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Human Resources Management, 13e (Dessler) Chapter 1 Introduction to Human Resource Management 1) The basic functions of the management

process include all of the following EXCEPT ________. A) planning B) organi ing C) outsourcing !) leading Answer" C E#planation" C) The fi$e basic functions of the management process include planning% organi ing% staffing% leading% and controlling. &utsourcing 'obs ma( be an aspect of human resources% but it is not one of the primar( management functions. !iff" 1 Chapter" 1 &b'ecti$e" 1 )*ill" Concept +earning &utcome" !efine human resource management and describe modern trends in the field ,) -hich of the following is the person responsible for accomplishing an organi ation.s goals b( planning% organi ing% staffing% leading% and controlling personnel/ A) manager B) entrepreneur C) generalist !) mar*eter Answer" A E#planation" A) The manager is the person responsible for accomplishing an organi ation.s goals b( planning% organi ing% staffing% leading% and controlling the efforts of the organi ation.s people. An entrepreneur ma( manage people or ma( hire a manager to do so instead% but entrepreneurs are defined as indi$iduals who start their own businesses. !iff" , Chapter" 1 &b'ecti$e" 1 )*ill" Concept

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2) -hich of the following includes fi$e basic functions55planning% organi ing% staffing% leading% and controlling/ A) 'ob anal(sis B) strategic management C) management process !) adaptabilit( screening Answer" C E#planation" C) The management process includes fi$e basic functions55planning% organi ing% staffing% leading% and controlling. )trategic management refers to the process of identif(ing and e#ecuting the organi ation.s mission b( matching its capabilities with the demands of its en$ironment. !iff" 1 Chapter" 1 &b'ecti$e" 1 )*ill" Concept 6) -hich function of the management process re7uires a manager to establish goals and standards and to de$elop rules and procedures/ A) planning B) organi ing C) staffing !) leading Answer" A E#planation" A) Planning% organi ing% staffing% leading% and controlling are the fi$e main functions of management. The planning function in$ol$es establishing goals and standards% de$eloping rules and procedures% and forecasting. !iff" 1 Chapter" 1 &b'ecti$e" 1 )*ill" Concept 8) Celeste spends most of her time at wor* establishing goals for her staff of fift( emplo(ees and de$eloping procedures for $arious tas*s. 3n which function of the management process does Celeste spend most of her time/ A) leading B) controlling C) organi ing !) planning Answer" ! E#planation" !) The planning function of the management process re7uires managers to establish goals and standards% de$elop rules and procedures% and de$elop plans and forecast. +eading in$ol$es moti$ating staff% while controlling re7uires a manger to set standards% such as sales 7uotas. Assigning tas*s to emplo(ees is an aspect of the organi ing function. !iff" , Chapter" 1 &b'ecti$e" 1 )*ill" Application
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9) :olene% a manager% delegates the responsibilit( for a pro'ect to +ee% her subordinate. :olene is most li*el( in$ol$ed in which function of the management process/ A) staffing B) organi ing C) moti$ating !) leading Answer" B E#planation" B) The organi ing function of the management process includes delegating authorit( to subordinates and establishing channels of communication. The organi ing function also includes establishing departments and coordinating the wor* of subordinates. !iff" , Chapter" 1 &b'ecti$e" 1 )*ill" Application +earning &utcome" !escribe effecti$e inter$iewing techni7ues ;) -hen managers use metrics to assess performance and then de$elop strategies for correcti$e action% the( are performing the ________ function of the management process. A) planning B) leading C) controlling !) organi ing Answer" C E#planation" C) The controlling function of the management process re7uires managers to set standards such as sales 7uotas% 7ualit(% standards% or production le$els. <anagers then compare actual performance with the standards% which often in$ol$es the use of metrics. Correcti$e action is then ta*en when necessar(. !iff" , Chapter" 1 &b'ecti$e" 1 )*ill" Concept +earning &utcome" !escribe effecti$e inter$iewing techni7ues

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=) -hich function of the management process includes selecting emplo(ees% setting performance standards% and compensating emplo(ees/ A) organi ing B) planning C) moti$ating !) staffing Answer" ! E#planation" !) The staffing function of the management process is also *nown as the human resource management function. The staffing function addresses the process of ac7uiring% training% appraising% and compensating emplo(ees% as well as addressing issues of labor relations% wor*er safet(% and fairness. !iff" 1 Chapter" 1 &b'ecti$e" 1 )*ill" Concept +earning &utcome" !escribe effecti$e inter$iewing techni7ues >) +arr(% a manager at a commercial real estate firm% has established a monthl( sales 7uota for his sales team. -hich basic function of management best describes +arr(.s actions/ A) planning B) organi ing C) controlling !) staffing Answer" C E#planation" C) The controlling function in$ol$es setting standards such as sales 7uotas and production le$els. Comparing actual performance with the standards is also an aspect of the controlling function. !iff" , Chapter" 1 &b'ecti$e" 1 )*ill" Application +earning &utcome" !escribe effecti$e inter$iewing techni7ues

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11) ________ is the process of ac7uiring% training% appraising% and compensating emplo(ees% and attending to their labor relations% health and safet(% and fairness concerns. A) +abor relations B) 4uman resource management C) Beha$ioral management !) &rgani ational health and safet( management Answer" B E#planation" B) 4uman resource management is the process of ac7uiring% training% appraising% and compensating emplo(ees% and attending to their labor relations% health and safet(% and fairness concerns. 4?< falls under the staffing function of the management process. !iff" 1 Chapter" 1 &b'ecti$e" 1 )*ill" Concept +earning &utcome" !efine human resource management and describe modern trends in the field 11) 3n the management process% which of the following is an acti$it( associated with the leading function/ A) maintaining emplo(ee morale B) setting performance standards C) training new emplo(ees !) de$eloping procedures Answer" A E#planation" A) The management process includes fi$e functions55planning% organi ing% staffing% leading% and controlling. The leading function re7uires a manager to get emplo(ees to accomplish their 'obs% maintaining morale% and moti$ating subordinates. !iff" 1 Chapter" 1 &b'ecti$e" 1 )*ill" Concept

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1,) Personnel acti$ities associated with human resource management most li*el( include all of the following EXCEPT ________. A) orienting and training new emplo(ees B) appraising emplo(ee performance C) building emplo(ee commitment !) de$eloping customer relationships Answer" ! E#planation" !) 4uman resource management in$ol$es numerous personnel5related acti$ities% and 4? managers are less li*el( to interact with customers. <anaging compensation% orienting new emplo(ees% appraising emplo(ee performance% and de$eloping emplo(ee commitment are t(pical aspects of the 4? manager.s 'ob. !iff" , Chapter" 1 &b'ecti$e" 1 )*ill" Concept +earning &utcome" !efine human resource management and describe modern trends in the field 12) -hich of the following best e#plains wh( human resource management is important to all managers/ A) Technological changes and global competition re7uire clear organi ation charts. B) )ophisticated accounting controls are supported b( human resource managers. C) An enthusiastic labor force is li*el( to pro$ide financial support to local unions. !) 3n$esting in human capital enables managers to achie$e positi$e results for the firm. Answer" ! E#planation" !) @etting results is the bottom line of managing% and it is primaril( accomplished through human capital% which is the *nowledge% education% training% s*ills and e#pertise of a firm.s wor*ers. <anagers throughout a firm need good people to get results% and hiring and retaining good people is the ob'ecti$e of 4?<. !iff" 2 AAC)B" Anal(tic )*ills Chapter" 1 &b'ecti$e" ,% 6 )*ill" )(nthesis +earning &utcome" !efine human resource management and describe modern trends in the field

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16) According to e#perts% the primar( hindrance to a firm.s producti$it( is its inabilit( to ________. A) establish effecti$e manufacturing facilities B) ac7uire and maintain human capital C) use ad$anced accounting controls !) attain ade7uate cash and credit Answer" B E#planation" B) E#perts assert that it.s the wor* force and the compan(.s inabilit( to recruit and maintain a good wor* force that constitutes a bottlenec* for production. Pro'ects bac*ed b( good ideas% $igor% and enthusiasm are less li*el( to be stopped b( a shortage of cash than a shortage of human capital% which is the *nowledge% education% training% s*ills and e#pertise of a firm.s wor*ers. !iff" , Chapter" 1 &b'ecti$e" ,% 8 )*ill" )(nthesis 18) ________ is the right to ma*e decisions% to direct the wor* of others% and to gi$e orders. A) +eadership B) Authorit( C) <anagement !) ?esponsibilit( Answer" B E#planation" B) The right to ma*e decisions% to direct the wor* of others% and to gi$e orders is *nown as authorit(. +ine authorit( gi$es managers the right to issue orders to other managers or emplo(ees. 3n contrast% staff authorit( gi$es the manager the authorit( to ad$ise other managers or emplo(ees. !iff" 1 Chapter" 1 &b'ecti$e" , )*ill" Concept 19) -hich of the following best defines line authorit(/ A) management o$er a small staff in a public firm B) management with fle#ible decision5ma*ing powers C) a manager.s right to ad$ise other managers or emplo(ees !) a manager.s right to issue orders to other managers or emplo(ees Answer" ! E#planation" !) +ine authorit( is a a manager.s right to issue order to other managers or emplo(ees% which creates a superior5subordinate relationship. )taff authorit( refers to a manager.s right to ad$ise other managers or emplo(ees% which creates an ad$isor( relationship. !iff" , Chapter" 1 &b'ecti$e" , )*ill" Concept

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1;) 3n most organi ations% human resource managers are categori ed as ________% who assist and ad$ise ________ in areas li*e recruiting% hiring% and compensation. A) staff managersA line managers B) line managersA middle managers C) line managersA staff managers !) functional managersA staff managers Answer" A E#planation" A) 4uman resource managers are usuall( staff managers. The( assist and ad$ise line managers in areas li*e recruiting% hiring% and compensation. 4owe$er% line managers still ha$e human resource duties. !iff" 2 Chapter" 1 &b'ecti$e" , )*ill" Concept 1=) @erard is authori ed to direct the wor* of subordinates and is responsible for accomplishing the organi ation.s tas*s. @erard is most li*el( a ________. A) training specialist B) staff manager C) line manager !) recruiter Answer" C E#planation" C) A line manager is authori ed to direct the wor* of subordinates and is responsible for accomplishing the organi ation.s tas*s. Bnli*e line managers% staff managers lac* the authorit( to issue orders down the chain of command. ?ecruiters and training specialists are specialties within the 4? department% and 4? managers are usuall( staff managers rather than line managers. !iff" 1 Chapter" 1 &b'ecti$e" , )*ill" Application 1>) -hich of the following has historicall( been an integral part of e$er( line manager.s duties/ A) responding to customer complaints B) handling personnel issues C) creating personnel policies !) establishing dress codes Answer" B E#planation" B) All line managers directl( handle issues related to their subordinates% such as training new emplo(ees% creating department morale% and protecting emplo(ees. health and safet(. Although line managers are in$ol$ed in interpreting a firm.s policies% the( are not alwa(s in$ol$ed in creating policies. !iff" , Chapter" 1 &b'ecti$e" 2 )*ill" Concept
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,1) A line manager.s human resource responsibilities most li*el( include all of the following EXCEPT ________. A) maintaining department morale B) controlling labor costs C) protecting emplo(ees. health !) mar*eting new products and ser$ices Answer" ! E#planation" !) 4uman resource management most often in$ol$es creating and maintaining department morale% controlling labor costs% and protecting emplo(ees. health and ph(sical condition. 4andling personnel is an integral part of e$er( line manager.s duties% but mar*eting new products is not a personnel issue and would be handled b( the mar*eting department. !iff" , Chapter" 1 &b'ecti$e" 2 )*ill" Concept ,1) -hich of the following refers to the authorit( e#erted b( an 4? manager as coordinator of personnel acti$ities/ A) staff authorit( B) line authorit( C) functional authorit( !) corporate authorit( Answer" C E#planation" C) Cunctional authorit( refers to the authorit( e#erted b( an 4? manager as coordinator of personnel acti$ities. An 4? manager ensures that line managers are implementing the firm.s 4? policies and practices. +ine authorit( is a a manager.s right to issue orders to other managers or emplo(ees% which creates a superior5subordinate relationship. )taff authorit( refers to a manager.s right to ad$ise other managers or emplo(ees% which creates an ad$isor( relationship. !iff" 1 Chapter" 1 &b'ecti$e" 2 )*ill" Concept

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,,) -hich of the following is most li*el( a line function of the human resource manager/ A) ensuring that line managers are implementing 4? policies B) ad$ising line managers about how to implement EE& laws C) representing the interests of emplo(ees to senior management !) directing the acti$ities of subordinates in the 4? department Answer" ! E#planation" !) 4? managers carr( out three primar( functions55line% coordinati$e% and staff. !irecting members of the 4? staff is a line function. Ensuring that line managers implement 4? policies is a coordinati$e function. Ad$ising line managers and representing emplo(ee interests to senior management are staff functions. !iff" 2 Chapter" 1 &b'ecti$e" 2 )*ill" Concept ,2) &ne of the ________ functions of a human resource manager includes directing the acti$ities of his or her subordinates in the 4? department. A) coordinati$e B) corporate C) staff !) line Answer" ! E#planation" !) +ine functions% staff functions% and coordinati$e functions are the three primar( functions of 4? managers. E#amples of line functions include a human resource manager directing the acti$ities of the people in his or her own department or perhaps in related areas Dli*e the plant cafeteria). !iff" 1 Chapter" 1 &b'ecti$e" 2 )*ill" Concept ,6) -hich of the following is an e#ample of a coordinati$e function performed b( 4? managers/ A) ensuring that line managers are adhering to a firm.s se#ual harassment policies B) $oicing emplo(ee concerns about health benefits and wages to upper management C) pro$iding upper management with rele$ant data on national emplo(ment trends !) assisting line managers with hiring% e$aluating% and firing emplo(ees Answer" A E#planation" A) The human resource manager performs coordinati$e functions which re7uire coordinating personnel acti$ities. This function is often referred to as functional authorit( Dor functional control). 4ere he or she ensures that line managers are implementing the firm.s human resource policies and practices% such as adhering to se#ual harassment policies. !iff" 2 Chapter" 1 &b'ecti$e" 2 )*ill" Application
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,8) ________ functions in$ol$e assisting and ad$ising line managers% and the( are the central aspect of a human resource manager.s 'ob. A) )taff B) Ad$ocac( C) +ine !) Coordinati$e Answer" A E#planation" A) )taff functions in$ol$e assisting and ad$ising line managers% and the( are the heart of the human resource manager.s 'ob. 4e or she ad$ises the CE& so the CE& can better understand the personnel aspects of the compan(.s strategic options. 4? also assists in hiring% training% e$aluating% rewarding% counseling% promoting% and firing emplo(ees. +ine and coordinati$e functions are the other two primar( duties of an 4? manager. !iff" 1 Chapter" 1 &b'ecti$e" 2 )*ill" Concept +earning &utcome" !efine human resource management and describe modern trends in the field ,9) All of the following are wa(s in which an 4? manager most li*el( assists and ad$ises line managers EXCEPT ________. A) administering health and accident insurance programs B) representing emplo(ees. interests to upper management C) ma*ing strategic business planning decisions !) hiring% training% and e$aluating emplo(ees Answer" C E#planation" C) <a*ing strategic business plans is t(picall( the 'ob of upper le$el managers. 4? managers also represent the interests of emplo(ees to top management and assist line managers with hiring% training% and e$aluating emplo(ees. !iff" 2 Chapter" 1 &b'ecti$e" 2 )*ill" Concept +earning &utcome" !efine human resource management and describe modern trends in the field

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,;) 4uman resource managers generall( e#ert ________ within the human resources department and ________ outside the human resources department. A) line authorit(A implied authorit( B) staff authorit(A line authorit( C) functional authorit(A line authorit( !) staff authorit(A implied authorit( Answer" A E#planation" A) 4? managers usuall( ha$e line authorit( in the 4? department% which means the( ha$e the right to issue orders to other managers or emplo(ees. 4owe$er% outside of the 4? department% 4? managers are li*el( to e#ert implied authorit( because line managers reali e that the 4? manager has top management.s ear in areas li*e testing and affirmati$e action. )taff authorit( refers to a manager.s authorit( to ad$ise managers or emplo(ees outside of hisEher department. !iff" 2 Chapter" 1 &b'ecti$e" 2 )*ill" Concept ,=) All of the following are functions of the human resource manager EXCEPT ________. A) ensuring that line managers are implementing 4? policies B) ad$ising line managers about how to implement EE& laws C) representing the interests of emplo(ees to senior management !) integrating the duties of line managers with staff managers Answer" ! E#planation" !) Ensuring that line managers implement 4? policies% ad$ising line managers about EE& laws% and representing emplo(ee interests to senior management are common 4?< functions. 3ntegrating line and staff manager functions is not an 4?< acti$it(. !iff" 2 Chapter" 1 &b'ecti$e" 2 )*ill" Concept +earning &utcome" !efine human resource management and describe modern trends in the field ,>) All of the following are e#amples of human resource specialties EXCEPT ________. A) 'ob anal(st B) financial ad$isor C) compensation manager !) labor relations specialist Answer" B E#planation" B) 4? management specialties include recruiter% EE& coordinator% 'ob anal(st% compensation manager% training specialist% and labor relations specialist. 4? managers are less li*el( to ser$e as financial ad$isors. !iff" , Chapter" 1 &b'ecti$e" 2 )*ill" Concept 21) 3n general% how man( human resource emplo(ees would be on staff for a firm with 811 total
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emplo(ees/ A) 1 B) , C) 8 !) 11 Answer" C E#planation" C) 3n most firms% there is one 4? emplo(ee for e$er( 111 compan( emplo(ees. Therefore% a firm with 811 compan( emplo(ees would re7uire 8 4? emplo(ees to handle all of the firm.s 4? issues. !iff" , Chapter" 1 &b'ecti$e" 2 )*ill" Application 21) -hich of the following human resource management specialties calls for collecting data to write 'ob descriptions/ A) 'ob anal(st B) 'ob training specialist C) compensation manager !) EE& coordinator Answer" A E#planation" A) As a 'ob anal(st% a human resource manager collects and e#amines information about 'obs to prepare 'ob descriptions. 4? managers also act as recruiters% EE& coordinators% compensation managers% training specialists% and labor relations specialists. !iff" 1 Chapter" 1 &b'ecti$e" 2 )*ill" Concept 2,) -hich of the following focuses on using centrali ed call centers and outsourcing arrangements with $endors as a wa( to pro$ide speciali ed support for certain 4? acti$ities/ A) embedded 4? units B) corporate 4? groups C) 4? centers of e#pertise !) transactional 4? groups Answer" ! E#planation" !) Transactional 4? groups focus on using centrali ed call centers and outsourcing arrangements with $endors% such as benefits ad$isors% to pro$ide speciali ed support in da(5to5da( transactional 4? acti$ities to a firm.s emplo(ees. Acti$ities ma( include changing benefits plans and pro$iding updated appraisal forms. !iff" , Chapter" 1 &b'ecti$e" 2 )*ill" Concept

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22) An 4? generalist at -ilson <anufacturing has been assigned to the sales department to pro$ide 4? management assistance as needed. -hich of the following best describes the structure of the 4? ser$ices pro$ided at -ilson <anufacturing/ A) transactional 4? groups B) embedded 4? units C) 4? centers of e#pertise !) corporate 4? groups Answer" B E#planation" B) 3n the embedded 4? unit structure% an 4? generalist is assigned directl( to a department within an organi ation to pro$ide locali ed human resource management assistance as needed. Transactional% corporate% and centers of e#pertise are three other t(pical organi ational approaches to 4?. !iff" , Chapter" 1 &b'ecti$e" 2 )*ill" Application

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26) ?oberta -hitman has recentl( been hired b( :ac*son Pharmaceuticals as the senior $ice president of human resources. :ac*son Pharmaceuticals has a histor( of problems within its 4? department including difficulties recruiting and retaining 7ualified emplo(ees% EE& $iolations% inade7uate emplo(ee training programs% and confusion regarding health benefit enrollment and co$erage. -ith (ears of e#perience transforming 4? departments in other firms% -hitman belie$es she can correct the problems at :ac*son Pharmaceuticals. -hich of the following best supports -hitman.s idea to de$elop a transactional 4? group to handle benefits administration/ A) An embedded 4? unit would assist top management with big picture issues as well as benefits administration. B) E#tensi$e training has been pro$ided to line managers so that the( full( understand the different insurance options a$ailable to emplo(ees. C) &utside $endors speciali ing in all aspects of benefits administration would pro$ide impro$ed support to the firm.s emplo(ees. !) +ower insurance premiums would eliminate the need for outsourcing ser$ices and impro$e emplo(ee health co$erage. Answer" C E#planation" C) The transactional 4? group focuses on using centrali ed call centers and outsourcing arrangements with $endors Dsuch as benefits ad$isors) to pro$ide speciali ed support in da(5to5da( transactional 4? acti$ities Dsuch as changing benefits plans and pro$iding updated appraisal forms) to the compan(.s emplo(ees. B( outsourcing benefits administration% :ac*son would allow 4? managers to focus on other issues and enable benefits specialists to handle benefits enrollment and co$erage issues. Corporate 4? groups rather than embedded 4? units wor* with top management. 3t is not the role of line managers to handle benefits administration. !iff" 2 AAC)B" ?eflecti$e thin*ing s*ills Chapter" 1 &b'ecti$e" 2 )*ill" Critical Thin*ing +earning &utcome" !efine human resource management and describe modern trends in the field

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28) ?oberta -hitman has recentl( been hired b( :ac*son Pharmaceuticals as the senior $ice president of human resources. :ac*son Pharmaceuticals has a histor( of problems within its 4? department including difficulties recruiting and retaining 7ualified emplo(ees% EE& $iolations% inade7uate emplo(ee training programs% and confusion regarding health benefit enrollment and co$erage. -ith (ears of e#perience transforming 4? departments in other firms% -hitman belie$es she can correct the problems at :ac*son Pharmaceuticals. -hich of the following best supports the argument that -hitman should create embedded 4? units and assign relationship managers to each department within the firm/ A) Emplo(ees fre7uentl( complain about the inconsistent assistance the( recei$e from the 4? department due to its large si e. B) The global nature of the firm ma*es it difficult for the 4? department to effecti$el( communicate corporate messages to emplo(ees scattered around the world. C) Centrali ed call centers would enable the 4? department to pro$ide speciali ed support on dail( transactional acti$ities. !) +ine managers want to implement additional screening and e$aluations to impro$e the 7ualit( of their subordinates. Answer" A E#planation" A) The embedded 4? unit assigns 4? generalists Dalso *nown as Frelationship managersF or F4? business partnersF) directl( to departments li*e sales and production% to pro$ide the locali ed human resource management assistance the departments need. 3f emplo(ees are unable to recei$e the 4? assistance the( need on a regular basis% then it would be appropriate for the firm to assign 4? generalists to each department as a direct line to the 4? department. !iff" 2 AAC)B" ?eflecti$e thin*ing s*ills Chapter" 1 &b'ecti$e" 2 )*ill" Critical Thin*ing +earning &utcome" !efine human resource management and describe modern trends in the field

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29) -hich of the following responsibilities is shared b( line managers and human resource managers in most firms/ A) preemplo(ment testing B) benefits administration C) initial screening inter$iews !) performance appraisals Answer" ! E#planation" !) 3n most firms% line managers and 4? managers both ha$e 4? responsibilities% but the( t(picall( share acti$ities li*e emplo(ment inter$iews% performance appraisals% and s*ills training. Preemplo(ment testing% benefits administration% and initial screening inter$iews are usuall( handled b( 4? managers rather than line managers. !iff" , Chapter" 1 &b'ecti$e" 2 )*ill" Concept +earning &utcome" !escribe the process of performance appraisal and different appraisal methods 2;) 3n most firms% line managers wor* in con'unction with 4? managers when ________. A) $isiting college campuses to recruit B) inter$iewing 'ob applicants C) administering preemplo(ment tests !) testing emplo(ees for drugs Answer" B E#planation" B) 3nter$iewing 'ob applicants is a dut( shared b( line managers and 4? managers in o$er 91G of firms. ?ecruiting at college campuses% administering preemplo(ment tests% and testing emplo(ees for drugs are primaril( the responsibilities of 4? managers. !iff" , Chapter" 1 &b'ecti$e" 2 )*ill" Concept

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2=) 4ow ha$e globali ation and increased competition most li*el( affected human resource management/ A) Corporate intranets are used b( 4? managers to communicate important messages. B) 4? managers need to focus on integrating ethics into a firm.s policies and practices. C) Benefits administration is increasingl( being handled internall( as a wa( to lower costs. !) 4? managers need to focus on big picture issues to help firms achie$e their strategic goals. Answer" ! E#planation" !) @lobali ation and increased competition are significant trends in the business world% and as a result firms must be more competiti$e% responsi$e% and cost5effecti$e. 4? managers are now focusing on big picture issues such as helping firms achie$e their strategic goals. Transactional ser$ices li*e benefits administration are fre7uentl( being outsourced. !iff" 2 AAC)B" ?eflecti$e thin*ing s*ills Chapter" 1 &b'ecti$e" 6 )*ill" Critical Thin*ing +earning &utcome" !escribe the global human resource challenges related to differences among countries 2>) ________ refers to the tendenc( of firms to e#tend their sales% ownership% andEor manufacturing to new mar*ets abroad. A) E#pansion B) @lobali ation C) E#port growth !) !i$ersification Answer" B E#planation" B) @lobali ation is the tendenc( of firms to e#tend their sales% ownership% andEor manufacturing to new mar*ets abroad. Cirms usuall( e#pand globall( to e#pand sales% cut labor costs% or form partnerships with foreign firms. !iff" 1 Chapter" 1 &b'ecti$e" 6 )*ill" Concept +earning &utcome" !escribe the global human resource challenges related to differences among countries

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61) All of the following are the most common reasons that firms decide to globali e EXCEPT ________. A) reducing labor costs B) super$ising 7ualit( control methods C) see*ing new foreign products to sell !) forming international partnerships Answer" B E#planation" B) The primar( reasons that firms decide to e#pand abroad are to reduce labor costs% see* new foreign products or ser$ices to sell% and form international partnerships. Cor consumers% lower prices and higher 7ualit( are benefits of globali ation% but firms are less li*el( to decide to globali e because the( want to impro$e 7ualit( control. !iff" , Chapter" 1 &b'ecti$e" 6 )*ill" Concept +earning &utcome" !escribe the global human resource challenges related to differences among countries 61) -hich of the following is a potential disad$antage to consumers of the globali ation trend among businesses/ A) increased costs of goods B) increased insurance costs C) higher labor union fees !) reduced 'ob securit( Answer" ! E#planation" !) @lobali ation brings both benefits and threats to consumers. 3t means lower prices and higher 7ualit( on practicall( e$er(thing from computers to cars% but also the prospect of wor*ing harder% and perhaps ha$ing less secure 'obs. !iff" , AAC)B" !(namics of the global econom( Chapter" 1 &b'ecti$e" 6 )*ill" Concept +earning &utcome" !escribe the global human resource challenges related to differences among countries

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6,) -hich of the following best e#plains the shift from manufacturing to ser$ice 'obs in the B.)./ A) creation of integrated suppl( chains B) firms producing their own raw materials C) global en$ironmental concerns and legislation !) -eb5based training programs for blue5collar wor*ers Answer" A E#planation" A) <anufacturers are collaborating with their suppliers to create integrated suppl( chains. )uch actions eliminate slac* and inefficiencies out of the production s(stem and enable firms to produce more products with fewer emplo(ees. !iff" 2 AAC)B" !(namics of the global econom( Chapter" 1 &b'ecti$e" 6 )*ill" Concept +earning &utcome" !escribe effecti$e inter$iewing techni7ues 62) -hat term refers to the *nowledge% education% training% s*ills% and e#pertise of a firm.s wor*ers/ A) human resources B) human capital C) intangible assets !) contingent personnel Answer" B E#planation" B) 4uman capital is the *nowledge% education% training% s*ills% and e#pertise of a firm.s wor*ers. 3n the modern wor*force% emplo(ment is shifting from manual wor*ers to *nowledge wor*ers. !iff" 1 Chapter" 1 &b'ecti$e" 6 )*ill" Concept 66) -hich of the following describes the most significant demographic trend facing the B.). wor* force/ A) increased number of aging wor*ers B) decreased number of contingent wor*ers C) increased number of blue5collar wor*ers !) decreased number of bilingual wor*ers Answer" A E#planation" A) &ne of the most significant demographic trends facing the B.). wor*force is the increasing number of aging wor*ers% who are those o$er age 88. There are not enough (ounger wor*ers to replace the pro'ected number of bab( boom era older5wor*er retirees. As a result% man( retirees are returning to the wor*force. !iff" , Chapter" 1 &b'ecti$e" 6 )*ill" Concept
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68) &$er the ne#t few (ears% emplo(ers ma( face a se$ere labor shortage because ________. A) there are fewer people entering the wor*force than there are retiring bab( boomers B) one5third of single mothers are not emplo(ed in the B.). labor force C) there are too man( nontraditional wor*ers holding multiple 'obs !) older emplo(ees are more famil(5centric than (ounger emplo(ees Answer" A E#planation" A) Emplo(ers are faced with a possible labor shortage because bab( boomers account for a large percentage of the wor*force. As these wor*ers reach retirement age% (ounger wor*ers will need to fill the open positions% e#cept there are fewer (ounger wor*ers a$ailable. The famil(5centric nature and poor wor* $alues of (ounger wor*ers are problematic for emplo(ers% but neither one is the cause of a labor shortage. !iff" 2 Chapter" 1 &b'ecti$e" 6 )*ill" Concept 69) According to emplo(er sur$e(s% one of the primar( challenges of @eneration H emplo(ees is their ________. A) inabilit( to use information technolog( B) inade7uate multi5tas*ing s*ills C) inabilit( to balance wor* and famil( !) need for constant praise and recognition Answer" ! E#planation" !) @eneration H has been described as Fthe most high maintenance wor*force in the histor( of the world%F which is wh( the primar( challenge of @eneration H emplo(ees is their constant need for feedbac* and recognition. 4owe$er% @eneration H grew up using computers% so their greatest strength relates to their abilit( to use information technolog(. !iff" 2 Chapter" 1 &b'ecti$e" 6 )*ill" Concept 6;) -hich of the following best describes a nontraditional wor*er/ A) wor*ers near retirement age B) ethnicall( di$erse wor*ers C) wor*ers with multiple 'obs !) ser$ice5based wor*ers Answer" C E#planation" C) Iontraditional wor*ers include those who hold multiple 'obs% or who are FcontingentF or part5time wor*ers% or who are wor*ing in alternati$e wor* arrangements. Toda(% almost 11G of American wor*ers fit this nontraditional wor*force categor(. &f these% about = million are independent contractors who wor* on specific pro'ects and mo$e on once the( complete the pro'ects. !iff" 1 Chapter" 1 &b'ecti$e" 6 )*ill" Concept
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6=) @lobali ation% competition% and technolog( ha$e led to which of the following trends in human resource management/ A) 4? managers primaril( focus on pro$iding transactional ser$ices li*e recruiting and hiring. B) <etrics used to measure emplo(ee potential ha$e been replaced b( standardi ed testing. C) 4? managers assist top management with de$eloping and implementing new strategies. !) Emplo(ee contracts are fre7uentl( used b( 4? managers to protect the interests of the firm. Answer" C E#planation" C) @lobali ation% competition% wor*force trends% and economic uphea$al ha$e led 4? managers to become more in$ol$ed with top management in de$eloping and implementing the firm.s strategies or long5term plans. 4? managers are focusing more on the big picture and less on transactional ser$ices% which are being increasingl( outsourced. !iff" 2 Chapter" 1 &b'ecti$e" 8 )*ill" Concept +earning &utcome" !efine human resource management and describe modern trends in the field 6>) All of the following are wa(s in which emplo(ers use technolog( to support their human resource management acti$ities EXCEPT ________. A) pa(ing emplo(ees and suppliers electronicall( B) offshoring and outsourcing benefits administration ser$ices C) offering online emplo(ee training through streaming des*top $ideos !) de$eloping data warehouses to compare emplo(ees. s*ills with the firm.s needs Answer" B E#planation" B) Although outsourcing ser$ices such as benefits administration is becoming common among emplo(ers% the acti$it( is not related to technolog( changes in 4? management acti$ities. Technological applications that are used to support 4? include using electronic pa(ment s(stems% pro$iding training through streaming $ideos% using data warehouses to monitor 4? s(stems% and monitoring the e5mail and 3nternet usage of emplo(ees. !iff" 2 AAC)B" Bse of information technolog( Chapter" 1 &b'ecti$e" 8 )*ill" Concept +earning &utcome" !efine human resource management and describe modern trends in the field

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81) -hich term refers to using e#ternal $endors to perform 4? 'obs that were once handled b( a firm internall(/ A) freelancing B) outsourcing C) rightsi ing !) warehousing Answer" B E#planation" B) &utsourcing refers to using outside $endors to pro$ide a ser$ice that was once handled internall( b( a firm.s emplo(ees. <an( transactional 4? ser$ices are being outsourced% such as issuing chec*s and handling benefits administration. !iff" 1 Chapter" 1 &b'ecti$e" 8 )*ill" Concept 81) ?o(all J Compan( streamlined its annual benefits pac*age enrollments b( digiti ing and aggregating the former paper benefits reports% electronic spreadsheets% and benefit summaries and pro$iding the materials at a single location on the compan( intranet. ?o(all is most li*el( using aDn) ________. A) spam filter B) -eb portal C) 7uer( processor !) software license Answer" B E#planation" B) A -eb portal is most li*el( being used b( ?o(all. -eb portals are used b( emplo(ers to enable emplo(ees to sign up for and manage their own benefits pac*ages and to update their personal information. !iff" , AAC)B" Bse of information technolog( Chapter" 1 &b'ecti$e" 8 )*ill" Application

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8,) -hich of the following would pro$ide the best solution for a global firm.s 4? department that needs to immediatel( pro$ide emplo(ees with corporate information/ A) streaming des*top $ideo B) electronic outsourcing C) producti$it( software !) networ* monitoring Answer" A E#planation" A) )treaming des*top $ideos are used b( firms to facilitate distance learning and training or to pro$ide corporate information to emplo(ees 7uic*l( and ine#pensi$el(. Cor a global firm% streaming $ideos is the best wa( to pro$ide information to wor*ers around the world. !iff" , AAC)B" Bse of information technolog( Chapter" 1 &b'ecti$e" 8 )*ill" Application 82) An 4? manager who wants to anal( e the costs associated with each new hire will most li*el( use which of the following/ A) podcasts B) -eb portal C) data warehouse !) public domain software Answer" C E#planation" C) !ata warehouses and computeri ed anal(tical programs help 4? managers monitor their 4? s(stems. Both ma*e it simpler for 4? managers to assess things li*e cost per hire and to compare current emplo(ees. s*ills with the firm.s pro'ected strategic needs. !iff" , AAC)B" Bse of information technolog( Chapter" 1 &b'ecti$e" 8 )*ill" Application

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86) Bnli*e 4? managers of the past% modern 4? managers must be able to ________. A) assist with emplo(ee training in $arious departments within a firm B) e#plain 4? acti$ities in terms of a firm.s finances and producti$it( C) determine the most appropriate compensation for emplo(ees !) hire wor*ers who are well5matched to a firm.s 4? needs Answer" B E#planation" B) 3n the past% 4? managers mainl( focused on emplo(ee training% compensation% and hiring. Iow% 4? managers need to be familiar with strategic planning% mar*eting% production% and finance. 4e or she must also be able to Fspea* the CC&.s language%F b( e#plaining human resource acti$ities in financiall( measurable terms% such as return on in$estment and cost per unit of ser$ice. !iff" 2 Chapter" 1 &b'ecti$e" 8 )*ill" Concept +earning &utcome" !efine human resource management and describe modern trends in the field 88) Tara ?obles earned an <BA degree and is now an 4? manager for a Cortune 811 compan(. 3n which of the following tas*s does Tara.s ad$anced degree benefit her the most/ A) using application ser$ice pro$iders to e#pedite emplo(ee ser$ices B) assisting upper management in formulating business strategies C) distributing pension pa(ments to retiring emplo(ees !) recruiting college graduates for entr(5le$el positions Answer" B E#planation" B) 4uman resource managers in toda(.s wor*force still need s*ills in areas such as emplo(ee selection% training% and compensation% as 4? managers in the past did. 4owe$er% modern 4? managers also re7uire broader business *nowledge and proficiencies% which can be gained through an <BA program. Cor e#ample% to assist top management in formulating strategies% the human resource manager needs to be familiar with strategic planning% mar*eting% production% and finance. 4e or she must also be able to Fspea* the CC&.s language%F b( e#plaining human resource acti$ities in financiall( measurable terms% such as return on in$estment and cost per unit of ser$ice. !iff" 2 AAC)B" Anal(tic )*ills Chapter" 1 &b'ecti$e" 8 )*ill" Application +earning &utcome" !efine human resource management and describe modern trends in the field

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89) -hich of the following best e#plains wh( top 4? e#ecuti$es are being paid increasingl( high salaries/ A) A firm.s $ision is onl( effecti$e when 4? managers pla( a strategic role in its de$elopment. B) Effecti$e 4? managers increase corporate profitabilit( and organi ational performance. C) Transactional acti$ities are more cost5effecti$e when outsourced b( 4?. !) Business strategies de$eloped b( 4? managers are 7uantifiable. Answer" B E#planation" B) Crom top management.s point of $iew% it.s not sufficient that 4? management 'ust o$ersee acti$ities such as recruiting and benefits. 3t must add $alue% particularl( b( boosting profitabilit( and performance in measurable wa(s. )o% man( top5ran*ed human resource managers earn multi5million dollar total ta*e home pa(. !iff" 2 Chapter" 1 &b'ecti$e" 8 )*ill" Concept +earning &utcome" !efine human resource management and describe modern trends in the field 8;) )trategic human resource management refers to ________. A) formulating and e#ecuting human resource policies and practices that produce the emplo(ee competencies and beha$iors the compan( needs to achie$e strategic aims B) planning the balance of internal strengths and wea*nesses with e#ternal opportunities and threats to maintain competiti$e ad$antage C) emphasi ing the *nowledge% education% training% s*ills% and e#pertise of a firm.s wor*ers !) e#tending a firm.s sales% ownership% and manufacturing to new mar*ets Answer" A E#planation" A) )trategic human resource management in$ol$es formulating and e#ecuting human resource policies and practices that produce the emplo(ee competencies and beha$iors the compan( needs to achie$e strategic aims. )trategic human resource plans enable a compan( to hire the emplo(ees who will e#hibit the beha$iors the compan( needs to accomplish its goals. !iff" , Chapter" 1 &b'ecti$e" 8 )*ill" Concept +earning &utcome" !escribe the process and tools of strategic human resource management

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8=) ________ refers to an integrated set of human resource management policies and practices that together result in superior emplo(ee performance. A) )trategic planning B) )trategic human resource management C) 4igh5performance wor* s(stem !) 4uman resource scorecard approach Answer" C E#planation" C) A high5performance wor* s(stem is a set of human resource management policies and practices that together produce superior emplo(ee performance. Cirms that use such s(stems t(picall( ha$e higher o$erall performance% higher profits% lower operating costs% and lower wor*er turno$er in comparison to low5performance wor* s(stems. !iff" , Chapter" 1 &b'ecti$e" 8 )*ill" Concept +earning &utcome" !efine human resource management and describe modern trends in the field 8>) E$idence5based human resource management relies on all of the following t(pes of e$idence EXCEPT ________. A) scientific rigor B) e#isting data C) research studies !) 7ualitati$e opinions Answer" ! E#planation" !) Kualitati$e information or opinions are not characteristic of e$idence5based 4? management because neither can be measured.E$idence5based human resource management is based on the use of data% facts% anal(tics% scientific rigor% critical e$aluation% and criticall( e$aluated researchEcase studies to support human resource management proposals% decisions% practices% and conclusions. !iff" , Chapter" 1 &b'ecti$e" 9 )*ill" Concept +earning &utcome" !efine human resource management and describe modern trends in the field

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91) -hich term refers to a set of 7uantitati$e performance measures that human resource managers use to assess their operations/ A) case studies B) metrics C) practices !) ratios Answer" B E#planation" B) <etrics are 7uantitati$e performance measures used b( 4? managers to assess operations. <etrics are used in e$idence5based human resource management to ma*e decisions about 4? management practices and policies. !iff" 1 Chapter" 1 &b'ecti$e" 9 )*ill" Concept 91) All of the following are ethical issues that must be considered b( human resource managers EXCEPT ________. A) comparable wor* B) wor*place safet( C) affirmati$e action !) CCC regulations Answer" ! E#planation" !) The regulations of the Cederal Communications Commission are not li*el( to affect decisions made b( 4? managers. Ethical issues faced b( 4? managers include wor*place safet(% securit( of emplo(ee records% emplo(ee theft% affirmati$e action% comparable wor*% and emplo(ee pri$ac( rights. !iff" , AAC)B" Ethical understanding and reasoning abilities Chapter" 1 &b'ecti$e" 9 )*ill" Concept

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9,) -hich of the following refers to the standards someone uses to decide what his or her conduct should be/ A) ethics B) strategies C) preferences !) competencies Answer" A E#planation" A) Ethics is the standards used b( indi$iduals to determine how to beha$e or act. 3n human resources% ethics relates to the decisions made b( 4? managers regarding wor*place safet(% securit( of emplo(ee records% emplo(ee theft% affirmati$e action% comparable wor*% and emplo(ee pri$ac( rights. !iff" 1 AAC)B" Ethical understanding and reasoning abilities Chapter" 1 &b'ecti$e" 9 )*ill" Concept +earning &utcome" !escribe the role of human resource management in promoting ethics and fairness 92) -hich organi ation pro$ides professional certification for human resource managers/ A) Association of Certified 4? <anagers B) )ociet( for 4uman ?esource <anagement C) Academ( of 4uman ?esource E#ecuti$es !) Association of Business Administration Answer" B E#planation" B) The )ociet( for 4uman ?esource <anagement D)4?<) pro$ides professional certification to 4? managers. )4?< e#ams test the professional.s *nowledge of all aspects of human resource management% including ethics% management practices% staffing% de$elopment% compensation% labor relations% and health and safet(. !iff" 1 Chapter" 1 &b'ecti$e" 9 )*ill" Concept

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96) 4? managers who ta*e )4?< certification e#ams are tested on all of the following areas EXCEPT ________. A) strategic management B) wor*force planning C) information technolog( !) occupational health and safet( Answer" C E#planation" C) The )ociet( for 4uman ?esource <anagement D)4?<) pro$ides professional certification e#ams that test the professional.s *nowledge of all aspects of human resource management% including ethics% management practices% staffing% de$elopment% compensation% labor relations% strategic management% wor*force planning% and health and safet(. 3nformation technolog( is less li*el( to be co$ered on the )4?< e#am. !iff" , Chapter" 1 &b'ecti$e" 9 )*ill" Concept 98) The $ice president of mar*eting tells a mar*eting manager to prepare a presentation b( the end of the wee*. The $ice president is most li*el( e#ercising which of the following/ A) staff authorit( B) procedural authorit( C) line authorit( !) functional authorit( Answer" C E#planation" C) +ine authorit( traditionall( gi$es managers the right to issue orders to other managers or emplo(ees. +ine authorit( therefore creates a superior Dorder gi$er)Lsubordinate Dorder recei$er) relationship. )taff authorit( gi$es a manager the right to ad$iseother managers or emplo(ees. 3t creates an ad$isor( relationship. !iff" , Chapter" 1 &b'ecti$e" 2 )*ill" Concept

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99) )hell(% an 4? manager% recentl( had a meeting with the production manager to determine if the firm.s $acation polic( was been strictl( followed in the production department. )hell( was most li*el( performing a ________ function. A) coordinati$e B) procedural C) staff !) line Answer" A E#planation" A) The coordinati$e function of an 4? manager in$ol$es coordinating personnel acti$ities% a dut( often referred to as functional authorit( Dor functional control). 4ere he or she ensures that line managers are implementing the firm.s human resource policies and practices% such as $acation policies. !iff" , Chapter" 1 &b'ecti$e" 2 )*ill" Application 9;) Administering health benefits programs% helping line managers compl( with EE& laws% and assisting with labor relations are all elements of the ________ function. A) coordinati$e B) procedural C) staff !) line Answer" C E#planation" C) The staff function of 4?< in$ol$es administering $arious benefit programs Dhealth and accident insurance% retirement% $acation% and so on). 3t helps line managers compl( with e7ual emplo(ment and occupational safet( laws% and pla(s an important role in handling grie$ances and labor relations. !iff" 1 Chapter" 1 &b'ecti$e" 2 )*ill" Concept 9=) -hich 4? specialt( in$ol$es preparing 'ob descriptions/ A) compensation manager B) EE& coordinator C) 'ob anal(st !) recruiter Answer" C E#planation" C) :ob anal(sts collect and e#amine information about 'obs to prepare 'ob descriptions. Compensation managers de$elop compensation plans and handle the emplo(ee benefits program. !iff" 1 Chapter" 1 &b'ecti$e" 2 )*ill" Concept
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9>) -hich of the following would most li*el( pro$ide assistance to e#ecuti$es about long5term strategic plans/ A) centers of e#pertise B) embedded 4? units C) corporate 4? groups !) professional emplo(ee organi ations Answer" C E#planation" C) The corporate 4? group focuses on assisting top management in Ftop le$elF big picture issues such as de$eloping and e#plaining the personnel aspects of the compan(.s long5 term strategic plan.The centers of e#pertise are li*e speciali ed 4? consulting firms within the compan(Mfor instance% the( pro$ide speciali ed assistance in areas such as organi ational change.The embedded 4? unit assigns 4? generalists directl( to departments li*e sales and production. !iff" , Chapter" 1 &b'ecti$e" 8 )*ill" Concept +earning &utcome" !efine human resource management and describe modern trends in the field ;1) -hat is the +EA)T li*el( reason for the growing number of B.). firms that are re5shoring 'obs/ A) free trade areas B) high shipping fees C) inade7uate 7ualit( !) intellectual propert( theft Answer" A E#planation" A) A small but growing band of B.). manufacturers M including giants such as @eneral Electric% IC?% and Caterpillar...F are actuall( FreshoringF 'obsMbringing them bac* to Bnited )tates. ?easons range from rising shipping and labor costs abroad to occasional poor 7ualit( goods and intellectual propert( theft abroad.) Cree trade areas increase global trade. !iff" , Chapter" 1 &b'ecti$e" 8 )*ill" Concept +earning &utcome" !efine human resource management and describe modern trends in the field

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;1) )etting standards such as sales 7uotas% 7ualit( standards% or production le$els is part of the leading function of human resource management. Answer" CA+)E E#planation" )etting standards such as sales 7uotas% 7ualit( standards% or production le$els is part of the controlling rather than the leading function of human resource management. +eading in$ol$es maintaining morale and moti$ating wor*ers. !iff" , Chapter" 1 &b'ecti$e" 1 )*ill" Concept ;,) The planning function of management includes establishing goals and standards and de$eloping forecasts. Answer" T?BE E#planation" The planning function of management includes establishing goals and standards% de$eloping rules and procedures% and de$eloping plans and forecasting. Planning% organi ing% staffing% leading% and controlling are the fi$e functions of the management process. !iff" , Chapter" 1 &b'ecti$e" 1 )*ill" Concept ;2) Communicating is one of the fi$e basic functions of the management process. Answer" CA+)E E#planation" Planning% organi ing% staffing% leading% and controlling are the fi$e functions of the management process. Although communicating with emplo(ees is part of e$er( step% it is not one of the fi$e basic functions. !iff" , Chapter" 1 &b'ecti$e" 1 )*ill" Concept ;6) 4iring the wrong person for the 'ob% committing unfair labor practices% and failing to moti$ate emplo(ees are personnel mista*es that hinder firms from achie$ing positi$e results. Answer" T?BE E#planation" Common 4?< mista*es include hiring the wrong people% failing to moti$ate wor*ers% and committing unfair labor practices. The primar( goal of 4?< is to help the firm achie$e its goals% and such 4?< mista*es hinder that process. !iff" , Chapter" 1 &b'ecti$e" , )*ill" Concept

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;8) Autonom( is the right to ma*e decisions% direct the wor* of others% and gi$e orders. Answer" CA+)E E#planation" Authorit( rather than autonom( is the right to ma*e decisions% direct the wor* of others% and gi$e orders. 3n management% authorit( is distinguished between line authorit( and staff authorit(. !iff" 1 Chapter" 1 &b'ecti$e" , )*ill" Concept ;9) )taff managers are authori ed to issue orders to subordinates and are directl( in charge of accomplishing the organi ation.s basic goals. Answer" CA+)E E#planation" +ine managers% not staff managers% are authori ed to issue orders down the chain of command. )taff managers ha$e the authorit( to ad$ise other managers or emplo(ees. !iff" 1 Chapter" 1 &b'ecti$e" 2 )*ill" Concept ;;) 4uman resource managers are generall( staff managers. Answer" T?BE E#planation" 4uman resource managers are usuall( staff managers. The( assist and ad$ise line managers in areas li*e recruiting% hiring% and compensation. 4owe$er% line managers still ha$e human resource duties. !iff" 1 Chapter" 1 &b'ecti$e" 2 )*ill" Concept ;=) )taff managers ha$e staff authorit( which enables them to issue orders down the chain of command unli*e line managers. Answer" CA+)E E#planation" +ine managers can issue orders down the chain of command% while staff managers are onl( able to ad$ise other managers and emplo(ees. !iff" , Chapter" 1 &b'ecti$e" 2 )*ill" Concept

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;>) 3n small organi ations% line managers fre7uentl( handle all personnel duties without the assistance of a human resource staff. Answer" T?BE E#planation" 3n small firms% line managers are able to handle personnel duties. 4owe$er% large firms of o$er 111 emplo(ees re7uire human resource specialists. !iff" 1 Chapter" 1 &b'ecti$e" 2 )*ill" Concept =1) 4uman resource managers assist line managers with hiring% training% e$aluating% rewarding% counseling% promoting% and hiring emplo(ees. Answer" T?BE E#planation" Assisting and ad$ising line managers is the heart of the human resource manager.s 'ob. 4? assists in hiring% training% e$aluating% rewarding% counseling% promoting% and firing emplo(ees. !iff" 1 Chapter" 1 &b'ecti$e" 2 )*ill" Concept +earning &utcome" !efine human resource management and describe modern trends in the field =1) Cunctional authorit( is the authorit( e#erted b( an 4? manager as coordinator of personnel acti$ities. Answer" T?BE E#planation" The human resource manager coordinates personnel acti$ities% a dut( often referred to as functional authorit( Dor functional control). 4ere he or she ensures that line managers are implementing the firm.s human resource policies and practices Dfor e#ample% adhering to its se#ual harassment policies). !iff" 1 Chapter" 1 &b'ecti$e" 2 )*ill" Concept

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=,) The role of labor relations specialists includes in$estigating EE& grie$ances and collecting data about 'obs for the purpose of writing 'ob descriptions. Answer" CA+)E E#planation" +abor relations specialists ad$ise management on all aspects of unionM management relations. EE& coordinators in$estigate EE& grie$ances% and 'ob anal(sts collect data for 'ob descriptions. !iff" 1 Chapter" 1 &b'ecti$e" 2 )*ill" Concept +earning &utcome" !efine human resource management and describe modern trends in the field =2) Transactional 4? groups focus on assisting top management in big picture issues such as de$eloping a firm.s long5term strategic plan. Answer" CA+)E E#planation" Corporate 4? groups focus on assisting top management in big picture issues such as de$eloping a firm.s long5term strategic plan. Transactional 4? groups focus on pro$iding speciali ed 4? support on dail( transactional 4? acti$ities li*e benefits administration. !iff" , Chapter" 1 &b'ecti$e" 2 )*ill" Concept +earning &utcome" !efine human resource management and describe modern trends in the field =6) 3n the ma'orit( of firms% the tas* of inter$iewing 'ob candidates is shared between 4? and the hiring department. Answer" T?BE E#planation" 3n about 91G of firms% 4? and other hiring departments share the responsibilit( of inter$iewing 'ob candidates. +ine managers and 4? managers also share duties such as performance appraisals% s*ills training% and disciplinar( procedures. !iff" 1 Chapter" 1 &b'ecti$e" 2 )*ill" Concept +earning &utcome" !efine human resource management and describe modern trends in the field

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=8) 3n most firms% top human resource e#ecuti$es ha$e man( (ears of e#perience wor*ing in the human resources department% and about 61G of them ha$e professional 4? certification. Answer" T?BE E#planation" <ost top human resource e#ecuti$es do ha$e prior human resource e#perience. About =1G of those in one sur$e( wor*ed their wa( up within 4?. About 1;G of these 4? e#ecuti$es had earned the 4uman ?esource Certification 3nstitute.s senior professional in human resources D)P4?) designation% and 12Gwere certified professionals in human resources DP4?). !iff" 1 Chapter" 1 &b'ecti$e" 2 )*ill" Concept +earning &utcome" !efine human resource management and describe modern trends in the field =9) Although technolog( has changed how people communicate% it has failed to alter traditional factor( wor*% which re7uires the specific s*ills of manual laborers. Answer" CA+)E E#planation" <ore and more traditional factor( 'obs are going high5tech. As the B.). go$ernment.s &ccupational &utloo* Kuarterl( put it% F*nowledge5intensi$e high tech manufacturing in such industries as aerospace% computers% telecommunications% home electronics% pharmaceuticals% and medical instrumentsF is replacing factor( 'obs in steel% auto% rubber% and te#tiles. !iff" 1 AAC)B" Bse of information technolog( Chapter" 1 &b'ecti$e" 6 )*ill" Concept =;) According to the Bureau of +abor )tatistics% between now and ,11= the number of wor*ers classified as Fwhite% non54ispanicF will decrease% and the number of wor*ers classified as Asian will increase. Answer" T?BE E#planation" The number of wor*ers classified as Fwhite% non54ispanicF is e#pected to decrease b( ,11=. The wor*force will see an increase in the number of Asian% 4ispanic% and African5 American wor*ers according to the Bureau of +abor )tatistics. !iff" 1 AAC)B" <ulticultural and di$ersit( understanding Chapter" 1 &b'ecti$e" 6 )*ill" Concept

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==) As bab( boomers retire from the wor* force% there will be more people entering the labor pool than lea$ing it. Answer" CA+)E E#planation" <an( human resource professionals call Fthe aging wor*forceF the biggest demographic trend affecting emplo(ers. The basic problem is that there aren.t enough (ounger wor*ers to replace the pro'ected number of bab( boom era older5wor*er retirees. !iff" 1 Chapter" 1 &b'ecti$e" 6 )*ill" Concept =>) 3n general% @eneration H emplo(ees appreciate creati$e challenges% tight deadlines% and small goals in the wor*place. Answer" T?BE E#planation" @eneration H emplo(ees see* out creati$e challenges and want small goals with tight deadlines so the( can build up ownership of tas*s. !iff" , Chapter" 1 &b'ecti$e" 6 )*ill" Concept >1) Co5wor*ing sites are a popular option for people wor*ing from remote locations who need office space and access to office e7uipment. Answer" T?BE E#planation" )ee*ing the collaboration that.s often missing when one wor*s alone% Fco5wor*ing sitesF are springing up. These offer freelance wor*ers and consultants office space% access to office e7uipment% Dand of course an opportunit( to interact with other independent wor*ers) for fees of perhaps two or N211 per month. !iff" , AAC)B" Bse of information technolog( Chapter" 1 &b'ecti$e" 6 )*ill" Concept

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>1) <odern human resource managers perform transactional duties as well as help top management de$elop and e#ecute the firm.s long5term plans. Answer" T?BE E#planation" Toda(.s new human resource managers are in$ol$ed in more Fbig pictureF issues. The( don.t 'ust do transactional things li*e signing onboard new emplo(ees. Emplo(ers want them to be the firms. internal consultants% identif(ing and institutionali ing changes that help emplo(ees better contribute to the compan(.s success% and helping top management formulate and e#ecute its long5term plans or strategies. !iff" 1 Chapter" 1 &b'ecti$e" 8 )*ill" Concept +earning &utcome" !efine human resource management and describe modern trends in the field >,) )trategic human resource management refers to performing transactional duties that satisf( the needs and demands of both the emplo(ees and the emplo(er. Answer" CA+)E E#planation" )trategic human resource management means formulating and e#ecuting human resource policies and practices that produce the emplo(ee competencies and beha$iors the compan( needs to achie$e its strategic aims. !iff" 1 Chapter" 1 &b'ecti$e" 8 )*ill" Concept +earning &utcome" !escribe the process and tools of strategic human resource management >2) The primar( goal of talent management is managing the training and de$elopment needs of newl( hired wor*ers. Answer" CA+)E E#planation" Talent management in$ol$es instituting a coordinated process for identif(ing% recruiting% hiring% and de$eloping high5potential emplo(ees% which ma( or ma( not be newl( hired. !iff" 1 Chapter" 1 &b'ecti$e" 8 )*ill" Concept +earning &utcome" !efine human resource management and describe modern trends in the field

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>6) According to research% less than one5third of all wor*ers in the B.). are mentall( and emotionall( in$ested in their wor*. Answer" T?BE E#planation" The 3nstitute for Corporate Producti$it( defines engaged emplo(ees Fas those who are mentall( and emotionall( in$ested in their wor* and in contributing to an emplo(er.s success.F Bnfortunatel(% studies suggest that less than one5third of the B.). wor*force is engaged. !iff" 1 Chapter" 1 &b'ecti$e" 8 )*ill" Concept >8) The e$idence used in e$idence5based human resource management ma( come from actual measurements% e#isting data% or criticall( e$aluated research studies. Answer" T?BE E#planation" E$idence is the core of e$idence5based human resource management. !ata% facts% anal(tics% scientific rigor% critical e$aluation% and criticall( e$aluated researchEcase studies are used to support human resource management proposals% decisions% practices% and conclusions. !iff" 1 Chapter" 1 &b'ecti$e" 9 )*ill" Concept >9) Ethical issues such as wor* place safet(% securit( of emplo(ee records% comparable wor*% and emplo(ee pri$ac( rights are all related to human resource management. Answer" T?BE E#planation" Ethics refers to the standards someone uses to decide what his or her conduct should be. Ethical issues related to 4? management include wor*place safet(% securit( of emplo(ee records% emplo(ee theft% affirmati$e action% comparable wor*% and emplo(ee pri$ac( rights. !iff" , AAC)B" Ethical understanding and reasoning abilities Chapter" 1 &b'ecti$e" 9 )*ill" Concept +earning &utcome" !escribe the role of human resource management in promoting ethics and fairness

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>;) The )4?< 4uman ?esource Certification e#ams include testing on management practices% staffing% de$elopment% compensation% labor relations% and health and safet(. Answer" T?BE E#planation" The )ociet( for 4uman ?esource <anagement offers 4? professional certification e#ams. The e#ams test the professional.s *nowledge of all aspects of human resource management% including ethics% management practices% staffing% de$elopment% compensation% labor relations% and health and safet(. !iff" , Chapter" 1 &b'ecti$e" 9 )*ill" Concept >=) 4uman resource managers who complete professional certification e#ams can earn )P4?% @P4?% or P4? certificates. Answer" T?BE E#planation" )4?< e#ams test the professional.s *nowledge of all aspects of human resource management% including ethics% management practices% staffing% de$elopment% compensation% labor relations% and health and safet(. Those who successfull( complete all re7uirements earn the )P4? D)enior Professional in 4?)% @P4? D@lobal Professional in 4?)% or P4? DProfessional in 4?) certificate. !iff" 1 Chapter" 1 &b'ecti$e" 9 )*ill" Concept >>) A *e( concept of the te#tboo* is that human resource management is the sole responsibilit( of human resource managers% so line managers and staff managers rel( hea$il( on 4? specialists to hire the best emplo(ees. Answer" CA+)E E#planation" 4uman resource management is the responsibilit( of e$er( managerLnot 'ust those in human resources. Throughout e$er( page in the te#tboo*% (ou.ll therefore find an emphasis on practical material that (ou as a manager will need to perform (our da(5to5da( management responsibilities. !iff" 1 Chapter" 1 &b'ecti$e" ; )*ill" Concept

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111) A *e( concept of the te#tboo* is that effecti$e human resource management practices add measurable $alue to an organi ation. Answer" T?BE E#planation" Emplo(ers need human resource management practices that add $alue. To illustrate this throughout the boo*% each chapter contains illustrati$e F4? as a Profit Center features. These show actual e#amples of how human resource management practices add measurable $alue. !iff" 1 Chapter" 1 &b'ecti$e" ; )*ill" Concept 111) -hat are the fi$e basic functions of the management process/ E#plain some of the specific acti$ities in$ol$ed in each function. -hich function is most closel( associated with human resource management/ Answer" The fi$e basic functions are planning% organi ing% staffing% leading% and controlling. Planning acti$ities include establishing goals and standards% de$eloping rules and procedures% and de$eloping plans and forecasting. &rgani ing acti$ities include gi$ing specific tas* assignments to subordinates% establishing departments% delegating authorit( to subordinates% and establishing channels of authorit( and communication. )taffing acti$ities include determining what t(pe of people should be hired% recruiting prospecti$e emplo(ees% and setting performance standards. +eading acti$ities include maintaining morale and moti$ating subordinates. Controlling acti$ities include setting standards such as sales 7uotas% and 7ualit( standards and ta*ing correcti$e action as needed. )taffing is the function most readil( related to human resource management. 4owe$er% 4? managers actuall( perform all 8 functions. !iff" 2 Chapter" 1 &b'ecti$e" 1 )*ill" Application +earning &utcome" !efine human resource management and describe modern trends in the field

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11,) -h( is human resource management important to all managers/ -hat is the role of line managers in human resource management/ Answer" 4? management is important to all managers because managers can do e$er(thing else right Lla( brilliant plans% draw clear organi ation charts% set up world5class assembl( lines% and use sophisticated accounting controlsLbut still fail% b( hiring the wrong people or b( not moti$ating subordinates. &n the other hand% man( managersLpresidents% generals% go$ernors% super$isorsLha$e been successful e$en with inade7uate plans% organi ations% or controls because the( had the *nac* of hiring the right people for the right 'obs and moti$ating% appraising% and de$eloping them. The direct handling of people is an integral part of e$er( line manager.s duties. <ore specificall(% line managers must place the right person in the right 'ob% orient and train new emplo(ees% impro$e the 'ob performance of each person% gain cooperation and de$elop smooth wor*ing relationships% interpret the compan(.s policies and procedures% control labor costs% and protect emplo(ees. health and ph(sical condition. !iff" 2 AAC)B" ?eflecti$e thin*ing s*ills Chapter" 1 &b'ecti$e" ,% 2 )*ill" )(nthesis +earning &utcome" !efine human resource management and describe modern trends in the field 112) E#plain the difference between line authorit( and staff authorit(. -hat t(pe of authorit( do human resource managers ha$e/ Answer" Authorit( is the right to ma*e decisions% to direct the wor* of others% and to gi$e orders. +ine managers are authori ed to direct the wor* of subordinates and are directl( in charge of accomplishing the organi ation.s basic goals. )taff managers are authori ed to assist and ad$ise line managers in accomplishing these basic goals. 4uman resource managers are usuall( staff managers because the( are responsible for assisting and ad$ising line managers in areas li*e recruiting% hiring% and compensation. 4owe$er% human resource managers do ha$e line authorit( within their own department. !iff" 2 Chapter" 1 &b'ecti$e" 2 )*ill" Application +earning &utcome" !efine human resource management and describe modern trends in the field

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116) -hat are the three distinct functions carried out b( human resource managers/ !escribe each function in a brief essa(. Answer" The three functions include a line function% a coordination function% and a staff or ser$ice function. 4? managers e#ert line authorit( within the 4? department because the( direct the acti$ities of the people in that department. 4? managers also coordinate personnel acti$ities. 3n the ser$ice function% 4? managers assist in hiring% training% e$aluating% rewarding% counseling% promoting% and firing emplo(ees. The( also administer benefit programs and help line managers compl( with EE&% occupational health and safet(% and labor laws. !iff" 2 Chapter" 1 &b'ecti$e" 2 )*ill" Application +earning &utcome" !efine human resource management and describe modern trends in the field 118) 4ow ha$e technological trends changed the nature of businesses/ 3n what wa( has technolog( changed human resources management/ Answer" E$er(one *nows that technolog( changed the nature of almost e$er(thing we do. -e use P!As to communicate with the office% and plan trips% manage mone(% and custom build new computers online. )imilarl(% technolog( changes what businesses do and how the( do it. Cor e#ample% 3nternet5based communications enables firms to offshore call center 'obs to 3ndia% which has had a significant effect on 4? management. Technological applications pro$ide support to human resources. A)Ps are used to process emplo(ment applications% -eb portals are used to enable emplo(ees to manage their benefits pac*ages% and data warehouses help 4? managers monitor their 4? s(stems. !iff" 2 AAC)B" Bse of information technolog( Chapter" 1 &b'ecti$e" 6% 8 )*ill" )(nthesis +earning &utcome" !efine human resource management and describe modern trends in the field

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119) Toda( o$er two5thirds of the B.). wor* force is emplo(ed in producing and deli$ering ser$ices% not products. 3n a brief essa(% e#plain the reasons for this trend. Answer" )e$eral things account for this trend towards ser$ice 'obs. -ith global competition% more manufacturing 'obs are shifting to low5wage countries. Cor e#ample% +e$i )trauss% one of the last ma'or clothing manufacturers in the Bnited )tates% closed the last of its American plants a few (ears ago. There has also been a dramatic increase in producti$it( that lets manufacturers produce more with fewer wor*ers. :ust5in5time manufacturing techni7ues lin* dail( manufacturing schedules more precisel( to customer demand% thus s7uee ing waste out of the s(stem and reducing in$entor( needs. As manufacturers integrate 3nternet5based customer ordering with 'ust5in5time manufacturing s(stems% scheduling becomes e$en more precise. <ore manufacturers are collaborating with their suppliers to create integrated suppl( chains. The net effect is that manufacturers ha$e been s7uee ing slac* and inefficiencies out of the entire production s(stem% enabling companies to produce more products with fewer emplo(ees. )o% in America and much of Europe% manufacturing 'obs are down% and ser$ice 'obs up. !iff" 2 Chapter" 1 &b'ecti$e" 6 )*ill" Critical Thin*ing +earning &utcome" !efine human resource management and describe modern trends in the field 11;) -hat is human resource management/ -hat competencies are necessar( for 4? managers to succeed in toda(.s business en$ironment/ E#plain (our answer in a brief essa(. Answer" 4uman resource management is the process of ac7uiring% training% appraising% and compensating emplo(ees% and of attending to their labor relations% health and safet(% and fairness concerns. )trategi ing% internal consulting% and dealing with outside $endors and technolog( call for new human resource management competencies. <odern 4? managers need to be talent managers% culture and change stewards% strateg( architects% operational e#ecutors% business allies% and credible acti$ists. &f course% human resource managers still need s*ills in areas such as emplo(ee selection% training% and compensation. !iff" 2 Chapter" 1 &b'ecti$e" 1% 8 )*ill" )(nthesis +earning &utcome" !efine human resource management and describe modern trends in the field

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11=) -hat is e$idence5based human resource management/ 4ow does e$idence5based human resource management benefit firms/ Answer" E$idence5based human resource management in$ol$es using data% facts% anal(tics% scientific rigor% critical e$aluation% and criticall( e$aluated researchEcase studies to support human resource management proposals% decisions% practices% and conclusions. Put simpl(% e$idence5based human resource management is the deliberate use of the best5a$ailable e$idence in ma*ing decisions about the human resource management practices (ou are focusing on. <anagers should use e$idence5based human resource management because unless managers ta*e a health(% s*eptical% e$idence5based approach to human resources% the( ma( 'ump to the wrong managerial conclusions. +ife is filled with intuiti$e5sounding insights% so managers should alwa(s be as*ing 7uestions li*e% F-hat is the e$idence for this claim/F and F!id this action reall( cause this result/F !iff" 2 Chapter" 1 &b'ecti$e" 9 )*ill" Application +earning &utcome" !efine human resource management and describe modern trends in the field 11>) -hat ethical issues relate to human resource management/ Pro$ide an e#ample to illustrate (our answer. Answer" Ethics means the standards someone uses to decide what his or her conduct should be. )i# of the ten most serious wor*place ethical issuesLwor*place safet(% securit( of emplo(ee records% emplo(ee theft% affirmati$e action% comparable wor*% and emplo(ee pri$ac( rightsLare human resource management related. 4? managers who hire children (ounger than 19 or illegal immigrants are $iolating ethical standards. !iff" 2 Chapter" 1 &b'ecti$e" 9 )*ill" Application +earning &utcome" !escribe the role of human resource management in promoting ethics and fairness

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111) 4ow has increasing globali ation affected business/ -hat effect does globali ation ha$e on 4?</ Answer" Cor businesspeople% globali ation means more competition% and more competition means more pressure to lower costs% to ma*e emplo(ees more producti$e% and to do things better and less e#pensi$el(. Both wor*ers and companies ha$e to wor* harder and smarter than the( did without globali ation. :ob offshoringLha$ing emplo(ees abroad do 'obs that Americans formerl( didLis a common method for reducing labor costs. 3n the ne#t few (ears% man( emplo(ers plan to offshore e$en highl( s*illed 'obs such as sales managers% general managers% and 4? managers. 4owe$er% other firms are actuall( FreshoringF 'obsLbringing them bac* to Bnited )tates. 4? managers wor*ing for global firms must be able to de$elop policies and practices that are effecti$e both at home and abroad. !iff" 2 AAC)B" !(namics of the global econom( Chapter" 1 &b'ecti$e" 6 )*ill" Critical Thin*ing +earning &utcome" !escribe the global human resource challenges related to differences among countries

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