Chapter 12--Managing Human Resources

Student: ___________________________________________________________________________

1.

Hiring and keeping quality employees is one of the most urgent concerns for today's organizations. rue !alse

2.

he set of acti"ities that are undertaken to attract# de"elop# and maintain an effecti"e $ork force refers to human resource management. rue !alse

%.

& key element of the strategic approach to human resource management argues that human resource management is '( a matching process and managers should a"oid attempts to match or integrate employees to organization's strategy and goals. rue !alse

).

he three primary goals of HRM are to attract the right people# manage talent so people achie"e their potential# and maintain the $orkforce o"er a long term. rue !alse

*.

!inding the right people to apply ne$ information technology for e-+usiness is a current strategic issue of particular concern for HR managers. rue !alse

,.

he economic "alue of the kno$ledge# e-perience# skills# and capa+ilities of employees refers to personal capital. rue !alse

..

he Ci"il Rights &ct of 1/,) created the 0qual 0mployment (pportunity Commission. rue !alse

1.

&ffirmati"e action requires that an employer take positi"e steps to guarantee promotion from $ithin. rue !alse

/.

2rohi+ition of discrimination of qualified indi"iduals +y employers on the +asis of disa+ility and the requirement that 3reasona+le accommodations3 +e pro"ided are enforced +y the &mericans $ith 4isa+ilities &ct of 1//5. rue !alse

15 he !amily and Medical 6ea"e &ct esta+lished mandatory safety and health standards in organizations . for $orking families. rue !alse 11 7tructured inter"ie$s allo$ the applicant a great deal of freedom in determining the course of the . con"ersation# $ith the inter"ie$er taking care not to influence the person8s remarks. rue !alse 12 7e-ual harassment is a "iolation of itle 9:: of the Ci"il Rights &ct. . rue !alse 1% 0mploya+ility and personal responsi+ility are part of the old social contract +et$een employees and . employers. rue !alse 1) ;o+ security is an employee e-pectation that e-isted $ith the old social contract# +ut is no longer an . e-pectation in the ne$ social contract. rue !alse 1* he percentage of contingent $orkers in the <nited 7tates has shrunk as a result of the recession of the . late 2515s. rue !alse 1, Challenging assignments and creati"e de"elopment opportunities are part of the ne$ social contract . +et$een employees and employers. rue !alse 1. 2eople $ho $ork for an organization# +ut not on a permanent or full-time +asis are called 3employees . of choice.3 rue !alse 11 !ortunately# today# part-time and temporary $orkers are not often used +y most companies. . rue !alse 1/ he first three steps in"ol"ed in attracting an effecti"e $ork force are HR planning# choosing recruiting . sources# and selecting the candidate. rue !alse 25 Human resource specialists# $ith the matching model# e-ploit the ne$ly hired employees. . rue !alse

21 Human resource planning refers to the forecasting of human resource needs and the pro=ected matching . of indi"iduals $ith e-pected =o+ "acancies. rue !alse 22 (ne of the questions that human resource planning should consider includes 3$hat is the profit margin . and in"entory turno"er rate>3 rue !alse 2% Recruiting acti"ities can +e di"ided into ?1@ internal recruiting including 3promote from $ithin3 . policies# and ?2@ e-ternal recruiting including the use of headhunters. rue !alse 2) & systematic process of gathering and interpreting information a+out the essential duties refers to =o+ . design. rue !alse 2* Research sho$s that realistic =o+ pre"ie$s lo$er employee satisfaction and increase turno"er. . rue !alse 2, Aetting referrals from current employees is a highly effecti"e method used for recruiting. . rue !alse 2. (ne of the fastest-gro$ing approaches to recruiting today is the use of the :nternet# called 0-cruiting. . rue !alse 21 ;o+ description is the process of determining the skills# a+ilities# and other attri+utes a person needs to . perform a particular =o+. rue !alse 2/ & $ritten test designed to measure a particular attri+ute such as intelligence or aptitude is called an . employment test. rue !alse %5 Recruiters are no$ "ie$ing the profiles and pictures of candidates on social net$orking sites such as . !ace+ook. rue !alse %1 :t is okay for a =o+ application to ask $hether the applicant has a legal right to $ork in the <nited . 7tates. rue !alse

%2 &ssessment centers are normally located in a firm's accounting department and ha"e the responsi+ility . of assessing other departments for the costs in"ol"ed $ith human resource management. rue !alse %% &n e-ample of an in-+asket simulation $ould require the applicant to play the role of a manager $ho . must decide ho$ to respond to ten memos in his or her in-+asket $ithin a t$o-hour period. rue !alse %) raining is typically used to refer to teaching people ho$ to perform tasks related to their present =o+s# . $hile de"elopment means teaching people +roader skills that are not only useful in their present =o+s +ut also prepare them for greater responsi+ilities in future =o+s. rue !alse %* Coaching is $hen an e-perienced employee guides and supports a less-e-perienced employee. . rue !alse %, & mentor is an e-perienced employee $ho guides and supports a less-e-perienced employee. . rue !alse %. & type of training in $hich an e-perienced employee 3adopts3 a ne$ employee to teach him or her . ho$ to perform =o+ duties is kno$n as on-the-=o+ training. rue !alse %1 &n in-house training and education facility that offers +road-+ased learning opportunities for . employees refers to on-the-=o+ training. rue !alse %/ ;o+ e"aluation comprises the steps of o+ser"ing and assessing employee performance# recording the . assessment# and pro"iding feed+ack to the employee. rue !alse )5 & process that uses multiple raters# including self-rating# to appraise employee performance and guide . de"elopment refers to 115-degree feed+ack. rue !alse )1 B&R7 stand for Beha"iorally &dministered Rating 7cale and is used to measure performance . e"aluation errors. rue !alse )2 & type of rating error that occurs $hen an employee recei"es the same rating on all dimensions . regardless of his or her performance on indi"idual ones refers to the halo effect. rue !alse )

)% he process of determining the "alue of =o+s $ithin an organization through an e-amination of =o+ . content refers to =o+ e"aluation. rue !alse )) Competency-+ased pay systems are also called skill-+ased pay systems. . rue !alse )* Cage and salary sur"eys sho$ $hat other organizations pay incum+ents in =o+s that match a sample of . 3key3 =o+s selected +y the organization. rue !alse ), 7kill-+ased pay means linking compensation to the specific tasks an employee performs. . rue !alse ). &ll managers are in"ol"ed in human resource management. . rue !alse )1 <nfortunately# today's organizations offer uni"ersal# 3one-size-fits-all3 +enefits packages# rather than . pay-for-performance. rue !alse )/ 0-it inter"ie$s are "alua+le HR tools only if the departing employee lea"es "oluntarily. . rue !alse *5 &n e-it inter"ie$ is an inter"ie$ conducted $ith departing employees to determine the reasons for . their termination. rue !alse *1. DDDDD refers to the acti"ities undertaken to attract# de"elop# and maintain an effecti"e $orkforce $ithin an organization. &. Human resource manageme nt Recruitment alent search 7trategic management (perations management

B. C. 4 . 0 .

*2.

he strategic approach to human resource management recognizes key elements. Chich of the follo$ing is '( an ingredient in successful human resource management> &.

&ll managers are human managers.

B. 0mployees are "ie$ed as assets. C. Human resource management is a matching process. 4 (nly top-line managers are predominantly human resource m . 0 &ll of these are e-amples of key ingredients in human resourc . management. *%. &ll of the follo$ing are current strategic issues of particular concern to managers 0EC02 F &. right people to +ecome more competiti"e on a glo+al +asis. B right people for impro"ing quality# inno"ation# and customer . ser"ice. C right people to +ecome more competiti"e on a local +asis. . 4 right people to retain during mergers and acquisitions. . 0 right people to apply ne$ information technology for e. +usiness. *). &ll of the follo$ing are goals of human resource management 0EC02 F

&. finding the right people B. managing talent so people achie"e their potential. C. maintaining an effecti"e $ork force. 4. turning o"er an effecti"e $orkforce. 0 +oth attracting an effecti"e $ork force and maintaining an eff . force.

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oday# more than e"er# strategic decisions are related to human resource considerations. Chich of the follo$ing refers to the economic "alue of the kno$ledge# e-perience# skills# and capa+ilities of employees> &. Human capital 0conomic capital Contingency assets Capital assets

B . C . 4 . 0 0conomic . assets *,.

Recruiting and selecting employees in"ol"es $hich human resource management goal> &. :mplemen ting strategies Managing talent

B . C Maintaining an . effecti"e $orkforce 4 . 0 . *.. !inding the right people Controlling strategies

Chich of the follo$ing created the 0qual 0mployment (pportunity Commission> &. &mericans $ith 4isa+ilities &ct B. Ci"il Rights &ct C. 0qual 2ay &ct 4 9ocational Reha+ilitation &ct . 0 :mmigration Reform and Control . &ct

*1.

he hiring of applicants +ased on criteria that are not =o+-related is calledF &. affirmati "e action. B equal employment . opportunity. C . 4 . 0 . discrimination. re"erse discrimination. employment-at$ill.

*/.

6ainie $as denied a promotion to partner in her accounting firm +ecause of her gender. 6ainie is a "ictim of DDDDD. &. discrimi nation B affirmati"e . action C equal . employment opportunity 4 employment-at. $ill 0 termination-at. $ill

,5.

DDDD is a policy requiring employers to +e proacti"e in +eing certain that equal opportunity e-ists for all $ithin their organization. &. 0qual employm ent opportuni ty 4iscrimination Re"erse discrimination &ffirmati"e action 0mployment-at$ill

B . C . 4 . 0 .

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Areene# :nc. requires that all managers undergo gender sensiti"ity training $ith the intent of eliminating gender stereotypes in the organization. his is an e-ample ofF &. equal employ ment opportun ity. affirmati"e action. cultural +ias. employment-at$ill. se-ual harassment.

B . C. 4 . 0 . ,2.

Chich legal act underscored the need for $ell$ritten =o+ descriptions and specifications that accurately reflect the mental and physical dimensions of =o+s> &. 9ocational Reha+ilitation &ct B. &ccounta+ility &ct C. Ci"il Rights &ct 4 &mericans $ith 4isa+ilities &ct . 0 2atient 2rotection and &fforda+le Care . &ct

,%.

he DDDDD prohi+its discrimination against qualified indi"iduals +y employers for a demand of 3reasona+le accommodation.3 &. Ci"il Rights &ct B&merican $ith 4isa+ilities &ct C9ocational Reha+ilitation &ct 4!amily and Medical 6ea"e &ct 0 0qual 2ay . &ct /

,).

Chich of the follo$ing restricts mandatory retirement> &. he &mericans $ith 4isa+ilities &ct he :mmigration Reform and Control &ct

B . C he 9ocational Reha+ilitation &ct . 4 he &ge 4iscrimination in 0mployment . &ct 0 he 9ietnam-0ra 9eterans Read=ustment . &ct ,*.

he DDDDD prohi+its discrimination +ased on physical or mental disa+ility. &. B . C. 4 . 0 . Ci"il Rights &ct :mmigration Reform and Control &ct 9ocational Reha+ilitation &ct &ge 4iscrimination in 0mployment &ct 9ietnam-0ra 9eterans Read=ustment &ct

,,.

Chich legal act esta+lishes mandatory safety and health standards in organizations> &. (ccupa tional 7afety and Health &ct BConsolidated (mni+us Budget Reconciliation &ct C !amily and Medical 6ea"e &ct 4&mericans $ith 4isa+ilities &ct 0 Ci"il Rights . &ct

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!amily and Medical 6ea"e &ct require employers to pro"ide up to DDDDD $eeks unpaid lea"e for child+irth# adoption# or family emergencies. & . B . C . 4 . 0 . 1 1 2 1 , 2 ) * 2

,1.

Chich HealthG7afety la$ requires continued health insurance co"erage ?paid +y employee@ follo$ing termination> &. Conso lidate d (mni +us Budge t Recon ciliati on &ct

BHealth Maintenance (rganization &ct C(ccupational 7afety and Health &ct 4!amily and Medical 6ea"e &ct 0 'one of . these

11

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DDDDD is part of the ne$ social contract for employees. &. ;o+ securi ty B & cog in . the machine C Hno$ing . 40mploya+ili ty# personal responsi+ilit y 0 Routine . =o+s

.5.

Chich of the follo$ing is tied to the goal of managing talent in organizations> &. B. C. 4. 0 . 6a+or relations ;o+ analysis Cages and salary HRM planning raining and de"elopment

.1.

!rom the employer's "ie$point# $hich of these is part of ne$ social contract> &. 7tand ard traini ng progr ams B 6imited . information C :ncenti"e compensati on 4 Routine . =o+s

12

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DDDDD has led to the elimination of many positions in organizations. &. B . C . 4 . 0 . Alo+ alizat ion :nsourcin g 4ifferenti ation Restructu ring &ll of these

.%.

&?n@ DDDDD is a company that is highly attracti"e to potential employees +ecause of human resources practices that focus on tangi+le and intangi+le +enefits# and that em+races a long-term "ie$ to sol"ing immediate pro+lems. &. B. C . 4. 0 . !ortune *55 company employer of choice socially responsi+le firm rural firm family-o$ned corporation

.).

Chich of the follo$ing is a key performance dri"er that is tied to human capital in"estments> &. Re" enue gro $th B :nno"ati . on C Corkforc e planning 4 Career de"elopm ent 0 Recruiti . ng

1%

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:n the ne$ $orkplace# DDDDD are people $ho $ork for an organization# +ut not on a permanent or fulltime +asis. &. upperle"el employee s direct-related $orkers temporary employees contingent $orkers lo$-le"el employees

B . C . 4 . 0 . ., 4escri+e ho$ to maintain an effecti"e $orkforce. .

...

Chich of the follo$ing means using computers and telecommunications equipment to do $ork $ithout going to an office> &. B. C . 4. 0 . elecom muting 7ocial 6oafing 'e$ social contract (utsourcing Realistic ;o+ 2re"ie$

1)

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DDDDD is the first step in attracting an effecti"e $ork force. &. 7electin g the candida te B Choosing . recruiting sources C &pplying the matching model 4 Human . resource planning 0 :nitiating . change

./.

DDDDD is the second step in attracting indi"iduals $ho sho$ signs of +ecoming "alued# producti"e# and satisfied employees. &. 7electin g the candida te B Choosing recruiting procedures C &pplying the matching model 4 Human . resource planning 0 :nitiating . change

1*

15.

:n utilizing the matching model of employee selection# the organization offers DDDDD and the employee offers DDDD. &. contri +ution s# induce ments B inducements# contri+utions Ccontri+utions# pay and +enefits 4 a+ility# . training 0 skills# . re$ards

11.

he forecasting of human resource needs and the pro=ected matching of indi"iduals $ith e-pected =o+ "acancies is referred to as human resource DDDDD. &. de"el opm ent B organizin . g C planning . 4 selection . 0 do$nsizi . ng

1,

12.

Bryan# $ho $orks in the human resource department# is interested in gathering data on the pro=ected num+er of resignations and retirements o"er the ne-t ten years. He is most likely to perform $hich of the follo$ing acti"ities> &. Choo sing a recru iting sourc e B7electing an employmen t candidate CHuman resource planning 4Celcoming ne$ employees 0 4o$nsizi . ng

1%.

&ll of the follo$ing are questions rele"ant to human resource planning 0EC02 F &. 3Chat is the current turno"er rate>3 B 3Chat is the "olume of +usiness e-pected to +e o"er the ne-t . fi"e years>3 C 3Chat $as the "olume of +usiness o"er the past fi"e years>I . 4 3Ho$ $ill ne$ technology affect the organization>3 . 0 &ll of these are rele"ant questions for human resource . planning.

1.

1).

;enna has +een gi"en the assignment of determining ho$ many ne$ tellers her +ank $ill need to hire o"er the ne-t fi"e years. Chich of the follo$ing questions is irrele"ant to her task> &. Ho$ many tellers are e-pected to retire o"er the ne-t fi"e years> Chat ne$ technologies ?e.g.# automated teller machines@ $ill +e introduced o"er the ne-t fi"e years> CHo$ many ne$ +ranches does the +ank e-pect to open o"er the ne-t fi"e years> 4 &ll of these are . rele"ant. 0 &ll of these are . irrele"ant.

1*.

DDDDD is defined as acti"ities or practices that define the characteristics of applicants to $hom selection procedures are ultimately applied. &. B . C . 4 . 7el ecti on Recruit ing raini ng 4e"elo ping

0 2lanni . ng

11

1,.

&n e-ample of DDDDD is $hen current employees are gi"en preference $hen a position opens in their organization. &. discri minati on B internal . recruiting C. nepotism 4 e-ternal . recruiting 0 canni+alizi . ng

1..

DDDDD generates higher employee commitment# de"elopment# and satisfaction than does DDDDD. &. 0-ternal recruiting# internal recruiting 0-ternal selection# internal selection :nternal recruiting# e-ternal recruiting :nternal recruiting# internal selection 4o$nsizing# monetary re$ards

B . C . 4 . 0 . 11.

Conolly Company uses internal recruiting $hene"er possi+le. his practiceF &. costs more than e-ternal recruiting. B. decreases employee satisfaction. C generates increased employee commitment. . 4 demoti"ates e-isting employee gi"en limited . socializing opportunities. 0 gi"es employees an upper hand in . negotiations.

1/

1/.

DDDDD is a systematic process of gathering and interpreting information a+out the essential duties. &. & =o+ analysis B. & =o+ listing C & =o+ requirement . 4 & =o+ description . 0 & realistic =o+ . pre"ie$

/5.

Chich of the follo$ing is '( a method used in e-ternal recruiting> &. 2ri"ate employment agencies B. 0mployee referrals C 'e$spaper ad"ertising . 4 0mployee resource . chart 0 7tate employment . ser"ices

/1.

Chich of the follo$ing is a recruiting approach that gi"es applicants all pertinent and realistic information a+out the =o+ and the organization> &. B . C . 4 . 0 . Reality check &ffirmati"e action Realistic =o+ pre"ie$ 0mployment-at-$ill Chart selection approach

25

/2.

DDDDD is a listing of =o+ duties and desira+le qualifications for a particular =o+. &. & =o+ analysis B. & =o+ listing C & =o+ requirement . 4 & =o+ description . 0 & realistic =o+ . pre"ie$s

/%.

&?n@ DDDDD typically lists =o+ duties as $ell as desira+le qualifications for a particular =o+. & = . o + d e s c ri p ti o n Bappl icati on for m Casse ssm ent test 4 pape randpenc il test 0 ( . ;

21

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&t Aood7peak elecommunications# employees recei"e a cash +onus $hen they su+mit names of people $ho su+sequently accept employment $ith the company. his is an e-ample of $hich inno"ation in recruiting> &. rade group net$orking 7ocial net$orking

B . C 0mployee referral . 4 Cold call recruiting . 0 Aeographic . net$orking /*.

DDDDD dramatically e-tends the organization's recruiting reach# offering access to a $ider pool of applicants and sa"ing time and money. &. B. C. 4. 0 . Competit or referrals 0-cruiting 'e$spaper ads rade sho$s Hiring older $orkers

/,.

Chich of the follo$ing is a de"ice for collecting information a+out an applicant's education# pre"ious =o+ e-perience# and other +ackground characteristics> &. &n emplo yment test

B &n . assessment center C &n . application form 4 &n affirmati"e action form 0 & pri"acy . form 22

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Chich of the follo$ing refers to the process of determining the skills# a+ilities# and other attri+utes a person needs to perform a particular =o+> &. B . C . 4 . 0 . Recr uitin g raining 7electio n 4e"elop ment (rientati on

/1.

Chile inter"ie$s are DDDDD# they are generally DDDDD predictors of su+sequent =o+ performance. &. rarely used# not "alid $idely used# not "alid rarely used# e-cellent $idely used# "alid painful# e-cellent

B . C . 4 . 0 .

2%

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Rock Bottom# :nc. ?RB:@ has a relati"ely high turno"er rate among its ne$ employees. Recently# the human resource department conducted a series of inter"ie$s $ith employees $ho $ere choosing to lea"e RB: after a short period of time. :t $as concluded that unmet e-pectations $ere the primary reason these people $ere lea"ing so soon. RB: can +egin to sol"e this pro+lem +y emphasizingF &. e-ternal recruiting . B affirmati"e . action. C +etter training and . de"elopment. 4 the use of realistic . =o+ pre"ie$s. 0 employment-at. $ill.

155.

Recruiting methods that are used to promote the hiring# de"elopment# and retention of 3protected groups3 are e-amples ofF &. equ al emp loy men t opp ortu nity. B affirmati "e action. Cillegal discrimin ation. 4unfair la+or practices . 0 nepotis . m.

2)

151.

Chich of the follo$ing is inappropriate to ask on an employment application> &. :f the applicant is o"er 11 B Chere the applicant $ent to . school C :f the applicant has e"er +een con"icted of a crime 4Chether the applicant has any disa+ilities that might inhi+it =o+ performance 0 &pplicant8s . ancestryGethnicity

152.

(n employee applications and during inter"ie$s# it is appropriate to ask all of the follo$ing 0EC02 F &. race or color of skin. B. if the applicant is o"er 11. C if the applicant has e"er +een con"icted of a crime. . 4. prior $ork e-perience. 0 if the applicant has a legal right to $ork in the <nited . 7tates.

15%.

&ccording to M&'&A0R'7 7H(2 &6H in chapter 12# $hich of the follo$ing $ould impro"e your chances of getting the =o+> &. alking too much B urning questions into . con"ersations C . 4. 0 . !ailing to effecti"ely close 7tretching the truth Making a fashion statement

2*

15).

Chat type of inter"ie$ allo$s the applicant a great deal of freedom in determining the course of the con"ersation# +ringing to light information that could other$ise remain concealed> &. 'ondirect i"e inter"ie$ B 7tructured . inter"ie$ C 2anel inter"ie$ . 4 Biographical . inter"ie$ 0 7ituational . inter"ie$

15*.

DDDDD requires the applicant to play the role of a manager $ho must decide ho$ to respond to ten memos in his or her in-+asket $ithin a t$o-hour period. &. Multitask ing B 0mployee . moti"ation test C . 4 . 0 . :n-+asket simulation 0mployee capa+ility test Cold call simulation

15,.

(ne of the ne$est $ays of gauging $hether a candidate is right for the company is +y checkingF &. pre"ious places of employme nt. $ith references. trial employment period. aptitude tests. social net$orking sites.

B. C . 4. 0 .

2,

15..

&ll of the follo$ing are selection de"ices used for assessing applicant qualifications 0EC02 a?n@ DDDDD. &. applic ation form B. inter"ie$ C employment . test 4 assessment . center 0 drug usage . test

151.

Chich of these may include intelligence tests# aptitude and a+ility test# and personality in"entories> &. B . C . 4 . 0 . &ssess ment tests 2ro+a+ility e-ams 0mployment tests 4e"elopmen t tests Culture e-ams

15/.

Blayne is inter"ie$ing for an : specialist position at a technology firm. His inter"ie$er informs him that he $ill ask him a series of standardized questions that are +eing asked of e"ery applicant inter"ie$ing for the same position. his can +est +e descri+ed as $hat type of inter"ie$> &. 'ondirect i"e inter"ie$ B 7tructured . inter"ie$ C 2anel inter"ie$ . 4 Biographical . inter"ie$ 0 7ituational . inter"ie$

2.

115.

Chile on a =o+ inter"ie$ for an administrati"e position at a uni"ersity# &lyssa $as asked to respond to simulated memos and emails that are similar to those she $ould address if she $as in that position. his is an e-ample of a?n@ DDDDD. &. B . C . 4 . 0 . cogniti" e a+ility test performance re"ie$ %,5 degree feed+ack test $ork sample test assessment center

111.

Chich of the follo$ing refers to a method of directing# instructing and training a person $ith the goal to de"elop specific management skills> &. Me nto rin g B 7hado . $ing C Coach . ing 4 &ppren ticeshi p 0 Auidi . ng

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112.

& =unior 92 at a financial ser"ices firm meets regularly $ith 0d$ard# a retired +usinessman $ho is no$ in the +usiness of directing# instructing# and training managers in the de"elopment of their personal competencies. 0d$ard can +est +e descri+ed as a?n@ DDDDD. &. B . C . 4 . 0 . en a+l er prote ge coac h recru iter ment or

11%.

Chich of these is?are@ part of ne$ approaches to recruiting> &. Recr uitin g $elf are recip ients

B 0. cruiting CHiring former prison inmates 4 'ontraditional sources of employees 0 &ll of . these

2/

11).

:n DDDDD# an e-perienced manager sho$s a ne$ employee ho$ to perform =o+ duties. &. on-the=o+ training B classroom training . C orientation . training 4 computer-assisted . instruction 0 realistic =o+ . pre"ie$s

11*.

he most common form of formal corporate training isF &. on-the=o+ training . classroom training. orientation training. de"elopmental training.

B . C . 4 .

0 e-ternal . training. 11,. Chen an e-perienced employee guides and supports a ne$comer or less-e-perienced employee# this is referred to as DDDDD. &. B . C . 4 . 0 . men torin g coachin g managi ng directin g consulti ng

%5

11..

2izza 4elu-e <ni"ersity is an in-house center and education facility that offers +road-+ased learning opportunities for employees. 2izza 4elu-e <ni"ersity $ould +e considered a?n@ DDDDD. &. assessme nt center B on-the-=o+ training . center C . 4 . 0 . orientation center corporate uni"ersity learning community

111.

he process of o+ser"ing and e"aluating an employee's performance# recording the assessment# and pro"iding feed+ack to the employee is referred to asF &. orient ation trainin g. B classroom . training. C a paper-and. pencil test. 4 performance . appraisal. 0 none of . these.

%1

11/.

DDDD pro"ide more challenging assignments# prescri+e ne$ responsi+ilities# and help employees gro$ +y e-panding and de"eloping their a+ilities. &. B . C . 4 . 2ro mot ions &pprai sals 0"aluat ions 0ndorse ments

0 Coachi . ng 125. Chich of the follo$ing is a process that uses multiple raters# including self-rating# to appraise employee performance and guide de"elopment> &. & %,5degree feed+ack B. ;o+ e"aluation C Multiple-rater . appraisal 4 2erformance . appraisal inter"ie$ 0 Homogeneity . appraisal

%2

121.

Chich of the follo$ing performance appraisal methods essentially e"aluates employees +y pitting them against one another> &. 2erfo rman ce re"ie $ ranki ng syste m B7emantic differential rating scale CBeha"iorall y anchored rating scale 4<nidimens ional rating scale 0 &ll of . these

122.

DDDDD is de"eloped from critical incidents relating to =o+ performance. &. 2erfo rman ce appr aisal inter "ie$ B7emantic differential rating scale CBeha"iorall y anchored rating scale 4<nidimens ional rating scale 0 &ll of . these

%%

12%.

(ne of the most dangerous performance e"aluation errors is DDDDD# $hich places an employee into a class or category +ased on one or a fe$ traits or characteristics. &. ho mo gen eity

B the . halo effect C stereot . yping 4 . 0 . 12). di"ers ion lenien cy

Col+y is a ne$ inter"ie$er $ho =ust finished an inter"ie$ $ith Renee. Her professional style and her fla$less grooming immediately struck him. Col+y ga"e Renee a "ery good e"aluation although her pre"ious $ork e-perience and educational +ackground $ere not that e-ceptional. Chat rating error did Col+y succum+ to> &. Halo effect B Central . tendency C Homogeneity . 4. 6eniency 0 Aeneral . tendency

12*.

Chich of the follo$ing refers to all monetary payments and all goods or commodities used in lieu of money to re$ard employees> &. B . C. 4 . 0 . %) Bonu s Compensat ion Cages :ncenti"e 2ay 2oint 7ystem

12,.

Cith DDDDD# compensation is linked to the specific tasks that an employee performs. &. B. C. 4. 0 . skill-+ased pay incenti"e pay =o+-+ased pay salary competency-+ased pay

12..

7andra# a human resources manager at an ad"ertising firm# is currently in the process of determining the "alue and $orth of ad"ertising e-ecuti"e positions $ithin the agency. his is referred to as DDDDD. &. compe nsatio n rightsizing

B . C $age and salary sur"eying 4 incenti"e . pay 0 =o+ . e"aluation 121.

DDDDD is incenti"e pay that ties at least part of compensation to employee effort and performance. &. 2ay-forperformanc e B. 7eniority pay C <ni"ersal . compensation plan 4. Cafeteria-plan 0 Aroup performance . pay

%*

12/.

DDDDD allo$ employees to select the +enefits of greatest "alue to them. &. 2ayforperfor mance B Cafeteria-plan +enefits packages C :ncenti"e pay . 4 Aroup . performance pay 0 Merit-+ased . pay

1%5.

:ntentionally reducing the company8s $orkforce to the point $here the num+er of employees is deemed to +e right for the company8s current situation is referred to as DDDDD. &. B . C . 4 . restr uctu ring rightsiz ing supersi zing reengin eering

0 recruiti . ng 1%1. Chich are used to help determine $hy employees are lea"ing their =o+s> &. erminati on inter"ie$ s B. !ocus groups C 0mployment . tests 4 0-it inter"ie$s . 0 &ssessment . Centers %,

1%2.

Scenario - Gregory Trout Aregory rout has =ust recei"ed a memo e-plaining that +ecause of his department's success $ith the ne$ly de"eloped rout# :nc.# that his request for three ne$ employees has +een appro"ed. Aregory no$ faces the challenge of $orking $ith the areas of human resource management in recruiting# selecting# training and maintaining effecti"e employees. :n recruiting and selecting employees for the ne$ positions# Aregory $ill apply $hich human resource management goal>
a. +. c. d. e. Managing talent Maintaining an effecti"e $orkforce !inding the right people Controlling strategies

:mplementing s

%.

1%%.

Scenario - Gregory Trout Aregory rout has =ust recei"ed a memo e-plaining that +ecause of his department's success $ith the ne$ly de"eloped rout# :nc.# that his request for three ne$ employees has +een appro"ed. Aregory no$ faces the challenge of $orking $ith the areas of human resource management in recruiting# selecting# training and maintaining effecti"e employees. o select high-potential indi"iduals for management positions# $hat is the +est selection de"ice that Aregory could use>
a. +. c. d. e. :nter"ie$. 0mployment test. &ssessment center. ;o+ application form. 'one of these are essential.

%1

1%).

Scenario - Gregory Trout Aregory rout has =ust recei"ed a memo e-plaining that +ecause of his department's success $ith the ne$ly de"eloped rout# :nc.# that his request for three ne$ employees has +een appro"ed. Aregory no$ faces the challenge of $orking $ith the areas of human resource management in recruiting# selecting# training and maintaining effecti"e employees. Chen making a performance e"aluation# $hich of the follo$ing suggestions $ould '( help Aregory>
a. +. c. d.

Be personally k performance le" Be prepared to tell and sell his "ie$ to the employee $hen necessary. Ai"e more frequent feed+ack to ne$er employees. &ll of these suggestions $ould +e helpful.

1%*.

:n training employees for the ne$ positions# Aregory $ill apply $hich human resource management goal>
a. +. c. d. e. Managing talent Maintaining an effecti"e $orkforce !inding the right people Controlling strategies

:mplementing s

1% he term DDDDD refers to acti"ities undertaken to attract# de"elop# and maintain an effecti"e $orkforce ,. $ithin an organization. DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD %/

1% DDDDD refers to the economic "alue of the kno$ledge# e-perience# skills# and capa+ilities of .. employees. DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD 1% DDDDD is the hiring or promoting of applicants +ased on criteria that are not =o+ rele"ant. 1. DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD 1% & policy requiring employers to take positi"e steps to guarantee equal employment opportunities for /. people $ithin protected groups is kno$n as DDDDD. DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD 1) DDDDD are people $ho $ork for an organization# +ut not on a permanent or full-time +asis. 5. DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD 1) DDDDD means using computers and telecommunications equipment to perform $ork from home or 1. another remote location. DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD 1) Cith the DDDDD# the organization and the indi"idual attempt to match the needs# interests# and "alues 2. that they offer each other. DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD 1) DDDDD is the forecasting of human resource needs. %. DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD 1) DDDDD is defined as 3acti"ities or practices that define the characteristics of applicants to $hom ). selection procedures are ultimately applied.3 DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD 1) he systematic process of gathering and interpreting information a+out essential duties refers to *. DDDDD. DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD 1) he DDDDD outlines the kno$ledge# skills# education# physical a+ilities# and other characteristics needed ,. to adequately perform the =o+. DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD 1) & recruiting approach that gi"es applicants all pertinent and realistic information a+out the =o+ and the .. organization is called a?n@ DDDDD. DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD

)5

1) &?n@ DDDDD typically lists =o+ duties as $ell as desira+le qualifications for a particular =o+. 1. DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD 1) :n the DDDDD process# employers attempt to determine the skills# a+ilities# and other attri+utes a person /. needs to perform a particular =o+. DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD 1* he DDDDD is used to collect information a+out the applicant's education# pre"ious =o+ e-perience# and 5. other +ackground characteristics. DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD 1* & $ritten test# designed to measure a particular attri+ute such as intelligence or aptitude# is called a?n@ 1. DDDDD. DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD 1* DDDDD present a series of managerial situations to a group of applicants o"er a period of time. 2. DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD 1* :n DDDDD# an e-perienced employee is asked to take a ne$ employee 3under his or her $ing3 and sho$ %. the ne$comer ho$ to perform =o+ duties. DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD 1* &?n@ DDDDD is an in-house training and education facility that offers +road-+ased learning opportunities ). for employees. DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD 1* DDDDD comprises the steps of o+ser"ing and assessing employee performance# recording and *. assessment# and pro"iding feed+ack to the employee. DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD 1* & process that uses multiple raters including self-rating# to appraise employee performance and guide ,. de"elopment is called DDDDD. DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD 1* DDDDD occurs $hen an employee recei"es the same rating on all dimensions e"en if his or her .. performance is good on some dimensions and poor on others. DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD 1* he DDDDD is de"eloped from critical incidents pertaining to =o+ performance. 0ach =o+ performance 1. scale is anchored $ith specific +eha"ioral statements that descri+e "arying degrees of performance. DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD )1

1* he term DDDDD refers to ?1@ all monetary payments and ?2@ all goods or commodities used in lieu of /. money to re$ard employees. DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD 1, DDDDD is the process of determining the "alue of =o+s $ithin an organization through an e-amination of 5. =o+ content. DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD 1, DDDDD sho$ $hat other organizations pay incum+ents in =o+s that match a sample of 3key3 =o+s 1. selected +y the organization. DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD 1, DDDDD is incenti"e pay that ties at least part of compensation to employee effort and performance. 2. DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD 1, &?n@ DDDDD is an inter"ie$ conducted $ith departing employees to determine $hy they are lea"ing. %. DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD 1, Chat are some inno"ati"e approaches that managers can use to recruit the right people> ).

1, 6ist the three most common types of employment tests that organizations may use to select *. employees.

)2

1, 6ist the most frequently used selection de"ices. ,.

1, 6ist the four steps in attracting an effecti"e $orkforce. ..

1, Chat are the three primary goals of human resource management ?HRM@> 1.

1, 4efine discrimination and affirmati"e action. /.

1. 0-plain the &mericans $ith 4isa+ilities &ct. 5.

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1. 4escri+e the concept of changing social contract +y differentiating +et$een the ne$ and the old 1. contract.

1. Chat are the three primary $ays human resource management is changing> 2.

1. 0-plain the purpose of the selection process and identify four of the most frequently used selection %. de"ices.

1. 'ame and +riefly descri+e four approaches to training and de"elopment. ).

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1. 0-plain the appraisal process kno$n as 3%,5-degree feed+ack.3 *.

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Chapter 12--Managing Human Resources Hey

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*5

1,%. e-it inter"ie$ 1,). J <se of social media J Referrals from current employees J 7earching among the mem+ership of trade groups and associations 1,*. J Cogniti"e a+ility tests J 2hysical a+ility tests J 2ersonality tests 1,,. he most frequently used selection de"ices are the application form# the inter"ie$# employment tests# and assessment centers. 1,.. he four steps are ?1@ human resource planning# ?2@ choose recruiting sources# ?%@ select the candidate# and ?)@ $elcome the ne$ employee. 1,1. he first goal is to attract an effecti"e $orkforce to the organization. he second goal is to train and de"elop the $orkforce to reach its potential. he third goal is to maintain the effecti"eness of the $orkforce o"er the long run. 1,/. 4iscrimination is the hiring or promoting of applicants +ased on criteria that are not =o+ rele"ant. &ffirmati"e action is a policy requiring employers to take positi"e steps to guarantee equal employment opportunities for people $ithin protected groups. 1.5. he &mericans $ith 4isa+ilities &ct ?&4&@ $as passed in 1//5. :t prohi+its discrimination against qualified indi"iduals +y employers on the +asis of disa+ility. :t may require that the organization pro"ide reasona+le accommodations for the disa+led to allo$ performance of essential =o+ duties. 1.1. 2lease refer to 0-hi+it 12.) in the te-t. 1.2. HRM is changing in three primary $aysF focusing on +uilding human capital# de"eloping glo+al HR strategiesK and using information technology. 1.%. he purpose of the selection process is to select desired employees from the pool of recruited applicants. 0mployers attempt to determine the +est fit +et$een the =o+ requirements and applicant capa+ilities. !our of the most frequently used selection de"ices are application forms# inter"ie$s# employment tests# and assessment centers. 1.). (n-the-=o+ training has an e-perienced employee 3adopt3 a ne$ employee to teach him ho$ to perform =o+ duties. Corporate uni"ersities are in-house training and educational facilities that offer +road-+ased learning opportunities for employees. Mentoring in"ol"es a more e-perienced employee +eing paired $ith a ne$comer or less-e-perienced $orker to pro"ide guidance# support# and learning opportunities. 2romotion from $ithin helps employees gro$ +y e-panding and de"eloping their a+ilities. 1.*. %,5-degree feed+ack is a process that uses multiple raters# including self-rating# as a $ay to increase a$areness of strengths and $eaknesses and guide employee de"elopment. Mem+ers of the appraisal group may include super"isors# co$orkers# and customers# as $ell as the indi"idual# thus pro"iding appraisal of the employee from a "ariety of perspecti"es.

*1