TEST BANK FOR
n n
Humann Resourcen Management n 6CEn SandranSteen,nRaymondnAndrew nNoe,nJohnn R.n Hollenbeck,n B
arryn Gerhart,n Patrickn M.n Wright
Chapter 1-11Answers are at the Eand of Each Chapter
n n n n n n n n
Chapter 1 n
Student name:n
1) Managersn and n economistsn traditionallynhaven seenn humann resourcen management n asn an sourcen of n
valuen ton theirn organizations.
⊚n true
⊚n false
2) Then concept n of n "humann resourcen management"n impliesn that n employeesn aren interchangeable,n
easilyn replaced n assetsn that n should n ben managed n liken anyn othern physicaln asset.
⊚n true
⊚n false
3) Non twon humann resourcen departmentsn willn haven preciselyn then samen rolesn and n responsibilities.
⊚n true
⊚n false
4) Recruitment n refersn ton thenprocessn bynwhichn annorganizationn selectsn applicantsn withnthenrightnk
nowledge,n skills,n and n abilitiesn ton helpn then organizationn achieven itsn goals.
⊚n true
⊚n false
5) Performancen management n requiresn that n employeen activitiesn and noutputsnmatchn theni
ndividual'sn goals.
⊚n true
⊚n false
Versionn1 1
,6) Important n decisionsn inn planningn payn andnbenefitsn includenhown muchntonoffern employeesn inn s
alarynorn wages,n asn opposed n ton bonuses,n commissions,n and n othern performance-related n pay.
⊚n true
⊚n false
7) Then shift n ton self-servicen requiresn HRn ton spend n moren timen onn day-to-dayn transactionaln tasks.
⊚n true
⊚n false
8) Compliancen withn lawsn and n regulationsn isn notnann HRnresponsibility,n but n rathernthensolen r
esponsibilityn of n managersn withinn then organization.
⊚n true
⊚n false
9) HRn isn increasinglyn becomingn an purelyn administrativen function.
⊚n true
⊚n false
10) Asn part n of n itsn strategicn role,n onen ofnthenkeyncontributionsn HRncannmaken isn ton engageninn e
vidence-based n HRM.
⊚n true
⊚n false
11) Canadan underperformsn then United n Statesn withn respect n ton productivity.
⊚n true
⊚n false
12) HRMn should n haven an significant n rolen inn carryingn out n an mergern orn acquisition.
⊚n true
⊚n false
Versionn1 2
,13) Non-
traditionaln workersn e.g.n contractorsn and ntemporaryn workers,n currentlyn represent n moren thann5
0n percent n of n then workforce,n and n thisn percentagen isn expected n ton increasen significantly.
⊚n true
⊚n false
14) Settingn upn an businessn enterprisen inn anotherncountryn(e.g.n buildingnan factoryninn China)nisn called no
utsourcing.
⊚n true
⊚n false
15) Recent n surveysn indicaten thatn thengeneraln publicn and n managersn don not n haven positiven
perceptionsn of n then ethicaln conduct n of n businesses.
⊚n true
⊚n false
16) HRn activitiesn aren carried n out n exclusivelynbyn HRn specialistsn inn smalln organizations.
⊚n true
⊚n false
17) Canada'sn labourn forcen isn aging.
⊚n true
⊚n false
18) Mobilen devicesn aren increasinglynbeingn used n ton accessn HRn processes,n information,n and n
collaborativen tools.
⊚n true
⊚n false
Versionn1 3
, 19) Asn an typen of n resource,n humann capitaln refersn to:
A) then wages,n benefits,n andnothern costsnincurred ninn support nof nHRnfunctionsn withinn anno
rganization.
B) executiven talent n withinn ann organization.
C) then tax-deferred n valuen of n ann employee'sn pensionn plan.
D) employeen characteristicsn that n cann add n economicn valuen ton then organization.
E) substitutesn forn physicaln assets.
20) Humann capitaln refersn ton annorganization'sn employeesn described n inntermsn ofnalln of nthenf
ollowing,n EXCEPT?
A) Profitability
B) Training
C) Relationships
D) Intelligence
E) Experience
21) Whenn ann organizationn isn bettern thanncompetitorsn at nsomething,n andncannholdn that nadvantageno
vern an sustained n period n of n time,n it n isn said n ton haven a:
A) differentiated n focus.
B) sustainablen competitiven advantage.
C) coren competency.
D) low-cost n competitiven advantage.
E) absoluten advantage.
22) Inn then context n of n humann resources,n EX n represents:
A) Experiencen level
B) Emotionaln intelligence
C) Employeen engagement
D) Employeen experience
E) Employeen expectations
Versionn1 4
n n
Humann Resourcen Management n 6CEn SandranSteen,nRaymondnAndrew nNoe,nJohnn R.n Hollenbeck,n B
arryn Gerhart,n Patrickn M.n Wright
Chapter 1-11Answers are at the Eand of Each Chapter
n n n n n n n n
Chapter 1 n
Student name:n
1) Managersn and n economistsn traditionallynhaven seenn humann resourcen management n asn an sourcen of n
valuen ton theirn organizations.
⊚n true
⊚n false
2) Then concept n of n "humann resourcen management"n impliesn that n employeesn aren interchangeable,n
easilyn replaced n assetsn that n should n ben managed n liken anyn othern physicaln asset.
⊚n true
⊚n false
3) Non twon humann resourcen departmentsn willn haven preciselyn then samen rolesn and n responsibilities.
⊚n true
⊚n false
4) Recruitment n refersn ton thenprocessn bynwhichn annorganizationn selectsn applicantsn withnthenrightnk
nowledge,n skills,n and n abilitiesn ton helpn then organizationn achieven itsn goals.
⊚n true
⊚n false
5) Performancen management n requiresn that n employeen activitiesn and noutputsnmatchn theni
ndividual'sn goals.
⊚n true
⊚n false
Versionn1 1
,6) Important n decisionsn inn planningn payn andnbenefitsn includenhown muchntonoffern employeesn inn s
alarynorn wages,n asn opposed n ton bonuses,n commissions,n and n othern performance-related n pay.
⊚n true
⊚n false
7) Then shift n ton self-servicen requiresn HRn ton spend n moren timen onn day-to-dayn transactionaln tasks.
⊚n true
⊚n false
8) Compliancen withn lawsn and n regulationsn isn notnann HRnresponsibility,n but n rathernthensolen r
esponsibilityn of n managersn withinn then organization.
⊚n true
⊚n false
9) HRn isn increasinglyn becomingn an purelyn administrativen function.
⊚n true
⊚n false
10) Asn part n of n itsn strategicn role,n onen ofnthenkeyncontributionsn HRncannmaken isn ton engageninn e
vidence-based n HRM.
⊚n true
⊚n false
11) Canadan underperformsn then United n Statesn withn respect n ton productivity.
⊚n true
⊚n false
12) HRMn should n haven an significant n rolen inn carryingn out n an mergern orn acquisition.
⊚n true
⊚n false
Versionn1 2
,13) Non-
traditionaln workersn e.g.n contractorsn and ntemporaryn workers,n currentlyn represent n moren thann5
0n percent n of n then workforce,n and n thisn percentagen isn expected n ton increasen significantly.
⊚n true
⊚n false
14) Settingn upn an businessn enterprisen inn anotherncountryn(e.g.n buildingnan factoryninn China)nisn called no
utsourcing.
⊚n true
⊚n false
15) Recent n surveysn indicaten thatn thengeneraln publicn and n managersn don not n haven positiven
perceptionsn of n then ethicaln conduct n of n businesses.
⊚n true
⊚n false
16) HRn activitiesn aren carried n out n exclusivelynbyn HRn specialistsn inn smalln organizations.
⊚n true
⊚n false
17) Canada'sn labourn forcen isn aging.
⊚n true
⊚n false
18) Mobilen devicesn aren increasinglynbeingn used n ton accessn HRn processes,n information,n and n
collaborativen tools.
⊚n true
⊚n false
Versionn1 3
, 19) Asn an typen of n resource,n humann capitaln refersn to:
A) then wages,n benefits,n andnothern costsnincurred ninn support nof nHRnfunctionsn withinn anno
rganization.
B) executiven talent n withinn ann organization.
C) then tax-deferred n valuen of n ann employee'sn pensionn plan.
D) employeen characteristicsn that n cann add n economicn valuen ton then organization.
E) substitutesn forn physicaln assets.
20) Humann capitaln refersn ton annorganization'sn employeesn described n inntermsn ofnalln of nthenf
ollowing,n EXCEPT?
A) Profitability
B) Training
C) Relationships
D) Intelligence
E) Experience
21) Whenn ann organizationn isn bettern thanncompetitorsn at nsomething,n andncannholdn that nadvantageno
vern an sustained n period n of n time,n it n isn said n ton haven a:
A) differentiated n focus.
B) sustainablen competitiven advantage.
C) coren competency.
D) low-cost n competitiven advantage.
E) absoluten advantage.
22) Inn then context n of n humann resources,n EX n represents:
A) Experiencen level
B) Emotionaln intelligence
C) Employeen engagement
D) Employeen experience
E) Employeen expectations
Versionn1 4
