HROB 2290 review questions NEWEST 2024 ACTUAL EXAM
QUESTIONS AND CORRECT DETAILED ANSWERS WITH
RATIONALES (VERIFIED ANSWERS) |ALREADY GRADED A+
What is human resource management
Management of people in an organization. Recruitment, selection, training,
compensation, labour relations
what is human capital?
knowledge, skills, valuable, rare skills for competitive advantage
6 major external environmental influences
1. economic conditions
2. competitive trends
3. laws
4. social concerns
5. technological changes
6. demographic trends
growing professionalism in HRM, every professional has:
1. Common body of knowledge
2. Benchmarked performance standards
3. Representative professional association
4. External perception as a profession
5. Code of ethics
6. Required training credential for entry and career mobility
7. Ongoing need for skill development
8. Need to ensure professional competence maintained
certification administered through provincial HR associates 3 levels:
1. Certified Human Resource Professional CHRP 2. Certified Human Resource Leader
CHRL 3. Certified Human Resource Executive CHRE
,The Canadian charter of rights and freedoms for
religion, through, opinion, expression, peaceful assembly, association
Bona Fide occupational requirement (BFOR)
Justifiable reason for discrimination based on business necessity like safe and efficient
operation of the org. for example, a person who is blind cannot be employed as a truck
driver or bus driver
Ask 3 questions when assessing whether it is a BFOR:
rationale: legit policy, good faith: necessary requirement to fill the role, reasonable
necessity: was it possible to accommodate
sexual harassment
Offensive or humiliating behaviour that is related to a person's sex as well as behaviour
of a sexual nature that creates an intimidating, unwelcome, hostile or offensive work
environment or that could reasonably be thought to put sexual conditions on a persons
job or employment
sexual coercion
harassment of a sexual nature that results in some direct consequence to the worker's
employment status or some gain in or loss of tangible job benefits
sexual annoyance
sexually related conduct that is hostile, intimidating, or offensive to the employee but
has no direct link to tangible job benefits or loss thereof
employment standard legislation
provincial legislation to promote fair and productive workplace and balance fair
treatment of employees
pay equity
equal pay for equal work (Male and female in hospital jobs get paid the same bc one is
more physical but they both have equal among of work)
job analysis
identifies behaviours, knowledge and skills and abilities (KSAs) critical to a job, lays
foundation for selection, performance appraisal, training, compensation
6 steps of job analysis
, 1. Review relevant background info: structure
2. Select jobs to be analysed
3. Collect data on activities: employee log
4. Modify data if required: verify info
5. Write job description and job specifications
6. Communicate and update info as needed
job enlargement
assigning workers additional tasks at the same level of responsibility to Inc. number of
tasks they have to perform
job enrichment
tool used to motivate employees by adding responsibilities in the job
job rotation
switching employees around to various positions of the same status. 1. Although jobs
don't change, workers experience more task variety, motivation and productivity
collecting job analysis data: observing
1. Can influence job behaviour
2. Not appropriate when job entails lots of mental activity or important but occasional
tasks
job description
written statement of what the job holder is actually does, hoe they do it and under what
conditions the job is performed. Duties and reporting relationships and working
conditions, helps recruiters, and applicants understand what the job is about
job specifications
statement of requisite knowledge, skills and abilities needed to perform the job,
education experience etc..
Human resource planning
forecasting future HR requirements to ensure that the org will have the required number
of employees with necessary skills to meet its strategic objectives
- Risk of too many people = labour surplus
- Risk of too few people = labour shortage
scatter plot approach
QUESTIONS AND CORRECT DETAILED ANSWERS WITH
RATIONALES (VERIFIED ANSWERS) |ALREADY GRADED A+
What is human resource management
Management of people in an organization. Recruitment, selection, training,
compensation, labour relations
what is human capital?
knowledge, skills, valuable, rare skills for competitive advantage
6 major external environmental influences
1. economic conditions
2. competitive trends
3. laws
4. social concerns
5. technological changes
6. demographic trends
growing professionalism in HRM, every professional has:
1. Common body of knowledge
2. Benchmarked performance standards
3. Representative professional association
4. External perception as a profession
5. Code of ethics
6. Required training credential for entry and career mobility
7. Ongoing need for skill development
8. Need to ensure professional competence maintained
certification administered through provincial HR associates 3 levels:
1. Certified Human Resource Professional CHRP 2. Certified Human Resource Leader
CHRL 3. Certified Human Resource Executive CHRE
,The Canadian charter of rights and freedoms for
religion, through, opinion, expression, peaceful assembly, association
Bona Fide occupational requirement (BFOR)
Justifiable reason for discrimination based on business necessity like safe and efficient
operation of the org. for example, a person who is blind cannot be employed as a truck
driver or bus driver
Ask 3 questions when assessing whether it is a BFOR:
rationale: legit policy, good faith: necessary requirement to fill the role, reasonable
necessity: was it possible to accommodate
sexual harassment
Offensive or humiliating behaviour that is related to a person's sex as well as behaviour
of a sexual nature that creates an intimidating, unwelcome, hostile or offensive work
environment or that could reasonably be thought to put sexual conditions on a persons
job or employment
sexual coercion
harassment of a sexual nature that results in some direct consequence to the worker's
employment status or some gain in or loss of tangible job benefits
sexual annoyance
sexually related conduct that is hostile, intimidating, or offensive to the employee but
has no direct link to tangible job benefits or loss thereof
employment standard legislation
provincial legislation to promote fair and productive workplace and balance fair
treatment of employees
pay equity
equal pay for equal work (Male and female in hospital jobs get paid the same bc one is
more physical but they both have equal among of work)
job analysis
identifies behaviours, knowledge and skills and abilities (KSAs) critical to a job, lays
foundation for selection, performance appraisal, training, compensation
6 steps of job analysis
, 1. Review relevant background info: structure
2. Select jobs to be analysed
3. Collect data on activities: employee log
4. Modify data if required: verify info
5. Write job description and job specifications
6. Communicate and update info as needed
job enlargement
assigning workers additional tasks at the same level of responsibility to Inc. number of
tasks they have to perform
job enrichment
tool used to motivate employees by adding responsibilities in the job
job rotation
switching employees around to various positions of the same status. 1. Although jobs
don't change, workers experience more task variety, motivation and productivity
collecting job analysis data: observing
1. Can influence job behaviour
2. Not appropriate when job entails lots of mental activity or important but occasional
tasks
job description
written statement of what the job holder is actually does, hoe they do it and under what
conditions the job is performed. Duties and reporting relationships and working
conditions, helps recruiters, and applicants understand what the job is about
job specifications
statement of requisite knowledge, skills and abilities needed to perform the job,
education experience etc..
Human resource planning
forecasting future HR requirements to ensure that the org will have the required number
of employees with necessary skills to meet its strategic objectives
- Risk of too many people = labour surplus
- Risk of too few people = labour shortage
scatter plot approach
