Test Bank For Human Resource Management 11e Alan Nankervis Marian Baird Dr Jane Coffey John Shields Chapter 1-11
Chapter 1 – Evolution of strategic human resource management TRUE/FALSE 1. Regardless of the particular resource emphasis in an industry, the human resource of an organisation is almost always the key ingredient for that organisation’s success. ANS: T PTS: 1 DIF: Easy TOP: Introduction 2. Due to their complex blend of rational and emotional characteristics, human resources are the most predictable resource. ANS: F PTS: 1 DIF: Easy TOP: Introduction 3. It is important that the human resource is managed effectively, equitably, and ethically in order to achieve organisational objectives. ANS: T PTS: 1 DIF: Easy TOP: Introduction 4. Globalisation, or the growing interconnectedness of economies across the world, is a major challenge to businesses and has serious implications in relation to an organisation’s human resource management. ANS: T PTS: 1 DIF: Moderate TOP: Globalisation 5. Globalisation has begun to fashion new kinds of jobs, new forms of workplaces and more innovative approaches to all human resource management processes. ANS: T PTS: 1 DIF: Moderate TOP: Globalisation 6. Globalisation is always a positive development for businesses and has had no negative consequences relating to human resource management processes. ANS: F PTS: 1 DIF: Moderate TOP: Globalisation 7. Both the Trans-Pacific Partnership (TPP2) and the ASEAN Economic Community (AEC) are global developments that will not significantly affect the labour markets in Australia and the Asia Pacific. ANS: F PTS: 1 DIF: Moderate TOP: Globalisation 8. The impact of new technology on all industries, workplaces and jobs will pose a serious challenge in relation to the strategic human resource management of people. ANS: T PTS: 1 DIF: Moderate TOP: New technology – the Fourth Industrial Revolution 9. The Fourth Industrial Revolution (FIR, or Industry 4.0), or the digital transformation of society and business will pose a serious challenge in relation to strategic human resource management of people. ANS: T PTS: 1 DIF: Moderate TOP: New technology – the Fourth Industrial Revolution 10. The outcome of the Fourth Industrial Revolution (FIR, or Industry 4.0) has been overstated and will not significantly impact all strategic human resource management functions. ANS: F PTS: 1 DIF: Moderate TOP: New technology – the Fourth Industrial Revolution
11. The perceived gaps between employers’ skills requirements and potential employees’ competencies and capabilities (or graduate work-readiness) will continue to be an important challenge facing many workplaces and their HR professionals. ANS: T PTS: 1 DIF: Moderate TOP: New technology – the Fourth Industrial Revolution 12. The Fourth Industrial Revolution (FIR, or Industry 4.0) will be a major driver of investments in the skills and organisational capacities but will not significantly impact the human resource management of people. ANS: F PTS: 1 DIF: Moderate TOP: New technology – the Fourth Industrial Revolution 13. Personnel management refers to a set of functions or activities which are performed effectively with great relationship between the various activities and bearing in mind the overall organisational objectives. ANS: F PTS: 1 DIF: Moderate TOP: Development and concepts of SHRM 14. The Classical School (or ‘Scientific Management’) proposed a model to examine the nature of work which put emphasis on the job itself and the efficient adaptation of workers to work processes. ANS: T PTS: 1 DIF: Moderate TOP: Development and concepts of SHRM 15. The Behavioural School proposed a model to examine the nature of work which focused on workers, and the satisfaction of their needs to achieve greater organisational productivity. ANS: T PTS: 1 DIF: Moderate TOP: Development and concepts of SHRM 16. Australia developed a wages and working conditions system the same as in the United Kingdom and the Unites States, based on mandated conditions. ANS: F PTS: 1 DIF: Moderate TOP: Development and concepts of SHRM 17. In Australia, prior to World War II, personnel management functions were largely handled by line managers. ANS: T PTS: 1 DIF: Easy TOP: Stage one (1900-1940s): welfare and administration 18. During World War II, skilled workers were hard to recruit prompting an increased provision of welfare services to employees. ANS: T PTS: 1 DIF: Moderate TOP: Stage two (1940s–mid1970s): welfare, administration, staffing and training 19. The Conciliation and Arbitration Act 1904 legislated the establishment of Australia’s industrial relations structure at a national level. ANS: T PTS: 1 DIF: Easy TOP: Stage two (1940s–mid1970s): welfare, administration, staffing and training 20. SHRM recasts employees as human resources who are vital organisational assets possessing knowledge, skills, aptitudes and future potential. ANS: T PTS: 1 DIF: Easy TOP: Stage three (mid-1970s– late 1990s): HRM and SHRM
21. SHRM focuses on short-term, reactive, ad-hoc and marginal planning. ANS: F PTS: 1 DIF: Moderate TOP: Stage three (mid-1970s– late 1990s): HRM and SHRM 22. Regardless of what that the future holds for SHRM, HRM roles will likely remain unchanged. ANS: F PTS: 1 DIF: Moderate TOP: Stage four (2000 onwards): SHRM into the future 23. The employment contract consists of two contracts: the legal contract and the social contract. ANS: F PTS: 1 DIF: Moderate TOP: The changing employment contract – legal, social and psychological 24. It is important that HR professionals develop commitment-oriented HRM practices that support employees as well as support managers in their employee relationships. ANS: T PTS: 1 DIF: Moderate TOP: The changing employment contract – legal, social and psychological 25. SHRM emphasises the need for HR plans and strategies to be formulated within the context of overall organisational strategies and objectives. ANS: T PTS: 1 DIF: Moderate TOP: SHRM 26. A strong implication of SHRM theory is that HR plans and strategies are developed on a long-term basis taking into account changes in society, industrial relations systems, economic conditions, legislation, global and technological issues. ANS: T PTS: 1 DIF: Moderate TOP: SHRM 27. A key focus of SHRM is to contribute to organisational effectiveness by ensuring that HR strategies and policies support desired political outcomes. ANS: F PTS: 1 DIF: Moderate TOP: SHRM 28. From a SHRM perspective, the resource-based view (RBV) includes the major human resources components of employees’ knowledge, capabilities and dynamic capabilities. ANS: T PTS: 1 DIF: Moderate TOP: SHRM 29. Regardless of the choice of business strategy, the HRM specialists must devise strategies that incorporate comprehensive SHRM approaches aligned with desired overall goals and objectives. ANS: T PTS: 1 DIF: Moderate TOP: Business strategy and SHRM 30. The Harvard model of SHRM explains HRM as a set of narrow strategic choices in response to the demands of organisational characteristics within the context of the internal labour market and social, economic and political conditions. ANS: F PTS: 1 DIF: Moderate TOP: SHRM models 31. A single model of SHRM will not be appropriate for all environments since SHRM models assume that HR processes take place within the national, industry and industrial relations contexts. ANS: T PTS: 1 DIF: Moderate TOP: HRM – a unitarist or pluralist approach to the employment relationship? 32. Differing national or industry environments are reflected in both ‘hard’ and ‘soft’ HRM approaches. ANS: T PTS: 1 DIF: Easy TOP: ‘Hard’ or ‘soft’ HRM? 33. ‘Hard’ HRM refers to HR processes which focus on the involvement and engagement of employees through consultation, empowerment, commitment and communication.
ANS: F
PTS: 1
DIF: Easy
TOP: ‘Hard’ or ‘soft’ HRM?
34. The relationship between HRM and industrial relations is heavily influenced by national, industry and workplace contexts. ANS: T PTS: 1 DIF: Easy TOP: SHRM and industrial relations 35. SIHRM has expanded to include not only multinational enterprise but also comparative HRM (between countries) and the management of expatriates. ANS: T PTS: 1 DIF: Easy TOP: Strategic international human resource management 36. To address recent criticisms of SHRM, it has become clear that SHRM must adopt a flexible but strategic perspective, thus assuring a fit between HR strategies and practices. ANS: T PTS: 1 DIF: Easy TOP: Critics of SHRM 37. Some research on the application of SHRM theory has definitively concluded that there is no evidence linking HRM to strategic planning processes and that HRM executives added no value to the top management team. ANS: F PTS: 1 DIF: Easy TOP: SHRM – research evidence 38. It is highly unlikely that the HR professional roles and practices will be affected by the projected changes in future workplaces, jobs and their associated skills and competencies. ANS: F PTS: 1 DIF: Easy TOP: New SHRM approaches 39. HR practitioners will operate exclusively at the operational level in an organisation. ANS: F PTS: 1 DIF: Moderate TOP: SHRM: Roles, functions and ethical principles 40. The focus of HRM is the management of employees for the organisation’s benefit. ANS: F PTS: 1 DIF: Easy TOP: Introduction 41. Globalisation is of importance mainly to the marketing and financial aspects of a business ANS: F PTS: 1 DIF: Easy TOP: Introduction 42. An Association of Southeast Asian Nations (ASEAN) Economic Community (similar to the EU) would provide challenges and opportunities in relation to the attraction, retention and mobility of talented workers. ANS: T PTS: 1 DIF: Easy TOP: Introduction 43. Personnel management has its origins in Australia. ANS: F PTS: 1 DIF: Easy concepts of SHRM
TOP: Development and
44. Employees as stakeholders of the organisation are seeking competence and commitment. ANS: T PTS: 1 DIF: Moderate TOP: Stage four (2000 onwards): SHRM into the future 45. To survive, HR must demonstrate that it is adding value to key stakeholders – employees, customers, line managers and shareholders. ANS: T PTS: 1 DIF: Moderate TOP: Stage four (2000 onwards): SHRM into the future
46. The purpose of the legal contract between an employer and employee details the employee’s rights and responsibilities. ANS: F PTS: 1 DIF: Moderate TOP: The changing employment contract – legal, social and psychological 47. Practical application of the psychological contract might include health and safety; work–life balance; employee wellbeing, counselling and support policies and programs. ANS: T PTS: 1 DIF: Easy TOP: The changing employment contract – legal, social and psychological 48. The ability to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in oneself and others is call cognitive intelligence. ANS: F PTS: 1 DIF: Easy TOP: The changing employment contract – legal, social and psychological 49. In the Harvard model of HRM, commitment, competence, congruence and cost-effectiveness are HRM outcomes. ANS: T PTS: 1 DIF: Moderate TOP: SHRM models 50. From a pluralist perspective, the employer and employee interests are shared and therefore there is no need for conflict. ANS: F PTS: 1 DIF: Moderate TOP: HRM – a unitarist or pluralist approach to the employment relationship? 51. From pluralist view, conflict is inevitable between employers and employees. ANS: T PTS: 1 DIF: Easy TOP: HRM – a unitarist or pluralist approach to the employment relationship? 52. ‘Soft HRM’ is focused on the measurement and management of employee costs and outcomes for organisational benefit. ANS: F PTS: 1 DIF: Easy TOP: ‘Hard’ or ‘soft’ HRM? 53. The HRM community comprises HRM professionals, middle and line managers, and external service providers. ANS: T PTS: 1 DIF: Easy TOP: The HRM community 54. An interactive approach to integration of HR and business strategy involves two-way communication between HRM and corporate planning in which HRM contributes to, and then reacts to, overall strategies. ANS: T PTS: 1 DIF: Moderate TOP: Business strategy and HRM 55. HRM strategy is primarily focused on the internal environment of the organisation. ANS: F PTS: 1 DIF: Moderate TOP: Business strategy and HRM 56. A cost reduction strategy can translate into HRM strategy as minimal employee training and development. ANS: T PTS: 1 DIF: Moderate TOP: Business strategy and HRM 57. Some guarantee of employment security can be an important HRM strategy where the organisation has a quality improvement strategy. ANS: T PTS: 1 DIF: Moderate TOP: Business strategy and HRM