Human Resource Management: An Asian Perspective (Second Edition)

\Chapter 5: Personnel Planning and Recruiting Multiple Choice 1. _____ is the process of deciding what positions the firm will have to fill. a. Recruitment b. Selection c. Personnel planning d. Interviewing e. None of the above (c; eas ! #ane must decide what positions the firm should fill in the ne$t si$ months. %hat activit is #ane wor&ing on' a. Recruitment b. Selection c. Personnel planning d. Interviewing e. None of the above (c; eas ! %hen a compan decides on how to fill top e$ecutive positions) the process is called _____. a. emplo ment planning b. succession planning c. selection d. interviewing e. testing (b; moderate! %hen planning for emplo ment re+uirements) what must be forecasted' a. personnel needs b. suppl of inside candidates c. suppl of outside candidates d. all of the above e. none of the above (d; eas ! %hich term below means stud ing variations in a firm-s emplo ment levels over time' a. ratio anal sis b. trend anal sis c. graphical anal sis d. computer anal sis e. all of the above (b; eas !

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Human Resource Management: An Asian Perspective (Second Edition)

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/rend anal sis is limited in its usefulness) because _____. a. it considers time but not other changes such as productivit b. it considers too man possible influences c. it onl provides an initial estimate d. it assumes constant increases in productivit e. all of the above (a; difficult! /he process of ma&ing forecasts based on the ration between some causal factor li&e sales volume and the number of emplo ees re+uired is called _____. a. ratio anal sis b. trend anal sis c. graphical anal sis d. computer anal sis e. all of the above (a; eas ! Suppose a salesperson traditionall generates 2,33)333 in sales and the compan wishes to increase sales b 2* million dollars per ear. 4sing ratio anal sis) how man new salespeople are re+uired' a. * b. , c. . d. 0 e. 1 (e; difficult! 6 _____ shows graphicall how two variables are related. a. trend anal sis b. ratio anal sis c. scatter plot d. productivit chart e. correlation anal sis (c; eas ! %hat t pe of data is needed to use computeri7ed forecasts for estimating future personnel re+uirements' a. labor hours re+uired to produce one unit of product b. minimum sales pro8ection c. ma$imum sales pro8ection d. probable sales pro8ection e. all of the above (e; moderate!

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Chapter 5: Personnel Planning and Recruiting

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_____ contain data on emplo ees- performance records) educational bac&ground) and promotion recommendations. a. 9omputeri7ed information s stems b. Replacement charts c. :ualifications inventories d. /rend records e. Personnel files (c; moderate! %hen managers need to determine which emplo ees are available for promotion or transfer) the will use _____. a. computeri7ed information s stems b. replacement charts c. +ualifications inventories d. trend records e. personnel files (c; moderate! :ualifications inventories can be trac&ed and maintained b using _____. a. personnel inventories b. replacement charts c. position replacement cards d. computeri7ed information s stems e. all of the above (e; moderate! %hich tool below can be used in databases to protect the information' a. passwords b. encr ption c. access matrices d. wor& e$perience codes e. intranets (c; moderate! Recruiting is necessar to _____. a. forecast the suppl of outside candidates b. develop an applicant pool c. determine whether to use inside or outside candidates d. develop +ualifications inventories e. all of the above (b; moderate! %hich of the following is not a reason to recruit through a central office' a. reduction of duplication of efforts b. shared e$penses c. development and availabilit of recruitment e$perts d. autonomous divisions e. s nergistic recruiting opportunities (d; moderate!

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Human Resource Management: An Asian Perspective (Second Edition)

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%h are large applicant pools considered desirable' a. allow the firm the chance to be more selective b. increase costs involved in screening applicants c. e$tend time re+uired to fill vacant positions d. costs of processing applicants outweighs benefits of selectivit e. provide an opportunit to use prescreening computer software (a; difficult! %hen evaluating the effectiveness of recruitment sources) what should be measured' a. the cost of using each source b. the number of applicants produced c. the +ualit of applicants produced d. the time involved in using each source e. both b and c (e; moderate! %hich of the following methods can be used to assess +ualit of applicants' a. wor& sample tests b. structured interviews c. grade point average d. 8ob &nowledge tests e. all of the above (e; eas ! %hich method listed below has the highest level of validit for predicting 8ob performance' a. wor& sample tests b. biographical data c. grade point average d. S6/ scores e. ratings of training and e$perience (a; difficult! 6 _____ can be used to calculate the number of applicants necessar to result in hiring the re+uired number of new emplo ees. a. trend anal sis b. ratio anal sis c. recruiting ield p ramid d. computer information s stem e. log function (c; moderate!

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Chapter 5: Personnel Planning and Recruiting

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%hat is a recruiting ield p ramid used for' a. to calculate the number of applicants necessar to result in hiring the re+uired number of new emplo ees b. to decide what positions the firm will have to fill c. to stud variations in a firm-s emplo ment levels over time d. to forecast the number of new emplo ees necessar to generate a predetermined level of productivit e. to determine which emplo ees might be +ualified for pro8ected openings (a; moderate! %hich of the following is a disadvantage of using internal sources of candidates to fill vacant positions' a. &nowledge of candidates- strengths and wea&nesses b. potential to upset or lose emplo ees who aren-t promoted c. accurate view of s&ill sets d. high commitment to the compan e. reduced training and orientation re+uired (b; eas ! #ob posting refers to all of the following e$cept a. publici7ing the open 8ob to emplo ees b. listing the 8ob-s attributes c. listing the 8ob-s pa rate d. listing the 8ob-s re+uired +ualifications e. listing the number of desired applicants (e; eas ! /he first step in succession planning is to _____. a. create an applicant pool b. assess candidates c. identif and anal 7e &e 8obs d. select who will fill &e positions e. anal 7e the strengths of current emplo ees (c; moderate! /he second step in succession planning is to _____. a. create an applicant pool b. assess candidates c. identif and anal 7e &e 8obs d. select who will fill &e positions e. anal 7e the strengths of current emplo ees (b; moderate! /he third step in succession planning is to _____. a. create an applicant pool b. assess candidates c. identif and anal 7e &e 8obs d. select who will fill &e positions e. anal 7e the strengths of current emplo ees (d; moderate!

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Human Resource Management: An Asian Perspective (Second Edition)

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;ow can high potential emplo ees be developed for future positions' a. internal training b. cross<functional e$perience c. 8ob rotation d. e$ternal training e. all of the above (e; moderate! %hich of the following methods is not used to recruit outside candidates' a. advertising b. 8ob postings c. emplo ment agencies d. e$ecutive recruiters e. all are used to recruit outside candidates (b; difficult! /he effectiveness of advertising for recruiting +ualified applicants depends upon _____. a. complementar recruiting methods b. graphical appeal c. ad construction d. corporate image e. unemplo ment rate (c; moderate! %hen constructing the ad) it is important to consider how to best _____. a. attract attention to the ad b. develop interest in the 8ob c. create desire for the 8ob d. prompt action e. all of the above (e; eas ! /he I in 6I=6 stands for _____. a. interest b. instructions c. internal candidates d. introspection e. identification (a; eas ! /he = in 6I=6 stands for _____. a. development of the ad b. detailed 8ob +ualifications c. desire for the position d. defensive recruitment strategies e. dominant wor& +ualifications (c; moderate!

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%hich of the following statements from a h pothetical 8ob advertisement is intended to develop interest in a 8ob' a. >?ou-ll thrive on challenging wor&.@ b. >Ideal candidates will possess a four< ear degree with an emphasis in management.@ c. >Schedule fle$ibilit and familiarit with various software applications re+uired.@ d. >Responsibilities include event planning and relationship management.@ e. 6ll of the above (a; moderate! %hich of the following countries has private emplo ment service agenc ' a. #apan b. Aala sia c. Singapore d. /hailand e. 6ll of the above (e; eas ! /he %orld Ban& operates a worldwide computeri7ed 8ob ban& called _____. a. %orld8ob.com b. 9areerBuilder c. International #ob Ban& d. %orldforce e. None of the above (e; moderate! 9ounselors in state<run emplo ment agencies conduct all of the following activities e$cept _____. a. review the emplo er-s 8ob re+uirements b. fill 8obs c. visit emplo er wor& sites d. write 8ob descriptions e. counselors perform all of these activities (e; moderate! Covernment<run emplo ment agencies provide _____ to emplo ers. a. recruitment services b. immigration information c. training programs d. all of the above e. none of the above (d; moderate!

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Human Resource Management: An Asian Perspective (Second Edition)

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%ho is t picall responsible for pa ing the fees charged b emplo ment agencies when the place +ualified individuals in 8obs' a. trade union b. the emplo er c. the emplo ee d. the government emplo ment agenc e. there are no fees (b; eas !

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%hich of the following is not an advantage of using a private emplo ment agenc ' a. it ma be faster than in<house recruiting b. it does not re+uire internal recruitment specialists c. screening ma not be as thorough d. it ma be better for attracting minorit candidates e. it is more comfortable when approaching candidates from competitors (c; moderate! %hich of the following is not another term for contingent wor&ers' a. part<time b. 8ust<in<time c. collateral d. temporar e. all are terms for contingent wor&ers (c; difficult! 9ontingent wor&ers are used in _____ occupations. a. clerical b. engineering c. medical d. all of the above e. none of the above (d; moderate! #in wor&s as a nurse on temporar assignment for hospitals throughout the region on an as<needed basis. She is _____. a. a contingent wor&er b. on 8ob rotation c. using 8ob enlargement d. all of the above e. none of the above (a; eas ! 6ll of the following are disadvantages of using contingent wor&ers e$cept a. higher productivit b. increased cost compared to permanent wor&ers c. lower commitment to compan d. potential for legal ris&s e. tendenc to treat contingent wor&ers differentl from permanent wor&ers (a; moderate!

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_____ are special emplo ment agencies retained b emplo ers to see& out top management talent for their clients. a. State<run emplo ment agencies b. Private emplo ment agencies c. /emporar agencies d. D$ecutive recruiters e. #ob ban&s (d; eas ! D$ecutive recruiters are also called _____. a. headhunters b. staffers c. alternative staffing companies d. contract technical recruiters e. all of the above (a; moderate! Recruiting services that provide short<term speciali7ed recruiting to support specific pro8ects without the e$pense of retaining traditional search firms are called _____. a. retained e$ecutive searches b. contingent<based searches c. on demand d. 8ust in time e. ad hoc services (c; moderate! %hat is the t pical compensation structure for on demand recruiting services' a. hourl rate b. (3E of each hire-s salar c. percentage fee d. commission e. menu of fees based on specific services (a; difficult! %hat percentage of a new emplo ee-s salar do most government agencies charge for recruitment services' a. ,E b. 13E c. "3E d. (3E e. free of charge f. (e; moderate! %hich of the following is a disadvantage of using an e$ecutive recruiter' a. man contacts in field b. adept at contacting candidates who are not on the 8ob mar&et c. unfamiliar with compan perceptions of ideal candidate d. abilit to &eep identit of firm confidential e. screening of man applicants (c; moderate! 0"

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Human Resource Management: An Asian Perspective (Second Edition)

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6B 9ompan is see&ing a top<level e$ecutive to serve in its finance division. :ualified candidates can be difficult to find because there is more demand than suppl . /he compan should consider using a(n! _____ for recruitment. a. state<run emplo ment agenc b. e$ecutive recruiter c. temporar agenc d. internet<based 8ob site e. an of the above (b; moderate! 6 small biotech firm is see&ing several emplo ees with e$perience in pharmaceuticals and degrees in life sciences. /he firm is a small one and cannot afford to pa a traditional recruiting firm the e$pected fee of (3E of salar per hire. /his firm should consider using a(n! _____. a. on demand recruiting service b. government<run emplo ment agenc c. temporar agenc d. internet<based 8ob site e. retained e$ecutive search firm (a; moderate! FPC 9ompan has hired an e$ecutive recruiter to recruit +ualified applicants for its 9hief Ginancial Hfficer position. /he position pa s a salar of 210,)333 and FPC has agreed to pa the fee whether the person hired is found via the e$ecutive recruiter or through some other method. FPC is using a(n! _____. a. on demand recruiting service b. retained e$ecutive search service c. contingenc <based recruiter d. temporar agenc e. National #ob Ban& (b; moderate! %hich of the following is an advantage of college recruiting' a. access to a source of management trainees b. schedules for recruitment visits set far ahead of time c. access to candidates who are not loo&ing for 8obs d. abilit to &eep identit of compan confidential e. all of the above (a; moderate! 9ampus recruiters t picall see& to _____. a. determine whether a candidate is worth of further consideration b. fill the position c. cut costs for the firm b reducing the need to for on<site interviews d. develop a pool of applicants for future screening e. all of the above (a; difficult!

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Besides determining whether a candidate is worth further consideration) college recruiters also see& to _____. a. fill the position b. cut costs for the firm b reducing the need to for on<site interviews c. develop a pool of applicants for future screening d. attract good candidates e. all of the above (d; moderate! %hich tool or approach listed below is recommended for selling the emplo er to the interviewee' a. informal attitude b. attractive recruiters c. emphasis on the 8ob location d. well written 8ob descriptions e. all of the above (a; difficult! Iarsit 9onsulting plans to do some college recruiting to fill entr <level management positions this ear. In choosing the colleges to visit) it should consider _____. a. campus location b. college reputation c. cost to attend college d. si7e of college e. all of the above (b; difficult; p. 10*! Hne of the biggest challenges facing single parents in the 8ob mar&et is _____. a. getting access to the Internet to search 8ob sites b. balancing wor& and famil life c. getting a sufficient salar d. finding permanent 8ob positions e. all of the above (b; moderate! %hich of the following is a main motivator for emplo ees over .3' a. getting a raise b. getting a promotion c. schedule fle$ibilit d. wor&ing in a supportive environment e. all of the above (c; moderate! 6ll of the following are characteristics of older emplo ees e$cept a. lower absenteeism b. higher reliabilit c. higher absenteeism d. better wor& habits e. desire for fle$ibilit (c; difficult! 0*

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Human Resource Management: An Asian Perspective (Second Edition)

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6B 9ompan has set a goal of recruiting minorit applicants. %hich method listed below is li&el to be the least successful for the compan ' a. emplo ee referral campaigns b. speciali7ed 8ob search %eb sites c. speciali7ed recruiters d. e$ecutive recruiters e. all are li&el to be successful (d; difficult! Hnce a compan has a pool of applicants) the first step in pre<screening is the _____. a. in<person interview b. on<site visit c. application form d. telephone interview e. recommendation from recruiters (c; moderate! %hich of the following is not a t pe of information that should be provided b application forms' a. education b. e$perience c. wor& stabilit d. applicant-s age e. previous progress and growth (d; difficult! %hich of the following could be perceived as discriminator when as&ed on an emplo ment application form' a. housing status b. memberships in organi7ations c. marital status d. traffic accident record e. all of the above (e; moderate! In the 4S) when re+uesting information from applicants on an in<case of emergenc contact person) emplo ers can as& all of the following e$cept _____. a. name of contact person b. address of contact person c. relationship to applicant d. telephone number of contact person e. all of the above should be re+uested (c; difficult!

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Chapter 5: Personnel Planning and Recruiting

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Personnel planning rarel utili7es techni+ues li&e ratio anal sis or trend anal sis to estimate staffing needs. (G; moderate! /rend anal sis assumes the productivit increases over time. (G; difficult! /he assumption shared b both trend anal sis and ratio anal sis is that productivit remains about the same from ear to ear. (/; moderate! 6ccess matrices are used to define the rights of users to various &inds of access for each element in a database. (/; moderate! /he lower the rate of unemplo ment) the easier it is to recruit personnel. (G; moderate! /he ;R manager who recruits for a vacant 8ob is t picall the one who is responsible for supervising the performance of that position. (G; difficult! Dffective recruiting results in a large number of applicants. (G; difficult! Ceneral mental abilit tests show higher validit for predicting 8ob performance than tests of individuals- level of conscientiousness. (/; moderate! Rehiring former emplo ees could signal current emplo ees that the best wa to get ahead is to leave the compan . (/; moderate! /he best medium for advertising vacant positions is the Internet. (G; difficult! Jocal newspapers are the best source for blue<collar help and clerical emplo ees. (/; eas ! Aost countries have a government<run emplo ment service agenc . (/; moderate! /he %orld Ban& maintains a worldwide computeri7ed 8ob ban& called the %orld #ob Ban&. (G; eas ! 9ontingent wor&ers are primaril difficult! clerical positions filled with temps. (G;

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9ontingent wor&ers are paid less than comparable permanent wor&ers. (G; difficult! Retained e$ecutive recruiters are paid whether or not the eventuall fill the client-s vacant position. (/; eas ! /he t pical percentage fee charged b traditional recruiting firms for an e$ecutive search is 13E of the new hire-s salar . (G; moderate! Single mothers prefer a wor& environment the perceive as supportive of their challenge to balance wor& and famil re+uirements. (/; eas ! 0.

Human Resource Management: An Asian Perspective (Second Edition)

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People-s occupational needs and preferences change as the grow older. (/; eas ! Hlder wor&ers usuall have higher absenteeism rates compared to ounger wor&ers due to illness. (G; difficult! In the 4S) a +uestion on an emplo ment application form that re+uests the dates of attendance and graduation from various schools ma be illegal as it could reflect an applicant-s age. (/; difficult! 9ompanies can predict 8ob performance of applicants b modeling the relationship between success on the 8ob and responses on the application form. (/; difficult! %hen firms use the information on 8ob application forms as a predictor of 8ob performance) the are allowed to re+uest more information (such as age and tendenc to attend religious services! on application forms. (G; moderate!

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Essay/ Short Answer 51. %hat are the advantages and disadvantages of centrali7ing the recruitment function' (moderate! 6nswerK 9entrali7ing ma&es it easier to appl the compan -s strategic priorities compan <wide. It reduces duplication and ma&es it easier to spread costs over more departments. It is a disadvantage to use centrali7ed recruiting when the divisions are autonomous or when recruitment needs are varied. 5". D$plain wh generating large applicant pools is not alwa s desirable for a firm. %hat implications e$ist for recruitment methods' (difficult! 6n emplo er see&s to attract +ualified applicants rather than un+ualified applicants. Some recruitment methods result in large pools but the applicants are un+ualified. Jarger pools raise costs of correspondence and screening. It also e$tends the time necessar to fill vacant positions because of the additional time necessar to sort through the large pool of applicants. /he implication is that managers should evaluate different recruitment methods to determine which ones wor& best for the firm. /hese methods should be evaluated in terms of the number of applicants produced and the +ualit of applicants. 5(. %h are current emplo ees often the best source of candidates for vacant positions' (moderate! 6nswerK 4sing internal sources of candidates means that the firm is alread aware of the candidates- strengths and wea&nesses. Inside candidates ma also be more committed to the compan . Aorale ma rise if emplo ees see others promoted as rewards for lo alt and competence. Inside candidates ma also re+uire less orientation and training than outsiders.

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Chapter 5: Personnel Planning and Recruiting

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%hat are the pros and cons associated with using public) state<run emplo ment agencies' (moderate! 6nswerK 6pplicants for unemplo ment insurance must register and ma&e themselves available for interviews. Some of these applicants ma not be interested in finding new emplo ment. 6genc counselors will visit an emplo er-s wor& site) review emplo er-s 8ob re+uirements) and even assist the emplo er in writing 8ob descriptions.

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%h do emplo ers turn to private emplo ment agencies for assistance in recruiting' Provide at least four reasons for the use of such emplo ment agencies. (moderate! 6nswerK /here are si$ &e reasons for using an emplo ment agenc . /he firm does not have to have internal human resource specialists for recruiting and screening. /he firm ma have had difficulties in the past recruiting a +ualified pool of applicants. /he firm ma need the position filled ver +uic&l . /here is a perceived need to recruit more minorit and female applicants. %hen the best candidates are emplo ed elsewhere) it is more comfortable to have an agenc approach the candidates. 4se of an agenc reduced recruiting time.

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%hat are the primar concerns reported b temporar wor&ers' ;ow can these concerns be addressed b companies using contingent wor&ers' (moderate! 6nswerK In one surve ) si$ &e concerns were reported b temporar wor&ers. /hese wor&ers said that the were 1! treated in a dehumani7ing) impersonal) and discouraging wa ; "! insecure about their emplo ment and pessimistic about the future; (! worried about their lac& of insurance and pension benefits; *! misled about 8ob assignments; ,! underemplo ed; and .! angr toward the corporate world. 9ompanies should first see& to understand wh contingent emplo ees ma feel this wa . /reating contingent wor&ers fairl and e+uitabl compared to permanent emplo ees will be important. 9ompanies should also be sure to deal with the temporar agenc regarding training) 8ob assignments) and pa negotiations.

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%hat policies and procedures are critical for companies using temporar agencies for contingent wor&ers' (moderate! 6nswerK 9ompanies should get a sample cop of the agenc -s invoice to ensure that the invoice fits the compan needs. /ime sheets should be used because the provide a verification of hours wor&ed and an agreement to pa the agenc -s fees. /he compan should find out what policies guide the hiring of an agenc temp as a permanent emplo ee. /he compan should also find out how the agenc recruits emplo ees and what &ind of benefits it pa s. /he compan should specif its dress code at each location to the agenc . /he compan should insist on getting a document from the agenc stating that it is not discriminating when filling temp orders. Ginall ) ma&e sure that the agenc has the proper information regarding what is re+uired to ade+uatel fill each 8ob position.

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Human Resource Management: An Asian Perspective (Second Edition)

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%hat are the two t pes of e$ecutive recruiters' D$plain the difference between them. (eas ! 6nswerK D$ecutive recruiters ma be contingent or retained. Retained recruiters are paid whether or not the emplo er eventuall hires the e$ecutive through the efforts of the search firm. /hese recruiters tend to focus on e$ecutive positions pa ing 21,3)333 or more. 9ontingenc <based recruiters tend to handle 8unior to middle level management 8ob searches in the 2,3)333 < 21,3)333 range.

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%hat are the advantages and disadvantages of using an emplo ee referral campaign for recruitment purposes' (moderate! 6nswerK Dmplo ee referral campaigns offer incentives and rewards to emplo ees who refer +ualified applicants. Dmplo ees li&e the opportunit to earn e$tra mone while recommending friends and colleagues. 9urrent emplo ees can and usuall will provide accurate information about 8ob applicants the refer. /he new emplo ees t picall come with a realistic picture of what wor&ing in the firm is li&e. It can also be useful for hiring wor&ers with diverse bac&grounds. ;owever) the program can result in poor morale if someone-s friend is re8ected. Gurther) the program can result in a discriminator situation if most current emplo ees are white males.

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%hat four t pes of information can be learned about a 8ob candidate from the application form' (moderate! 6nswerK Hne can determine whether the applicant has the education and e$perience necessar to do the 8ob. Hne can draw conclusions about the applicant-s previous progress and growth. Hne can draw conclusions about the applicant-s stabilit based on previous wor& record. Hne ma be able to use the information provided to predict which candidates will succeed on the 8ob and who will not.

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