Exam Questions Building and Managing Human Resources Ch12 - Contemporary Management 8e Answer Key and Test Bank by Gareth Jones. DOCX document preview.
Essentials of Contemporary Management, 8e (Jones)
Chapter 12 Building and Managing Human Resources
1) Feedback from a performance appraisal system can serve a developmental purpose for managers.
Difficulty: 1 Easy
Topic: Performance Appraisal
Learning Objective: 12-01 Explain why strategic human resource management can help an organization gain a competitive advantage.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
2) The goal of EEO is to ensure that all citizens have an equal opportunity to obtain employment regardless of their gender, race, country of origin, religion, age, or disabilities.
Difficulty: 1 Easy
Topic: Equal Employment Opportunity (EEO)
Learning Objective: 12-01 Explain why strategic human resource management can help an organization gain a competitive advantage.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
3) Outsourcing best for jobs that require problem solving and creativity.
Difficulty: 2 Medium
Topic: Human Resource Planning
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
4) In general, unstructured job interviews work better than structured job interviews in the selection process of organizations.
Difficulty: 1 Easy
Topic: Selection
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
5) The degree to which a test measures what it is supposed to measure is known as the reliability of the test.
Difficulty: 1 Easy
Topic: Selection
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
6) The purpose of training activities within organizations is to teach current employees new skills so they can be better prepared to take on new responsibilities within the organization.
Difficulty: 1 Easy
Topic: Diversity Training
Learning Objective: 12-03 Discuss the training and development options that ensure organizational members can effectively perform their jobs.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
7) In a 360-degree appraisal, a variety of people, beginning with the manager and including peers or coworkers, subordinates, superiors, and sometimes even customers or clients, appraise a manager's performance.
Difficulty: 1 Easy
Topic: Performance Appraisal
Learning Objective: 12-04 Explain why performance appraisal and feedback are such crucial activities, and list the choices managers must make in designing effective performance appraisal and feedback procedures.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
8) Employers are required to provide workers' compensation benefits to their employees, but not unemployment insurance.
Difficulty: 1 Easy
Topic: Cafeteria-Style Benefit Plan
Learning Objective: 12-05 Explain the issues managers face in determining levels of pay and benefits.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
9) The NLRB conducts certification elections, which are held among the employees of an organization, to determine whether they want a union to represent their interests.
Difficulty: 1 Easy
Topic: Labor Relations
Learning Objective: 12-06 Understand the role that labor relations play in the effective management of human resources.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
10) Collective bargaining is negotiation between labor unions and managers to resolve conflicts and disputes about important issues.
Difficulty: 1 Easy
Topic: Collective Bargaining
Learning Objective: 12-06 Understand the role that labor relations play in the effective management of human resources.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
11) Strategic human resource management has the objective of developing the four building blocks of competitive advantage: efficiency, quality, responsiveness to customers, and
A) effectiveness.
B) creativity.
C) innovation.
D) value.
Difficulty: 1 Easy
Topic: Human Resource Management
Learning Objective: 12-01 Explain why strategic human resource management can help an organization gain a competitive advantage.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
12) Six Sigma programs
A) are a required part of every HR system.
B) do not require HR initiatives.
C) can be built by employees from the bottom up.
D) require top management commitment.
Difficulty: 1 Easy
Topic: Six Sigma
Learning Objective: 12-01 Explain why strategic human resource management can help an organization gain a competitive advantage.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
13) The component of an HRM system that focuses on attempting to attract and hire employees who have the abilities and experiences that will help the organization achieve its goals is known as
A) job searching.
B) development.
C) recruitment and selection.
D) advertising.
Difficulty: 1 Easy
Topic: Human Resource Management
Learning Objective: 12-01 Explain why strategic human resource management can help an organization gain a competitive advantage.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
14) Microsoft Corporation interviews dozens of highly qualified programmers before deciding on which ones to hire. This is the HRM process of
A) recruitment.
B) expansion.
C) selection.
D) appraisal.
Difficulty: 2 Medium
Topic: Human Resource Management
Learning Objective: 12-01 Explain why strategic human resource management can help an organization gain a competitive advantage.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
15) The component of an HRM system that focuses on helping employees to build the skills and abilities that will enable them to perform their jobs successfully is
A) training and development.
B) education and advancement.
C) quality improvement.
D) performance appraisal.
Difficulty: 1 Easy
Topic: Human Resource Management
Learning Objective: 12-01 Explain why strategic human resource management can help an organization gain a competitive advantage.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
16) Newly hired programmers at Microsoft Corporation join small work teams so that experienced workers can serve as mentors to them while they are adjusting to their new job. This is the HRM process of
A) self-managing work teams.
B) selection.
C) performance appraisal.
D) training and development.
Difficulty: 2 Medium
Topic: Human Resource Management
Learning Objective: 12-01 Explain why strategic human resource management can help an organization gain a competitive advantage.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
17) The information that managers need to make good human resources decisions about how to train, motivate, and reward organizational members can be obtained through
A) recruitment and selection.
B) the induction process.
C) training and development.
D) the performance appraisal.
Difficulty: 1 Easy
Topic: Performance Appraisal
Learning Objective: 12-01 Explain why strategic human resource management can help an organization gain a competitive advantage.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
18) Managers face contemporary challenges such as managing HIV-positive employees, dealing with employees with substance abuse problems, and eliminating sexual harassment. These arise out of the ________ environment of business.
A) economic
B) social
C) legal
D) political
Difficulty: 1 Easy
Topic: Equal Employment Opportunity (EEO)
Learning Objective: 12-01 Explain why strategic human resource management can help an organization gain a competitive advantage.
Bloom's: Remember
AACSB: Ethics
Accessibility: Keyboard Navigation
19) In the United States, the law which requires male and female employees to be paid the same if they perform equal work is
A) Title VII of the 1964 Civil Rights Act.
B) the Comparable Worth Act.
C) the Americans with Disabilities Act.
D) the Equal Pay Act.
Difficulty: 1 Easy
Topic: Equal Employment Opportunity (EEO)
Learning Objective: 12-01 Explain why strategic human resource management can help an organization gain a competitive advantage.
Bloom's: Remember
AACSB: Ethics
Accessibility: Keyboard Navigation; Knowledge Application
20) Steffie has requested a week's leave to be with her ill mother, even though doing this would result in a loss of pay. However, her manager refuses to grant her the leave. By doing this, the manager is violating
A) the Age Discrimination in Employment Act.
B) Title VII of the 1964 Civil Rights Act.
C) the Family and Medical Leave Act.
D) the Equal Pay Act.
Difficulty: 2 Medium
Topic: Equal Employment Opportunity (EEO)
Learning Objective: 12-01 Explain why strategic human resource management can help an organization gain a competitive advantage.
Bloom's: Apply
AACSB: Knowledge Application; Ethics
Accessibility: Keyboard Navigation
21) DigiFun, Inc., has long held the position as the premier video game company in the world. However, recently its position has been slipping. The company's games have become somewhat stale, while competitors have fresher, more innovative games that have sold well. As the head of human resources for DigiFun, Prim wants to figure out why her company's performance has declined. The veteran game designers for the company, which helped to bring it to prominence, have either retired or been lured to other companies. The new crop of designers has not contributed as many fresh ideas, even though they are well educated in their field and have kept up with the latest technical advances. Also, they do not seem to be motivated to do great work. Prim realizes she can effectively and efficiently help DigiFun regain its dominant position by
A) requiring potential hires to complete a series of tests to gauge their ability to innovate and devising a new bonus structure that gives the person who originates an idea a share of the resulting profits.
B) selecting only highly educated game designers who have at least 15 years of experience and sending all current employees to a week-long game creation boot camp.
C) sending all current employees to seminars that teach them leadership and teamwork skills and collecting customer feedback and posting it around the office so designers are reminded of recent responses.
D) enacting disciplinary procedures for employees who fail to bring creative ideas to team meetings two or more months in a row and firing employees to fail to do so for six cumulative months in a year.
Difficulty: 3 Hard
Topic: Human Resource Management
Learning Objective: 12-01 Explain why strategic human resource management can help an organization gain a competitive advantage.
Bloom's: Apply
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
22) Feedback has help a company increase its profit margin by
A) enabling employees to work with the best co-workers in the field.
B) providing employees with the technical equipment to excel.
C) enabling employees to correct their own potential mistakes before they happen.
D) providing employees with the technical background needed to excel.
Difficulty: 2 Medium
Topic: Equal Employment Opportunity (EEO)
Learning Objective: 12-01 Explain why strategic human resource management can help an organization gain a competitive advantage.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
23) The set of activities in which managers generate a pool of qualified candidates for open positions is known as
A) selection.
B) outsourcing.
C) induction.
D) recruitment.
Difficulty: 1 Easy
Topic: Selection
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
24) The process by which managers determine the relative qualifications of job applicants for an open position is known as
A) validation.
B) selection.
C) recruitment.
D) appraisal.
Difficulty: 1 Easy
Topic: Selection
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
25) The human resource management process of determining whether a candidate has the potential to perform well in a specific job is a part of
A) validation.
B) job analysis.
C) recruitment.
D) selection.
Difficulty: 1 Easy
Topic: Selection
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
26) The set of activities in which managers engage to predict the future human resource needs of their organization is known as
A) human appraisal development.
B) human resource management.
C) human resource planning.
D) human appraisal strategy.
Difficulty: 1 Easy
Topic: Human Resource Planning
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
27) The attempt by managers to estimate the qualifications and the number of employees an organization will need, given its goals and strategies, is the process of
A) supply modeling.
B) outsource modeling.
C) resource forecasting.
D) demand forecasting.
Difficulty: 1 Easy
Topic: Human Resource Planning
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
28) When managers hire contract employees who are not regular employees of their organization to produce goods and services, it is known as
A) open sourcing.
B) downsizing.
C) outsourcing.
D) job specification.
Difficulty: 1 Easy
Topic: Human Resource Planning
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
29) A large publishing company engages in outsourcing by
A) giving the job of copyediting a manuscript to an editor who has been working for the company for years.
B) hiring a full-time copyeditor for the task of copyediting a manuscript.
C) contracting with a freelance writer for the task of copyediting a manuscript.
D) assigning the task of copyediting a manuscript to a full-time editor who often works from home.
Difficulty: 2 Medium
Topic: Human Resource Planning
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
30) The process of identifying in writing the tasks, duties, and responsibilities for a specific job results in a job
A) description.
B) specification.
C) validation.
D) design.
Difficulty: 1 Easy
Topic: Job Description
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
31) A summary of the knowledge, skills, and abilities that are needed to perform a specific job is known as a job
A) design.
B) hypothesis.
C) description.
D) specification.
Difficulty: 1 Easy
Topic: Job Specification
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
32) The process of identifying the job descriptions and the job specifications for all of the jobs within an organization is known as a job
A) design.
B) analysis.
C) utilization.
D) hypothesis.
Difficulty: 1 Easy
Topic: Job Analysis
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
33) A software firm has an opening for a software programmer. Jason, the HR manager, is making a list of all the tasks, duties, and responsibilities that make up a software programmer's job. He then lists the knowledge, skills, and abilities that a candidate should possess in order for him or her to perform the job. By doing this, Jason is developing a job
A) analysis.
B) validation.
C) utilization.
D) design.
Difficulty: 2 Medium
Topic: Job Analysis
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
34) The process where job hunters come to an organization and inquire about employment possibilities is referred to as
A) outsourcing.
B) job placement contacts.
C) walk-ins.
D) insourcing.
Difficulty: 1 Easy
Topic: Selection
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
35) A likely disadvantage of internal recruiting in organizations is the
A) high cost of recruitment.
B) lack of new ideas and approaches.
C) lack of knowledge about the inner workings.
D) need for more training.
Difficulty: 1 Easy
Topic: Selection
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
36) A manager changes jobs within an organization and moves to another job at the same level without any major changes in authority or responsibility. This is known as
A) internal development.
B) a lateral move.
C) external development.
D) a vertical move.
Difficulty: 1 Easy
Topic: Selection
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
37) When managers attempt to fill open positions with workers who are already working for the organization in some other capacity, they are engaging in ________ recruiting.
A) referral
B) external
C) walk-in
D) internal
Difficulty: 1 Easy
Topic: Selection
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
38) In the selection process managers use the ________ tool.
A) recruiting
B) training
C) references
D) orientation
Difficulty: 1 Easy
Topic: Selection
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
39) When a manager studies the résumé of a job applicant to determine the work history and education of the applicant, this is known as the process of
A) gathering data.
B) induction interviewing.
C) gathering background information.
D) situational interviewing.
Difficulty: 1 Easy
Topic: Selection
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
40) When managers use a set of predetermined questions for all the applicants for a specific job, this is known as a(n) ________ interview.
A) structured
B) unstructured
C) stress
D) behavioral
Difficulty: 1 Easy
Topic: Structured Interview
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
41) When interviewers present a job applicant with a scenario that is likely to occur on the job and ask the applicant how he or she would respond, this type of question is known as a(n) ________ interview question.
A) unstructured
B) ad hoc
C) situational
D) personality
Difficulty: 1 Easy
Topic: Selection
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
42) All of the job applicants for a sales position are asked "What would you do when a customer complains that it takes too long to receive service?" This type of question is known as a(n) ________ interview question.
A) unstructured
B) situational
C) personality
D) ad hoc
Difficulty: 2 Medium
Topic: Selection
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
43) Karen is a manager in a large restaurant chain, and she wants to use situational interview questions while interviewing server candidates. As a result, Karen decides to ask
A) "What do you think are your strengths and weaknesses as a server?"
B) "What was a challenge you faced during your last job as a server?"
C) "What do you like most about being a server? What do you like least?"
D) "What would you do if a customer wanted to be seated away from small children?"
Difficulty: 2 Medium
Topic: Selection
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
44) Larry interviews a series of job applicants and asks each applicant whatever he feels like asking without trying to ask all of the applicants the same questions. This is known as a(n) ________ interview.
A) structured
B) realistic job
C) unstructured
D) situational
Difficulty: 1 Easy
Topic: Selection
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
45) Tests that assess the skills of a job applicant that are necessary for the successful performance of a job are known as ________ tests.
A) stress management
B) ability
C) structured interview
D) performance
Difficulty: 1 Easy
Topic: Selection
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
46) Tests that measure the personal characteristics of job applicants that are relevant to successful performance on the job are known as ________ tests.
A) ability
B) structured interview
C) performance
D) personality
Difficulty: 1 Easy
Topic: Selection
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
47) A manager engages in personality testing by requiring all job applicants to complete
A) the tasks that they would do if they were hired.
B) a quiz that indicates numerical or reading comprehension skills.
C) feats of dexterity and stamina that would be unsafe to practice on the job.
D) a questionnaire that indicates whether they are an extrovert or introvert.
Difficulty: 2 Medium
Topic: Selection
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
48) Quest Motors asks applicants for assembly-line positions to complete a computer exercise on their reading and mathematical skills in order to determine if they have the mental aptitude necessary to do these types of jobs. Quest is utilizing the screening procedure of ________ tests.
A) personality
B) ability
C) situational
D) unstructured
Difficulty: 2 Medium
Topic: Selection
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
49) General Motors tests applicants for autoworker positions on their mechanical dexterity in an attempt to determine if they have the capability to perform an assembly-line job. This is an example of ________ testing.
A) physical ability
B) personality
C) situational
D) unstructured
Difficulty: 2 Medium
Topic: Selection
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
50) Tests that measure a job applicant's performance on actual tasks of the job are known as ________ tests.
A) physical ability
B) paper-and-pencil
C) personality
D) performance
Difficulty: 1 Easy
Topic: Selection
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
51) A manager administers a performance test requiring all applicants for a secretarial position to
A) solve five math problems without a calculator in a short amount of time.
B) take a quiz that measures verbal aptitude.
C) role-play a situation in which they deal with a hostile client.
D) type a 1,000-word report to determine their error rate and typing speed.
Difficulty: 2 Medium
Topic: Selection
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
52) Darren, a job applicant seeking a position in an organization is asked to furnish written letters from former supervisors about the quality of his work performance. This applicant is being asked to provide
A) references.
B) unstructured interviews.
C) personality characteristics.
D) citations.
Difficulty: 2 Medium
Topic: Selection
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
53) Lucia calls a former college professor and asks him to write a letter to her prospective employer commenting on her classroom performance. This is an example of
A) references.
B) recruiting.
C) selection.
D) performance testing.
Difficulty: 2 Medium
Topic: Selection
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
54) The degree to which a test generates a similar score each time it is administered to a job applicant is known as the ________ of the test.
A) validity
B) recruitment ability
C) stability
D) reliability
Difficulty: 1 Easy
Topic: Selection
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
55) The degree to which a test measures what it is supposed to measure is called the ________ of the test.
A) reliability
B) validity
C) consistency
D) utility
Difficulty: 1 Easy
Topic: Validity
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
56) A manager attempting to select a test for a job applicant that will be a good predictor of the applicant's performance on the job should be primarily concerned with the ________ of the test.
A) validity
B) stability
C) reliability
D) compatibility
Difficulty: 2 Medium
Topic: Validity
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
57) You are the manager of human resources for OpenSpaces, Inc., a land survey company that often surveys rugged, mountainous terrain. Your company has an opening for a land surveyor. For this job, a candidate needs a college degree in surveying. However, you also want to find out if candidates have certain qualities that will help them excel at the job. The position requires extensive math, good communication skills, and stamina. Considering all of these elements, you focus on ________ to determine which candidate to hire.
A) the interview process, paper-and-pencil personality tests, and paper-and-pencil ability tests
B) references, paper-and-pencil personality tests, and physical ability tests
C) the interview process, paper-and-pencil ability tests, and physical ability tests
D) references, the interview process, and paper-and-pencil ability tests
Difficulty: 3 Hard
Topic: Selection
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Apply
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
58) An employee will most likely seek a lateral move when he or she wants to
A) get closer to his or her ultimate goal, which is to become the CEO of the company.
B) have more influence on the development of a new product he or she has been working on.
C) receive a higher salary to afford a summer home on the ocean.
D) be transferred to a branch office in another location to be closer to family.
Difficulty: 3 Hard
Topic: Validity
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Apply
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
59) Prior to designing a training and development program for managers, a human resource specialist attempts to determine which managers require training and what types of skills and knowledge these managers require to develop. This process is known as
A) job validation.
B) RJP validation.
C) recruitment.
D) needs assessment.
Difficulty: 2 Medium
Topic: Diversity Training
Learning Objective: 12-03 Discuss the training and development options that ensure organizational members can effectively perform their jobs.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
60) The classroom instruction that focuses on allowing trainees to either directly participate in or watch others perform actual job activities in a simulated setting is called
A) role-playing.
B) validity testing.
C) reliability testing.
D) orientation.
Difficulty: 1 Easy
Topic: Diversity Training
Learning Objective: 12-03 Discuss the training and development options that ensure organizational members can effectively perform their jobs.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
61) A manager at a hospital designs a training class that uses a simulation by having nurse candidates
A) take part in a surgery with a dummy patient.
B) watch a video showing a surgery.
C) watch other nurses assist a surgery.
D) enroll in a university course about surgery.
Difficulty: 2 Medium
Topic: Diversity Training
Learning Objective: 12-03 Discuss the training and development options that ensure organizational members can effectively perform their jobs.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
62) Employees learn how to do their jobs by working closely with their team leader, observing and learning how the process functions. This is known as
A) simulation.
B) role-playing.
C) on-the-job training.
D) development.
Difficulty: 1 Easy
Topic: Diversity Training
Learning Objective: 12-03 Discuss the training and development options that ensure organizational members can effectively perform their jobs.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
63) Stefan, a new employee of a tech firm, seeks advice from Yagmur, an experienced member, and follows Yagmur's guidance in his routine work. In this context, Stefan is playing a role of
A) mentor.
B) protégé.
C) tester.
D) researcher.
Difficulty: 2 Medium
Topic: Diversity Training
Learning Objective: 12-03 Discuss the training and development options that ensure organizational members can effectively perform their jobs.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
64) The development approach in which an experienced member of an organization provides advice and guidance to a less experienced member, a protégé, is called
A) simulation.
B) mentoring.
C) testing.
D) role playing.
Difficulty: 1 Easy
Topic: Diversity Training
Learning Objective: 12-03 Discuss the training and development options that ensure organizational members can effectively perform their jobs.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
65) An organization reimburses managers for graduate school tuition whenever they receive a grade of A or B in management-related courses. This component of the HRM process is
A) on-the-job training.
B) development.
C) orientation.
D) role-playing.
Difficulty: 2 Medium
Topic: Diversity Training
Learning Objective: 12-03 Discuss the training and development options that ensure organizational members can effectively perform their jobs.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
66) Kristian is the human resource manager for Lifeline, Inc., a wilderness search-and-rescue operation. He will be training new recruits for a job that requires crossing mountainous, and often treacherous, terrain and administering first aid. Which of the following should Kristian do to prepare recruits?
A) take recruits to a climbing gym or other controlled area where he can lead recruits through imaginary rescues and demonstrate first aid techniques
B) show recruits a variety of training videos depicting various rescues that have occurred and have them read a book on how to provide emergency aid in the field
C) require that all recruits get CPR training and then take them on a real-life rescue mission because the best way to learn is on the job
D) send them off on a week-long trek through one of the local mountain ranges with only a few basic supplies and a radio
Difficulty: 3 Hard
Topic: Diversity Training
Learning Objective: 12-03 Discuss the training and development options that ensure organizational members can effectively perform their jobs.
Bloom's: Apply
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
67) The process by which a manager shares performance information with a subordinate and develops a plan for the future development of that subordinate is known as
A) training.
B) selection.
C) feedback.
D) assessment.
Difficulty: 1 Easy
Topic: Performance Feedback
Learning Objective: 12-04 Explain why performance appraisal and feedback are such crucial activities, and list the choices managers must make in designing effective performance appraisal and feedback procedures.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
68) A manager assesses a subordinate on personal characteristics that are relevant to the job performance of that subordinate. This is known as
A) selection testing.
B) trait appraisal.
C) behavior appraisal.
D) ability testing.
Difficulty: 1 Easy
Topic: Performance Appraisal
Learning Objective: 12-04 Explain why performance appraisal and feedback are such crucial activities, and list the choices managers must make in designing effective performance appraisal and feedback procedures.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
69) An appraisal that focuses on relatively enduring human characteristics but that is difficult for employees to use to improve their performance is called a ________ appraisal.
A) result
B) trait
C) behavior
D) formal
Difficulty: 2 Medium
Topic: Performance Appraisal
Learning Objective: 12-04 Explain why performance appraisal and feedback are such crucial activities, and list the choices managers must make in designing effective performance appraisal and feedback procedures.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
70) An appraisal that provides clear information about what employees are doing right and wrong and how they can improve their performance is called a ________ appraisal.
A) subjective
B) trait
C) behavior
D) comprehensive
Difficulty: 1 Easy
Topic: Performance Appraisal
Learning Objective: 12-04 Explain why performance appraisal and feedback are such crucial activities, and list the choices managers must make in designing effective performance appraisal and feedback procedures.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
71) When a manager appraises the performance of an employee by the actual outcomes of the employee's work behaviors, it is called a ________ appraisal.
A) selective
B) 360-degree
C) trait
D) results
Difficulty: 1 Easy
Topic: Performance Appraisal
Learning Objective: 12-04 Explain why performance appraisal and feedback are such crucial activities, and list the choices managers must make in designing effective performance appraisal and feedback procedures.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
72) A manager evaluates a subordinate's job performance and his contributions to the organization. This is known as the process of
A) control appraisal.
B) selection testing.
C) performance appraisal.
D) results testing.
Difficulty: 1 Easy
Topic: Performance Appraisal
Learning Objective: 12-04 Explain why performance appraisal and feedback are such crucial activities, and list the choices managers must make in designing effective performance appraisal and feedback procedures.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
73) A sales manager for a Ford Motor Co. dealer evaluates each one of his sales staff monthly on the basis of the number of new cars sold during the past month. This is a(n) ________ type of appraisal.
A) trait
B) behavior
C) personality
D) objective
Difficulty: 2 Medium
Topic: Performance Appraisal
Learning Objective: 12-04 Explain why performance appraisal and feedback are such crucial activities, and list the choices managers must make in designing effective performance appraisal and feedback procedures.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
74) An appraisal of a subordinate by a manager in terms of that manager's perceptions of the traits, behaviors, and results produced by that subordinate is known as
A) an objective appraisal.
B) a subjective appraisal.
C) management by objectives.
D) a 360-degree appraisal.
Difficulty: 1 Easy
Topic: Performance Appraisal
Learning Objective: 12-04 Explain why performance appraisal and feedback are such crucial activities, and list the choices managers must make in designing effective performance appraisal and feedback procedures.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
75) Appraisals that are dependent on managers' perceptions of traits, behaviors, or results are called ________ appraisals.
A) 360-degree
B) calculative
C) subjective
D) objective
Difficulty: 1 Easy
Topic: Performance Appraisal
Learning Objective: 12-04 Explain why performance appraisal and feedback are such crucial activities, and list the choices managers must make in designing effective performance appraisal and feedback procedures.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
76) A performance appraisal, which includes an employee's peers or coworkers, subordinates, supervisors, and sometimes even clients, is called a ________ appraisal.
A) personality
B) 360-degree
C) self-management
D) result
Difficulty: 1 Easy
Topic: Performance Appraisal
Learning Objective: 12-04 Explain why performance appraisal and feedback are such crucial activities, and list the choices managers must make in designing effective performance appraisal and feedback procedures.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
77) A manager's evaluation of a subordinate's work that occurs twice a year and is based on measures of performance dimensions of that subordinate's job is known as a(n) ________ appraisal.
A) controlled
B) structured
C) objective
D) formal
Difficulty: 1 Easy
Topic: Performance Appraisal
Learning Objective: 12-04 Explain why performance appraisal and feedback are such crucial activities, and list the choices managers must make in designing effective performance appraisal and feedback procedures.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
78) Kevin, a middle manager, calls an impromptu meeting to discuss the progress of product development with his subordinates and plans to ask for suggestions to improve their performance. By doing this, Kevin is implementing a(n) ________ appraisal.
A) 360-degree
B) peer
C) structured
D) informal
Difficulty: 2 Medium
Topic: Performance Appraisal
Learning Objective: 12-04 Explain why performance appraisal and feedback are such crucial activities, and list the choices managers must make in designing effective performance appraisal and feedback procedures.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
79) While providing effective performance feedback to an employee, which of the following is an effective approach for a manager?
A) providing performance feedback only formally and not informally
B) approaching performance appraisal as an exercise in problem solving and solution finding
C) avoiding being specific on an employee's behaviors that are correctable.
D) avoiding focusing on outcomes of a worker that are within the worker's ability to improve
Difficulty: 2 Medium
Topic: Performance Appraisal
Learning Objective: 12-04 Explain why performance appraisal and feedback are such crucial activities, and list the choices managers must make in designing effective performance appraisal and feedback procedures.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
80) Ahmed, a manager, likes to rely on his intuition when dealing with his employees. Because of this, he most likely conducts ________ appraisals.
A) result
B) behavior
C) objective
D) subjective
Difficulty: 2 Medium
Topic: Performance Appraisal
Learning Objective: 12-04 Explain why performance appraisal and feedback are such crucial activities, and list the choices managers must make in designing effective performance appraisal and feedback procedures.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
81) You are the human resources manager for a large computer company, Fusion, Inc. You have just given performance feedback to Amina, who troubleshoots computer problems that customers have via the phone. You praise Amina for her accurate solutions to problems. However, at times she has shown impatience with computer illiterate customers. You give examples of this and discuss with her why this happens and how she can correct this behavior. Afterwards, you review how the performance feedback went and realize that you forgot to include an important element. You plan to correct this by having another meeting with Amina, during which you will
A) emphasize to her that she has shown little indication of being able to correct her performance in the past and you hope she can do better in the future.
B) give her more examples of how she has shown impatience toward computer illiterate customers and inform Amina that you will be checking her performance in the next few weeks.
C) determine with her the amount of time she needs to implement a more patient attitude toward customers and tell her that you will check in with her to see how she is progressing during this period.
D) mention to Amina that she wears dresses that have loud, clashing colors, which is inappropriate for the office in which she works.
Difficulty: 3 Hard
Topic: Performance Appraisal
Learning Objective: 12-04 Explain why performance appraisal and feedback are such crucial activities, and list the choices managers must make in designing effective performance appraisal and feedback procedures.
Bloom's: Apply
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
82) The relative position of an organization's pay incentives in comparison with those of other organizations in the same industry employing similar kinds of workers is called pay
A) level.
B) structure.
C) analysis.
D) planning.
Difficulty: 1 Easy
Topic: Cafeteria-Style Benefit Plan
Learning Objective: 12-05 Explain the issues managers face in determining levels of pay and benefits.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
83) The arrangement of jobs into categories reflecting their relative importance to the organization and its goals, level of skills required, and other characteristics is called
A) pay level.
B) pay structure.
C) job analysis.
D) benefit structure.
Difficulty: 1 Easy
Topic: Cafeteria-Style Benefit Plan
Learning Objective: 12-05 Explain the issues managers face in determining levels of pay and benefits.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
84) What does a cafeteria-style benefit plan do?
A) It permits employees to choose the benefits they want.
B) It allows management to have a uniform pay structure.
C) It prompts managers to offer the same benefit package to all employees.
D) It encourages managers to express confidence in a subordinate's ability to improve.
Difficulty: 1 Easy
Topic: Cafeteria-Style Benefit Plan
Learning Objective: 12-05 Explain the issues managers face in determining levels of pay and benefits.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
85) Many employees at a company are complaining about the benefits that receive. However, there is little consensus about how to improve this situation. To address this problem, the human resources manager would most likely decide to
A) readjust the pay structure.
B) increase the bonuses given to employees.
C) implement a plan that uses a cafeteria-style structure.
D) provide more generous pension plans.
Difficulty: 2 Medium
Topic: Cafeteria-Style Benefit Plan
Learning Objective: 12-05 Explain the issues managers face in determining levels of pay and benefits.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
86) Unions exist primarily because
A) managers always try to take advantage of workers, so workers need protection.
B) managers may take actions to benefit other stakeholders at the expense of workers.
C) union leaders force people to form and join unions.
D) the law requires that all employees in certain industries be part of a union.
Difficulty: 2 Medium
Topic: Labor Relations
Learning Objective: 12-06 Understand the role that labor relations play in the effective management of human resources.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
87) The act that made it legal for workers to organize into unions was the
A) Fair Labor Standards Act.
B) Equal Pay Act.
C) National Labor Relations Act.
D) Civil Rights Act.
Difficulty: 1 Easy
Topic: Labor Relations
Learning Objective: 12-06 Understand the role that labor relations play in the effective management of human resources.
Bloom's: Remember
AACSB: Ethics
Accessibility: Keyboard Navigation
88) Negotiations between labor unions and managers to resolve conflicts and disputes about important issues, such as working hours, wages, working conditions, and job security, are known as
A) the strategy decision-making process.
B) collective bargaining.
C) affirmative action.
D) the union organizing campaign.
Difficulty: 1 Easy
Topic: Collective Bargaining
Learning Objective: 12-06 Understand the role that labor relations play in the effective management of human resources.
Bloom's: Remember
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
89) At SureFit, Inc., a company that manufactures steel gaskets, most of the employees belong to a union. Recently, many employees have been complaining about the pay discrepancy between the top managers and lower-level employees. To address this situation, the union would most likely want to
A) go on strike and thereby demand a cafeteria-style benefit plan.
B) enter into collective bargaining with SureFit's managers to ensure better job security.
C) enter into collective bargaining with SureFit's managers to correct the pay structure.
D) go on strike and thereby demand that all of SureFit's manager are fired.
Difficulty: 3 Hard
Topic: Collective Bargaining
Learning Objective: 12-06 Understand the role that labor relations play in the effective management of human resources.
Bloom's: Apply
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
90) A company needs to downsize to remain competitive, which means laying off many employees. None of these employees currently belong to a union. Because of this, management would most likely
A) encourage an effort by employees to unionize.
B) resist an effort by employees to unionize.
C) suggest that employees use a mediator.
D) hire a mediator to represent themselves.
Difficulty: 2 Medium
Topic: Collective Bargaining
Learning Objective: 12-06 Understand the role that labor relations play in the effective management of human resources.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
91) Each component of an HRM system influences the others, and all five must fit together. Explain the components of recruitment and selection and training and development.
After recruiting and selecting employees, managers use the second component, training and development, to ensure that organizational members develop the skills and abilities that will enable them to perform their jobs effectively in the present and the future. Training and development comprises an ongoing process; changes in technology and the environment, as well as in an organization's goals and strategies, often require that organizational members learn new techniques and ways of working.
Difficulty: 2 Medium
Topic: Human Resource Management
Learning Objective: 12-01 Explain why strategic human resource management can help an organization gain a competitive advantage.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
92) Write a note on the components of performance appraisal and feedback, pay, and benefits to the employees.
On the basis of performance appraisals, managers distribute pay to employees, which is part of the fourth component of an HRM system. By rewarding high-performing organizational members with pay raises, bonuses, and the like, managers increase the likelihood that an organization's most valued human resources will be motivated to continue their high levels of contribution to the organization. Benefits such as health insurance are important outcomes that employees receive by virtue of their membership in an organization.
Difficulty: 2 Medium
Topic: Human Resource Management
Learning Objective: 12-01 Explain why strategic human resource management can help an organization gain a competitive advantage.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
93) How do good labor relations contribute to a good working relationship? Explain the importance of maintaining a balance between all of the five components with an example.
Managers must ensure that all five of these components fit together and complement their company's structure and control systems. For example, if managers decide to decentralize authority and empower employees, they need to invest in training and development to ensure that lower-level employees have the knowledge and expertise they need to make the decisions that top managers would make in a more centralized structure.
Difficulty: 3 Hard
Topic: Human Resource Management
Learning Objective: 12-01 Explain why strategic human resource management can help an organization gain a competitive advantage.
Bloom's: Apply
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
94) Discuss the advantages and disadvantages of outsourcing to an organization, and give an example for each.
Outsourcing allows managers the flexibility to hire part-time workers only when they are needed by the organization instead. This is more advantageous than keeping a full-time worker on the payroll at times when this worker is not really needed. Outsourcing can frequently reduce costs because the organization does not have to pay any benefits to the temporary workers and can often pay them at a lower rate than they would have to pay a full-time worker. For example, a video production company can contract with a video editor when he or she is needed on a project. As a result, the company does not have to pay the editor when a project is in preproduction or production. Also, the company can save money by not paying benefits to the editor.
Outsourcing has disadvantages, however. When work is outsourced, managers may lose some control over the quality of goods and services. Also, individuals performing outsourced work may have less knowledge of organizational practices, procedures, and goals and less commitment to an organization than regular employees. For example, a publishing company might contract with a freelance illustrator to draw the image for a cover a novel. However, the illustrator might be working on other projects and thus might not be as committed as the publisher would want. Also, because the illustrator is not familiar with the company's practices and guidelines, he or she might create an illustration that does not fit exactly with these parameters. In addition, unions resist outsourcing because it has the potential to eliminate some of their members.
Difficulty: 2 Medium
Topic: Selection
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
95) Discuss the advantages and the disadvantages of external and internal recruiting. Give an example for each.
External recruiting has both advantages and disadvantages for managers. Advantages include having access to a potentially large applicant pool; being able to attract people who have the skills, knowledge, and abilities that an organization needs to achieve its goals; and being able to bring in newcomers who may have a fresh approach to problems and be up-to-date on the latest technology. For example, if a company wants to hire a research chemist, this company would have access to thousands of possible applicants throughout the world with the specific skill set needed. Also, hiring a chemist from outside the company increases the likelihood that this person will bring fresh ideas. These advantages have to be weighed against the disadvantages, including the relatively high costs of external recruitment. Employees recruited externally also lack knowledge about the inner workings of the organization and may need to receive more training than those recruited internally. Finally, when employees are recruited externally, there is always uncertainty concerning whether they will actually be good performers. With the above example, the newly hired chemist may need to adjust to the company's culture and inner workings and may need time to catch up with the research work done by other chemists in the organization. Also, the new chemist might appear to be a great find, but in reality might not work out as well as hoped. There may be conflicts with other workers that has not been anticipated.
Internal recruiting has several advantages. First, internal applicants are already familiar with the organization. Second, managers already know the candidates; they have considerable information about their skills and abilities and actual behavior on the job. Third, internal recruiting can help boost levels of employee motivation and morale, both for the employee who gets the job and for other workers. Those who are not seeking a promotion or who may not be ready for one can see that promotion is a possibility in the future, or a lateral move can alleviate boredom once a job has been fully mastered and can also be a useful way to learn new skills. Finally, internal recruiting is normally less time-consuming and expensive than external recruiting. For example, say a top manager of a clothing company suddenly became ill and retired during a time when she was launching a new line of clothing. The CEO needs to fill this position as soon as possible with a person who is familiar with the company and its goals and has the needed skill set. To accomplish this, the CEO could promote a middle manager working on the new line of clothing to the vacant position. The CEO is very familiar with this person's work and, as a result, is confident he would do a great job in the new position. The hiring process would be quick, which is needed to launch the new clothing line by the deadline. Also, the person being promoted would be motivated to do even better work and could start his new job running because of his familiarity with the new clothing line. The disadvantages of internal recruitment include a limited pool of candidates and a tendency among those candidates to be set in the organization's ways. For example, there could be even more qualified external persons available to take the top management position for the clothing company, but to find these people would take more money and time.
Difficulty: 3 Hard
Topic: Selection
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Apply
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
96) Managers can use a variety of selection tools to weed out and sort job applicants in order to appraise their potential for being good performers on a job. Briefly discuss the different types of paper-and-pencil tests and physical ability tests.
For jobs requiring physical abilities, such as firefighting, garbage collecting, and package delivery, managers use physical ability tests that measure physical strength and stamina as selection tools.
Difficulty: 2 Medium
Topic: Selection
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
97) Explain the importance of reliability and validity of selection tools used by managers of an organization.
Managers have an ethical and legal obligation to use reliable and valid selection tools. Yet reliability and validity are matters of degree rather than all-or-nothing characteristics. Thus managers should strive to use selection tools in such a way that they can achieve the greatest degree of reliability and validity. For ability tests of a particular skill, managers should keep up to date on the latest advances in the development of valid paper-and-pencil tests and use the test with the highest reliability and validity ratings for their purposes. Regarding interviews, managers can improve reliability by having more than one person interview job candidates.
Difficulty: 2 Medium
Topic: Diversity Training
Learning Objective: 12-02 Describe the steps managers take to recruit and select organizational members.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
98) Explain the role of classroom instruction in training programs and support your explanation with examples.
Through classroom instruction, employees acquire knowledge and skills in a classroom setting. This instruction may take place within the organization. For example, a fast food chain could have in-house training programs for prospective restaurant managers. In fact, many organizations establish their own formal instructional divisions—some are even called "colleges"—to provide needed classroom instruction. Also, instruction could take place outside an organization, such as through courses at local colleges and universities. Classroom instruction frequently uses several tools, including videos, written materials, lectures, and group discussions. Videos can demonstrate appropriate and inappropriate job behaviors. In addition, a classroom can use role playing. During role playing, trainees either directly participate in or watch others perform actual job activities in a simulated setting. Simulations also can be part of classroom instruction, particularly for complicated jobs that require an extensive amount of learning and in which errors carry a high cost. For example, paramedic trainees can watch paramedics perform emergency, first aid procedures on dummy patients. In a simulation, key aspects of the work situation and job tasks are duplicated as closely as possible in an artificial setting.
Difficulty: 2 Medium
Topic: Diversity Training
Learning Objective: 12-03 Discuss the training and development options that ensure organizational members can effectively perform their jobs.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
99) Justify how on-the-job training is beneficial for employees of an organization, giving several examples.
In on-the-job training, learning occurs in the work setting as employees perform their job tasks. On-the-job training can be provided by coworkers or supervisors or can occur simply as jobholders gain experience and knowledge from doing the work. For all on-the-job training, employees learn by doing. Managers often use on-the-job training on a continuing basis to ensure that their subordinates keep up to date with changes in goals, technology, products, or customer needs and desires.
For example, newly hired waiters and waitresses in chains such as Red Lobster or the Olive Garden often receive on-the-job training from experienced employees. The supervisor of a new bus driver for a campus bus system may ride the bus for a week to ensure that the driver has learned the routes and follows safety procedures. Sales representatives at Mary Kay Cosmetics Inc. receive ongoing training so they not only know about new cosmetic products and currently popular colors but also are reminded of Mary Kay's guiding principles. Mary Kay's expansion into Russia has succeeded in part because of this ongoing training.
Difficulty: 2 Medium
Topic: Diversity Training
Learning Objective: 12-03 Discuss the training and development options that ensure organizational members can effectively perform their jobs.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
100) Discuss the most important ways in which performance appraisal and feedback contribute to the effective management of human resources within an organization. Give one example for performance appraisal and another for performance feedback.
Performance appraisal gives managers important information on which to base human resource decisions. Decisions about pay raises, bonuses, promotions, and job moves all hinge on the accurate appraisal of performance. Performance appraisal can also help managers determine which workers are candidates for training and development and in what areas. For example, by conducting a performance appraisal, a manager might realize an employee has natural leadership skills, which she or he shows in working with others on a project. However, the employee lacks the formal training needed to become a manager in the organization. As a result, the manager could suggest that this employee take an in-house management training course. Performance feedback encourages high levels of employee motivation and performance. Performance feedback can provide both good and poor performers with insight on their strengths and weaknesses and ways in which they can improve their performance in the future. For example, through performance feedback, a photo researcher for a publishing company could realize that he has chosen excellent photographs for certain books. However, he could also learn that his attitude toward assistants has at time been harsh, thus causing resentment. As a result, the photo researcher can work on improving his interpersonal skills with co-workers.
Difficulty: 3 Hard
Topic: Performance Appraisal
Learning Objective: 12-04 Explain why performance appraisal and feedback are such crucial activities, and list the choices managers must make in designing effective performance appraisal and feedback procedures.
Bloom's: Apply
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
101) Trait appraisals have both advantages and disadvantages for the organization. Explain what is meant by this term, and discuss three disadvantages of this technique.
- Possession of a personal characteristic does not guarantee that the characteristic will be used on the job.
- Courts may view them as unfair and discriminatory.
- They do not allow managers to provide feedback and suggestions for improvement to subordinates.
Difficulty: 2 Medium
Topic: Performance Appraisal
Learning Objective: 12-04 Explain why performance appraisal and feedback are such crucial activities, and list the choices managers must make in designing effective performance appraisal and feedback procedures.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
102) Describe behavior appraisal. How does it help employees improve their performance? Give an example.
Through behavior appraisals, managers assess how workers perform their jobs—the actual actions and behaviors that workers exhibit on the job. For example, with a behavior appraisal, a manager might evaluate a waitress on the extent to which she looks customers in the eye when talking with them, takes accurate orders, conveys daily specials without being pushy, acts friendly without prying into personal matters, and handles difficult customers effectively.
Behavior appraisals are especially useful when how workers perform their jobs is important. Behavior appraisals have the advantage of giving employees clear information about what they are doing right and wrong and how they can improve their performance. And because behaviors are much easier for employees to change than traits, performance feedback from behavior appraisals is more likely to lead to improved performance.
Difficulty: 2 Medium
Topic: Performance Appraisal
Learning Objective: 12-04 Explain why performance appraisal and feedback are such crucial activities, and list the choices managers must make in designing effective performance appraisal and feedback procedures.
Bloom's: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
103) Discuss the 360-degree performance appraisal.
Difficulty: 2 Medium
Topic: Performance Appraisal
Learning Objective: 12-04 Explain why performance appraisal and feedback are such crucial activities, and list the choices managers must make in designing effective performance appraisal and feedback procedures.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
104) What is pay level? What is its impact on an organization? Give at least two examples.
Pay level is a broad comparative concept that refers to how an organization's pay incentives compare, in general, to those of other organizations in the same industry employing similar kinds of workers. Managers must decide if they want to offer relatively high wages, average wages, or relatively low wages. High wages help ensure that an organization is going to be able to recruit, select, and retain high performers, but high wages also raise costs. For example, the general manager of a baseball team might pay high wages to free agents to improve the team. However, for the team to support the increased payroll, the general manager might have to increase the cost of tickets. Doing this could lower attendance, especially if the team does not perform as well as expected. Low wages give an organization a cost advantage but may undermine the organization's ability to select and recruit high performers and to motivate current employees to perform at a high level. Either of these situations may lead to inferior quality or inadequate customer service. For example, say a graphic design company pays low wages and, as a result, recruits mediocre talent. Because of this, the quality of the graphic designs becomes subpar, thereby giving the company a competitive disadvantage with other graphic design companies. Even though the company saves costs with low wages, it loses so much revenue because of the poor designs that it goes out of business.
In determining pay levels, managers should take into account their organization's strategy. A high pay level may prohibit managers from effectively pursuing a low-cost strategy. However, a high pay level may be worth the added costs in an organization whose competitive advantage lies in superior quality and excellent customer service.
Difficulty: 3 Hard
Topic: Cafeteria-Style Benefit Plan
Learning Objective: 12-05 Explain the issues managers face in determining levels of pay and benefits.
Bloom's: Apply
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
105) Describe collective bargaining.
Difficulty: 2 Medium
Topic: Collective Bargaining
Learning Objective: 12-06 Understand the role that labor relations play in the effective management of human resources.
Bloom's: Understand
AACSB: Knowledge Application
Accessibility: Keyboard Navigation
Document Information
Connected Book
Contemporary Management 8e Answer Key and Test Bank
By Gareth Jones