1.

The following are the 4 HR Main Activities except one:

a. Development
b. Maintenance of Human Resources
c. Recruitment
d. Motivation
2. This is one of HR Management's features which includes manpower planning, employment,
placement, training, appraisal, and compensation of employees.
a. Inherent part of management
b. Personnel Activities of functions
c. Recruitment and selection
d. Performance evaluation
3. HR management must be performed _ if the organizational objectives are to be achieved
smoothly
a. Continuously
b. Quarterly
c. Yearly
d. Twice a year
4. This is concerned with initiation of concerned action and stimulating the people to work.
a. Organizing
b. Planning
c. Controlling
d. Directing
5. He said that “the proper or improper use of the different factors of production depends on the
wishes of the human resources.”
a. Robert Owen
b. Peter drucker
c. Paul lazarsfeld
d. Henri fayol
6. Establishing and balancing the new and emerging aspirations and Requirements of the company
and the individual
a. Mediator
b. A facilitator of change
c. Educator
d. Visionary
7. The determination of adequate and equitable remuneration of personnel for their contribution
to organization’s objectives.
a. Compensation to personnel
b. Compensation and benefits
c. Record keeping
d. Development of personnel
8. This provides basic data for establishing standards, makes job analysis and performance
appraisal.
a. Controlling
b. Directing
 c. Organizing
d. Planning
9. Hr management is concerned with the motivation of human resources. The managers should
give attention to the different needs, perceptions and expectations of employees.
a. Basic to all functional areas
b. People centered
c. Pervasive function
d. None of the above
10. Planning is a step taken in determining in advance personnel Requirements, personnel
programs, policies, etc.
a. True
b. False
c. Sometimes true
d. Sometimes false
11. This activity of hr planning deals with preparation of the necessary programs of Requirements,
selection, training, development, utilization, transfer, promotion, motivation and compensation
to ensure that future manpower requirements are properly met.
a. Human resource planning
b. Planning
c. Anticipating manpower problems
d. Forecasting
12. It is the process of determining manpower requirements and the means for meeting those
Requirements in order to carry out the integrated plan of the organization.
a. Estimating manpower gaps
b. Human Resource planning
c. Planning
d. Forecasting
13. This Activity of hr planning deals with projecting present resources into the future and
comparing them with the forecast of Requirements to determine their adequacy, both
quantitatively and qualitatively.
a. Planning
b. Inventory of present manpower resources
c. Anticipating manpower problems
d. Forecasting
14. Step in hr planning that deals with allocation of persons to different departments depending
upon the workload and Requirements of the departments. While allocating manpower to
different departments, care has to be taken to consider appointments based on promotions and
transfers.
a. Forecasting supply of human resources
b. Forecasting demand for human resources
c. Estimating manpower gaps
d. Matching demand and supply
15. This step in hr planning that requires to assess the demand for and supply of human resources
and match both to know shortages and surpluses on both the side in kind and in number. This
will enable the human resource department to know overstaffing or understaffing.
a. Forecasting supply of human resources
b. Forecasting demand for human resources
c. Estimating manpower gaps
d. Matching demand and supply
16. This step in hr planning that compares the demand and supply forecast to reveal either deficit or
surplus of human resources in future.
a. Forecasting supply of human resources
b. Forecasting demand for human resources
c. Estimating manpower gaps
d. Matching demand and supply
17. It is a system that maintain, collect, and analyze data relating to human resources of the
organization. It includes the information relating to employees, their abilities, qualifications,
potentialities, creative instincts, age, pay scales, etc.
a. Systems concept
b. Computerized information system
c. Human resource information system
d. Changing psychosocial system
18. This step in hr planning that focuses on the estimation of the number and type of personnel
required at different levels and in different departments
a. Forecasting demand for human resources
b. Forecasting supply of human resources
c. Estimating manpower gaps
d. Matching demand and supply
19. This activity of hr planning deals with projecting future manpower requirements.
a. Planning
b. Inventory of present manpower resources
c. Anticipating manpower problems
d. Forecasting
20. One of the current interests in hr planning that stresses on changing profile of the work force in
terms of age, sex, literacy, technical inputs and social background that causes implications for
human resources planning.
a. Organizational change
b. Demographic change
c. Technological change
d. Skill shortages
21. It is the search of the prospective employee to suit the job requirements as represented by job
specification- a technique of job analysis.
a. Decide how you’ll use the information
b. Actually analyze the job by collecting data
c. Recruitment
d. Selection
22. It is the first step in the selection process.
a. Application form
b. Test
c. Initial screening
d. Projective test
23. Interview is an oral examination of candidates for employment. The effectiveness of the
interview as a screening device can be improved by taking care of certain aspects, except:
a. The interview should be based on a checklist of what to look for in a candidate.
b. It is not desirable to prepare a specific set of guidelines for the interview.
c. The interviewers need to be trained to evaluate performance in the interview
objectively.
d. The interviewers may use past behavior to predict future behaviors and obtain
additional information.
24. A part of the selection process that may include verification of reference from past teachers,
employers or public men; public men; police verification; and, medical examination.
a. Background investigation
b. Reference check
c. Initial screening
d. Projective test
25. A screening strategy of hr that administers all assessment tools to applicants at the same time,
or at least, all of them are administered before a candidate is eliminated or selected.
a. Multistage selection strategy
b. Personality test
c. Compensatory selection strategy
d. Selection
26. It is announcing job vacancies by means of placing a notice board of the enterprise specifying
the details of the jobs available.
a. Word of mouth
b. Employment agencies
c. Direct recruitment
d. Unsolicited Applications
27. The following are merits of external sources of recruitment, except:
a. Qualified personnel
b. Wider choices
c. Lengthy process
d. Competitive spirit
28. The following are demerits of external sources of recruitment, except:
a. Dissatisfaction among existing staff
b. Costly process
c. Fresh talent
d. Uncertain response
29. It refers to the recruitment from within the company. Examples are promotion, transfer, past
employees and internal advertisements.
a. Internal sources of recruitment
 b. External sources of recruitment
c. Recruitment and selection
d. Management consultant
30. These are applicants introduced by friends and relatives may prove to be a good source of
recruitment.
a. Recommendation
b. walk-ins
c. casual caller
d. labor contractors
31. this is needed when employees are not performing up to a certain standard or at an expected
level of performance.
a. Performance appraisal
b. Recruitment
c. Compensation
d. Training
32. This is an analysis of the job and the Requirements for performing the work.
a. Work analysis/ task analysis
b. Performance analysis
c. Person Analysis
d. Training suitability Analysis
33. An analysis of the business needs or other reasons the training is desired.
a. Content analysis
b. Performance analysis
c. Organizational Analysis
d. Cost-benefit analysis
34. Effective training results in a return of value to the organization that is greater than the initial
investment to produce or administer the training.
a. Training suitability Analysis
b. Organizational Analysis
c. Content analysis
d. cost-benefit analysis
35. this measure how much has the trainee/s knowledge increased as a result of the training.
a. Reaction
b. Learning
c. Results
d. Behaviour
36. This includes outcomes that you or your organization have determined to be good for business,
good for the employees, or good for the bottom line.
a. Reaction
b. Learning
c. Results
d. Behavior
37. better-informed workers are less likely to make operational mistakes.
a. Improving quality
 b. Increasing
c. Improving organizational climate
d. Helping a company fulfill its future personal needs
38. Employees on a personal basis gain individually from their exposure to educational experiences.
a. Increasing productivity
b. Improving organizational climate
c. Personal growth
d. Improving health and safety
39. Under this method, actual work conditions are created in a class room or a workshop.
a. Off-the-job training methods
b. Vestibule training
c. Job rotation
d. On-the-job training methods
40. This type of training is imparted on the job and at the work place where the employee is
expected to perform his duties.
a. Coaching
b. Special projects
c. on-the-job training methods
d. off-the-job training methods
41. this is one of the factors affecting wage and salary administration that is measured in terms of
output per man hour.
a. Demand and supply
b. Organization’s ability to pay
c. Productivity
d. Cost of living
42. This is the first phase of total rewards program where the project team evaluates the company’s
current total rewards system and generates ideas for improving it.
a. Assessment
b. Design
c. Execution
d. Evaluation
43. This includes the cost-of-living adjustments (COLA's), overtime, holiday and other premium
wages, travel and apparel/clothing allowances, and a host of related forms of premiums and
reimbursement.
a. Base pay
b. Wage and salary add-ons
c. Incentive payments
d. Benefits and services
44. This refers to the cash that an employer pays for the work performed and can be classified as
either wages or salaries.
a. Wage and salary add-ons
b. Incentive payments
c. Benefits and services
d. Base pay
45. With the tremendous growth and complexities in organization regarding pay structures the
specific pay model devised by hr practitioner_.
a. Donald kirkpatrick
b. Milkovich
c. Peter drucker
d. Jack welch
46. Which of the following is not a compensation plan component?
a. Fringe benefits
b. Incentives
c. non-financial rewards
d. deferred payment
47. this person and retirement plan specifies the amount an employer will set aside in an
investment fund for the benefit of each employee.
a. defined-compensation plan
b. defined-benefit plan
c. defined-contribution plan
d. defined-incentive plan
48. hourly rates of pay regulated by the labor standards of the department of labor and
employment together with the national wages and productivity committee (NWPC).
a. Wages
b. Salaries
c. Benefits
d. Incentives
49. These are usually paid to managers and professionals, are annual or monthly calculation of pay
that usually have less Relations to hours worked.
a. Wages
b. Salaries
c. Benefits
d. Incentives
50. This was crafted to attract, motivate and retain good and qualified people to accomplish the
Philippine Government’s mission and mandates to encourage personal and career growth, and
to reward good performance and length of service.
a. Compensation administration
b. Pay model
c. Compensation plan
d. Wage and salary administration
51. The process of assessing the performance or progress of an employee, or a group of employees
on the given job, as well as his potential for future development.
a. Performance
b. Performance appraisal
c. Performance management
d. Performance achievement
52. This is the oldest and simplest method of rating. Here, each employee is compared with all
others performing the same job and then he is given a particular rank.
 a. Grading method
b. Manning comparison method
c. Ranking method
d. Graphic rating scale method
53. The continuous process of setting objectives, assessing progress and providing ongoing coaching
and feedback to ensure that employees are meeting their objectives and career goals.
a. Performance
b. Performance appraisal
c. Performance management
d. Performance achievement
54. Employees who receive a poor report from the center may react in negative way.
a. Exam syndrome
b. Adverse effect on potential
c. Poor report
d. Negative reaction
55. This refers to the degree of accomplishment of the tasks that makeup an individual job. It
indicates how well an individual fulfilling the job demands. Performance is measured in terms of
results.
a. Performance
b. Performance appraisal
c. Performance management
d. Performance achievement
56. All are limitations of performance appraisal except one.
a. Time consuming
b. Reliable
c. Incompetence
d. No uniform standards
57. Performance appraisal is not a one-act play. It is rather a process that involves several acts or
steps.
a. A process
b. Systematic assessment
c. Main objective
d. Scientific evaluation
58. All are modern methods of performance appraisal except one.
a. 360 degree appraisal
b. Human asset accounting method
c. Graphic rating scale method
d. Behaviourally anchored rating scales
59. He first gave the concept of MBO to the world in 1954 when his book The Practice of
Management was first published.
a. Peter drucker
b. Elton mayo
c. Max weber
d. Frederick maslow
60. One of the most obvious drawbacks is the examination-taking syndrome solid performance in
day-to-day operations feel suffocated in the stimulated environment.
a. Poor report
b. Negative reactions
c. Adverse effect on potential
d. Exam syndrome
61. The systematic study how job discover its specifications, skills Requirements, etc. For wage-
setting, recruitment, training or job simplification purposes.
a. Job analysis
b. Job design
c. Job
d. Job specification
62. Information about human behaviours the job requires, like sensing, communicating, lifting
weights, or walking long distances
a. Human behaviour
b. Work activities
c. Performance standards
d. Human Requirements
63. An important concept of job Analysis is that the analysis is conducted of the person, not the job.
a. False
b. Sometimes true
c. Sometimes false
d. True
64. The collection of task and responsibilities performed by an individual employee is called _.
a. Position
b. Job description
c. Work activities
d. Job
65. The Identification of job duties, characteristics, competencies, and sequences taking into
consideration technology, workforce, organization’s character and environment.
a. Job Analysis
b. Job design
c. Job specification
d. Job description
66. Achieving maximum output with minimum expenditure of time, effort or other resources.
a. Work flow
b. Ergonomics
c. Efficiency
d. None of the above
67. An attribute of jobs wherein the worker has the opportunity to use different skills and abilities
or perform different Activities.
a. Autonomy
b. Task identity
c. Variety
 d. Feedback
68. The smallest step into which it is practicable to subdivide a work activity for purposes of a job
description. It is the component of task, but more comprehensive than individual motions of the
worker.
a. Objective
b. Occupation
c. Element
d. Goal
69. The work activities performed by one worker at one establishment.
a. Job description
b. Task
c. Position
d. Roles
70. A list of jobs human Requirements, that is, the requisite education, skills, personality, and so on
another product of a job Analysis.
a. Qualifications
b. Job description
c. Job design
d. Job specification
71. Systematic process of establishing a need and then working out the best way to meet the need,
within a strategic framework that enables you to identify priorities and determines your
operational principles.
a. Planning
b. Organizing
c. Directing
d. Controlling
72. These are the short-term, practical routes in achieving goals.
a. Objectives
b. Goals
c. Vision
d. Mission
73. This serves as the long-term result of a project.
a. Goals
b. Objectives
c. Vision
d. Mission
74. This is also being used to classify both the training and the Requirement for evaluation which
consist of the training matter, evaluation exams to understand usefulness of training, devices
used for training and also the techniques of training.
a. Job description
b. Job Analysis
c. Job specification
d. Job evaluation
75. This part of a plan that shows the statement of results and how to get there. It also describes
the condition that will exist when the desired outcome has been achieved.
a. Performance standard
b. Performance goals and objectives
c. Job specification
d. Duties and responsibilities
76. This can be best described as the expected result, product, or outcome of the work
Responsibilities and tasks that an employee performs.
a. Quality standard
b. Employee performance
c. Performance standard
d. Duties and responsibilities
77. In most common companies, this is necessary to move forward with any significant project.
a. Survey those involved
b. Fit into their goals
c. Obtain top management support
d. Communicate Responsibilities, goals and objectives
78. This being done so you will be able to obtain desired results, improve an employee
performance, and develop new skills.
a. Survey those involved
b. Fit into their goals
c. Obtain top management support
d. Communicate Responsibilities, Goals and Objectives
79. Upper management has its own set of goals and objectives to meet throughout the year. Show
how your goals help achieve the bottom line and you’re more likely to gain support for an idea.
a. Survey those involved
b. Fit into their goals
c. Obtain top management support
d. Communicate Responsibilities, Goals and Objectives
80. You’re more likely to gain upper management support if they feel they had a hand in a decision.
When you want to change how something is done, come up with more than one solution.
a. Fit into their goals
b. Give them a choice
c. Obtain top management support
d. Communicate Responsibilities, Goals and Objectives
81. Research the assigned Industry and become familiar with its terminology, processes, work
methods, materials, products, machines, equipment and key occupations are the Activities
under which step in the job Analysis process?
a. Decide how you’ll use the information
b. Actually analyze the job by collecting data
c. Review relevant background information
d. Select representative positions
82. One of the most widely used method of collecting data for determining the duties and
responsibilities of a job, it ranges from unstructured to highly structured containing hundreds of
 specific items where the manager ask questions orally to an individual, group or with one or
more supervisions who are thoroughly knowledgeable about the job being analyzed.
a. Job Analysis interview
b. Job Analysis questionnaire
c. Observation
d. Review or other documents
83. A method of collecting data that involves watching employee performs their work and recording
the frequency of behaviors or the nature of performance.
a. Job Analysis interview
b. Job Analysis questionnaire
c. Observation
d. Review or other documents
84. It is the selection of representatives positions and jobs to be analyzed. This selection is
necessary when there are many incumbents in a single job and when a number of similar jobs
are to be analyzed, because it would be too time-consuming to analyze every position and job.
For example, it is usually unnecessary to analyze the jobs of 200 assembly workers when a
sample of 10 jobs will do.
a. Decide how you’ll use the information
b. Actually analyze the job by collecting data
c. Review relevant background information
d. Select representative positions
85. One of the most important products of job Analysis. It is a written statement of what the worker
actually does, how he or she does it, and what the jobs working conditions are.
a. Job description
b. Job specification
c. Job design
d. Job Analysis
86. Which of the following is not a part of the job Analysis process.
a. Determination of uses of job Analysis
b. Review relevant background information
c. Select representative position
d. Develop job evaluation
87. The job Analysis information gathered from the different methods used, should be verified to
increases the reliability and validity, as well as to help confirm the information gathered is
factually correct and complete. To whom should it be verified?
a. Managers
b. Supervisors
c. Expert on the field being analyzed
d. Any of the above
88. In a structured Interview, you typically see the following, except:
a. All interviewers are asked the same questions in different order
b. Interviewers records, compare and evaluate answers against standardized criteria
c. The interview process remains the same even if the interviewer changes
d. Due to its consistency, structured Interview has a high level of reliability and validity
89. Collecting job Analysis data usually involves a joint effort by an hr specialist, the incumbent
employee, and the _.
a. CEO
b. jobholder's supervisor
c. general manager
d. team leader
90. in an unstructured interview, you may see that:
a. interviewees may receive different questions or the same questions may be asked in
different order
b. interviewers don’t always use standardized criteria for recording, comparing and
evaluating answers.
c. the interview process varies depending on the reviewer
d. none of the above
91. it is what a person thinks his/her job is and how the person has been taught to do it. His/her
thinking may well be influenced by many false assumptions.
a. Role conception
b. Role expectation
c. Role behavior
d. Role and responsibility charting
92. It is what others in the organization think the person is responsible for, and how he/she should
carry out those Responsibilities.
a. Role conception
b. Role expectation
c. Role behavior
d. Role and responsibility charting
93. It is what a person actually does in carrying out the job.
a. Role conception
b. Role expectation
c. Role behavior
d. Role and responsibility charting
94. It is a tool to lock all elements in place. Working with other “process providers” provides a real
time concensus that clarifies “who is to do what, with whom and when.”
a. Role conception
b. Role expectation
c. Role behavior
d. Role and responsibility charting
95. The _ is the individual(s) who actually Complete the task. He is responsible for
action/implementation
a. “the buck stops here”
b. The “doer”
c. “keep in the picture”
d. “in the loop”
96. This is individual (s) who needs to be informed after a decision or action is taken. They may be
required to take action as a result of the outcome. It is a one-way Communication.
 a. “the buck stops here”
b. The “doer”
c. “keep in the picture”
d. “in the loop”
97. The consult role is individual (s) (typically subject matter experts) to be consulted prior to a final
decision or action. This is a predetermined need for two way communication. Input from the
designated position is required.
a. “the buck stops here”
b. The “doer”
c. “keep in the picture”
d. “in the loop”
98. The accountable person is the individual who is ultimately for the activity or decision. This
includes “yes” or “no” authority and veto power.
a. “the buck stops here”
b. The “doer”
c. “keep in the picture”
d. “in the loop”
99. In role and responsibility charting, only one “a” can be assigned to an action.
a. True
b. False
100. In role and Responsibility charting, responsibility can be shared. The degree of
responsibility is determined by the individual with the “a”.
a. True
b. False
101. This section contains general information about the job, the current or requested
classification, working title, pay range, exemption status, and others.
a. Position details
b. Job description writing details
c. Working title
d. Job duties
102. It conveys the complexity, scope, and level of responsibility of a job.
a. Job factors
b. Working title
c. Job duties
d. Job redesign
103. This section of the job description outlines the knowledge and skills required to
successfully function in the job.
a. Job duties
b. Appeals
c. Job specification
d. Job factors
104. This guide provides the basics of writing a job description and covers the following
sections of the job description.
a. Position details, job duties, performance standards and job factors
 b. Job factors, working title, the process and performance standards
c. Job description review process, position details and job duties
d. Job description, job specification and performance standards
105. This may be submitted by the manager of a job's band when written information seems
unrealistic on his/her part
a. Identify recommendations
b. Process
c. Appeals
d. Job description review process
106. These are a necessity for an organization to thrive and business leaders are recognizing
the importance of a highly engaged workforce and its impact on customers as well as the
company’s bottom line
a. Job description review process
b. Identify recommendation
c. Finalize job descriptions and recommendations
d. Appeals
107. This section conveys the expectations of the job and depicts the knowledge, skills, and
abilities necessary to be successful in the job
a. The job description review process
b. Finalize job descriptions and recommendations
c. Job duties writing methods
d. The performance standards
108. These are helpful and highly quantifiable novel way to collect feedback from the
employees, including the leveraging technology
a. Formal surveys
b. Informal surveys
c. Observation
d. Experiment
109. The three main activities to be carried out during finalizing job descriptions are?
a. Finalizing the report to be reviewed by the upper management, understand employees
goals and provide a space for Ongoing recommendation as well as feedback
b. Finalizing the report to be reviewed by the upper management, disseminating the
final report and supporting the implementation of recommendation made in the final
report
c. Finalizing the report to be reviewed by the upper management and make employees
feedback public within the organization
d. Finalizing the report to be reviewed by the upper management and encourage
managers to collect recommendations
110. Forward-thinking business leaders understand that employee feedback is crucial for
their organizations and want staff members to provide employee insights to them regularly
a. Understand employee goals
b. Conduct focus group with employees
c. Make employee feedback public within the organization
d. Provide a space for Ongoing recommendations as well as feedback
111. The more detailed and descriptive the job description can be the better it would be for
attracting and retaining high quality employees who will love their jobs
a. Quality recruitment
b. Establishing expectations
c. Employee accountability
d. Promoting productivity
112. This involves punishing people who resist or using force to ensure their cooperation.
a. Education
b. Coercion
c. Reward
d. Reinforcement
113. They should regularly review job descriptions to ensure that they give a good picture of
what the job responsibilities are:
a. Supervisors
b. Executives
c. Peers
d. Self
114. Job description can serve as helpful legal documentation if an employee files a lawsuit
against a company
a. Quality recruitment
b. Promoting productivity
c. Employee accountability
d. Limiting liability
115. A well written job description will establish a solid set of expectations from employers to
communicate to their employees. When employees have a concrete understanding of their
responsibilities, they will work more efficiently and effectively in their respective roles.
a. Limiting liability
b. Employee accountability
c. Establishing expectations
d. Promoting productivity
116. When employees understand specific demands of their jobs, chances are that
productivity will be higher.
a. Promoting productivity
b. Limiting liability
c. Establishing expectations
d. Quality recruitment
117. If a job description is vague or open to interpretation, it will be more difficult for an
employer to address a lack of performance or areas of improvement when it comes time for
constructive critique or review.
a. Employee accountability
b. Promoting productivity
c. Limiting liability
d. Establishing expectations
118. These are the basic stages for a company in making a strategic change except one:
 a. Realizing that the current strategy is no longer suitable for the company’s situation
b. Establishing a vision for the company’s future direction
c. Implementing the change and setting up new systems and jobs to support it
d. Determine what to change and change it immediately
119. This is the first step in managing change effectively which involves identifying problems
the company faces, assigning a level of importance to each one, and assessing the kinds of
changes needed to solve the problems.
a. Understanding the current state of the organization
b. Competently envisioning and laying out the desired future state of the organization
c. Implementing the change in an orderly manner
d. Implementing the change and setting up new systems and jobs to support it
120. This is the summary of the tasks and duties assigned to a position and are an effective
tool for employers to have in the workplace
a. Job title
b. Job enhancement
c. Job description
d. Job Analysis
INTRODUCTION OF HRM

1. The basic functions of the management process include all the following EXCEPT
OUTSOURCING.

The five basic functions of the management process include planning, organizing, staffing, leading, and
controlling. Outsourcing jobs may be an aspect of human resources, but it is not one of the primary
management functions.

2. MANAGER – is the person responsible for accomplishing an organization’s goals by managing

the efforts of the organization’s people?

The manager is the person responsible for accomplishing an organization’s goals by planning, organizing,
staffing, leading, and controlling the efforts of the organization’s people. An entrepreneur may manage
people or may hire a manager to do so instead, but entrepreneurs are defined as individuals who
start their own businesses.

3. PLANNING – is the function of management process requires a manager to establish goals and
standards and to develop rules and procedures.

Planning, organizing, staffing, leading, and controlling are the five main functions of management. The
planning function involves establishing goals and standards, developing rules and procedures, and
forecasting.

4. Consuela, a manager, delegates the tasks for a project to Lee, her subordinates. Consuela is
most likely involve in which function of the management process? ORGANIZING

The organizing function of the management process includes delegating authority to subordinates and
establishing channels of communication. The organizing function also includes establishing departments
and coordinating the work of subordinates.

5. When Managers use metric to assess performance and develop strategies for corrective action,
they are performing the CONTROLLING is function of the management process.

The controlling function of the management process requires managers to set standards such as sales
quotas, quality, standards, or production levels. Managers then compare actual performance with the
standards, which often involves the use of metrics. Corrective action is then taken when necessary.

6. In the management process, MOTIVATING SUBORDINATES is an activity associated with leading

functions.
The leading function of the management process requires a manager to get others to get the job
done; maintaining morale, and motivating subordinates.

7. Human resource managers generally exert LINE AUTHORITY within the human resource
department and STAFF AUTHORITY outside the human resources department.

 LINE AUTHORITY

- Manager’s right to issue orders to other managers or employees, which creates a

superior-subordinate relationship.
- Authorized to direct the work of subordinates and is responsible for accomplishing the
organization’s tasks.

 STAFF AUTHORITY

- Manager’s right to advise other managers or employees, which creates an advisory

relationship.
- Human resource managers are usually staff managers. They assist and advise line
managers in areas like recruiting, hiring, and compensation.

8. Wilmar works in the HR department and is in charge of developing the plans for how people are
paid and how employee benefits program is run. Wilmar is most likely holding the position of
COMPENSATION MANAGER.

The compensation manager develops compensation plans and handles the employee benefits program.

9. Personnel activities associated with human resource management most likely include all of the
following (Orienting and training new employees, Appraising employee performance, Building
employee commitment) EXCEPT DEVELOPING CUSTOMER RELATIONSHIP.

Human resource management involves numerous personnel-related activities, and HR managers are less
likely to interact with customers. Managing compensation, orienting new employees, appraising
employee performance, and developing employee commitment are typical aspects of the HR manager’s
job.

10. An HR generalist at Wilson Manufacturing has been assigned to the sales department to provide
HR management assistance as needed. Which of the following best describes the structure of
the HR services provided of Wilson manufacturing? EMBEDDED HR TEAMS

In the embedded HR teams structure, a HR generalist is assigned directly to a department within an

organization to provide localized human resource management assistance as needed.
 11. Which organization of the human resource function involves dedicated HR members that assist
top management in such as developing the personnel aspects of the company’s long-term plan?
CORPORATE HR TEAMS

CORPORATE HR TEAMS – Assist top management in top-level issues such as developing the personnel
aspects of the company’s long-term strategic plan.

12. What term refers to the knowledge, skills, and abilities of a firm’s workers? HUMAN CAPITAL

HUMAN CAPITAL – is the knowledge, skills, and abilities of a firm’s workers. In the modern workforce,
employment is shifting from manual workers to knowledge workers.

13. ON-DEMAND WORKERS – is the term for workforce like those at the company Uber, where
freelancer and independent contractors work then they can, on what they want to work on, and
when the company needs them.

14. The recent trend where in some occupations (such as high-tech) unemployment rates are low,
while in other unemployment rate are still very high and recruiters in many companies can’t find
candidates, while in others there’s a wealth of candidates is called UNBALANCE FORCE LABOR.

15. Which of the following best exemplifies recent trends (Listing open positions on Monster.com/
Careerbuilder.com, and similar websites, The use of gaming feature to enhance training and
performance appraisal, Allowing workers to telecommute, and Providing employees with
laptops and tablets so they can work offsite) in technology that are affecting human resource
management? The use gaming feature to enhance training and performance appraisal

16. Evidence-based human resource management relies on all of the following types of evidence
(Scientific Rigor, Existing Data and Research Studies) EXCEPT QUALITATIVE OPINIONS

Qualitative information or opinions are not characteristic of evidence-based HR management because

neither can be measured. Evidence-based human resource management is based on the use of data,
facts, analytics, scientific rigor, critical evaluation, and critically evaluated research/case studies to
support human resource management proposals, decisions, practices, and conclusions.

17. In small organizations, line managers frequently handle all personnel duties without the
assistance of a human resource staff. TRUE

In small firms, line managers may carry out personnel tasks unassisted. However, large firms of over 100
employees require human resource specialists.
 18. LINE AUTHORITY AND STAFF AUTHORITY – are two distinct function carried out by human
resource managers.

The functions are a line function and a staff (assist and advise) function. HR managers exert line
authority within the HR department because they direct the activities of the people in that department.
In the staff (assist and advise) function, HR managers assist in hiring, training, evaluating, rewarding,
counseling, promoting, and firing employees. They also administer benefit programs and help line
managers comply with EEO, occupational health and safety laws and play an important role in handling
grievances and labor relations.

19. A line manager’s human resource responsibilities most likely include all the following
(Maintaining Department Morale, Controlling Labor Costs, Protecting Employees’ Health) except
Marketing new product and services.

Human resource management most often involves creating and maintaining department morale,
controlling labor costs, and protecting employees’ health and physical condition. Handling personnel is
an integral part of every line manager’s duties, but marketing new products is not a personnel issue and
would be handled by the marketing department.

20. Yuki works at a position in his organization where he maintains contacts within the local
community and travels to search for qualified job applicants. Yuki’s position is best described as
RECRUITER.

PERSONAL PLANNING AND RECRUITMENT

1. DECIDING WHAT POSITIONS TO FILL – is the first step in recruitment and selection process?

The first step of the recruitment and selection process is deciding what positions to fill through
personnel planning and forecasting

2. Marcus, An HR manager for Sumsung, must decide what positions the firm should fill in the next
six months, which means Marcus is current working on PERSONNEL PLANNING.

Workforce (or employment or personnel) planning is the process of deciding what positions the firm will
have to fill and how to fill them. The process embraces all future positions from maintenance workers to
CEO, and flows from the firm’s strategic plans.

3. SUCCESSION PLANNING
- The process of deciding how to fill executive positions at a firm.
 - Also known as workforce (or employment or personnel) planning, although most firms
use the term succession planning when determining how to fill top management
positions.

4. TREND ANALYSIS – Study of a firm’s variation of past employment levels over a period of years
to predict future needs.

The purpose of a trend analysis is to identify trends that might continue into the future. A trend analysis
can provide firms with an initial estimate of future staffing needs.

5. Newton Building Supplies hopes to generate an extra $4 million in sales next year, A salesperson
traditionally generates $800000 in sales each year. Using ratio analysis, how many new
salespeople should Newton hire?

4,000,000 / 800,000 = 5

RATIO ANALYSIS – is used to make a forecast in this case based on the number of salespeople and sales
volume. Four million in sales divided by the $800,000 generated by each salesperson indicates that 5
extra salespeople should be hired by Newton.

6. SKILLS OR QUALIFICATIONS INVENTORIES – Contains data regarding employees’ education,

career development, and special skills and is used by managers when selecting inside candidates
for promotion.

QUALIFICATIONS OR SKILLS INVENTORIES – are used by managers when determining which employees
should be promoted or transferred. A skills inventory contains data on employees’ performance records,
educational background, and promotability.

7. When managers need to determine which current employees are available for promotion or
transfer, they will most likely use SKILLS INVENTORIES.

SKILLS INVENTORIES – are manual or computerized records listing employees’ education, career and
development interests, languages, and special skills. They are used in selecting inside candidates for
promotion or transfer

8. All of the following (Providing Internal Training, Implementing Job Rotation and Offering Global
Assignments) are methods used by firms to develop high potential candidates for the future
position EXCEPT DEVELOPING SKILLS INTERVENTIONS.
 9. Smith industries is thinking of another company take care of its benefits management. This is
called OUTSOURCING.

OUTSOURCING – Means having outside vendors supply services (such as benefits management, market
research, or manufacturing) that the company’s own employees previously did in-house.

10. Recruiting is necessary to DEVELOP AN APPLICANT POOL. It is the primary reason to recruit.

11. POTENTIAL TO LOSE EMPLOYEES WHO ARE NOT PROMOTED – is the primary disadvantage of
hiring from within or using internal sources of candidates to fill vacant positions in a firm.
Employees who apply for jobs and don’t get them may become discontented.

12. Maria Boyd has been by Barum Hotels to manage staffing for the regional hotel chain. Barnum
intends to open two new hotels within the three years and will have many job positions to fill.
Historically, employee turnover is high at Barnum as employees remain with the company for
one or two years before quitting. Maria realizes that Barnum needs to make significant changes
in its personnel strategy in order to meet the company’s goals for the future and improve
employee retention rates.

All of the following questions:

 What are the key managerial positions that are available at the new hotels?

 What skills, education, and training have been provided to potential candidates?

 What is the designated procedure for assessing and selecting potential candidates?

Are relevant to maria’s decision to fill top positions at the new hotels with internal candidates EXCEPT
What percentage of employers in the service Industry use succession planning

13. INTRANET JOB POSTING is NOT a tool used by firms to recruit outside candidates.

JOB POSTING – refers to publicizing an open job to employees through a firm’s intranet or on bulletin
boards. Outside candidates are recruited through advertisements, employment agencies, executive
recruiters, and online job boards, such as Monster.com and CareerBuilder.com.

14. SKILLS NEEDED FOR THE JOB – Factor plays the greatest role in determining the best medium
for a job advertisement
The best medium for a job depends on the position and the skills needed for the job. For example, a
local newspaper is probably best if an employer needs clerical workers or blue-collar help. For
specialized employees, advertisement in trade and professional journals may be more appropriate.

15. An employer will most likely use a private employment agency in order to FILL A SPECIFIC JOB
OPENING QUICKLY.

One of the main reasons an employer uses a private employment agency is to fill a specific job opening
quickly. Other reasons include spending less time recruiting and reaching currently employed individuals
who might feel more comfortable dealing with an agency than a competing firm.

16. Newton Manufacturing is using a private employment agency to recruit individuals for
management position. As the HR manager at Newton, you need to ensure that applicants are
screened properly, so you should PROVIDE THE AGENCY WITH AN ACCURATE JOB
DESCRIPTION.

Employers can avoid improper applicant screening at private employment agencies by providing the
agency with an accurate job description. Employers should also make sure that tests, applications, and
interviews are part of the agency’s selection process. The agency should be screened, but it would be
costly and time consuming to have HR managers monitor the agency’s activities.

17. Kate works a nurse on temporary assignment for hospitals throughout the region on an as-
needed basis. Kate is most likely WORKING AS A CONTINGENT WORKER.

TEMPORARY WORKERS – are known as contingent workers, so a nurse who floats from one assignment
to another on a temporary basis is a contingent worker. Job rotation occurs when an employer
systematically moves a worker from one job to another to broaden the worker’s experience.

18. APPLICANT HAVE RECEIVED REALISTIC reviews – is an advantage of using employee referral
campaigns.

Current employees will usually provide accurate information about the job applicants they are referring,
so the new employees have a more realistic picture of what the firm is like.

19. Publicizing an open job to current employees though a firm’s intranet or bulletin boards is
known as job posting. TRUE

EMPLOYEE TESTING AND SELECTION

 1. A reliable employment test will most likely yield CONSISTENT SCORES WHEN A PERSON TAKES
TWO ALTERNATE FORMS OF THE TEST.

RELIABILITY – is a test’s first requirement and refers to its consistency: A reliable test is one that yields
consistent scores when a person takes two alternate forms of the test or when he or she takes the same
test on two or more different occasions.

2. VALIDITY – refers to the accuracy with which test fulfills the function for which it was designed.

TEST VALIDITY – Answers the question “Does this test measure what it’s supposed to measure?” Validity
refers to the correctness of the inferences that we can make based on the test and the accuracy with
which a test or interview fulfills the function it was designed to fill.

3. Selection tests should be used as supplements to other tools like interviews and background
checks. TRUE

4. As part of the selection process for the position at UPS, Jack has been asked to lift weights and
jump rope. MOTOR / PHYSICAL ABILITIES is most likely being measured by UPS.

MOTOR OR PHYSICAL ABILITIES – are measured by testing an applicant’s static strength (lifting weights),
dynamic strength, body coordination (jumping rope), and stamina. A UPS worker needs to have such
skills to perform the job.

5. Carlos recently participated in a selection test for a position at Northern Aeronautics. The test
measured Carlos’s finger dexterity and reaction time, so it was most likely a(n) MOTOR /
PHYSICAL ABILITIES.

Some jobs require applicants be tested for motor abilities, such as finger dexterity, manual dexterity,
and (if hiring pilots) reaction time. For example, the Crawford Small Parts Dexterity Test measures the
speed and accuracy of simple judgment as well as the speed of finger, hand, and arm movements.

6. The Big Five personality dimensions include all of the following (Neuroticism, Extroversion,
Conscientiousness) EXCEPT OPTIMISM.

Industrial psychologists (proposed by Lew Goldberg) often focus on the “big five” personality
dimensions: extroversion, emotional stability/neuroticism, agreeableness, conscientiousness, and
openness to experience. Optimism is not one of the big five.
 7. MINIATURE JOB TRAINING – refers to training candidates to perform several of the job’s tasks
and then assessing the candidate’s performance prior to hire.

Miniature job training and evaluation means training candidates to perform several of the job’s tasks,
and then evaluating the candidates’ performance prior to hire. The approach assumes that a person
who demonstrates that he or she can learn and perform the sample of tasks will be able to learn and
perform the job itself.

8. MANAGEMENT ASSESSMENT CENTER

- Is a multi-day simulation in which candidates performs realistic tasks in hypothetical
situations and are scored on their performance.
- Is a 2- to 3-day simulation in which 10 to 12 candidates perform realistic management
tasks (like making presentations) under the observation of experts who appraise each
candidate’s leadership potential.

9. In an effective talent management system, an employee’s performance appraisal would initiate

training and development opportunities. TRUE

10. All of the following types of information will most likely be collected by a human resources
specialist through a job analysis EXCEPT JOB ANALYSIS.

Work activities, human behaviors, performance standards, job context, and human requirements are
the types of information typically collected through a job analysis. Information gathered through a job
analysis is used to develop job descriptions and job specifications. Managers use job analysis for the
purpose of recruitment, compensation, training, and performance appraisal but not for assessing
employee benefits options.

11. EMPLOYEE BENEFITS OPTIONS – refers to the procedure used to determine the duties with job
positions and the characteristics of the people to hire for those positions.

12. Jennifer, a manager at an engineering firm, has been assigned the task of conducting a job
analysis. What should be Jennifer’s first step in the process? Deciding how the gathered
information will be used.

The first step in performing a job analysis is deciding how the job analysis will be used because this
determines the data that will be collected and how it will be collected. Collecting data, selecting which
job positions to analyze, reviewing background information like organization charts and process charts,
and writing job descriptions are additional steps in the job analysis process.
10. All of the following requirements (Desired Personality Traits, Required Education Levels,
and Necessary Experience) are typically addressed in job specifications EXCEPT WORKING CONDITIONS.

Working conditions, responsibilities, and job duties are addressed in a job description rather than the
job specifications. Job specifications focus on the human requirements for a job, such as personality,
education, skills, and experience.

11. ORGANIZATION CHART – Indicates the division of work within a firm and the lines of authority
and communication.

ORGANIZATION CHARTS – Show the organization-wide division of work with titles of each position and
interconnecting lines that show who reports to and communicates with whom.

13. USING COMPUTERIZED SYSTEMS TTO COMBINE SEPARATE TASKS – is an example of business
process reengineering.

BUSINESS PROCESS REENGINEERING – Means redesigning business processes, usually by combining

steps so that small multi-function process teams using information technology to do the jobs formerly
done by a sequence of departments.

14. While performing the fifth step of a job analysis, it is essential to confirm the validity of collected
data with the WORKER.

According to the fifth step of a job analysis, collected data should be confirmed with the worker
performing the job and his/her immediate supervisor. Although HR managers play a role in the job
analysis process by observing workers, it is the worker and his/her immediate supervisor that provide
direct knowledge of the duties involved in a specific job.

15. JOB ROTATION – refers to systematically moving workers from one job to another.

16. Conducting the job analysis is the sole responsibility of the HR specialist. FALSE

Job analysis should be a joint effort by a human resources specialist, the worker, and the worker’s
supervisor. The HR manager may observe the worker and then have the supervisor and worker fill out
questionnaires.

17. Jerome, a manager at an electronics company, needs to gather job analysis information from
large number of employees who performs similar work. Which one of the following would be
most appropriate for Jerome? HOLDING A GROUP INTERVIEW WITH A SUPERVISOR.
When a large number of employees perform similar or identical work, conducting a group interview is a
fast way to gather information. In most cases, the workers’ immediate supervisor attends the group
session. It would be costly and time consuming to observe each worker.

18. One of the problems with direct observation is REACTIVITY, Which is when workers alter their
normal activities because they are being watched.

REACTIVITY – occurs when a worker changes what he or she normally does because observation is
taking place for the purpose of job analysis. Knowing that they are being watched may cause some
workers to alter their normal work behaviors either on purpose or accidentally.

19. Informal interviews provide quantitative job analysis information, which is why they are
frequently used by managers who need to determine the relative worth of a job for pay
purposes. FALSE

Informal interviews with open ended questions provide qualitative rather than quantitative information
for a job analysis. Position analysis questionnaires are best for quantifying a job’s worth for pay
purposes. The two methods are often used together to gather a well-rounded amount of information
about a job.

20. Joaquin records every activity in which he participates at work along with the time it takes him
to complete each activity. Which of the following approaches to job analysis data collection is
most likely being used at Joaquin’s workplace? DIARIES

Joaquin has been asked to keep a diary or a log of his work activities. With diaries and logs, an employee
records every activity and the time spent on each in a log, which provides a complete picture of the job.
Diaries and logs are often used in conjunction with interviews, observations, and questionnaires.

TRAINING AND DEVELOPMENT

1. On Letitia’s first day of work at a software firm, she attended a meeting with the HR manager
and other new employees. Letitia learned about employee benefits packages, personnel
policies, and the structure of the company. In which on of the following did Letitia most likely
participate? EMPLOYEE ORIENTATION

EMPLOYEE ORIENTATION OR ONBOARDING – Provides new employees with the basic background
information (such as computer passwords and company rules) they need to do their jobs; ideally it
should also help them start becoming emotionally attached to and engaged in the firm.

2. ASSISTING NEW EMPLOYEE IN SELECTIN THE BEST LABOR UNION – is most likely NOT one of
the goals of a firm’s employee orientation program.
During employee orientation, firms try to make the new employee feel welcome and at home and part
of the team, make sure the new employee has the basic information to function effectively, help the
new employee understand the organization in a broad sense, and start the person on the process of
becoming socialized into the firm’s culture, values, and ways of doing things. It is less likely that the firm
would help employees join a labor union.

3. Employee orientation program range from brief, informal introductions to lengthy, formal
courses. TRUE

The length of the employee orientation process depends on the firm and the job. In some cases,
onboarding-type programs may take many days, while in other cases, orientation consists of showing
someone around and making introductions.

4. Hiring highly-skilled employees with great potential eliminates the need to provide orientation
and training. FALSE

Having high-potential employees doesn’t guarantee they’ll succeed. Instead, they must know what you
want them to do and how you want them to do it. If they don’t, they will improvise or do nothing useful
at all.

5. STRATEGIC TRAINING NEEDS ANALYSIS identify the training employees will need to future jobs.

STRATEGIC GOAL (perhaps to enter new lines of business or to expand abroad) often mean the firm will
have to fill new jobs. Strategic training needs analysis identifies the training employees will need to fill
these future jobs.

6. ANALYZING THE TRAINING NEED – is the first step in the ADDIE training process.

The gold standard of training programs is the basic Analysis-Design-Develop-Implement-Evaluate

(ADDIE) training process model that training experts have used for years. The first step is to analyze the
training need.

7. Amy, an accounting supervisor, has been asked to provide training for her subordinates about
new tax laws. In order to motivate the individuals who, attend her training session, Amy should
most likely do all of the following:
- Use as many visual aids as possible during the session
- Provide an overview of the material to be covered
- Give information in logical, meaningful section

EXCEPT – USE NEW TERMINOLOGY AND TECHNICAL CONCEPT.

Using visual aids, providing an overview at the beginning of the session, and organizing information in
logical, meaningful units will likely motivate employees. Terms and concepts used during a training
session should be familiar to trainees rather than unfamiliar.

8. Employers will most likely use all of the following methods to identify training needs for new
employee:
- Analyzing job description
- Reviewing performance standards
- Conducting a work sampling

EXCEPT – QUESTIONING CURRENT jOB HOLDERS

9. Training session should be half day of the three fourths day in length rather than a full day,
because of the learning curve goes down late in the day. TRUE

The learning curve goes down late in the day, so that “full day training is not as effective as half the day
or threefourths of the day.”

10. HOLDING ON-THE-DAY TRAINING SESSIONS – most likely occur during the fourth step of the
ADDIE training process.

The basic Analysis-Design-Develop-Implement-Evaluate (ADDIE) training process model that training

experts have used for years. The fourth step involves providing the training to a targeted employee
group. Training methods vary but may include on-the-job training or online training.

11. Rebekah was hired soon after graduation and assigned to complete a management trainee
program. She will move to various jobs each month for a nine-month period of time. Her
employer is utilizing the JOB ROTATION form of training.

JOB ROTATION, in which an employee (usually a management trainee) moves from job to job at planned
intervals, is another OJT technique.

12. A structured process by which people become skilled workers through a combination of
classroom instruction and on-the-job training is called APPRENTICESHIP TRAINING.

APPRENTICESHIP TRAINING – is a process by which people become skilled workers, usually through a
combination of formal learning and long-term on-the-job training. It traditionally involves having the
learner/apprentice study under the tutelage of a master craftsperson.
 13. Ian is currently being trained on the job and is at the first step in the OTJ process, which involves
FAMILIARIZING THE TRAINEE WITH EQUIPMENT, TOOLS AND TRADE TERM.

Preparing the trainee is the first step in the OJT process, and it involves familiarizing a worker with
equipment, materials, tools, and trade terms.

14. When jobs consist of logical sequence of steps and are best taught step-by-step, the most
appropriate training method to use is JOB INSTRUCTION TRAINING.

JOB INSTRUCTION TRAINING – Many jobs (or parts of jobs) consist of a logical sequence of steps that
one best learns step-by-step.

PERFORMANCE APPRAISAL

1. PERFORMANCE APPRAISAL
- Refers to the process of evaluating an employee’s current and/or past performance
relative to his or her performance standards.
- Always involves setting work standards, assessing the employee’s actual performance
relative to those standards, and providing feedback to the employee.

2. The primary purpose of providing employee with feedback during a performance appraisal is to
motivate employees to REMOVE ANY PERFORMANCE DEFICIENCIES.

The purpose of providing feedback to the employee is to motivate him or her to eliminate performance
deficiencies or to continue to perform above par.

3. All of the following are reason for appraising an employee’s performance

- Correcting any work-related deficiencies
- Determining appropriate salary and bonuses
- Making decision about promotion

EXCEPT – CREATING AN ORGANIZATIONAL STRATEGY MAP

Most employers still base pay and promotional decisions on the employee’s appraisal. Appraisals also let
the boss and subordinate develop a plan for correcting any deficiencies, and serve a useful career
planning purpose. Creating a strategy map is not a likely purpose for conducting a performance
appraisal.

4. In most organizations, EMPLOYEE’S DIRECT SUPERVISOR is primarily responsible for

appraising an employee’s performance.
The supervisor—not HR—usually does the actual appraising, and a supervisor who rates
his or her employees too high or too low (or all average) is doing a disservice to them and to the
company. Subordinates rate supervisors in some organizations, but the upward feedback is not the
primary appraisal of the supervisor.

5. SETTING WORK STANDARDS – are the first step of any performance appraisal.

Performance appraisal always involves the three-step performance appraisal process: (1) setting work
standards, (2) assessing the employee’s actual performance relative to those standards, and (3)
providing feedback to the employee with the aim of helping him or her to eliminate performance
deficiencies or to continue to perform above par.

6. RATINGS ARE HIGHER THAN WHEN PROVIDED BY SUPERVISORS – occurs when employee rate
themselves for performance appraisal.

Employees usually rate themselves higher than they are rated by supervisors or peers. Self-ratings are
neither reliable nor valid in most cases.

7. UPWARD FEEDBACK – refers to the process of allowing subordinates to rate their supervisor’s
performance anonymously.

Many employers let subordinates anonymously rate their supervisor’s performance, a process some call
upward feedback. The process helps top managers diagnose management styles, identify potential
“people” problems, and take corrective action with individual managers as required.

8. 360-DEGREE FEEDBACK – refers to a performance appraisal based on surveys from peers,

supervisors, subordinates, and customers.

Many firms expand the idea of upward and peer feedback into “360-degree feedback.” Here ratings are
collected “all around” an employee, from supervisors, subordinates, peers, and internal or external
customers.

9. Supervisors should provide employees with feedback, development, and incentives necessary to
help employees eliminate performance Deficiencies or to perform well. TRUE

Performance appraisal always involves setting work standards, assessing the employee’s actual
performance relative to those standards, and providing feedback to the employee with the aim of
motivating him or her to eliminate performance deficiencies or to continue to perform above par.
 10. The HR department monitors the performance appraisal system, but it is typically not involved
in Rating employees. TRUE

The human resources department serves a policy-making and advisory role but does not usually rate the
performance of employees. It is the role of the supervisor to conduct a performance appraisal. The
human resource team should also be responsible for training supervisors to improve their appraisal
skills, for monitoring the appraisal system’s effectiveness, and for ensuring that it complies with EEO
laws.

11. In order to ensure that performance appraisals are effective, Felicia, a line supervisor, should
make sure to schedule a feedback session to address each subordinate’s performance, progress,
and future development plans. TRUE

An effective appraisal requires a feedback session. Here, you and the subordinate discuss his or her
performance and progress, and make plans for any development required.

12. ALTERNATION RANKING METHOD – refers to ranking of employees from best to worst on
particular various trait or traits, choosing highest that lowest until all are ranked.

13. Rolf, the supervisor of the manufacturing department at a computer firm, is in the process of
evaluating his staff’s performance. He has determined that 15% of the group will be identified as
high performers, 20% as above average performers, 30% as average performers, 20% as below
average performers, and 15% as poor performers. Which performance appraisal tool has John
chosen to use? FORCED DISTRIBUTION

FORCED DISTRIBUTION – Method is similar to grading on a curve. With this method, you place
predetermined percentages of appraisees into various performance categories.

14. Management by objectives requires a manager to set specific measurable, organizationally

relevant goals with each employee and then periodically discuss the employee’s progress
toward these goals. TRUE