Management the essentials australia 3rd edition robbins test bank

Management The Essentials Australia 3rd Edition Robbins Test Bank Visit to download the full and correct content document: https://testbankdeal.com/dow nload/management-the-essentials-australia-3rd-edition-robbins-test-bank/

Exam Name___________________________________ MULTIPLE CHOICE. Choose the one alternative that best completes the statement or answers the question.

1) Downsizing occurs in which phase of the human resource management process?

A) First.

B) Second.

C) Third.

D) Fourth.

AACSB: Analytical thinking Learning Outcome: 6.1 Describe the key components of the human resource management process and the important influences on that process

2) For the most part, ________ are involved in HR decisions within their own department or unit.

A) most managers B) all managers C) some managers D) very few managers AACSB: Analytical thinking Learning Outcome: 6.1 Describe the key components of the human resource management process and the important influences on that process

3) Which legislation deals with issues such as race, age, sex and colour?

A) Sex Discrimination Act. B) Privacy Act. C) Equal Employment Opportunity Act. D) Fair Work Act. AACSB: Diverse and multicultural work environments Learning Outcome: 6.1 Describe the key components of the human resource management process and the important influences on that process

4) The most important environmental factor in the HRM process is ________.

A) the scientific community B) the academic environment C) the business environment D) the legal environment AACSB: Analytical thinking Learning Outcome: 6.1 Describe the key components of the human resource management process and the important influences on that process

5) A person who believes they have been unfairly dismissed should consult which legislation?

A) Work Health Safety Act. B) Fair Work Act. C) Equal Employment Opportunity Act. D) Crimes Act. AACSB: Diverse and multicultural work environments Learning Outcome: 6.1 Describe the key components of the human resource management process and the important influences on that process

6) A wheelchair-bound applicant may be denied a job ________.

A) if the job requires complete physical mobility B) in some states C) if the job is strenuous or physically tiring in some way Copyright © 2016 Pearson Australia (a division of Pearson Australia Group Pty Ltd) – 9781488609077 / Robbins / Management: The Essentials 3e

D) under no circumstances AACSB: Diverse and multicultural work environments Learning Outcome: 6.1 Describe the key components of the human resource management process and the important influences on that process

7) Human resource management involves training, motivating and retaining competent employees.

A) True B) False AACSB: Analytical thinking Learning Outcome: 6.1 Describe the key components of the human resource management process and the important influences on that process

8) The most important environmental force that affects HRM is the legal environment.

A) True B) False AACSB: Analytical thinking Learning Outcome: 6.1 Describe the key components of the human resource management process and the important influences on that process

9) A community fire department cannot legally deny employment to a firefighter applicant who is confined to a wheelchair.

A) True B) False AACSB: Analytical thinking Learning Outcome: 6.1 Describe the key components of the human resource management process and the important influences on that process

10) The first three activities of the human resource management (HRM) process are about measuring and rewarding staff.

A) True B) False AACSB: Analytical thinking Learning Outcome: 6.1 Describe the key components of the human resource management process and the important influences on that process

11) Which of the following occurs first in an employment planning process?

A) human resource inventory B) job specification C) performance-simulation test D) job analysis AACSB: Analytical thinking Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

12) As one of his first tasks in a new job, Steve's boss asks him to develop a database that lists the educational level, special capabilities and specialised skills of all the employees in his firm. This is known as a ________.

A) human resource inventory B) job analysis C) lengthy process D) job description AACSB: Application of knowledge Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

13) A job description is ________.

A) something that employers keep secret from job candidates Copyright © 2016 Pearson Australia (a division of Pearson Australia Group Pty Ltd) – 9781488609077 / Robbins / Management: The Essentials 3e

B) a written document used to describe a job to job candidates C) the official title for the job D) not a written document AACSB: Analytical thinking Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

14) HR managers can estimate human resource needs by evaluating which of the following?

A) How competitors are performing.

B) Demand for the organisation's product.

C) Employment and unemployment statistics.

D) The general state of the economy.

AACSB: Analytical thinking Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

15) To find out more about a job with a title of 'assistant media buyer', you would find this to be most helpful.

A) Job listing.

B) Job specification.

C) Job title.

D) Job description.

AACSB: Application of knowledge Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

16) Recruitment is the process of ________.

A) locating, identifying and attracting capable applicants B) assessing the national, international and local labour market C) hiring from inside the organisation D) hiring from outside the organisation AACSB: Analytical thinking Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

17) Which of the following is a key DISADVANTAGE to recruiting through employee referrals.

A) No diversity increase.

B) Limited to entry-level positions.

C) Lower-skilled candidates.

D) High cost.

AACSB: Diverse and multicultural work environments Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

18) If employment planning shows a large surplus of employees, management may want to ________.

A) downsize B) expand C) continue with current employment levels D) train and develop employees AACSB: Analytical thinking Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

19) The difference between attrition and redundancy is that ________.

A) firing includes job training and re-placement B) attrition is a faster process C) attrition is a slower process D) attrition includes job training and re-placement AACSB: Analytical thinking Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees Copyright © 2016 Pearson Australia (a division of Pearson Australia Group Pty Ltd) – 9781488609077 / Robbins / Management: The Essentials 3e

20) Which of the following is NOT a voluntary form of downsizing?

A) Early retirement.

B) Firing.

C) Attrition.

D) Job sharing.

AACSB: Analytical thinking Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

21) Which of the following downsizing methods can 'happen on its own' if management suspends hiring practices?

A) Transfers.

B) Attrition.

C) Firing.

D) Reduced workweeks.

AACSB: Analytical thinking Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

22) An accept error occurs when an applicant ________.

A) who is hired performs poorly on the job B) who is not hired would have performed well on the job C) who is hired performs adequately on the job D) who is not hired is hired by another firm AACSB: Analytical thinking Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

23) A reject error occurs when an applicant ________.

A) who is not hired would have performed poorly on the job B) who is hired performs poorly on the job C) who is hired performs the job at a high level D) who is not hired would have performed well on the job AACSB: Analytical thinking Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

24) ________ indicates how consistently a selection device measures a criterion.

A) Operational scoring B) Validity C) Qualification D) Reliability AACSB: Analytical thinking Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

25) Which of the following is an example of selection device reliability?

A) An applicant was given very different interview scores by five independent interviewers.

B) An applicant took a test once and scored higher than any other applicant.

C) An applicant took a test a second time and her score improved markedly.

D) An applicant was given the same interview score by all five independent interviewers.

AACSB: Analytical thinking Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

26) A(n) ________ selection device shows a clear link between test performance and job performance.

A) valid B) invalid Copyright © 2016 Pearson Australia (a division of Pearson Australia Group Pty Ltd) – 9781488609077 / Robbins / Management: The Essentials 3e

C) unreliable D) reliable AACSB: Analytical thinking Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

27) To use a physical test as a valid selection device, a company must demonstrate that ________.

A) the test is reliable B) the test does not discriminate against people with physical disabilities C) the test is fair D) physical ability is related to job performance AACSB: Analytical thinking Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

28) In an assessment centre, an applicant for an engineering job might ________.

A) be interviewed by fellow employees B) be interviewed by her prospective boss C) be given an engineering problem to solve D) take technical written tests AACSB: Application of knowledge Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

29) Few people are ever selected for a job without which of the following?

A) Taking a written test.

B) Taking a physical test.

C) Taking a performance-simulation test.

D) Undergoing an interview.

AACSB: Analytical thinking Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

30) Interviews are valid predictors of success in the workplace if ________.

A) questions are structured B) the interview lasts an hour C) questions are long D) the interviewee gets along with the interviewer AACSB: Analytical thinking Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

31) During an interview, an applicant for a managerial job is confronted with role players who make the claim that they have been 'harassed on the job'. The applicant is then asked to deal with the complaints. What kind of selection device is being used?

A) Behavioural interview.

B) Performance-simulation test.

C) Structured interview.

D) High-stress interview.

AACSB: Analytical thinking Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

32) How effective are behavioural interviews?

A) Nearly eight times as effective as ordinary interviews.

B) No more effective than other interviews.

C) Less effective than other interviews.

D) Twice as ineffective as ordinary interviews.

Copyright © 2016 Pearson Australia (a division of Pearson Australia Group Pty Ltd) – 9781488609077 / Robbins / Management: The Essentials 3e

AACSB: Analytical thinking Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

33) A realistic job preview (RJP) includes ________ a job.

A) only factual information about B) both positive and negative aspects of C) only negative aspects of D) only positive aspects of AACSB: Analytical thinking Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

The New Hire (Scenario): Frances begins her career working in the human resources department of a major corporation.

She is asked to help ensure that the organisation is following the commonwealth guidelines for employment.

34) Prior to setting up the interviews for the executive position, Frances spent a great deal of time analysing the position and determining what skills, attitudes and actions it would require. This lengthy review is called a ________.

A) job specification B) job title C) job analysis D) job description AACSB: Application of knowledge Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

35) To respond to a candidate for the executive position who wants to know more about the job, Frances is likely to send which of the following?

A) Human resource inventory.

B) Job description.

C) Job title.

D) Job analysis.

AACSB: Application of knowledge Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

36) In an interview, Frances informs a candidate that the job is 'absorbing' but its hours will be 'long and gruelling'. What kind of an interview is Frances conducting?

A) Stress.

B) Realistic job preview.

C) Role-playing.

D) Behavioural.

AACSB: Application of knowledge Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

Recruitment (Scenario): Keena's company was expanding. After a period of downsizing, the company had decided to increase organisational profitability by gaining market share, which meant a need for more people. As assistant manager of human resources, she was in the process of evaluating what would be the most effective means of gaining new employees who were qualified, were cost efficient, and could help maintain the company's commitment to a diversified workforce.

37) With regard to maintaining a low recruitment cost, which choice would be best for Keena?

A) Employee leasing.

B) Private employment agency.

C) Internal search.

D) Advertisement.

AACSB: Application of knowledge Copyright © 2016 Pearson Australia (a division of Pearson Australia Group Pty Ltd) – 9781488609077 / Robbins / Management: The Essentials 3e

Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

38) Keena's company needs to increase the diversity of its workforce. Which choice might this requirement rule out?

A) Advertising.

B) School placement.

C) Private employment agency.

D) Employee referral.

AACSB: Application of knowledge Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

39) Employment planning includes three steps: assessing current human resources needs, developing a plan to meet those needs, and reporting to external regulators.

A) True B) False AACSB: Analytical thinking Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

40) A realistic job preview states the minimum qualifications a person needs to perform a job successfully.

A) True B) False AACSB: Analytical thinking Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

41) Advertisements have not been shown to be the most effective method for attracting the best applicants for jobs.

A) True B) False AACSB: Analytical thinking Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

42) Employee referrals are usually reliable.

A) True B) False AACSB: Analytical thinking Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

43) Firing, layoffs, and early retirements are the only three downsizing options.

A) True B) False AACSB: Analytical thinking Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

44) A selection device is valid if it can be proven to accurately measure the abilities of job applicants.

A) True B) False AACSB: Analytical thinking Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

45) Written tests fell into disfavour in the late 1960s and are now rarely used in the selection process.

A) True B) False AACSB: Analytical thinking Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees Copyright © 2016 Pearson Australia (a division of Pearson Australia Group Pty Ltd) – 9781488609077 / Robbins / Management: The Essentials 3e

46) Performance-simulation tests are thought to be one of the best methods for evaluating job applicants in use today.

A) True B) False AACSB: Analytical thinking Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

47) In a realistic job preview (RJP), an applicant might be told that the likelihood for promotion for the job he is applying for is slim.

A) True B) False AACSB: Application of knowledge Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

48) Job referrals are generally not a good method for improving workplace diversity.

A) True B) False AACSB: Diverse and multicultural work environments Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

ESSAY. Write your answer in the space provided or on a separate sheet of paper.

49) In a short essay, list the following sources of potential job candidates: temporary help services, school placement, and employment agencies. Include a discussion of the advantages and disadvantages of each major source to support your answer.

AACSB: Written and oral communication Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

50) In a short essay, discuss the written test as a selection device for HRM. AACSB: Written and oral communication Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

51) In a short essay, discuss the performance-simulation test as a selection device for HRM. AACSB: Written and oral communication Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

52) In a short essay, discuss the interview as a selection device for HRM. AACSB: Written and oral communication Learning Outcome: 6.2 Discuss the tasks associated with identifying and selecting competent employees

MULTIPLE CHOICE. Choose the one alternative that best completes the statement or answers the question.

53) Which of the following is NOT a sign to look for in a successful orientation process?

A) The new employee is less likely to resign.

B) The new employee clearly exceeds all productivity goals for her work unit.

C) The new employee feels comfortable.

D) The new employee does not perform poorly.

AACSB: Analytical thinking Learning Outcome: 6.3 Explain how employees are provided with needed skills and knowledge

54) Which form of on-the-job training might have a trainee working with a single mentor from the organisation?

A) Vestibule training.

B) Understudy assignments.

C) Simulation exercises.

D) Job rotation.

Copyright © 2016 Pearson Australia (a division of Pearson Australia Group Pty Ltd) – 9781488609077 / Robbins / Management: The Essentials 3e

AACSB: Analytical thinking Learning Outcome: 6.3 Explain how employees are provided with needed skills and knowledge

55) Which of the following is the best way to evaluate a training program?

A) How much information trainees retain.

B) Actual job performance of trainees.

C) How costly the method is.

D) How much trainees say they learned.

AACSB: Analytical thinking Learning Outcome: 6.3 Explain how employees are provided with needed skills and knowledge

56) The ________ establishes a legal requirement for organisations to minimise the risk of accident, injury or disease to anyone associated with the work process.

A) Equal Employment Opportunity Act B) Fair Work Act C) Work Health Safety Act D) Crimes Act AACSB: Analytical thinking Learning Outcome: 6.3 Explain how employees are provided with needed skills and knowledge

57) All of the following describe ways an organisation can ensure workplace health and safety EXCEPT ________.

A) monitoring absenteeism, accident and injury rates B) interviewees are given a realistic job preview C) controlling workplace hazards D) workplace health and safety audits AACSB: Analytical thinking Learning Outcome: 6.3 Explain how employees are provided with needed skills and knowledge

58) Which of the following reasons describes the need for workplace health and safety?

A) Lower insurance and compensation cost.

B) Less damage to plant and equipment.

C) Higher productivity.

D) Higher absenteeism rate.

AACSB: Analytical thinking Learning Outcome: 6.3 Explain how employees are provided with needed skills and knowledge

59) A disadvantage of a written essay for employee appraisal is that it tends to be biased by ________.

A) the prejudice of the evaluator B) friendship between the employee and the evaluator C) the writing skill of the employee D) the writing skill of the evaluator AACSB: Analytical thinking Learning Outcome: 6.3 Explain how employees are provided with needed skills and knowledge

60) Important goals of job orientation are to reduce anxiety and to familiarise the recruit with the job and the organisation.

A) True B) False AACSB: Analytical thinking Learning Outcome: 6.3 Explain how employees are provided with needed skills and knowledge

61) Job training never addresses trainee attitudes toward the job or the organisation.

A) True B) False Copyright © 2016 Pearson Australia (a division of Pearson Australia Group Pty Ltd) – 9781488609077 / Robbins / Management: The Essentials 3e

AACSB: Analytical thinking Learning Outcome: 6.3 Explain how employees are provided with needed skills and knowledge

62) The best way to measure the effectiveness of job training is to find out how stressful the process was for trainees.

A) True B) False AACSB: Analytical thinking Learning Outcome: 6.3 Explain how employees are provided with needed skills and knowledge

ESSAY. Write your answer in the space provided or on a separate sheet of paper.

63) In a short essay, discuss on-the-job training methods.

AACSB: Written and oral communication Learning Outcome: 6.3 Explain how employees are provided with needed skills and knowledge

64) In a short essay, discuss off-the-job training methods.

AACSB: Written and oral communication Learning Outcome: 6.3 Explain how employees are provided with needed skills and knowledge

MULTIPLE CHOICE. Choose the one alternative that best completes the statement or answers the question.

65) To set pay standards, HRM employs ________.

A) outside consultants B) a national pay scale C) a panel of an employee's peers D) compensation administration AACSB: Analytical thinking Learning Outcome: 6.4 Describe strategies for retaining competent, high-performing employees

66) All of the following are advantages of a graphic rating scale for employee evaluation EXCEPT ________.

A) easy to draw conclusions from and summarise B) not time-consuming C) provides objective quantitative data that can be analysed in a variety of ways D) all of the above AACSB: Analytical thinking Learning Outcome: 6.4 Describe strategies for retaining competent, high-performing employees

67) A performance appraisal method that combines two other well-known methods into one process is called ________.

A) 360-degree feedback B) written essay C) BARS D) graphic rating scales AACSB: Analytical thinking Learning Outcome: 6.4 Describe strategies for retaining competent, high-performing employees

68) This appraisal method is used by more major corporations than any other method.

A) Management by objectives.

B) Graphic rating scales.

C) Critical incidents.

D) 360-degree appraisal.

AACSB: Analytical thinking Learning Outcome: 6.4 Describe strategies for retaining competent, high-performing employees

69) What do the written essay, critical incidents, graphic rating scales and BARS evaluation methods have in common?

A) They rank employees by performance.

Copyright © 2016 Pearson Australia (a division of Pearson Australia Group Pty Ltd) – 9781488609077 / Robbins / Management: The Essentials 3e

B) They compare individuals against standards.

C) They compare one employee to his or her peers.

D) They are multi-person comparisons.

AACSB: Analytical thinking Learning Outcome: 6.4 Describe strategies for retaining competent, high-performing employees

70) Which multi-person employee evaluation method allows for two or more employees to get the same rating?

A) 360-degree feedback.

B) Individual ranking.

C) Group-order ranking.

D) Paired comparison.

AACSB: Analytical thinking Learning Outcome: 6.4 Describe strategies for retaining competent, high-performing employees

71) Why do managers often offer counselling to underperforming employees rather than just fire them?

A) To avoid unsettling other employees.

B) To give the organisation a favourable image.

C) To avoid the cost of replacing the employee.

D) To avoid discord.

AACSB: Analytical thinking Learning Outcome: 6.4 Describe strategies for retaining competent, high-performing employees

72) Which of the following is NOT a reason that managers put a lot of importance into developing a good compensation system?

A) A sense of fairness.

B) To avoid breaking the law.

C) To attract talented employees.

D) To retain talented employees.

AACSB: Analytical thinking Learning Outcome: 6.4 Describe strategies for retaining competent, high-performing employees

73) Which of the following is NOT a factor that can influence compensation and benefits?

A) Gender.

B) Geographical location.

C) Employee performance levels.

D) Seniority.

AACSB: Diverse and multicultural work environments Learning Outcome: 6.4 Describe strategies for retaining competent, high-performing employees

74) Health insurance is an example of which of the following?

A) Wages.

B) Employee benefit.

C) Compensation.

D) Salary.

AACSB: Application of knowledge Learning Outcome: 6.4 Describe strategies for retaining competent, high-performing employees

75) The only goal of a performance management system is to assess training needs.

A) True B) False AACSB: Analytical thinking Learning Outcome: 6.4 Describe strategies for retaining competent, high-performing employees Copyright © 2016 Pearson Australia (a division of Pearson Australia Group Pty Ltd) – 9781488609077 / Robbins / Management: The Essentials 3e

76) When the employer rates an applicant according to actual behaviours on a graphical rating scale, they are using the graphic rating scale approach.

A) True B) False AACSB: Analytical thinking Learning Outcome: 6.4 Describe strategies for retaining competent, high-performing employees

77) Using individual ranking as an employee appraisal device, two employees might be named 'best' in the group.

A) True B) False AACSB: Analytical thinking Learning Outcome: 6.4 Describe strategies for retaining competent, high-performing employees

78) A key goal of compensation administration is to create a cost-effective system that will provide incentive for employees.

A) True B) False AACSB: Analytical thinking Learning Outcome: 6.4 Describe strategies for retaining competent, high-performing employees

79) Most companies vary the payment of benefits according to how well employees perform.

A) True B) False AACSB: Application of knowledge Learning Outcome: 6.4 Describe strategies for retaining competent, high-performing employees

80) The amount of pay an employee receives can be determined by the location of the company and the level of unionisation.

A) True B) False AACSB: Analytical thinking Learning Outcome: 6.4 Describe strategies for retaining competent, high-performing employees

ESSAY. Write your answer in the space provided or on a separate sheet of paper.

81) In a short essay, compare the critical incidents, graphic rating scales and BARS appraisal methods.

AACSB: Written and oral communication Learning Outcome: 6.4 Describe strategies for retaining competent, high-performing employees

MULTIPLE CHOICE. Choose the one alternative that best completes the statement or answers the question.

82) To improve workplace diversity, a manager might ________.

A) advertise in ethnic newspapers and Internet sites B) solicit referrals from existing employees C) post a notice that states he is an equal opportunity employer D) tighten his recruiting net AACSB: Diverse and multicultural work environments Learning Outcome: 6.5 Discuss contemporary issues in managing human resources

83) The key to most sexual harassment cases against an organisation is whether the organisation ________.

A) had a policy against sexual harassment B) fired the employee after the charges were lodged C) had hired a known sex offender D) knew about the behaviour and what it did to stop it AACSB: Analytical thinking Copyright © 2016 Pearson Australia (a division of Pearson Australia Group Pty Ltd) – 9781488609077 / Robbins / Management: The Essentials 3e

Learning Outcome: 6.5 Discuss contemporary issues in managing human resources

84) Sexual harassment is defined as any unwanted activity of a sexual nature that humiliates a person.

A) True B) False AACSB: Application of knowledge Learning Outcome: 6.5 Discuss contemporary issues in managing human resources

ESSAY. Write your answer in the space provided or on a separate sheet of paper.

85) In a short essay, discuss how workforce diversity is directly affected by recruitment, selection, orientation and training.

AACSB: Diverse and multicultural work environments Learning Outcome: 6.5 Discuss contemporary issues in managing human resources

86) In a short essay, discuss why sexual harassment is such a difficult problem in today's workplace.

AACSB: Diverse and multicultural work environments Learning Outcome: 6.5 Discuss contemporary issues in managing human resources

Copyright © 2016 Pearson Australia (a division of Pearson Australia Group Pty Ltd) – 9781488609077 / Robbins / Management: The Essentials 3e

1) A 2) B 3) C 4) D 5) B 6) A 7) A 8) A 9) B 10) B 11) A 12) A 13) B 14) B 15) D 16) A 17) A 18) A 19) C 20) B 21) B 22) A 23) D 24) D 25) D 26) A 27) D 28) C 29) D 30) A 31) A 32) A 33) B 34) C 35) B 36) B 37) C 38) D 39) B 40) B 41) A 42) A 43) B 44) B 45) B 46) A 47) A 48) A 49) Temporary help services: Temporary help services provide pre-screened, ready-to-work employees who can usually fit in well with an organisation. The disadvantage of this source is that the agency takes a cut of each employee's pay, so the service tends to be quite expensive. Generally temp services are not a good choice for long-term employment.

Copyright © 2016 Pearson Australia (a division of Pearson Australia Group Pty Ltd) – 9781488609077 / Robbins / Management: The Essentials 3e

School placement: Schools can produce large numbers of diverse candidates whose education and skill levels can be reliably assessed. When using school placement, companies are typically dealing with graduates who have no relevant work experience, so candidates are often limited to filling entry-level positions.

Employment agencies: Private employment agencies can provide highly screened, highly qualified candidates who are highly likely to be successful on the job. This success comes at a cost, however, as private agencies can be quite pricey.

Public agencies have no cost, but their candidates typically aren't as well-screened or qualified as candidates from private agencies. Generally speaking, a private agency might be a better choice for filling a high-ranking, highly specialised position, while a public agency works well for finding everyday employees.

50) Typical types of written tests include tests for intelligence, aptitude, ability and interest. The strengths of written tests are that they can often identify intellectual, spatial, motor and mechanical ability, and perceptual accuracy. All of these indicators can be valid predictors for many kinds of skilled, unskilled and managerial positions.

Many people feel that written tests are discriminatory, so their results should always be taken in the context of the candidate's complete portfolio. Managers are increasingly aware that poor hiring decisions are costly and that properly designed tests can reduce the likelihood of making such decisions. In addition, the cost of developing and validating a set of written tests for a specific job has declined significantly.

51) Performance-simulation tests are simulations of actual job tasks that job applicants are asked to carry out in a test format. The strength of performance-simulation tests is that the HR manager can actually see how the candidate performs tasks that are relevant to the job. This strength is not merely theoretical—performance-simulation tests have been shown to be excellent predictors of actual job performance. For this reason, performance-simulation tests are currently thought to be the most valid form of job selection device.

The best-known performance-simulation tests are work sampling and assessment centres. Work sampling involves presenting applicants with a miniature model of a job and having them perform a task or set of tasks that are central to it.

Assessment centres are places in which job candidates undergo performance-simulation tests that evaluate managerial potential.

52) The interview is the most common form of selection device. It is a universal component of almost all job selection processes. The great strength of the interview is that it provides direct and personal contact between the interviewer and candidate, often providing a wealth of information about the candidate.

Unfortunately, this information can be misinterpreted or misused. Bias and inaccuracy often unconsciously get inserted into the interview process. For example, prior knowledge about a candidate, or similar attitudes between candidate and interviewer can cause the interviewer to lose his sense of objectivity in the process. These kinds of flaws can be minimised if the interviewer employs a structured interview format in which the interviewer sticks to a careful, disciplined plan during the interview.

53) B 54) B 55) B 56) C 57) B 58) D 59) D 60) A 61) B 62) B 63) Training can be either on the job or off the job. On-the-job training comes in two forms—job rotation and understudy assignments.

Job rotation has employees rotate from job to job within the organisation, getting valuable exposure and experience to a Copyright © 2016 Pearson Australia (a division of Pearson Australia Group Pty Ltd) – 9781488609077 / Robbins / Management: The Essentials 3e

variety of tasks and seeing how the different units of the organisation work together.

Understudy assignments have the trainee take on a seasoned employee as mentor. The mentor shepherds the employee through various tasks, providing support and encouragement as an experienced worker. In the trades industry, this may also be an apprenticeship.

64) Off-the-job training includes classroom lectures, films and videos, simulation exercises, and vestibule training. Lectures are designed for when specialised training is needed, such as specific technical, interpersonal or problem-solving skills.

Films and videos use media to explicitly demonstrate technical skills that are not easily presented by other training methods.

Simulation exercises give employees a chance to learn a job by actually performing the work (or its simulation). These may include case analyses, experiential exercises, role playing and group interaction.

Vestibule training takes simulation exercises even farther: employees learn tasks on the same equipment that one actually will use on the job, but in a simulated work environment.

65) D 66) D 67) C 68) D 69) B 70) C 71) C 72) B 73) A 74) B 75) B 76) B 77) B 78) A 79) B 80) A 81) Critical incident appraisals use critical anecdotes as identifiers of key employee actions and behaviours. These anecdotes are chosen to reveal such qualities as efficiency, creativity and carefulness in the employee.

Graphic rating scales provide a quantitative rating of the employee on a variety of different scales such as leadership, creativity, ability to take initiative, and so on.

Behaviourally anchored rating scales (BARS) combine critical incident and graphic rating appraisal methods. In BARS, the items rated in numeric scales are actual incidents rather than abstract assessment categories, making BARS more personal and more thorough than graphic rating scales.

Of the three appraisal methods, critical incidents are the most revealing and subjective. Graphic rating scales are accurate, but shallow and impersonal. BARS, both quantitative and personal, in some ways combine the best of both methods.

82) A 83) D 84) A 85) Recruitment: to improve workforce diversity, managers need to widen their recruiting net. For example, the popular practice of relying on employee referrals as a source of job applicants tends to produce candidates who are similar to current employees. Managers may have to look for job applicants in places where they might not have looked in the past, such as women's job networks, urban job banks, disabled people's training centres, ethnic newspapers and gay rights Copyright © 2016 Pearson Australia (a division of Pearson Australia Group Pty Ltd) – 9781488609077 / Robbins / Management: The Essentials 3e

organisations. This type of outreach should enable the organisation to broaden its pool of diverse applicants.

Selection: once a diverse set of applicants exists, efforts must be made to ensure that the selection process does not discriminate. Moreover, applicants need to be made comfortable with the organisation's culture and be made aware of management's desire to accommodate their needs.

Orientation and training: the outsider-insider transition is often more challenging for women and minorities than for white males. Many organisations provide special workshops to raise diversity awareness issues.

86) First, sexual harassment is widespread. It is defined as 'unwelcome conduct of a sexual nature which makes a person feel offended, humiliated and/or intimidated where that reaction is reasonable in the circumstances'. Unless employers take all reasonable steps to prevent it, they are liable for acts of sexual harassment by their employees. Reasonable steps means that, at a minimum, employers have done two things: developed, implemented and monitored an appropriate sexual harassment policy that is communicated to all workplace participants, and taken appropriate action if sexual harassment does occur.

Sexual harassment is also expensive. Companies that lose sexual harassment lawsuits can lose enormous sums of money.

Just as important, the disruption and loss of reputation that sexual harassment causes can be devastating to a company and its workers.

Sexual harassment also creates an unpleasant environment which prevents harmonious work and can result in high absenteeism and low productivity.

Ultimately, the only way to stop sexual harassment is to educate employees about the trouble it causes, to be vigilant about discovering it, and to be aggressive in curtailing it.

Copyright © 2016 Pearson Australia (a division of Pearson Australia Group Pty Ltd) – 9781488609077 / Robbins / Management: The Essentials 3e