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Chapter 12--Managing Human Resources

Student: ___________________________________________________________________________

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

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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

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& 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

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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

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!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

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

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

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

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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 .

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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.

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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

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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

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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

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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

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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

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&?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

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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*

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: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

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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,

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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.

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;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.

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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

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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/

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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

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/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 ( . ;

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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

/..

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.

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&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*

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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$

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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,

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&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

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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.

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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

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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

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: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

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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

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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

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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

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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

%%

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(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