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1 | |
When pay is linked to performance, __________ employees are more likely to stay with the organization and managers are __________ likely to be able to fill open positions with highly talented managers. |
| | A) | high-performing; less |
| | B) | high-performing; more |
| | C) | low-performing; less |
| | D) | low-performing; more |
| | E) | high-performing; less |
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2 | |
The five components of HRM each influence the others. The kinds of people that the organization attracts and hires through recruitment and selection, for example, also affects which of the following? |
| | A) | The appropriate levels of pay and benefits |
| | B) | Recruitment and selection practices |
| | C) | Labour relations practices |
| | D) | The strategic planning process |
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3 | |
When managers present a job applicant with an event that is likely to occur on the job and ask the applicant what he or she would do in such circumstances, this is known as: |
| | A) | an unstructured interview. |
| | B) | recruiting. |
| | C) | a situational interview. |
| | D) | gathering background information. |
| | E) | development. |
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4 | |
The process by which managers decide the relative qualifications of job applicants for an open position is known as: |
| | A) | training. |
| | B) | selection. |
| | C) | development. |
| | D) | performance appraisal. |
| | E) | feedback. |
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5 | |
______ is the process managers engage in to develop a pool of qualified candidates for open positions. |
| | A) | Hiring |
| | B) | Recruitment |
| | C) | Retention |
| | D) | Selection |
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6 | |
Preparing organizational members for new responsibilities is referred to as: |
| | A) | Training |
| | B) | On-the-job training |
| | C) | Vertical training |
| | D) | Development |
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7 | |
Job analysis involves determining _____________. |
| | A) | The tasks that make up a job |
| | B) | The knowledge required to perform the job |
| | C) | The pay level a job will require |
| | D) | Both a and b above |
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8 | |
___________ includes all of the activities managers engage in to forecast their current and future human resource needs. |
| | A) | Recruitment and selection |
| | B) | Job analysis and job design |
| | C) | Selection and job design |
| | D) | Human resource planning |
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9 | |
Which of the following interview questions represents a situational interview question? |
| | A) | What are your unique qualifications for this position? |
| | B) | How would you handle a customer who is indecisive? |
| | C) | What characteristics of this job are the most important to you? |
| | D) | What new skills do you want to develop in your first three years on the job? |
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10 | |
Prior to designing a training and development program for managers, a human resource specialist attempts to determine which managers need training and what types of skills and knowledge these managers need to develop. This process is known as: |
| | A) | job validation. |
| | B) | RJP validation. |
| | C) | recruitment. |
| | D) | needs assessment. |
| | E) | none of the above. |
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11 | |
Training focuses on: |
| | A) | Teaching organizational members how to perform effectively in their current jobs. |
| | B) | Broadening organizational member's knowledge and skills. |
| | C) | Preparing organizational members to take on new responsibilities. |
| | D) | None of these. |
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12 | |
______ appraisal is the evaluation of employees' job performance and contributions to the organization. |
| | A) | Needs |
| | B) | Performance |
| | C) | Assessment |
| | D) | Development |
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13 | |
A 360-degree appraisal is typically conducted by:
I. Peers
II. Clients
III. Superiors
IV. Subordinates |
| | A) | I, III, IV |
| | B) | I, II, III |
| | C) | II, III, IV |
| | D) | I, II, III, IV |
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14 | |
A(n) _____ appraisal is conducted at a set time based on performance measures that were specified in advance. |
| | A) | Formal |
| | B) | Informal |
| | C) | Subjective |
| | D) | Objective |
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15 | |
In the process of performance feedback: |
| | A) | Managers share performance information with their subordinates. |
| | B) | Managers give subordinates an opportunity to reflect on their own performance. |
| | C) | Managers develop, with the subordinates, plans for the future. |
| | D) | All of these occur. |
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16 | |
Which of the following provides managers with information they need to make good human resources decisions? |
| | A) | Selection |
| | B) | Labour relations |
| | C) | Recruitment |
| | D) | Performance appraisal |
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17 | |
The arrangement of jobs into categories reflecting their relative importance to the organization and its goals, level of skills required, and other characteristics is called: |
| | A) | pay level |
| | B) | pay structure |
| | C) | job analysis |
| | D) | benefit structure |
| | E) | chain of command |
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18 | |
The relative position of an organization's pay incentives compared to other companies in the same industry is known as: |
| | A) | Pay structure. |
| | B) | Pay appraisal. |
| | C) | Pay level. |
| | D) | Pay feedback. |
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19 | |
A plan from which employees can choose the benefits that are the most beneficial to them is called a(n) ______ plan. |
| | A) | Informal |
| | B) | Cafeteria-style |
| | C) | Formal |
| | D) | Buffet-style |
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20 | |
Collective bargaining may deal with issues such as:
I. Working hours
II. Wages
III. Working conditions
IV. Job security |
| | A) | I, II, III, IV |
| | B) | I, II, III |
| | C) | I, III, IV |
| | D) | II, III, IV |
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