An organization’s human resources are a means by which the firm fosters a sustained competitive advantage.
To achieve sustainable competitive advantage through people, an organization’s employees’ skills, knowledge, and abilities must be widely available in the labor market.
In order to facilitate sustained competitive advantage, firms need only to ensure that human resources are combined and organized properly.
We have to understand corporate social responsibility to work with people effectively.
Human capital plays an important role in providing employees a work environment that meets their needs.
Organizations set major objectives and develop comprehensive plans to achieve those objectives through strategic planning.
Human Resource Planning (HRP) is the conducting of recruitment and selection methods according to a strategic plan.
Strategic HRM is a combination of strategic planning and HR planning.
Organizations set major objectives and develop comprehensive plans to achieve those objectives through human resource planning.
Inadequate HRP can result in vacancies remaining unfilled.
To comply with the Americans with Disabilities Act, organizations can install easy-to-reach switches, provide sloping sidewalks and entrances, and widen doors and hallways.
“Reasonable accommodation” for a disability may include reassignment to another, vacant position.
The Equal Employment Opportunity Act of 1972 provides for the awarding of damages in cases of intentional discrimination.
The functional job analysis approach is worker-oriented and permits dimensions of behavior to be compared across a number of jobs.
The critical job tasks identified by the critical incident approach to job analysis include those important duties and job responsibilities performed by the jobholder that lead to job success.
Human Resource Information Systems can be used to enhance the career paths of employees.
Skill inventories are an important tool for succession planning.
It is the responsibility of the organization to supply information about its mission, policies, and plans for providing support for employee self-assessment, training and development.
Measuring KSAOs of an applicant against the competencies required for the job is called selection.
Person-organization fit has become more of a focus in firms that need teamwork and flexibility.
The three different types of training needs assessment are organizational analysis, job knowledge analysis, and person analysis.
Awareness building in diversity training provides the KSAs necessary for working with people who are different.
According to a Supreme Court ruling, performance appraisals are subject to the same validity criteria as selection procedures.
Strategic compensation is the compensation of employees in ways that enhance motivation and growth while concurrently aligning their efforts with the goals of the organization.
The expectancy theory of motivation predicts that one’s level of motivation depends on the attractiveness of the rewards sought by employees and the probability of obtaining those rewards.
In a work system with a high degree of internal fit, adjusting one HR practice is not likely to substantially impact the other components of the work system.
Efforts to achieve external fit help focus the design of high-performance work systems on strategic priorities.
The HR Scorecard can be used to diagnose both internal and external fit.
The HR scorecard helps managers assess the strategic alignment of their work systems.
Using the HR scorecard, managers assess internal fit by determining whether particular HR practices reinforce one another.
A multinational corporation is essentially a domestic firm that builds on its existing capabilities to penetrate overseas markets.
The European Union (EU) was established to facilitate free trade with the United States.
NAFTA has resulted in net job increases in the United States.
The host country is the country in which an international business operates.
Different cultural environments require different organizational behaviors.
A significant part of the selection process for staffing overseas offices and operations is the cultural context of the position as well as the political and legal situations.
If an organization wanted to decrease the failure rate of its expatriates, one good strategy would be to give more women international assignments.
Benchmarking identifies the best practices in a given area and establishes them as performance standards.
The Balanced Scorecard is a tool for mapping a firm’s strategy in order to ensure strategic alignment.
Internal fit is a necessary and sufficient cause of strategic alignment.
Adverse impact refers to the rejection for employment, placement, or promotion of a significantly higher percentage of a protected class when compared to a nonprotected class.
. The Four-Fifths Rule applies when the number of employees from a protected class is less than four-fifths of the number of employees hired from the class with the highest selection rate.
The process of setting major organization objectives and developing plans to achieve them is called:
Human resources planning is:
a technique that identifies the critical aspects of a job.
the process of anticipating and making provision for movement of people into, within, and out of an organization.
the process of setting major organizational objectives and developing comprehensive plans to achieve these objectives.
the process of determining the primary direction of the firm.
The consequences of inadequate HR planning may include all of the following except:
vacancies that remain unstaffed.
overhiring followed by unnecessary layoffs.
the departure of key employees who are seeking better career opportunities.
a reduction in the lead time required to hire replacements.
HR managers must be concerned with meshing HR planning and the:
organization’s strategic plan.
organization’s marketing position.
organization’s return on its human assets.
Human Resources Planning (HRP) involves all of the following except:
Anticipation of labor shortages and surpluses
Providing more employment opportunities for women, minorities and the disabled
Calculating the estimated cost of human capital for the fiscal year
Mapping out employee training programs
The term human resource implies that ____ have the capabilities that drive human performance.
Which of the following is not a typical HRM issues?
To work with people effectively, we have to understand
Discrepancies between the knowledge, skills, and abilities of the jobholder and the KSA required for the job can be remedied by:
Job analysis is called the cornerstone of HRM because:
the information obtained is proactive.
it is the first job given to new HRM employees.
the information it collects serves so many HRM functions.
it is required by law.
____ is the process of attempting to locate and encourage potential applicants to apply for existing or anticipated job openings.
In many cases, hiring someone from outside the organization:
is seen as essential for revitalization
increases morale among executives
is the only way to gain information about a rival’s competitive advantage
limits your labor market
Using selection tests to measure applicant KSAOs against competencies for the job is called:
The extent to which a selection tool measures a psychological trait is known as ____
The terms “training” and “development”:
mean the same thing
both refer to short term skill development efforts
refer to a short term performance orientation vs. a longer term skill development, respectively
refer to skills development in low level vs. managerial employees, respectively
Many organizations never make the connection between their ____ and their training programs.
The four phases of a systems approach to training are:
needs assessment, program design, program implementation, and evaluation.
organization analysis, task analysis, person analysis, and performance analysis.
needs assessment, person assessment, program implementation, and evaluation.
organization assessment, KSA assessment, person assessment, and evaluation.
The strategic relevance of performance appraisals refers to:
the extent to which standards relate to the overall objectives of the organization.
the extent to which standards capture the entire range of an employee’s responsibilities.
the extent to which individuals tend to maintain a certain level of performance over time.
the extent to which factors outside the employee’s control can influence performance.
TQM and team appraisal are complementary because:
each focuses on individual achievement
of the customer focus of TQM
both focus on performance as a whole, rather than on the individual
both focus on identifying strengths and weaknesses
A strategic compensation system is essential for:
human resource planning
motivating employees and containing labor costs
Fair Labor Standards Act compliance
Which of the following statements captures the fundamental logic of high-performance work systems?
All the HR practices work in complementary fashion to create synergy.
Each of the HR practices creates high-performance employees in isolation.
These are work systems that are prominent in high-performance organizations.
These are HR practices used to manage higher-performing employees.
In addition to addressing competitive challenges, it is important that organizations address all of the following employee concerns except:
managing a diverse workforce.
recognizing employee rights.
developing high technologies and processes.
balancing work-family demands.
Which of the following is not a primary principle for support of high-performance work systems?
linking rewards with performance
High-performance work systems frequently begin with:
writing a mission statement.
looking at how work is designed.
All of the following benefits are realized by redesigning work around key business processes except:
it establishes a work environment that facilitates teamwork.
it standardizes employees’ skills
it takes advantage of employees’ skills and knowledge.
it empowers employees to make decisions.
Efforts to design high-performance work systems in line with external fit issues such as competitive challenges and company values:
create empowerment in workers
focus the design on strategic priorities
improve internal fit accordingly
make the implementation stage easier
The HR scorecard is used to diagnose:
short-term organizational efficiency
long-term organizational efficiency
competitive strategic alignment
internal and external fit
Employment stability, team-based behaviors, and strategy-focused behaviors are used as part of an HR scorecard to assess:
Top management support
A domestic firm that has leveraged its existing capabilities to penetrate overseas markets is a/an ____ corporation.
An organizational form that has fully autonomous units operating in multiple countries is:
an international corporation
a multinational corporation
a transnational corporation
a global enterprise
A multinational firm that has pulled control of operations back into the home office is a/an ____ corporation.
A corporation that treats the world market as a whole and tries to combine activities in countries to maximize efficiency is a/an ____ corporation.
Cultural environment includes all of the following components except:
The term used to refer to the language, religion, values and attitudes, politics, technology, education, and social organization of a nation is:
Affirmative action requires employers to:
a. fill minority quotas.
b. avoid disparate treatment of protected classes.
c. avoid disparate impact on protected classes.
d. analyze their workforce and develop a plan of action to correct areas of past discrimination.
Basic steps in developing an effective affirmative action plan include all of the following except:
a. issue a written EEO policy and affirmative action statement.
b. survey present minority and female employment by department and job classification.
c. establish an internal audit and reporting program to evaluate progress.
d. establish a quota system and timetable for hiring.