Exam Questions Ch13 Strategic Human Resource Management - Management Canada 5e | Complete Test Bank by John R. Schermerhorn Jr. DOCX document preview.
CHAPTER 13
STRATEGIC HUMAN RESOURCE MANAGEMENT
Question type: True/False
1) The basic goal of human resource management is building organizational performance capacity by raising human capital to ensure that highly capable and enthusiastic people are always available.
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
2) Human resource specialists are increasingly important in attracting, developing, and maintaining a quality workforce in an environment complicated by legal issues, labour shortages, economic turmoil, and changing corporate strategies.
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
3) The strategic role of HRM does not extend to supporting core values and corporate culture.
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
4) Strategic human resource management mobilizes human capital through the HRM process to best implement organizational strategies.
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
5) The responsibility of attracting a quality workforce involves human resource planning, recruitment, and selection.
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
6) The responsibility of developing a quality workforce encompasses career development, work–life balance, compensation and benefits, retention and turnover, and labour–management relations.
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
7) Person–organization fit is the extent to which an individual’s values, interests, and behaviour are consistent with the culture of his or her organization.
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
8) People are the most critical and valuable strategic assets an organization can have; consequently, people must be a top priority in any organization with high performance aspirations.
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
9) Whenever any diversity characteristics interfere with finding, hiring, and utilizing the best employees, one organization’s loss in human capital can be another’s gain.
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
10) Discrimination occurs when someone is denied a job or a job assignment for reasons that are not job relevant.
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
11) Strategic human resource management encompasses mobilizing human capital through the human resource process in order to best implement an organization’s strategies.
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
12) Employee value propositions, or EVPs, are mutually beneficial exchanges of values between individuals and organizations.
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
13) The Canadian Human Rights Act guarantees people the right to employment and advancement without regard to race, colour, national origin, religion, gender, age, or mental or physical ability.
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Medium
AACSB: Analytic
14) Race, religion, political belief, and criminal conviction are prohibited grounds for discrimination in all provinces of Canada.
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Medium
AACSB: Analytic
15) Employment equity is an effort to ensure a fair representation of women and minority group members in the Canadian workforce.
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
16) The Employment Equity Act applies only to the federal government.
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
17) Each province has the right to impose remedies on organizations that do provide a timely resolution to any discrimination charges brought against them.
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
18) The use of bona fide occupational qualifications based on sex, religion, age, and national origin are not allowed under any circumstances.
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
19) Sexual harassment occurs when people experience conduct or language of a sexual nature that affects his/her employment situation.
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
20) Comparable worth refers to the notion that persons performing jobs of similar importance should be paid at comparable levels.
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
21) Permatemps are independent contractors that are engaged regularly by the same organization.
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
22) Workplace privacy essentially means that it is illegal for an employer to monitor your work performance if you are working from home.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
23) Until the legal status of employee surveillance through the use of information technology is clarified, the best advice for everyone is to assume your employer will protect your privacy and will let you know whenever you are being monitored.
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
24) B C-16 makes it illegal to discriminate against transgender individuals in the workplace and nowhere else.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
25) Human resource planning is the process of analyzing an organization’s human resource needs and determining how to best fill them.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
26) Before a company can begin the process of attracting a qualified workforce, it must have a clear understanding of the jobs to be done, know what talents are required to perform the jobs, and have systems in place to excel at employee recruitment and selection.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
27) Job analysis is the orderly study of job facts to determine what is done, when, where, how, why, and by whom in existing jobs or potential new jobs.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
28) A job analysis provides information that can be used to develop or update job descriptions and job specifications.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
29) A job description is essentially the same as a job specification.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
30) Recruitment is a set of activities designed to attract a qualified pool of job applicants to an organization.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
31) The three steps in the typical recruitment process are advertising job vacancies, screening résumés, and making preliminary contacts.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
32) Recruiting websites such as Monster and CareerBuilder are sources of internal recruits.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
33) External recruitment brings outsider applicants with fresh perspectives, expertise, and work experience, but extra effort is needed to get reliable information on them.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
34) One of the disadvantages of external recruitment is the additional time and cost to get reliable information on the candidate.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
35) Disadvantages to internal recruitment include not bringing in outsiders with fresh perspectives and expertise, possibly missing out on getting the best candidate for a position and increasing employee turnover.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloomcode: Analysis
Difficulty: Medium
AACSB: Analytic
36) Higher levels of early job satisfaction, greater trust in an organization, and less inclination to quit prematurely are among the expected benefits of traditional recruitment practices.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
37) Realistic job previews seek to “sell” the firm to outsiders by communicating only the most positive features of the job to potential candidates. Traditional recruitment seeks to provide the candidate with complete information regarding the actual job and organizational features before the job is accepted.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
38) One of the major goals of realistic job previews is to promote job satisfaction and reduce turnover.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Medium
AACSB: Analytic
39) Selection is the process of choosing from a pool of applicants, the person or persons who offer the greatest performance potential.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
40) The selection process involves the completion of a formal application, interviewing, testing, reference checks, and final analysis and decision to hire or reject.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
41) An application form declares an individual to be a formal candidate for a job and documents the applicant’s personal history and qualifications.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
42) In the selection process, reliability means there is a clear relationship between what the selection device is measuring and eventual job performance while validity means that the selection device or technique is consistent with how measures.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
43) A selection device is said to be valid when it yields the same results over time if taken by the same person.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Medium
AACSB: Analytic
44) If an applicant is unprepared, a poor communicator, or lack interpersonal skills during the interviews they will not be a good fit with the organization.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
45) To succeed in a video-conference interview, an applicant should be prepared ahead of time, conference in an appropriate location, dress professionally, practice an interview voice, have reference materials handy, have a list of questions ready, and ask what happens next.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
46) A disadvantage of an unstructured interview is that the interviewer may form a false first impression of the candidate and not hire them.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
47) A behavioural interview asks applicants how they would react when confronted with a work situation.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
48) Biodata methods collect certain personal information that has been proven to correlate with good job performance.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
49) An assessment centre is an employment test that evaluates a person’s potential by observing his or her performance in experiential activities that simulate daily work activities.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
50) Work sampling has applicants work on actual job tasks while being graded by observers on their performance.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Medium
AACSB: Analytic
51) Reference checks are inquiries to previous employers, academic advisors, co-workers, and/or acquaintances regarding the qualifications, experience, and past work records of a job applicant.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
52) The best selection decisions are most likely made when responsibility for analyzing all the data and making the final decision to hire or reject an applicant rests with the applicant’s prospective manager or team leader, potential co-workers, and the human resources staff.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Medium
AACSB: Analytic
53) Employee orientation typically involves clarifying the organization’s mission and culture, explaining operating objectives and job expectations, and communicating policies and procedures.
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
54) The intent of socialization in the human resource management process is to help newcomers fit into the work environment in a way that furthers their development and performance potential.
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
55) When orientation is weak or neglected, socialization largely takes place informally as newcomers learn about the organization and their jobs through casual interactions with co-workers.
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
56) Job-rotation is on-the-job training where employees spend time working in different positions, departments or even geographical locations, thereby expanding their job capabilities.
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
57) When an experienced person provides performance advice to another person, the on-the-job training method being used is known as coaching.
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
58) Mentoring is a form of off-the-job training in which early-career employees are formally assigned as protégés to senior persons.
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
59) The act of sharing experiences and insights between a senior person and a new or early-career employee is known as management development.
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
60) Top managers will likely benefit from management development programs that focus on developing a better understanding of multifunctional viewpoints.
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
61) A performance management system sets standards, assesses results, and plans actions to improve future performance.
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
62) Performance appraisal is the process of formally assessing someone’s work accomplishments and providing feedback.
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
63) The development purpose of performance appraisal is to let employees know where they stand relative to performance objectives and standards.
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
64) The evaluation purpose of performance appraisal is to assist employees in their training and continued personal development.
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Medium
AACSB: Analytic
65) A manager acts in a judgmental role when they give a direct evaluation of another person’s accomplishments, and in a counselling role when focusing on a subordinate’s developmental needs.
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
66) Trait-based performance assessment methods tend to be subjective and as a result, have relatively poor reliability and validity.
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
67) The graphic rating scale provides a checklist for rating quality of work, punctuality and absenteeism.
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
68) A manager is using the behaviourally anchored rating scale method of performance appraisal when an employee’s performance is evaluated using specific descriptions of actual behaviours in a given job.
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
69) The critical-incident technique is a behaviour-based approach that can reduce the influence of recency bias on evaluations.
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
70) The critical-incident technique involves keeping a running log or inventory of effective and ineffective job behaviours.
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Medium
AACSB: Analytic
71) Results-based performance measures may ignore the impact of circumstances beyond an employee’s control, such as economic conditions or poor performance by someone else.
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
72) In the rank ordering method, each person in a group of employees being evaluated is formally compared with every other person and is rated as either the superior or weaker member of the group.
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
73) The multiperson comparison technique where each employee is placed into a frequency distribution that requires a certain percentage of employees to fall into specific performance classifications is the forced distribution technique.
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
74) 360-degree appraisals may include self-evaluations by a job holder to identify strengths, weaknesses, and development needs.
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
75) 360º feedback is a performance appraisal method that uses a rank ordering, paired comparisons, or a forced distribution to formally compare one person’s performance with that of one or more others.
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
76) A recent survey conducted by the Society for Human Resource Management found that the most effective tools for maintaining a quality workforce are good health care benefits, competitive salaries, flexible work schedules, and personal time off, and opportunities for training and development.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
77) The term “work–life balance” deals with how people balance the demands of careers with demands of their personal and family needs.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
78) Work-life balance is one of the key screening criteria used by candidates when selecting potential employers.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
79) Work-life balance is achieved with flexible working schedules, flexible work locations and flexible vacation time.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
80) Base compensation can assist the organization by making it a more desirable place of employment, attracting the right people for the right jobs, and retaining qualified employees.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Medium
AACSB: Analytic
81) If you are part of a merit pay system, your pay increases will be based on some assessment of how well you perform.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
82) It is not necessary to have a solid foundation of agreed upon and well-defined performance measures for a merit pay system to be fair and workable.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
83) Pay increases have no impact on employee job attitudes, motivation, and performance.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
84) Bonus pay plans are one-time or lump-sum payments to employees for meeting performance targets or some other extraordinary contribution to the firm.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
85) Profit sharing plans distribute a proportion of profits earned by the organization to eligible employees.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
86) Profit sharing plans pay a portion of an organization’s net profits while gain-sharing plans pay out a portion of any savings or “gains” realized from cost reduction or productivity enhancement ideas.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
87) Gain-sharing plans allow employees to share in cost savings or productivity gains realized by their efforts.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
88) Stock ownership plans and stock option plans are an attempt to motivate employees to work hard to keep the company economically successful.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
89) Stock options give employees the right to purchase shares in their employing company at a fixed price in the future.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
90) In contrast to straight bonuses, profit-sharing plans allow employees to share in cost savings or productivity gains realized by their efforts.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
91) Employee benefits are monetary forms of compensation like travel costs and other reimbursements.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
92) The constantly rising cost of healthcare benefits is a major employer concern, and consequently employers are encouraging healthy lifestyles for their employees as one way of helping to contain these costs.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
93) A flexible benefits program allows employees to choose a set of benefits within a certain dollar amount.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
94) Family-friendly benefits help employees to achieve a better balance between their work and non-work responsibilities.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
95) Employee assistance programs help employees deal with troublesome personal problems.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
96) Retirement support programs often include special counselling on company benefits, money management, estate planning, and leisure time activities.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
97) Since the prospect of retirement raises fears and apprehensions for many people, many organizations provide special assistance to pre-retirement employees.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
98) The potential benefits of early retirement incentive programs for employers are opportunities to lower payroll costs by reducing positions and replacing higher-wage workers with less expensive newer hires.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
99) Replacement both concludes and recycles the human resource management process. Replacement is an opportunity to review human resource plans.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Synthesis
Difficulty: Hard
AACSB: Analytic
100) Wrongful dismissal is a doctrine giving workers legal protections against discriminatory firings.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloomcode: Comprehension
Difficulty: Easy
AACSB: Analytic
101) The most extreme way of correcting a mismatch between the employee and the organization is termination.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
102) Labour unions are organizations that deal with workers on the employers’ behalf .
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
103) Union members can create difficulties for management by refusing to come to work, refusing to buy employer’s products or services, asking other people to not buy the employer’s products or services, or posting and carrying signs complaining about the employer’s treatment of workers.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
104) Affirmative action is the process through which labour and management representatives negotiate, administer, and interpret labour contracts.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
Question type: Multiple Choice
105) ___ is a process of attracting, developing, and maintaining a talented work force.
a) Customer relationship management
b) Human resource management
c) Database management
d) Supply chain management
e) Enterprise feedback management
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
106) The basic goal of ___ is building organizational performance capacity by raising human capital to ensure that highly capable and enthusiastic people are always available.
a) strategic workforce management
b) human resource strategizing
c) human resource management
d) human mission matching
e) organizational workforce development
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
107) The responsibility of ___ involves human resource planning, recruitment, and selection.
a) developing a quality workforce
b) attracting a quality workforce
c) planning for a quality workforce
d) staffing a quality workforce
e) maintaining a quality workforce
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
108) ________ involves employee orientation, training and development, and performance appraisal.
a) Developing a quality workforce
b) Attracting a quality workforce
c) Planning for a quality workforce
d) Staffing a quality workforce
e) Maintaining a quality workforce
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
109) Career development, work–life balance, compensation and benefits, retention and turnover, and labour–management relations fall within the task of ______ a quality workforce.
a) developing
b) attracting
c) planning for
d) staffing
e) maintaining
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
110) ACME Construction Ltd. is undergoing a major restructuring and one of the actions recommended is elimination of sixty (60) positions within the company. One of the main responsibilities of the company’s HR manager is to identify training needs for those employees who will be transferred to other divisions of the company. By identifying training for those affected employees the HR manager is trying to
a) develop a quality workforce.
b) restructure a quality workforce.
c) attract a quality workforce.
d) maintain a quality workforce.
e) redistribute a quality workforce.
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
111) ___ are increasingly important in attracting, developing, and maintaining a quality workforce in an environment complicated by legal issues, labour shortages, economic turmoil, and changing corporate strategies.
a) Human resource specialists
b) Line managers
c) First-level supervisors
d) Team leaders
e) Team members
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
112) Dakota wants to hire Morgan for a position as a software developer. In the interview with Morgan, Dakota asks Morgan if has any previous experience as a software developer. Dakota is trying to assess Morgan's ___.
a) person–job fit
b) person–organization fit
c) comparable worth
d) graphic rating scale
e) behaviourally anchored rating scale
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
113) ___ fit is the extent to which an individual’s knowledge, skills, experiences, and personal characteristics are consistent with the requirements of their work.
a) Person–team
b) Person–job
c) Person–organization
d) Employer–person
e) Person–manager
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
114) ___ fit is the extent to which an individual’s values, interests, and behaviour are consistent with the culture of his or her organization.
a) Manager–person
b) Person–team
c) Employer–organization
d) Person–job
e) Person–organization
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
115) ____________ is the extent to which an individual’s values and behaviour fit with the organizational culture and ____________ is the extent that an individual’s skills, experience and personal characteristics are consistent with the position.
a) Person–job fit; person–organization fit
b) Person–organization fit; person–job fit
c) Person–behaviour fit; person–job fit
d) Person–organization fit; person–behaviour fit
e) Personality–organization fit; personality–job fit
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
116) ___ mobilizes human capital through the HRM process to best implement organizational strategies.
a) Management by objectives
b) Strategic management
c) Strategic human resource management
d) Human portfolio analysis
e) Strategic organizational design
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
117) An important indicator that human resource management is truly strategic in an organization is when the HRM function is headed by a ___.
a) human resources director reporting to a middle-level manager
b) middle-level manager reporting to an upper-level executive
c) mid-level management team
d) human resources manager reporting to an executive vice president
e) senior executive reporting directly to the chief executive officer
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: EasyEasy
AACSB: Analytic
118) Which of the following statements does not accurately describe how human resource management should be approached in modern organizations?
a) People are critical and valuable strategic assets.
b) People are key to organizational success and failure.
c) People should be viewed as costs to be reduced.
d) The human resource practices of successful organizations include employment security, decentralization, use of teams, good compensation, extensive training, and information sharing.
e) Positive human resource policies contribute to higher organizational performance.
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
119) Which of the following statements describes employee value propositions (EVPs)?
a) EVPs are the foundation for strategic human resource management
b) EVPs summarize the mutually beneficial value exchanges between the organization and the employee.
c) EVPs are packages of rewards and opportunities that entice people to want to work hard for and remain with an organization.
d) Only a) and c) describe EVPs
e) Only b) and c) describe EVPs
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
120) ___ occurs when criteria that are not job-relevant are used in making hiring or termination decisions or job assignments.
a) Equal employment opportunity
b) Discrimination
c) Affirmative action
d) Job prejudice
e) Managerial bias
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
121) ____________ ensures that women and minorities are represented in the workforce in proportion to their labour market availability.
a) Realistic recruiting
b) Bona fide occupational qualifications
c) Employment equity
d) Employee assistance
e) Discriminative action
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
122) The use of bona fide occupational qualifications based on ___ is not allowed under any circumstances.
a) gender
b) religion
c) age
d) national origin
e) colour
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
123) The following sentence was printed in a job-positing advertisement, “Only individuals under the age of 45 may apply for this position as it entails strenuous physical work for long hours.” Which of the following does this statement exemplify?
a) affirmative action
b) bona fide occupational qualification
c) sexual discrimination
d) age discrimination
e) comparable worth
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
124) In Canada, human resource management practices are affected by all of the following laws except
a) the Canadian Human Rights Act.
b) the Employment Equity Act.
c) the Civil Employment of Minorities Act.
d) the British Columbia Human Rights Act.
e) the Ontario Human Rights Act.
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
125) ___ prohibits discrimination in employment based on race, colour, religion, sex, or national origin.
a) Canadian Human Rights Act
b) Canadians With Disabilities Act of 1990
c) Canadian Labour Code
d) Employment Equity Act
e) Accessibility Canada Act
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
126) In Canada, ___ guarantee(s) people the right to employment and advancement without regard to race, colour, national origin, religion, gender, age, or mental or physical ability.
a) the Canadian Human Rights Act
b) fairness in business
c) minority action programs
d) the Constitution
e) the Charter of Rights and Freedoms
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
127) Which statement concerning the Employment Equity Act is false?
a) The act applies to the federal government.
b) The act is directed at race and gender discrimination only.
c) The act is designed to protect people from employment discrimination.
d) Failure to comply with the act can put a firm in jeopardy in the courts.
e) The act applies to all federal departments and agencies.
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
128) Current legal issues in human resource management include all of the following except
a) sexual harassment in the workplace.
b) comparable worth of jobs.
c) liability for goods produced by careless employees.
d) employee entitlements of part-time workers and independent contractors.
e) workplace privacy.
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
129) ___ occurs when a person experiences conduct or language of a sexual nature that affects their employment situation.
a) A normal work experience
b) Sexual harassment
c) Gender interaction
d) Comparable worth
e) Perceptual distortion
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
130) ___ holds that persons performing jobs of similar importance should be paid at comparable levels.
a) Affirmative action
b) Equal employment opportunity
c) Merit pay
d) Pay equity
e) Equality principle
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
131) A recent survey found that female corporate leaders were underpaid compared to their male counterparts. This would be an example of which HRM issue?
a) employment discrimination
b) glass ceiling
c) gender discrimination
d) pay equity
e) comparable employment
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
132) All-Star Garage, a local auto repair facility, pays its mechanics $50 per 8-hour day. One of their most recent hires, who is paid $40 per 8-hour day found that she is being paid less than all of the other mechanics in the company, even though she has the same qualifications and about the same amount of experience as the other mechanics. This example demonstrates a violation of which of the following?
a) permatemp
b) pay equity
c) base compensation
d) recency bias
e) critical-incident technique
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
133) ___ are hired as needed and are not part of an organization’s permanent workforce.
a) Part-time workers
b) Frontline staff
c) Independent contractors
d) Flextime employees
e) Line managers
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
134) Until the legal status of employee surveillance through the use of information technology is clarified, the best advice for everyone is to assume that _________.
a) your employer will protect your privacy
b) you have no privacy at work
c) your employer will let you know whenever you are being monitored
d) you are being monitored occasionally
e) it is illegal for an employer to monitor your work
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
135) During the recent COVID-19 pandemic most employees were asked to or were required to work from their homes. In some cases, organizations would help the employees set up a home office with computers and printers from the organization. Taylor was one such employee, and while working from home spent considerable time going through Facebook postings, Twitter feeds and shopping on Amazon. When the company reprimanded Taylor for these actions, Taylor became very agitated and threatened to sue the company for invasion of privacy. The company told Taylor they had every right to monitor the computer activity while Taylor was working on their equipment. Given this scenario, which of the following statement is correct?
a) Taylor is correct because the activity took place in the home and not at the office. What Taylor does at home is not the concern of the employer.
b) Taylor’s company is correct because it is legal for employers to monitor the work performance and behaviour of their employees, even if that work takes place at home.
c) Taylor has been reprimanded and should take this as a warning, and work with the company to establish clear work-from-home policies and the company should make all employees aware of the policies.
d) Both a) and c) are correct.
e) Both b) and c) are correct.
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Evaluation
Difficulty: Hard
AACSB: Analytic
136) Before a company can begin the process of attracting a qualified workforce it must ___.
a) have a clear understanding of the jobs to be done
b) have systems in place to excel at employee recruitment and selection
c) know what talents are required to perform the jobs
d) a and b
e) a, b, and c
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
137) ___ is the process of analyzing an organization’s human resource needs and determining how to best fill them.
a) Management by objectives
b) Strategic management
c) Human resource planning
d) Identifying job factors for all positions
e) Placing new employees on the organization chart
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
138) ___ is the orderly study of job facets to determine what is done when, where, how, why, and by whom.
a) Job analysis
b) Job description
c) Job specification
d) Job supervision
e) Job detailing
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
139) A job ___ details the duties and responsibilities of a job holder.
a) specification
b) description
c) analysis
d) evaluation
e) supervision
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
140) The information in a job analysis can be used to create ___, which list the qualifications required of a job holder.
a) job specifications
b) job descriptions
c) bona fide occupational qualifications
d) equal employment opportunities
e) job roles
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
141) The information in a job analysis can be used to create ___, which list the qualifications required of a job holder.
a) job specifications
b) job descriptions
c) bona fide occupational qualifications
d) equal employment opportunities
e) job roles
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
142) A job analysis provides useful information that can be used to develop or update ___ and ___.
a) job specifications; paired comparisons
b) reliability; performance appraisals
c) work–life balance; career plateauing
d) job descriptions; job specifications
e) job descriptions; job interviews
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
143) Kai is the manager of a local bakery and has observed high employee turnover. Kai believes this is due to poorly defined job descriptions. The bakers, clerks, and delivery people are not clear about duties and responsibilities and there is overlapping and duplicated work processes. Kai needs to define all the activities for each position, as well as the behaviours necessary to perform them. To do this Kai should conduct a ___.
a) job preview
b) human resources plan
c) job specifications plan
d) job analysis
e) job description plan
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
144) As part of the company’s restructuring plan, Blair, the human resources manager, must review and write new ___ for each position, each of which clearly state the minimum job qualifications that a person must possess to successfully perform that job.
a) job rules
b) human resources specifications
c) job specifications
d) job analysis
e) job descriptions
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
145) ___ is a set of activities designed to attract a qualified pool of job applicants to an organization.
a) Recruitment
b) Remuneration
c) Probation
d) Orientation
e) Training
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
146) The three steps in the traditional recruitment process are
a) searching, screening, and interviewing.
b) searching, initial screening, and socialization.
c) advertising job vacancies, making preliminary contacts, and initial screening.
d) advertising job vacancies, socialization, and screening.
e) planning, searching, and screening.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
147) Which of the following is the first step in a traditional recruitment process?
a) preliminary contact with potential job candidates
b) face-to-face interview
c) advertisement of a job vacancy
d) initial screening to create a pool of qualified applicants
e) employment test
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
148) Which of the following is true of traditional recruitment?
a) It focuses on communicating the positive and negative features of a job.
b) The negatives of a job are always clearly revealed and not downplayed or concealed.
c) It leads to higher levels of early job satisfaction and greater trust in an organization.
d) Employers could suffer lost productivity and the added costs of having to recruit again.
e) New employees always have less inclination to quit prematurely.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Comprehension
Difficulty: Medium
AACSB: Analytic
149) Making current employees in an organization aware of job vacancies through job posting and personal recommendations is known as ___.
a) traditional recruitment
b) realistic recruitment
c) affirmative action
d) equal employment opportunity
e) internal recruitment
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
150) Which of the following is a method of external recruitment?
a) divisional transfers
b) company electronic postings
c) manager recommendations
d) expatriation
e) employee referrals
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
151) Which of the following is a method of internal recruitment?
a) recruiting websites
b) virtual job fairs
c) managers’ recommendations
d) employment agencies
e) headhunters
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
152) Which of the following is an advantage of external recruitment?
a) It is easier to get reliable information on applicants from outside an organization.
b) It brings outsider applicants with fresh perspectives, expertise, and work experience.
c) It is usually quicker and focuses on persons whose performance records are well known.
d) It reduces turnover rates.
e) It aids in the retention of high-quality employees.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
153) The potential advantages of internal recruitment include all of the following except
a) internal recruitment is usually less expensive than external recruitment.
b) internal recruitment deals with people whose performance records are well established.
c) a history of serious internal recruitment can be encouraging to employees.
d) serious internal recruitment shows employees they can advance by working hard.
e) internal recruitment provides fresh perspectives and ideas for problem solving.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
154) Aiden is hired to manage the marketing department of a national retail chain and needs to hire two marketing representatives to staff the department. The company’s policy is to use internal recruitment instead of external recruitment. Aiden however prefers to hire externally in order to avoid which of the following internal recruitment disadvantages?
a) Internal recruitment is usually more expensive than recruiting externally.
b) The reliance on managers to recommend potential candidates.
c) The lack of fresh perspectives, expertise, and experience.
d) Internal recruitment reduces employee motivation and loyalty.
e) Internal recruitment is usually more time consuming than external recruitment.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
155) The vice-president of marketing for Rexcam Ltd. has recently resigned and a new marketing head as soon as possible, and Rexcam does not want to spend much money on the recruitment process. Which of the following recruitment options is most suitable for Rexcam?
a) external recruitment
b) internal recruitment
c) social recruitment
d) traditional recruitment
e) campus recruitment
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
156) Which of the following is true of realistic job previews?
a) It focuses on only communicating the most positive features of a job and organization to all applicants.
b) The negatives of a job are often downplayed or concealed.
c) It creates unrealistic expectations that cause costly turnover when new hires become disillusioned and quit.
d) Less inclination of employees to quit prematurely is an expected benefit of using realistic job previews.
e) Lower levels of early job satisfaction and lesser trust in organizations are the expected consequences of using realistic job previews.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
157) In ___, the organization seeks to “sell” itself to job applicants.
a) realistic recruitment
b) external recruitment
c) socialization
d) traditional recruitment
e) affirmative action
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
158) The recruitment approach that tries to provide the job candidates with all pertinent information about the job and the organization without distortion and before the job is accepted is called a(n) ___.
a) open job preview
b) traditional job preview
c) realistic job preview
d) holistic job preview
e) comprehensive job preview
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
159) ___ is the process of choosing individuals to hire from a pool of qualified job applicants.
a) Orientation
b) Selection
c) Assignment
d) Promotion
e) Remuneration
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
160) Which of the following is the first step of a selection process?
a) interview
b) screening applicant information
c) site visit
d) pre-employment check
e) employment testing
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
161) A selection device is said to be reliable when it ___.
a) measures exactly what it intends to, relative to the job specification
b) can be passed by at least 75 percent of all applicants
c) is administered by a qualified human resource specialist
d) yields the same results over time if taken by the same person
e) is sanctioned by the EEOC
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Medium
AACSB: Analytic
162) ___ means that scores on a selection device have demonstrated links with future job performance.
a) Compatibility
b) Reliability
c) Validity
d) Equity
e) Accountability
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
163) Any selection device should ___.
a) be valid but not necessarily reliable
b) be reliable but not necessarily valid
c) be both reliable and valid
d) be used only by highly trained professionals
e) give prospective employees reasons to question the hiring process
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
164) Ashton has completed the same personality assessment four different times and each time has seen dramatically different results. Ashton made sure however that each time the test was taken the answers given were honest and consistent. This test is an example of a selection technique with low ___.
a) work sampling
b) probability
c) validity
d) criteria
e) reliability
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
165) The traditional ___ is the most common method of assessment in selection processes.
a) assessment test
b) face-to-face interview
c) work sample
d) telephone interview
e) virtual interview
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
166) From the interviewer’s perspective, interviews can fail for all of the following reasons except
a) the interviewers ask the wrong things.
b) the interviewers talk too much.
c) line managers do the interviewing.
d) the interviewers’ personal biases prevent an applicant’s capabilities from being fully considered.
e) the wrong people do the interviewing.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
167) Interviews can be difficult for job applicants if the applicants ___.
a) are unprepared
b) are poor communicators
c) lack interpersonal skills
d) a and b
e) a, b, and c
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
168) During an online interview, which of the following preparation steps should the interviewee complete?
a) Complete an online search about the organization including its mission, history and financial reports.
b) Prepare a list of questions about the organization and the position being applied for.
c) Send a follow-up e-mail that includes a thank you for the time taken for the interview and any follow-up comments or questions.
d) Practice an online interview with a trusted colleague or friend.
e) All of the above
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
169) In ___ interviews, the interviewer does not work from a formal and pre-established list of questions that is asked of all interviewees.
a) structured
b) high validity
c) standardized
d) unstructured
e) closed
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
170) While interviewing four candidates for a job vacancy, the interviewer asked each of the candidates a series of questions with varying degrees of difficulty and topics. No candidate was asked exactly the same question, even though in general terms the questions covered the same topics. The interview described in this case is an example of a(n) ___ interview.
a) structured
b) behavioural
c) unstructured
d) situational
e) operational
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
171) During a job interview, Cassidy is asked about the time when a secret about a co-worker was accidently revealed and how Clive had managed to diffuse the tension with the co-worker caused by the revelation. Clive has undergone a(n) ___ interview.
a) structured
b) behavioural
c) exit
d) situational
e) operational
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
172) In an interview, an interviewer asks a candidate, “Describe a situation in which you disagreed with your manager and how you resolved that situation.” This is an example of a(n) ___ interview.
a) exit
b) reference
c) technical
d) closed
e) behavioural
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
173) In a face-to-face interview for an HR position, a candidate is asked how a group of employees would be dismissed during a lay-off process. This would be an example of a(n) ___ interview.
a) situational
b) cognitive
c) psychiatric
d) technical
e) informal
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
174) Biodata methods
a) collect certain personal information that has been proven to correlate with good job performance.
b) examine how job candidates handle simulated work situations.
c) evaluate applicants while performing actual work tasks.
d) ask job candidates about their past behaviour, focusing specifically on actions that are likely to be important in a work environment.
e) ask job candidates how they would react when confronted with specific work situations they would be likely to experience on the job.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloomcode: Knowledge
Difficulty: Easy
AACSB: Analytic
175) As part of the selection process for a job, Jordan was asked to work for a few hours inside a facility where the real work conditions of the job were simulated. Which of the following selection techniques is being used in this case?
a) work sampling
b) biodata method
c) behavioural interview
d) assessment centre
e) situational interview
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
176) ___ has applicants work on actual job tasks while being graded by observers on their performance.
a) Work modelling
b) Work sampling
c) Assessment evaluation
d) Job analysis
e) Job observation
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
177) Kennedy applied for a position as a truck driver at a transport company and was asked by the interviewers to drive a loaded truck for about 200 miles to assess Andrew’s driving abilities. In this case the interviewers have used the______ interview tool.
a) work sampling
b) biodata method
c) behaviourally anchored rating scale
d) critical-incident technique
e) graphic rating scale
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
178) ___ can be used to find out important background information about job applicants that was not discovered in the application, interviewing, or testing steps.
a) Reference checks
b) Assessment centres
c) Management simulation games
d) Apprenticeships
e) Realistic job previews
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
179) The best selection decisions are most likely made when responsibility for analyzing all the data and making the final decision to hire or reject an applicant rest with the ___.
a) applicant’s prospective co-workers
b) head of the human resources department
c) applicant’s prospective manager or team leader
d) doctor giving the physical exam and drug test
e) applicant’s prospective manager or team leader, potential co-workers, and the human resources staff
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Evaluation
Difficulty: Hard
AACSB: Analytic
180) ___ refers to a set of activities designed to familiarize new employees with their jobs, co-workers, and key aspects of the organization as a whole.
a) Training
b) Onboarding
c) Recruiting
d) Selection
e) Development
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
181) Which one of the following statements does not accurately describe employee orientation?
a) The first six months of employment in a given organization is crucial because it is during this time that original performance expectations are set.
b) Patterns for future employee-employer relationships tend to be set in the first few months of employment.
c) The primary intent of orientation is to enable new employees to complete job-related paperwork.
d) When orientation is neglected, even well intentioned and capable people can learn inappropriate attitudes.
e) Effective orientation enhances a person’s understanding of the organization and adds purpose to his or her daily job activities.
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
182) When Lane was inducted into the organization, the first week was spent being briefed about the work processes, being introduced to other employees, informed about the organization’s mission, and objectives and the organization’s policies and procedures. Which of the following terms best describes this process?
a) onboarding
b) socialization
c) training
d) job rotation
e) coaching
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
183) The intent of ___ in the human resource management process is to help newcomers fit into the work environment in a way that furthers their development and performance potential.
a) modelling
b) mentoring
c) training
d) socialization
e) orientation
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
184) ___ is a set of activities that helps people acquire and improve job-related skills.
a) Interviewing
b) Sampling
c) Recruitment
d) Training
e) Selection
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
185) On-the-job training includes all of the following approaches except
a) coaching.
b) mentoring.
c) modelling.
d) management development.
e) job rotation.
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloomcode: Knowledge
Difficulty: Medium
AACSB: Analytic
186) ___ is a common approach of on-the-job training where people are allowed to spend time working in different jobs or departments or even geographical locations, and thus expand the range of their job capabilities.
a) Coaching
b) Mentoring
c) Socialization
d) Orientation
e) Job rotation
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
187) Leslie works in the Vancouver branch of Trans-Global and has been sent to Australia by the company to learn various processes used by the Australian branch. While in Australia Leslie will be taking on roles other than the role Leslie currently holds in the company. At the same time an employee from the Australian branch will travel to Vancouver to learn about the processes Leslie uses. Which of the following is best described by this situation?
a) socialization
b) mentoring
c) work sampling
d) orientation
e) job rotation
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
188) Linh was hired as a teller in a bank and as a new employee is required to work in different positions in the customer service department in order to gain exposure to a variety of tasks and to learn multiple jobs. This type of training is known as ___.
a) off-the-job-training
b) modelling
c) job rotation
d) coaching
e) management development
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Medium
AACSB: Analytic
189) ___ is a form of coaching in which early-career employees are formally assigned as protégés to senior persons.
a) Job rotation
b) Orientation
c) Mentoring
d) Conditioning
e) Inducting
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
190) When an experienced person provides performance advice to another person, the on-the-job training method known as ___ is being used.
a) coaching
b) modelling
c) job rotation
d) employee development
e) management development
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Medium
AACSB: Analytic
191) When millennials mentor baby-boomers in the various technological aspects of a job this is referred to as
a) modelling
b) mentoring
c) reverse mentoring
d) executive orientation
e) executive socialization
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
192) Which of the following is an example of off-the-job training methods?
a) job rotation
b) coaching
c) temporary promotions
d) mentoring
e) management development
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
193) Training specifically targeted to improve a person’s knowledge and skills in the fundamentals of management and leadership is referred to as ___.
a) management development
b) executive modelling
c) executive apprenticeship
d) management coaching
e) management orientation/socialization
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
194) Which of the following is a system that ensure that performance standards and objective are set and assessed, and where steps are taken to improve employee performance?
a) Performance assessment system
b) Human resource management system
c) Strategic performance assessment system
d) Performance management system
e) Employee management system
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
195) ___ is the process of formally assessing the work accomplishments and providing feedback to an employee.
a) Promotion
b) Orientation
c) Work sampling
d) Training
e) Performance appraisal
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
196) The ___________ purpose of performance assessment focuses on performance goals and objectives, while the ____________purpose focuses on measuring results against standards.
a) evaluation; development
b) development; performance
c) performance; results
d) development; evaluation
e) development; results
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
197) ___ is an approach that focuses on providing employees with more frequent and more developmental feedback in an effort to improve their job performance.
a) Performance coaching
b) Performance evaluation
c) Job orientation
d) Job evaluation
e) Remuneration
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
198) Which of the following is required for performance appraisal methods to be reliable and valid?
a) They should yield different results over time.
b) The methods should yield different results for different raters.
c) They should not measure factors indirectly relevant to job performance.
d) There should be some bias against poor performers.
e) They should measure all factors directly and indirectly relevant to job performance.
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
199) A manager is using the ___ method of performance appraisal when the employee’s performance is evaluated using a checklist of traits or characteristics that are related to performance in a given job.
a) multiperson comparisons
b) behaviourally anchored rating scale
c) traits rating scale
d) graphic rating scale
e) 360º feedback
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
200) Which of the following performance appraisal methods uses specific descriptions of actual behaviours to rate various levels of performance?
a) graphic rating scale
b) behaviourally anchored rating scale
c) 360-degree appraisal
d) multiperson comparison
e) critical-incident technique
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
201) Which of the following is true of the behaviourally anchored rating scale (BARS)?
a) It is less reliable and valid than the graphic rating scale.
b) BARS is not consistent with the development purpose of the performance appraisal.
c) It tends to focus on recent behaviours rather than on behaviour that occurred throughout the evaluation period.
d) An employee with a BARS rating of 4 most likely treats his customers rudely and with disrespect.
e) It describes expected behaviours for various levels of performance achievement in a job.
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
202) ___ overemphasizes the latest behaviours of an individual when evaluating the individual's performance.
a) The critical-incident technique
b) Recency bias
c) A graphic rating scale
d) 360-degree appraisals
e) A multiperson comparison
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
203) The ___ is a behaviour-based approach that can reduce the influence of recency bias on evaluations by keeping a running log or inventory of a person’s effective and ineffective job behaviours.
a) 360-degree appraisal
b) multiperson comparison
c) graphic rating scale
d) critical-incident technique
e) behaviourally anchored rating scale
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
204) Marin is the manager of a restaurant and keeps a journal of all the times the servers get a good or bad review from customers. Marin is using the ___.
a) graphic rating scale
b) behaviourally anchored rating scale
c) work sampling technique
d) critical-incident technique
e) job analysis technique
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
205) Which of the following is true of results-based approaches?
a) They only focus on employee traits or specific behaviours.
b) They are typically qualitative.
c) They may ignore the impact of circumstances beyond the employee’s control.
d) They are subjective methods of appraisal.
e) They focus on recent performances rather than past performances.
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
206) ___ is the tendency to give employees a higher performance rating than they deserve.
a) Recency bias
b) Leniency
c) Nepotism
d) Neutrality
e) Affirmative action
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
207) The ___ is a performance appraisal method that uses a rank ordering, paired comparisons, or a forced distribution to formally compare one person’s performance with that of one or more others.
a) critical-incident technique
b) multiperson comparison method
c) graphic rating scales method
d) behaviourally anchored rating scales method
e) 360º feedback method
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Medium
AACSB: Analytic
208) ___ are intended to gather feedback from multiple sources in order to provide a comprehensive evaluation of an employee’s performance.
a) 360-degree appraisals
b) Results-based performance appraisals
c) Critical-incident techniques
d) Behaviour-based performance appraisals
e) Trait-based performance appraisals
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
209) The issue of ___ deals with how people balance the demands of work with their personal and family needs.
a) organizational socialization
b) work–life balance
c) performance management
d) career planning
e) career plateauing
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
210) ___ allows people to more easily balance personal affairs and work responsibilities.
a) Recency bias
b) Leniency
c) Flexibility
d) Affirmative action
e) Nepotism
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
211) Which of the following cases represent legitimate concerns about work–life balance?
a) Single parents who must balance complete parenting responsibilities with a job
b) Dual-career couples who must balance the career needs and opportunities of each partner
c) The family-friendliness of employers
d) All of the above are legitimate work–life balance issues
e) None of the above is a legitimate work–life balance issue
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
212) Base compensation can assist the organization by accomplishing all of the following except
a) making the organization a more desirable place of employment.
b) attracting the right people for the right jobs.
c) making outside employment opportunities less attractive.
d) retaining qualified employees.
e) eliminating the need for fringe benefits programs.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
213) ___ can assist the organization by making it a more desirable place of employment, attracting the right people for the right jobs, and retaining qualified employees. It can have a large impact on employees’ job attitudes, motivation, and performance, and decrease their tendencies to look elsewhere for jobs
a) Merit pay systems
b) Profit-sharing plans
c) Fringe benefits
d) Family-friendly benefits
e) Base compensation
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
214) An employee’s compensation each month includes a monthly salary, a travel allowance, medical and dental premiums paid for by the employer, and a percentage of the company’s adjusted monthly operating income. Which of these amounts would be considered base compensation?
a) Monthly salary
b) Travel allowance
c) Medical and dental premiums
d) Percentage of the operating income
e) All of them because the employee receives them every month
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
215) In ___, pay increases are awarded to an employee in proportion to his/her performance contributions.
a) merit pay systems
b) seniority pay systems
c) employee stock ownership plans
d) profit-sharing plans
e) early retirement incentive programs
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
216) A good merit raise is a positive signal to high performers designed to
a) discourage creativity and innovation.
b) encourage the employee to work harder in the future.
c) encourage the employee to retire early.
d) discourage the employee from using health benefits.
e) discourage the employee from asking for a raise.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
217) A typical question raised about merit pay systems is:
a) Who assesses performance?
b) What is a two-tier system?
c) How do I get paid?
d) Why does it work this way?
e) What are the benefits?
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
218) A compensation plan that provides a one-time or lump-sum payment to employees who meet specific performance targets or make some other extraordinary contribution to a company is called
a) two-tier wage system.
b) employee stock ownership plan.
c) bonus pay.
d) base pay.
e) merit pay.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
219) An employee bonus should be given
a) to everyone regardless of performance.
b) only when the company makes a profit.
c) regardless of whether the company makes a profit.
d) only when all employees have performed well.
e) to reward performance and raise loyalty to the firm.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
220) Helping employees to purchase stock in their employing companies is called
a) employee stakeholder plan.
b) gain-sharing.
c) two-tier wage system.
d) profit sharing.
e) employee stock ownership plan.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Medium
AACSB: Analytic
221) Stock options
a) do not lose value even if the stock price ends up lower.
b) are nonmonetary forms of compensation.
c) give an owner the right to buy shares of stock at a future date at a fixed price.
d) provide one-time or lump-sum payments to employees who meet specific performance targets.
e) offer workers to purchase stock in their employing companies whenever they chose to.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Comprehension
Difficulty: Medium
AACSB: Analytic
222) A compensation plan that distributes to employees a proportion on net profits earned by the organization is called a __________ plan.
a) gain-sharing
b) profit-sharing
c) employee stock ownership
d) stock option
e) group payout
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
223) Allowing groups of employees to share in any savings or “gains” realized when their efforts result in measurable cost reductions or productivity increases is called
a) loss sharing.
b) gain-sharing.
c) bonus pay.
d) employee stock ownership plan.
e) gains pay.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
224) What is the primary difference between profit-sharing and gain-sharing plans?
a) Profit-sharing plans provide one-time payments based on performance accomplishments, whereas gain-sharing plans provide weekly and/or monthly payments.
b) Profit-sharing plans pay increases in proportion to performance contributions, whereas gain-sharing plans pay in proportion to seniority and experience.
c) Profit-sharing plans are most common at the executive level, whereas gain-sharing plans are most common at the lower levels.
d) Profit-sharing plans are monetary forms of compensation, whereas gain-sharing plans are nonmonetary.
e) Profit-sharing plans distribute to employees a proportion of net profits earned by the organization, whereas gain-sharing plans allow employees to share gains realized by their efforts.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Evaluation
Difficulty: Hard
AACSB: Analytic
225) ___ include non-monetary forms of compensation that are intended to improve the work and personal lives of employees.
a) Profit-sharing and gain-sharing plans
b) Stock ownership and stock options
c) Employee benefits packages
d) Bonus pay plans
e) Merit pay system
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
226) A(n) ___ program allows employees to choose a set of benefits within a certain dollar amount.
a) employee benefits
b) incentive
c) bonus
d) flexible benefits
e) employer-assisted benefits
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
227) ___ help(s) employees to achieve a better balance between their work and non-work responsibilities.
a) Adaptive employee benefits
b) Flexible base compensation
c) Balanced scorecard systems
d) Family-friendly benefits
e) Employer-required benefits
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
228) Family-friendly benefits include ___.
a) stock options
b) counselling on alcohol
c) referrals for sexual abuse
d) part-time employment options
e) counselling for stress
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
229) Parker, an employee at DrexCom Inc., is experiencing marital problems. Parker would be pleased to learn that the company has a(n) ___ program to help with such matters.
a) employee assistance
b) cafeteria benefits
c) comparable worth
d) collective bargaining
e) affirmative action
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
230) Offering employees financial incentives to retire early is called
a) termination.
b) early retirement incentive program.
c) bonus pay.
d) discrimination.
e) payout.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
231) ___ refers to the involuntary dismissal of an employee.
a) Termination
b) Retirement
c) Affirmative action
d) Resignation
e) Collective bargaining
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
232) The employment-at-will doctrine assumes that ___.
a) employers must have bona fide job-related reasons for a termination
b) employers can terminate employees at any time for any reason
c) workers should be provided legal protections against discriminatory firings
d) workers should be provided financial incentives to retire early
e) workers should be provided severance packages in the event of dismissal
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
233) The principle of ___ gives workers legal protections against discriminatory firings and employers must have bona fide job-related reasons for a termination.
a) employment-at-will
b) collective bargaining
c) merit pay
d) wrongful dismissal
e) affirmative action
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
234) ___ is the process of negotiating, administering, and interpreting a labour contract in labour–management relations.
a) Collective bargaining
b) Acculturation
c) Mediation
d) Nepotism
e) Affirmative action
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
Question type: Essay
235) Define human resource management (HRM). Describe its goal and major tasks.
1. Attracting a quality workforce—human resource planning, employee recruitment, and employee selection.
2. Developing a quality workforce—employee orientation, training and development, and performance management.
3. Maintaining a quality workforce—career development, work–life balance, compensation and benefits, retention and turnover, and labour–management relations.
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
236) Briefly describe the legal context of human resource management with respect to discrimination in employment.
• The Canadian Human Rights Code—makes it illegal for employers to discriminate in hiring, promotions, and termination employment based on prohibited grounds.
• The Employment Equity Act—gives preference to four designated groups:
Aboriginals
Women
Visible minorities
People with physical/mental disabilities
Learning Objective 13.1: Explain the human resource management process and its legal framework.
Section Reference 13.1: Human Resource Management
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
237) Describe the process of recruiting. What are the different types of recruiting and explain the advantages and disadvantages of each?
1. advertisement of a job vacancy,
2. preliminary contact with potential job candidates, and
3. initial screening to create a pool of qualified applicants.
Recruitment can be external or internal. The recruiting that takes place on college campuses is one example of external recruitment, in which job candidates are sought from outside the hiring organization. Company websites and their social media sites, virtual job fairs, or specialized recruiting websites such as Monster and CareerBuilder, employment agencies and headhunters, university placement centres, personal contacts and employee referrals are all sources of external recruits. Internal recruitment, by contrast, seeks applicants from inside the organization. Most organizations have a procedure for announcing vacancies through newsletters, electronic postings, and the like. They also rely on managers to recommend candidates for advancement.
Both recruitment methods have potential advantages and disadvantages. External recruitment brings outsider applicants with fresh perspectives, expertise, and work experience. But extra effort is needed to get reliable information on them. Internal recruitment is usually quicker and focuses on persons whose performance records are well known. A history of internal recruitment builds employee commitment and motivation by showing that opportunities exist to advance within the organization. It also helps to reduce turnover rates and aids in the retention of high-quality employees.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
238) Describe the process of employee selection. Your answer should include reference to all of the steps and processes involved in successful employee selection
Interviews: Very few individuals are hired for professional positions without first sitting through one or more interviews. And, the traditional face-to-face interview with HR staff and/or hiring manager remains the most common method of assessment in the selection process. But rapidly increasing in frequency and importance are the telephone interview and the virtual or online video interview. Both are often part of an initial screening that tests applicants for basics such as technical skill set and experience, as well as communication skills, personal impression, and potential person-organizational culture fit. In unstructured interviews the interviewer does not work from a formal and pre-established list of questions that is asked of all interviewees. Behavioural interviews ask job candidates about their past behaviour, focusing specifically on actions that are likely to be important in the work environment. Situational interviews ask applicants how they would react when confronted with specific work situations they would be likely to experience on the job.
Employment Tests: Employment tests are often used to identify intelligence, aptitudes, personality, interests, and even ethics. Biodata methods usually take the form of multiple choice, self-report questionnaires. They collect “hard” biographical information and also include “soft” items that inquire about more abstract things such as value judgments, aspirations, motivations, attitudes, and expectations. When used in conjunction with ability tests, this method can increase the reliability and validity of the selection process. Other types of employment testing involve actual demonstrations of job-relevant skills and personal characteristics. An assessment centre evaluates a person’s potential by observing his or her performance in experiential activities designed to simulate daily work. When using work sampling, companies ask applicants to do actual job tasks while being graded by observers on their performance. Generally speaking, organizations should use a combination of methods in order to increase the predictive validity of the selection process.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
239) Assume that you own and operate your own business, and that you employ approximately 50 people. You want to hire the best-qualified people that you can find. Explain how you would go about recruiting and selecting new employees.
Selection is the process of choosing from a pool of applicants the person or persons who offer the greatest performance potential. The steps in the selection process are:
Step 1––completion of a formal application form.
Step 2––interviewing.
Step 3––testing.
Step 4––reference checks.
Step 5––physical examination.
Step 6––final analysis and decision to hire or reject.
The best candidates are likely to be selected if appropriate rejections are made at each step of the selection process. In step 1, candidates who lack the appropriate credentials should be rejected. In step 2, candidates with insufficient ability, ambition, or poor interpersonal qualities should be rejected. At step 3, candidates with poor test scores are rejected. At step 4, candidates with poor references should be rejected. In step 5, candidates who are physically unfit for the job should be rejected. Finally, at step 6, candidates having low overall potential should be rejected.
Learning Objective 13.2: Describe how managers help organizations attract a quality workforce.
Section Reference 13.2: Attracting a Quality Workforce
Bloom’s: Synthesis
Difficulty: Hard
AACSB: Reflective Thinking
240) What steps should a manager take in helping a new employee fit into the work environment in a way that furthers their development and performance potential?
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
241) Describe each of the four main types or models of performance appraisal and list any of the specific techniques within each model. Provide at least one example of a performance appraisal technique within each of the four main models.
Performance appraisal is the process of formally assessing someone’s work accomplishments and providing feedback. In general, performance appraisal methods can be classified as focusing on traits, behaviours, results, or 360-degree feedbacks.
Trait-based approaches are designed to measure the extent to which the employee possesses characteristics or traits that are considered important in the job. For example, trait-based measures often assess characteristics such as dependability, initiative, and leadership. One of the oldest and most widely used performance appraisal methods is a graphic rating scale. It is basically a checklist for rating an individual on traits or performance characteristics such as quality of work, job attitude, and punctuality. Although this approach is quick and easy, like other trait-based methods it tends to be very subjective and, as a result, has relatively poor reliability and validity.
Behaviour-based approaches evaluate employees on specific actions that are important parts of the job. The behaviourally anchored rating scale, or BARS, describes actual behaviours for various levels of performance achievement in a job. Because performance assessments are anchored to specific descriptions of work behaviour, the BARS is more reliable and valid than the graphic rating scale. Behavioural-based appraisals are also more consistent with the developmental purpose of the performance appraisal since they provide specific feedback to employees on what they need to do better. But, one problem is that a BARS evaluation may be influenced by recency bias, the tendency for evaluations to focus on recent behaviours rather than on behaviour that occurred throughout the evaluation period. The critical-incident technique is a behaviour-based approach that can reduce the influence of recency bias on evaluations. This technique keeps a running log or inventory of a person’s effective and ineffective job behaviours.
Results-based approaches do just what their name implies. Rather than focusing on employee traits or specific behaviours, results-based assessments centre on accomplishments. This type of assessment is typically quantitative and objective, making it ideal in some circumstances. But, results-based measures sometimes create more problems than they solve. In some jobs the things that are the easiest to measure quantitatively aren’t the most important. In addition, results-based measures may ignore the impact of circumstances beyond the employee’s control, such as economic conditions or poor performance by someone else. One of the common performance appraisals errors is leniency—the tendency for supervisors to rate employees more favourably than they deserve in order to avoid the unpleasant task of giving negative feedback. While leniency tends to be less pronounced in results-based performance appraisals, it may be further reduced by the use of multiperson comparisons that formally compare one person’s results with that of one or more others. Comparisons can be done in different ways. In rank ordering, all persons being rated are arranged in order of performance achievement. The best performer goes at the top of the list, the worst performer at the bottom; no ties are allowed. In forced distribution, each person is placed into a frequency distribution, which requires that a certain percentage of employees fall into specific performance classifications, such as top 10%, next 40%, next 40%, and bottom 10%. These systems are usually put in place to guard against supervisors giving their employees too lenient or overly positive evaluations.
360-degree appraisals are intended to gather feedback from multiple sources in order to provide a more comprehensive evaluation of the employee’s performance. They typically include input not only from the employee’s supervisor but from peers, subordinates, and even customers—individuals inside and outside the organization who depend on the job-holder’s performance. Most 360-degree appraisals also include self-evaluations by the job holder to identify strengths, weaknesses, and development needs.
Learning Objective 13.3: Discuss how managers help organizations develop a quality workforce.
Section Reference 13.3: Developing a Quality Workforce
Bloom’s: Synthesis
Difficulty: Hard
AACSB: Reflective Thinking
242) What options would you, as a manager, have in maintaining a qualified workforce? Comment briefly on the options discussed in the text.
• Work–life balance deals with how people balance the demands of work with personal and family needs. Among progressive employers, human resource policies and practices that support a healthy work–life balance are increasingly valued.
• A competitive wage and salary structure and a good benefits program can help to attract and retain highly competent employees.
• Retention and turnover deal with various replacement decisions that is, the management of promotions, transfers, retirements, and terminations. Each of these replacement decisions has different implications for the employing organization. Promotion and transfer shift people between positions within the organization. Retirements represent voluntary decisions to end one’s career. Termination is the involuntary and permanent dismissal of an employee.
• The adversarial approach to labour–management relations represents a “win-lose” conflict situation, in which both labour and management expend a lot of energy in prolonged conflict. A new and more progressive era of labour–management relations is emerging, as many unions and employers try to work together for their common good.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
243) What are the different types of benefits received by employees in organizations?
Flexible benefits programs are increasingly common. They let the employee choose a set of benefits within a certain dollar amount. The trend is also toward more family-friendly benefits that help employees balance work and non-work responsibilities. These include child care, elder care, flexible schedules, parental leave, and part-time employment options, among others. Increasingly common as well are employee assistance programs that help employees deal with troublesome personal problems. Such programs may offer assistance in dealing with stress, counselling on alcohol and substance abuse, referrals for domestic violence and sexual abuse, and sources for family and marital counselling.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
244) Discuss the advantages and disadvantages to an organization of implementing an early retirement incentive program.
A disadvantage is when a valued and experienced employee takes advantage of the program, leaving the position vacant. The organization loses that employees contributions and knowledge.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
245) Explain the role of labour unions in maintaining labour–management relations. Are labour unions as relevant in today’s work environment as they traditionally have been.
Arguments for the relevancy of labour unions will vary and may include such discussion as the role of globalization, diversity in the workplace, traditional roles in the workplace changing, the evolving mission of labour unions and so forth.
Learning Objective 13.4: Summarize how managers help organizations maintain a quality workforce.
Section Reference 13.4: Maintaining a Quality Workforce
Bloom’s: Synthesis
Difficulty: Hard
AACSB: Reflective Thinking
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Management Canada 5e | Complete Test Bank
By John R. Schermerhorn Jr