TEST BANK For Human Resources Management in Canada 15th
Canadian Edition by Gary Dessler Chapters 1 - 17
,
,AnswersaareaatatheaendaofaeachaChapter
Chapter |1
MULTIPLE |CHOICE. Choose |the |one |alternative |that |best |completes |the |statement |or |answers |the |question.
1) Human |resources |management |refers |to:
A) the |management |of |people |in |organizations.
B) concepts |and |techniques |for |organizing |work |activities.
C) all |managerial |activities.
D) concepts |and |techniques |used |in |leading |people |at |work.
E) management |techniques |for |controlling |people |at |work.
2) The |knowledge, |education, |training, |skills, |and |expertise |of |a |firm's |workers |is |known |as:
A) physical |capital.
B) management's |philosophy.
C) human |capital.
D) production |capital.
E) cultural |diversity.
3) Human |resources |practices |that |support |strategy |include:
A) performance |management.
B) production |scheduling.
C) policies |and |procedures.
D) staffing |practices.
E) rewards |practices.
4) A |company |utilizes |a |system |to |measure |the |impact |of |Human |Resources |which |balances |measures |relating |t |o
|financial |results, |customers, |internal |business |processes |and |human |capital |management. |This |system |is |knows |as |the:
A) HRIS.
B) balanced |strategy.
C) Human |Capital |Index.
D) balanced |scorecard.
E) none |of |the |above.
5) You |have |been |tasked |with |building |employee |engagement |at |the |firm |you |workafor. |Strategic |human |r
|esources |initiatives |you |would |consider |implementing |include:
A) employee |recognition |programs |and |management |development |programs.
B) diversity |programs.
C) employee |recognition |programs.
D) employee |relations |activity.
E) job |design |indicators.
6) HR |department |staff |members |are |traditionally|involved |in |key|operational |responsibilities. |Which |of |theaf
|ollowing |is |an |operational |responsibility?
A) setting |goals |and |objectives
B) collecting |metrics
C) analyzing |metrics
D) interpreting |human |right |laws
E) interpreting |health |and |safety |legislation
, 7) Being |completely |familiar |with |employment |legislation, |HR |policies |and |procedures, |collectiveaagreement |s,
|and |the |outcomeaof |recent |arbitration |hearings |andacourt |decisions |is |most |closely |related |with |which |of |the |follo |wing
|HRaactivities?
A) serving |as |a |consultant
B) formulating |policies |and |procedures
C) offering |advice
D) providing |services
E) serving |as |a |change |agent
8) The |practice |of |contracting |with |outside |vendors |to |handle |specified |functions |on |a |permanent |basis |is
|known |as
A) hiring |temporary |employees.
B) payroll |and |benefits |administration.
C) contract |administration.
D) outsourcing.
E) labour-management |relations.
9) The |company's |plan |for |how |it |will |balance |its |internal |strengths |and |weaknesses |with |external
|opportunities |and |threats |in |order |to |maintain |competitive |advantage |is |known |as
A) HR |strategy.
B) strategy.
C) environmental |scanning.
D) policies |and |procedures.
E) none |of |the |above.
10) Rita |is |the |HRaDirector |of |a |manufacturing |company. |She |recently |undertook |research |to |identify |compet |itor
|compensation |and |incentive |plans, |information |about |pending |legislative |changes |and |availability |of |talent |in |the
|labour |market |for |the |upcoming |strategic |planning |meeting. |Rita |was |conducting:
A) environmental |scanning.
B) an |employeeaengagement |survey.
C) an |external |market |survey.
D) an |envrionmental |study.
E) an |external |opportunities/threats |study.
11) The |HR |manager |of |Smith |& |Yu |company |was |heavily |involved |in |a |downsizing |exercise |of |the |company's |s |ales
|force |due |to |an |economic |downturn. |Heawas |also |involved |in |arranging |for |outplacement |services |and |employe |e
|retention |programs |as |well |as |restructuring |of |the |business |following |the |downsizing. |This |is |an |example |of |HR's |r |ole
|in:
A) formulating |strategy.
B) operational |activities.
C) environmental |scanning.
D) environmental |scanning |andaexecuting |strategy.
E) executing |strategy.
12) The |core |values, |beliefs, |and |assumptions |that |are |widely|shared |by|members |of |an |organization |are |known |as:
A) organizational |climate.
B) the |strategic |plan.
C) the |mission |statement.
D) organizational |culture.
E) the |pervading |atmosphere.
Canadian Edition by Gary Dessler Chapters 1 - 17
,
,AnswersaareaatatheaendaofaeachaChapter
Chapter |1
MULTIPLE |CHOICE. Choose |the |one |alternative |that |best |completes |the |statement |or |answers |the |question.
1) Human |resources |management |refers |to:
A) the |management |of |people |in |organizations.
B) concepts |and |techniques |for |organizing |work |activities.
C) all |managerial |activities.
D) concepts |and |techniques |used |in |leading |people |at |work.
E) management |techniques |for |controlling |people |at |work.
2) The |knowledge, |education, |training, |skills, |and |expertise |of |a |firm's |workers |is |known |as:
A) physical |capital.
B) management's |philosophy.
C) human |capital.
D) production |capital.
E) cultural |diversity.
3) Human |resources |practices |that |support |strategy |include:
A) performance |management.
B) production |scheduling.
C) policies |and |procedures.
D) staffing |practices.
E) rewards |practices.
4) A |company |utilizes |a |system |to |measure |the |impact |of |Human |Resources |which |balances |measures |relating |t |o
|financial |results, |customers, |internal |business |processes |and |human |capital |management. |This |system |is |knows |as |the:
A) HRIS.
B) balanced |strategy.
C) Human |Capital |Index.
D) balanced |scorecard.
E) none |of |the |above.
5) You |have |been |tasked |with |building |employee |engagement |at |the |firm |you |workafor. |Strategic |human |r
|esources |initiatives |you |would |consider |implementing |include:
A) employee |recognition |programs |and |management |development |programs.
B) diversity |programs.
C) employee |recognition |programs.
D) employee |relations |activity.
E) job |design |indicators.
6) HR |department |staff |members |are |traditionally|involved |in |key|operational |responsibilities. |Which |of |theaf
|ollowing |is |an |operational |responsibility?
A) setting |goals |and |objectives
B) collecting |metrics
C) analyzing |metrics
D) interpreting |human |right |laws
E) interpreting |health |and |safety |legislation
, 7) Being |completely |familiar |with |employment |legislation, |HR |policies |and |procedures, |collectiveaagreement |s,
|and |the |outcomeaof |recent |arbitration |hearings |andacourt |decisions |is |most |closely |related |with |which |of |the |follo |wing
|HRaactivities?
A) serving |as |a |consultant
B) formulating |policies |and |procedures
C) offering |advice
D) providing |services
E) serving |as |a |change |agent
8) The |practice |of |contracting |with |outside |vendors |to |handle |specified |functions |on |a |permanent |basis |is
|known |as
A) hiring |temporary |employees.
B) payroll |and |benefits |administration.
C) contract |administration.
D) outsourcing.
E) labour-management |relations.
9) The |company's |plan |for |how |it |will |balance |its |internal |strengths |and |weaknesses |with |external
|opportunities |and |threats |in |order |to |maintain |competitive |advantage |is |known |as
A) HR |strategy.
B) strategy.
C) environmental |scanning.
D) policies |and |procedures.
E) none |of |the |above.
10) Rita |is |the |HRaDirector |of |a |manufacturing |company. |She |recently |undertook |research |to |identify |compet |itor
|compensation |and |incentive |plans, |information |about |pending |legislative |changes |and |availability |of |talent |in |the
|labour |market |for |the |upcoming |strategic |planning |meeting. |Rita |was |conducting:
A) environmental |scanning.
B) an |employeeaengagement |survey.
C) an |external |market |survey.
D) an |envrionmental |study.
E) an |external |opportunities/threats |study.
11) The |HR |manager |of |Smith |& |Yu |company |was |heavily |involved |in |a |downsizing |exercise |of |the |company's |s |ales
|force |due |to |an |economic |downturn. |Heawas |also |involved |in |arranging |for |outplacement |services |and |employe |e
|retention |programs |as |well |as |restructuring |of |the |business |following |the |downsizing. |This |is |an |example |of |HR's |r |ole
|in:
A) formulating |strategy.
B) operational |activities.
C) environmental |scanning.
D) environmental |scanning |andaexecuting |strategy.
E) executing |strategy.
12) The |core |values, |beliefs, |and |assumptions |that |are |widely|shared |by|members |of |an |organization |are |known |as:
A) organizational |climate.
B) the |strategic |plan.
C) the |mission |statement.
D) organizational |culture.
E) the |pervading |atmosphere.
