Management, Hitt, Black, Porter, Test Bank, Vahdi Boydaş, Mensur Boydaş,

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Management, Hitt, Black, Porter, Test Bank, Vahdi Boydaş, Mensur Boydaş,

  1. 1. CHAPTER 8: MANAGING DIVERSE HUMAN RESOURCES Multiple Choice Questions 1. Which of the following pieces of information would be most likely to indicate that a company’s assets are mainly intangible? a. The company operates on a global basis. b. Plant and equipment contribute most to the company’s output. c. The company is primarily service and information oriented. d. The company has a diverse workforce. 2. What is the primary cause of the superior service at Nordstrom? a. its people and culture b. its value chain network c. the quality and price of its products d. the location and ambiance of its stores 3. A manager must understand the role a company’s human resource department plays; however, a manager must also be able to manage human resources by _____. a. recruiting and selecting the right employees b. evaluating the performance of employees c. determining reward systems that will motivate employees d. all of the above 4. What is the major reason that managers are forced to leave an upwardly mobile career track? a. an inability to plan strategically b. an inability to create worksheets and graphs c. an inability to manage human resources successfully d. an inability to deal with intangible resources in general 5. A firm often seeks to gain competitive advantage by creating value for customers via resources that are hard for competitors to imitate. Why should the firm’s human resources play an important part in planning such a strategy? a. Once the capabilities that employees need have been identified, it is simply a matter of properly training them. b. The capabilities employees possess always create value for customers. c. The capabilities employees possess are usually difficult for competitors to copy. d. The capabilities of employees that create value for customers are usually hard to identify and define. 131 Copyright © (2009) Pearson Education, Inc. Publishing as (Prentice Hall)
  2. 2. 6. Which of the following is NOT primarily a human resource management activity? a. designing jobs b. providing compensation c. performing job analyses d. conducting business research 7. The two main goals of human resource management are _____ and _____. a. recruiting effective employees; selecting effective employees b. getting the right people; maximizing their performance and potential c. developing attractive job descriptions; selecting the right people for each job d. developing attractive compensation packages; developing attractive career paths 8. Human resource planning involves all of the following EXCEPT _____. a. creating plans for how to meet HR needs b. assessing future human resource needs c. determining the availability of the type of people needed d. determining the scope and depth of a job and the skills needed to do it 9. A _____ is a statement that describes the skills, experience, and education that a candidate should have to perform the job. a. job analysis b. job description c. job specification d. job assessment 10. Which of the following is NOT an element of the recruiting process? a. finding the right people b. determining the nature of target candidates c. creating an attractive employment offering d. planning how employees will enhance corporate strategy 11. Which of the following would be the most helpful to employees who want to chart potential career paths within their company? a. job postings b. employee referrals c. employment agencies d. school placement centers 132 Copyright © (2009) Pearson Education, Inc. Publishing as (Prentice Hall)
  3. 3. 12. Which of the following is a negative aspect of job posting? a. Actual job qualifications are included in the posting. b. Job postings prevent some qualified employees from having the opportunity to apply for a particular job. c. Most jobs posted are already filled prior to being posted. d. Job postings can generate many unqualified applicants who may demand to know why they did not get the job. 13. Employee referrals are least effective as a recruiting strategy when _____. a. employees are friends with applicants b. the firm seeks candidates who are significantly different from current employees c. employees are less well compensated than successful applicants will be d. the firm seeks candidates who are similar to current employees 14. Valid selection techniques are primarily intended to _____. a. shatter glass ceilings b. correct past discrimination in human resource management c. distinguish those who would and those who would not succeed in a job d. be immune to legal challenge 15. Mary arrived at 10:00 a.m. for her interview. The interviewer handed Mary a list of predetermined questions. What sort of interview is Mary attending? a. structured b. unstructured c. behavioral analysis d. work simulation 16. Which of the following is NOT true regarding work sampling? a. Work sampling is inexpensive and easy to administer. b. Work sampling attempts to duplicate an actual job. c. Managers may believe that a person who performs well in the work sample will also perform well on the job. d. Work sampling is a reasonably accurate predictor of how a candidate will do on the job. 133 Copyright © (2009) Pearson Education, Inc. Publishing as (Prentice Hall)
  4. 4. 17. _____interviews produce higher levels of validity than _____interviews. a. Short; long b. Long; short c. Structured; unstructured d. Unstructured; structured 18. Which of the following is more likely to occur in an unstructured interview than in a structured interview? a. asking all candidates the same set of questions b. carefully recording interviewees’ responses on a standardized form c. asking each candidate to answer different questions d. taking approximately the same time to interview each candidate 19. Candidates for university teaching positions are routinely required to teach a 50- minute class in their discipline while selection committee members observe both the candidate’s work and students’ responses. What is this selection technique called? a. assessment center b. physical examination c. unstructured interview d. work simulation 20. Which of the following selection techniques is the least useful predictor of how a candidate will do in a particular job? a. written tests b. work simulation c. work sampling d. assessment center 21. Assessment centers do NOT _____. a. feature work sampling and simulation techniques b. offer a cost-effective tool for screening job candidates c. include exercises designed to capture one or more key aspects of a job d. provide an effective selection method for applicants moving up in a firm 22. When a job has high physical demands, companies require physical examinations as part of the screening process. Information gathered from the examinations can be used in all of the following ways EXCEPT _____. a. helping to reduce insurance claims b. selecting physically qualified applicants c. checking for issues not directly related to job performance d. protecting against lawsuits by identifying high-risk applicants 134 Copyright © (2009) Pearson Education, Inc. Publishing as (Prentice Hall)
  5. 5. 23. Which of the following strategies should managers avoid when designing orientation programs? a. reducing paperwork to minimize information overload b. scheduling live presentations by corporate officers c. scheduling informal meetings between new hires and immediate supervisors d. matching each new employee with a “buddy” based on job similarity rather than personality compatibility 24. Early training and socialization of employees are least likely to affect _____. a. the probability of employee promotion b. the probability that new hires will stay with the firm c. the extent to which employees will perform well d. the degree to which employees will develop their full potential 25. A _____ is a person higher up in the organization who helps a new employee to “learn the ropes.” a. mentor b. manager c. counselor d. supervisor 26. Which of the following is NOT an on-the-job training technique? a. special assignments b. formal correspondence courses c. consultant advisory reviews d. staff developmental meetings 27. _____ focuses on the structuring or restructuring of key components of a job. a. Job design b. Job analysis c. Job posting d. Job rotation 135 Copyright © (2009) Pearson Education, Inc. Publishing as (Prentice Hall)
  6. 6. 28. Most successful training programs provide employees with _____. a. a clear knowledge of why certain behaviors are correct or incorrect b. sufficient opportunities to practice the correct behaviors c. feedback on their performance within the program d. all of the above 29. Proponents of _____ advocate fundamentally rethinking and redesigning business processes, in order to achieve dramatic improvements in critical, contemporary measures of performance. a. job sharing b. reengineering c. total quality management d. cross-functional job rotation 30. Increasingly, _____ is allowing managers to design and redesign jobs in ways that make them more flexible, productive, and satisfying to employees. a. technology b. job sharing c. globalization d. reengineering 31. The performance appraisal process should do all of the following EXCEPT _____. a. measure the performance of employees b. establish performance objectives and standards c. give employees performance-related feedback d. attract, develop, leverage, and retain superior employees 32. Which of the following is NOT true regarding graphic rating scales? a. Graphic rating scales are quick and easy to complete. b. Graphics rating scales evaluate characteristics that are clearly defined. c. Graphic rating scales provide results that are easy to quantify. d. Graphic rating scales provide easy comparisons of performance ratings. 33. All of the following are true EXCEPT _____ regarding behaviorally anchored rating scales (BARS). a. BARS do not eliminate bias in evaluators. b. BARS and graphic rating scales have nothing in common. c. BARS rate employee characteristics using a quantitative scale. 136 Copyright © (2009) Pearson Education, Inc. Publishing as (Prentice Hall)
  7. 7. d. BARS rank employees in terms of behaviors rather than abstract qualities. 34. Which of the following is true regarding 360-degree feedback? a. The results are easy to quantify. b. This technique encourages employees to “cozy up” to the boss. c. It is quick and easy to collect the data relevant to this feedback. d. It attempts to measure a person's performance from multiple perspectives. 35. The primary function of rewards and compensation is _____. a. attracting the right people to the organization b. clarifying the employer’s performance expectations c. retaining and maximizing the performance of employees d. clarifying and supporting the key functions of a job 36. _____ will help a manager conduct an effective performance appraisal interview. a. Focusing on the employee’s most recent behavior b. Reviewing key performance standards with the employee c. Expecting the employee to apologize for weak performance d. Making general assertions about the employee’s behavior 37. The major advantage of a _____is the greater flexibility it gives organizations to match an employee’s pay to his or her individual value and changing labor market conditions. a. broad band pay system b. wage-based pay system c. traditional pay structure d. hierarchical salary structure 38. Which of the following is an advantage to a company of using at-risk compensation? a. Wages are structured to the calendar and easily calculated. b. Wages vary along with inflation, lowering costs when inflation is low. c. Wages only grow when employees’ performance increases. d. Wages can be tailored to be competitive within an industry. 39. Immediately upon being promoted to store manager in a chain bookstore, an associate receives details of her new compensation package: her salary is tied to store profit, and she must customize her benefit plan. This manager’s pay structure is a form of _____, and her benefit plan is _____. 137 Copyright © (2009) Pearson Education, Inc. Publishing as (Prentice Hall)
  8. 8. a. at-risk compensation; traditional b. at-risk compensation; cafeteria-style c. variable compensation; traditional d. broad-based compensation; cafeteria-style 40. Suppose a company requires any mid-level manager who wants to move into top management to spend three years in each of the firm’s functional areas. This requirement is an example of _____. a. at-risk compensation b. 360 degree feedback c. cross-functional job rotation d. bona fide occupational qualifications 41. A company provides a phone service where customers can speak to engineers who help them with software problems. The company wants to gain a reputation for exceptional service, and instructs its engineers to provide complete and in-depth solutions to all customers. In order to assist as many customers as possible with as few engineers as possible, the company offers a bonus to those engineers who complete the most calls. Which of the following most closely describes this situation? a. The employees need on-the-job training. b. The company’s reward structure and its goals are misaligned. c. The incentive plan is closely tied to the company’s long-term goals. d. The goals of the company will only be realized if they increase staffing levels. 42. By 2020, it is expected that _____ will have the greatest increase as a proportion of the U.S. workforce. a. Asians b. Caucasians c. African-Americans d. Hispanics/Latinos 43. When the Civil Rights Act of 1991 was passed, many U.S. firms required managers to complete international assignments before being considered for top management positions. Domestically, 41 percent of managers were women, but only 3 percent of expatriate managers were female. This discrepancy, combined with the international criterion for career advancement, suggests that women faced a ____. a. glass ceiling b. difficult situation c. cross-functional challenge d. disincentive to relocate 138 Copyright © (2009) Pearson Education, Inc. Publishing as (Prentice Hall)
  9. 9. 44. _____sexual harassment involves implied or overt suggestions that sexual relations are required in exchange for continued employment or promotion; _____ sexual harassment involves actions that communicate unwanted sexual innuendo. a. Tacit; overt b. Hostile environment; quid pro quo c. Quid pro quo; hostile environment d. Identifiable; unidentifiable 45. Despite laws against discrimination, Disney can legally refuse to hire men with beards because the company demonstrated statistically that being clean shaven is a _____ at Disney theme parks. a. valuable job qualification b. behavioral enhancement c. bona fide occupational qualification d. cross-functional job requirement 46. _____ do not constitute employment discrimination because they have a direct and material impact on job performance and outcomes. a. Valid selection techniques b. Bona fide occupational qualifications c. Behaviorally anchored ratings scales d. Cross-functional job rotations 47. When effectively managed, diverse workforces bring ____ to the workplace, but when poorly managed they result in _____. a. creative problem solving; communication problems b. enhanced innovation; reduced inter-group conflict c. a simple linear relationship; different points of view d. none of the above 48. The _____ prohibits discrimination against individuals with disabilities. a. Civil Rights Act of 1991 b. Rehabilitation Act of 1973 c. Americans with Disabilities Act of 1990 d. Family and Medical Leave Act of 1993 49. From a technology perspective, the world is _____; from a human resources perspective, the world is _____. a. dynamic; static 139 Copyright © (2009) Pearson Education, Inc. Publishing as (Prentice Hall)
  10. 10. b. static; dynamic c. expanding; shrinking d. shrinking; expanding 50. By the year 2025, over 80 percent of workers will be located in developing countries. This statistic suggests that large multinational corporations will face increasing pressure to _____. a. expand abroad b. encourage dual careers c. use participative management d. adopt time-based management Short Answer Essay 51. What activities are involved in human resource planning? (p. 208) Human resource planning involves assessing the firm’s future human resource needs (demand), determining the availability of the type of people needed (supply), and creating plans for how to meet those needs (fulfillment). 52. What are two advantages of hiring part-time employees? (p. 209) Hiring part-time employees can give the firm flexibility to meet significant, temporary increases in demand for employees. In addition, the use of part-time employees allows for an easier reduction in the workforce, if demand for employees falls. 53. What are the primary aspects of job analysis? (p. 209) Job analysis focuses on determining the scope and depth of jobs and the requisite skills, abilities, and knowledge that people need to perform their jobs successfully. 54. What does a job specification include? (p. 209) The data and insights that come from a job analysis are typically used to create a job description, or a list of duties and capabilities required for the job. Typically, this leads to a job specification, or a statement that describes the skills, experience, and education that a candidate should have to perform the job. 55. List six possible means of recruiting employees. (pp. 209 – 212) 140 Copyright © (2009) Pearson Education, Inc. Publishing as (Prentice Hall)
  11. 11. Recruitment methods include job postings, advertisements, employment agencies, employee referrals, school placement centers, and the Internet. 56. Compare and contrast job analysis and job design? (pp. 209 & 218) Performing a job analysis is a critical HRM activity. The analysis is done to determine the scope and depth of a job and the required skills, abilities, and knowledge that people need to do the job. The data and insights gained from this analysis are used to create a job description: a list of duties and capabilities required for the job. The job description then leads to a job specification: a statement that describes the experience, skills, and education that a candidate needs to perform the job. In contrast, job design focuses on structuring or restructuring key job components; the design typically includes the job’s responsibilities. Thus, while job analysis focuses on the actual components of a given job, the job design process determines which components should be put together and how they should be arranged to enhance the performance of that job. 57. What is meant by the term “valid selection technique”? (p. 212) A key aspect of any selection technique is that it must stand up to legal scrutiny: that is, the organization must be able to demonstrate that the selection technique is valid, if it is challenged in court. A valid selection technique can differentiate between those who would be more successful in the job and those who would be less successful. Educational background, for example, is often used in selecting new hires because knowledge typically has a proven relationship with job performance. 58. What is the difference between structured and unstructured interviews? (p. 213) An unstructured interview is one in which interviewers have a general idea of the types of questions they might ask but do not prepare a standard set of questions. During structured interviews, the interviewers ask all candidates a standard set of questions about their qualifications and capabilities, as related to job performance. 59. What is job sharing? (p. 219) Job sharing involves two people working part-time in the same job; for example, working mothers who must balance family and workplace demands. Effective job sharing requires two individuals who can coordinate well and have similar capabilities. 60. What is a cafeteria-style benefit plan? (p. 225) 61. With a cafeteria-style benefit plan, employees have a set number of “benefit dollars” that they can use to purchase specific benefits, according to their particular needs. 62. How can diversity affect the performance of an organization? (p. 231) 141 Copyright © (2009) Pearson Education, Inc. Publishing as (Prentice Hall)
  12. 12. More than 20 years of research has investigated diversity and its relationship to the performance of small groups and larger organizations. Some studies have found a positive relationship between the level of a firm’s diversity and performance; other studies have found a negative relationship. Recent studies have found that there is no simple, linear relationship. Therefore, diverse groups have both liabilities and assets. The differences among group members can be assets. Different perspectives, knowledge, experiences, education, orientation, and values can be especially valuable in situations where an organization needs innovation and new ideas. However, these differences can also be liabilities; that is, points of friction that can lead to mistrust, communication problems, conflict, and lower group cohesiveness. In practice, therefore, diversity is a two-edged sword. Diversity can lead to higher performance, but it does not happen automatically. To the extent that diversity leads to unmanageable conflict, the group’s performance will suffer. 142 Copyright © (2009) Pearson Education, Inc. Publishing as (Prentice Hall)

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