Test bank for understanding human resources management a canadian perspective by peacock

Chapter 1 - Exploring Why HRM Matters to All Employees

Test Bank for Understanding Human Resources Management A Canadian Perspective by Peacock

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1. What isHRM?

a techniques and processes fororganizingpeopleandwork activities

b. managementtechniquesforcontrollingpeopleatwork

c. an integrated set ofsystems,practices, andpolicies focusingoneffectiveemployeedeployment and development

d. allmanagementactivities

ANSWER: c

2. Whoarethebeneficiaries ofHumanResources Management?

a. humanresourcespecialists

c businessowners

ANSWER: b

b. employees

d. contractors and freelancers

3. Whatisthesignificanceofphrasessuchas“humancapital,”“intellectualassets,”and“talentmanagement”that have crept intobusiness jargon?

a Theyillustratehoworganizationsrecognizetheindividualdifferencesofeachemployee.

b. Theyhighlight howpeoplearebrought togethertoachieveacommonpurpose.

c. Theyemphasizethevaluethatpeoplehaveto organizations.

d. Theyimplythat people needtobe managed as resources.

ANSWER: c

4. WhataretheresponsibilitiesofHRMtoensureanorganizationissuccessful?

a. havingtherightpeople,intherightplaces,attherighttime,doingtherightthing

b. ensuringthattheorganizationisresponsibleinfollowingthelawsastheyrelatetohumanresources

c havingan abundant candidatepool to drawuponquicklytoback-fill positions

d. toensuresuccessionplanningispartofthemanagementstrategy

ANSWER: a

5. Whichofthefollowingfunctionsiswithintheframeworkofhumanresourcesmanagement?

a ISO 9000

c. managingperformance

ANSWER: c

b. customer expectations

d. globalization

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Chapter 1 - Exploring Why HRM Matters to All Employees

6. Which term best describes thestructureofHRM systems, practices, andpolicies andtheir relationshipto the organizationandtheemployees?

a. linear b. integrated

c. functional d. dynamic

ANSWER: b

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Chapter 1 - Exploring Why HRM Matters to All Employees

7. HowdoesHRMsupport thepromotionofemployeehealthandsafetythrough organizational culture?

a. bycreatingawork environment that promotes asenseofwell-being

b. byensuringthatdesignatedsmokingareasarelocatedwellawayfromventilationunits

c. byensuringemployees areawareofthehealthandsafetyregulations

d. bycreatingopportunitiesforemployees toparticipateinphysicalactivitiesthroughoutthedaytokeepthem energized

ANSWER: a

8. Ensuringthat employees knowwhat theyareexpectedto accomplishandthenprovidingappropriatemechanisms forregular feedbackis part ofwhich HRM focus?

a occupationalhealth and safety

c. managingemployeeperformance

ANSWER: c

b. defining,analyzing,anddesigningwork

d. promotions and transfers

9. Which HR activitydetermines what, where, when, and howworktasks aredone?

a. defining,analyzing,anddesigningwork

b. managingemployeeperformance

c planningfor,recruiting,andselectingemployees

d. knowingrightsandresponsibilities

ANSWER: a

10 Which HRactivityprovides theresources toassist employees indevelopingthenecessaryknowledgeandskills to do theirjobs todayandin the future?

a defining,analyzing,anddesigningwork

c. orienting,training,anddeveloping

ANSWER: c

b. managingemployeeperformance

d. knowingrightsandresponsibilities

11 WhatHRprocessensuresthatpeopleintheorganizationaretherightpeoplewiththerightskillsattherighttime intherightplace?

a. understandinglabourrelationsandcollectivebargaining

b. defining,analyzing,anddesigningwork

c planningfor,recruiting,andselectingemployees

d. knowingrightsandresponsibilities

ANSWER: c

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Chapter 1 - Exploring Why HRM Matters to All Employees

12. LearningaboutinternationalhumanresourcesmanagementrequirescustomizingHRMsystems,practices, andpolicies toaddress which factors?

a. economicand geographic

c geographicandlegal

ANSWER: b

b. politicalandcultural

d. racialandpolitical

13. Aligningworkexpectationsfortheemployeewiththeorganization’sgoalsispartofwhichHRMactivity?

a. managingemployeeperformance

b. rewardingandrecognizingemployees

c orienting,training,anddevelopingemployees

d. promotingemployeehealthandsafetythroughorganizationalculture

ANSWER: a

14 When developingandimplementingsystems,practices, andpolicies that address HRM topics, what is the onerequirement that must be adhered to above all else?

a. theorganization’svalues

c. humanresourceplanningbestpractices

ANSWER: d

b. theorganization’smissionstatement

d. legalrequirements

15. Whatcanimpacttheeffectivenessofamanager?

a. howthemanagerseeshimselfwithintheorganization

b. progressivepolicies and proceduresofcompetingorganizations

c issuesthatimpactthemanager’sabilitytoachieveorganizationalsuccess

d. howthemanagerwillberewardedfortheiremployee’s performance

ANSWER: c

16 WhatinformationdoemployeesrelyonHRMtohelpthemunderstand?

a. socialandlegalissuesoforganizationalnon-compliance

b. howtoapplyHRMprinciplesintheexecutionoftheirtechnicalskills

c that managers arethekeylink between the employee andthe customer

d. howtheirperformancewillbemeasured

ANSWER: d

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Chapter 1 - Exploring Why HRM Matters to All Employees

17 Whatis thebenefit ofemployees knowingthat theirwork is valuableandneeded?

a. Therewillbealowerturnoverrateinthecompany.

b. Theywillreferothersto workforthecompany.

c Theybehaveinawaythat supports organizational success.

d. Theywilltrytoworkharderandbemoreefficient.

ANSWER: c

18 Howare companies respondingto thedemands ofamulti-generational workforce?

a byfocusingoncorporatecultureandensuringemployeesfitwiththeculture

b. byredefiningbenefits plans to ensureall generations haveaccess totheservices theyneed

c. bypermittingemployeestotelecommutetoreducethefrictionbetweenthegenerations workingin a common space

d. bytrainingnewhires inleadershiproleswheretheirsubordinates maybeolderthanthem

ANSWER: a

19. Whatcomponentofhumanresourcesmanagementisreceivingincreasingattention?

a. useof technologyto expedite work

c individualneedsofemployees

ANSWER: c

b. applicationofHRMprinciples

d. increasingdiversitywithintheworkplace

20 WhichtermbestdescribestheroleofanHRprofessionalwhosefocusisonensuringtheirorganizationisstaffed withthemosteffectivehumanresourcestoachieveitsstrategic goals?

a operational

c. staffing

ANSWER: b

b. strategic

d. administrative

21 Whichis thekeyroleofamanager?

a. reducingcosts and employeedevelopment

b. increasingproductivityandreducingcosts

c employeedevelopment andensuringtheorganizationis agreat placetowork

d. employeedevelopmentandincreasingproductivity

ANSWER: c

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Chapter 1 - Exploring Why HRM Matters to All Employees

22 BeyondthetypicalHRactivities,whatotherstrategicactivitiesmightHRparticipatein?

a. terminatingemployees whodon’tcomplywithcompanypolicy

b. planningsocial activities tomaketheworkplaceenjoyable

c teachinghealthandsafetycourses

d. policyformulationandimplementation

ANSWER: d

23 Whoisthekeylinkbetweentheemployeeandtheorganization?

a manager b. humanresourcemanager

c. workgroup d. department teams

ANSWER: a

24 HRdepartmentscaninfluencechangewithinorganizationsthroughwhichofthefollowing?

a actingindependentlyinthedevelopmentofHRMsystems

b. vettingemployeeconcerns orproblems

c activelyparticipatinginpolicyformation

d. providingserviceactivitiessuchascoachingandmentoring

ANSWER: c

25 HowcanHR ensureit is seen as part ofthebusiness,insteadofmainlyanadministrativedepartment?

a Developa solidunderstandingof thebusiness and developprocesses and practices that alignwith the business.

b. Find ways to reduce costs inhigh-cost areas such as benefits.

c. Meet one-on-one with employees tolearn more about them andwhat theywant from their job.

d. Workwithalldepartmentstoensuretheyarefollowingthelawintheirtreatmentofemployees.

ANSWER: a

26. Which of thefollowingis necessaryin order for HR tobeconsidered as part ofthebusiness??

a. It must beoverseen bya Canadian Human Resources Professional

b. It must have access to a robust HRM tool.

c. It must develop processes and practices that align with those ofthe business.

d. Itmusthaveasolidunderstandingofalldepartmentsinthebusiness.

ANSWER: c

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Chapter 1 - Exploring Why HRM Matters to All Employees

27. In order to develop anddesign HRM systems,practices, and policies,whichtwo groups of peoplemust work together?

a. HRM system consultants andbusiness owners

b. business owners andHR professionals

c managers and business owners

d. managersand HRprofessionals

ANSWER: d

28 When organizations place an increased emphasis onthe growthand development ofits people, themanagers are front-and-centreinidentifyingthe gapsinskillsets,andtheHRprofessionalofferswaysofbridgingthegaps. Whatisthisanexampleof?

a. functionalauthority b. managerandHRM partnership

c. strategicplanning d. humanresourceplanning

ANSWER: b

29. Studiesrevealthatinordertoremaincompetitive,whatshouldorganizationsbemonitoringcontinuously,duetoits impact on HRM systems, practices, and policies?

a. changesinlabourlegislationatfederalandprovinciallevels

b. humancapitaldevelopmentandtalentmanagement

c. HRISpolicies

d. takeovers, mergers, and acquisitions

ANSWER: b

30. Whatarethreecurrent businessconcernsfacingorganizations?

a. globaleconomy,demographics,andtechnology

b. language,organizationalculture,andemployeeassistance

c humanresourceplanning,staffing,andtraining

d. labourrelations,language,andculture

ANSWER: a

31 WhatimpacthasglobalizationhadonHRMresponsibilities?

a Theyarebalancingcomplicatedissuesrelatedtolanguageandcommunication.

b. Theymustaddressthedifferentlegalandpoliticalrequirementsofthenewlocation.

c. Mostorganizationshireathird-partysuppliertohandletheirHRworkintheinternationallocation.

d. ThereisverylittleimpactasallHRmanagementactivitiesaremanagedattheinternationallocation.

ANSWER: b

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Chapter 1 - Exploring Why HRM Matters to All Employees

32 WhichactivityisanexampleofHRMrespondingtothechallengeofglobalization?

a. identifyingcapableexpatriatemanagers

b. containingstaffingcosts

c strictlydefiningjobsandthewaysinwhichpeoplemustwork

d. matchingcompensation packages tothoseofthehomeoffice

ANSWER: a

33 Whatpercentageofthe Canadianeconomyis affectedbyinternational competition?

a 30 to 40 percent b. 50 to 60 percent

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

ANSWER: c

34 Whenmanagerstalkaboutglobalization,theymustbalanceacomplicatedset ofissuesincludingwhichof thefollowing?

a. culturaldifferences

c. educationaldifferences

ANSWER: a

b. genderdifferences

d. technologydifferences

35. Canadianoilandgas companies,andCanadianminingcompanies,havebeenexperiencinggrowthwhilethe Canadiancarmanufacturingindustryhasdeclinedsignificantly.Canada’sabilitytoexportlargequantitiesofoiland gasfacesenvironmentalconcerns aboutextractingandshipping.Whatcurrentbusinesschallengeisthisan exampleof?

a. demographics and employee concerns

c cultureandenvironment

ANSWER: d

b. technologyandquality

d. changesinfirms andbusinesssectors

36. Whichofthefollowingisusedbycompaniestominimizethenegativeimpactonemployeesafteradownsizing?

a offeringflextimetoremainingemployees

b. providingtraininganddevelopmenttoremainingemployees

c. layingoffemployeesbasedonperformance

d. outsourcingpositionsthatwereeliminatedduringthedownsizing

ANSWER: b

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Chapter 1 - Exploring Why HRM Matters to All Employees

37 Howcanorganizationslessentheexperienceofsurvivorsyndromeduringadownsizing?

a. ensure a good severance package is provided to those who were laid off

b. ensuredownsizingactivitiesdonottakeplacenear holidays

c ensurepopularemployees arekept on, to helpmotivateothers

d. ensuretheremainingemployeesfeelliketheymatter

ANSWER: d

38 Which statement best illustrates adisadvantageof usingindependent contractors overemployees?

a Contractorshaveflexibilityinworkhoursandlocationsotheymightnotbethesameasemployees.

b. Employers are required to hold backmandatoryemployment deductions from the contractor.

c. Contractors maynot be as attached to the project as an employee and the project mayreflect this.

d. Their contract duration is typicallyundefined,so theycan beextended as long as required.

ANSWER: c

39. Whatisabenefitthatemployeesreceivefromtelecommuting?

a. theflexibilitytoworkwhentheyfeelmostmotivated

b. cost savings, as less physical workspaceis required foremployees

c. abetter work–life balance

d. less pollution dueto fewer cars on the road

ANSWER: c

40. WhatistheinfluenceoftechnologyonHRM?

a. operational (e.g.,automation),improvedservices andaccess toinformation

b. increased contractingout,outsourcing, andemployeeleasing

c concerns about privacy, ethics, and culture

d. acomplicatedsetofissuesrelatedtolanguageandcommunication

ANSWER: a

41 AstudybytheConference Board ofCanada detailed theskills that are important for contributingto an entrepreneurialworkplace.Whichofthefollowingoutlinestwoofthoseskills?

a. assessingandmanagingrisk,andkeepinggoalsinsight

b. engagingothersandsettingrealisticgoals

c beingaccountableandlearningfromexperiences

d. assessingandmanagingriskandsettingrealisticgoals

ANSWER: a

Chapter 1 - Exploring Why HRM Matters to All Employees

42. AstudybytheConference Board ofCanada detailed theskills that are important for contributingin a workplacethatvaluescreativityandproblem-solvingabilities.Whichofthefollowingoutlinestwoofthoseskills?

a. askingquestionsandbeingwillingtoexperiment

b. beingwillingtoexperimentandbeingaccountable

c askingquestions andbeingadaptable

d. beingaccountable and adaptable

ANSWER: c

43 Wheredo employees whoare connected as a result ofcomputer-mediatedrelationships work?

a in start-up centres so theycan easilyinteract with others

b. parttimeintheofficeandpart-timeremotely

c. anyremotelocation

d. atalocationoff-sitefromthemaincorporateoffice

ANSWER: c

44. What customerservice standards oftenseparatethewinners from thelosers intoday’s competitivebusiness environment?

a responsiveness and data security

c. responsivenessandinnovation

ANSWER: c

b. innovationandtechnology

d. innovationanddatasecurity

45 Lean,organizationalsystemofimprovementsthatmaximizecustomervalueandminimizewastewaspioneeredby whichmanufacturingorganization?

a. Xerox

c. Home Depot

ANSWER: d

b. Hitachi

d. Toyota

46. What is the goal ofSix Sigma andTQM management approaches?

a. improvequalityandachievehighercustomersatisfaction

b. improveresourceallocation

c embracenewtechnologyandmanagechange

d. enhancehuman resourcedevelopment

ANSWER: a

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Chapter 1 - Exploring Why HRM Matters to All Employees

47 Whyis good HRM necessaryto programs such as Six Sigma?

a. Itidentifiesareasofimprovementwithintheorganization.

b. It balances the needs ofthe customer and therequirements ofthe company.

c It ensures all strategies, practices, and process are legal and compliant.

d. It balances the needs ofthe employees andthe requirements ofthe company.

ANSWER: d

48 Initiativesthatpromotequalityandefficiencyareverydependentonwhichtwofactors?

a companycultureandthecompany’sbranding

b. theenvironmentandhiringspecialiststodrivethechange

c. companycultureandemployees’receptiveness tochange

d. theenvironmentandcompanyculture

ANSWER: d

49. What concerns are causing businesses to assess threats and opportunities relatedto sustainability?

a. climatechange

c world-population decrease

ANSWER: a

b. humancapital

d. immigration

50 Which term best descsribes thevalueofknowledge,skills,andcapabilities that maynot showupon a company’s balancesheet but havetremendous impact on anorganization’s performance?

a humancapital

c. knowledgecapital

ANSWER: a

b. core competencies

d. stakeholdervalue

51 AccordingtomanagementexpertDaveUlrich,whatisoneoutcomeofemployees findingmeaningatwork?

a. higherrateofreferralforfriends

c. longertenurewiththecompany

ANSWER: c

b. fewersick days

d. highersalary

52 What practice should an organization considerif theywishto attract, keep, andengage employees?

a. holdannualcommunicationmeetingswithstaff

b. allowemployees toperform at theirbest

c micromanageemployees toensurecompliancetocompanystandards

d. develop atop-heavymanagement structure

ANSWER: b

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Chapter 1 - Exploring Why HRM Matters to All Employees

53 Whichtermreferstoleveragingcompetenciestoachievehighorganizationalperformance?

a. knowledgecapital

c. core competencies

ANSWER: d

b. humancapital

d. talentmanagement

54. Whichtermreferstothevaluethatemployees providetoanorganizationthroughtheirknowledge,skills,and abilities?

a. humancapital

c core competencies

ANSWER: a

b. intellectualcapital

d. employeecapital

55. Whichterm refers to thecombinationofknowledge, skills,andcharacteristics neededtoeffectivelyperform arole inanorganization?

a individualcompetencies b. core competencies

c humancapital

ANSWER: b

d. organizationalcompetencies

56 Whatisnecessaryfororganizationstobedifferent fromtheircompetitionandprovideongoingvalueto theircustomers?

a humancapital

c. core competencies

ANSWER: c

b. skillsinventory

d. leveragedtalent

57 What“family-friendly” practicesareagrowingnumberofcompaniesusingtoaccommodateemployees who strivetobalancethedemands oftheirjobs with theneeds oftheirfamilies ornon-work lives?

a. offeringgreaterjobflexibility

b. offeringjobshadowingforchildrentolearnabouttheirparents’jobs

c offeringtime-offforemployeestoparticipateinvolunteeropportunities

d. offeringmentoringtoyoungeremployees

ANSWER: a

58 Accordingto StatisticsCanada,what percentage ofthelabour forcewill be foreign-born by2031?

a 33 percent b. 54 percent

c. 68 percent d. 72 percent

ANSWER: a

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Chapter 1 - Exploring Why HRM Matters to All Employees

59 Accordingto StatisticsCanada,what percentage ofthelabour forcedo Indigenous peoplecurrentlyrepresent?

a. 4.3 percent b. 5.7 percent

c. 10.1 percent d. 15.2 percent

ANSWER: a

60. In what wayare Canadianlabourforcedemographics expectedtochange?

a. College graduates will makeup asmallershareof theCanadianlabourforce thantheydidinthepast.

b. Womenwillmakeupa smallershareoftheCanadianlabourforcethantheydidinthepast.

c VisibleminoritieswillmakeupasmallershareoftheCanadianlabourforcethantheydidinthepast.

d. Youngentry-levelworkerswillmakeupasmallershareoftheCanadianlabourforcethantheydidinthe past.

ANSWER: d

61 In thefuture,what demographicmixistheCanadianworkforceanticipatedtoexhibit?

a about the same as today

b. an increasein Generation Xworkers

c. anincreaseinethnicdiversity

d. a decrease in the number of older workers

ANSWER: c

62. Whichdemographicchangeisofconcerntoorganizations?

a. salaryexpectations

c benefit costs

ANSWER: b

b. working-agepopulation

d. ethics codes

63. Whichdemographicchangeisimpactingmanyorganizations?

a compensationexpectations

c family-friendlypolicies

ANSWER: b

b. olderworkers workinglonger

d. informationsystems

64 According to Statistics Canada, what is the approximate percentage of women aged 25-54 in the workforce?

a 36.8 percent b. 43.9 percent

c. 51.0 percent d. 80.0 percent

ANSWER: d

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Chapter 1 - Exploring Why HRM Matters to All Employees

65 Howhas the educational attainment oftheCanadianlabour force changedin recent years?

a. remained at about thesamelevel b. fallenslightly

c. fallendramatically d. risensteadily

ANSWER: d

66. WhatpercentageoftheCanadianpopulationhaseithercollegeoruniversityqualifications?

a. 35 percent b. 45 percent

c 54 percent d. 90 percent

ANSWER: c

67. Approximatelywhat percentage of people who work part-time are women?

a. 19 percent b. 39 percent

c 49 percent d. 59 percent

ANSWER: a

68. Howarecompaniesrespondingtothemulti-generationalworkforcedemographicshift?

a focusingonyoung,newtalent

b. allowing olderworkers to self-managedueto their age and experience

c. maintainingstatusquowithintheorganization

d. ensuringstafffitwellwiththecultureandcorporatevalues

ANSWER: d

69. Whatdochangesintheworkplaceinvolvingemployeeprivacy,equalemploymentopportunities,andunion representation ifdesired, reflect?

a. changesinemployeerights

b. culturalchanges

c. changes in thenature of thejob and workplace

d. changesinemployeeresponsibility

ANSWER: a

70 Whatculturaltrendhasresultedinpeoplepursuingmultiplecareersinsteadofjustbeingsatisfiedwith“havinga job”?

a. thedesiretospendmoretimewithfamily

b. the desireto work close to home in orderto save on gas andto lessenthe environmental impact

c thedesiretofind acareerthat has alowenvironmental footprint

d. thedesiretobalancerewardingworkwithafulfilledpersonallife

ANSWER: d

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Chapter 1 - Exploring Why HRM Matters to All Employees

71 Whatsocietalchangeisdrivingorganizations’desiretoprovideemployeeswithmorefamily-friendlyoptions?

a. thenumberofworkers overthe ageof65

b. TVcoverageofcelebritiestakingtheirkidstowork withthem

c anagingpopulation

d. riseofnon-traditionalfamilyarrangements

ANSWER: b

72 What impact has PIPEDA(Personal Information Protection andElectronicDocuments Act)hadon HR departments?

a HR departments must obtainanemployee’s consent beforepersonal informationis disclosed.

b. HR departments are only permitted to keep select data on an employee.

c. HR departments are permitted toshare personal employee data, provided it is done across secure internet lines.

d. HR departments can share personal employee data, providedit’s not locatedinan electronicdocument.

ANSWER: a

73. Whatimpactcanfamily-friendlyworkinitiativeshaveonsmallbusinesses?

a increase expenses

c. reduce employeeturnover

ANSWER: c

b. savemoney

d. increaseemployeeturnover

74 Whydo organizations consider the options ofjob sharing anddaycare?

a tosupplementmaternityandparentalleaves

b. to address the genderdistribution inthe workforce

c. to address the changingattitude of employees toward work

d. to help employees achievea better balancebetweenwork and family

ANSWER: d

75. Howisthecontinuingfocusonworkandfamilybalanceimpactingtheworkplace?

a anincreaseinthenumberofunionsstartingup

b. anincreaseinpeopleswitchingcareersmid-life

c. anincreaseinemployeedemands forprivacy

d. an increase in non-traditional jobs (part-time, contract, etc.)

ANSWER: d

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Chapter 1 - Exploring Why HRM Matters to All Employees

76. Theanswers to“Shouldwebein business”and“What business should webein”providethebasis for which strategy?

a. businessstrategy b. corporate strategy

c department strategy d. HRstrategy

ANSWER: b

77. Thebasis ofwhich strategyis formedbythequestion“Howshouldwecompete?”

a. corporate strategy b. businessstrategy

c HRstrategy d. systemsstrategy

ANSWER: b

78. Whichstrategyareyouusingwhenanalyzinghowhamburgersaresold?

a. corporate strategy b. businessunitstrategy

c businessstrategy d. HRstrategy

ANSWER: b

79 Whatiscriticaltoanorganizationforittobuilditscompetitiveadvantage?

a itsbusinessstrategy b. itsemployees

c its corporate strategy d. itsproductivityedge

ANSWER: b

80 Whatdistinguishesanorganization’sbusinessstrategyfromitscorporatestrategy?

a focus on company-wide and overall objectives

b. focusonlong-termsurvivalandgrowth

c. focusonthelineofbusiness

d. focusonturnaroundsituationsanddivestitures

ANSWER: c

81. Whatdistinguishesanorganization’s corporatestrategyfromitsbusinessstrategy?

a. afocus on company-wide and overall objectives

b. afocuson short-termsurvivaland growth

c. afocusonthelineofbusiness

d. afocuson competition

ANSWER: a

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Chapter 1 - Exploring Why HRM Matters to All Employees

82 What are two main types of corporate strategies?

a. restructuringandgrowth

c. competitiveandcostcontainment

ANSWER: a

b. differentiationanddivestitures

d. realignmentandcompetition

83. Humanresourcemanagement (HRM) is an integratedset ofprocesses,programs, and systems that focus on effectivedeploymentanddevelopment ofemployees.

a.True

b False

a True

b. False

ANSWER: False

84 Theterm “human resources”implies that people are as important tothe success ofa business as areother resources such as money.

a True

b. False

a. True

b. False

ANSWER: True

85. HRMisequivalenttohiring,paying,andtrainingpeople.

a.True

b. False

a True

b. False

ANSWER: False

86. Throughdefining,analyzing,anddesigningthework,itisdetermined whattasksneedtobedone,in whatorder, andwithwhatskills.

a.True

b False

a True

b. False

ANSWER: True

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Chapter 1 - Exploring Why HRM Matters to All Employees

87. Labourrelationsandcollectivebargainingdoesnotfallundertheresponsibilityofhumanresourcesmanagement.

a.True

b. False

a. True

b. False ANSWER: False

88 Themanagementofhumanresourcesrequiresanunderstandingofindividualandorganizationalbehaviour.

a True

b False

a True

b. False ANSWER: True

89. Themanagermust haveathoroughknowledgeandunderstandingofcontemporaryHRM practices and howthey influencetheoutputoftheorganization.

a True

b. False

a. True

b. False ANSWER: True

90. Humanresources management practices andissues are primarilya concern forthehuman resources department.a.True

b. False

a. True

b. False ANSWER: False

91. All managers arepeoplemanagers and,therefore, haveHR responsibilities.

a.True

b. False

a. True

b. False ANSWER: True

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Chapter 1 - Exploring Why HRM Matters to All Employees

92. BecauseHR managers functionin support roles,theirjob knowledgeneeds to focus primarilyonHR issues rather thantheoperatinggoalsofthecompany.

a.True

b False

a True

b. False ANSWER: False

93 Inaddition torecruitingand knowinghowtopaypeopleappropriately, HR professionals alsorequire strongmathematicalandpresentationskills.

a True

b. False

a. True

b. False ANSWER: False

94. Managingpeopleiseverymanager’sresponsibilityandobligation.

a.True

b. False

a. True

b. False ANSWER: True

95 HR professionals provideguidanceandassistance as internal consultants tomanagers.

a.True

b. False

a. True

b. False ANSWER: True

96 HRmanagershavechangedtheirfocustoHRadministrationandnolongerplayaroleintopmanagement planninganddecisionmaking.

a True

b. False

a. True

b. False ANSWER: False

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Chapter 1 - Exploring Why HRM Matters to All Employees

97. Canadian exports represent approximately60 percent of Canada’s gross domestic product (GDP).

a.True

b. False

a. True

b. False ANSWER: False

98 ManyCanadian companies havecreatedglobal operations orwork collaborativelywith foreign companies to sell Canadian products.

a True

b. False

a. True

b. False ANSWER: True

99 Telecommutingisconductingworkactivitiesawayfromtheofficeusingtechnology.

a True

b False

a True

b. False ANSWER: True

100. TheCanadianeconomyisprimarilybuiltonimporting.

a.True

b. False

a True

b. False ANSWER: False

101. When organizations start tooperateindifferent countries, theymust balanceacomplicatedset ofissues related to different cultures, laws, and business practices.

a.True

b False

a True

b. False ANSWER: True

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Chapter 1 - Exploring Why HRM Matters to All Employees

102. Cultureisthepatternofbehaviourweseeinanorganization.

a.True

b. False

a. True

b. False ANSWER: True

103 TheworkingagepopulationinCanadaisbecoming younger,andtherearefewerindividualsintheolderage brackets.

a True

b. False

a. True

b. False ANSWER: False

104. Outsourcingreferstoemployingworkersintheirhomesratherthanwithinthetraditionalofficeenvironment.

a.True

b False

a True

b. False ANSWER: False

105. Inordertominimizetheamountortypeofdownsizing,someorganizationshaveinformedallstaffthattheycan move to a four-daywork week with reduced pay.

a.True

b False

a True

b. False ANSWER: True

106 Dueto securityrestrictions, outsourcingservices suchas technologysupport arestrictlyforbiddenin Canada.a.True

b False

a True

b. False ANSWER: False

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Chapter 1 - Exploring Why HRM Matters to All Employees

107. In somesituations,large companies havebusiness units that provideoutsourcedservices suchas technology support.

a.True

b False a True

b. False ANSWER: True

108 In addition to outsourcing,organizations are alsomakingmoreuseofmigrant workers as a wayto contain costs.a True

b False

a True

b. False ANSWER: False

109. Somepeoplebelievethattheexplosioninsocial mediaismakingpeoplemoreaccountableforethical behaviour as peopleareconcernedabout beingfilmeddoingsomethingwrong.

a True

b. False

a True

b. False ANSWER: True

110 Ahealthyworkenvironmentandminimumworkingconditionsarejusttwooftheareaswhererightshavebeen granted to employees over the past two decades.

a.True

b False

a True

b. False ANSWER: True

111 Overthelastfive years,therehasbeen asignificantreductionin“job-hopping.”

a True

b. False

a. True

b. False ANSWER: False

Chapter 1 - Exploring Why HRM Matters to All Employees

112. Canadahas arelativelyhighunemployment rate;however,employerssaytheycannotfindworkers.

a.True

b. False

a. True

b. False ANSWER: True

113 Arecentstudyindicatedthatmostemployers areopposedtohelpingtheiremployeeswith anycaregiving responsibilitiesthattheymighthave.

a True

b. False

a. True

b. False ANSWER: False

114. Millennials aretech savvyand want their work tohave a greater purpose.

a.True

b False

a True

b. False ANSWER: True

115. Downsizingmayoccurifacompanydecidestoeliminateaproductlineorcloseaplant.

a.True

b. False

a. True

b. False ANSWER: True

116. ITinfluencesHRbyenhancingservicesformanagersand employees.a.True

b. False

a. True

b. False ANSWER: True

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Chapter 1 - Exploring Why HRM Matters to All Employees

117. Total-qualitymanagementisasetofprinciplesandpracticeswhosecoreideasincludedoingthingsrightthe firsttimeandstrivingforcontinuousimprovement.

a.True

b False

a True

b. False ANSWER: True

118 ITcosts areoneofthe largest expenditures in anyorganization.

a True

b False

a True

b. False ANSWER: False

119. Benchmarkinglooks at the “best practices”inothercompanies.

a.True

b False

a True

b. False ANSWER: True

120. Womenaremorelikelythan mento workpart-time,typicallyas aresult ofeldercare.

a.True

b. False

a. True

b. False ANSWER: False

121. Anenvironment wherepeoplehavemultiplepart-timejobs instead ofonepermanent jobis referredto a gigeconomy.

a.True

b. False

a. True

b. False ANSWER: True

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Chapter 1 - Exploring Why HRM Matters to All Employees

122. Integratedknowledgesetswithinanorganizationthatdistinguishitfromitscompetitorsanddelivervalueto customers are known as core competencies.

a.True

b False

a True

b. False ANSWER: True

123 The knowledge, skills, and capabilities that impact acompany’s performancebut do not necessarilyshowup on its balance sheet areknown as human capital.

a True

b. False

a. True

b. False ANSWER: True

124. Developmentalassignmentsareviewedasavaluablewaytofacilitateknowledgeexchangeandmutuallearning.

a.True

b. False

a. True

b. False ANSWER: True

125 Talentmanagementinvolvesleveragingcompetenciestoachievehighorganizationalperformance.

a.True

b. False

a. True

b. False ANSWER: True

126 The gap between educated and non-educated employees is steadilyclosing.

a.True

b False

a True

b. False ANSWER: False

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Chapter 1 - Exploring Why HRM Matters to All Employees

127. All employees must beliterate inorderto secure ajob.

a.True

b. False

a. True

b. False ANSWER: False

128 Flexibleworkschedulesoftenresultinalowerlevelofjobsatisfaction.

a True

b False

a True

b. False ANSWER: False

129. Providing family-friendlypractices can serve as apowerful wayto attract and retaintop-caliber employees.a True

b False

a True

b. False ANSWER: True

130. “Family-friendly”is abroadtermthatmayincludeunconventional hours,daycare,part-timework,job sharing, maternityleave,executivetransfers,andtelecommuting.

a.True

b. False

a True

b. False ANSWER: True

131. AccordingtotheEthicsandCompliance Initiative,millennialsarethemostcompliantandrisk-adversegroupof workers.

a.True

b. False

a. True

b. False ANSWER: False

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Chapter 1 - Exploring Why HRM Matters to All Employees

132. “Strategichumanresourcesmanagement”involvesidentifyingkeyHRprocessesandlinkingthosetotheoverall businessstrategy.

a.True

b False

a True

b. False

ANSWER: True

133 DefineHRM Drawadiagram(HRMframework/model)toillustratehowtheHRactivitiesfittogetherwithinan organization.

ANSWER: Human resources management (HRM)is anintegratedset ofsystems,practices, and policies withinan organizationthat focusesontheeffectivedeployment anddevelopmentofitsemployees Students should show the interconnectedness and interdependence of the HR processes (not linear).

134. IdentifyandbrieflydescribeanyfourofthenineHRactivitiesinanorganization.

ANSWER:

1. Defining, analyzing, and designing work determiningwhat tasks needto be done, in what order,withwhatskills,andhowindividualtasksfittogetherinworkunits Creatinghighperformance work groupsorteamsisaformofdefininganddesigningwork.

2. Planning for, recruiting, and selecting the workforce ensuringthatpeopleintheorganization aretherightpeople,withtherightskills,attherighttime,intherightplace,whichmeanssourcing, attracting,andhiringthepeoplewiththenecessaryskills andbackground.

3. Creating a culture of a safe and healthy work environment ensuringthatthework environment createsasenseofwell-beingand encouragingemployeeengagement.

4. Orienting, training, and developing employees welcomingandsocializingnewemployees, providingtheresources to assist employees in developingthenecessaryknowledge andskills todo theirjobs todayandin the future.

5. Managing performance ensuringthat there are appropriatemechanisms in placetoprovide feedbackto employees onaregularbasis. Aligningemployee’s expectedperformanceto the organization’sgoals.

6. Rewarding and recognizing employees developingandadministeringpayandbenefitsprograms thatwillattractand retainemployees.

?7. Knowing rights and responsibilities ensuringthatemployeesandmanagement’srightsare protected and respected and disciplinaryissues are properlyaddressed. Addressing employee/managementconflict

8 Understanding Labour Relations establisheffectivenegotiatingpracticesandrelationshipswithin unionizedenvironments.

9 Working within International Human Resources Management customizingHRMsystems, practices andpolicies to address economic,legal and cultural factors in different countries.

Chapter 1 - Exploring Why HRM Matters to All Employees

135 Definetheterm“humancapital.”Describehowitdiffersfromotherformsofcapitalthatorganizationsmanage. SuggesttwowaysinwhichHRMandmanagersbuildhumancapitalinorganizations.

ANSWER: Humancapitalisthevalueofknowledge,skills,andcapabilitiesoftheemployeesofanorganization. Theyareintangible and do not show upon thebalancesheet as an asset, but theyhave adefinite impactontheperformanceofanorganization Unlikebuildingsandmachines,theorganizationdoes notownhumancapital;theemployeesthemselvesownit,andtheytakeitwiththemiftheyleavean organization.Tobuildhumancapital,HRMmustassistmanagersbyensuringthebest-qualifiedpeople areselected tofill vacancies. Onceonboard, theorganization must providetraininganddevelopment and other opportunities for employees toincreasetheirskills,knowledge, andabilities on thejob. Managers must provideassignments that allowforgrowthanddevelopment and rewardemployees fortheirincreasedabilitytocontributetothegoalsoftheorganization.

136. Listsix competitivechallenges faced byCanadianorganizations.Describeandgivean exampleofanyoneofthe sixchallengesfacedbyanorganizationyouarefamiliarwith.Discusshowthischallengemightaffectmanagingthe organization’s workforce WhatistheimpactonHRMand/orlinemanagers?

ANSWER: Thesixchallengesare:globaleconomy,changesinfirmsandbusinesssectors,technologyandquality, sustainability,humancapitalandtalentmanagement,anddemographics.

Global Economy:Globalizationisthemovingoflocalorregionalbusinessintotheglobal marketplace When organizations movetoglobalization, theyhavetobalanceacomplicated set of issues related to different geographies, cultures,laws, and business practices Human resources issues underlieeachoftheseconcerns andincludesuchthingsasidentifyingcapableexpatriatemanagers wholiveandworkoverseas,designingtrainingprogramsanddevelopmentopportunitiestoenhance themanagers’understandingofforeignculturesandworkpractices,andadjustingcompensationplans toensurethatpayschemes arefairandequitableacrossindividualsindifferentregionswithdifferent costsofliving.AnexampleisBlackBerryaleadingdesigner,manufacturerandmarketerofinnovative wirelesssolutionsfortheworldwidemobilecommunicationsmarket.Theyhave500carriersin170 countries,withproductsin almost30languages.

Changes in Firms and Business Sectors:Companies continuouslylookforways tolowercosts and improveproductivitytomaximizeefficiency Oneofthehighestexpensesabusinesshas,issalaries To helpreducethecostoflabour,organizationshavetriedvarious approachesincludingdownsizing, outsourcing, and the useof contract employees.Theemployees inorganizations who chooseto downsizecanoftenfeeluncertainabouttheirfuturewiththeorganization.Outsourcingandusing contract employees result in aworkforcewhichmaynot be as committed to thecompanyas ifthey were actual employees.Someorganizations haveoutsourcedselect services, but have then returned the services in-house. AmericanExpress Canadais an exampleofthe companywho ended their outsourcingand returned theservices to bein-house.

Technology and Quality:Technologyhas greatlyimpacted thewayHRM operates andhow employeeswithintheorganizationoperate.Atonetime,HRwasahighlyadministrativedepartment. As a result oftechnology, much of theworkloadhas become automated. Employees can access self-

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Chapter 1 - Exploring Why HRM Matters to All Employees

serviceportalsforbenefits informationandcareerdevelopmentpaths. Technologyalsoallows employees to telecommute,apractice wherethe employee works remotelyfrom theofficelocation, usuallyintheirhome.CompaniessuchasStaplesallowtelecommutingforcertainroleswithinthe organization.ThispracticegivesStaplesanadvantagewhenrecruiting.

Sustainability: As the world progresses, more andmore attentionis being placedonthehealth of our planet Companiesareembracinggreeninitiativesandconsideringtheimpactoftheirfootprint. Canadaseems well-suited to moveforwardon theinnovation front Westport Innovations,aCanadian companywhospecializesinnatural gasvehicles haspartnershipsthroughouttheworldtoprovide engineandvehicletechnologywhichisbetterfortheenvironment.

Human Capital & Talent Management: HumanCapital is usedtodescribethevaluethat employees bringtoanorganization,throughtheirknowledge,skillsandabilities.Althoughthisdoesnotshowup as alineitem on thefinancial records, it is thepeople who perform thework whichhavethe greatest impact onanorganization’s success.Companies such as DevFacto Technologies understands how theiremployees contribute totheirsuccess whentheysay,“If yougiveemployee’sapurposethat’s largerthanthemselves, youcanleadthemtoresults.”

Demographics:Withtheagingoftheworkforceandalesseningnumberofnewentrantsintothe workforce, Canadais experiencingashortageofskilled workers Economists suggest that there is a gapbetweentheskillsthat employers arelookingfor,andtheskillsthatjob seekershave.Themining industryis onesuchindustryexperiencingadramaticshortageofskilledworkers.EmployerNew GoldenteredintoapartnershipwiththeBCAboriginalMineTrainingAssociationtohelpyoung peoplebecomeawareofjob withintheminingindustry, theskills required to get thosejobs andhow to apprentice for some positions.

137 Forbothmale and female, youngerand olderworkers,balancingthedemands of familyand workpresent significant challenges.Proactivehumanresourcepractitionersarerespondingtotheiremployees’concernsand needsbyproviding“family-friendly”policiesandpractices.Describeone“family-friendly”programand/orpolicy anditspotentialimpactonemployeehealthand/orretention.

ANSWER: Workandfamilyissuesareconnectedinsocial,economic,andpsychologicalways.“Family-friendly” HRpoliciesmayincludeflexibleworkschedules, daycare,part-timework,jobsharing,maternity leave,parentalleave,executivetransfers,spousalinvolvementincareerplanning,assistancewithfamily problems,andtelecommuting. Anincreasingnumberofolderworkersplantocontinueworkingparttimeintheirlateryearswithveryfewplanningtoworkfull-time.Moreemployeesarebecoming responsibleforthecareofagingparents.Thereisanincreasingrangeofalternativeemploymentforms thatprovideemployeeswithwaystobringmorebalanceintotheirdailylives.

Chapter 1 - Exploring Why HRM Matters to All Employees

138 DefinestrategicHRM andhowitislinkedtoanorganization’sbusinessstrategy Provideanexample.

ANSWER: StrategicHRMisidentifyingthekeyHRMsystems,practices, andpoliciesandlinkingthosetothe overallbusinessstrategy HRstrategieslinktheorganization’sstrategicplans andHRpractices For example,ifacompanywishesforfocusonprovidingsuperbcustomerservice,theemployeeselection processwouldtendtohire peoplewiththoseskills.Theemployermightalsohaveatrainingand development program to reinforcetheexpectations of customerservice. The employermayalso have atotal rewards and performancemanagement system that rates how well employees provide customer service.

139 What is therelationship betweenthemanagerandtheHR practitioner?

ANSWER: Managingpeopledepends oneffectiveleaders (supervisors andmanagers). Theleaderis thelink betweentheemployee and theorganization Therefore,theleadermust haveathoroughknowledge and understandingofcontemporaryHRM and howthesepractices influencetheoutput ofany organization Managersandemployeesthemselvesareultimatelyresponsibleformakingthe organizationsuccessful.Allmanagersarepeoplemanagers,nottheHRprofessionalorHRunit. It is throughtheeffectiveleadershipofthemanagerorsupervisorthatthetalentorintellectualcapitalofthe organizationisenhanced.

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