Test Bank Understanding Human Resources Management A Canadian Perspective, 1st Edition Melanie Peacock

$35.00
Test Bank Understanding Human Resources Management A Canadian Perspective, 1st Edition Melanie Peacock

Test Bank Understanding Human Resources Management A Canadian Perspective, 1st Edition Melanie Peacock

$35.00
Test Bank Understanding Human Resources Management A Canadian Perspective, 1st Edition Melanie Peacock

Test Bank Understanding Human Resources Management A Canadian Perspective, 1st Edition Melanie Peacock

  1. What isHRM?
  2. techniquesandprocessesfororganizingpeopleandworkactivities
  3. managementtechniquesforcontrollingpeopleatwork
  4. anintegratedsetofsystems,practices,andpoliciesfocusingoneffectiveemployeedeploymentand development
  5. all managementactivities

ANSWER: c

  1. WhoarethebeneficiariesofHumanResourcesManagement?

a. human resource specialists b. employees

c.business owners d. contractors and freelancers

ANSWER: b

  1. Whatisthesignificanceofphrasessuchas“humancapital,”“intellectualassets,”and“talentmanagement”that have crept into businessjargon?
  2. Theyillustratehoworganizationsrecognizetheindividualdifferencesofeachemployee.
  3. Theyhighlighthowpeoplearebroughttogethertoachievea common purpose.
  4. Theyemphasizethevaluethatpeoplehavetoorganizations.
  5. Theyimplythatpeopleneedtobemanagedasresources.

ANSWER: c

  1. WhataretheresponsibilitiesofHRMtoensureanorganizationissuccessful?
  2. havingtherightpeople,intherightplaces,attherighttime,doingtherightthing
  3. ensuringthattheorganizationisresponsibleinfollowingthelawsastheyrelatetohumanresources
  4. havinganabundantcandidatepooltodrawuponquicklytoback-fillpositions
  5. toensuresuccessionplanningispartofthemanagementstrategy

ANSWER: a

  1. Whichofthefollowingfunctionsiswithintheframeworkofhumanresourcesmanagement?

a.ISO 9000 b. customer expectations

c.managing performance d. globalization

ANSWER: c

  1. WhichtermbestdescribesthestructureofHRMsystems,practices,andpoliciesandtheirrelationshiptothe organization and theemployees?

a. linear b. integrated

c. functional d. dynamic

ANSWER: b

  1. HowdoesHRMsupportthepromotionofemployeehealthandsafetythroughorganizationalculture?
  2. bycreatinga work environment that promotes a sense of well-being
  3. byensuringthatdesignatedsmokingareasarelocatedwellawayfromventilationunits
  4. byensuringemployeesareawareofthehealthandsafetyregulations
  5. bycreatingopportunitiesforemployeestoparticipateinphysicalactivitiesthroughoutthedaytokeepthem energized

ANSWER: a

  1. Ensuringthatemployeesknowwhattheyareexpectedtoaccomplishandthenprovidingappropriatemechanisms forregularfeedbackispartofwhichHRMfocus?

a. occupational health and safety b. defining, analyzing, and designing work

c. managing employee performance d. promotions and transfers

ANSWER: c

  1. WhichHRactivitydetermineswhat,where,when,andhowworktasksaredone?
  2. defining,analyzing,anddesigningwork
  3. managing employeeperformance
  4. planningfor,recruiting,andselectingemployees
  5. knowing rights andresponsibilities

ANSWER: a

10.WhichHRactivityprovidestheresourcestoassistemployeesindevelopingthenecessaryknowledgeandskillsto dotheirjobstodayandinthefuture?

a. defining, analyzing, and designing work b. managing employee performance

c. orienting, training, and developing d. knowing rights and responsibilities

ANSWER: c

11.WhatHRprocessensuresthatpeopleintheorganizationaretherightpeoplewiththerightskillsattherighttime in the rightplace?

  1. understandinglabourrelationsandcollectivebargaining
  2. defining,analyzing,anddesigningwork
  3. planningfor,recruiting,andselectingemployees
  4. knowing rights andresponsibilities

ANSWER: c

12.LearningaboutinternationalhumanresourcesmanagementrequirescustomizingHRMsystems,practices,and policies to address whichfactors?

a. economic and geographic b. political and cultural

c. geographic and legal d. racial and political

ANSWER: b

13.Aligningworkexpectationsfortheemployeewiththeorganization’sgoalsispartofwhichHRMactivity?

  1. managing employeeperformance
  2. rewarding and recognizingemployees
  3. orienting, training, and developingemployees
  4. promotingemployeehealthandsafetythroughorganizationalculture

ANSWER: a

14.Whendevelopingandimplementingsystems,practices,andpoliciesthataddressHRMtopics,whatistheone requirementthatmustbeadheredtoaboveallelse?

a. the organization’s values b. the organization’s mission statement

c. human resource planning best practices d. legal requirements

ANSWER: d

15.Whatcanimpacttheeffectivenessofa manager?

  1. howthemanagerseeshimselfwithintheorganization
  2. progressivepoliciesandproceduresofcompetingorganizations
  3. issuesthatimpactthemanager’sabilitytoachieveorganizationalsuccess
  4. howthemanagerwillberewardedfortheiremployee’sperformance

ANSWER: c

16.WhatinformationdoemployeesrelyonHRMtohelpthemunderstand?

  1. socialandlegalissuesoforganizationalnon-compliance
  2. howtoapplyHRMprinciplesintheexecutionoftheirtechnicalskills
  3. thatmanagersarethekeylinkbetweentheemployeeandthecustomer
  4. howtheirperformancewillbemeasured

ANSWER: d

17.Whatisthebenefitofemployeesknowingthattheirworkisvaluableandneeded?

  1. Therewillbea lower turnover rate in the company.
  2. Theywillreferotherstoworkforthecompany.
  3. Theybehaveina way that supports organizational success.
  4. Theywilltrytoworkharderandbemoreefficient.

ANSWER: c

18.Howarecompaniesrespondingtothedemandsofa multi-generational workforce?

  1. byfocusingoncorporatecultureandensuringemployeesfitwiththeculture
  2. byredefiningbenefitsplanstoensureallgenerationshaveaccesstotheservicestheyneed
  3. bypermittingemployeestotelecommutetoreducethefrictionbetweenthegenerationsworkingina common space
  4. bytrainingnewhiresinleadershiproleswheretheirsubordinatesmaybeolderthanthem

ANSWER: a

19.Whatcomponentofhumanresourcesmanagementisreceivingincreasingattention?

a. use of technology to expedite work b. application of HRM principles

c. individual needs of employees d. increasing diversity within the workplace

ANSWER: c

20.WhichtermbestdescribestheroleofanHRprofessionalwhosefocusisonensuringtheirorganizationisstaffed withthemosteffectivehumanresourcestoachieveitsstrategicgoals?

a. operational b. strategic

c. staffing d. administrative

ANSWER: b

21.Whichisthekeyroleofa manager?

  1. reducing costs and employeedevelopment
  2. increasing productivity and reducingcosts
  3. employeedevelopmentandensuringtheorganizationisa great place to work
  4. employee development and increasingproductivity

ANSWER: c

22.BeyondthetypicalHRactivities,whatotherstrategicactivitiesmightHRparticipatein?

  1. terminatingemployeeswhodon’tcomplywithcompanypolicy
  2. planningsocialactivitiestomaketheworkplaceenjoyable
  3. teaching health and safetycourses
  4. policy formulation andimplementation

ANSWER: d

23.Whoisthekeylinkbetweentheemployeeandtheorganization?

a.manager b. human resource manager

c.work group d. department teams

ANSWER: a

24.HRdepartmentscaninfluencechangewithinorganizationsthroughwhichofthefollowing?

  1. actingindependentlyinthedevelopmentofHRMsystems
  2. vetting employee concerns orproblems
  3. actively participating in policyformation
  4. providingserviceactivitiessuchascoachingandmentoring

ANSWER: c

25.HowcanHRensureitisseenaspartofthebusiness,insteadofmainlyanadministrativedepartment?

  1. Developa solid understanding of the business and develop processes and practices that align with the business.
  2. Findwaystoreducecostsinhigh-costareassuchasbenefits.
  3. Meetone-on-onewithemployeestolearnmoreaboutthemandwhattheywantfromtheirjob.
  4. Workwithalldepartmentstoensuretheyarefollowingthelawintheirtreatmentofemployees.

ANSWER: a

26.WhichofthefollowingisnecessaryinorderforHRtobeconsideredaspartofthebusiness??

  1. Itmustbeoverseenbya Canadian Human Resources Professional
  2. Itmusthaveaccesstoa robust HRM tool.
  3. Itmustdevelopprocessesandpracticesthatalignwiththoseofthebusiness.
  4. Itmusthavea solid understanding of all departments in the business.

ANSWER: c

27.InordertodevelopanddesignHRMsystems,practices,andpolicies,whichtwogroupsofpeoplemustwork together?

  1. HRM system consultants and businessowners
  2. business owners and HRprofessionals
  3. managers and businessowners
  4. managers and HRprofessionals

ANSWER: d

28.Whenorganizationsplaceanincreasedemphasisonthegrowthanddevelopmentofitspeople,themanagersare front-and-centre in identifying the gaps in skill sets, and the HR professional offers ways of bridging the gaps. Whatisthisanexampleof?

a.functional authority b. manager and HRM partnership

c.strategic planning d. human resource planning

ANSWER: b

29.Studiesrevealthatinordertoremaincompetitive,whatshouldorganizationsbemonitoringcontinuously,duetoits impactonHRMsystems,practices,andpolicies?

  1. changesinlabourlegislationatfederalandprovinciallevels
  2. humancapitaldevelopmentandtalentmanagement
  3. HRISpolicies
  4. takeovers, mergers, andacquisitions

ANSWER: b

30.Whatarethreecurrentbusinessconcernsfacingorganizations?

  1. global economy, demographics, andtechnology
  2. language,organizationalculture,andemployeeassistance
  3. humanresourceplanning,staffing,andtraining
  4. labour relations, language, andculture

ANSWER: a

31.WhatimpacthasglobalizationhadonHRMresponsibilities?

  1. Theyarebalancingcomplicatedissuesrelatedtolanguageandcommunication.
  2. Theymustaddressthedifferentlegalandpoliticalrequirementsofthenewlocation.
  3. Mostorganizationshirea third-party supplier to handle their HR work in the international location.
  4. ThereisverylittleimpactasallHRmanagementactivitiesaremanagedattheinternationallocation.

ANSWER: b

32.WhichactivityisanexampleofHRMrespondingtothechallengeofglobalization?

  1. identifying capable expatriatemanagers
  2. containing staffingcosts
  3. strictlydefiningjobsandthewaysinwhichpeoplemustwork
  4. matchingcompensationpackagestothoseofthehomeoffice

ANSWER: a

33.WhatpercentageoftheCanadianeconomyisaffectedbyinternationalcompetition?

a. 30 to 40 percent b. 50 to 60 percent

c. 70 to 80 percent d. 80 to 90 percent

ANSWER: c

34.Whenmanagerstalkaboutglobalization,theymustbalancea complicated set of issues including which of the following?

a.cultural differences b. gender differences

c.educational differences d. technology differences

ANSWER: a

35.Canadian oil and gas companies, and Canadian mining companies, have been experiencing growth while the Canadiancarmanufacturingindustryhasdeclinedsignificantly.Canada’sabilitytoexportlargequantitiesofoiland gas faces environmental concerns about extracting and shipping. What current business challenge is this an exampleof?

a. demographics and employee concerns b. technology and quality

c. culture and environment d. changes in firms and business sectors

ANSWER: d

36.Whichofthefollowingisusedbycompaniestominimizethenegativeimpactonemployeesaftera downsizing?

  1. offeringflextimetoremainingemployees
  2. providingtraininganddevelopmenttoremainingemployees
  3. layingoffemployeesbasedonperformance
  4. outsourcingpositionsthatwereeliminatedduringthedownsizing

ANSWER: b

37.Howcanorganizationslessentheexperienceofsurvivorsyndromeduringa downsizing?

  1. ensurea good severance package is provided to those who were laid off
  2. ensuredownsizingactivitiesdonottakeplacenearholidays
  3. ensurepopularemployeesarekepton,tohelpmotivateothers
  4. ensuretheremainingemployeesfeelliketheymatter

ANSWER: d

38.Whichstatementbestillustratesa disadvantage of using independent contractors over employees?

  1. Contractorshaveflexibilityinworkhoursandlocationsotheymightnotbethesameasemployees.
  2. Employersarerequiredtoholdbackmandatoryemploymentdeductionsfromthecontractor.
  3. Contractorsmaynotbeasattachedtotheprojectasanemployeeandtheprojectmayreflectthis.
  4. Theircontractdurationistypicallyundefined,sotheycanbeextendedaslongasrequired.

ANSWER: c

39.Whatisa benefit that employees receive from telecommuting?

  1. theflexibilitytoworkwhentheyfeelmostmotivated
  2. costsavings,aslessphysicalworkspaceisrequiredforemployees
  3. a better work–life balance
  4. lesspollutionduetofewercarsontheroad

ANSWER: c

40.WhatistheinfluenceoftechnologyonHRM?

  1. operational(e.g.,automation),improvedservicesandaccesstoinformation
  2. increasedcontractingout,outsourcing,andemployeeleasing
  3. concerns about privacy, ethics, andculture
  4. a complicated set of issues related to language and communication

ANSWER: a

41.A study by the Conference Board of Canada detailed the skills that are important for contributing to an entrepreneurial workplace. Which of the following outlines two of those skills?

  1. assessingandmanagingrisk,andkeepinggoalsinsight
  2. engagingothersandsettingrealisticgoals
  3. beingaccountableandlearningfromexperiences
  4. assessingandmanagingriskandsettingrealisticgoals

ANSWER: a

42.A study by the Conference Board of Canada detailed the skills that are important for contributing in a workplace that values creativity and problem-solving abilities. Which of the following outlines two of those skills?

  1. askingquestionsandbeingwillingtoexperiment
  2. beingwillingtoexperimentandbeingaccountable
  3. asking questions and beingadaptable
  4. being accountable andadaptable

ANSWER: c

43.Wheredoemployeeswhoareconnectedasa result of computer-mediated relationships work?

  1. instart-upcentressotheycaneasilyinteractwithothers
  2. parttimeintheofficeandpart-timeremotely
  3. any remotelocation
  4. ata location off-site from the main corporate office

ANSWER: c

44.Whatcustomerservicestandardsoftenseparatethewinnersfromthelosersintoday’scompetitivebusiness environment?

a. responsiveness and data security b. innovation and technology

c. responsiveness and innovation d. innovation and data security

ANSWER: c

45.Lean,organizationalsystemofimprovementsthatmaximizecustomervalueandminimizewastewaspioneeredby which manufacturingorganization?

a. Xerox b. Hitachi

c. HomeDepot d. Toyota

ANSWER: d

46.WhatisthegoalofSixSigmaandTQMmanagementapproaches?

  1. improvequalityandachievehighercustomersatisfaction
  2. improve resourceallocation
  3. embrace newtechnology and manage change
  4. enhance human resourcedevelopment

ANSWER: a

47.WhyisgoodHRMnecessarytoprogramssuchasSixSigma?

  1. Itidentifiesareasofimprovementwithintheorganization.
  2. Itbalancestheneedsofthecustomerandtherequirementsofthecompany.
  3. Itensuresallstrategies,practices,andprocessarelegalandcompliant.
  4. Itbalancestheneedsoftheemployeesandtherequirementsofthecompany.

ANSWER: d

48.Initiativesthatpromotequalityandefficiencyareverydependentonwhichtwofactors?

  1. companycultureandthecompany’sbranding
  2. theenvironmentandhiringspecialiststodrivethechange
  3. companycultureandemployees’receptivenesstochange
  4. the environment and companyculture

ANSWER: d

49.Whatconcernsarecausingbusinessestoassessthreatsandopportunitiesrelatedtosustainability?

a.climate change b. human capital

c.world-population decrease d. immigration

ANSWER: a

50.Whichtermbestdescsribesthevalueofknowledge,skills,andcapabilitiesthatmaynotshowupona company’s balance sheet but have tremendous impact on an organization’s performance?

a.human capital b. core competencies

c.knowledge capital d. stakeholder value

ANSWER: a

51.AccordingtomanagementexpertDaveUlrich,whatisoneoutcomeofemployeesfindingmeaningatwork?

a. higher rate of referral for friends b. fewer sick days

c. longer tenure with the company d. higher salary

ANSWER: c

52.Whatpracticeshouldanorganizationconsideriftheywishtoattract,keep,andengageemployees?

  1. holdannualcommunicationmeetingswithstaff
  2. allowemployeestoperformattheirbest
  3. micromanageemployeestoensurecompliancetocompanystandards
  4. develop a top-heavy management structure

ANSWER: b

53.Whichtermreferstoleveragingcompetenciestoachievehighorganizationalperformance?

a.knowledge capital b. human capital

c.core competencies d. talent management

ANSWER: d

54.Whichtermreferstothevaluethatemployeesprovidetoanorganizationthroughtheirknowledge,skills,and abilities?

a.human capital b. intellectual capital

c.core competencies d. employee capital

ANSWER: a

55.Whichtermreferstothecombinationofknowledge,skills,andcharacteristicsneededtoeffectivelyperforma role in an organization?

a.individual competencies b. core competencies

c.human capital d. organizational competencies

ANSWER: b

56.Whatisnecessaryfororganizationstobedifferentfromtheircompetitionandprovideongoingvaluetotheir customers?

a.human capital b. skills inventory

c.core competencies d. leveraged talent

ANSWER: c

57.What“family-friendly”practicesarea growing number of companies using to accommodate employees who strive to balance the demands of their jobs with the needs of their families or non-work lives?

  1. offering greater jobflexibility
  2. offeringjobshadowingforchildrentolearnabouttheirparents’jobs
  3. offeringtime-offforemployeestoparticipateinvolunteeropportunities
  4. offeringmentoringtoyoungeremployees

ANSWER: a

58.AccordingtoStatisticsCanada,whatpercentageofthelabourforcewillbeforeign-bornby2031?

a. 33 percent b. 54 percent

c. 68 percent d. 72 percent

ANSWER: a

59.AccordingtoStatisticsCanada,whatpercentageofthelabourforcedoIndigenouspeoplecurrentlyrepresent?

a. 4.3percent b. 5.7percent

c.10.1 percent d. 15.2 percent

ANSWER: a

60.InwhatwayareCanadianlabourforcedemographicsexpectedtochange?

  1. Collegegraduateswillmakeupa smaller share of the Canadian labour force than they did in the past.
  2. Womenwillmakeupa smaller share of the Canadian labour force than they did in the past.
  3. Visibleminoritieswillmakeupa smaller share of the Canadian labour force than they did in the past.
  4. Youngentry-levelworkerswillmakeupa smaller share of the Canadian labour force than they did in the past.

ANSWER: d

61.Inthefuture,whatdemographicmixistheCanadianworkforceanticipatedtoexhibit?

  1. about the same astoday
  2. an increase in Generation X workers
  3. anincreaseinethnicdiversity
  4. a decrease in the number of older workers

ANSWER: c

62.Whichdemographicchangeisofconcerntoorganizations?

a.salary expectations b. working-age population

c.benefit costs d. ethics codes

ANSWER: b

63.Whichdemographicchangeisimpactingmanyorganizations?

a.compensation expectations b. older workers working longer

c.family-friendly policies d. information systems

ANSWER: b

64.AccordingtoStatisticsCanada,whatistheapproximatepercentageofwomenaged25-54intheworkforce?

a.36.8 percent b. 43.9 percent

c.51.0 percent d. 80.0 percent

ANSWER: d

65.HowhastheeducationalattainmentoftheCanadianlabourforcechangedinrecentyears?

a. remained at about the same level b. fallen slightly

c.fallen dramatically d. risen steadily

ANSWER: d

66.WhatpercentageoftheCanadianpopulationhaseithercollegeoruniversityqualifications?

a. 35 percent b. 45 percent

c. 54 percent d. 90 percent

ANSWER: c

67.Approximatelywhatpercentageofpeoplewhoworkpart-timearewomen?

a. 19 percent b. 39 percent

c. 49 percent d. 59 percent

ANSWER: a

68.Howarecompaniesrespondingtothemulti-generationalworkforcedemographicshift?

  1. focusingonyoung,newtalent
  2. allowingolderworkerstoself-manageduetotheirageandexperience
  3. maintainingstatusquowithintheorganization
  4. ensuringstafffitwellwiththecultureandcorporatevalues

ANSWER: d

69.Whatdochangesintheworkplaceinvolvingemployeeprivacy,equalemploymentopportunities,andunion representation if desired,reflect?

  1. changes in employeerights
  2. culturalchanges
  3. changesinthenatureofthejobandworkplace
  4. changes in employeeresponsibility

ANSWER: a

70.Whatculturaltrendhasresultedinpeoplepursuingmultiplecareersinsteadofjustbeingsatisfiedwith“havinga job”?

  1. thedesiretospendmoretimewithfamily
  2. thedesiretoworkclosetohomeinordertosaveongasandtolessentheenvironmentalimpact
  3. thedesiretofinda career that has a low environmental footprint
  4. thedesiretobalancerewardingworkwitha fulfilled personal life

ANSWER: d

71.Whatsocietalchangeisdrivingorganizations’desiretoprovideemployeeswithmorefamily-friendlyoptions?

  1. thenumberofworkersovertheageof65
  2. TVcoverageofcelebritiestakingtheirkidstoworkwiththem
  3. an agingpopulation
  4. riseofnon-traditionalfamilyarrangements

ANSWER: b

72.WhatimpacthasPIPEDA(PersonalInformationProtectionandElectronicDocumentsAct)hadonHR departments?

  1. HRdepartmentsmustobtainanemployee’sconsentbeforepersonalinformationisdisclosed.
  2. HRdepartmentsareonlypermittedtokeepselectdataonanemployee.
  3. HR departments are permitted to share personal employee data, provided it is done across secure internet lines.
  4. HRdepartmentscansharepersonalemployeedata,providedit’snotlocatedinanelectronicdocument.

ANSWER: a

73.Whatimpactcanfamily-friendlyworkinitiativeshaveonsmallbusinesses?

a.increase expenses b. save money

c. reduce employee turnover d. increase employee turnover

ANSWER: c

74.Whydoorganizationsconsidertheoptionsofjobsharinganddaycare?

  1. tosupplement maternity and parental leaves
  2. toaddressthegenderdistributionintheworkforce
  3. toaddressthechangingattitudeofemployeestowardwork
  4. tohelpemployeesachievea better balance between work and family

ANSWER: d

75.Howisthecontinuingfocusonworkandfamilybalanceimpactingtheworkplace?

  1. anincreaseinthenumberofunionsstartingup
  2. anincreaseinpeopleswitchingcareersmid-life
  3. anincreaseinemployeedemandsforprivacy
  4. anincreaseinnon-traditionaljobs(part-time,contract,etc.)

ANSWER: d

76.Theanswersto“Shouldwebeinbusiness”and“Whatbusinessshouldwebein”providethebasisforwhich strategy?

a.business strategy b. corporate strategy

c.department strategy d. HR strategy

ANSWER: b

77.Thebasisofwhichstrategyisformedbythequestion“Howshouldwecompete?”

a.corporate strategy b. business strategy

c.HR strategy d. systems strategy

ANSWER: b

78.Whichstrategyareyouusingwhenanalyzinghowhamburgersaresold?

a.corporate strategy b. business unit strategy

c.business strategy d. HR strategy

ANSWER: b

79.Whatiscriticaltoanorganizationforittobuilditscompetitiveadvantage?

a. its business strategy b. its employees

c. its corporate strategy d. its productivity edge

ANSWER: b

80.Whatdistinguishesanorganization’sbusinessstrategyfromitscorporatestrategy?

  1. focus on company-wide and overallobjectives
  2. focusonlong-termsurvivalandgrowth
  3. focusonthelineofbusiness
  4. focusonturnaroundsituationsanddivestitures

ANSWER: c

81.Whatdistinguishesanorganization’scorporatestrategyfromitsbusinessstrategy?

  1. a focus on company-wide and overall objectives
  2. a focus on short-term survival and growth
  3. a focus on the line of business
  4. a focus on competition

ANSWER: a

82.Whataretwomaintypesofcorporatestrategies?

a. restructuring and growth b. differentiation and divestitures

c. competitive and cost containment d. realignment and competition

ANSWER: a

83.Humanresourcemanagement(HRM)isanintegratedsetofprocesses,programs,andsystemsthatfocuson effective deployment and development ofemployees.

  1. True
    1. False
    2. True
    3. False

ANSWER: False

84.Theterm“humanresources”impliesthatpeopleareasimportanttothesuccessofa business as are other resources such as money.

  1. True
    1. False
    2. True
    3. False

ANSWER: True

85.HRMisequivalenttohiring,paying,andtrainingpeople.

  1. True
    1. False
    2. True
    3. False

ANSWER: False

86.Throughdefining,analyzing,anddesigningthework,itisdeterminedwhattasksneedtobedone,inwhatorder, and with whatskills.

  1. True
    1. False
    2. True
    3. False

ANSWER: True

87.Labourrelationsandcollectivebargainingdoesnotfallundertheresponsibilityofhumanresourcesmanagement.

  1. True
    1. False
    2. True
    3. False

ANSWER: False

88.Themanagementofhumanresourcesrequiresanunderstandingofindividualandorganizationalbehaviour.

  1. True
    1. False
    2. True
    3. False

ANSWER: True

89.Themanagermusthavea thorough knowledge and understanding of contemporary HRM practices and how they influence the output of the organization.

  1. True
    1. False
    2. True
    3. False

ANSWER: True

90.Humanresourcesmanagementpracticesandissuesareprimarilya concern for the human resources department.

  1. True
    1. False
    2. True
    3. False

ANSWER: False

91.Allmanagersarepeoplemanagersand,therefore,haveHRresponsibilities.

  1. True
    1. False
    2. True
    3. False

ANSWER: True

92.BecauseHRmanagersfunctioninsupportroles,theirjobknowledgeneedstofocusprimarilyonHRissuesrather thantheoperatinggoalsofthecompany.

  1. True
    1. False
    2. True
    3. False

ANSWER: False

93.Inadditiontorecruitingandknowinghowtopaypeopleappropriately,HRprofessionalsalsorequirestrong mathematical and presentationskills.

  1. True
    1. False
    2. True
    3. False

ANSWER: False

94.Managingpeopleiseverymanager’sresponsibilityandobligation.

  1. True
    1. False
    2. True
    3. False

ANSWER: True

95.HRprofessionalsprovideguidanceandassistanceasinternalconsultantstomanagers.

  1. True
    1. False
    2. True
    3. False

ANSWER: True

96.HRmanagershavechangedtheirfocustoHRadministrationandnolongerplaya role in top management planning and decision making.

  1. True
    1. False
    2. True
    3. False

ANSWER: False

97.Canadianexportsrepresentapproximately60percentofCanada’sgrossdomesticproduct(GDP).

  1. True
    1. False
    2. True
    3. False

ANSWER: False

98.ManyCanadiancompanieshavecreatedglobaloperationsorworkcollaborativelywithforeigncompaniestosell Canadianproducts.

  1. True
    1. False
    2. True
    3. False

ANSWER: True

99.Telecommutingisconductingworkactivitiesawayfromtheofficeusingtechnology.

  1. True
    1. False
    2. True
    3. False

ANSWER: True

100.TheCanadianeconomyisprimarilybuiltonimporting.

  1. True
    1. False
    2. True
    3. False

ANSWER: False

101.Whenorganizationsstarttooperateindifferentcountries,theymustbalancea complicated set of issues related to different cultures, laws, and business practices.

  1. True
    1. False
    2. True
    3. False

ANSWER: True

102.Cultureisthepatternofbehaviourweseeinanorganization.

  1. True
    1. False
    2. True
    3. False

ANSWER: True

103.TheworkingagepopulationinCanadaisbecomingyounger,andtherearefewerindividualsintheolderage brackets.

  1. True
    1. False
    2. True
    3. False

ANSWER: False

104.Outsourcingreferstoemployingworkersintheirhomesratherthanwithinthetraditionalofficeenvironment.

  1. True
    1. False
    2. True
    3. False

ANSWER: False

105.Inordertominimizetheamountortypeofdownsizing,someorganizationshaveinformedallstaffthattheycan movetoa four-day work week with reduced pay.

  1. True
    1. False
    2. True
    3. False

ANSWER: True

106.Duetosecurityrestrictions,outsourcingservicessuchastechnologysupportarestrictlyforbiddeninCanada.

  1. True
    1. False
    2. True
    3. False

ANSWER: False

107.Insomesituations,largecompanieshavebusinessunitsthatprovideoutsourcedservicessuchastechnology support.

  1. True
    1. False
    2. True
    3. False

ANSWER: True

108.Inadditiontooutsourcing,organizationsarealsomakingmoreuseofmigrantworkersasa way to contain costs.

  1. True
    1. False
    2. True
    3. False

ANSWER: False

109.Somepeoplebelievethattheexplosioninsocialmediaismakingpeoplemoreaccountableforethicalbehaviour aspeopleareconcernedaboutbeingfilmeddoingsomethingwrong.

  1. True
    1. False
    2. True
    3. False

ANSWER: True

110.A healthy work environment and minimum working conditions are just two of the areas where rights have been granted to employees over the past two decades.

  1. True
    1. False
    2. True
    3. False

ANSWER: True

  1. Overthelastfiveyears,therehasbeena significant reduction in “job-hopping.”
    1. True
      1. False
      2. True
      3. False

ANSWER: False

112.Canadahasa relatively high unemployment rate; however, employers say they cannot find workers.

  1. True
    1. False
    2. True
    3. False

ANSWER: True

113.A recent study indicated that most employers are opposed to helping their employees with any caregiving responsibilities that they might have.

  1. True
    1. False
    2. True
    3. False

ANSWER: False

114.Millennialsaretechsavvyandwanttheirworktohavea greater purpose.

  1. True
    1. False
    2. True
    3. False

ANSWER: True

115.Downsizingmayoccurifa company decides to eliminate a product line or close a plant.

  1. True
    1. False
    2. True
    3. False

ANSWER: True

116.ITinfluencesHRbyenhancingservicesformanagersandemployees.

  1. True
    1. False
    2. True
    3. False

ANSWER: True

117.Total-qualitymanagementisa set of principles and practices whose core ideas include doing things right the first time and striving for continuous improvement.

  1. True
    1. False
    2. True
    3. False

ANSWER: True

118.ITcostsareoneofthelargestexpendituresinanyorganization.

  1. True
    1. False
    2. True
    3. False

ANSWER: False

119.Benchmarkinglooksatthe“bestpractices”inothercompanies.

  1. True
    1. False
    2. True
    3. False

ANSWER: True

120.Womenaremorelikelythanmentoworkpart-time,typicallyasa result of eldercare.

  1. True
    1. False
    2. True
    3. False

ANSWER: False

121.Anenvironmentwherepeoplehavemultiplepart-timejobsinsteadofonepermanentjobisreferredtoa gig economy.

  1. True
    1. False
    2. True
    3. False

ANSWER: True

122.Integratedknowledgesetswithinanorganizationthatdistinguishitfromitscompetitorsanddelivervalueto customers are known as corecompetencies.

  1. True
    1. False
    2. True
    3. False

ANSWER: True

123.Theknowledge,skills,andcapabilitiesthatimpacta company’s performance but do not necessarily show up on its balance sheet are known as human capital.

  1. True
    1. False
    2. True
    3. False

ANSWER: True

124.Developmentalassignmentsareviewedasa valuable way to facilitate knowledge exchange and mutual learning.

  1. True
    1. False
    2. True
    3. False

ANSWER: True

125.Talentmanagementinvolvesleveragingcompetenciestoachievehighorganizationalperformance.

  1. True
    1. False
    2. True
    3. False

ANSWER: True

126.Thegapbetweeneducatedandnon-educatedemployeesissteadilyclosing.

  1. True
    1. False
    2. True
    3. False

ANSWER: False

127.Allemployeesmustbeliterateinordertosecurea job.

  1. True
    1. False
    2. True
    3. False

ANSWER: False

128.Flexibleworkschedulesoftenresultina lower level of job satisfaction.

  1. True
    1. False
    2. True
    3. False

ANSWER: False

129.Providingfamily-friendlypracticescanserveasa powerful way to attract and retain top-caliber employees.

  1. True
    1. False
    2. True
    3. False

ANSWER: True

130.“Family-friendly”isa broad term that may include unconventional hours, daycare, part-time work, job sharing, maternity leave, executive transfers, and telecommuting.

  1. True
    1. False
    2. True
    3. False

ANSWER: True

131.AccordingtotheEthicsandComplianceInitiative,millennialsarethemostcompliantandrisk-adversegroupof workers.

  1. True
    1. False
    2. True
    3. False

ANSWER: False

132.“Strategichumanresourcesmanagement”involvesidentifyingkeyHRprocessesandlinkingthosetotheoverall businessstrategy.

  1. True
    1. False
    2. True
    3. False

ANSWER: True

133.DefineHRM.Drawa diagram (HRM framework/model) to illustrate how the HR activities fit together within an organization.

ANSWER: Human resources management (HRM) is an integrated set of systems, practices, and policies within an organization that focuses on the effective deployment and development of its employees. Students should show the interconnectedness and interdependence of the HR processes (not linear).

134.IdentifyandbrieflydescribeanyfourofthenineHRactivitiesinanorganization.

ANSWER: 1. Defining, analyzing, and designing work—determining what tasks need to be done, in what order, with what skills, and how individual tasks fit together in work units. Creating high performance work groups or teams is a form of defining and designing work.

  1. Planning for, recruiting, and selecting the workforce—ensuringthatpeopleintheorganization are the right people, with the right skills, at the right time, in the right place, which means sourcing, attracting,andhiringthepeoplewiththenecessaryskillsandbackground.
  2. Creating a culture of a safe and healthy work environment—ensuringthatthework environmentcreatesa sense of well-being and encouraging employee engagement.
  3. Orienting, training, and developing employees—welcoming and socializing new employees, providingtheresourcestoassistemployeesindevelopingthenecessaryknowledgeandskillstodo theirjobstodayandinthefuture.
  4. Managing performance—ensuringthatthereareappropriatemechanismsinplacetoprovide feedback to employees on a regular basis. Aligning employee’s expected performance to the organization’s goals.
  5. Rewarding and recognizing employees—developing and administering pay and benefitsprograms thatwillattractandretainemployees.

?7. Knowing rights and responsibilities—ensuring that employees and management’s rights are protected and respected and disciplinary issues are properly addressed. Addressing employee/management conflict

  1. Understanding Labour Relations—establisheffectivenegotiatingpracticesandrelationshipswithin unionizedenvironments.
  2. Working within International Human Resources Management—customizingHRMsystems, practicesandpoliciestoaddresseconomic,legalandculturalfactorsindifferentcountries.

135.Definetheterm“humancapital.”Describehowitdiffersfromotherformsofcapitalthatorganizationsmanage. SuggesttwowaysinwhichHRMandmanagersbuildhumancapitalinorganizations.

ANSWER: Human capital is the value of knowledge, skills, and capabilities of the employees of an organization.

They are intangible and do not show up on the balance sheet as an asset, but they have a definite impact on the performance of an organization. Unlike buildings and machines, the organization does not own human capital; the employees themselves own it, and they take it with them if they leave an organization. To build human capital, HRM must assist managers by ensuring the best-qualified people are selected to fill vacancies. Once on board, the organization must provide training and development and other opportunities for employees to increase their skills, knowledge, and abilities on the job.

Managers must provide assignments that allow for growth and development and reward employees for their increased ability to contribute to the goals of the organization.

136.List six competitive challenges faced by Canadian organizations. Describe and give an example of any one of the sixchallengesfacedbyanorganizationyouarefamiliarwith.Discusshowthischallengemightaffectmanagingthe organization’sworkforce.WhatistheimpactonHRMand/orlinemanagers?

ANSWER: The six challenges are: global economy, changes in firms and business sectors, technology and quality, sustainability, human capital and talent management, and demographics.

Global Economy: Globalization is the moving of local or regional business into the global marketplace. When organizations move to globalization, they have to balance a complicated set of issues related to different geographies, cultures, laws, and business practices. Human resources issues underlie each of these concerns and include such things as identifying capable expatriate managers who live and work overseas, designing training programs and development opportunities to enhance the managers’ understanding of foreign cultures and work practices, and adjusting compensation plans to ensure that pay schemes are fair and equitable across individuals in different regions with different costs of living. An example is BlackBerry a leading designer, manufacturer and marketer of innovative wireless solutions for the worldwide mobile communications market. They have 500 carriers in 170 countries, with products in almost 30 languages.

Changes in Firms and Business Sectors: Companies continuously look for ways to lower costs and improve productivity to maximize efficiency. One of the highest expenses a business has, is salaries. To help reduce the cost of labour, organizations have tried various approaches including downsizing, outsourcing, and the use of contract employees. The employees in organizations who choose to downsize can often feel uncertain about their future with the organization. Outsourcing and using contract employees result in a work force which may not be as committed to the company as if they were actual employees. Some organizations have outsourced select services, but have then returned the services in-house. American Express Canada is an example of the company who ended their outsourcing and returned the services to be in-house.

Technology and Quality: Technology has greatly impacted the way HRM operates and how employees within the organization operate. At one time, HR was a highly administrative department. As a result of technology, much of the workload has become automated. Employees can access self-

service portals for benefits information and career development paths. Technology also allows employees to telecommute, a practice where the employee works remotely from the office location, usually in their home. Companies such as Staples allow telecommuting for certain roles within the organization. This practice gives Staples an advantage when recruiting.

Sustainability: As the world progresses, more and more attention is being placed on the health of our planet. Companies are embracing green initiatives and considering the impact of their footprint.

Canada seems well-suited to move forward on the innovation front. Westport Innovations, a Canadian company who specializes in natural gas vehicles has partnerships throughout the world to provide engine and vehicle technology which is better for the environment.

Human Capital & Talent Management: Human Capital is used to describe the value that employees bring to an organization, through their knowledge, skills and abilities. Although this does not show up as a line item on the financial records, it is the people who perform the work which have the greatest impact on an organization’s success. Companies such as DevFacto Technologies understands how their employees contribute to their success when they say, “If you give employee’s a purpose that’s larger than themselves, you can lead them to results.”

Demographics: With the aging of the workforce and a lessening number of new entrants into the workforce, Canada is experiencing a shortage of skilled workers. Economists suggest that there is a gap between the skills that employers are looking for, and the skills that job seekers have. The mining industry is one such industry experiencing a dramatic shortage of skilled workers. Employer New Gold entered into a partnership with the BC Aboriginal Mine Training Association to help young people become aware of job within the mining industry, the skills required to get those jobs and how to apprentice for some positions.

137.For both male and female, younger and older workers, balancing the demands of family and work present significant challenges. Proactive human resource practitioners are responding to their employees’ concerns and needsbyproviding“family-friendly”policiesandpractices.Describeone“family-friendly”programand/orpolicy anditspotentialimpactonemployeehealthand/orretention.

ANSWER: Work and family issues are connected in social, economic, and psychological ways. “Family-friendly” HR policies may include flexible work schedules, daycare, part-time work, job sharing, maternity leave, parental leave, executive transfers, spousal involvement in career planning, assistance with family problems, and telecommuting. An increasing number of older workers plan to continue working part- time in their later years with very few planning to work full-time. More employees are becoming responsible for the care of aging parents. There is an increasing range of alternative employment forms that provide employees with ways to bring more balance into their daily lives.

138.DefinestrategicHRMandhowitislinkedtoanorganization’sbusinessstrategy.Provideanexample.

ANSWER: Strategic HRM is identifying the key HRM systems, practices, and policies and linking those to the overall business strategy. HR strategies link the organization’s strategic plans and HR practices. For example, if a company wishes for focus on providing superb customer service, the employee selection process would tend to hire people with those skills. The employer might also have a training and development program to reinforce the expectations of customer service. The employer may also have a total rewards and performance management system that rates how well employees provide customer service.

139.WhatistherelationshipbetweenthemanagerandtheHRpractitioner?

ANSWER: Managing people depends on effective leaders (supervisors and managers). The leader is the link between the employee and the organization. Therefore, the leader must have a thorough knowledge and understanding of contemporary HRM and how these practices influence the output of any organization. Managers and employees themselves are ultimately responsible for making the organization successful. All managers are people managers, not the HR professional or HR unit. It is through the effective leadership of the manager or supervisor that the talent or intellectual capital of the organization is enhanced.

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