,TESTBANK FOR Human Resource Management
Strategic and International Perspectives Fourth
Edition by Jonathan Crawshaw
Notes
1- The file is chapter after chapter.
2- We have shown you few pages sample.
3- The file contains all Appendix and Excel sheet
if it exists.
4- We have all what you need, we make update
at every time. There are many new editions
waiting you.
5- If you think you purchased the wrong file You
can contact us at every time, we can replace it
with true one.
Our email:
, Crawshaw et al., Human Resource Management: Strategic and International
Perspectives, 4e
SAGE Publishing, 2023
Test Bank
Chapter 1: Introduction: Context and challenges for
HRM
1. Which of the below statements is NOT an assumption of HRM:
a. HRM is a strategic perspective on people management
b. That an organization’s sustained competitive advantage will only be secured by an
investment in your people
c. It is essential to secure a highly skilled and committed workforce
d. It is essentially the same as personnel management
Ans: D
2. Ulrich and Brockbank’s (2005) HR Leader Model proposes the following roles for HRM:
a. Strategic Partner, Human Capital Developer, Employee Advocate and Functional Expert
b. Conformist Innovator, Deviant Innovator, Problem Solver and Change Agent
c. Regulator, Handmaiden, Advisor and Change Maker
d. Adapter, Consultant, Synergist and Champion
Ans: A
3. ‘Hard HRM’ refers to HR policies and practices that:
a. Focus on gaining the commitment and engagement of employees
b. Focus on setting targets and measuring employees’ performance
c. Are difficult for employers to initiate
d. Help develop a robust and tenacious workforce
Ans: B
, Crawshaw et al., Human Resource Management: Strategic and International
Perspectives, 4e
SAGE Publishing, 2023
4. ‘Soft HRM’ refers to HR policies and practices that:
a. Focus on the control and coordination of employees’ work
b. Emphasize employees’ compliance with organizational rules and regulations
c. Focus on developing employees’ intrinsic motivation at work
d. Promote a weak and feeble workforce
Ans: C
5. Scientific Management proposes that greater workplace efficiency will be promoted by:
a. Mechanizing the workplace, simplifying and routinising work and closely aligning pay
with individual productivity outputs
b. Mechanizing the workplace, simplifying and routinizing work and closely aligning pay
with team-based productivity outputs
c. Developing cross-functional teams and providing employees with greater decision-making
responsibility and ownership
d. Providing a greater role for research and development in organizations
Ans: A
6. Critical perspectives on HRM suggest that:
a. HRM is an essential function for organizational performance
b. HRM is principally about gaining the control and compliance of employees against the
strategic goals of the organization
c. There is strong evidence for the impact of HRM on organizational performance
d. The main role for HRM is as an employee advocate
Ans: B
7. HR outsourcing:
a. Is about setting up your HR function in a foreign country
b. Is about reducing the costs of the HR function
, Crawshaw et al., Human Resource Management: Strategic and International
Perspectives, 4e
SAGE Publishing, 2023
c. Is an HR organizing model that seeks to support both the strategic and operational roles of
HRM
d. Is more common in larger multinational organizations
Ans: C
8. PESTEL refers to the:
a. Political, Economic, Social, Technological, Educational and Legal environment factors
that affect a business and its HR policies and practices
b. Political, External, Social, Technological, Educational and Legal environmental factors
that affect a business and its HR policies and practices
c. Political, Economic, Scientific, Technological, Educational and Legal environmental
factors that affect a business and its HR policies and practices
d. Political, Economic, Social, Technological, Environmental and Legal factors that affect a
business and its HR policies and practices
Ans: D
9. The ‘triple bottom line’ refers to an organization’s:
a. Economic, HR and CSR performance
b. Economic, social and environmental performance
c. Business, HR and environmental performance
d. Social, environmental and sustainability performance
Ans: B
10. The CIPD suggest that HR professionals require the following skills/traits to be a
successful HR practitioner:
a. Curious, decisive, collaborative, credible
b. Autocratic, egoistic, autonomous, risk taking
c. Affable, generous, easy going, caring
, Crawshaw et al., Human Resource Management: Strategic and International
Perspectives, 4e
SAGE Publishing, 2023
d. Risk averse, introverted, conforming, agreeable
Ans: A
, Crawshaw et al., Human Resource Management: Strategic and International
Perspectives, 4e
SAGE Publishing, 2023
Test Bank
Chapter 2: HRM and firm performance
1. What is meant by strategic human resource management?
a. A field that deals with managerial decisions and actions to improve the long-run
performance of organizations
b. A fundamental framework through which an organization can assert its vital continuity
c. The formulation of organizational missions, goals and objectives
d. The overall direction the organization wishes to pursue in achieving its objective through
people
Ans: D
2. What does the resource-based view argue?
a. It argues that the development of a number of interrelated HRM processes will improve
organizational performance
b. It argues that HRM influences performance according to the human capital held by the
organization
c. It argues that the development of mutual commitment within the organization will
eventually influence performance
d. It argues that the treating of employees as partners in the organization will ultimately
improve performance
Ans: B
3. What is a black-box mechanism in HRM?
a. It is the mechanism that indicates how HR practices are selected
b. It is the mechanism that connects HR practices with business strategies
, Crawshaw et al., Human Resource Management: Strategic and International
Perspectives, 4e
SAGE Publishing, 2023
c. It is the mechanism through which HR practices influence business performance
d. It is the mechanism that indicates how business strategies are selected
Ans: C
4. What does the HRM universalistic model argue?
a. It argues that the organization is developing a range of HR practices interconnected to
business strategies that will produce superior results
b. It argues that the organization is developing a range of interconnected and mutually
reinforcing HR practices that will always produce superior results whatever the
accompanying circumstances
c. It argues that the organization is developing a range of HR practices interconnected to the
business environment that will produce superior results
d. It argues that the organization is developing a range of HR practices interconnected to the
organizational mission that will produce superior results
Ans: B
5. What does the HRM contingency model argue?
a. It argues that the organization is developing a range of HR practices that fit the business’s
strategies outside the area of HRM
b. It argues that the organization is developing a range of interconnected and mutually
reinforcing HR practices
c. It argues that different combinations of HR practices will lead to higher business
performance depending on the organizational context
d. It argues that an organization with bundles of interrelated HR practices that complement
and reinforce each other have a higher level of performance
Ans: A
6. What does the general causal model of the HRM–performance relationship presume?
, Crawshaw et al., Human Resource Management: Strategic and International
Perspectives, 4e
SAGE Publishing, 2023
a. It presumes that HR practices are directly linked to business performance
b. It presumes that HR practices are indirectly linked to business performance through a
mediating mechanism
c. It presumes that business strategies are directly linked to business performance
d. It presumes that business performance directly affects HR practices
Ans: B
7. The AMO model asserts that performance is a function of:
a. Aptitude, Movement, Occurrence
b. Ability, Motivation, Occasion
c. Ability, Motivation, Opportunity
d. Ability, Motivation, Opening
Ans: C
8. What is the relational psychological contract more concerned with?
a. It is more concerned with an offer by the employer of fair pay and treatment in return for
employee commitment to the work performed
b. It is more concerned with short-term, specific and monetary-related beliefs
c. It is more concerned with an offer of good performance, and employee commitment and
loyalty to the organization, in return for employee promotions and career development
d. It is more concerned with a long-term relationship, characterized by both monetary and
non-monetary reward
Ans: D
9. When does the problem of common method bias arise in HRM research?
a. When a single individual is asked to describe both HR practices and organizational
performance
, Crawshaw et al., Human Resource Management: Strategic and International
Perspectives, 4e
SAGE Publishing, 2023
b. When lists of HR practices are developed on the basis of looking at what other researchers
have used
c. When the resource-based view is used instead of the AMO theory
d. When objective measures are used for both HR practices and organizational performance
Ans: A
10. What does HRM content refer to?
a. It refers to the method by which HR policies and practices are communicated to employees
b. It refers to how HR policies and practices are experienced by employees
c. It refers to the individual HR policies and practices that make up an HRM system
d. It refers to a collective understanding of HR policies and practices
Ans: C
Strategic and International Perspectives Fourth
Edition by Jonathan Crawshaw
Notes
1- The file is chapter after chapter.
2- We have shown you few pages sample.
3- The file contains all Appendix and Excel sheet
if it exists.
4- We have all what you need, we make update
at every time. There are many new editions
waiting you.
5- If you think you purchased the wrong file You
can contact us at every time, we can replace it
with true one.
Our email:
, Crawshaw et al., Human Resource Management: Strategic and International
Perspectives, 4e
SAGE Publishing, 2023
Test Bank
Chapter 1: Introduction: Context and challenges for
HRM
1. Which of the below statements is NOT an assumption of HRM:
a. HRM is a strategic perspective on people management
b. That an organization’s sustained competitive advantage will only be secured by an
investment in your people
c. It is essential to secure a highly skilled and committed workforce
d. It is essentially the same as personnel management
Ans: D
2. Ulrich and Brockbank’s (2005) HR Leader Model proposes the following roles for HRM:
a. Strategic Partner, Human Capital Developer, Employee Advocate and Functional Expert
b. Conformist Innovator, Deviant Innovator, Problem Solver and Change Agent
c. Regulator, Handmaiden, Advisor and Change Maker
d. Adapter, Consultant, Synergist and Champion
Ans: A
3. ‘Hard HRM’ refers to HR policies and practices that:
a. Focus on gaining the commitment and engagement of employees
b. Focus on setting targets and measuring employees’ performance
c. Are difficult for employers to initiate
d. Help develop a robust and tenacious workforce
Ans: B
, Crawshaw et al., Human Resource Management: Strategic and International
Perspectives, 4e
SAGE Publishing, 2023
4. ‘Soft HRM’ refers to HR policies and practices that:
a. Focus on the control and coordination of employees’ work
b. Emphasize employees’ compliance with organizational rules and regulations
c. Focus on developing employees’ intrinsic motivation at work
d. Promote a weak and feeble workforce
Ans: C
5. Scientific Management proposes that greater workplace efficiency will be promoted by:
a. Mechanizing the workplace, simplifying and routinising work and closely aligning pay
with individual productivity outputs
b. Mechanizing the workplace, simplifying and routinizing work and closely aligning pay
with team-based productivity outputs
c. Developing cross-functional teams and providing employees with greater decision-making
responsibility and ownership
d. Providing a greater role for research and development in organizations
Ans: A
6. Critical perspectives on HRM suggest that:
a. HRM is an essential function for organizational performance
b. HRM is principally about gaining the control and compliance of employees against the
strategic goals of the organization
c. There is strong evidence for the impact of HRM on organizational performance
d. The main role for HRM is as an employee advocate
Ans: B
7. HR outsourcing:
a. Is about setting up your HR function in a foreign country
b. Is about reducing the costs of the HR function
, Crawshaw et al., Human Resource Management: Strategic and International
Perspectives, 4e
SAGE Publishing, 2023
c. Is an HR organizing model that seeks to support both the strategic and operational roles of
HRM
d. Is more common in larger multinational organizations
Ans: C
8. PESTEL refers to the:
a. Political, Economic, Social, Technological, Educational and Legal environment factors
that affect a business and its HR policies and practices
b. Political, External, Social, Technological, Educational and Legal environmental factors
that affect a business and its HR policies and practices
c. Political, Economic, Scientific, Technological, Educational and Legal environmental
factors that affect a business and its HR policies and practices
d. Political, Economic, Social, Technological, Environmental and Legal factors that affect a
business and its HR policies and practices
Ans: D
9. The ‘triple bottom line’ refers to an organization’s:
a. Economic, HR and CSR performance
b. Economic, social and environmental performance
c. Business, HR and environmental performance
d. Social, environmental and sustainability performance
Ans: B
10. The CIPD suggest that HR professionals require the following skills/traits to be a
successful HR practitioner:
a. Curious, decisive, collaborative, credible
b. Autocratic, egoistic, autonomous, risk taking
c. Affable, generous, easy going, caring
, Crawshaw et al., Human Resource Management: Strategic and International
Perspectives, 4e
SAGE Publishing, 2023
d. Risk averse, introverted, conforming, agreeable
Ans: A
, Crawshaw et al., Human Resource Management: Strategic and International
Perspectives, 4e
SAGE Publishing, 2023
Test Bank
Chapter 2: HRM and firm performance
1. What is meant by strategic human resource management?
a. A field that deals with managerial decisions and actions to improve the long-run
performance of organizations
b. A fundamental framework through which an organization can assert its vital continuity
c. The formulation of organizational missions, goals and objectives
d. The overall direction the organization wishes to pursue in achieving its objective through
people
Ans: D
2. What does the resource-based view argue?
a. It argues that the development of a number of interrelated HRM processes will improve
organizational performance
b. It argues that HRM influences performance according to the human capital held by the
organization
c. It argues that the development of mutual commitment within the organization will
eventually influence performance
d. It argues that the treating of employees as partners in the organization will ultimately
improve performance
Ans: B
3. What is a black-box mechanism in HRM?
a. It is the mechanism that indicates how HR practices are selected
b. It is the mechanism that connects HR practices with business strategies
, Crawshaw et al., Human Resource Management: Strategic and International
Perspectives, 4e
SAGE Publishing, 2023
c. It is the mechanism through which HR practices influence business performance
d. It is the mechanism that indicates how business strategies are selected
Ans: C
4. What does the HRM universalistic model argue?
a. It argues that the organization is developing a range of HR practices interconnected to
business strategies that will produce superior results
b. It argues that the organization is developing a range of interconnected and mutually
reinforcing HR practices that will always produce superior results whatever the
accompanying circumstances
c. It argues that the organization is developing a range of HR practices interconnected to the
business environment that will produce superior results
d. It argues that the organization is developing a range of HR practices interconnected to the
organizational mission that will produce superior results
Ans: B
5. What does the HRM contingency model argue?
a. It argues that the organization is developing a range of HR practices that fit the business’s
strategies outside the area of HRM
b. It argues that the organization is developing a range of interconnected and mutually
reinforcing HR practices
c. It argues that different combinations of HR practices will lead to higher business
performance depending on the organizational context
d. It argues that an organization with bundles of interrelated HR practices that complement
and reinforce each other have a higher level of performance
Ans: A
6. What does the general causal model of the HRM–performance relationship presume?
, Crawshaw et al., Human Resource Management: Strategic and International
Perspectives, 4e
SAGE Publishing, 2023
a. It presumes that HR practices are directly linked to business performance
b. It presumes that HR practices are indirectly linked to business performance through a
mediating mechanism
c. It presumes that business strategies are directly linked to business performance
d. It presumes that business performance directly affects HR practices
Ans: B
7. The AMO model asserts that performance is a function of:
a. Aptitude, Movement, Occurrence
b. Ability, Motivation, Occasion
c. Ability, Motivation, Opportunity
d. Ability, Motivation, Opening
Ans: C
8. What is the relational psychological contract more concerned with?
a. It is more concerned with an offer by the employer of fair pay and treatment in return for
employee commitment to the work performed
b. It is more concerned with short-term, specific and monetary-related beliefs
c. It is more concerned with an offer of good performance, and employee commitment and
loyalty to the organization, in return for employee promotions and career development
d. It is more concerned with a long-term relationship, characterized by both monetary and
non-monetary reward
Ans: D
9. When does the problem of common method bias arise in HRM research?
a. When a single individual is asked to describe both HR practices and organizational
performance
, Crawshaw et al., Human Resource Management: Strategic and International
Perspectives, 4e
SAGE Publishing, 2023
b. When lists of HR practices are developed on the basis of looking at what other researchers
have used
c. When the resource-based view is used instead of the AMO theory
d. When objective measures are used for both HR practices and organizational performance
Ans: A
10. What does HRM content refer to?
a. It refers to the method by which HR policies and practices are communicated to employees
b. It refers to how HR policies and practices are experienced by employees
c. It refers to the individual HR policies and practices that make up an HRM system
d. It refers to a collective understanding of HR policies and practices
Ans: C
