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CHAPTER 1 TEST QUESTIONS

STRATEGIC HUMAN RESOURCE MANAGEMENT: AN OVERVIEW

MULTIPLE CHOICE

1 Employees account for as much as how much of the worth of a corporation?C

A. 40B. 60C. 80D. 90

!hat is the tas" of measurin# the cause an$ effect relationship of %arious &' pro#ramsan$ policies on the (ottom line of the firm calle$?

D

A. human resource worthB. or#ani)ational capitalC. mana#ement worthD. human capital mana#ement

* !hat approach attempts to $etermine the relationships that e+ist (etween certain &'actions an$ the (ottom line?

CA. or#ani)ational capital mana#ementB. human resource mana#ementC. human capital mana#ement

D. human mana#ement4 !ith human capital mana#ement, an attempt is ma$e to $etermine the relationships that

e+ist (etween certain &' actions an$ theAA

A. (ottom line.B. or#ani)ation.C. plannin# acti%ities.D. or#ani)ational $e%elopment process.

- !hat approach ma"es an attempt is ma$e to $etermine the relationships that e+ist (etweencertain &' actions an$ the (ottom line?

AA. human capital mana#ementB. human resource mana#ementC. or#ani)ational capital mana#ement

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D. human mana#ement

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6 A (i# $ifference (etween human capital mana#ement an$ ol$era &' is that instea$ oftryin# to __________ what other companies are $oin#, mana#ers attempt to $isco%erwhat is (est for their company.

BA. mana#e

B. emulateC. stu$yD. communicate

/ !hat is the utili)ation of in$i%i$uals to achie%e or#ani)ational o(ecti%es?B

A. human resource lea$ershipB. human resource mana#ementC. human resource staffin#D. human resource plannin#

8

!hat is the process calle$ throu#h which an or#ani)ation ensures that it always has the proper num(er of employees with the appropriate s"ills in the ri#ht o(s, at the ri#ht time,to achie%e the or#ani)ations o(ecti%es?

AA. staffin#B. recruitmentC. selectionD. &' plannin#

9 &ow many functional areas are associate$ with human resource mana#ement?B

A. 6B. -C. 8D. 10

10 !hich of the followin# is NOT a human resource mana#ement function?C

A. staffin#B. trainin# an$ $e%elopmentC. human resource researchD. compensation an$ (enefits

11 !hich of the followin# topics is in%ol%e$ in staffin#?DA. o( analysisB. human resource plannin#C. recruitment

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1 !hat is the systematic process of $eterminin# the s"ills, $uties, an$ "nowle$#e reuire$for performin# o(s in an or#ani)ation?

DA. human resource plannin#B. human resource analysis

C. human resource researchD. o( analysis

1* !hat staffin# tas" impacts %irtually e%ery aspect of human resource mana#ement?B

A. selectionB. o( analysisC. recruitmentD. human resource plannin#

14 2he process of systematically re%iewin# human resource reuirements to ensure that the

reuire$ num(er of employees, with the reuire$ s"ills, is a%aila(le when they are nee$e$ isreferre$ to asA

A. human resource plannin#.B. recruitment.C. selection.D. performance appraisal.

1- 2he process of attractin# in$i%i$uals to the firm an$ encoura#in# them to apply for o(s isreferre$ to as

DA. human resource plannin#.B. selection.C. appraisal.D. recruitment.

16 2he process throu#h which the or#ani)ation chooses, from a #roup of applicants, thosein$i%i$uals (est suite$ (oth for the open position, an$ for the company is "nown as

DA. recruitment.B. human resource plannin#.C. human resource scrutiny.D. selection.

1/ !hich human resource mana#ement function consists not only of trainin# an$$e%elopment (ut also in$i%i$ual career plannin# an$ $e%elopment acti%ities, or#ani)ation$e%elopment an$ performance appraisal, an acti%ity that emphasi)es 23D nee$s?

D

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*6 !hen a la(or union represents a firms employees, what is the human resource acti%ityoften referre$ to as?

CA. union mana#er B. la(or mana#er

C. in$ustrial relationsD. union relations mana#er

*/ Business firms are reuire$ (y law to reco#ni)e unions an$A

A. (ar#ain with them in #oo$ faith.B. ma"e concessions.C. assist them in or#ani)in# acti%ities.D. sponsor them.

*8 !hat human resource tas" per%a$es all functional areas of human resource mana#ement?

DA. human resource plannin#B. human resource $e%elopmentC. staffin#D. human resource research

*9 !hich of the followin# (est $escri(es &'5 functional areas?B

A. in$epen$entB. interrelate$C. $istinctD. autonomous

40 2hose factors that affect a firms human resources from outsi$e the or#ani)ations (oun$aries are referre$ to as the

BA. corporate en%ironment.B. e+ternal en%ironment.C. social en%ironment.D. corporate culture.

41 5aor factors in the e+ternal en%ironment inclu$e all of the followin# EXCEPT

CA. competition.B. customers.C. the firms mission.D. technolo#y.

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1*

4 !hich of the followin# is NOT an e+ternal en%ironmental factor to consi$er?D

A. competitionB. la(or forceC. economy

D. informal or#ani)ation4* !hich of the followin# is an e+ternal en%ironmental factor for mana#ers to consi$er?

DA. societyB. unionsC. sharehol$ersD. all of the a(o%e

44 A pool of in$i%i$uals e+ternal to the firm from which the or#ani)ation o(tains its wor"ers isreferre$ to as

BA. forecaste$ allocation.B. la(or force.C. employee.D. wor"force.

4- !hich of the followin# is part of the le#al consi$erations that affects human resourcemana#ement?

DA. e+ecuti%e or$ersB. court $ecisionsC. lawsD. all of the a(o%e

46 2he implie$, enforce$, or felt o(li#ation of mana#ers, actin# in their official capacities, toser%e or protect the interests of #roups other than themsel%es is referre$ to as

CA. ethics.B. social ethics.C. social responsi(ility.D. morals.

4/ !hat is the $iscipline $ealin# with what is #oo$ an$ (a$, or ri#ht an$ wron#, or withmoral $uty an$ o(li#ation referre$ to as?

CA. moralsB. social responsi(ilityC. ethics

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D. social interests

48 A #roup of employees who ha%e oine$ to#ether for the purpose of $ealin# with theiremployer is calle$ aan7

C

A. conspiracy.B. or#ani)ation.C. union.D. association.

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C. Can some &' tas"s (e performe$ more efficiently (y outsi$e %en$ors?D. All of the a(o%e

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61 2he chan#in# role of &' permits it to she$ its __________ ima#e an$ focus on morestrate#ic an$ missionoriente$ acti%ities.

CA. le#alisticB. $i%ersity

C. a$ministrati%eD. staff

6 n$i%i$uals who normally act in an a$%isory staff7 capacity when wor"in# with othermana#ers re#ar$in# human resource matters are referre$ to as

CA. e+ecuti%es.B. line mana#ers.C. human resource mana#ers.D. proect mana#ers.

6*

2he human resource mana#er normally operates in what capacity?DA. lineB. pro$uctionC. matri+D. staff

64 2o$ay, many of the tas"s the &' mana#er tra$itionally performe$ ha%e (een re$uce$ oreliminate$ an$ it is estimate$ that the present &' structure an$ ser%ice $eli%ery costsnee$s to (e re$uce$ (y __________ percent.

CA. 10 to 0B. 0 to *0C. *0 to 40D. 40 to -0

6- !hat is the term that ta"es routine, transaction(ase$ acti%ities that are $isperse$ throu#houtthe or#ani)ation an$ consoli$ates them in one place?

BA. outsourcin# centersB. share$ ser%ice centersC. consoli$ation centersD. human resource centers

66 !hich of the followin# is NOT a typical &' functions that use share$ ser%ice centers?AA. selectionB. #lo(al trainin# an$ $e%elopment

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6/ 2he process of transferrin# responsi(ility for an area of ser%ice an$ its o(ecti%es to ane+ternal pro%i$er is referre$ to as

CA. share$ ser%ice centers.B. consoli$ation centers.

C. outsourcin#.D. human resource centers.

68 2he increase$ use of __________ has (een pushe$ (y the nee$ to re$uce costs cause$ (yslu##ish earnin#s or ti#hter (u$#ets, mer#ers an$ acuisitions that ha%e create$ manyre$un$ant systems.

BA. share$ ser%ice centersB. outsourcin#C. consoli$ation centersD. human resource centers

69 !hich of the followin# is a "ey to the success of outsourcin#?DA. $etermine which functions to outsourceB. $etermine the e+tent to which they shoul$ (e outsource$C. $etermine which ones to "eep in houseD. all of the a(o%e

/0 &' outsourcin# coul$ soon top how much per year?BA. =-0 (illionB. =100 (illionC. =00 (illionD. =-00 (illion

/1 n a recent sur%ey of &' e+ecuti%es, nearly what percent of sur%eye$ employers farm outsome aspect of &' to outsi$e %en$ors or consultants?

DA. 0 percentB. 40 percentC. 60 percentD. /0 percent

/ &' professionals are mo%in# towar$ focusin# their time an$ resources on their __________ (usinesses an$ try to outsource any function that they consi$er __________ .

DA. acti%e, nonstrate#icB. primary, strate#ic

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C. ser%ice, strate#icD. core, nonstrate#ic

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*

/* 2he 2ransportation ;ecurity A$ministration an$ the Coast >uar$ ha%e oine$ se%erala#encies that outsource their __________ operations.

BA. mar"etin#B. human resource

C. financeD. pro$uction

/4 2he 2ransportation ;ecurity A$ministration has contracte$ out all of its human resourcesoperations for all (ut its __________ personnel.

CA. shippin#B. pro$uctionC. e+ecuti%eD. unior

/-

!hat are in$i%i$uals $irectly in%ol%e$ in accomplishin# the primary purpose of theor#ani)ation calle$?B

A. human resource mana#ersB. line mana#ersC. staff mana#ersD. mo(ile mana#ers

/6 As the tra$itional wor" of &' mana#ers $iminishes, __________ mana#ers are steppin#up an$ performin# $uties often $one (y the human resource mana#er.

CA. staff B. a$%isoryC. lineD. consultin#

// Durin# the corporate scan$als of recent years, some say that &' playe$ a seemin# __________ role.

AA. in%isi(leB. acti%eC. ener#eticD. passi%e

/8 &' must continue to focus on e+pan$in# its __________ an$ hi#hle%el corporate participation with an emphasis on a$$in# %alue.

CA. mo(ile

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B. technicalC. strate#icD. tactical

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/9 !hich of the followin# woul$ NOT li"ely (e a tas" accomplishe$ (y an &' e+ecuti%e inhis or her role as a strate#ic partner?

AA. EE analysisB. ;trate#ic plannin#

C. 5er#ers an$ acuisitionsD. 'eor#ani)in#@Downsi)in#

80 Durin# a session at ;&'5s annual conference in hila$elphia, 'ichar$ inola, chair an$CE of 'i#ht 5ana#ement Consultants, nc. hila$elphia7, liste$ tas"s that CEs wantfrom &'. !hich of the followin# was one of those tas"s?

DA. 5a"e wor"force strate#ies inte#ral to company strate#ies an$ #oalsB. <e%era#e &'s role in maor chan#e initiati%esC. Earn the ri#ht to a seat at the corporate ta(leD. All of the a(o%e

81 2ra$itionally, what has (een the role of &' in or#ani)ations?BA. tacticalB. a$ministrati%eC. strate#icD. hi#h le%el e+ecuti%e

8 &uman resource professionals can #i%e the CE an$ C a powerful un$erstan$in# ofthe role __________ plays7 in the or#ani)ation an$ the way it com(ines with (usiness processes to e+pan$ or shrin" sharehol$er %alue.

CA. lawsB. e+ecuti%e or$ersC. human capitalD. mana#ement

8* ust li"e its counterparts in finance, 2, operations, an$ sales an$ mar"etin#, &' must (ehel$ accounta(le to its __________ .

CA. lea$ershipB. mana#ementC. planD. moti%ation

84 CEs want an &' partner who un$erstan$s the __________ si$e of the (usiness.C

A. sales

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B. accountin#C. operationalD. mar"etin#

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8- A #eneration a#o many &' people were more li"e __________ than mana#ers of humancapital.

DA. salespersonsB. mar"eters

C. financial mana#ersD. policemen

86 2here are certain uestions that the &' e+ecuti%e shoul$ as" to $etermine if he or she isin%ol%e$ strate#ically. !hich of the followin# is one of those uestions?

DA. s &' present at mer#ers an$ acuisitions plannin# meetin#s, strate#y re%iews,

an$ restructurin# $iscussions?B. Does &' pro%i$e an annual report on its '?C. s &' rate$ (y its customers?D. All of the a(o%e

8/ A $irect reportin# relationship to the CE is a characteristic of aan7A

A. e+ecuti%e.B. #eneralist.C. specialist.D. mana#er.

88 A human resource #eneralist normally performs tas"sD

A. at entry le%els.B. in either compensation or la(or relations.C. in fewer than three functional areas.D. in %arious human resourcerelate$ areas.

89 A human resource specialist may (e which of the followin#?DA. trainin# mana#er B. compensation analystC. recruiter D. any of the a(o%e

90 !hich of the followin# positions woul$ (e consi$ere$ a human resource specialist?B

A. shift mana#er B. compensation mana#er C. %ice presi$ent human resourcesD. mar"etin# mana#er

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A. C for &' B. nternal consultantC. 2alent mana#er D. en$or mana#er

9/

n terms of future o(s for human resource professionals, what is the person calle$ who isresponsi(le for fin$in#, $e%elopin# an$ "eepin# the employees who will (est accomplishthe firms o(ecti%es?

CA. C for &' B. nternal consultantC. 2alent mana#er D. en$or mana#er

98 n terms of future o(s for human resource professionals, what is the person calle$ who$etermines which functions can (e han$le$ (etter an$ less e+pensi%ely outsi$e the

or#ani)ation?DA. C for &' B. nternal consultantC. 2alent mana#er D. en$or mana#er

99 n terms of future o(s for human resource professionals, what is the person calle$ whowor"s with the many functions that ha%e centrali)e$ such as (enefits an$ pensiona$ministration that employees can access from their $es"top computers?

AA. ;elfser%ice lea$er B. nternal consultantC. 2alent mana#er D. en$or mana#er

100 2he (asic purpose of human resources in (oth lar#e an$ small firms isB

A. uite $ifferent.B. the same.C. %aria(le from year to year.D. to assure that payroll is met.

101 n small (usinesses, what is the focus of &' acti%ities?DA. performance appraisalB. trainin#C. employee relations

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D. hirin# an$ retainin# capa(le employees

10 !hat tas"s mi#ht the e%ol%in# &' or#ani)ation (e in%ol%e$ with most?DA. outsourcin#

B. share$ ser%ice centersC. line mana#ers performin# &' tas"sD. all of the a(o%e

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*1

CHAPTER 1 TEST QUESTIONS

STRATEGIC HUMAN RESOURCE MANAGEMENT: AN OVERVIEW

TRUE/FALSE

1 &uman capital mana#ement &C57 in%ol%es tas"s of measurin# the cause an$ effectrelationships of %arious &' pro#rams an$ policies on the (ottom line of the firm.

2

!ith human resource mana#ement, an attempt is ma$e to $etermine the relationships thate+ist (etween certain &' actions an$ the (ottom line.

* A (i# $ifference (etween human capital mana#ement an$ ol$era &' is that instea$ oftryin# to emulate what other companies are $oin#, a mana#er attempts to $isco%er what is

(est for his or her companies.2

4 &uman resource mana#ement &'57 is the utili)ation of in$i%i$uals to achie%eor#ani)ational o(ecti%es.

2

- eople who are en#a#e$ in the mana#ement of human resources $e%elop an$ wor" throu#han inte#rate$ human resource mana#ement system.

2

6 ;taffin# is the process throu#h which an or#ani)ation ensures that it always has the proper num(er of employees with the appropriate s"ills in the ri#ht o(s, at the ri#ht time,to achie%e the or#ani)ations o(ecti%es.

2

/ &uman resource $e%elopment in%ol%es o( analysis, human resource plannin#,recruitment, an$ selection.

8 o( analysis is the systematic process of $eterminin# the s"ills, $uties, an$ "nowle$#ereuire$ for performin# o(s in an or#ani)ation.

2

9 'ecruitment is the process of comparin# human resource reuirements with theira%aila(ility an$ $eterminin# whether the firm has a shorta#e or e+cess of personnel.

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*

10 'ecruitment is the process of attractin# ualifie$ in$i%i$uals an$ encoura#in# them toapply for wor" with the or#ani)ation.

2

11 ;election is the process throu#h which the or#ani)ation chooses, from a #roup of

applicants, those in$i%i$uals (est suite$ (oth for open positions an$ for the company.2

1 &uman resource $e%elopment &'D7 is a maor &'5 function that consists not only oftrainin# an$ $e%elopment (ut also in$i%i$ual career plannin# an$ $e%elopment acti%ities,or#ani)ation $e%elopment an$ performance appraisal, an acti%ity that emphasi)es 23Dnee$s.

2

1* De%elopment is $esi#ne$ to pro%i$e learners with the "nowle$#e an$ s"ills nee$e$ fortheir present o(s.

14 De%elopment in%ol%es learnin# that #oes (eyon$ to$ays o(: it has a more lon#termfocus.

2

1- Career $e%elopment is an on#oin# process where(y an in$i%i$ual sets career #oals an$i$entifies the means to achie%e them.

16 r#ani)ation plannin# is an or#ani)ation wi$e application of (eha%ioral science"nowle$#e to the planne$ $e%elopment an$ support of or#ani)ational strate#ies,structures an$ processes for impro%in# a firms effecti%eness.

1/ 2hrou#h performance appraisal , employees an$ teams are e%aluate$ to $etermine howwell they are performin# their assi#ne$ tas"s.

2

18 ro$uction employees are all wor"ers in an or#ani)ation e+cept mana#ers an$ professionals, such as en#ineers, accountants, or professional secretaries.

19 2he term compensation inclu$es all rewar$s that in$i%i$uals recei%e as a result of theiremployment.

2

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**

0 Health in%ol%es protectin# employees from inuries cause$ (y wor"relate$ acci$ents.

1 2o$ay, (ecause of fe$eral an$ state le#islation that reflects societal concerns, most

or#ani)ations ha%e (ecome attenti%e to their employees safety an$ health.2

ri%atesector union mem(ership has fallen from *9 percent in 19-8 to 14 percent to$ay,the lowest percenta#e since 1901.

* !hen a la(or union represents a firms employees, the human resource acti%ity is oftenreferre$ to as industrial relations, which han$les the o( of collecti%e (ar#ainin#.

2

4 Althou#h human resource research is not a $istinct &'5 function, it per%a$es allfunctional areas, an$ the researchers la(oratory is the entire wor" en%ironment.2

- All &'5 functional areas are hi#hly interrelate$.2

6 actors outsi$e its (oun$aries that affect a firms human resources ma"e up the internalen%ironment.

/ t has (een estimate$ that there will (e more technolo#ical chan#e in the ne+t - yearsthan in the last 1,000 years.

8 ;hare$ ser%ice centers ;;Cs7, also "nown as centers of e+pertise, ta"e routine,transaction(ase$ acti%ities $isperse$ throu#hout the or#ani)ation an$ consoli$ate them inone place.

2

9 utsourcin# is the process of transferrin# responsi(ility for an area of ser%ice an$ itso(ecti%es to an e+ternal pro%i$er.

2

*0 &' outsourcin#, which was a rou#hly =60 (illion (usiness in 001 coul$ soon top =00 (illion per year.

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*4

*1 2he &' professional must now inte#rate the #oals of &' to the #oals of the or#ani)ation.2

* art of &' (ecomin# a strate#ic (usiness partner inclu$es writin# a measura(le (usiness plan an$ followin# throu#h on its implementation.

2

** CEs want an &' partner who un$erstan$s the mar"etin# si$e of the (usiness.

*4 A #eneration a#o many &' people were more li"e policemen than mana#ers of humancapital.

2

*- f to$ays &' mana#ers are to (ecome strate#ic partners in their or#ani)ations, they mustrun their $epartments accor$in# to the same ri#i$ criteria that apply to other units.

2

*6 2ie$ closely to strate#ic &' is the emer#in# fiel$ of human capital accounta(ility.2

*/ A specialist, who often is an e+ecuti%e, performs tas"s in a %ariety of human resourcerelate$ areas.

*8 A specialist may (e a human resource e+ecuti%e, mana#er, or nonmana#er who istypically concerne$ with only one of the fi%e functional areas of human resourcemana#ement.

2

*9 As firms #row an$ (ecome more comple+, the human resource function also (ecomesmore comple+ an$ achie%es #reater importance.

2

40 ;mall (usinesses sel$om ha%e a formal human resource unit an$ &'5 specialists.2

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