facilities. %any organizations, particularly large ones, have
formal orientation programs. 8thers may use a more informal orientation program in which, for instance,
the manager assigns the new employee to a senior member of the work group who introduces the new
employee to immediate coworkers and shows him or her locations of the copy room, coffee machine,
restrooms, cafeteria, and the like. )nd then there are intense orientation programs that cover everything
from the culture of the company to on-the-7ob training. %anagers have an obligation to make the
integration of the new employee into the organization as smooth and as free of an1iety as possible. "hey
need to openly discuss employee beliefs regarding mutual obligations of the organization and the
employee. +ts in the best interests of the organization and the new employee to get the person up and
running in the 7ob as soon as possible. -uccessful orientation, whether formal or informal, results in an
outsider-insider transition that makes the new member feel comfortable and fairly well ad7usted, lowers
the likelihood of poor work performance, and reduces the probability of a surprise resignation by the new
employee only a week or two into the 7ob.
%mo'erate& p( )).*
TRAII#
1!4. +n a short essay, discuss three of the traditional training methods that managers use to improve
employee skill sets.
Ans=er
a. 8n-the-7obMemployees learn how to do tasks simply by performing them, typically after an initial
introduction to the task
b. 6ob rotationMemployees work at different 7obs in a particular area getting e1posure to a variety
of tasks.
c. %entoring and coachingMemployees work with an e1perienced worker who provides
information, support, and encouragement.
d. I1periential e1ercisesMemployees participate in role playing, simulations, or other face-to-face
types of training.
e. <orkbooksHmanualsMemployees refer to training workbooks and manuals for information.
f. ?lassroom lecturesMemployees attend lectures designed to convey specific information.
%mo'erate& p( ))2*
42
1('. +n a short essay, list four of the seven ma7or performance appraisal methods.
Ans=er
a. <ritten essayMa techniue in which an evaluator writes out a description of an employees
strengths and weaknesses, past performance, and potential. "he evaluator also makes suggestions
for improvement.
b. ?ritical incidentsMfocuses the evaluators attention on critical or key behaviors that separate
effective from ineffective 7ob performance. "he appraiser writes down anecdotes that describe
what an employee did that was especially effective or ineffective. "he advantage to this approach
is that only specific behaviors, not vaguely defined personality traits, are cited.
c. Araphic rating scalesMthis method lists a set of performance factors such as uantity and uality
of work, 7ob knowledge, cooperation, initiative, and so forth. "he evaluator goes down the list
and rates each employee on each factor using an incremental scale.
d. 2ehaviorally-anchored scalesMthese scales combine ma7or elements from the critical incident and
graphic rating scale approaches. "he appraiser rates the employee according to items along a
numerical scale, but the items are e1amples of actual 7ob behaviors rather than general
descriptions or traits.
e. %ultiperson comparisonMthis approach compares one persons performance with that of others.
f. %28M%anagement by ob7ectives is also an effective performance appraisal method. Imployees
are evaluated on specific goals that were established 7ointly by them and the manager.
g. !.'-degree feedbackMa method utilizing feedback from supervisors, employees, and coworkers,
utilizing information from the full circle of people with whom the manager interacts. )lthough its
effective for career coaching and helping a manager recognize his or her strengths and
weaknesses, its not appropriate for determining pay, promotions, or terminations.
%mo'erate& pp( ))4-))5*
4!
1(1. +n a short essay, discuss how workforce diversity is directly affected by recruitment, selection, and
orientation and training.
Ans=er
a. $ecruitmentKto improve workforce diversity, managers need to widen their recruiting net. 9or
e1ample, the popular practice of relying on employee referrals as a source of 7ob applicants tends
to produce candidates who are similar to current employees. -ome organizations, such as
I1abyte, of 2oulder, ?olorado, used this to their advantage in recruiting diverse employees. "he
companys positive e1perience with a hearing-impaired employee led to hiring other hearing-
impaired employees through employee referrals, but not every organization is able to do this. -o
managers may have to look for 7ob applicants in places where they might not have looked in the
past. "o increase diversity, managers are turning to nontraditional recruitment sources such as
womens 7ob networks, over-*' clubs, urban 7ob banks, disabled peoples training centers, ethnic
newspapers, and gay rights organizations. "his type of outreach should enable the organization to
broaden its pool of diverse applicants.
b. -electionMonce a diverse set of applicants e1ists, efforts must be made to ensure that the
selection process does not discriminate. %oreover, applicants need to be made comfortable with
the organizations culture and be made aware of managements desire to accommodate their
needs. 9or instance, because a small percentage of women apply for %icrosofts technical 7obs,
the company makes every effort to hire a high percentage of female applicants and strives to make
sure that these women have a successful e1perience once theyre on the 7ob.
c. 8rientation and trainingMthe outsider-insider transition is often more challenging for women and
minorities than for white males. %any organizations provide special workshops to raise diversity
awareness issues. 9or e1ample, at a Jraft manufacturing facility in %issouri, managers developed
an ambitious diversity program reflecting the increased value the organization had placed on
incorporating diverse perspectives. 8ne thing they did was to reward Ddiversity champions,E
individual employees who supported and promoted the benefits of diversity. "hey also added
diversity goals to employee evaluations, encouraged nontraditional promotions, sponsored si1
ethnic meal days annually, and trained over half of the plants employees in diversity issues. -ome
organizations are aggressively pursuing diversity efforts. 9or instance, after a gender bias lawsuit
cost it G/2.* million, 2oeing agreed to change its hiring, pay, promotion, and complaint
investigation processes. )bercrombie and 9itch agreed to hire a vice president of diversity and
hire up to 2* diversity recruiters after it paid G(' million to settle a class-action lawsuit that
accused it of promoting whites at the e1pense of minorities. Home Fepot has aggressively
recruited older workers because of the e1pertise, skills, and attitudes they bring to the workplace.
%'/00/cu,t& pp( ).2-).)& AACS7; 3/<ers/t+*
4(

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Chapter 12 Human Resource Management

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