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Human Resource Management, 12e (Mondy)
Chapter 1: Strategic Human Resource Management: An Overvie
Multiple-Choice Questions
1) The firms corporate ima!e or culture that attracts an" retains i"eal employees is best kno#n
as $$$$$$$$.
%) &ob bran"in!
') bran" culture
C) () bran"in!
*) employer bran"in!
%ns#er: *
+xplanation: *) +mployer bran"in! is the firms corporate ima!e or culture create" to attract
an" retain the type of employees the firm is seekin!. Throu!h employer bran"in!, people !et to
kno# #hat the company stan"s for, the people it hires, the fit bet#een &obs an" people, an" the
results it reco!ni-es an" re#ar"s.
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/) The primary purpose of employer bran"in! is to $$$$$$$$.
%) promote employee benefits
') sell consumer pro"ucts
C) attract 3uality employees
*) encoura!e me"ia mentions
%ns#er: C
+xplanation: C) +mployer bran"in! is the firms corporate ima!e or culture create" to attract an"
retain the type of employees the firm is seekin!. Throu!h employer bran"in!, people !et to kno#
#hat the company stan"s for, the people it hires, the fit bet#een &obs an" people, an" the results
it reco!ni-es an" re#ar"s.
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4) 5hat embo"ies the 6alues an" stan"ar"s that !ui"e peoples beha6ior7
%) societal tren"s
') employer bran"s
C) or!ani-ational policies
*) corporate mission statements
%ns#er: '
+xplanation: ') %n employer bran" embo"ies the 6alues an" stan"ar"s that !ui"e peoples
beha6ior. Throu!h employer bran"in!, people !et to kno# #hat the company stan"s for, the
people it hires, the fit bet#een &obs an" people, an" the results it reco!ni-es an" re#ar"s.
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8) 1iste" belo# are 6arious employer bran"s. 5hich of these bran"s #oul" most likely be a
"etriment to recruitment7
%) 95ere a fun place to #ork.9
') 95e ha6e a passionate culture.9
C) 95e ha6e a stron! team feelin! here.9
*) 95e "ont push you to your maximum.9
%ns#er: *
+xplanation: *) %n employers bran" is kno#n for such thin!s as, 9its fun to #ork at this
company,9 9#e ha6e a passionate an" intelli!ent culture,9 or 9there is a stron! team feelin!
here.9 These employer bran"s are 3uite important in !ettin! the hi!hest-3uality applicants to &oin
the firm. 'ein! reco!ni-e" as a !reat place to #ork is a strate!y that makes a "ifference in
recruitment, an" not challen!in! people to meet their potential #oul" likely be "etrimental.
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:) 'ein! on #hich list of 91;; best9 is so "esirable that some or!ani-ations try to chan!e their
culture an" philosophies to !et on the list7
%) Working Mother list of 1;; best companies
') Fortune ma!a-ines 1;; 'est Companies to 5ork <or
C) Business Ethics ma!a-ine list of 1;; 'est Corporate Citi-ens
*) Computerworld list of 'est .laces to 5ork
%ns#er: '
+xplanation: ') %chie6in! ackno#le"!ment by an external source is a !oo" #ay for a bran" to
be reco!ni-e". 'ein! liste" on Fortune ma!a-ines 1;; 'est Companies to 5ork <or is so
"esirable that some or!ani-ations try to chan!e their culture an" philosophies to !et on the list.
=nclusion on another ma!a-ines list is less helpful than bein! on Fortunes.
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>) %6i" Technolo!y, =nc. #as recently inclu"e" on BusinessWeeks list of 1;; best small
companies. 5hich () function #ill most si!nificantly be affecte" by this achie6ement7
%) performance appraisal
') safety an" health
C) recruitment
*) research
%ns#er: C
+xplanation: C) %chie6in! ackno#le"!ment by an external source is a !oo" #ay for a bran" to
be reco!ni-e". 'ein! liste" on BusinessWeeks list of 1;; 'est 0mall Companies #ill most likely
assist in the companys recruitment an" retention pro!rams.
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?) The utili-ation of in"i6i"uals to achie6e or!ani-ational ob&ecti6es is kno#n as $$$$$$$$.
%) human resource lea"ership
') human resource mana!ement
C) human resource staffin!
*) human resource plannin!
%ns#er: '
+xplanation: ') (uman resource mana!ement @()M) is the utili-ation of in"i6i"uals to achie6e
or!ani-ational ob&ecti6es. 'asically, all mana!ers !et thin!s "one throu!h the efforts of others.
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A) (o# many functional areas are associate" #ith human resource mana!ement7
%) 4
') :
C) ?
*) B
%ns#er: '
+xplanation: ') .eople #ho are en!a!e" in the mana!ement of human resources "e6elop an"
#ork throu!h an inte!rate" ()M system. <i6e functional areas are associate" #ith effecti6e
()M: staffin!, human resource "e6elopment, compensation, safety an" health, an" employee
an" labor relations.
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B) 1auren is an () mana!er at a marketin! firm. 5hich of the follo#in! functions is 1+%0T
likely to be an aspect of 1aurens &ob7
%) staffin!
') employee safety
C) pro"uct testin!
*) employee an" labor relations
%ns#er: C
+xplanation: C) <i6e functional areas are associate" #ith effecti6e ()M: staffin!, human
resource "e6elopment, compensation, safety an" health, an" employee an" labor relations.
.ro"uct testin! is not an area of ()M.
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1;) 5hich term refers to the process throu!h #hich an or!ani-ation ensures that it al#ays has the
proper number of employees #ith the appropriate skills in the ri!ht &obs, at the ri!ht time, to
achie6e or!ani-ational ob&ecti6es7
%) staffin!
') recruitment
C) selection
*) () plannin!
%ns#er: %
+xplanation: %) 0taffin! is the process throu!h #hich an or!ani-ation ensures that it al#ays has
the proper number of employees #ith the appropriate skills in the ri!ht &obs, at the ri!ht time, to
achie6e or!ani-ational ob&ecti6es. 0taffin! in6ol6es &ob analysis, human resource plannin!,
recruitment, an" selection.
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11) %ccor"in! to a recent sur6ey of 1,8;; C<2s, the top business concern amon! executi6es is
$$$$$$$$.
%) maintainin! a"e3uate technolo!y
') meetin! financial !oals
C) fin"in! skille" staff
*) trainin! #orkers
%ns#er: C
+xplanation: C) )obert (alf Mana!ement )esources recently sur6eye" 1,8;; C<2s an" the top
business concern amon! these executi6es #as fin"in! skille" staff. 0taffin! in6ol6es &ob
analysis, human resource plannin!, recruitment, an" selection.
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1/) %s an () mana!er in char!e of staffin! for a restaurant chain, Cohn is most likely D2T
responsible for $$$$$$$$.
%) trainin!
') &ob analysis
C) recruitment
*) selection
%ns#er: %
+xplanation: %) 0taffin! is the process throu!h #hich an or!ani-ation ensures that it al#ays has
the proper number of employees #ith the appropriate skills in the ri!ht &obs, at the ri!ht time, to
recruitment, an" selection. Trainin! is an aspect of () "e6elopment.
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14) 5hat is the systematic process of "eterminin! the skills, "uties, an" kno#le"!e re3uire" for
performin! &obs in an or!ani-ation7
%) strate!ic plannin!
') &ob enlar!ement
C) recruitment
*) &ob analysis
%ns#er: *
+xplanation: *) Cob analysis is the systematic process of "eterminin! the skills, "uties, an"
kno#le"!e re3uire" for performin! &obs in an or!ani-ation. =t impacts 6irtually e6ery aspect of
()M, inclu"in! plannin!, recruitment, an" selection. )ecruitment is the process of attractin!
in"i6i"uals on a timely basis, in sufficient numbers, an" #ith appropriate 3ualifications, to apply
for &obs #ith an or!ani-ation.
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18) The systematic process of matchin! the internal an" external supply of people #ith &ob
openin!s anticipate" in the or!ani-ation o6er a specifie" perio" of time is referre" to as
$$$$$$$$.
%) () plannin!
') recruitment
C) &ob analysis
*) performance appraisal
%ns#er: %
+xplanation: %) (uman resource plannin! is the systematic process of matchin! the internal an"
external supply of people #ith &ob openin!s anticipate" in the or!ani-ation o6er a specifie"
perio". The "ata pro6i"e" set the sta!e for recruitment or other () actions.
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1:) The process of attractin! in"i6i"uals on a timely basis, in sufficient numbers, an" #ith
appropriate 3ualifications, to apply for &obs #ith an or!ani-ation is referre" to as $$$$$$$$.
%) () plannin!
') selection
C) appraisal
*) recruitment
%ns#er: *
+xplanation: *) )ecruitment is the process of attractin! in"i6i"uals on a timely basis, in
sufficient numbers, an" #ith appropriate 3ualifications, to apply for &obs #ith an or!ani-ation.
(uman resource plannin! is the systematic process of matchin! the internal an" external supply
of people #ith &ob openin!s anticipate" in the or!ani-ation o6er a specifie" perio". The "ata
pro6i"e" set the sta!e for recruitment or other () actions.
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1>) 1yle, an () specialist at a publishin! company, is in the process of choosin! from a !roup of
applicants the in"i6i"ual best suite" for an assistant e"itor position. 1yle is most likely in6ol6e"
in the function of $$$$$$$$.
%) recruitment
') () plannin!
C) &ob analysis
*) selection
%ns#er: *
+xplanation: *) 0election is the process of choosin! from a !roup of applicants the in"i6i"ual
best suite" for a particular position an" the or!ani-ation. )ecruitment is the process of attractin!
in"i6i"uals on a timely basis, in sufficient numbers, an" #ith appropriate 3ualifications, to apply
for &obs #ith an or!ani-ation.
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1?) 5hich ()M function consists of trainin! an" "e6elopment, in"i6i"ual career plannin! an"
"e6elopment acti6ities, or!ani-ation "e6elopment, an" performance mana!ement an" appraisal7
%) mana!ement by ob&ecti6es
') employee an" labor relations
C) or!ani-ational "e6elopment
*) human resource "e6elopment
%ns#er: *
+xplanation: *) (uman resource "e6elopment is a ma&or ()M function consistin! not only of
trainin! an" "e6elopment but also of career plannin! an" "e6elopment acti6ities, or!ani-ation
"e6elopment, an" performance mana!ement an" appraisal.
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1A) Connor #orks as an accountant at .rice 5aterhouse an" is sche"ule" to meet #ith his
mana!er for a formal re6ie# an" e6aluation of his stren!ths an" #eaknesses. =n #hich of the
follo#in! acti6ities is Connor most likely participatin!7
%) performance appraisal
') career "e6elopment
C) succession plannin!
*) &ob analysis
%ns#er: %
+xplanation: %) .erformance appraisal is a formal system of re6ie# an" e6aluation of in"i6i"ual
or team task performance. =t affor"s employees the opportunity to capitali-e on their stren!ths
an" o6ercome i"entifie" "eficiencies, thereby helpin! them to become more satisfie" an"
pro"ucti6e employees.
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1B) 5hich of the follo#in! pro6i"es learners #ith the kno#le"!e an" skills nee"e" for their
present &obs7
%) trainin!
') "e6elopment
C) career plannin!
*) succession plannin!
%ns#er: %
+xplanation: %) Trainin! is "esi!ne" to pro6i"e learners #ith the kno#le"!e an" skills nee"e"
for their present &obs. *e6elopment in6ol6es learnin! that !oes beyon" to"ays &ob an" has a
more lon!-term focus.
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/;) 5hich of the follo#in! in6ol6es learnin! that !oes beyon" to"ays &ob an" has a more lon!-
term focus7
%) trainin!
') career plannin!
C) "e6elopment
*) or!ani-ational "e6elopment
%ns#er: C
+xplanation: C) *e6elopment in6ol6es learnin! that !oes beyon" to"ays &ob an" has a more
lon!-term focus. Trainin! is "esi!ne" to pro6i"e learners #ith the kno#le"!e an" skills nee"e"
for their present &obs.
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/1) %n on!oin! process #hereby an in"i6i"ual sets career !oals an" i"entifies the means to
achie6e them is calle" $$$$$$$$.
%) succession plannin!
') career "e6elopment
C) career plannin!
*) trainin!
%ns#er: C
+xplanation: C) Career plannin! is an on!oin! process #hereby an in"i6i"ual sets career !oals
an" i"entifies the means to achie6e them. Career "e6elopment is a formal approach use" by the
or!ani-ation to ensure that people #ith the proper 3ualifications an" experiences are a6ailable
#hen nee"e".
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//) %ccor"in! to sur6eys, to"ays employees #ill #ork for approximately $$$$$$$$ companies
an" #ill chan!e careers $$$$$$$$ times in their li6es.
%) 4E 4
') :E ?
C) BE 4
*) 11E :
%ns#er: C
+xplanation: C) %ccor"in! to the 'ureau of 1abor 0tatistics, to"ays employees #ill #ork for
approximately nine companies "urin! their careers. % sur6ey con"ucte" by DYFs 0chool of
Continuin! an" .rofessional 0tu"ies sho#e" that on a6era!e, in"i6i"uals #ill chan!e careers
@not merely 9&obs9) three times in their life.
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/4) % formal approach use" by the or!ani-ation to ensure that people #ith the proper
3ualifications an" experiences are a6ailable #hen nee"e" is referre" to as $$$$$$$$.
%) career "e6elopment
') succession plannin!
C) career plannin!
*) performance mana!ement
%ns#er: %
+xplanation: %) Career "e6elopment is a formal approach use" by the or!ani-ation to ensure
that people #ith the proper 3ualifications an" experiences are a6ailable #hen nee"e". Career
plannin! is an on!oin! process #hereby an in"i6i"ual sets career !oals an" i"entifies the means
to achie6e them.
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/8) 5hich term refers to the planne" an" systematic attempt to chan!e an or!ani-ation an"
impro6e its performance7
%) or!ani-ation "e6elopment
') corporate "e6elopment
C) performance mana!ement
*) or!ani-ation trainin!
%ns#er: %
+xplanation: %) 2r!ani-ation "e6elopment @2*) is planne" an" systematic attempts to chan!e
the or!ani-ation, typically to a more beha6ioral en6ironment. 2* applies to an entire system,
such as a company or a plant.
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/:) 5hich of the follo#in! terms refers to a !oal-oriente" process that is "irecte" to#ar"
ensurin! that or!ani-ational processes are in place to maximi-e the pro"ucti6ity of employees,
teams, an" the or!ani-ation7
%) team strate!ic mana!ement
') performance mana!ement
C) or!ani-ation "e6elopment
*) career "e6elopment
%ns#er: '
+xplanation: ') .erformance mana!ement is a !oal-oriente" process that is "irecte" to#ar"
ensurin! that or!ani-ational processes are in place to maximi-e the pro"ucti6ity of employees,
teams, an" ultimately, the or!ani-ation. 2r!ani-ation "e6elopment @2*) is planne" an"
systematic attempts to chan!e the or!ani-ation, typically to a more beha6ioral en6ironment. 2*
applies to an entire system, such as a company or a plant.
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/>) )a&, a soft#are en!ineer, recently met #ith his mana!er for a re6ie# an" e6aluation of )a&s
performance o6er the last six months. =n #hich of the follo#in! "i" )a& most likely participate7
%) performance mana!ement
') performance appraisal
C) or!ani-ational appraisal
*) succession plannin!
%ns#er: '
+xplanation: ') .erformance appraisal is a formal system of re6ie# an" e6aluation of in"i6i"ual
pro"ucti6e employees. .erformance mana!ement is a !oal-oriente" process that is "irecte"
to#ar" ensurin! that or!ani-ational processes are in place to maximi-e the pro"ucti6ity of
employees, teams, an" ultimately, the or!ani-ation.
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/?) 5hat () tool !i6es employees the opportunity to capitali-e on their stren!ths an" o6ercome
i"entifie" "eficiencies7
%) mana!er self-ser6ice
') employee orientation
C) performance appraisal
*) selection tests
%ns#er: C
+xplanation: C) .erformance appraisal is a formal system of re6ie# an" e6aluation of in"i6i"ual
pro"ucti6e employees.
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/A) Compensation, as "escribe" in your text, refers to the $$$$$$$$.
%) total of all re#ar"s pro6i"e" to employees in return for their ser6ices
') #a!es in"i6i"uals recei6e each pay perio"
C) #a!e sche"ules an" #a!e rates liste" in the union contract
*) internal ali!nment of intrinsic a#ar"s
%ns#er: %
+xplanation: %) %s use" in the text, the term compensation inclu"es the total of all re#ar"s
pro6i"e" to employees in return for their ser6ices. The re#ar"s may be one or a combination of
"irect financial compensation, in"irect financial compensation, an" nonfinancial compensation.
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/B) %ll of the follo#in! are cate!ories of employment compensation +GC+.T $$$$$$$$.
%) "irect financial
') nonfinancial
C) in"irect financial
*) psycholo!ical
%ns#er: *
+xplanation: *) %s use" in the text, the term compensation inclu"es the total of all re#ar"s
pro6i"e" to employees in return for their ser6ices. The re#ar"s may be one or a combination of
"irect financial compensation, in"irect financial compensation, an" nonfinancial compensation.
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4;) 5a!es, salaries, an" commissions are most likely examples of $$$$$$$$.
%) "irect financial compensation
') in"irect financial compensation
C) employment incenti6es
*) employment benefits
%ns#er: %
+xplanation: %) *irect financial compensation is the pay that a person recei6es in the form of
#a!es, salaries, commissions, an" bonuses. =n"irect financial compensation refers to the
financial re#ar"s that are not inclu"e" in "irect compensation, such as pai" 6acations, sick lea6e,
holi"ays, an" me"ical insurance.
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41) +llen en&oys #orkin! at 0tarbucks because of her interactions #ith customers an" co-
#orkers. The satisfaction that +llen feels #oul" best be cate!ori-e" as $$$$$$$$.
%) emotional health
') nonfinancial compensation
C) performance satisfaction
*) in"irect financial compensation
%ns#er: '
+xplanation: ') Donfinancial compensation is the satisfaction that a person recei6es from the
&ob itself or from the psycholo!ical an"/or physical en6ironment in #hich the person #orks.
=n"irect financial compensation refers to the financial re#ar"s that are not inclu"e" in "irect
compensation, such as pai" 6acations, sick lea6e, holi"ays, an" me"ical insurance.
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4/) 'en #orks at a small a"6ertisin! a!ency as a !raphic artist. 'en en&oys his &ob because the
company allo#s employees to ha6e flexible sche"ules an" to telecommute #hen necessary.
5hich of the follo#in! best "escribes this type of employee compensation7
%) in"irect financial compensation
') "irect financial compensation
C) nonfinancial compensation
*) re3uire" compensation
%ns#er: C
+xplanation: C) Donfinancial compensation refers to the physical en6ironment in #hich the
person #orks, #hich inclu"es the sche"ule the firm allo#s. <lexible sche"ulin! an"
telecommutin! are neither "irect nor in"irect forms of financial compensation.
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44) %s a public school teacher, Molly has accrue" 18 "ays of sick lea6e, #hich is a type of
$$$$$$$$ compensation.
%) "irect financial
') in"irect financial
C) nonfinancial
*) man"atory
%ns#er: '
+xplanation: ') =n"irect financial compensation refers to the financial re#ar"s that are not
inclu"e" in "irect compensation, such as pai" 6acations, sick lea6e, holi"ays, an" me"ical
insurance. Donfinancial compensation is the satisfaction that a person recei6es from the &ob itself
or from the psycholo!ical an"/or physical en6ironment in #hich the person #orks.
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48) 5hat is the primary reason that firms are more attenti6e to employee safety an" health than
they #ere in the past7
%) fe"eral le!islation
') health care costs
C) labor unions
*) tax benefits
%ns#er: %
+xplanation: %) To"ay, because of fe"eral an" state le!islation that reflects societal concern,
most or!ani-ations ha6e become attenti6e to their employees safety an" health. (ealth care,
unions, an" taxes are less rele6ant factors.
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4:) 5hat human resource mana!ement task in6ol6es protectin! employees from in&uries cause"
by #ork-relate" acci"ents7
%) acci"ent pre6ention
') in&ury analysis
C) &ob analysis
*) safety
%ns#er: *
+xplanation: *) 0afety in6ol6es protectin! employees from in&uries cause" by #ork-relate"
acci"ents. (ealth refers to the employees free"om from physical or emotional illness.
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4>) (ealthy an" safe employees are more likely to $$$$$$$$.
%) earn mana!erial promotions
') re3uest salary increases
C) remain pro"ucti6e
*) &oin labor unions
%ns#er: C
+xplanation: C) (ealth an" safety are important because employees #ho #ork in a safe
en6ironment an" en&oy !oo" health are more likely to be pro"ucti6e an" yiel" lon!-term benefits
to the or!ani-ation. 0uch employees #ill not necessarily be promote", re3uest raises, or &oin
unions.
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4?) %pproximately half of all employees at %'C Manufacturin! are union members. 5hich of
the follo#in! is %'C Manufacturin! re3uire" by la# to "o #ith the labor unions7
%) bar!ain #ith them
') make concessions to them
C) help them or!ani-e acti6ities
*) pay "ues for their ne# members
%ns#er: %
+xplanation: %) 'usinesses are re3uire" by la# to reco!ni-e a union an" bar!ain #ith it in !oo"
faith if the firms employees #ant the union to represent them. =n the past, this relationship #as
an accepte" #ay of life for many employers, but most firms to"ay #oul" rather ha6e a union-free
en6ironment.
*iff: / .a!e )ef: >
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4A) Cenny #orks in the () "epartment of 0outh#est %irlines, an" she speciali-es in in"ustrial
relations. =n #hich of the follo#in! acti6ities #oul" Cenny most likely participate7
%) outsourcin! tasks
') testin! &ob can"i"ates
C) han"lin! collecti6e bar!ainin!
*) monitorin! employee safety issues
%ns#er: C
+xplanation: C) 5hen a labor union represents a firms employees, the human resource acti6ity
is often referre" to as in"ustrial relations, #hich han"les the &ob of collecti6e bar!ainin!. Cenny is
less likely to "eal #ith outsourcin!, testin!, or monitorin! safety.
*iff: / .a!e )ef: >
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4B) 5hat human resource task per6a"es all functional areas of human resource mana!ement7
%) health an" safety
') "e6elopment
C) trainin!
*) research
%ns#er: *
+xplanation: *) %lthou!h human resource research is not a "istinct ()M function, it per6a"es
all functional areas, an" the researchers laboratory is the entire #ork en6ironment. <or instance,
a stu"y relate" to recruitment may su!!est the type of #orker most likely to succee" in a
particular firm.
*iff: 1 .a!e )ef: >
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8;) 5hich term refers to factors outsi"e an or!ani-ations boun"aries that affect a firms human
resources7
%) corporate en6ironment
') external en6ironment
C) social en6ironment
*) corporate culture
%ns#er: '
+xplanation: ') Many interrelate" factors affect the fi6e ()M functions. <actors outsi"e an
or!ani-ations boun"aries that affect a firms human resources make up the external en6ironment.
*iff: 1 .a!e )ef: ?
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81) 5hich of the follo#in! is D2T an external en6ironment factor7
%) competition
') customers
C) mission
*) sharehol"ers
%ns#er: C
+xplanation: C) <actors outsi"e an or!ani-ations boun"aries that affect a firms human
resources make up the external en6ironment. +xternal factors inclu"e the le!al consi"erations,
labor market, society, political parties, unions, sharehol"ers, competition, customers, technolo!y,
the economy, an" unanticipate" e6ents.
*iff: / .a!e )ef: ?
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8/) 5hich term refers to potential employees locate" #ithin a specific !eo!raphic area7
%) forecaste" allocation
') labor market
C) labor union
*) employee relations
%ns#er: '
+xplanation: ') .otential employees locate" #ithin the !eo!raphic area from #hich employees
are normally recruite" comprise the labor market. The capabilities of a firms employees
"etermine, to a lar!e extent, ho# #ell the or!ani-ation can perform its mission.
*iff: 1 .a!e )ef: ?
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84) 5hich of the follo#in! is the "iscipline of "ealin! #ith #hat is ri!ht an" #ron!7
%) corporate social responsibility
') sociolo!y
C) cultural norms
*) ethics
%ns#er: *
+xplanation: *) +thics is the "iscipline "ealin! #ith #hat is !oo" an" ba", or ri!ht an" #ron!,
or #ith moral "uty an" obli!ation. Corporate social responsibility is closely relate" to ethics.
Corporate social responsibility is the implie", enforce", or felt obli!ation of mana!ers, actin! in
their official capacity, to ser6e or protect the interests of !roups other than themsel6es.
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%%C0': +thical Fn"erstan"in!
88) The implie" obli!ation of mana!ers, actin! in their official capacities, to ser6e or protect the
interests of !roups other than themsel6es is referre" to as $$$$$$$$.
%) ethics
') mana!erial 6alues
C) political acti6ism
*) corporate social responsibility
%ns#er: *
+xplanation: *) Corporate social responsibility is the implie", enforce", or felt obli!ation of
mana!ers, actin! in their official capacity, to ser6e or protect the interests of !roups other than
themsel6es. Corporate social responsibility is closely relate" to ethics, #hich in6ol6es makin!
"ecisions of ri!ht an" #ron!.
*iff: 1 .a!e )ef: A
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8:) 5hich of the follo#in! is the "iscipline most closely relate" to corporate social
responsibility7
%) sociolo!y
') psycholo!y
C) ethics
*) philosophy
%ns#er: C
+xplanation: C) +thics is the "iscipline "ealin! #ith #hat is !oo" an" ba", or ri!ht an" #ron!,
or #ith moral "uty an" obli!ation. Corporate social responsibility is the implie", enforce", or felt
obli!ation of mana!ers, actin! in their official capacity, to ser6e or protect the interests of !roups
other than themsel6es.
*iff: 1 .a!e )ef: A
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8>) 5hich term refers to employees #ho ha6e &oine" to!ether for the purpose of "ealin! #ith an
employer7
%) political party
') or!ani-ation
C) union
*) .+2
%ns#er: C
+xplanation: C) % union is comprise" of employees #ho ha6e &oine" to!ether for the purpose of
"ealin! #ith their employer. =n a unioni-e" or!ani-ation, the union rather than the in"i6i"ual
employee ne!otiates an a!reement #ith mana!ement.
*iff: 1 .a!e )ef: A
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8?) Fnions are treate" as an en6ironmental factor because they act as a $$$$$$$$ #hen "ealin!
#ith a firm.
%) super6isor
') political party
C) thir" party
*) sharehol"er
%ns#er: C
+xplanation: C) Fnions are treate" as an en6ironmental factor because, essentially, they become
a thir" party #hen "ealin! #ith the company. =n a unioni-e" or!ani-ation, the union rather than
the in"i6i"ual employee ne!otiates an a!reement #ith mana!ement.
*iff: / .a!e )ef: A
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8A) The pilots of 6arious F.0. airlines are threatenin! to strike unless they recei6e #a!e
increases. The pilots belon! to a union. 5hich of the follo#in! #oul" most likely ne!otiate an
a!reement #ith airline mana!ement7
%) union representati6es
') employee super6isors
C) !o6ernment a!encies
*) in"i6i"ual employees
%ns#er: %
+xplanation: %) =n a unioni-e" or!ani-ation, the union rather than the in"i6i"ual employee
ne!otiates an a!reement #ith mana!ement. =n this case, the union #oul" represent the pilots
#hen ne!otiatin! #ith the airlines.
*iff: / .a!e )ef: A
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8B) 5hich term refers to the o#ners of a corporation7
%) mana!ers
') executi6es
C) presi"ents
*) sharehol"ers
%ns#er: *
+xplanation: *) The o#ners of a corporation are calle" sharehol"ers. 'ecause sharehol"ers, or
stockhol"ers, ha6e in6este" money in the firm, they may at times challen!e pro!rams consi"ere"
by mana!ement to be beneficial to the or!ani-ation.
*iff: 1 .a!e )ef: A
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:;) 5hich of the follo#in! is a <%10+ statement about external en6ironmental factors7
%) 0tockhol"ers influence mana!erial "ecisions in a corporation.
') Customer satisfaction plays a role in human resource "ecisions.
C) Fnions ne!otiate #ith mana!ement on behalf of in"i6i"ual employees.
*) The labor market rarely chan!es because population remains relati6ely stable.
%ns#er: *
+xplanation: *) The labor market is al#ays chan!in!, an" these shifts ine6itably cause chan!es
in the #orkforce of an or!ani-ation. =n turn, chan!es in in"i6i"uals #ithin an or!ani-ation affect
the #ay mana!ement must "eal #ith its #orkforce. 0tockhol"ers an" customers affect ()
"ecisions, an" unions ser6e as ne!otiators for members.
*iff: 4 .a!e )ef: ?-A
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:1) 5hat are the people #ho actually use a firms !oo"s an" ser6ices calle"7
%) mana!ers
') sharehol"ers
C) customers
*) employers
%ns#er: C
+xplanation: C) Customers use a firms !oo"s an" ser6ices, an" they are part of the external
en6ironment. 'ecause sales are crucial to the firms sur6i6al, mana!ement has the task of
ensurin! that its employment practices "o not anta!oni-e the customers it ser6es.
*iff: 1 .a!e )ef: A
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:/) Customers are consi"ere" an external en6ironmental factor because they $$$$$$$$.
%) use the =nternet to research pro"ucts
') !enerate employer bran"in!
C) expect 3uality pro"ucts
*) in6est in corporations
%ns#er: C
+xplanation: C) Customers constantly "eman" hi!h-3uality pro"ucts an" after-purchase ser6ice.
Therefore, a firms #orkforce shoul" be capable of pro6i"in! top-3uality !oo"s an" ser6ices.
These con"itions relate "irectly to the skills, 3ualifications, an" moti6ations of the or!ani-ations
employees.
*iff: / .a!e )ef: A
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:4) 1inke"=n, <acebook, an" T#itter are examples of $$$$$$$$.
%) e-mail accounts
') search en!ines
C) computer platforms
*) social net#orkin! sites
%ns#er: *
+xplanation: *) % social net#orkin! site is a 95eb site that ser6es as a 6irtual community,
#here a !roup of people use the =nternet to communicate #ith each other about anythin! an"
e6erythin!.9 =t is a broa" term that encompasses such sites as 1inke"=n, <acebook, an" T#itter.
*iff: 1 .a!e )ef: B
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%%C0': Fse of =T
:8) 0ocial net#orkin! sites ha6e most likely been use" successfully for all of the follo#in! ()
functions +GC+.T $$$$$$$$.
%) recruitin! ne# employees
') pro6i"in! employee trainin!
C) establishin! employee benefits
*) re6ie#in! employee performance
%ns#er: C
+xplanation: C) 0ocial net#orkin! sites such as T#itter an" <acebook ha6e been use" for
recruitin!, net#orkin!, trainin! an" "e6elopment, an" pro6i"in! performance appraisals.
+mployees #oul" most likely mana!e their benefits throu!h a company intranet rather than a
social net#orkin! site.
*iff: / .a!e )ef: B
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%%C0': Fse of =T
::) 5hen use" for trainin! an" "e6elopment purposes, social net#orkin! sites enable employees
to $$$$$$$$.
%) collaborate #ith co-#orkers
') mana!e health benefits
C) !enerate instant sales reports
*) net#ork across in"ustries
%ns#er: %
+xplanation: %) 0ocial net#orkin! has e6en been use" successfully in trainin! an"
"e6elopment. =t can help employees locate others #ho are applyin! ne# skills an" share best
practices, "iscuss obstacles an" solutions to application, an" foster collaboration.
*iff: / .a!e )ef: B
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%%C0': Fse of =T
:>) Hra"eHuru is best "escribe" as a $$$$$$$$.
%) net#ork interface system for () mana!ers
') e"ucational system for colle!e applicants
C) social net#orkin! site for test preparation
*) soft#are tool for employee recruitment
%ns#er: C
+xplanation: C) 0ocial net#orkin! is also a6ailable to assist stu"ents in their preparation for
tests. % social-net#orkin! 5eb site calle" Hra"eHuru, is for stu"ent users to uploa" papers, class
notes, an" stu"y !ui"es for sharin! an" collaborati6e thinkin!.
*iff: / .a!e )ef: B
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%%C0': Fse of =T
:?) 5hich of the follo#in! terms refers to any or!ani-e" approach for obtainin! rele6ant an"
timely information on #hich to base () "ecisions7
%) () strate!ic plannin! system
') () information system
C) () core function
*) () "e6elopment
%ns#er: '
+xplanation: ') 5ith the increase" sophistication of technolo!y has come the ability to "esi!n
more useful human resource information systems @()=0). % ()=0 is any or!ani-e" approach for
obtainin! rele6ant an" timely information on #hich to base human resource "ecisions.
*iff: 1 .a!e )ef: 1;
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%%C0': Fse of =T
:A) %ccor"in! to a sur6ey of C+2s, #hich of the follo#in! is the most important issue facin!
or!ani-ations7
%) fe"eral in6esti!ations
') retirin! baby boomers
C) !lobal natural "isasters
*) technolo!ical chan!es
%ns#er: *
+xplanation: *) =n a sur6ey of more than 1,;;; C+2s #orl"#i"e, A4 percent ranke" chan!e as
the most important issue confrontin! their or!ani-ation. %s a result, () "epartments are ha6in!
to learn an" embrace technolo!y.
*iff: / .a!e )ef: 1;
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%%C0': Fse of =T
:B) %ll of the follo#in! are most likely ()=0 tools +GC+.T $$$$$$$$.
%) online assessment
') net#ork career path
C) applicant trackin! system
*) automate" reference checkin!
%ns#er: '
+xplanation: ') % human resource information system is any or!ani-e" approach for obtainin!
rele6ant an" timely information on #hich to base human resource "ecisions. 2nline assessments,
applicant trackin! systems, an" automate" reference checkin! are ()=0 tools. % net#ork career
path is a metho" of career pro!ression rather than an ()=0 tool.
*iff: / .a!e )ef: 1;
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%%C0': Fse of =T
>;) =n most cases, #hen the economy is boomin!, recruitin! 3ualifie" #orkers is $$$$$$$$.
%) easier
') "ynamic
C) more "ifficult
*) more systematic
%ns#er: C
+xplanation: C) %s a !enerali-ation, #hen the economy is boomin!, it is more "ifficult to recruit
3ualifie" #orkers. 2n the other han", #hen a "o#nturn is experience" as #ith the recession of
/;;A/1;, more applicants are typically a6ailable.
*iff: / .a!e )ef: 1;
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>1) %ccor"in! to the text, #hich of the follo#in! #oul" most likely be cate!ori-e" as an
unanticipate" e6ent in the ()M external en6ironment7
%) recessions
') hurricanes
C) employee retirements
*) stock an" bon"market losses
%ns#er: '
+xplanation: ') Fnanticipate" e6ents are occurrences in the external en6ironment that cannot be
foreseen, such as hurricanes, oil spills, an" earth3uakes. )ecessions, staff chan!es, an" economic
shifts are more pre"ictable than natural "isasters.
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>/) Many () "epartments are most likely becomin! smaller because $$$$$$$$.
%) fe"eral a!encies monitor () functions
') () telecommutin! is !ainin! popularity
C) external !roups are performin! () functions
*) technolo!y eliminates the nee" for () specialists
%ns#er: C
+xplanation: C) Many () "epartments continue to !et smaller because others outsi"e the ()
"epartment are no# performin! certain functions. () outsourcin!, share" ser6ice centers,
professional employer or!ani-ations, an" line mana!ers no# assist in the accomplishment of
many tra"itional human resource acti6ities.
*iff: 4 .a!e )ef: 11
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>4) Cennifer #orks in an a"6isory or staff capacity, #orkin! #ith other mana!ers to help them
"eal #ith human resource matters. Cennifer is most likely employe" as a@n) $$$$$$$$.
%) account executi6e
') line mana!er
C) () mana!er
*) pro&ect mana!er
%ns#er: C
+xplanation: C) % human resource mana!er typically acts in an a"6isory or staff capacity,
#orkin! #ith other mana!ers to help them "eal #ith human resource matters. The () mana!er
has been primarily responsible for coor"inatin! the mana!ement of () to help the or!ani-ation
achie6e its !oals.
*iff: / .a!e )ef: 11
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>8) The human resource mana!er normally operates in #hat capacity7
%) line
') pro"uction
C) matrix
*) staff
%ns#er: *
+xplanation: *) % human resource mana!er typically acts in an a"6isory or staff capacity,
#orkin! #ith other mana!ers to help them "eal #ith human resource matters. The () mana!er
has been primarily responsible for coor"inatin! the mana!ement of () to help the or!ani-ation
achie6e its !oals.
*iff: / .a!e )ef: 11
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>:) The process of hirin! an external pro6i"er to "o the #ork that #as pre6iously "one internally
is referre" to as $$$$$$$$.
%) broa"ban"in!
') &ob enlar!in!
C) outsourcin!
*) onboar"in!
%ns#er: C
+xplanation: C) () outsourcin! is the process of hirin! external () professionals to "o the ()
#ork that #as pre6iously "one internally. The key to () outsourcin! success is to "etermine
#hich functions to outsource, the extent to #hich they shoul" be outsource", an" #hich ones to
keep in-house. () outsourcin! focuses primarily on routine, transaction-oriente" processes an"
clerical #ork.
*iff: / .a!e )ef: 11
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>>) 1ee, an () mana!er for an electronics retailer, is consi"erin! outsourcin! an () acti6ity.
5hich () acti6ity #oul" 1ee most likely outsource7
%) performance appraisals
') strate!ic plannin!
C) social net#orkin!
*) clerical tasks
%ns#er: *
+xplanation: *) The key to () outsourcin! success is to "etermine #hich functions to
outsource, the extent to #hich they shoul" be outsource", an" #hich ones to keep in-house. ()
outsourcin! focuses primarily on routine, transaction-oriente" processes an" clerical #ork. =t is
less likely that 1ee #oul" outsource performance appraisals or strate!ic plannin! tasks.
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>?) To"ay () outsourcin! can be "one in three #ays. 5hich of the follo#in! is D2T one of
those #ays7
%) "iscrete ser6ices
') mo"erate ser6ices
C) multiprocess ser6ices
*) business process outsourcin!
%ns#er: '
+xplanation: ') () outsourcin! is "one in three #ays: "iscrete ser6ices, multiprocess ser6ices,
an" business process outsourcin!. 5ith "iscrete ser6ices, one element of a business process or a
sin!le set of hi!h-6olume repetiti6e functions is outsource" to a thir" party. Multiprocess
ser6ices in6ol6e the complete outsourcin! of one or more human resource processes, such as
trainin!. 'usiness process outsourcin! @'.2) represents the transfer of the ma&ority of ()
ser6ices to a thir" party.
*iff: / .a!e )ef: 11-1/
Chapter: 1
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>A) % firm that outsources only benefits a"ministration to a thir" party is most likely usin!
$$$$$$$$.
%) "iscrete ser6ices
') multiprocess ser6ices
C) business process outsourcin!
*) sin!le ser6ice outsourcin!
%ns#er: %
+xplanation: %) 5ith "iscrete ser6ices, one element of a business process or a sin!le set of hi!h-
6olume repetiti6e functions is outsource" to a thir" party. 'enefits ha6e been the () task most
likely to be outsource".
*iff: / .a!e )ef: 1/
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>B) .rocter I Hamble has outsource" its entire trainin! operations. %ccor"in! to your text, #hat
form of outsourcin! ser6ice #oul" this be calle"7
%) multi-process ser6ice
') "iscrete ser6ice
C) sin!le task ser6ice
*) business process outsourcin!
%ns#er: %
+xplanation: %) Multiprocess ser6ices in6ol6e the complete outsourcin! of one or more human
resource processes, such as trainin!. .rocter I Hamble has outsource" its entire trainin!
operations, #hich is an example of multi-process ser6ices.
*iff: / .a!e )ef: 1/
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?;) 5hirlpool Corporation has an a!reement #ith ='M for the () outsourcer to han"le
5hirlpools #orkforce a"ministration, compensation, recruitment, trainin!, an" performance
reportin!. 5hich form of outsourcin! ser6ice #oul" this most likely be calle"7
%) multi-process ser6ice
') "iscrete ser6ices
C) business process outsourcin!
*) sin!le task outsourcin!
%ns#er: C
+xplanation: C) 'usiness process outsourcin! @'.2) represents the transfer of the ma&ority of
() ser6ices to a thir" party. Multiprocess ser6ices in6ol6e the complete outsourcin! of one or
more human resource processes, but not the ma&ority as in this example.
*iff: / .a!e )ef: 1/
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?1) 5hich () task is most fre3uently outsource"7
%) trainin! an" "e6elopment
') benefits a"ministration
C) payroll an" compensation
*) recruitment
%ns#er: '
+xplanation: ') 'enefits ha6e been the () task most likely to be outsource".9'enefits
a"ministration has become so complex that it really takes someone #ho #orks #ith it e6ery
sin!le "ay to keep track of all of the "ifferent la#s an" chan!es that are !oin! on,9 sai" *an
Thomas, presi"ent of Tri6alent 'enefits Consultin! =nc.
*iff: / .a!e )ef: 1/
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?/) 5hich of the follo#in! takes routine, transaction-base" acti6ities that are "isperse"
throu!hout the or!ani-ation an" consoli"ates them in one place7
%) outsourcin! centers
') share" ser6ice centers
C) consoli"ation centers
*) human resource centers
%ns#er: '
+xplanation: ') % share" ser6ice center @00C), also kno#n as a center of expertise, takes
routine, transaction base" acti6ities "isperse" throu!hout the or!ani-ation an" consoli"ates them
in one place. 0hare" ser6ice centers pro6i"e an alternati6e to () outsourcin! an" can often
pro6i"e the same cost sa6in!s an" customer ser6ice.
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?4) 0hare" ser6ices centers pro6i"e an alternati6e to () $$$$$$$$ an" can often pro6i"e the
same cost sa6in!s an" customer ser6ice.
%) outsourcin!
') onboar"in!
C) broa"ban"in!
*) "o#nsi-in!
%ns#er: %
+xplanation: %) % share" ser6ice center @00C), also kno#n as a center of expertise, takes
routine, transaction base" acti6ities "isperse" throu!hout the or!ani-ation an" consoli"ates them
in one place. 0hare" ser6ice centers pro6i"e an alternati6e to () outsourcin! an" can often
pro6i"e the same cost sa6in!s an" customer ser6ice.
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?8) 5hich term refers to a company that leases employees to other businesses7
%) share" ser6ice center
') human resource pro6i"er
C) external employer or!ani-ation
*) professional employer or!ani-ation
%ns#er: *
+xplanation: *) % professional employer or!ani-ation @.+2) is a company that leases
employees to other businesses. 5hen a "ecision is ma"e to use a .+2, the company releases its
employees, #ho are then hire" by the .+2. The .+2 then mana!es the a"ministrati6e nee"s
associate" #ith employees.
*iff: 1 .a!e )ef: 1/
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?:) 5hich of the follo#in! is a true statement about professional employer or!ani-ations7
%) .+2s ha6e the ri!ht to hire an" fire the client companys employees.
') .+2s are less popular than in the past "ue to technolo!y impro6ements.
C) .+2s assist client companies #ith lon!-term strate!y an" mission "e6elopment.
*) .+2s han"le a"ministrati6e tasks for the client company, #hich retains le!al employer status.
%ns#er: %
+xplanation: %) 0ince the .+2 is the employees le!al employer it has the ri!ht to hire, fire,
"iscipline, an" reassi!n an employee. %lthou!h .+2s ha6e been a6ailable since the early 1BA;s,
they ha6e recently become more popular. .+2s han"le a"ministrati6e tasks so that client
companies can focus on strate!y.
*iff: 4 .a!e )ef: 1/
Chapter: 1
0kill: Concept
12: 8
?>) %ccor"in! to your text, #hat is a potential "isa"6anta!e of usin! a professional employer
or!ani-ation7
%) excessi6e paper#ork
') erosion of employee loyalty
C) ++2C re!ulations
*) hi!her health benefit costs
%ns#er: '
+xplanation: ') % potential "isa"6anta!e to the client is erosion of employee loyalty because
#orkers recei6e pay an" benefits from the leasin! company. Companies use .+2s to minimi-e
paper#ork an" to lo#er health insurance costs.
*iff: 4 .a!e )ef: 14
Chapter: 1
0kill: Concept
12: 8
??) %ll of the follo#in! are a"6anta!es of professional employer or!ani-ations +GC+.T
$$$$$$$$.
%) pro6i"in! #orkers for many firms
') "e6elopin! employee loyalty an" morale
C) offerin! a #i"e selection of benefits at lo#er costs
*) pro6i"in! &ob mobility opportunities for employees
%ns#er: '
+xplanation: ') .+2s pro6i"e #orkers for many companies, an" they often en&oy economies of
scale that permit them to offer a #i"er selection of benefits at consi"erably lo#er cost. =n
a""ition, #orkers fre3uently ha6e !reater opportunities for &ob mobility. % potential
"isa"6anta!e to the client is erosion of employee loyalty because #orkers recei6e pay an"
benefits from the leasin! company.
*iff: 4 .a!e )ef: 1/-14
Chapter: 1
0kill: Concept
12: 8
?A) 0helby 2r!anic <oo"s is a fast !ro#in! firm that pro"uces or!anic fro-en foo" entrees. The
firm employs ?;; people an" expects to hire more in the next fe# years. Currently, all of the
firms () tasks are han"le" internally by 0helbys () "epartment. (o#e6er, top executi6es at
0helby are consi"erin! the i"ea of outsourcin! benefits a"minstration. 5hich of the follo#in!
3uestions is 1+%0T rele6ant to the "ecision to outsource 0helbys benefits a"ministration tasks7
%) 5hat is the cost "ifference for 0helby bet#een han"lin! benefits internally an" externally7
') (o# much time is spent by 0helbys () "epartment han"lin! benefits a"ministration tasks7
C) 5hich 0helby () professional shoul" o6ersee benefits a"ministration at the share" ser6ice
center7
*) (o# kno#le"!eable is 0helbys () staff about benefits a"ministration an" fe"eral health care
la#s7
%ns#er: C
+xplanation: C) Questions about cost, time, an" le!al kno#le"!e are particularly important to
ask before 0helby outsources any () tasks. % share" ser6ice center is not a form of outsourcin!.
00Cs consoli"ate an or!ani-ations () acti6ities into one location an" han"le the () tasks
internally.
*iff: 4 .a!e )ef: 11-1/
Chapter: 1
0kill: Critical Thinkin!
12: 8
%%C0': )eflecti6e Thinkin!
?B) 0helby 2r!anic <oo"s is a fast !ro#in! firm that pro"uces or!anic fro-en foo" entrees. The
best supports the i"ea of outsourcin! benefits a"ministration7
%) 0helby employees enroll for health benefits throu!h the firms intranet.
') 0helbys () mana!er recently participate" in a strate!ic plannin! session.
C) The benefits specialist at () is kno#le"!eable about chan!in! healthcare la#s.
*) 'enefits a"ministration is hi!hly time consumin! for the 0helby () "epartment.
%ns#er: *
+xplanation: *) 'enefits a"ministration can be a hi!h-6olume, repetiti6e task that is time
consumin! for () professionals. 2utsourcin! benefits a"ministration #oul" allo# the ()
"epartment to focus on other tasks, such as strate!ic plannin!. %lso, benefits a"ministration has
become so complex that it takes someone #ho #orks re!ularly #ith benefits a"ministration to
keep track of all of the "ifferent la#s an" chan!es that are !oin! on. =f 0helby has a specialist
#ho un"erstan"s the la#s, then outsourcin! is unnecessary.
*iff: 4 .a!e )ef: 11-1/
Chapter: 1
12: 8
A;) 0helby 2r!anic <oo"s is a fast !ro#in! firm that pro"uces or!anic fro-en foo" entrees. The
most likely un"ermines the i"ea of outsourcin! benefits a"ministration7
%) +mployees use 0helbys intranet to self-mana!e their o#n benefits.
') 0taff mana!ers at 0helby "iscuss benefits packa!es #ith ne# employees.
C) 0helbys () mana!er re!ularly meets #ith the firms insurance pro6i"er.
*) 0helby recently be!an offerin! employees a flexible spen"in! plan for benefits.
%ns#er: %
+xplanation: %) =f the employees at 0helby are able to mana!e their o#n benefits throu!h the
firms intranet, then outsourcin! may not be necessary at this time because the () "epartment is
most likely not o6er#helme" #ith benefits a"ministration tasks. *iscussin! benefits information,
chan!in! pro6i"ers, an" offerin! flexible benefits are less rele6ant to the "ecision to outsource.
*iff: 4 .a!e )ef: 11-1/
Chapter: 1
12: 8
A1) 5hich term refers to in"i6i"uals that are "irectly in6ol6e" in accomplishin! the primary
purpose of the or!ani-ation7
%) () mana!ers
') line mana!ers
C) staff mana!ers
*) sales mana!ers
%ns#er: '
+xplanation: ') =n"i6i"uals "irectly in6ol6e" in accomplishin! the primary purpose of the
or!ani-ation are line mana!ers. %s the tra"itional #ork of () mana!ers "iminishes, line
mana!ers are steppin! up an" performin! some "uties typically "one by () professionals.
*iff: 1 .a!e )ef: 14
Chapter: 1
0kill: Concept
12: 8
A/) 5hy are line mana!ers most likely performin! more () tasks to"ay7
%) competition from .+2s
') implementation of ++2 la#s
C) automation of () processes
*) expansion of () "epartments
%ns#er: C
+xplanation: C) Mana!ers are bein! assiste" by mana!er self-ser6ice, the use of soft#are, an"
the corporate net#ork to automate paper-base" human resource processes that re3uire a
mana!ers appro6al, recor"-keepin! or input, an" processes that support the mana!ers &ob.
+6erythin! from recruitment, selection, performance appraisal, to employee "e6elopment has
been automate" to assist line mana!ers in performin! tra"itional () tasks.
*iff: 4 .a!e )ef: 14
Chapter: 1
0kill: Concept
12: 8
%%C0': Fse of =T
A4) 5hich term refers to the use of soft#are to automate paper-base" () processes that re3uire a
mana!ers appro6al an" support the mana!ers &ob7
%) mana!er self-ser6ice
') () information systems
C) mana!er support ser6ice
*) corporate support systems
%ns#er: %
+xplanation: %) Mana!ers are bein! assiste" by mana!er self-ser6ice, the use of soft#are, an"
the corporate net#ork to automate paper-base" human resource processes that re3uire a
mana!ers appro6al, recor"-keepin! or input, an" processes that support the mana!ers &ob.
*iff: 1 .a!e )ef: 14
Chapter: 1
0kill: Concept
12: 8
A8) 5hat is the best term for a top-le6el mana!er #ho reports "irectly to the corporations chief
executi6e officer @C+2) or to the hea" of a ma&or "i6ision7
%) executi6e
') !eneralist
C) specialist
*) contractor
%ns#er: %
+xplanation: %) %n executi6e is a top-le6el mana!er #ho reports "irectly to the corporations
chief executi6e officer @C+2) or to the hea" of a ma&or "i6ision. % !eneralist, #ho may be an
executi6e, performs tasks in a 6ariety of ()-relate" areas. % specialist may be an () executi6e,
mana!er, or nonmana!er #ho is typically concerne" #ith only one of the fi6e functional areas of
()M.
*iff: 1 .a!e )ef: 14
Chapter: 1
0kill: Concept
12: :
A:) % human resource !eneralist normally performs tasks $$$$$$$$.
%) for only entry le6el positions an" employees
') for either compensation or labor relations
C) in fe#er than three functional areas
*) in a 6ariety of ()-relate" areas
%ns#er: *
+xplanation: *) % !eneralist, #ho may be an executi6e, performs tasks in a 6ariety of ()-
relate" areas. % specialist is typically concerne" #ith only one of the fi6e functional areas of
()M.
*iff: / .a!e )ef: 14
Chapter: 1
0kill: Concept
12: :
A>) % person #ho may be an executi6e an" performs tasks in a 6ariety of ()-relate" areas is
best kno#n as a $$$$$$$$.
%) specialist
') mana!er
C) !eneralist
*) super6isor
%ns#er: C
+xplanation: C) % !eneralist, #ho may be an executi6e, performs tasks in a 6ariety of ()-
relate" areas. % specialist may be an () executi6e, mana!er, or nonmana!er #ho is typically
concerne" #ith only one of the fi6e functional areas of ()M.
*iff: 1 .a!e )ef: 14
Chapter: 1
0kill: Concept
12: :
A?) % human resource specialist may be #hich of the follo#in!7
%) trainin! mana!er
') compensation analyst
C) recruiter
*) any of the abo6e
%ns#er: *
+xplanation: *) % specialist is typically concerne" #ith only one of the fi6e functional areas of
()M. Trainin! mana!ers, compensation analysts, an" recruiters #oul" be () specialists
because they speciali-e in one () function.
*iff: / .a!e )ef: 14
Chapter: 1
0kill: Concept
12: :
AA) 5hich of the follo#in! positions #oul" be consi"ere" a human resource specialist7
%) human resource mana!er
') compensation mana!er
C) 6ice presi"ent human resources
*) marketin! mana!er
%ns#er: '
+xplanation: ') % specialist is typically concerne" #ith only one of the fi6e functional areas of
()M. % compensation mana!er focuses only on compensation, #hile () mana!ers an"
executi6es are in6ol6e" in multiple () functions.
*iff: / .a!e )ef: 14
Chapter: 1
0kill: Concept
12: :
AB) +rin is a benefits analyst #ith a lar!e accountin! firm. +rin is most likely #hich type of
employee7
%) executi6e
') !eneralist
C) specialist
*) contractor
%ns#er: C
+xplanation: C) % specialist is typically concerne" #ith only one of the fi6e functional areas of
()M. +rin focuses exclusi6ely on benefits, so she is a specialist.
*iff: / .a!e )ef: 14
Chapter: 1
0kill: %pplication
12: :
B;) Coanna is the 6ice presi"ent of in"ustrial relations at )eese +nterprises. 5hich t#o ()
"esi!nations best cate!ori-e Coanna7
%) !eneralist an" specialist
') executi6e an" !eneralist
C) executi6e an" specialist
*) mana!er an" !eneralist
%ns#er: C
+xplanation: C) % specialist may be an () executi6e, mana!er, or nonmana!er #ho is typically
concerne" #ith only one of the fi6e functional areas of ()M. =n this case, Coanna focuses on
in"ustrial relations, #hich means she is a specialist, but she is also a 6ice presi"ent, #hich makes
her an executi6e.
*iff: / .a!e )ef: 14
Chapter: 1
0kill: %pplication
12: :
B1) )ob is the Jice .resi"ent of (uman )esources at )os#ell Manufacturin!. 5hich t#o ()
"esi!nations best cate!ori-e )ob7
%) specialist an" !eneralist
') executi6e an" !eneralist
C) executi6e an" specialist
*) mana!er an" specialist
%ns#er: '
+xplanation: ') % !eneralist, #ho may be an executi6e, performs tasks in a 6ariety of ()-
relate" areas. % specialist is typically concerne" #ith only one of the fi6e functional areas of
()M. %s 6ice presi"ent of (), )ob is both an executi6e an" a !eneralist.
*iff: / .a!e )ef: 14
Chapter: 1
0kill: %pplication
12: :
B/) 5hen the first e"ition of your text #as #ritten, #hat #as the title of the book7
%) Human Resource Management
') Personnel: The Management of Human Resources
C) Managing Personnel in the Twentieth Centur
*) Workforce Management
%ns#er: '
+xplanation: ') The title of the book says much about the () e6olution. =n the first e"ition, this
text #as title" Personnel: The Management of Human Resources! an" the focus #as more on
personnel as a staff or a"6isory function. 'y the fourth e"ition, the title of the book ha" chan!e"
to Human Resource Management! an" a more !eneral mana!ement focus #as e6ol6in!.
*iff: 1 .a!e )ef: 18
Chapter: 1
0kill: Concept
12: >
B4) (o# has () mana!ement e6ol6e" in the last 4; years7
%) mo6in! to#ar"s a narro#er focus on personnel
') focusin! more on a"ministrati6e tasks
C) focusin! more on strate!ic plannin!
*) mo6in! to#ar"s a #i"er focus on trainin!
%ns#er: C
+xplanation: C) =n the past, () focuse" exclusi6ely on personnel an" associate" a"ministrati6e
tasks. 5ith the increase of automation an" technolo!y, () mana!ers ha6e more time to assist
#ith strate!ic an" business plannin!.
*iff: 4 .a!e )ef: 18
Chapter: 1
0kill: Concept
12: >
B8) 5hich of the follo#in! is the 1+%0T likely reason that the role of the () mana!er has
chan!e" in the last 4; years7
%) or!ani-ational culture
') employee leasin!
C) outsourcin!
*) automation
%ns#er: %
+xplanation: %) +mployee leasin!, outsourcin!, an" technolo!y ha6e chan!e" the role of ()
mana!ers by allo#in! them more time to focus on strate!ic plannin!E most a"ministrati6e tasks
are either bein! han"le" externally or throu!h self-mana!ement systems. 2r!ani-ational culture
has ha" the least effect on () mana!ement.
*iff: / .a!e )ef: 11, 1/, 1:
Chapter: 1
0kill: 0ynthesis
12: 8, >
B:) The set of 6alues, symbols, beliefs, lan!ua!es, an" norms that !ui"e human beha6ior #ithin
a country is the countrys $$$$$$$$.
%) attitu"e
') culture
C) system
*) ethics
%ns#er: '
+xplanation: ') % countrys culture is the set of 6alues, symbols, beliefs, lan!ua!es, an" norms
that !ui"e human beha6ior #ithin the country. =t is learne" beha6ior that "e6elops as in"i6i"uals
!ro# from chil"hoo" to a"ulthoo". Companies operatin! in the !lobal en6ironment reco!ni-e
that national cultures "iffer an" that such "ifferences cannot be i!nore".
*iff: 1 .a!e )ef: 1?
Chapter: 1
0kill: Concept
12: ?
B>) % countrys $$$$$$$$ is learne" beha6ior that "e6elops as in"i6i"uals !ro# from chil"hoo"
to a"ulthoo".
%) or!ani-ation
') orientation
C) lan!ua!e
*) culture
%ns#er: *
+xplanation: *) % countrys culture is the set of 6alues, symbols, beliefs, lan!ua!es, an" norms
that !ui"e
human beha6ior #ithin the country. =t is learne" beha6ior that "e6elops as in"i6i"uals !ro# from
chil"hoo" to a"ulthoo".
*iff: 1 .a!e )ef: 1?
Chapter: 1
0kill: Concept
12: ?
B?) =n or"er to achie6e maximum effecti6eness in a !lobal business en6ironment, it is most
important for () mana!ers to $$$$$$$$.
%) reco!ni-e cultural "ifferences
') con"uct fre3uent appraisals
C) implement screenin! tests
*) speak many lan!ua!es
%ns#er: %
+xplanation: %) )eco!ni-in! the cultural "ifferences present in a #orkplace can help mana!ers
achie6e maximum effecti6eness. (i!hly e"ucate" forei!ners are comin! to the Fnite" 0tates an"
F.0. mana!ers must be attune" to the cultural "ifferences they brin! to the #orkplace.
*iff: / .a!e )ef: 1?
Chapter: 1
0kill: Concept
12: ?
%%C0': Multicultural an" *i6ersity
BA) <or a mana!er, it is important to reali-e that a monochronic employee is one #ho most likely
$$$$$$$$.
%) focuses on flexibility
') promotes team#ork
C) takes "ea"lines seriously
*) un"erstan"s other cultures
%ns#er: C
+xplanation: C) Monochronic people !o from point to point an" take "ea"lines seriously.
.olychronic people "ont necessarily #ork in a strai!htfor#ar" manner because they 6ie#
context as more important than content. .olychronic people ten" to be more easily "istracte",
an" their commitment to "ea"lines may not be as important.
*iff: / .a!e )ef: 1?
Chapter: 1
0kill: Concept
12: ?
BB) 5hich of the follo#in! characteristics of an employee is 1+%0T likely to be affecte" by the
employees culture7
%) intelli!ence
') interaction
C) loyalty
*) punctuality
%ns#er: %
+xplanation: %) Cultural "ifferences re6eal themsel6es in e6erythin! from the #orkplace
en6ironments to 6ery "i6er!ent concepts of time, space, an" social interaction. 1oyalty to#ar"s
the employer an" punctuality are cultural aspects of an employee. (o#e6er, culture is least likely
to ha6e a noticeable impact on an employees kno#le"!e an" skills.
*iff: / .a!e )ef: 1?
Chapter: 1
0kill: Concept
12: ?
1;;) K.MH most likely encoura!es its employees to take international &ob rotations so that
employees #ill $$$$$$$$.
%) ne!otiate contracts #ith forei!n firms
') recruit international #orkers
C) learn about "ifferent cultures
*) recei6e forei!n tax cre"its
%ns#er: C
+xplanation: C) )eco!ni-in! the importance of employees un"erstan"in! the !lobal
en6ironment, K.MH member firms are encoura!in! their people to take short- an" lon!-term
international &ob rotations throu!h a re6itali-e" rotation pro!ram calle" Hlobal 2pportunities, or
H2. 'y li6in! an" #orkin! in another country, employees "e6elop a !reater appreciation for
"ifferent cultures an" the "ifferent #ays in #hich people mana!e an" !ro# their business.
*iff: / .a!e )ef: 1?
Chapter: 1
0kill: Concept
12: ?
True/<alse an" +ssay Questions
1) +mployer bran"in! refers to the firms corporate ima!e or culture.
%ns#er: T)F+
+xplanation: +mployer bran"in! is the firms corporate ima!e or culture create" to attract an"
retain the type of employees the firm is seekin!.
*iff: 1 .a!e )ef: /
Chapter: 1
0kill: Concept
12: 1
/) +mployment bran"in! is an extension of the marketin! "epartment an" has limite" impact on
recruitment an" retention.
%ns#er: <%10+
+xplanation: +mployer bran"in! has become a ma&or recruitment an" retention strate!y. 5ith
employer bran"in!, e6eryone in the company #orks to promote the ima!e of the firm not &ust
one "epartment.
*iff: / .a!e )ef: /
Chapter: 1
0kill: Concept
12: 1
4) 2nly lar!e #ell-kno#n firms ha6e employer bran"in!E small businesses "o not.
%ns#er: <%10+
+xplanation: %ll companies ha6e a bran", #hich is the firms ima!e or culture that attracts an"
retains employees.
*iff: / .a!e )ef: /-4
Chapter: 1
0kill: Concept
12: 1
8) (uman resource mana!ement @()M) is the utili-ation of in"i6i"uals to achie6e or!ani-ational
ob&ecti6es.
%ns#er: T)F+
+xplanation: (uman resource mana!ement @()M) is the utili-ation of in"i6i"uals to achie6e
or!ani-ational
ob&ecti6es. 'asically, all mana!ers !et thin!s "one throu!h the efforts of others. Conse3uently,
mana!ers at e6ery le6el must concern themsel6es #ith ()M.
*iff: 1 .a!e )ef: 8
Chapter: 1
0kill: Concept
12: 1
:) 0taffin! is the process throu!h #hich an or!ani-ation ensures that it al#ays has the proper
number of employees #ith the appropriate skills in the ri!ht &obs, at the ri!ht time, to achie6e the
or!ani-ations ob&ecti6es.
%ns#er: T)F+
+xplanation: 0taffin! is the process throu!h #hich an or!ani-ation ensures that it al#ays has the
*iff: / .a!e )ef: 8
Chapter: 1
0kill: Concept
12: /
>) 0taffin! in6ol6es &ob analysis, human resource plannin!, recruitment, an" selection.
%ns#er: T)F+
+xplanation: 0taffin! is the process throu!h #hich an or!ani-ation ensures that it al#ays has the
*iff: / .a!e )ef: 8
Chapter: 1
0kill: Concept
12: /
?) (uman resource plannin! is the systematic process of "eterminin! the skills, "uties, an"
kno#le"!e re3uire" for performin! &obs in an or!ani-ation.
%ns#er: <%10+
+xplanation: (uman resource "e6elopment is a ma&or ()M function consistin! not only of
"e6elopment, an" performance mana!ement an" appraisal. () plannin! in6ol6es matchin!
internal an" external supplies of people #ith &ob openin!s o6er a certain perio" of time.
*iff: / .a!e )ef: :
Chapter: 1
0kill: Concept
12: /
A) )ecruitment is the process of attractin! 3ualifie" in"i6i"uals an" encoura!in! them to apply
for #ork #ith the or!ani-ation.
%ns#er: T)F+
+xplanation: )ecruitment is the process of attractin! in"i6i"uals on a timely basis, in sufficient
numbers, an" #ith appropriate 3ualifications, to apply for &obs #ith an or!ani-ation.
*iff: 1 .a!e )ef: 8
Chapter: 1
0kill: Concept
12: /
B) 0taffin! is the process throu!h #hich the or!ani-ation chooses, from a !roup of applicants,
those in"i6i"uals best suite" both for open positions an" for the company.
%ns#er: <%10+
+xplanation: 0election is the process of choosin! from a !roup of applicants the in"i6i"ual best
suite" for a particular position an" the or!ani-ation. 0election is an aspect of staffin!.
*iff: 1 .a!e )ef: 8-:
Chapter: 1
0kill: Concept
12: /
1;) (uman resource "e6elopment in6ol6es trainin!, career plannin!, or!ani-ation "e6elopment,
an" performance mana!ement.
%ns#er: T)F+
+xplanation: (uman resource "e6elopment is a ma&or ()M function consistin! not only of
"e6elopment, an" performance mana!ement an" appraisal.
*iff: 1 .a!e )ef: :
Chapter: 1
0kill: Concept
12: /
11) Trainin! primarily focuses on the lon!-term career nee"s of employees.
%ns#er: <%10+
+xplanation: Trainin! is "esi!ne" to pro6i"e learners #ith the kno#le"!e an" skills nee"e" for
their present &obs. *e6elopment in6ol6es learnin! that !oes beyon" to"ays &ob an" has a more
lon!-term focus.
*iff: 1 .a!e )ef: :
Chapter: 1
0kill: Concept
12: /
1/) *e6elopment in6ol6es learnin! that !oes beyon" an employees present &ob.
%ns#er: T)F+
+xplanation: *e6elopment in6ol6es learnin! that !oes beyon" to"ays &ob an" has a more lon!-
term focus. Trainin! is "esi!ne" to pro6i"e learners #ith the kno#le"!e an" skills nee"e" for
their present &obs.
*iff: 1 .a!e )ef: :
Chapter: 1
0kill: Concept
12: /
14) Career plannin! is a formal approach use" by the or!ani-ation to ensure that people #ith the
proper 3ualifications an" experiences are a6ailable #hen nee"e".
%ns#er: <%10+
+xplanation: Career plannin! is an on!oin! process #hereby an in"i6i"ual sets career !oals an"
i"entifies the means to achie6e them. Career "e6elopment is a formal approach use" by the
or!ani-ation to ensure that people #ith the proper 3ualifications an" experiences are a6ailable
#hen nee"e".
*iff: / .a!e )ef: :
Chapter: 1
0kill: Concept
12: /
18) 2r!ani-ation "e6elopment is the planne" an" systematic attempts to chan!e the or!ani-ation,
typically to a more beha6ioral en6ironment.
%ns#er: T)F+
+xplanation: 2r!ani-ation "e6elopment @2*) is planne" an" systematic attempts to chan!e the
or!ani-ation, typically to a more beha6ioral en6ironment. 2* applies to an entire system, such
as a company or a plant.
*iff: 1 .a!e )ef: :
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1:) .erformance mana!ement is a formal system of re6ie# an" e6aluation of in"i6i"ual or team
task performance.
%ns#er: <%10+
+xplanation: .erformance appraisal is a formal system of re6ie# an" e6aluation of in"i6i"ual or
team task performance. .erformance mana!ement is a !oal-oriente" process that is "irecte"
to#ar" ensurin! that or!ani-ational processes are in place to maximi-e the pro"ucti6ity of
employees, teams, an" ultimately, the or!ani-ation.
*iff: / .a!e )ef: :
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1>) 'enefits is the pay that a person recei6es in the form of #a!es, salaries, commissions, an"
bonuses.
%ns#er: <%10+
+xplanation: *irect financial compensation is the pay that a person recei6es in the form of
#a!es, salaries, commissions, an" bonuses. =n"irect financial compensation, #hich is also kno#n
as benefits, refers to the financial re#ar"s that are not inclu"e" in "irect compensation, such as
pai" 6acations, sick lea6e, holi"ays, an" me"ical insurance.
*iff: / .a!e )ef: >
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1?) +mployee health an" safety are a primary concern for businesses because of numerous
fe"eral an" state la#s.
%ns#er: T)F+
+xplanation: 0afety in6ol6es protectin! employees from in&uries cause" by #ork-relate"
acci"ents. (ealth refers to the employees free"om from physical or emotional illness. To"ay,
because of fe"eral an" state le!islation that reflects societal concern, most or!ani-ations ha6e
become attenti6e to their employees safety an" health.
*iff: / .a!e )ef: >
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1A) To"ay, most firms #oul" prefer ha6in! employees belon! to unions because the unions
han"le health benefits.
%ns#er: <%10+
+xplanation: 'usinesses are re3uire" by la# to reco!ni-e a union an" bar!ain #ith it in !oo"
faith if the firms employees #ant the union to represent them. =n the past, this relationship #as
an accepte" #ay of life for many employers, but most firms to"ay #oul" rather ha6e a union-free
en6ironment.
*iff: / .a!e )ef: >
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1B) =n"ustrial relations re3uires () specialists to ne!otiate #ith competin! businesses for market
share.
%ns#er: <%10+
+xplanation: 5hen a labor union represents a firms employees, the human resource acti6ity is
often referre" to as in"ustrial relations, #hich han"les the &ob of collecti6e bar!ainin!.
*iff: 1 .a!e )ef: >
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/;) (uman resource research is a "istinct ()M function that re3uires a special "epartment in
most lar!e firms.
%ns#er: <%10+
+xplanation: %lthou!h human resource research is not a "istinct ()M function, it per6a"es all
functional areas, an" the researchers laboratory is the entire #ork en6ironment. <irms "o not
typically ha6e specifie" () research "epartments.
*iff: / .a!e )ef: >
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0kill: Concept
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/1) %ll ()M functional areas are hi!hly interrelate".
%ns#er: T)F+
+xplanation: %ll ()M functional areas are hi!hly interrelate". Mana!ement must reco!ni-e that
"ecisions in one area #ill affect other areas.
*iff: 1 .a!e )ef: >
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//) <e"eral la#s, society, an" politics are external en6ironmental factors, but sharehol"ers,
customers, an" unions are internal en6ironmental factors that affect a firms human resources.
%ns#er: <%10+
+xplanation: <actors outsi"e an or!ani-ations boun"aries that affect a firms human resources
make up the external en6ironment. +xternal factors inclu"e the le!al consi"erations, labor
market, society, political parties, unions, sharehol"ers, competition, customers, technolo!y, the
economy, an" unanticipate" e6ents.
*iff: / .a!e )ef: ?
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0kill: Concept
12: 4
/4) 0ociety pressures a firms ()M by expectin! corporate social responsibility an" ethical
"ecision-makin!.
%ns#er: T)F+
+xplanation: 0ociety may also exert pressure on ()M. The public is no lon!er content to
accept, #ithout 3uestion, the actions of business. To remain acceptable to the !eneral public, a
firm must accomplish its purpose #hile complyin! #ith societal norms. Corporate social
responsibility is the implie", enforce", or felt obli!ation of mana!ers, actin! in their official
capacity, to ser6e or
protect the interests of !roups other than themsel6es.
*iff: / .a!e )ef: A
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/8) %lthou!h sharehol"ers in6est money in a firm, they ha6e 6ery little influence on
mana!ement.
%ns#er: <%10+
+xplanation: 'ecause sharehol"ers, or stockhol"ers, ha6e in6este" money in the firm, they may
at times challen!e pro!rams consi"ere" by mana!ement to be beneficial to the or!ani-ation.
0tockhol"ers are #iel"in! increasin! influence, an" mana!ement may be force" to &ustify the
merits of a particular pro!ram in terms of ho# it #ill affect future pro&ects, costs, re6enues,
profits, an" e6en benefits to society as a #hole.
*iff: / .a!e )ef: A
Chapter: 1
0kill: Concept
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/:) =n a sur6ey of more than 1,;;; C+2s #orl"#i"e, A4 percent ranke" chan!in! technolo!y as
the most si!nificant issue they face.
%ns#er: T)F+
+xplanation: The "e6elopment of technolo!y has create" ne# roles for () professionals but
also places a""itional pressures on them to keep abreast of the technolo!y. =n a sur6ey of more
than 1,;;; C+2s #orl"#i"e, A4 percent ranke" chan!e as the most important issue confrontin!
their or!ani-ation.
*iff: 1 .a!e )ef: 1;
Chapter: 1
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/>) %lthou!h most lar!e firms use () information systems to han"le benefits a"ministration,
recruitment an" le!al compliance tasks ha6e not yet been automate".
%ns#er: <%10+
+xplanation: To"ay, mainstay () responsibilities such as recruitment, selection, o6ersi!ht of
le!al an" re!ulatory compliance, benefits a"ministration, an" the safe!uar"in! of confi"ential
employee information cannot be carrie" out effecti6ely #ithout ()=0.
*iff: / .a!e )ef: 1;
Chapter: 1
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%%C0': Fse of =T
/?) %s a result of the economic recession, () "epartments ha6e expan"e" to han"le the
o6er#helmin! tasks of implementin! C2')% plans an" "o#nsi-in! #orkforces.
%ns#er: <%10+
+xplanation: The recession of /;;A/1; cause" () "epartments to "eal #ith such areas as hirin!
free-es, re"uction in force, an" plannin! lar!e-scale terminations. () "epartments continue to be
aske" to "o more #ith less, an" others are no# accomplishin! certain () functions. Many ()
"epartments continue to !et smaller because others outsi"e the () "epartment are no#
performin! certain functions.
*iff: / .a!e )ef: 1;-11
Chapter: 1
0kill: Concept
12: 8
/A) % human resource mana!er is an in"i6i"ual #ho normally acts in an a"6isory or staff
capacity by assistin! other mana!ers #ith () issues.
%ns#er: T)F+
+xplanation: Tra"itionally, a human resource mana!er #as an in"i6i"ual #ho normally acte" in
an a"6isory or staff capacity, #orkin! #ith other mana!ers to help them "eal #ith () matters.
The () mana!er #as primarily responsible for coor"inatin! the mana!ement of human
resources to help the or!ani-ation achie6e its !oals.
*iff: 1 .a!e )ef: 11
Chapter: 1
0kill: Concept
12: 8
/B) 2utsourcin! is the process of hirin! an external pro6i"er to "o the #ork that #as pre6iously
"one internally.
%ns#er: T)F+
+xplanation: () outsourcin! @()2) is the process of hirin! external () professionals to "o the
() #ork that #as pre6iously "one internally. () outsourcin! focuses primarily on routine,
transaction-oriente" processes an" clerical #ork.
*iff: 1 .a!e )ef: 11
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0kill: Concept
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4;) 'usiness process outsourcin! in6ol6es transferrin! one element of a business process, such
as benefits a"ministration, to a thir" party.
%ns#er: <%10+
+xplanation: 'usiness process outsourcin! @'.2) represents the transfer of the ma&ority of ()
ser6ices to a thir" party. 5ith "iscrete ser6ices, one element of a business process or a sin!le set
of hi!h-6olume repetiti6e functions is outsource" to a thir" party. 'enefits ha6e been the () task
most likely to be outsource" #ith "iscrete ser6ices.
*iff: / .a!e )ef: 1/
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41) % share" ser6ice center @00C), also kno#n as a center of expertise, takes routine, transaction-
base" acti6ities "isperse" throu!hout the or!ani-ation an" consoli"ates them in one place.
%ns#er: T)F+
+xplanation: % share" ser6ice center @00C), also kno#n as a center of expertise, takes routine,
transaction base" acti6ities "isperse" throu!hout the or!ani-ation an" consoli"ates them in one
place. <or example, a company #ith /; strate!ic business units coul" consoli"ate routine ()
tasks an" perform them in one location. 0hare" ser6ice centers pro6i"e an alternati6e to ()
outsourcin! an" can often pro6i"e the same cost sa6in!s an" customer ser6ice.
*iff: 1 .a!e )ef: 1/
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4/) %lthou!h share" ser6ices centers are an alternati6e to () outsourcin!, 00Cs re3uire
a""itional () professionals, #hich increases their associate" costs.
%ns#er: <%10+
+xplanation: 0hare" ser6ice centers pro6i"e an alternati6e to () outsourcin! an" can often
pro6i"e the same cost sa6in!s an" customer ser6ice. <e#er () professionals are nee"e" #hen
share" ser6ice centers are use", resultin! in si!nificant cost sa6in!s.
*iff: / .a!e )ef: 1/
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0kill: Concept
12: 8
44) 0hare" ser6ice centers typically han"le tasks associate" #ith benefits an" pension
a"ministration, payroll, an" relocation assistance, but succession plannin! an" !lobal trainin!
acti6ities remain the responsibility of the firms () "epartment.
%ns#er: <%10+
+xplanation: The most common () functions that use 00Cs are benefits an" pension
a"ministration, payroll, relocation assistance an" recruitment support, !lobal trainin! an"
"e6elopment, succession plannin!, an" talent retention.
*iff: / .a!e )ef: 1/
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12: 8
48) 'illin!s Manufacturin! has ma"e the "ecision to use a professional employer or!ani-ation.
%s a result, 'illin!s #ill release its employees, #ho #ill then be hire" by the .+2.
%ns#er: T)F+
+xplanation: % professional employer or!ani-ation @.+2) is a company that leases employees
to other businesses. 5hen a "ecision is ma"e to use a .+2, the company releases its employees,
#ho are then hire" by the .+2. The .+2 then mana!es the a"ministrati6e nee"s associate" #ith
employees.
*iff: / .a!e )ef: 1/
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0kill: %pplication
12: 8
4:) % primary a"6anta!e to firms that use .+2s is offerin! a #i"er selection of benefits to
#orkers at a consi"erably lo#er cost.
%ns#er: T)F+
+xplanation: .+2s ha6e a"6anta!es for employees. 'ecause they pro6i"e #orkers for many
companies, they often en&oy economies of scale that permit them to offer a #i"er selection of
benefits at consi"erably lo#er cost, because of the lar!e numbers of employees in their pools.
*iff: / .a!e )ef: 1/
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0kill: Concept
12: 8
4>) The primary "isa"6anta!e of usin! a .+2 is "ecrease" employee loyalty, #hich is #hy
employee leasin! is "eclinin! in popularity.
%ns#er: <%10+
+xplanation: % potential "isa"6anta!e to the client is erosion of employee loyalty because
#orkers recei6e pay an" benefits from the leasin! company. )e!ar"less of any shortcomin!s, use
of employee leasin! is !ro#in!.
*iff: / .a!e )ef: 14
Chapter: 1
0kill: Concept
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4?) =n"i6i"uals "irectly in6ol6e" in accomplishin! the primary purpose of the or!ani-ation are
line mana!ers.
%ns#er: T)F+
+xplanation: =n"i6i"uals "irectly in6ol6e" in accomplishin! the primary purpose of the
or!ani-ation are line mana!ers. %s the tra"itional #ork of () mana!ers "iminishes, line
mana!ers are steppin! up an" performin! some "uties typically "one by human resource
professionals.
*iff: 1 .a!e )ef: 14
Chapter: 1
0kill: Concept
12: 8
4A) )ichar" #orks as an ()!eneralist at a furniture manufacturin! firm, so he focuses on a
sin!le functional area of human resources.
%ns#er: <%10+
+xplanation: % !eneralist performs tasks in a 6ariety of ()-relate" areas an" is in6ol6e" in
se6eral, or all, of the fi6e ()M functions. % specialist is typically concerne" #ith only one of
the fi6e functional areas of ()M, so )ichar" is a specialist rather than a !eneralist.
*iff: / .a!e )ef: 14
Chapter: 1
0kill: %pplication
12: :
4B) =n the past, in"i6i"uals #ho #orke" in the fiel" of human resources #ere kno#n as #elfare
secretaries an" employment clerks an" #ere place" at the bottom of the corporate hierarchy.
%ns#er: T)F+
+xplanation: Dot many "eca"es a!o, people en!a!e" in human resource #ork ha" titles such as
#elfare secretary an" employment clerk. Their "uties #ere rather restricti6e an" often "ealt only
#ith such items as #orkers #a!es, minor me"ical problems, recreation, an" housin!. () as a
profession #as !enerally hel" in lo# esteem, an" its or!ani-ational position #as typically near
the bottom of the hierarchy.
*iff: / .a!e )ef: 18
Chapter: 1
0kill: Concept
12: >
8;) %s a result of outsourcin! an" technolo!y, the fi6e () functions ha6e been re"uce" to four
in most firms.
%ns#er: <%10+
+xplanation: %lthou!h line mana!ers, () outsourcin!, () share" ser6ice centers, an"
professional employer or!ani-ations are no# han"lin! many of the tra"itional () tasks, the fi6e
() functions must still be accomplishe". The manner in #hich the functions are han"le" has
chan!e" but not the number of functions.
*iff: / .a!e )ef: 1:
Chapter: 1
0kill: Concept
12: ?
81) 5hat is human resource mana!ement7 5hat are the fi6e functional areas of ()M7
%ns#er: (uman resource mana!ement @()M) is the utili-ation of in"i6i"uals to achie6e
or!ani-ational ob&ecti6es. 'asically, all mana!ers !et thin!s "one throu!h the efforts of others.
Conse3uently, mana!ers at e6ery le6el must concern themsel6es #ith ()M. <i6e functional
areas are associate" #ith effecti6e ()M: staffin!, human resource "e6elopment, compensation,
safety an" health, an" employee an" labor relations.
*iff: 4 .a!e )ef: 8
Chapter: 1
0kill: 0ynthesis
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8/) =n a brief essay, "iscuss the staffin! function of ()M an" the external en6ironmental factors
that affect staffin!.
%ns#er: 0taffin! is the process throu!h #hich an or!ani-ation ensures that it al#ays has the
recruitment, an" selection. +xternal en6ironmental factors that affect staffin! inclu"e the labor
market, competition, an" la#s. The labor market is al#ays chan!in!, an" these shifts ine6itably
cause chan!es in the #orkforce of an or!ani-ation. % firm also must maintain a supply of
competent employees if it is to succee", !ro#, an" prosper. 'ut other or!ani-ations are also
competin! for that same ob&ecti6e. % firms ma&or task is to ensure that it obtains an" retains a
sufficient number of employees in 6arious career fiel"s to allo# it to compete effecti6ely.
%nother si!nificant external force affectin! staffin! relates to fe"eral, state, an" local le!islation
an" the many court "ecisions interpretin! this le!islation. These le!al consi"erations affect
6irtually the entire spectrum of human resource policies.
*iff: 4 .a!e )ef: 8, ?-A
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0kill: 0ynthesis
12: /, 4
84) 5hat technolo!y assists () professionals7 (o# has technolo!y altere" the ()
or!ani-ation7
%ns#er: 5ith the increase" sophistication of technolo!y has come the ability to "esi!n more
useful human resource information systems @()=0). % ()=0 is any or!ani-e" approach for
obtainin! rele6ant an" timely information on #hich to base human resource "ecisions. Think of
an ()=0 as an umbrella for mer!in! the 6arious subsystems, such as applicant trackin! systems,
online assessment, an" automate" reference checkin!. To"ay, mainstay () responsibilities such
as recruitment, selection, o6ersi!ht of le!al an" re!ulatory compliance, benefits a"ministration,
an" the safe!uar"in! of confi"ential employee information cannot be carrie" out effecti6ely
#ithout ()=0. 1ine mana!ers, () outsourcin!, () share" ser6ice centers, an" professional
employer or!ani-ations are no# han"lin! many of the tra"itional () tasks because of
technolo!y. =n a""ition, many acti6ities associate" #ith staffin! ha6e been automate", so line
mana!ers can be more in6ol6e" in the selection process.
*iff: 4 .a!e )ef: 1;, 1:
Chapter: 1
0kill: 0ynthesis
12: 4, ?
%%C0': Fse of =T
88) =n a brief essay, "iscuss the 6arious () classifications. (o# "o these classifications "iffer
from () classifications from 4; years a!o7 5hat is the best explanation for this "ifference7
%ns#er: Jarious "esi!nations are use" #ithin the human resource professionE amon! these are
() executi6es, !eneralists, an" specialists. %n executi6e is a top-le6el mana!er #ho reports
"irectly to the corporations C+2 or to the hea" of a ma&or "i6ision. % !eneralist performs tasks
in se6eral, or all, of the fi6e ()M functions. % specialist is typically concerne" #ith only one of
the fi6e functional areas of ()M. Thirty years a!o, people en!a!e" in human resource #ork ha"
titles such as #elfare secretary an" employment clerk. Their "uties #ere rather restricti6e an"
often "ealt only #ith such items as #orkers #a!es, minor me"ical problems, recreation, an"
housin!. .ersonnel, as human resources #as most commonly calle", as a profession #as
!enerally hel" in lo# esteem, an" its or!ani-ational position #as typically near the bottom of the
hierarchy. %s more an" more companies use alternati6e means to accomplish () tasks, the role
of the tra"itional () mana!er is "iminishin!. () is no# enterin! into the business of strate!ic
(), focusin! more on the bottom line of the or!ani-ation, an" lea6in! the more a"ministrati6e
tasks to technolo!y or others.
*iff: 4 .a!e )ef: 14-1:
Chapter: 1
0kill: 0ynthesis
12: :, >
8:) 5hat are the tra"itional () functions7 *iscuss the options a6ailable to firms that "o not
#ant their () "epartments to han"le all of these functions.
%ns#er: The fi6e functional areas that are tra"itionally associate" #ith effecti6e ()M are
staffin!, human resource "e6elopment, compensation, safety an" health, an" employee an" labor
relations. () outsourcin!, share" ser6ice centers, an" professional employer or!ani-ations are
a6ailable to firms that "o not #ant their () "epartments to han"le many tra"itional human
resource acti6ities. () outsourcin! is the process of hirin! external () professionals to "o the
() #ork that #as pre6iously "one internally. % share" ser6ice center takes routine, transaction
base" acti6ities "isperse" throu!hout the or!ani-ation an" consoli"ates them in one place. %
professional employer or!ani-ation @.+2) is a company that leases employees to other
businesses. 5hen a "ecision is ma"e to use a .+2, the company releases its employees, #ho are
then hire" by the .+2. The .+2 then mana!es the a"ministrati6e nee"s associate" #ith
employees. =t is the .+2 that pays the employees, salariesE it also pays #orkers compensation
premiums, payroll-relate" taxes, an" employee benefits.
*iff: 4 .a!e )ef: 8, 11-1/
Chapter: 1
0kill: 0ynthesis
12: /, 8
8>) 5hat is a line mana!er an" #hat role "oes a line mana!er play in ()7 5hy "o you think
line mana!ers are in6ol6e" #ith () no# more than in the past7
%ns#er: =n"i6i"uals "irectly in6ol6e" in accomplishin! the primary purpose of the or!ani-ation
are line mana!ers. %s the tra"itional #ork of () mana!ers "iminishes, line mana!ers are
steppin! up an" performin! some "uties typically "one by human resource professionals.
%utomation has assiste" !reatly in this process. Mana!ers are bein! assiste" by mana!er self-
ser6ice, the use of soft#are, an" the corporate net#ork to automate paper-base" human resource
processes that re3uire a mana!ers appro6al, recor"-keepin! or input, an" processes that support
the mana!ers &ob. +6erythin! from recruitment, selection, performance appraisal, to employee
"e6elopment has been automate" to assist line mana!ers in performin! tra"itional () tasks.
*iff: 4 .a!e )ef: 14
Chapter: 1
12: 8
8?) 5hat is the "ifference bet#een employee safety an" employee health7 5hat external
en6ironmental factors affect () policies an" proce"ures re!ar"in! employee safety an" health7
%ns#er: 0afety in6ol6es protectin! employees from in&uries cause" by #ork-relate" acci"ents.
(ealth refers to the employees free"om from physical or emotional illness. These aspects of the
&ob are important because employees #ho #ork in a safe en6ironment an" en&oy !oo" health are
more likely to be pro"ucti6e an" yiel" lon!-term benefits to the or!ani-ation. +xternal
en6ironmental factors such as fe"eral an" state le!islation affect ho# or!ani-ations a""ress
employees safety an" health.
*iff: 4 .a!e )ef: >-A
Chapter: 1
0kill: 0ynthesis
12: /, 4
8A) 5hat is () research7 5hy #oul" () research be important for a firm7
%ns#er: %lthou!h human resource research is not a "istinct ()M function, it per6a"es all
functional areas, an" the researchers laboratory is the entire #ork en6ironment. <or instance, a
stu"y relate" to recruitment may su!!est the type of #orker most likely to succee" in a particular
firm. )esearch on &ob safety may i"entify the causes of certain #ork-relate" acci"ents. The
reasons for problems such as excessi6e absenteeism or excessi6e !rie6ances may not be rea"ily
apparent. (o#e6er, #hen such problems occur, human resource research can often she" li!ht on
their causes an" offer possible solutions. (uman resource research is clearly an important key to
"e6elopin! the most pro"ucti6e an" satisfie" #orkforce possible.
*iff: 4 .a!e )ef: >
Chapter: 1
12: /
8B) (o# "o society, politics, an" culture affect ()M7 %s an () professional, #hy is it
important to be a#are of these factors7
%ns#er: 0ociety, politics, an" culture exert pressure on ()M. To remain acceptable to the
!eneral public, a firm must accomplish its purpose #hile complyin! #ith societal norms. Closely
relate" to society, but not the same, are political parties. The t#o ma&or political parties in the
Fnite" 0tates often ha6e "ifferin! opinions on human resource topics. 2n a !lobal perspecti6e,
countries chan!e !o6ernments from time to time #hich may affect ho# human resource
mana!ement is practice". )eco!ni-in! the cultural "ifferences present in a #orkplace can also
help mana!ers achie6e maximum effecti6eness. Cultural "ifferences bet#een countries influence
!lobal business. This bor"erless #orl" a""s "ramatically to the "ifficulty of mana!in! human
capital. Cultural "ifferences re6eal themsel6es in e6erythin! from the #orkplace en6ironments to
6ery "i6er!ent concepts of time, space, an" social interaction.
*iff: 4 .a!e )ef: A, 1?
Chapter: 1
12: 4
:;) (o# are firms usin! social net#orkin! sites to accomplish () acti6ities7 5hat is your
opinion of this tren"7
%ns#er: <irms are usin! <acebook, 1inke"=n, an" T#itter for a number of () purposes. 0uch
sites are fre3uently use" for recruitin! an" net#orkin!. 0ocial net#orkin! has e6en been use"
successfully in trainin! an" "e6elopment. =t can help employees locate others #ho are applyin!
ne# skills an" share best practices, "iscuss obstacles an" solutions to application, an" foster
collaboration. 0ocial net#orkin! has also entere" the performance appraisal arena. Hen Y
#orkers #ant fee"back on their performance in real time an" kno# ho# to !et it usin! social
net#orkin! tools such as T#itter an" <acebook.
*iff: 4 .a!e )ef: B
Chapter: 1
12: >
%%C0': Fse of =T

NGG

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