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Human Resource Management, 13e (Mondy) Chapter 1 Strategic Human Resource Management: An Overview 1.

1 Multiple-Choice Questions 1) The firm's corporate image or culture that attracts and retains ideal employees is best known as . !) "ob branding #) brand culture C) $% branding &) employer branding !nswer' & ()planation' &) (mployer branding is the firm's corporate image or culture created to attract and retain the type of employees the firm is seeking. Through employer branding* people get to know what the company stands for* the people it hires* the fit between "obs and people* and the results it recogni+es and rewards. &iff' 1 Chapter' 1 ,kill' Concept -.' 1 /) The primary purpose of employer branding is to . !) promote employee benefits #) sell consumer products C) attract 0uality employees &) encourage media mentions !nswer' C ()planation' C) (mployer branding is the firm's corporate image or culture created to attract and retain the type of employees the firm is seeking. Through employer branding* people get to know what the company stands for* the people it hires* the fit between "obs and people* and the results it recogni+es and rewards. &iff' 1 Chapter' 1 ,kill' Concept -.' 1

1) 2hat embodies the 3alues and standards that guide people's beha3ior4 !) societal trends #) employer brands C) organi+ational policies &) corporate mission statements !nswer' # ()planation' #) !n employer brand embodies the 3alues and standards that guide people's beha3ior. Through employer branding* people get to know what the company stands for* the people it hires* the fit between "obs and people* and the results it recogni+es and rewards. &iff' / Chapter' 1 ,kill' Concept -.' 1 5) 6rom the point of 3iew of human resources* employer branding has . !) supplanted the profit moti3e in boardrooms around the world #) little to do with attracting and retaining employees C) e3ol3ed into the ne)us of corporate culture and workplace interaction &) become a dri3ing force to engage and retain the firm's most 3aluable employees !nswer' & ()planation' &) ! robust employment brand attracts people and makes them want to stay. ,o* employer branding has become a dri3ing force to engage and retain the firm's most 3aluable employees. &iff' / Chapter' 1 ,kill' Concept -.' 1 7) #eing on which list of 8199 best8 is so desirable that some organi+ations try to change their culture and philosophies to get on the list4 !) Working Mother list of 199 best companies #) Fortune maga+ine's 199 #est Companies to 2ork 6or C) Business Ethics maga+ine list of 199 #est Corporate Citi+ens &) Computerworld list of #est :laces to 2ork !nswer' # ()planation' #) !chie3ing acknowledgment by an e)ternal source is a good way for a brand to be recogni+ed. #eing listed on Fortune maga+ine's 199 #est Companies to 2ork 6or is so desirable that some organi+ations try to change their culture and philosophies to get on the list. ;nclusion on another maga+ine's list is less helpful than being on Fortune's. &iff' / Chapter' 1 ,kill' Concept -.' 1

<) !3id Technology* ;nc. was recently included on BusinessWeek's list of 199 best small companies. 2hich $% function will most significantly be affected by this achie3ement4 !) performance appraisal #) safety and health C) recruitment &) research !nswer' C ()planation' C) !chie3ing acknowledgment by an e)ternal source is a good way for a brand to be recogni+ed. #eing listed on BusinessWeek's list of 199 #est ,mall Companies will most likely assist in the company's recruitment and retention programs. &iff' / Chapter' 1 ,kill' !pplication -.' / =) The utili+ation of indi3iduals to achie3e organi+ational ob"ecti3es is known as . !) human resource leadership #) human resource management C) human resource staffing &) human resource planning !nswer' # ()planation' #) $uman resource management >$%M) is the utili+ation of indi3iduals to achie3e organi+ational ob"ecti3es. #asically* all managers get things done through the efforts of others. &iff' 1 Chapter' 1 ,kill' Concept -.' 1 ?) $ow many functional areas are associated with human resource management4 !) 1 #) 7 C) = &) @ !nswer' # ()planation' #) :eople who are engaged in the management of human resources de3elop and work through an integrated $%M system. 6i3e functional areas are associated with effecti3e $%M' staffing* human resource de3elopment* compensation* safety and health* and employee and labor relations. &iff' 1 Chapter' 1 ,kill' Concept -.' /

@) -auren is an $% manager at a marketing firm. 2hich of the following functions is -(!,T likely to be an aspect of -auren's "ob4 !) staffing #) employee safety C) product testing &) employee and labor relations !nswer' C ()planation' C) 6i3e functional areas are associated with effecti3e $%M' staffing* human resource de3elopment* compensation* safety and health* and employee and labor relations. :roduct testing is not an area of $%M. &iff' / Chapter' 1 ,kill' !pplication -.' / 19) 2hich term refers to the process through which an organi+ation ensures that it always has the proper number of employees with the appropriate skills in the right "obs* at the right time* to achie3e organi+ational ob"ecti3es4 !) staffing #) recruitment C) selection &) $% planning !nswer' ! ()planation' !) ,taffing is the process through which an organi+ation ensures that it always has the proper number of employees with the appropriate skills in the right "obs* at the right time* to achie3e organi+ational ob"ecti3es. ,taffing in3ol3es "ob analysis* human resource planning* recruitment* and selection. &iff' 1 Chapter' 1 ,kill' Concept -.' / 11) The staffing process in3ol3es all of the following functions (AC(:T . !) "ob analysis #) recruitment C) product placement &) selection !nswer' C ()planation' C) ,taffing in3ol3es "ob analysis* human resource planning* recruitment* and selection. &iff' / Chapter' 1 ,kill' Concept -.' /

1/) !s an $% manager in charge of staffing for a restaurant chain* Bohn is most likely C.T responsible for . !) training #) "ob analysis C) recruitment &) selection !nswer' ! ()planation' !) ,taffing is the process through which an organi+ation ensures that it always has the proper number of employees with the appropriate skills in the right "obs* at the right time* to achie3e organi+ational ob"ecti3es. ,taffing in3ol3es "ob analysis* human resource planning* recruitment* and selection. Training is an aspect of $% de3elopment. &iff' / Chapter' 1 ,kill' !pplication -.' / 11) 2hat is the systematic process of determining the skills* duties* and knowledge re0uired for performing "obs in an organi+ation4 !) strategic planning #) "ob enlargement C) recruitment &) "ob analysis !nswer' & ()planation' &) Bob analysis is the systematic process of determining the skills* duties* and knowledge re0uired for performing "obs in an organi+ation. ;t impacts 3irtually e3ery aspect of $%M* including planning* recruitment* and selection. %ecruitment is the process of attracting indi3iduals on a timely basis* in sufficient numbers* and with appropriate 0ualifications* to apply for "obs with an organi+ation. &iff' 1 Chapter' 1 ,kill' Concept -.' /

15) The systematic process of matching the internal and e)ternal supply of people with "ob openings anticipated in the organi+ation o3er a specified period of time is referred to as . !) $% planning #) recruitment C) "ob analysis &) performance appraisal !nswer' ! ()planation' !) $uman resource planning is the systematic process of matching the internal and e)ternal supply of people with "ob openings anticipated in the organi+ation o3er a specified period. The data pro3ided set the stage for recruitment or other $% actions. &iff' 1 Chapter' 1 ,kill' Concept -.' / 17) The process of attracting indi3iduals on a timely basis* in sufficient numbers* and with appropriate 0ualifications* to apply for "obs with an organi+ation is referred to as . !) $% planning #) selection C) appraisal &) recruitment !nswer' & ()planation' &) %ecruitment is the process of attracting indi3iduals on a timely basis* in sufficient numbers* and with appropriate 0ualifications* to apply for "obs with an organi+ation. $uman resource planning is the systematic process of matching the internal and e)ternal supply of people with "ob openings anticipated in the organi+ation o3er a specified period. The data pro3ided set the stage for recruitment or other $% actions. &iff' 1 Chapter' 1 ,kill' Concept -.' /

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1<) -yle* an $% specialist at a publishing company* is in the process of choosing from a group of applicants the indi3idual best suited for an assistant editor position. -yle is most likely in3ol3ed in the function of . !) recruitment #) $% planning C) "ob analysis &) selection !nswer' & ()planation' &) ,election is the process of choosing from a group of applicants the indi3idual best suited for a particular position and the organi+ation. %ecruitment is the process of attracting indi3iduals on a timely basis* in sufficient numbers* and with appropriate 0ualifications* to apply for "obs with an organi+ation. &iff' / Chapter' 1 ,kill' !pplication -.' / 1=) 2hich $%M function consists of training and de3elopment* indi3idual career planning and de3elopment acti3ities* organi+ation de3elopment* and performance management and appraisal4 !) management by ob"ecti3es #) employee and labor relations C) organi+ational de3elopment &) human resource de3elopment !nswer' & ()planation' &) $uman resource de3elopment is a ma"or $%M function consisting not only of training and de3elopment but also of career planning and de3elopment acti3ities* organi+ation de3elopment* and performance management and appraisal. &iff' / Chapter' 1 ,kill' Concept -.' /

1?) Connor works as an accountant at :rice 2aterhouse and is scheduled to meet with his manager for a formal re3iew and e3aluation of his strengths and weaknesses. ;n which of the following acti3ities is Connor most likely participating4 !) performance appraisal #) career de3elopment C) succession planning &) "ob analysis !nswer' ! ()planation' !) :erformance appraisal is a formal system of re3iew and e3aluation of indi3idual or team task performance. ;t affords employees the opportunity to capitali+e on their strengths and o3ercome identified deficiencies* thereby helping them to become more satisfied and producti3e employees. &iff' / Chapter' 1 ,kill' !pplication -.' / 1@) 2hich of the following pro3ides learners with the knowledge and skills needed for their present "obs4 !) training #) de3elopment C) career planning &) succession planning !nswer' ! ()planation' !) Training is designed to pro3ide learners with the knowledge and skills needed for their present "obs. &e3elopment in3ol3es learning that goes beyond today's "ob and has a more long-term focus. &iff' 1 Chapter' 1 ,kill' Concept -.' / /9) 2hich of the following in3ol3es learning that goes beyond today's "ob and has a more longterm focus4 !) training #) career planning C) de3elopment &) organi+ational de3elopment !nswer' C ()planation' C) &e3elopment in3ol3es learning that goes beyond today's "ob and has a more long-term focus. Training is designed to pro3ide learners with the knowledge and skills needed for their present "obs. &iff' 1 Chapter' 1 ,kill' Concept -.' /
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/1) !n ongoing process whereby an indi3idual sets career goals and identifies the means to achie3e them is called . !) succession planning #) career de3elopment C) career planning &) training !nswer' C ()planation' C) Career planning is an ongoing process whereby an indi3idual sets career goals and identifies the means to achie3e them. Career de3elopment is a formal approach used by the organi+ation to ensure that people with the proper 0ualifications and e)periences are a3ailable when needed. &iff' 1 Chapter' 1 ,kill' Concept -.' / //) !ccording to sur3eys* today's employees will work for appro)imately companies and will change careers times in their working li3es. !) 1D 1 #) 7D = C) @D 1 &) 11D 7 !nswer' C ()planation' C) !ccording to the #ureau of -abor ,tatistics* today's employees will work for appro)imately nine companies during their careers. ! sur3ey conducted by CEF's ,chool of Continuing and :rofessional ,tudies showed that on a3erage* indi3iduals will change careers >not merely 8"obs8) three times in their life. &iff' 1 Chapter' 1 ,kill' Concept -.' / /1) ! formal approach used by the organi+ation to ensure that people with the proper 0ualifications and e)periences are a3ailable when needed is referred to as . !) career de3elopment #) succession planning C) career planning &) performance management !nswer' ! ()planation' !) Career de3elopment is a formal approach used by the organi+ation to ensure that people with the proper 0ualifications and e)periences are a3ailable when needed. Career planning is an ongoing process whereby an indi3idual sets career goals and identifies the means to achie3e them. &iff' / Chapter' 1 ,kill' Concept -.' /
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/5) 2hich term refers to the planned and systematic attempt to change an organi+ation and impro3e its performance4 !) organi+ation de3elopment #) corporate de3elopment C) performance management &) organi+ation training !nswer' ! ()planation' !) .rgani+ation de3elopment >.&) is planned and systematic attempts to change the organi+ation* typically to a more beha3ioral en3ironment. .& applies to an entire system* such as a company or a plant. &iff' 1 Chapter' 1 ,kill' Concept -.' / /7) 2hich of the following terms refers to a goal-oriented process that is directed toward ensuring that organi+ational processes are in place to ma)imi+e the producti3ity of employees* teams* and the organi+ation4 !) team strategic management #) performance management C) organi+ation de3elopment &) career de3elopment !nswer' # ()planation' #) :erformance management is a goal-oriented process that is directed toward ensuring that organi+ational processes are in place to ma)imi+e the producti3ity of employees* teams* and ultimately* the organi+ation. .rgani+ation de3elopment >.&) is planned and systematic attempts to change the organi+ation* typically to a more beha3ioral en3ironment. .& applies to an entire system* such as a company or a plant. &iff' / Chapter' 1 ,kill' Concept -.' /

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/<) %a"* a software engineer* recently met with his manager for a re3iew and e3aluation of %a"'s performance o3er the last si) months. ;n which of the following did %a" most likely participate4 !) performance management #) performance appraisal C) organi+ational appraisal &) succession planning !nswer' # ()planation' #) :erformance appraisal is a formal system of re3iew and e3aluation of indi3idual or team task performance. ;t affords employees the opportunity to capitali+e on their strengths and o3ercome identified deficiencies* thereby helping them to become more satisfied and producti3e employees. :erformance management is a goal-oriented process that is directed toward ensuring that organi+ational processes are in place to ma)imi+e the producti3ity of employees* teams* and ultimately* the organi+ation. &iff' / Chapter' 1 ,kill' !pplication -.' / /=) 2hat $% tool gi3es employees the opportunity to capitali+e on their strengths and o3ercome identified deficiencies4 !) manager self-ser3ice #) employee orientation C) performance appraisal &) selection tests !nswer' C ()planation' C) :erformance appraisal is a formal system of re3iew and e3aluation of indi3idual or team task performance. ;t affords employees the opportunity to capitali+e on their strengths and o3ercome identified deficiencies* thereby helping them to become more satisfied and producti3e employees. &iff' / Chapter' 1 ,kill' Concept -.' / /?) Compensation* as described in your te)t* refers to the . !) total of all rewards pro3ided to employees in return for their ser3ices #) wages indi3iduals recei3e each pay period C) wage schedules and wage rates listed in the union contract &) internal alignment of intrinsic awards !nswer' ! ()planation' !) !s used in the te)t* the term compensation includes the total of all rewards pro3ided to employees in return for their ser3ices. The rewards may be one or a combination of direct financial compensation* indirect financial compensation* and nonfinancial compensation. &iff' / Chapter' 1 ,kill' Concept -.' /
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/@) !ll of the following are categories of employment compensation (AC(:T . !) direct financial #) nonfinancial C) indirect financial &) psychological !nswer' & ()planation' &) !s used in the te)t* the term compensation includes the total of all rewards pro3ided to employees in return for their ser3ices. The rewards may be one or a combination of direct financial compensation* indirect financial compensation* and nonfinancial compensation. &iff' / Chapter' 1 ,kill' Concept -.' / 19) 2ages* salaries* and commissions are most likely e)amples of . !) direct financial compensation #) indirect financial compensation C) employment incenti3es &) employment benefits !nswer' ! ()planation' !) &irect financial compensation is the pay that a person recei3es in the form of wages* salaries* commissions* and bonuses. ;ndirect financial compensation refers to the financial rewards that are not included in direct compensation* such as paid 3acations* sick lea3e* holidays* and medical insurance. &iff' / Chapter' 1 ,kill' Concept -.' / 11) (llen en"oys working at ,tarbucks because of her interactions with customers and coworkers. The satisfaction that (llen feels would best be categori+ed as . !) emotional health #) nonfinancial compensation C) performance satisfaction &) indirect financial compensation !nswer' # ()planation' #) Confinancial compensation is the satisfaction that a person recei3es from the "ob itself or from the psychological andGor physical en3ironment in which the person works. ;ndirect financial compensation refers to the financial rewards that are not included in direct compensation* such as paid 3acations* sick lea3e* holidays* and medical insurance. &iff' / Chapter' 1 ,kill' !pplication -.' /

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1/) #en works at a small ad3ertising agency as a graphic artist. #en en"oys his "ob because the company allows employees to ha3e fle)ible schedules and to telecommute when necessary. 2hich of the following best describes this type of employee compensation4 !) indirect financial compensation #) direct financial compensation C) nonfinancial compensation &) re0uired compensation !nswer' C ()planation' C) Confinancial compensation refers to the physical en3ironment in which the person works* which includes the schedule the firm allows. 6le)ible scheduling and telecommuting are neither direct nor indirect forms of financial compensation. &iff' / Chapter' 1 ,kill' !pplication -.' / 11) !s a public school teacher* Molly has accrued 15 days of sick lea3e* which is a type of compensation. !) direct financial #) indirect financial C) nonfinancial &) mandatory !nswer' # ()planation' #) ;ndirect financial compensation refers to the financial rewards that are not included in direct compensation* such as paid 3acations* sick lea3e* holidays* and medical insurance. Confinancial compensation is the satisfaction that a person recei3es from the "ob itself or from the psychological andGor physical en3ironment in which the person works. &iff' / Chapter' 1 ,kill' !pplication -.' / 15) 2hat is the primary reason that firms are more attenti3e to employee safety and health than they were in the past4 !) federal legislation #) health care costs C) labor unions &) ta) benefits !nswer' ! ()planation' !) Today* because of federal and state legislation that reflects societal concern* most organi+ations ha3e become attenti3e to their employees' safety and health. $ealth care* unions* and ta)es are less rele3ant factors. &iff' / Chapter' 1 ,kill' Concept -.' /
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17) 2hat human resource management task in3ol3es protecting employees from in"uries caused by work-related accidents4 !) accident pre3ention #) in"ury analysis C) "ob analysis &) safety !nswer' & ()planation' &) ,afety in3ol3es protecting employees from in"uries caused by work-related accidents. $ealth refers to the employees' freedom from physical or emotional illness. &iff' 1 Chapter' 1 ,kill' Concept -.' / 1<) $ealthy and safe employees are more likely to . !) earn managerial promotions #) re0uest salary increases C) remain producti3e &) "oin labor unions !nswer' C ()planation' C) $ealth and safety are important because employees who work in a safe en3ironment and en"oy good health are more likely to be producti3e and yield long-term benefits to the organi+ation. ,uch employees will not necessarily be promoted* re0uest raises* or "oin unions. &iff' / Chapter' 1 ,kill' Concept -.' / 1=) !ppro)imately half of all employees at !#C Manufacturing are union members. 2hich of the following is !#C Manufacturing re0uired by law to do with the labor unions4 !) bargain with them in good faith #) make concessions to them C) help them organi+e acti3ities &) pay dues for their new members !nswer' ! ()planation' !) #usinesses are re0uired by law to recogni+e a union and bargain with it in good faith if the firm's employees want the union to represent them. ;n the past* this relationship was an accepted way of life for many employers* but most firms today would rather ha3e a union-free en3ironment. &iff' / Chapter' 1 ,kill' !pplication -.' /

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1?) Benny works in the $% department of ,outhwest !irlines* and she speciali+es in industrial relations. ;n which of the following acti3ities would Benny most likely participate4 !) outsourcing tasks #) testing "ob candidates C) handling collecti3e bargaining &) monitoring employee safety issues !nswer' C ()planation' C) 2hen a labor union represents a firm's employees* the human resource acti3ity is often referred to as industrial relations* which handles the "ob of collecti3e bargaining. Benny is less likely to deal with outsourcing* testing* or monitoring safety. &iff' / Chapter' 1 ,kill' !pplication -.' / 1@) 2hat human resource task per3ades all functional areas of human resource management4 !) health and safety #) de3elopment C) training &) research !nswer' & ()planation' &) !lthough human resource research is not a distinct $%M function* it per3ades all functional areas* and the researcher's laboratory is the entire work en3ironment. 6or instance* a study related to recruitment may suggest the type of worker most likely to succeed in a particular firm. &iff' 1 Chapter' 1 ,kill' Concept -.' / 59) 2hich term refers to factors outside an organi+ation's boundaries that affect a firm's human resources4 !) corporate en3ironment #) e)ternal en3ironment C) social en3ironment &) corporate culture !nswer' # ()planation' #) Many interrelated factors affect the fi3e $%M functions. 6actors outside an organi+ation's boundaries that affect a firm's human resources make up the e)ternal en3ironment. &iff' 1 Chapter' 1 ,kill' Concept -.' 1

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51) 2hich of the following is C.T an e)ternal en3ironment factor4 !) competition #) customers C) mission &) shareholders !nswer' C ()planation' C) 6actors outside an organi+ation's boundaries that affect a firm's human resources make up the e)ternal en3ironment. ()ternal factors include the legal considerations* labor market* society* political parties* unions* shareholders* competition* customers* technology* the economy* and unanticipated e3ents. &iff' / Chapter' 1 ,kill' Concept -.' 1 5/) 2hich term refers to potential employees located within a specific geographic area4 !) forecasted allocation #) labor market C) labor union &) employee relations !nswer' # ()planation' #) :otential employees located within the geographic area from which employees are normally recruited comprise the labor market. The capabilities of a firm's employees determine* to a large e)tent* how well the organi+ation can perform its mission. &iff' 1 Chapter' 1 ,kill' Concept -.' 1 51) 2hich of the following is the discipline of dealing with what is right and wrong4 !) corporate social responsibility #) sociology C) cultural norms &) ethics !nswer' & ()planation' &) (thics is the discipline dealing with what is good and bad* or right and wrong* or with moral duty and obligation. Corporate social responsibility is closely related to ethics. Corporate social responsibility is the implied* enforced* or felt obligation of managers* acting in their official capacity* to ser3e or protect the interests of groups other than themsel3es. &iff' 1 Chapter' 1 ,kill' Concept -.' / !!C,#' (thical Fnderstanding

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55) The implied obligation of managers* acting in their official capacities* to ser3e or protect the interests of groups other than themsel3es is referred to as . !) ethics #) managerial 3alues C) political acti3ism &) corporate social responsibility !nswer' & ()planation' &) Corporate social responsibility is the implied* enforced* or felt obligation of managers* acting in their official capacity* to ser3e or protect the interests of groups other than themsel3es. Corporate social responsibility is closely related to ethics* which in3ol3es making decisions of right and wrong. &iff' 1 Chapter' 1 ,kill' Concept -.' 1 57) 2hich of the following is the discipline most closely related to corporate social responsibility4 !) sociology #) psychology C) ethics &) philosophy !nswer' C ()planation' C) (thics is the discipline dealing with what is good and bad* or right and wrong* or with moral duty and obligation. Corporate social responsibility is the implied* enforced* or felt obligation of managers* acting in their official capacity* to ser3e or protect the interests of groups other than themsel3es. &iff' 1 Chapter' 1 ,kill' Concept -.' 1 5<) 2hich term refers to employees who ha3e "oined together for the purpose of dealing with an employer4 !) political party #) organi+ation C) union &) :(. !nswer' C ()planation' C) ! union is comprised of employees who ha3e "oined together for the purpose of dealing with their employer. ;n a unioni+ed organi+ation* the union rather than the indi3idual employee negotiates an agreement with management. &iff' 1 Chapter' 1 ,kill' Concept -.' 1
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5=) Fnions are treated as an en3ironmental factor because they act as a when dealing with a firm. !) super3isor #) political party C) third party &) shareholder !nswer' C ()planation' C) Fnions are treated as an en3ironmental factor because* essentially* they become a third party when dealing with the company. ;n a unioni+ed organi+ation* the union rather than the indi3idual employee negotiates an agreement with management. &iff' / Chapter' 1 ,kill' Concept -.' 1 5?) The pilots of 3arious F.,. airlines are threatening to strike unless they recei3e wage increases. The pilots belong to a union. 2hich of the following would most likely negotiate an agreement with airline management4 !) union representati3es #) employee super3isors C) go3ernment agencies &) indi3idual employees !nswer' ! ()planation' !) ;n a unioni+ed organi+ation* the union rather than the indi3idual employee negotiates an agreement with management. ;n this case* the union would represent the pilots when negotiating with the airlines. &iff' / Chapter' 1 ,kill' !pplication -.' 1 5@) 2hich term refers to the owners of a corporation4 !) managers #) e)ecuti3es C) presidents &) shareholders !nswer' & ()planation' &) The owners of a corporation are called shareholders. #ecause shareholders* or stockholders* ha3e in3ested money in the firm* they may at times challenge programs considered by management to be beneficial to the organi+ation. &iff' 1 Chapter' 1 ,kill' Concept -.' 1

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79) 2hich of the following is a 6!-,( statement about e)ternal en3ironmental factors4 !) ,tockholders influence managerial decisions in a corporation. #) Customer satisfaction plays a role in human resource decisions. C) Fnions negotiate with management on behalf of indi3idual employees. &) The labor market rarely changes because population remains relati3ely stable. !nswer' & ()planation' &) The labor market is always changing* and these shifts ine3itably cause changes in the workforce of an organi+ation. ;n turn* changes in indi3iduals within an organi+ation affect the way management must deal with its workforce. ,tockholders and customers affect $% decisions* and unions ser3e as negotiators for members. &iff' 1 Chapter' 1 ,kill' Concept -.' 1 71) 2hat are the people who actually use a firm's goods and ser3ices called4 !) managers #) shareholders C) customers &) employers !nswer' C ()planation' C) Customers use a firm's goods and ser3ices* and they are part of the e)ternal en3ironment. #ecause sales are crucial to the firm's sur3i3al* management has the task of ensuring that its employment practices do not antagoni+e the customers it ser3es. &iff' 1 Chapter' 1 ,kill' Concept -.' 1 7/) Customers are considered an e)ternal en3ironmental factor because they . !) use the ;nternet to research products #) generate employer branding C) e)pect 0uality products and after-purchase ser3ice &) in3est in corporations !nswer' C ()planation' C) Customers constantly demand high-0uality products and after-purchase ser3ice. Therefore* a firm's workforce should be capable of pro3iding top-0uality goods and ser3ices. These conditions relate directly to the skills* 0ualifications* and moti3ations of the organi+ation's employees. &iff' / Chapter' 1 ,kill' Concept -.' 1

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71) Hlobal companies face in their labor markets. !) moderate competition #) intense competition C) little competition &) laisse+-faire competition !nswer' # ()planation' #) 6irms may face intense global competition for both their products and ser3ices and labor markets. ;n order to grow and prosper* a firm must maintain a supply of competent employees. Therefore* it's essential for a firm to obtain a sufficient number of employees in 3arious career fields. &iff' / Chapter' 1 ,kill' Concept -.' 1 !!C,#' Fse of ;T 75) !ccording to your te)tbook* cloud computing . !) has done little to enhance $% mobility #) re0uires e)pensi3e* time-consuming upgrades for $% staff C) allows $% professionals to access applications from 3irtually anywhere &) has largely been ignored by $% professionals !nswer' C ()planation' C) ! ma"or factor contributing to $% mobility is cloud computing. Cloud computing permits businesses to buy what they need* when they need it. $% professionals can be 3irtually anywhere and access the cloud* all through any standard 2eb. &iff' / Chapter' 1 ,kill' Concept -.' 1 !!C,#' Fse of ;T 77) is the field of study that aims to identify and stop the use of technology to steal corporate information and harass workers. !) &igital forensics #) Corporate espionage C) Cyber transposition &) ,tealth administration !nswer' ! ()planation' !) 2hile the de3elopment of technology has created new roles for $% professionals* it has also created new challenges. 6or e)ample* ad3ances in technology ha3e made it easier to steal corporate information or harass employees. $% is using digital forensics to identify and stop such acti3ities. &iff' / Chapter' 1 ,kill' Concept -.' 1 !!C,#' Fse of ;T
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7<) The signifies the system of shared 3alues* beliefs* and habits within an organi+ation that interacts with the formal structure to produce beha3ioral norms. !) moti3ation model #) network system C) corporate culture &) beha3ioral paradigm !nswer' C ()planation' C) Corporate culture is the system of shared 3alues* beliefs* and habits within an organi+ation that interacts with the formal structure to produce beha3ioral norms. &iff' / Chapter' 1 ,kill' Concept -.' 1 7=) 2hich of the following terms refers to any organi+ed approach for obtaining rele3ant and timely information on which to base $% decisions4 !) $% strategic planning system #) $% information system C) $% core function &) $% de3elopment !nswer' # ()planation' #) 2ith the increased sophistication of technology has come the ability to design more useful human resource information systems >$%;,). !n $%;, is any organi+ed approach for obtaining rele3ant and timely information on which to base human resource decisions. &iff' 1 Chapter' 1 ,kill' Concept -.' 1 !!C,#' Fse of ;T 7?) Management's perception of the degree to which the prospecti3e employee will fit in with the firm's culture and 3alue system is known as . !) discrimination #) stereotyping C) employer branding &) organi+ational fit !nswer' & ()planation' &) .rgani+ational fit is management's perception of the degree to which the prospecti3e employee will fit into the firm's culture and 3alue system. &iff' / Chapter' 1 ,kill' Concept -.' 1 !!C,#' Fse of ;T

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7@) ! human resource information system >$%;,) is essential to all of the following $% responsibilities (AC(:T . !) recruitment and selection #) creation of mobile $% applications C) o3ersight of legal and regulatory compliance &) benefits administration !nswer' # ()planation' #) ! human resource information system is any organi+ed approach for obtaining rele3ant and timely information on which to base human resource decisions. !n $%;, supports mainstay $% responsibilities' such as planning* recruitment* selection* o3ersight of legal and regulatory compliance* benefits administration* and safeguarding confidential employee information. Mobile $% applications are created by software de3elopers. &iff' / Chapter' 1 ,kill' Concept -.' 1 !!C,#' Fse of ;T <9) ;n most cases* when the economy is booming* recruiting 0ualified workers is . !) easier #) dynamic C) more difficult &) more systematic !nswer' C ()planation' C) !s a generali+ation* when the economy is booming* it is more difficult to recruit 0ualified workers. .n the other hand* when a downturn is e)perienced as with the recession of /99?G19* more applicants are typically a3ailable. &iff' / Chapter' 1 ,kill' Concept -.' 1 <1) !ccording to the te)t* which of the following would most likely be categori+ed as an unanticipated e3ent in the $%M e)ternal en3ironment4 !) recessions #) hurricanes C) employee retirements &) stock and bondmarket losses !nswer' # ()planation' #) Fnanticipated e3ents are occurrences in the e)ternal en3ironment that cannot be foreseen* such as hurricanes* oil spills* and earth0uakes. %ecessions* staff changes* and economic shifts are more predictable than natural disasters. &iff' / Chapter' 1 ,kill' Concept -.' 1
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</) Many $% departments are most likely becoming smaller because . !) federal agencies monitor $% functions #) $% telecommuting is gaining popularity C) e)ternal groups are performing $% functions &) technology eliminates the need for $% specialists !nswer' C ()planation' C) Many $% departments continue to get smaller because others outside the $% department are now performing certain functions. $% outsourcing* shared ser3ice centers* professional employer organi+ations* and line managers now assist in the accomplishment of many traditional human resource acti3ities. &iff' 1 Chapter' 1 ,kill' Concept -.' 5 <1) Bennifer works in an ad3isory or staff capacity* working with other managers to help them deal with human resource matters. Bennifer is most likely employed as a>n) . !) account e)ecuti3e #) line manager C) $% manager &) pro"ect manager !nswer' C ()planation' C) ! human resource manager typically acts in an ad3isory or staff capacity* working with other managers to help them deal with human resource matters. The $% manager has been primarily responsible for coordinating the management of $% to help the organi+ation achie3e its goals. &iff' / Chapter' 1 ,kill' !pplication -.' 5 <5) The human resource manager normally operates in what capacity4 !) line #) production C) matri) &) staff !nswer' & ()planation' &) ! human resource manager typically acts in an ad3isory or staff capacity* working with other managers to help them deal with human resource matters. The $% manager has been primarily responsible for coordinating the management of $% to help the organi+ation achie3e its goals. &iff' / Chapter' 1 ,kill' Concept -.' 5

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<7) The process of hiring an e)ternal pro3ider to do the work that was pre3iously done internally is referred to as . !) broadbanding #) "ob enlarging C) outsourcing &) onboarding !nswer' C ()planation' C) $% outsourcing is the process of hiring e)ternal $% professionals to do the $% work that was pre3iously done internally. The key to $% outsourcing success is to determine which functions to outsource* the e)tent to which they should be outsourced* and which ones to keep in-house. $% outsourcing focuses primarily on routine* transaction-oriented processes and clerical work. &iff' / Chapter' 1 ,kill' Concept -.' 5 <<) -ee ,hult+* the operations manager for !cme #olts* has "ust learned that an e)perienced arc welder has resigned. $e contacts the manager of human resources* %eba Cole* asking her to send him some 0ualified welders for him to inter3iew. ;n this case* . !) -ee is only concerned about accomplishing operations goals #) %eba is only concerned about accomplishing human resource goals C) -ee and %eba see organi+ational goals from the same perspecti3e &) both are concerned with accomplishing organi+ational goals* but from different perspecti3es !nswer' & ()planation' &) -ee's primary responsibility is operationsD %eba's primary responsibility is human resources. $owe3er* both -ee and %eba are concerned with accomplishing organi+ational goals* e3en though their perspecti3es are different. &iff' / Chapter' 1 ,kill' !pplication -.' 5

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<=) Today $% outsourcing can be done in three ways. 2hich of the following is C.T one of those ways4 !) discrete ser3ices outsourcing #) pro"ect management outsourcing C) recruitment process outsourcing &) business process outsourcing !nswer' # ()planation' #) $% outsourcing is done in three ways' discrete ser3ices* recruitment process* and business process outsourcing. 2ith discrete ser3ices* one element of a business process or a single set of high-3olume repetiti3e functions is outsourced to a third party. 2ith recruitment process outsourcing* an employer uses an e)ternal ser3ice pro3ider to perform all or part of its recruitment acti3ities. #usiness process outsourcing >#:.) represents the transfer of the ma"ority of $% ser3ices to a third party. &iff' / Chapter' 1 ,kill' Concept -.' 7 <?) 2hen using * an employer uses an e)ternal ser3ice pro3ider to perform all or part of its recruitment acti3ities. !) recruitment process outsourcing #) employee-search outsourcing C) hiring-function outsourcing &) business process outsourcing !nswer' ! ()planation' !) &uring the recent recession* some companies lost their recruiting skills. They had not kept up with rapidly-changing employment technology. %ecruitment process outsourcing >%:.) can be used to fill this gap. 2ith %:.* an employer uses an e)ternal ser3ice pro3ider to perform all or part of its recruitment acti3ities. &iff' / Chapter' 1 ,kill' Concept -.' 5

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<@) ! firm that outsources only benefits administration to a third party is most likely using . !) discrete ser3ices #) multiprocess ser3ices C) business process outsourcing &) single ser3ice outsourcing !nswer' ! ()planation' !) 2ith discrete ser3ices* one element of a business process or a single set of high3olume repetiti3e functions is outsourced to a third party. #enefits ha3e been the $% task most likely to be outsourced. &iff' / Chapter' 1 ,kill' Concept -.' 5 =9) 2hirlpool Corporation has an agreement with ;#M for the $% outsourcer to handle 2hirlpool's workforce administration* compensation* recruitment* training* and performance reporting. This type of outsourcing is known as . !) process control outsourcing #) discrete ser3ices outsourcing C) business process outsourcing &) single task outsourcing !nswer' C ()planation' C) #usiness process outsourcing >#:.) represents the transfer of the ma"ority of $% ser3ices to a third party. &iff' / Chapter' 1 ,kill' !pplication -.' 5 =1) 2hich $% task is most likely to be outsourced4 !) training and de3elopment #) benefits administration C) payroll and compensation &) recruitment !nswer' # ()planation' #) #enefits ha3e been the $% task most likely to be outsourced. 8#enefits administration has become so comple) that it really takes someone who works with it e3ery single day to keep track of all of the different laws and changes that are going on*8 said &an Thomas* president of Tri3alent #enefits Consulting ;nc. &iff' / Chapter' 1 ,kill' Concept -.' 5

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=/) 2hich of the following takes routine* transaction-based acti3ities that are dispersed throughout the organi+ation and consolidates them in one place4 !) outsourcing centers #) shared ser3ice centers C) consolidation centers &) human resource centers !nswer' # ()planation' #) ! shared ser3ice center >,,C)* also known as a center of e)pertise* takes routine* transaction based acti3ities dispersed throughout the organi+ation and consolidates them in one place. ,hared ser3ice centers pro3ide an alternati3e to $% outsourcing and can often pro3ide the same cost sa3ings and customer ser3ice. &iff' / Chapter' 1 ,kill' Concept -.' 5 =1) ,hared ser3ice centers pro3ide an alternati3e to $% and can often pro3ide the same cost sa3ings and customer ser3ice. !) outsourcing #) onboarding C) broadbanding &) downsi+ing !nswer' ! ()planation' !) ! shared ser3ice center >,,C)* also known as a center of e)pertise* takes routine* transaction based acti3ities dispersed throughout the organi+ation and consolidates them in one place. ,hared ser3ice centers pro3ide an alternati3e to $% outsourcing and can often pro3ide the same cost sa3ings and customer ser3ice. &iff' / Chapter' 1 ,kill' Concept -.' 5 =5) 2hich term refers to a company that leases employees to other businesses4 !) shared ser3ice center #) human resource pro3ider C) e)ternal employer organi+ation &) professional employer organi+ation !nswer' & ()planation' &) ! professional employer organi+ation >:(.) is a company that leases employees to other businesses. 2hen a decision is made to use a :(.* the company releases its employees* who are then hired by the :(.. The :(. then manages the administrati3e needs associated with employees. &iff' 1 Chapter' 1 ,kill' Concept -.' 5
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=7) 2hich of the following is a true statement about professional employer organi+ations4 !) :(.s ha3e the right to hire and fire the client company's employees. #) :(.s are less popular than in the past due to technology impro3ements. C) :(.s run day-to-day operations for client companies. &) :(.s lease employees from other businesses. !nswer' ! ()planation' !) ,ince the :(. is the employees' legal employer it has the right to hire* fire* discipline* and reassign an employee. !lthough :(.s ha3e been a3ailable since the early 1@?9s* they ha3e recently become more popular. :(.s handle administrati3e tasks so that client companies can focus on strategy. &iff' 1 Chapter' 1 ,kill' Concept -.' 5 =<) !ccording to your te)t* what is a potential disad3antage of using a professional employer organi+ation4 !) e)cessi3e paperwork #) erosion of employee loyalty C) ((.C regulations &) higher health benefit costs !nswer' # ()planation' #) ! potential disad3antage to the client is erosion of employee loyalty because workers recei3e pay and benefits from the leasing company. Companies use :(.s to minimi+e paperwork and to lower health insurance costs. &iff' 1 Chapter' 1 ,kill' Concept -.' 5 ==) !ll of the following are ad3antages of professional employer organi+ations (AC(:T . !) pro3iding workers for many firms #) de3eloping employee loyalty and morale C) offering a wide selection of benefits at lower costs &) pro3iding "ob mobility opportunities for employees !nswer' # ()planation' #) :(.s pro3ide workers for many companies* and they often en"oy economies of scale that permit them to offer a wider selection of benefits at considerably lower cost. ;n addition* workers fre0uently ha3e greater opportunities for "ob mobility. ! potential disad3antage to the client is erosion of employee loyalty because workers recei3e pay and benefits from the leasing company. &iff' 1 Chapter' 1 ,kill' Concept -.' 5
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=?) ,helby .rganic 6oods is a fast growing firm that produces organic fro+en food entrees. The firm employs =99 people and e)pects to hire more in the ne)t few years. Currently* all of the firm's $% tasks are handled internally by ,helby's $% department. $owe3er* top e)ecuti3es at ,helby are considering the idea of outsourcing benefits administration. 2hich of the following 0uestions is -(!,T rele3ant to the decision to outsource ,helby's benefits administration tasks4 !) 2hat is the cost difference for ,helby between handling benefits internally and e)ternally4 #) $ow much time is spent by ,helby's $% department handling benefits administration tasks4 C) 2hich ,helby $% professional should o3ersee benefits administration at the shared ser3ice center4 &) $ow knowledgeable is ,helby's $% staff about benefits administration and federal health care laws4 !nswer' C ()planation' C) Questions about cost* time* and legal knowledge are particularly important to ask before ,helby outsources any $% tasks. ! shared ser3ice center is not a form of outsourcing. ,,Cs consolidate an organi+ation's $% acti3ities into one location and handle the $% tasks internally. &iff' 1 Chapter' 1 ,kill' Critical Thinking -.' 5 !!C,#' %eflecti3e Thinking =@) ,helby .rganic 6oods is a fast growing firm that produces organic fro+en food entrees. The firm employs =99 people and e)pects to hire more in the ne)t few years. Currently* all of the firm's $% tasks are handled internally by ,helby's $% department. $owe3er* top e)ecuti3es at ,helby are considering the idea of outsourcing benefits administration. 2hich of the following best supports the idea of outsourcing benefits administration4 !) ,helby employees enroll for health benefits through the firm's intranet. #) ,helby's $% manager recently participated in a strategic planning session. C) The benefits specialist at $% is knowledgeable about changing healthcare laws. &) #enefits administration is highly time consuming for the ,helby $% department. !nswer' & ()planation' &) #enefits administration can be a high-3olume* repetiti3e task that is time consuming for $% professionals. .utsourcing benefits administration would allow the $% department to focus on strategic organi+ational issues. !lso* benefits administration has become so comple) that it takes someone who works regularly with benefits administration to keep track of all of the different laws and changes that are going on. ;f ,helby has a specialist who understands the laws* then outsourcing is unnecessary. &iff' 1 Chapter' 1 ,kill' Critical Thinking -.' 5 !!C,#' %eflecti3e Thinking

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?9) ,helby .rganic 6oods is a fast growing firm that produces organic fro+en food entrees. The firm employs =99 people and e)pects to hire more in the ne)t few years. Currently* all of the firm's $% tasks are handled internally by ,helby's $% department. $owe3er* top e)ecuti3es at ,helby are considering the idea of outsourcing benefits administration. 2hich of the following most likely undermines the idea of outsourcing benefits administration4 !) (mployees use ,helby's intranet to self-manage their own benefits. #) ,taff managers at ,helby discuss benefits packages with new employees. C) ,helby's $% manager regularly meets with the firm's insurance pro3ider. &) ,helby recently began offering employees a fle)ible spending plan for benefits. !nswer' ! ()planation' !) ;f the employees at ,helby are able to manage their own benefits through the firm's intranet* then outsourcing may not be necessary at this time because the $% department is most likely not o3erwhelmed with benefits administration tasks. &iscussing benefits information* changing pro3iders* and offering fle)ible benefits are less rele3ant to the decision to outsource. &iff' 1 Chapter' 1 ,kill' Critical Thinking -.' 5 !!C,#' %eflecti3e Thinking ?1) 2hich term refers to indi3iduals that are directly in3ol3ed in accomplishing the primary purpose of the organi+ation4 !) $% managers #) line managers C) staff managers &) sales managers !nswer' # ()planation' #) ;ndi3iduals directly in3ol3ed in accomplishing the primary purpose of the organi+ation are line managers. !s the traditional work of $% managers diminishes* line managers are stepping up and performing some duties typically done by $% professionals. &iff' 1 Chapter' 1 ,kill' Concept -.' 5

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?/) 2hy are line managers most likely performing more $% tasks today4 !) competition from :(.s #) implementation of ((. laws C) automation of $% processes &) e)pansion of $% departments !nswer' C ()planation' C) Managers are being assisted by manager self-ser3ice* the use of software* and the corporate network to automate paper-based human resource processes that re0uire a manager's appro3al* record-keeping or input* and processes that support the manager's "ob. (3erything from recruitment* selection* performance appraisal* to employee de3elopment has been automated to assist line managers in performing traditional $% tasks. &iff' 1 Chapter' 1 ,kill' Concept -.' 5 !!C,#' Fse of ;T ?1) !ccording to the ,mall #usiness !dministration* all of the following (AC(:T part of the definition of a small business. !) limited to a local marketplace #) independently owned and operated C) organi+ed for profit &) not dominant in its field !nswer' ! ()planation' !) The ,#! defines a small business as one that is independently owned and operated* is organi+ed for profit* and is not dominant in its field. &iff' 1 Chapter' 1 ,kill' Concept -.' 5 are

?5) 2hat is the best term for a top-le3el manager who reports directly to the corporation's chief e)ecuti3e officer >C(.) or to the head of a ma"or di3ision4 !) e)ecuti3e #) generalist C) specialist &) contractor !nswer' ! ()planation' !) !n e)ecuti3e is a top-le3el manager who reports directly to the corporation's chief e)ecuti3e officer >C(.) or to the head of a ma"or di3ision. ! generalist* who may be an e)ecuti3e* performs tasks in a 3ariety of $%-related areas. ! specialist may be an $% e)ecuti3e* manager* or nonmanager who is typically concerned with only one of the fi3e functional areas of $%M. &iff' 1 Chapter' 1 ,kill' Concept -.' 7
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?7) ! human resource generalist normally performs tasks . !) for only entry le3el positions and employees #) for either compensation or labor relations C) in fewer than three functional areas &) in a 3ariety of $%-related areas !nswer' & ()planation' &) ! generalist* who may be an e)ecuti3e* performs tasks in a 3ariety of $%related areas. ! specialist is typically concerned with only one of the fi3e functional areas of $%M. &iff' / Chapter' 1 ,kill' Concept -.' 7 ?<) ! person who may be an e)ecuti3e and performs tasks in a 3ariety of $%-related areas is best known as a . !) specialist #) manager C) generalist &) super3isor !nswer' C ()planation' C) ! generalist* who may be an e)ecuti3e* performs tasks in a 3ariety of $%related areas. ! specialist may be an $% e)ecuti3e* manager* or nonmanager who is typically concerned with only one of the fi3e functional areas of $%M. &iff' 1 Chapter' 1 ,kill' Concept -.' 7 ?=) ;n a typical small business* $% functions are often handled by . !) outside 3endors #) compensation analysts C) $%M specialists &) line managers !nswer' & ()planation' &) ,mall businesses often do not ha3e a formal $% unit or $%M specialist. %ather line managers often handle the $% functions. The focus of their acti3ities is generally on hiring and retaining capable employees. &iff' / Chapter' 1 ,kill' Concept -.' 7

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??) 2hich of the following positions would be considered a human resource specialist4 !) human resource manager #) compensation manager C) 3ice president human resources &) marketing manager !nswer' # ()planation' #) ! specialist is typically concerned with only one of the fi3e functional areas of $%M. ! compensation manager focuses only on compensation* while $% managers and e)ecuti3es are in3ol3ed in multiple $% functions. &iff' / Chapter' 1 ,kill' Concept -.' 7 ?@) (rin is a benefits analyst with a large accounting firm. (rin is most likely which type of employee4 !) e)ecuti3e #) generalist C) specialist &) contractor !nswer' C ()planation' C) ! specialist is typically concerned with only one of the fi3e functional areas of $%M. (rin focuses e)clusi3ely on benefits* so she is a specialist. &iff' / Chapter' 1 ,kill' !pplication -.' 7 @9) Boanna is the 3ice president of industrial relations at %eese (nterprises. 2hich two $% designations best categori+e Boanna4 !) generalist and specialist #) e)ecuti3e and generalist C) e)ecuti3e and specialist &) manager and generalist !nswer' C ()planation' C) ! specialist may be an $% e)ecuti3e* manager* or nonmanager who is typically concerned with only one of the fi3e functional areas of $%M. ;n this case* Boanna focuses on industrial relations* which means she is a specialist* but she is also a 3ice president* which makes her an e)ecuti3e. &iff' / Chapter' 1 ,kill' !pplication -.' 7

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@1) %ob is the Iice :resident of $uman %esources at %oswell Manufacturing. 2hich two $% designations best categori+e %ob4 !) specialist and generalist #) e)ecuti3e and generalist C) e)ecuti3e and specialist &) manager and specialist !nswer' # ()planation' #) ! generalist* who may be an e)ecuti3e* performs tasks in a 3ariety of $%related areas. ! specialist is typically concerned with only one of the fi3e functional areas of $%M. !s 3ice president of $%* %ob is both an e)ecuti3e and a generalist. &iff' / Chapter' 1 ,kill' !pplication -.' 7 @/) 2hen the first edition of your te)t was written* what was the title of the book4 !) Human Resource Management #) Personnel: The Management of Human Resources C) Managing Personnel in the Twentieth Centur &) Workforce Management !nswer' # ()planation' #) The title of the book says much about the $% e3olution. ;n the first edition* this te)t was titled Personnel: The Management of Human Resources! and the focus was more on personnel as a staff or ad3isory function. #y the fourth edition* the title of the book had changed to Human Resource Management! and a more general management focus was e3ol3ing. &iff' 1 Chapter' 1 ,kill' Concept -.' < @1) ;n today's workplace* $% is . !) mo3ing towards a narrower focus on personnel #) focusing more on administrati3e tasks C) focusing more on strategic planning &) mo3ing towards a wider focus on training !nswer' C ()planation' C) ;n the past* $% focused e)clusi3ely on personnel and associated administrati3e tasks. 2ith the increase of automation and technology* $% managers ha3e more time to assist with strategic and business planning. &iff' 1 Chapter' 1 ,kill' Concept -.' <

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@5) !ccording to your te)tbook's author* there is in the contemporary workplace. !) no pattern for how human resource tasks are achie3ed #) an emerging pattern for how human resource tasks are achie3ed C) a stable pattern for how human resource tasks are achie3ed &) a three-step pattern for how human resource tasks are achie3ed !nswer' ! ()planation' !) &escribing the typical $% organi+ation today is difficult. Eour author inter3iewed numerous $% managers in organi+ations of 3arious si+es. $e disco3ered that there is no longer a typical pattern for how $% tasks are achie3ed. &iff' / Chapter' 1 ,kill' ,ynthesis -.' 5* < @7) ! profession is characteri+ed by the e)istence of a common body of knowledge and a . !) procedure for certifying members #) specified educational re0uirement C) re0uirement for periodic re-accreditation &) functional procedure for designated acti3ities !nswer' ! ()planation' !) ! profession is a 3ocation characteri+ed by the e)istence of a common body of knowledge and a procedure for certifying members. :erformance standards are established by members of the profession rather than by outsiders. &iff' 1 Chapter' 1 ,kill' Concept -.' @ @<) 2hich of the following is not a prominent professional organi+ation in the field of human resources4 !) !,T& #) ,$%M C) $%C; &) all of the abo3e !nswer' & ()planation' &) The following are prominent $% organi+ations' the ,ociety for $uman %esource Management >,$%M)* the $uman %esource Certification ;nstitute >$%C;)* and the !merican ,ociety for Training and &e3elopment >!,T&). The .ccupational ,afety J $ealth !dministration >.,$!) was established in 1@=9 as a part of the Fnited ,tates &epartment of -abor to ensure the health and safety of F.,. workers. &iff' 1 Chapter' 1 ,kill' Concept -.' @

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@=) 2hat is the largest national professional organi+ation for indi3iduals in3ol3ed in all areas of human resource management4 !) !merican ,ociety for Training and &e3elopment #) ,ociety for $uman %esource Management C) !merican Compensation !ssociation &) 2orldat2ork !nswer' # ()planation' #) The largest national professional organi+ation for indi3iduals in3ol3ed in all areas of human resource management is the ,ociety for $uman %esource Management >,$%M). &iff' / Chapter' 1 ,kill' Concept -.' @ @?) The basic goals of the include defining* maintaining* and impro3ing standards of e)cellence in the practice of human resource management. !) !,T& #) ,$%M C) ;!:2 &) 2orldat2ork !nswer' # ()planation' #) The basic goals of ,$%M include defining* maintaining* and impro3ing standards of e)cellence in the practice of human resource management. #oth !,T& and 2orldat2ork focus on training and certification rather than standards. &iff' / Chapter' 1 ,kill' Concept -.' @ @@) ,te3e works as an $% generalist at 6ed()* but he would like to become a benefits specialist. 2hich organi+ation would enable ,te3e to earn the designation of Certified #enefits :rofessional4 !) !,T& #) ,$%M C) $%C; &) 2orldat2ork !nswer' & ()planation' &) 2orldat2ork ,ociety of Certified :rofessionals is an organi+ation that certifies human resource professionals in the disciplines of compensation* benefits* and work-life. ,te3e would earn the designation of Certified #enefits :rofessional >C#:) through 2orldat2ork. &iff' / Chapter' 1 ,kill' !pplication -.' @

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199) 2hich organi+ation offers $% professionals the opportunity to earn :$%* ,:$%* and H:$% certification4 !) ,$%M #) !,T& C) $%C; &) .,$! !nswer' C ()planation' C) The $uman %esource Certification ;nstitute >$%C;) was founded to recogni+e human resource professionals through a certification program. $%C; offers three certifications for $% professionals' :$% >:rofessional in $uman %esources)* ,:$% >,enior :rofessional in $uman %esources)* and H:$% >Hlobal :rofessional in $uman %esources). &iff' / Chapter' 1 ,kill' Concept -.' @ 1./ TrueG6alse 1) (mployer branding refers to the firm's corporate image or culture. !nswer' T%F( ()planation' (mployer branding is the firm's corporate image or culture created to attract and retain the type of employees the firm is seeking. &iff' 1 Chapter' 1 ,kill' Concept -.' 1 /) (mployment branding is an e)tension of the marketing department and has limited impact on recruitment and retention. !nswer' 6!-,( ()planation' (mployer branding has become a ma"or recruitment and retention strategy. 2ith employer branding* e3eryone in the company works to promote the image of the firm not "ust one department. &iff' / Chapter' 1 ,kill' Concept -.' 1 1) .nly large well-known firms ha3e employer brandingD small businesses do not. !nswer' 6!-,( ()planation' !ll companies ha3e a brand* which is the firm's image or culture that attracts and retains employees. &iff' / Chapter' 1 ,kill' Concept -.' 1
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5) $uman resource management >$%M) is the utili+ation of indi3iduals to achie3e organi+ational ob"ecti3es. !nswer' T%F( ()planation' $uman resource management >$%M) is the utili+ation of indi3iduals to achie3e organi+ational ob"ecti3es. #asically* all managers get things done through the efforts of others. Conse0uently* managers at e3ery le3el must concern themsel3es with $%M. &iff' 1 Chapter' 1 ,kill' Concept -.' 1 7) ,taffing is the process through which an organi+ation ensures that it always has the proper number of employees with the appropriate skills in the right "obs* at the right time* to achie3e the organi+ation's ob"ecti3es. !nswer' T%F( ()planation' ,taffing is the process through which an organi+ation ensures that it always has the proper number of employees with the appropriate skills in the right "obs* at the right time* to achie3e organi+ational ob"ecti3es. ,taffing in3ol3es "ob analysis* human resource planning* recruitment* and selection. &iff' / Chapter' 1 ,kill' Concept -.' / <) ,taffing in3ol3es "ob analysis* human resource planning* recruitment* and selection. !nswer' T%F( ()planation' ,taffing is the process through which an organi+ation ensures that it always has the proper number of employees with the appropriate skills in the right "obs* at the right time* to achie3e organi+ational ob"ecti3es. ,taffing in3ol3es "ob analysis* human resource planning* recruitment* and selection. &iff' / Chapter' 1 ,kill' Concept -.' / =) $uman resource planning is the systematic process of determining the skills* duties* and knowledge re0uired for performing "obs in an organi+ation. !nswer' 6!-,( ()planation' $uman resource de3elopment is a ma"or $%M function consisting not only of training and de3elopment but also of career planning and de3elopment acti3ities* organi+ation de3elopment* and performance management and appraisal. $% planning in3ol3es matching internal and e)ternal supplies of people with "ob openings o3er a certain period of time. &iff' / Chapter' 1 ,kill' Concept -.' /
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?) %ecruitment is the process of attracting 0ualified indi3iduals and encouraging them to apply for work with the organi+ation. !nswer' T%F( ()planation' %ecruitment is the process of attracting indi3iduals on a timely basis* in sufficient numbers* and with appropriate 0ualifications* to apply for "obs with an organi+ation. &iff' 1 Chapter' 1 ,kill' Concept -.' / @) ,taffing is the process through which the organi+ation chooses* from a group of applicants* those indi3iduals best suited both for open positions and for the company. !nswer' 6!-,( ()planation' ,election is the process of choosing from a group of applicants the indi3idual best suited for a particular position and the organi+ation. ,election is an aspect of staffing. &iff' 1 Chapter' 1 ,kill' Concept -.' / 19) $uman resource de3elopment in3ol3es training* career planning* organi+ation de3elopment* and performance management. !nswer' T%F( ()planation' $uman resource de3elopment is a ma"or $%M function consisting not only of training and de3elopment but also of career planning and de3elopment acti3ities* organi+ation de3elopment* and performance management and appraisal. &iff' 1 Chapter' 1 ,kill' Concept -.' / 11) Training primarily focuses on the long-term career needs of employees. !nswer' 6!-,( ()planation' Training is designed to pro3ide learners with the knowledge and skills needed for their present "obs. &e3elopment in3ol3es learning that goes beyond today's "ob and has a more long-term focus. &iff' 1 Chapter' 1 ,kill' Concept -.' /

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1/) &e3elopment in3ol3es learning that goes beyond an employee's present "ob. !nswer' T%F( ()planation' &e3elopment in3ol3es learning that goes beyond today's "ob and has a more longterm focus. Training is designed to pro3ide learners with the knowledge and skills needed for their present "obs. &iff' 1 Chapter' 1 ,kill' Concept -.' / 11) Career planning is a formal approach used by the organi+ation to ensure that people with the proper 0ualifications and e)periences are a3ailable when needed. !nswer' 6!-,( ()planation' Career planning is an ongoing process whereby an indi3idual sets career goals and identifies the means to achie3e them. Career de3elopment is a formal approach used by the organi+ation to ensure that people with the proper 0ualifications and e)periences are a3ailable when needed. &iff' / Chapter' 1 ,kill' Concept -.' / 15) .rgani+ation de3elopment is the planned and systematic attempts to change the organi+ation* typically to a more beha3ioral en3ironment. !nswer' T%F( ()planation' .rgani+ation de3elopment >.&) is planned and systematic attempts to change the organi+ation* typically to a more beha3ioral en3ironment. .& applies to an entire system* such as a company or a plant. &iff' 1 Chapter' 1 ,kill' Concept -.' / 17) :erformance management is a formal system of re3iew and e3aluation of indi3idual or team task performance. !nswer' 6!-,( ()planation' :erformance appraisal is a formal system of re3iew and e3aluation of indi3idual or team task performance. :erformance management is a goal-oriented process that is directed toward ensuring that organi+ational processes are in place to ma)imi+e the producti3ity of employees* teams* and ultimately* the organi+ation. &iff' / Chapter' 1 ,kill' Concept -.' /

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1<) ;ndirect financial compensation is the pay that a person recei3es in the form of wages* salaries* commissions* and bonuses. !nswer' 6!-,( ()planation' &irect financial compensation is the pay that a person recei3es in the form of wages* salaries* commissions* and bonuses. ;ndirect financial compensation* which is also known as benefits* refers to the financial rewards that are not included in direct compensation* such as paid 3acations* sick lea3e* holidays* and medical insurance. &iff' / Chapter' 1 ,kill' Concept -.' / 1=) (mployee health and safety are a primary concern for businesses because of numerous federal and state laws. !nswer' T%F( ()planation' ,afety in3ol3es protecting employees from in"uries caused by work-related accidents. $ealth refers to the employees' freedom from physical or emotional illness. Today* because of federal and state legislation that reflects societal concern* most organi+ations ha3e become attenti3e to their employees' safety and health. &iff' / Chapter' 1 ,kill' Concept -.' / 1?) Today* most firms would prefer ha3ing employees belong to unions because the unions handle health benefits. !nswer' 6!-,( ()planation' #usinesses are re0uired by law to recogni+e a union and bargain with it in good faith if the firm's employees want the union to represent them. ;n the past* this relationship was an accepted way of life for many employers* but most firms today would rather ha3e a union-free en3ironment. &iff' / Chapter' 1 ,kill' Concept -.' / 1@) ;ndustrial relations re0uires $% specialists to negotiate with competing businesses for market share. !nswer' 6!-,( ()planation' 2hen a labor union represents a firm's employees* the human resource acti3ity is often referred to as industrial relations* which handles the "ob of collecti3e bargaining. &iff' 1 Chapter' 1 ,kill' Concept -.' /

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/9) $uman resource research is a distinct $%M function that re0uires a special department in most large firms. !nswer' 6!-,( ()planation' !lthough human resource research is not a distinct $%M function* it per3ades all functional areas* and the researcher's laboratory is the entire work en3ironment. 6irms do not typically ha3e specified $% research departments. &iff' / Chapter' 1 ,kill' Concept -.' / /1) !ll $%M functional areas are highly interrelated. !nswer' T%F( ()planation' !ll $%M functional areas are highly interrelated. Management must recogni+e that decisions in one area will affect other areas. &iff' 1 Chapter' 1 ,kill' Concept -.' / //) 6ederal laws* society* and politics are e)ternal en3ironmental factors* but shareholders* customers* and unions are internal en3ironmental factors that affect a firm's human resources. !nswer' 6!-,( ()planation' 6actors outside an organi+ation's boundaries that affect a firm's human resources make up the e)ternal en3ironment. ()ternal factors include the legal considerations* labor market* society* political parties* unions* shareholders* competition* customers* technology* the economy* and unanticipated e3ents. &iff' / Chapter' 1 ,kill' Concept -.' 1 /1) ,ociety pressures a firm's $%M by e)pecting corporate social responsibility and ethical decision-making. !nswer' T%F( ()planation' ,ociety may also e)ert pressure on $%M. The public is no longer content to accept* without 0uestion* the actions of business. To remain acceptable to the general public* a firm must accomplish its purpose while complying with societal norms. Corporate social responsibility is the implied* enforced* or felt obligation of managers* acting in their official capacity* to ser3e or protect the interests of groups other than themsel3es. &iff' / Chapter' 1 ,kill' Concept -.' 1

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/5) !lthough shareholders in3est money in a firm* they ha3e 3ery little influence on management. !nswer' 6!-,( ()planation' #ecause shareholders* or stockholders* ha3e in3ested money in the firm* they may at times challenge programs considered by management to be beneficial to the organi+ation. ,tockholders are wielding increasing influence* and management may be forced to "ustify the merits of a particular program in terms of how it will affect future pro"ects* costs* re3enues* profits* and e3en benefits to society as a whole. &iff' / Chapter' 1 ,kill' Concept -.' 1 /7) "rgani#ational fit refers to a corporate image or culture* which attracts and retains the type of employees the firm is seeking. !nswer' 6!-,( ()planation' .rgani+ational fit refers to management's perception of the degree to which a prospecti3e employee will fit in with the firm's culture and system of 3alues. &iff' / Chapter' 1 ,kill' Concept -.' 5 /<) !lthough most large firms use $% information systems to handle benefits administration* recruitment and legal compliance tasks ha3e not yet been automated. !nswer' 6!-,( ()planation' Today* mainstay $% responsibilities such as recruitment* selection* o3ersight of legal and regulatory compliance* benefits administration* and the safeguarding of confidential employee information cannot be carried out effecti3ely without $%;,. &iff' / Chapter' 1 ,kill' Concept -.' 1 !!C,#' Fse of ;T /=) Emplo er $randing is about pursuing an inclusi3e corporate culture in which newcomers feel welcome and e3eryone sees the 3alue of his or her "ob. !nswer' 6!-,( ()planation' (mployer branding is the firm's corporate image and culture. ;t is what the company stands for in the public eye. &iff' / Chapter' 1 ,kill' Concept -.' 5

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/?) ! human resource manager is an indi3idual who normally acts in an ad3isory or staff capacity by assisting other managers with $% issues. !nswer' T%F( ()planation' Traditionally* a human resource manager was an indi3idual who normally acted in an ad3isory or staff capacity* working with other managers to help them deal with $% matters. The $% manager was primarily responsible for coordinating the management of human resources to help the organi+ation achie3e its goals. &iff' 1 Chapter' 1 ,kill' Concept -.' 5 /@) ;n today's workplace* outsourcing is focused more on sa3ing money than on impro3ing ser3ice 0uality and sa3ing time. !nswer' 6!-,( ()planation' Today* outsourcing agreements are focusing more on 0uality of ser3ice and sa3ing time* which is often more important that sa3ing money. &iff' / Chapter' 1 ,kill' Concept -.' 7 19) #usiness process outsourcing in3ol3es transferring one element of a business process* such as benefits administration* to a third party. !nswer' 6!-,( ()planation' #usiness process outsourcing >#:.) represents the transfer of the ma"ority of $% ser3ices to a third party. 2ith discrete ser3ices* one element of a business process or a single set of high-3olume repetiti3e functions is outsourced to a third party. #enefits ha3e been the $% task most likely to be outsourced with discrete ser3ices. &iff' / Chapter' 1 ,kill' Concept -.' 5 11) ! shared ser3ice center >,,C)* also known as a center of e)pertise* takes routine* transactionbased acti3ities dispersed throughout the organi+ation and consolidates them in one place. !nswer' T%F( ()planation' ! shared ser3ice center >,,C)* also known as a center of e)pertise* takes routine* transaction based acti3ities dispersed throughout the organi+ation and consolidates them in one place. 6or e)ample* a company with /9 strategic business units could consolidate routine $% tasks and perform them in one location. ,hared ser3ice centers pro3ide an alternati3e to $% outsourcing and can often pro3ide the same cost sa3ings and customer ser3ice. &iff' 1 Chapter' 1 ,kill' Concept -.' 5
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1/) ! professional employer organi+ation >:(.) leases employees to other organi+ations. !nswer' T%F( ()planation' 2hen a decision is made to use a :(.* the company releases its employees. The :(. hires those employees and leases them to the company. &iff' 1 Chapter' 1 ,kill' Concept -.' 7 11) ,hared ser3ice centers typically handle tasks associated with benefits and pension administration* payroll* and relocation assistance* but succession planning and global training acti3ities remain the responsibility of the firm's $% department. !nswer' 6!-,( ()planation' The most common $% functions that use ,,Cs are benefits and pension administration* payroll* relocation assistance and recruitment support* global training and de3elopment* succession planning* and talent retention. &iff' / Chapter' 1 ,kill' Concept -.' 5 15) #illings Manufacturing has made the decision to use a professional employer organi+ation. !s a result* #illings will release its employees* who will then be hired by the :(.. !nswer' T%F( ()planation' ! professional employer organi+ation >:(.) is a company that leases employees to other businesses. 2hen a decision is made to use a :(.* the company releases its employees* who are then hired by the :(.. The :(. then manages the administrati3e needs associated with employees. &iff' / Chapter' 1 ,kill' !pplication -.' 5 17) ! primary ad3antage to firms that use :(.s is offering a wider selection of benefits to workers at a considerably lower cost. !nswer' T%F( ()planation' :(.s ha3e ad3antages for employees. #ecause they pro3ide workers for many companies* they often en"oy economies of scale that permit them to offer a wider selection of benefits at considerably lower cost* because of the large numbers of employees in their pools. &iff' / Chapter' 1 ,kill' Concept -.' 5

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1<) The primary disad3antage of using a :(. is decreased employee loyalty* which is why employee leasing is declining in popularity. !nswer' 6!-,( ()planation' ! potential disad3antage to the client is erosion of employee loyalty because workers recei3e pay and benefits from the leasing company. %egardless of any shortcomings* use of employee leasing is growing. &iff' / Chapter' 1 ,kill' Concept -.' 5 1=) ;ndi3iduals directly in3ol3ed in accomplishing the primary purpose of the organi+ation are line managers. !nswer' T%F( ()planation' ;ndi3iduals directly in3ol3ed in accomplishing the primary purpose of the organi+ation are line managers. !s the traditional work of $% managers diminishes* line managers are stepping up and performing some duties typically done by human resource professionals. &iff' 1 Chapter' 1 ,kill' Concept -.' 5 1?) %ichard works as an $% generalist at a furniture manufacturing firm* so he focuses on a single functional area of human resources. !nswer' 6!-,( ()planation' ! generalist performs tasks in a 3ariety of $%-related areas and is in3ol3ed in se3eral* or all* of the fi3e $%M functions. ! specialist is typically concerned with only one of the fi3e functional areas of $%M* so %ichard is a specialist rather than a generalist. &iff' / Chapter' 1 ,kill' !pplication -.' 7 1@) The performance standards of a profession are established by outside accreditation agencies. !nswer' 6!-,( ()planation' ! profession is a 3ocation that is characteri+ed by a common body of knowledge and a procedure for certifying members. :erformance standards are established by members* rather than by outsidersD that is* the profession is self-regulated. &iff' / Chapter' 1 ,kill' Concept -.' @

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59) !s a result of outsourcing and technology* the fi3e $% functions ha3e been reduced to four in most firms. !nswer' 6!-,( ()planation' !lthough line managers* $% outsourcing* $% shared ser3ice centers* and professional employer organi+ations are now handling many of the traditional $% tasks* the fi3e $% functions must still be accomplished. The manner in which the functions are handled has changed but not the number of functions. &iff' / Chapter' 1 ,kill' Concept -.' = 1.1 (ssay 1) 2hat is human resource management4 2hat are the fi3e functional areas of $%M4 !nswer' $uman resource management >$%M) is the utili+ation of indi3iduals to achie3e organi+ational ob"ecti3es. #asically* all managers get things done through the efforts of others. Conse0uently* managers at e3ery le3el must concern themsel3es with $%M. 6i3e functional areas are associated with effecti3e $%M' staffing* human resource de3elopment* compensation* safety and health* and employee and labor relations. &iff' 1 Chapter' 1 ,kill' ,ynthesis -.' 1* / /) 2hat is the staffing function of $%M4 ;dentify and discuss what staffing in3ol3es. !nswer' ,taffing is the process through which an organi+ation ensures that it always has the proper number of employees with the appropriate skills in the right "obs* at the right time* to achie3e organi+ational ob"ecti3es. ,taffing in3ol3es the following acti3ities' "ob analysis* human resource planning* recruitment* and selection. Bob analysis is the systematic process of determining the skills* duties* and knowledge re0uired for performing "obs in an organi+ation. ;t affects 3irtually e3ery aspect of $%M. $uman resource planning is the systematic process of matching the internal and e)ternal supply of people with "ob opening anticipated in the organi+ation o3er a specified period. The data pro3ided set the stage for other $% actions. %ecruitment is the process of attracting applicants on a timely basis* in sufficient numbers* and with appropriate 0ualifications. ,election is the process of choosing the indi3idual best suited for the "ob and organi+ation from a pool of applicants. &iff' 1 Chapter' 1 ,kill' ,ynthesis -.' 1* /

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1) 2hat technology assists $% professionals4 $ow has technology altered the $% organi+ation4 !nswer' 2ith the increased sophistication of technology has come the ability to design more useful human resource information systems >$%;,). !n $%;, is any organi+ed approach for obtaining rele3ant and timely information on which to base human resource decisions. Think of an $%;, as an umbrella for merging the 3arious subsystems* such as applicant tracking systems* online assessment* and automated reference checking. Today* mainstay $% responsibilities such as recruitment* selection* o3ersight of legal and regulatory compliance* benefits administration* and the safeguarding of confidential employee information cannot be carried out effecti3ely without $%;,. -ine managers* $% outsourcing* $% shared ser3ice centers* and professional employer organi+ations are now handling many of the traditional $% tasks because of technology. ;n addition* many acti3ities associated with staffing ha3e been automated* so line managers can be more in3ol3ed in the selection process. &iff' 1 Chapter' 1 ,kill' ,ynthesis -.' 1* = !!C,#' Fse of ;T 5) ;n a brief essay* discuss the 3arious $% classifications. $ow do these classifications differ from $% classifications from 19 years ago4 2hat is the best e)planation for this difference4 !nswer' Iarious designations are used within the human resource professionD among these are $% e)ecuti3es* generalists* and specialists. !n e)ecuti3e is a top-le3el manager who reports directly to the corporation's C(. or to the head of a ma"or di3ision. ! generalist performs tasks in se3eral* or all* of the fi3e $%M functions. ! specialist is typically concerned with only one of the fi3e functional areas of $%M. Thirty years ago* people engaged in human resource work had titles such as welfare secretary and employment clerk. Their duties were rather restricti3e and often dealt only with such items as workers' wages* minor medical problems* recreation* and housing. :ersonnel* as human resources was most commonly called* as a profession was generally held in low esteem* and its organi+ational position was typically near the bottom of the hierarchy. !s more and more companies use alternati3e means to accomplish $% tasks* the role of the traditional $% manager is diminishing. $% is now entering into the business of strategic $%* focusing more on the bottom line of the organi+ation* and lea3ing the more administrati3e tasks to technology or others. &iff' 1 Chapter' 1 ,kill' ,ynthesis -.' 7* <

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7) 2hat are the traditional $% functions4 &iscuss the options a3ailable to firms that do not want their $% departments to handle all of these functions. !nswer' The fi3e functional areas that are traditionally associated with effecti3e $%M are staffing* human resource de3elopment* compensation* safety and health* and employee and labor relations. $% outsourcing* shared ser3ice centers* and professional employer organi+ations are a3ailable to firms that do not want their $% departments to handle many traditional human resource acti3ities. $% outsourcing is the process of hiring e)ternal $% professionals to do the $% work that was pre3iously done internally. ! shared ser3ice center takes routine* transaction based acti3ities dispersed throughout the organi+ation and consolidates them in one place. ! professional employer organi+ation >:(.) is a company that leases employees to other businesses. 2hen a decision is made to use a :(.* the company releases its employees* who are then hired by the :(.. The :(. then manages the administrati3e needs associated with employees. ;t is the :(. that pays the employees' salariesD it also pays workers' compensation premiums* payroll-related ta)es* and employee benefits. &iff' 1 Chapter' 1 ,kill' ,ynthesis -.' /* 5 <) 2hat is a line manager and what role does a line manager play in $%4 2hy do you think line managers are in3ol3ed with $% now more than in the past4 !nswer' ;ndi3iduals directly in3ol3ed in accomplishing the primary purpose of the organi+ation are line managers. !s the traditional work of $% managers diminishes* line managers are stepping up and performing some duties typically done by human resource professionals. !utomation has assisted greatly in this process. Managers are being assisted by manager selfser3ice* the use of software* and the corporate network to automate paper-based human resource processes that re0uire a manager's appro3al* record-keeping or input* and processes that support the manager's "ob. (3erything from recruitment* selection* performance appraisal* to employee de3elopment has been automated to assist line managers in performing traditional $% tasks. &iff' 1 Chapter' 1 ,kill' Critical Thinking -.' 5

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=) :ro3ide a brief definition of a country's culture. $ow does the culture of a country affect global business4 !nswer' ! country's culture is the set of 3alues* symbols* beliefs* languages* and norms that guide human beha3ior within the country. ;t is learned beha3ior that de3elops as indi3iduals grow from childhood to adulthood. !s one goes from one side of this country to the other* a wide range of cultural differences will be e)perienced. The same can be said in tra3eling from north to south. Cultural differences are intensified when going from one country to another. These cultural differences e)ert a ma"or influence on global business. Cultural differences re3eal themsel3es in e3erything from the workplace en3ironments to differences in the concept of time* space* and social interaction. Companies operating in the global en3ironment must understand that cultural differences add dramatically to the difficulty of managing human capital. &iff' 1 Chapter' 1 ,kill' ,ynthesis -.' 19 ?) 2hat is $% research4 2hy would $% research be important for a firm4 !nswer' !lthough human resource research is not a distinct $%M function* it per3ades all functional areas* and the researcher's laboratory is the entire work en3ironment. 6or instance* a study related to recruitment may suggest the type of worker most likely to succeed in a particular firm. %esearch on "ob safety may identify the causes of certain work-related accidents. The reasons for problems such as e)cessi3e absenteeism or e)cessi3e grie3ances may not be readily apparent. $owe3er* when such problems occur* human resource research can often shed light on their causes and offer possible solutions. $uman resource research is clearly an important key to de3eloping the most producti3e and satisfied workforce possible. &iff' 1 Chapter' 1 ,kill' Critical Thinking -.' / @) $ow do society* politics* and culture affect $%M4 !s an $% professional* why is it important to be aware of these factors4 !nswer' ,ociety* politics* and culture e)ert pressure on $%M. To remain acceptable to the general public* a firm must accomplish its purpose while complying with societal norms. Closely related to society* but not the same* are political parties. The two ma"or political parties in the Fnited ,tates often ha3e differing opinions on human resource topics. .n a global perspecti3e* countries change go3ernments from time to time* which may affect how human resource management is practiced. %ecogni+ing the cultural differences present in a workplace can also help managers achie3e ma)imum effecti3eness. Cultural differences between countries influence global business. This borderless world adds dramatically to the difficulty of managing human capital. Cultural differences re3eal themsel3es in e3erything from the workplace en3ironments to 3ery di3ergent concepts of time* space* and social interaction. &iff' 1 Chapter' 1 ,kill' Critical Thinking -.' 1 !!C,#' Multicultural and &i3ersity
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19) 2hat is a 8corporate culture84 2hy is it a ma"or factor in a company's internal en3ironment4 !nswer' Corporate culture is the system of shared 3alues* beliefs* and habits within an organi+ation that interacts with the formal structure to produce beha3ioral norms. !s an internal en3ironment factor affecting human resource management* corporate culture refers to the firm's social and psychological climate. Culture gi3es people a sense of how to beha3e and what they ought to be doing. (ach indi3idual gradually forms such perceptions o3er time* as the person performs assigned acti3ities under the general guidance of a superior and a set of organi+ational policies. The culture e)isting within a firm influences employees' degree of satisfaction with the "ob* as well as the le3el and 0uality of their performance. The assessment of how desirable the organi+ation's culture is may differ for each employee. .ne person may percei3e the en3ironment as bad* and another may see the same en3ironment as positi3e. !n employee may actually lea3e an organi+ation in the hope of finding a more compatible culture. &iff' 1 Chapter' 1 ,kill' Critical Thinking -.' 5 !!C,#' %eflecti3e Thinking

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