TEST BANK For
n n n
Human Resources Management in Canada 15th
n n n n n n
Canadian Edition by Gary Dessler
n n n n
Chapters 1 - 17
n n n n
,
,Answersaareaatatheaendaof aeachaChapter
Chaptern1
MULTIPLEn CHOICE. Choosenthenonenalternativenthat nbest ncompletesnthen statement nornanswersnthen question.
1) Humannresourcesnmanagement n refersnto:
A) thenmanagement nof npeoplen innorganizations.
B) conceptsnand ntechniquesn fornorganizingnworkn activities.
C) allnmanagerialnactivities.
D) conceptsnand ntechniquesn used ninnleadingnpeoplenat n work.
E) management ntechniquesnforncontrollingnpeoplenat n work.
2) Thenknowledge,n education,n training,n skills,nand nexpertisenof nanfirm'sn workersn isn knownnas:
A) physicalncapital.
B) management'snphilosophy.
C) humanncapital.
D) productionncapital.
E) culturalndiversity.
3) Humannresourcesnpracticesn that nsupport nstrategyninclude:
A) performancen management.
B) productionnscheduling.
C) policiesnand nprocedures.
D) staffingnpractices.
E) rewardsnpractices.
4) A ncompanynutilizesnansystemntonmeasurenthenimpact nof nHumannResourcesnwhichnbalancesnmeasuresnrelatingnt n o
nfinancialn results,ncustomers,ninternaln businessnprocessesn and nhumanncapitaln management.nThisnsystemnisnknowsnasnth
e:
A) HRIS.
B) balanced nstrategy.
C) HumannCapitaln Index.
D) balanced nscorecard.
E) nonenof nthenabove.
5) Younhavenbeenntasked nwithnbuildingnemployeenengagement nat nthenfirmnyounworkafor.nStrategicnhumannrn e
sourcesn initiativesn youn would n considern implementingn include:
A) employeenrecognitionnprogramsnand nmanagement ndevelopment n programs.
B) diversityn programs.
C) employeenrecognitionnprograms.
D) employeenrelationsnactivity.
E) jobndesignn indicators.
6) HRndepartment nstaffnmembersnarentraditionallyninvolved ninnkeynoperationalnresponsibilities.nWhichnof ntheafno
llowingn isn ann operationaln responsibility?
A) settingngoalsnand nobjectives
B) collectingn metrics
C) analyzingnmetrics
D) interpretingnhumannright nlaws
E) interpretingnhealthnand nsafetynlegislation
, 7) Beingncompletelynfamiliarnwithnemployment nlegislation,nHRnpoliciesnand nprocedures,ncollectiveaagreement n s
,nandnthenoutcomeaof nrecent narbitrationnhearingsnandacourt ndecisionsnisnmost ncloselynrelated nwithnwhichnof nthenfollon wi
ngn HRaactivities?
A) servingnasnan consultant
B) formulatingnpoliciesnand n procedures
C) offeringnadvice
D) providingnservices
E) servingnasn anchangen agent
8) Thenpracticenof ncontractingnwithnoutsidenvendorsntonhandlenspecified nfunctionsnonnanpermanent nbasisnisn k
nownn as
A) hiringntemporarynemployees.
B) payrollnand nbenefitsn administration.
C) contract nadministration.
D) outsourcing.
E) labour-management nrelations.
9) Thencompany'snplannfornhow nit nwillnbalancenitsninternalnstrengthsnand nweaknessesnwithnexternalno
pportunitiesn and n threatsn inn ordern ton maintainn competitiven advantagen isn knownn as
A) HRnstrategy.
B) strategy.
C) environmentalnscanning.
D) policiesnand nprocedures.
E) nonenof nthenabove.
10) RitanisnthenHRaDirectorn of nanmanufacturingn company.nShenrecentlynundertookn researchntonidentifyncompetn it
orncompensationnand nincentivenplans,ninformationnaboutnpendingnlegislativenchangesnand navailabilitynofntalent ninn th
en labourn market n forn then upcomingn strategicn planningn meeting.n Ritan wasn conducting:
A) environmentalnscanning.
B) annemployeeaengagement nsurvey.
C) annexternalnmarket nsurvey.
D) annenvrionmentalnstudy.
E) annexternalnopportunities/threatsn study.
11) ThenHRnmanagernofnSmithn&nYuncompanynwasnheavilyninvolved ninnandownsizingnexercisenof nthencompany'snsn al
esn forcenduenton ann economicn downturn.nHeawasn alson involvedn inn arrangingn fornoutplacement n servicesn andn employen enr
etentionnprogramsnasnwelln asnrestructuringnof nthenbusinessnfollowingnthendownsizing.nThisn isnannexamplen ofn HR'sn rn olen i
n:
A) formulatingn strategy.
B) operationalnactivities.
C) environmentalnscanning.
D) environmentalnscanningnand aexecutingnstrategy.
E) executingnstrategy.
12) Thencorenvalues,nbeliefs,nand nassumptionsnthat narenwidelynshared nbynmembersnof nannorganizationnarenknownna
s:
A) organizationalnclimate.
B) thenstrategicnplan.
C) thenmissionn statement.
D) organizationalnculture.
E) thenpervadingnatmosphere.
n n n
Human Resources Management in Canada 15th
n n n n n n
Canadian Edition by Gary Dessler
n n n n
Chapters 1 - 17
n n n n
,
,Answersaareaatatheaendaof aeachaChapter
Chaptern1
MULTIPLEn CHOICE. Choosenthenonenalternativenthat nbest ncompletesnthen statement nornanswersnthen question.
1) Humannresourcesnmanagement n refersnto:
A) thenmanagement nof npeoplen innorganizations.
B) conceptsnand ntechniquesn fornorganizingnworkn activities.
C) allnmanagerialnactivities.
D) conceptsnand ntechniquesn used ninnleadingnpeoplenat n work.
E) management ntechniquesnforncontrollingnpeoplenat n work.
2) Thenknowledge,n education,n training,n skills,nand nexpertisenof nanfirm'sn workersn isn knownnas:
A) physicalncapital.
B) management'snphilosophy.
C) humanncapital.
D) productionncapital.
E) culturalndiversity.
3) Humannresourcesnpracticesn that nsupport nstrategyninclude:
A) performancen management.
B) productionnscheduling.
C) policiesnand nprocedures.
D) staffingnpractices.
E) rewardsnpractices.
4) A ncompanynutilizesnansystemntonmeasurenthenimpact nof nHumannResourcesnwhichnbalancesnmeasuresnrelatingnt n o
nfinancialn results,ncustomers,ninternaln businessnprocessesn and nhumanncapitaln management.nThisnsystemnisnknowsnasnth
e:
A) HRIS.
B) balanced nstrategy.
C) HumannCapitaln Index.
D) balanced nscorecard.
E) nonenof nthenabove.
5) Younhavenbeenntasked nwithnbuildingnemployeenengagement nat nthenfirmnyounworkafor.nStrategicnhumannrn e
sourcesn initiativesn youn would n considern implementingn include:
A) employeenrecognitionnprogramsnand nmanagement ndevelopment n programs.
B) diversityn programs.
C) employeenrecognitionnprograms.
D) employeenrelationsnactivity.
E) jobndesignn indicators.
6) HRndepartment nstaffnmembersnarentraditionallyninvolved ninnkeynoperationalnresponsibilities.nWhichnof ntheafno
llowingn isn ann operationaln responsibility?
A) settingngoalsnand nobjectives
B) collectingn metrics
C) analyzingnmetrics
D) interpretingnhumannright nlaws
E) interpretingnhealthnand nsafetynlegislation
, 7) Beingncompletelynfamiliarnwithnemployment nlegislation,nHRnpoliciesnand nprocedures,ncollectiveaagreement n s
,nandnthenoutcomeaof nrecent narbitrationnhearingsnandacourt ndecisionsnisnmost ncloselynrelated nwithnwhichnof nthenfollon wi
ngn HRaactivities?
A) servingnasnan consultant
B) formulatingnpoliciesnand n procedures
C) offeringnadvice
D) providingnservices
E) servingnasn anchangen agent
8) Thenpracticenof ncontractingnwithnoutsidenvendorsntonhandlenspecified nfunctionsnonnanpermanent nbasisnisn k
nownn as
A) hiringntemporarynemployees.
B) payrollnand nbenefitsn administration.
C) contract nadministration.
D) outsourcing.
E) labour-management nrelations.
9) Thencompany'snplannfornhow nit nwillnbalancenitsninternalnstrengthsnand nweaknessesnwithnexternalno
pportunitiesn and n threatsn inn ordern ton maintainn competitiven advantagen isn knownn as
A) HRnstrategy.
B) strategy.
C) environmentalnscanning.
D) policiesnand nprocedures.
E) nonenof nthenabove.
10) RitanisnthenHRaDirectorn of nanmanufacturingn company.nShenrecentlynundertookn researchntonidentifyncompetn it
orncompensationnand nincentivenplans,ninformationnaboutnpendingnlegislativenchangesnand navailabilitynofntalent ninn th
en labourn market n forn then upcomingn strategicn planningn meeting.n Ritan wasn conducting:
A) environmentalnscanning.
B) annemployeeaengagement nsurvey.
C) annexternalnmarket nsurvey.
D) annenvrionmentalnstudy.
E) annexternalnopportunities/threatsn study.
11) ThenHRnmanagernofnSmithn&nYuncompanynwasnheavilyninvolved ninnandownsizingnexercisenof nthencompany'snsn al
esn forcenduenton ann economicn downturn.nHeawasn alson involvedn inn arrangingn fornoutplacement n servicesn andn employen enr
etentionnprogramsnasnwelln asnrestructuringnof nthenbusinessnfollowingnthendownsizing.nThisn isnannexamplen ofn HR'sn rn olen i
n:
A) formulatingn strategy.
B) operationalnactivities.
C) environmentalnscanning.
D) environmentalnscanningnand aexecutingnstrategy.
E) executingnstrategy.
12) Thencorenvalues,nbeliefs,nand nassumptionsnthat narenwidelynshared nbynmembersnof nannorganizationnarenknownna
s:
A) organizationalnclimate.
B) thenstrategicnplan.
C) thenmissionn statement.
D) organizationalnculture.
E) thenpervadingnatmosphere.
