Managing Human Resources

(MGT211)
Final Revision
 Final Exam
• Exam Structure: 60 questions (MCQ and T/F)
• Weight: 40 Marks (2/3 mark per question)
• Chapters Covered:
✓ Chapter 2: Job Analysis
✓ Chapter 3: Personnel Planning and Recruiting
✓ Chapter 4: Employee Testing and Selection
✓ Chapter 5: Interviewing Candidates
✓ Chapter 6: Training and Developing Employees
✓ Chapter 7: Performance Management and Performance Appraisal
 Chapter 4
Job Analysis
1. The job specification lists the duties, activities, and responsibilities of the job, as well as its
important features, such as working conditions.
2. Direct observation is especially useful when jobs consist mainly of mental activities.
3. The job summary section of job description summarizes the essence of the job, and
include only its major functions or activities.
4. Job analysis is the procedure through which you determine the duties and skill
requirements of a job and the kind of person who should be hired for it.
5. The first step of conducting job analysis is to actually analyze the job by collecting data on
job activities, working conditions, and human traits and abilities needed to perform the
job.
 Chapter 5
Personnel Planning and Recruiting
1. The second step in the recruitment and selection process is employment planning and forecasting
2. Workforce planning aims to identify and address the gaps between the employer’s workforce today,
and its projected workforce needs.
3. Employee recruiting means finding and/or attracting applicants for the employer’s open positions
4. A disadvantage of internal sources of recruitment is the requirement of orientation and training.
5. Recruiting via the Internet is an internal source of recruitment.
6. Executive recruiters are special employment agencies employers retain to seek out top-management
talent for their clients.

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Chapter 6
Employee Testing and Selection
1. Achievement tests include testing general reasoning ability (intelligence) and tests of specific mental abilities such
as memory or inductive reasoning.
2. The work sampling technique presents the candidate with several online or computer video situations, each
followed by one or more multiple-choice questions.
3. The miniature job training and evaluation involves training candidates to perform several of the job’s tasks, and
then evaluating their performance prior to hire
4. A management assessment center is a 2- to 3-day simulation in which 10 to 12 candidates perform realistic
management tasks under the observation of experts who appraise each candidate’s leadership potential.
5. Once the employer extends the person a job offer, a medical exam is often the next step in selection.
6. Sources of information of background investigation include former employers and current supervisors
7. “Openness to experience” represents a tendency to be sociable, assertive, and active.

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Chapter 7
Interviewing Candidates
1. In structured interviews, the manager follows no set format.
2. Structured interviews are generally better than unstructured interviews.
3. Situational interviews ask applicants to describe how they reacted to actual
situations in the past
4. In mass interview a panel interviews several candidates simultaneously.
5. The last step of conducting an effective interview is reviewing the interview
6. First impression is a common interview errors
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 Chapter 8
Training and Developing Employees
1. One of the purposes of orientation the manager wants to accomplish is to make the new
employee feel welcome, at home, and part of the team.
2. Training means giving new or current employees the skills that they need to perform their
jobs
3. The last step of Training Process is Implement training by actually training the targeted
employee group.
4. Strategic Training Needs Analysis involves analyzing current training needs.
5. Using Visual aides makes the learning meaningful
6. Coaching is an example of off-the-job training
7. The manager evaluates trainees’ reaction, Learning, Behavior and Results of training
outcomes 8
 Chapter 9
Performance Management and Appraisal
1. Assessing the employee’s actual performance relative to those standards is the first step of
The performance appraisal process
2. Forced distribution method is ranking employees from best to worst on a particular trait
3. Paired comparison method involves predetermined percentages of rates are placed in
various performance categories.
4. Leniency/Strictness are potential appraisal problems that occurs when a supervisor has a
tendency to rate all subordinates either high or low
5. Selection Interview is an interview in which the supervisor and subordinate review the
appraisal and make plans to remedy deficiencies and reinforce strengths.
6. Performance appraisal means evaluating an employee’s current and/or past performance
relative to his or her performance standards. 9
Wish You all the Best!

• Dr. Dina ElSayed

• TA. Mai Nasser