HR 2 0 2nd Edition DeNisi Test Bank

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Chapter 7--Recruiting, Selecting, Training and Developing
Employees

Student: ___________________________________________________________________________

1. The Hu Dong Zhong Hua Shipbuilding Group of Shanghai offers its line workers courses tailored to specific
job skills. Hu Dong Zhong Hua is offering
A. motivation.
B. learning theory.
C. development.
D. training.
E. orientation.

2. Which of the following would NOT be considered a traditional development activity?

A. Teaching a problem-solving seminar for managers
B. Requiring managers to take a time-management course
C. Meeting with managers to inform them about overall organizational functions and strategies
D. Teaching managers how to use a new management information system being implemented
E. Conducting a class for managers on motivational theories and techniques

3. Ruth has been put in charge of assessing her firm's training and development needs. Which activity would
NOT be a part of Ruth's job?
A. Conducting a needs analysis
B. Doing a workforce analysis
C. Setting training program goals
D. Choosing to conduct training in-house or through outsourcing
E. Determining training program content

4. Which of the following would NOT be considered an advantage of internal recruiting?

A. It motivates existing employees to perform.
B. It provides advancement opportunities to existing employees.
C. It sustains organizational knowledge.
D. It provides a strong force for cultural change.
E. It prevents the ripple effect.
5. The second step in the selection process is to
A. generate a pool of qualified applicants.
B. gather information about the pool of qualified applicants.
C. evaluate the qualifications of each applicant.
D. make a decision regarding who is the best fit for a job.
E. extend a job offer to an applicant.

6. Which of the following would be considered an advantage of external recruiting?

A. It may stifle creativity and new ideas in the organization.
B. It can cause the ripple effect.
C. It may damage existing employees' motivation.
D. It can enhance organizational vitality and innovation.
E. It sustains the existing organizational culture.

7. What is probably the MOST common method organizations use for internal recruiting?
A. Referrals
B. Job posting
C. Union halls
D. Walk-in applicants
E. Supervisory recommendations

8. Alan frequently attends professional presentations and training seminars at his work location. At one of these
presentations, it was announced that a new supervisory position in Alan's department was about to be created
and that there would be a formal external search. Which recruiting method was used?
A. Direct application
B. Job posting
C. Advertisements
D. Word of mouth
E. Supervisory recommendation

9. At which step in the selection process is information gathered about the candidates?
A. Step one
B. Step two
C. Step three
D. Step four
E. Step five
10. In Spring 2003, the Seattle Mariners baseball team hired hitter Raul Ibanez. Which type of employment test
would be most likely to establish Ibanez's qualifications for this position?
A. A psychomotor ability test
B. A cognitive ability test
C. An intelligence test
D. A personality test
E. An integrity test

11. If an organization wants to assess whether an applicant can actually perform a particular job, which
selection technique would BEST provide this assessment?
A. Employment test
B. Cognitive ability test
C. Integrity test
D. Work simulation
E. Structured interview

12. Bob has worked for a local hotel for nearly three years and is interested in advancing his career in the
organization. He notices one day on the bulletin board that a promotion opportunity in his work group is
available, so he decides to apply for the position. What type of recruiting method was used?
A. Referral
B. Job posting
C. Direct applicant
D. College recruit
E. Word-of-mouth recruit

13. Which of the following external recruiting techniques is MOST associated with the goal of finding jobs for
unemployed individuals?
A. Public employment agencies
B. Private employment agencies
C. Executive search firms
D. College placement offices
E. Job postings

14. Which external recruitment technique is typically targeted toward higher-level positions?
A. Public employment agencies
B. Headhunters
C. Advertisements
D. Private employment agencies
E. College placement offices
15. A realistic job preview is
A. a description of the actual nature of a job and its working conditions.
B. similar to an internship.
C. useful for attracting top candidates by presenting a job as exciting and glamorous.
D. a probationary work period.
E. the opportunity for a job applicant to perform a job in advance of accepting it.

16. Which of the following errors is related to the initial meeting that occurs between an interviewer and
interviewee?
A. First impression
B. Contrast
C. Similarity
D. Nonrelevancy
E. Inadequate knowledge of the job

17. Which of the following would be considered an important organizational goal in recruiting efforts?
A. Attract as many applicants as possible for a job.
B. Attract one or two highly qualified applicants for a job.
C. Use the recruiting process to explicitly differentiate among applicants.
D. Optimize the size of the pool of qualified applicants.
E. Make the job opening sound as challenging as possible to the applicants.

18. Which of the following statements would be MOST appropriate as part of a realistic job preview for the job
of restaurant waiter?
A. Exciting opportunity to learn skills that enable you to quickly start your own profitable business.
B. Hazardous exposure to dangerous chemicals and sharp equipment.
C. You will have considerable autonomy and responsibility when performing your duties outside of the
organization.
D. You will spend much of your work day on your feet.
E. Chance to network with wealthy individuals and make valuable contacts for professional positions.

19. Judd is a human resource manager responsible for creating a pool of qualified applicants from which his
employer can choose. Judd is involved in human resource
A. alternative work arrangements.
B. recruiting.
C. selecting.
D. planning.
E. training.
20. Kraft Foods, which makes and distributes grocery products, uses online recruiting for sales personnel. On its
website, Kraft says, "A Sales Representative distributes, sells, and promotes Kraft products. You are the
primary link with retail customers and consumers. You execute company promotions, meet inventory needs,
and monitor the competition within your region. Most of your time is spent problem solving with your customer
to create a win-win solution." Which of the following goals of recruiting is Kraft trying to meet with this
statement?
A. Ensuring that applicants are qualified
B. Selecting the best applicants for the job
C. Providing an honest assessment of the job
D. Generating fine distinctions between applicants
E. Keeping the applicant pool at a reasonable size

21. The number years spent working in a profession is an example of which of the following basic selection
criteria?
A. Education
B. Competencies
C. Experience
D. Skills
E. Abilities

22. A truck driving certification is an example of which of the following basic selection criteria?
A. Education
B. Competencies
C. Experience
D. Skills
E. Abilities

23. An organizational recruiter tells prospective recruits that her company is active in environmental affairs.
What is the recruiter doing?
A. Encouraging recycling by recruits
B. Signaling organizational values to improve fit
C. Giving a realistic job preview to recruits
D. Communicating the organization's strict environmental policies
E. Warning new recruits that they will be required to perform community service as part of their jobs

24. Which selection criteria more directly relate to specific qualifications and capabilities of an individual to
perform a specific job?
A. Competencies and experience
B. Skills and education
C. Abilities and competencies
D. Experience and education
E. Skills and abilities
25. Futurekids is a Los Angeles-based educational technology firm that provides professional development
training for teachers. What is a benefit that Futurekids' clients are likely to experience?
A. The trainers will be very familiar with the firm and its work environment.
B. Course content is developed to meet the specific needs of the individual client.
C. Professional trainers are skilled and highly qualified, providing a high-quality product.
D. Outsourced training is likely to be much less expensive than comparable in-house training.
E. Clients will have the maximum flexibility in scheduling the training.

26. Which is the following is a disadvantage of external recruiting?

A. hurts a company's ability to attract management talent
B. may foster stagnation
C. may hurt motivation
D. brings in new ideas
E. prevents new ideas

27. Which of the following is a disadvantage of internal recruiting?

A. hurts a company's ability to hire management talent
B. may foster stagnation
C. may hurt motivation
D. brings in new ideas
E. increases turnover

28. ____ enable recruiters to utilize both internal and external perspectives.
A. Realistic job previews
B. Internships
C. Headhunters
D. Private employment agencies
E. Advertisements

29. The evaluation of applicant qualifications is part of which step of the selection process?
A. Step 1
B. Step 2
C. Step 3
D. Step 4
E. Step 5
30. Gathering applicant information is part of which step of the selection process?
A. Step 1
B. Step 2
C. Step 3
D. Step 4
E. Step 5

31. Scenario 7.1

Brilliance is a management consulting firm that has offices in six large Midwestern cities: Chicago, Detroit,
Milwaukee, Minneapolis, St. Louis, and the headquarters, Kansas City. The head of human resources, Franklin
Walker, is currently facing several challenges. First, the firm needs to hire about twenty-five new consultants
each year to ensure enough consultants to fully staff all projects. The firm prefers to hire business managers
with about 3 to 10 years' experience in manufacturing for these jobs, and recent recruiting efforts with
advertisements have led to hundreds of responses. Brilliance's HR staff are overwhelmed with the volume of
résumés they receive for processing.

Second, the firm would like to be able to recommend high-tech solutions for its customers. But many of
Brilliance's consultants have been out of school for more than a decade, some for 30 years or more, and their
skills are no longer cutting edge. Third, and most troubling, the head of Brilliance, Indira Chaudhuri, is in her
late sixties. She has not yet announced any retirement plans, but she also has not identified anyone to assume
her role when she does retire.

Refer to Scenario 7.1. Which of the following techniques would be MOST likely to help Walker and his staff
reduce the volume of applicants for consultant positions, while not reducing the quality?
A. Job posting
B. Private employment agencies
C. College placement offices
D. Electronic recruiting
E. None of these
32. Scenario 7.1
Brilliance is a management consulting firm that has offices in six large Midwestern cities: Chicago, Detroit,
Milwaukee, Minneapolis, St. Louis, and the headquarters, Kansas City. The head of human resources, Franklin
Walker, is currently facing several challenges. First, the firm needs to hire about twenty-five new consultants
each year to ensure enough consultants to fully staff all projects. The firm prefers to hire business managers
with about 3 to 10 years' experience in manufacturing for these jobs, and recent recruiting efforts with
advertisements have led to hundreds of responses. Brilliance's HR staff are overwhelmed with the volume of
résumés they receive for processing.

Second, the firm would like to be able to recommend high-tech solutions for its customers. But many of
Brilliance's consultants have been out of school for more than a decade, some for 30 years or more, and their
skills are no longer cutting edge. Third, and most troubling, the head of Brilliance, Indira Chaudhuri, is in her
late sixties. She has not yet announced any retirement plans, but she also has not identified anyone to assume
her role when she does retire.

Refer to Scenario 7.1. If Walker decides to use online recruiting for the consulting positions, which of the
following is NOT a likely outcome?
A. The number of applicants will be reduced.
B. The quality of applicants will vary a great deal.
C. Applicants will all be residents of communities near Brilliance offices.
D. The cost of recruiting will increase sharply.
E. The diversity of applicants will decline.

33. Scenario 7.1

Brilliance is a management consulting firm that has offices in six large Midwestern cities: Chicago, Detroit,
Milwaukee, Minneapolis, St. Louis, and the headquarters, Kansas City. The head of human resources, Franklin
Walker, is currently facing several challenges. First, the firm needs to hire about twenty-five new consultants
each year to ensure enough consultants to fully staff all projects. The firm prefers to hire business managers
with about 3 to 10 years' experience in manufacturing for these jobs, and recent recruiting efforts with
advertisements have led to hundreds of responses. Brilliance's HR staff are overwhelmed with the volume of
résumés they receive for processing.

Second, the firm would like to be able to recommend high-tech solutions for its customers. But many of
Brilliance's consultants have been out of school for more than a decade, some for 30 years or more, and their
skills are no longer cutting edge. Third, and most troubling, the head of Brilliance, Indira Chaudhuri, is in her
late sixties. She has not yet announced any retirement plans, but she also has not identified anyone to assume
her role when she does retire.

Refer to Scenario 7.1. Mr. Walker is analyzing the strengths and weaknesses, skill levels, and motivation of his
current consultants. What is Mr. Walker doing?
A. Transfer of training
B. Setting training goals
C. Determining training content
D. Needs analysis
E. Workforce analysis
34. Scenario 7.1
Brilliance is a management consulting firm that has offices in six large Midwestern cities: Chicago, Detroit,
Milwaukee, Minneapolis, St. Louis, and the headquarters, Kansas City. The head of human resources, Franklin
Walker, is currently facing several challenges. First, the firm needs to hire about twenty-five new consultants
each year to ensure enough consultants to fully staff all projects. The firm prefers to hire business managers
with about 3 to 10 years' experience in manufacturing for these jobs, and recent recruiting efforts with
advertisements have led to hundreds of responses. Brilliance's HR staff are overwhelmed with the volume of
résumés they receive for processing.

Second, the firm would like to be able to recommend high-tech solutions for its customers. But many of
Brilliance's consultants have been out of school for more than a decade, some for 30 years or more, and their
skills are no longer cutting edge. Third, and most troubling, the head of Brilliance, Indira Chaudhuri, is in her
late sixties. She has not yet announced any retirement plans, but she also has not identified anyone to assume
her role when she does retire.

Refer to Scenario 7.1. Which of the following recruiting techniques would be MOST likely to help Brilliance
hire staff with better high-tech skills?
A. Job posting
B. Recruiting consultants
C. Private employment agencies
D. Advertisements
E. Word of mouth

35. Scenario 7.1

Brilliance is a management consulting firm that has offices in six large Midwestern cities: Chicago, Detroit,
Milwaukee, Minneapolis, St. Louis, and the headquarters, Kansas City. The head of human resources, Franklin
Walker, is currently facing several challenges. First, the firm needs to hire about twenty-five new consultants
each year to ensure enough consultants to fully staff all projects. The firm prefers to hire business managers
with about 3 to 10 years' experience in manufacturing for these jobs, and recent recruiting efforts with
advertisements have led to hundreds of responses. Brilliance's HR staff are overwhelmed with the volume of
résumés they receive for processing.

Second, the firm would like to be able to recommend high-tech solutions for its customers. But many of
Brilliance's consultants have been out of school for more than a decade, some for 30 years or more, and their
skills are no longer cutting edge. Third, and most troubling, the head of Brilliance, Indira Chaudhuri, is in her
late sixties. She has not yet announced any retirement plans, but she also has not identified anyone to assume
her role when she does retire.

Refer to Scenario 7.1. Which of the following methods for filling Indira Chaudhuri's position will result in the
organization's continuing need to recruit?
A. Referrals
B. Headhunters
C. Internal recruiting
D. Advertisements
E. Electronic recruiting
36. Training focuses more readily on building an employee's skills to match the current job situation.
True False

37. Development focuses more readily on building generalized skills that enhance performance in future jobs.
True False

38. The first step in assessing training and development needs involves setting training and development goals.
True False

39. The Social Security Act of 1935 specified that private employment agencies are part of the recruiting
process.
True False

40. Headhunters are usually utilized for high-level management and executive positions.
True False

41. Education is the formal classroom training that an individual has received.
True False

42. All questions on an employment application must relate to an individual's ability to perform the job.
True False

43. Selection is the process of developing a pool of qualified applicants who are interested in working for the
organization and from which the organization might reasonably select the best individual or individuals to hire
for employment.
True False

44. An individual working for an executive search firm is also known as a headhunter.
True False
45. Research indicates that unstructured interviews are the best predictors of subsequent job performance.
True False

46. What is the fundamental goal of training and development? Explain how training helps organizations to
achieve that goal. Explain how development aids in achieving that goal.

47. Briefly describe four techniques commonly used for external recruiting.

48. What is a realistic job preview? What benefits may it provide?

49. Describe the steps involved in the selection process.

50. Describe the various kinds of employment tests and the information that employers expect to gain from their
use.
Chapter 7--Recruiting, Selecting, Training and Developing
Employees Key

1. The Hu Dong Zhong Hua Shipbuilding Group of Shanghai offers its line workers courses tailored to specific
job skills. Hu Dong Zhong Hua is offering
A. motivation.
B. learning theory.
C. development.
D. training.
E. orientation.

2. Which of the following would NOT be considered a traditional development activity?

A. Teaching a problem-solving seminar for managers
B. Requiring managers to take a time-management course
C. Meeting with managers to inform them about overall organizational functions and strategies
D. Teaching managers how to use a new management information system being implemented
E. Conducting a class for managers on motivational theories and techniques

3. Ruth has been put in charge of assessing her firm's training and development needs. Which activity would
NOT be a part of Ruth's job?
A. Conducting a needs analysis
B. Doing a workforce analysis
C. Setting training program goals
D. Choosing to conduct training in-house or through outsourcing
E. Determining training program content

4. Which of the following would NOT be considered an advantage of internal recruiting?

A. It motivates existing employees to perform.
B. It provides advancement opportunities to existing employees.
C. It sustains organizational knowledge.
D. It provides a strong force for cultural change.
E. It prevents the ripple effect.
5. The second step in the selection process is to
A. generate a pool of qualified applicants.
B. gather information about the pool of qualified applicants.
C. evaluate the qualifications of each applicant.
D. make a decision regarding who is the best fit for a job.
E. extend a job offer to an applicant.

6. Which of the following would be considered an advantage of external recruiting?

A. It may stifle creativity and new ideas in the organization.
B. It can cause the ripple effect.
C. It may damage existing employees' motivation.
D. It can enhance organizational vitality and innovation.
E. It sustains the existing organizational culture.

7. What is probably the MOST common method organizations use for internal recruiting?
A. Referrals
B. Job posting
C. Union halls
D. Walk-in applicants
E. Supervisory recommendations

8. Alan frequently attends professional presentations and training seminars at his work location. At one of these
presentations, it was announced that a new supervisory position in Alan's department was about to be created
and that there would be a formal external search. Which recruiting method was used?
A. Direct application
B. Job posting
C. Advertisements
D. Word of mouth
E. Supervisory recommendation

9. At which step in the selection process is information gathered about the candidates?
A. Step one
B. Step two
C. Step three
D. Step four
E. Step five
10. In Spring 2003, the Seattle Mariners baseball team hired hitter Raul Ibanez. Which type of employment test
would be most likely to establish Ibanez's qualifications for this position?
A. A psychomotor ability test
B. A cognitive ability test
C. An intelligence test
D. A personality test
E. An integrity test

11. If an organization wants to assess whether an applicant can actually perform a particular job, which
selection technique would BEST provide this assessment?
A. Employment test
B. Cognitive ability test
C. Integrity test
D. Work simulation
E. Structured interview

12. Bob has worked for a local hotel for nearly three years and is interested in advancing his career in the
organization. He notices one day on the bulletin board that a promotion opportunity in his work group is
available, so he decides to apply for the position. What type of recruiting method was used?
A. Referral
B. Job posting
C. Direct applicant
D. College recruit
E. Word-of-mouth recruit

13. Which of the following external recruiting techniques is MOST associated with the goal of finding jobs for
unemployed individuals?
A. Public employment agencies
B. Private employment agencies
C. Executive search firms
D. College placement offices
E. Job postings

14. Which external recruitment technique is typically targeted toward higher-level positions?
A. Public employment agencies
B. Headhunters
C. Advertisements
D. Private employment agencies
E. College placement offices
15. A realistic job preview is
A. a description of the actual nature of a job and its working conditions.
B. similar to an internship.
C. useful for attracting top candidates by presenting a job as exciting and glamorous.
D. a probationary work period.
E. the opportunity for a job applicant to perform a job in advance of accepting it.

16. Which of the following errors is related to the initial meeting that occurs between an interviewer and
interviewee?
A. First impression
B. Contrast
C. Similarity
D. Nonrelevancy
E. Inadequate knowledge of the job

17. Which of the following would be considered an important organizational goal in recruiting efforts?
A. Attract as many applicants as possible for a job.
B. Attract one or two highly qualified applicants for a job.
C. Use the recruiting process to explicitly differentiate among applicants.
D. Optimize the size of the pool of qualified applicants.
E. Make the job opening sound as challenging as possible to the applicants.

18. Which of the following statements would be MOST appropriate as part of a realistic job preview for the job
of restaurant waiter?
A. Exciting opportunity to learn skills that enable you to quickly start your own profitable business.
B. Hazardous exposure to dangerous chemicals and sharp equipment.
C. You will have considerable autonomy and responsibility when performing your duties outside of the
organization.
D. You will spend much of your work day on your feet.
E. Chance to network with wealthy individuals and make valuable contacts for professional positions.

19. Judd is a human resource manager responsible for creating a pool of qualified applicants from which his
employer can choose. Judd is involved in human resource
A. alternative work arrangements.
B. recruiting.
C. selecting.
D. planning.
E. training.
20. Kraft Foods, which makes and distributes grocery products, uses online recruiting for sales personnel. On its
website, Kraft says, "A Sales Representative distributes, sells, and promotes Kraft products. You are the
primary link with retail customers and consumers. You execute company promotions, meet inventory needs,
and monitor the competition within your region. Most of your time is spent problem solving with your customer
to create a win-win solution." Which of the following goals of recruiting is Kraft trying to meet with this
statement?
A. Ensuring that applicants are qualified
B. Selecting the best applicants for the job
C. Providing an honest assessment of the job
D. Generating fine distinctions between applicants
E. Keeping the applicant pool at a reasonable size

21. The number years spent working in a profession is an example of which of the following basic selection
criteria?
A. Education
B. Competencies
C. Experience
D. Skills
E. Abilities

22. A truck driving certification is an example of which of the following basic selection criteria?
A. Education
B. Competencies
C. Experience
D. Skills
E. Abilities

23. An organizational recruiter tells prospective recruits that her company is active in environmental affairs.
What is the recruiter doing?
A. Encouraging recycling by recruits
B. Signaling organizational values to improve fit
C. Giving a realistic job preview to recruits
D. Communicating the organization's strict environmental policies
E. Warning new recruits that they will be required to perform community service as part of their jobs

24. Which selection criteria more directly relate to specific qualifications and capabilities of an individual to
perform a specific job?
A. Competencies and experience
B. Skills and education
C. Abilities and competencies
D. Experience and education
E. Skills and abilities
25. Futurekids is a Los Angeles-based educational technology firm that provides professional development
training for teachers. What is a benefit that Futurekids' clients are likely to experience?
A. The trainers will be very familiar with the firm and its work environment.
B. Course content is developed to meet the specific needs of the individual client.
C. Professional trainers are skilled and highly qualified, providing a high-quality product.
D. Outsourced training is likely to be much less expensive than comparable in-house training.
E. Clients will have the maximum flexibility in scheduling the training.

26. Which is the following is a disadvantage of external recruiting?

A. hurts a company's ability to attract management talent
B. may foster stagnation
C. may hurt motivation
D. brings in new ideas
E. prevents new ideas

27. Which of the following is a disadvantage of internal recruiting?

A. hurts a company's ability to hire management talent
B. may foster stagnation
C. may hurt motivation
D. brings in new ideas
E. increases turnover

28. ____ enable recruiters to utilize both internal and external perspectives.
A. Realistic job previews
B. Internships
C. Headhunters
D. Private employment agencies
E. Advertisements

29. The evaluation of applicant qualifications is part of which step of the selection process?
A. Step 1
B. Step 2
C. Step 3
D. Step 4
E. Step 5
30. Gathering applicant information is part of which step of the selection process?
A. Step 1
B. Step 2
C. Step 3
D. Step 4
E. Step 5

31. Scenario 7.1

Brilliance is a management consulting firm that has offices in six large Midwestern cities: Chicago, Detroit,
Milwaukee, Minneapolis, St. Louis, and the headquarters, Kansas City. The head of human resources, Franklin
Walker, is currently facing several challenges. First, the firm needs to hire about twenty-five new consultants
each year to ensure enough consultants to fully staff all projects. The firm prefers to hire business managers
with about 3 to 10 years' experience in manufacturing for these jobs, and recent recruiting efforts with
advertisements have led to hundreds of responses. Brilliance's HR staff are overwhelmed with the volume of
résumés they receive for processing.

Second, the firm would like to be able to recommend high-tech solutions for its customers. But many of
Brilliance's consultants have been out of school for more than a decade, some for 30 years or more, and their
skills are no longer cutting edge. Third, and most troubling, the head of Brilliance, Indira Chaudhuri, is in her
late sixties. She has not yet announced any retirement plans, but she also has not identified anyone to assume
her role when she does retire.

Refer to Scenario 7.1. Which of the following techniques would be MOST likely to help Walker and his staff
reduce the volume of applicants for consultant positions, while not reducing the quality?
A. Job posting
B. Private employment agencies
C. College placement offices
D. Electronic recruiting
E. None of these
32. Scenario 7.1
Brilliance is a management consulting firm that has offices in six large Midwestern cities: Chicago, Detroit,
Milwaukee, Minneapolis, St. Louis, and the headquarters, Kansas City. The head of human resources, Franklin
Walker, is currently facing several challenges. First, the firm needs to hire about twenty-five new consultants
each year to ensure enough consultants to fully staff all projects. The firm prefers to hire business managers
with about 3 to 10 years' experience in manufacturing for these jobs, and recent recruiting efforts with
advertisements have led to hundreds of responses. Brilliance's HR staff are overwhelmed with the volume of
résumés they receive for processing.

Second, the firm would like to be able to recommend high-tech solutions for its customers. But many of
Brilliance's consultants have been out of school for more than a decade, some for 30 years or more, and their
skills are no longer cutting edge. Third, and most troubling, the head of Brilliance, Indira Chaudhuri, is in her
late sixties. She has not yet announced any retirement plans, but she also has not identified anyone to assume
her role when she does retire.

Refer to Scenario 7.1. If Walker decides to use online recruiting for the consulting positions, which of the
following is NOT a likely outcome?
A. The number of applicants will be reduced.
B. The quality of applicants will vary a great deal.
C. Applicants will all be residents of communities near Brilliance offices.
D. The cost of recruiting will increase sharply.
E. The diversity of applicants will decline.

33. Scenario 7.1

Brilliance is a management consulting firm that has offices in six large Midwestern cities: Chicago, Detroit,
Milwaukee, Minneapolis, St. Louis, and the headquarters, Kansas City. The head of human resources, Franklin
Walker, is currently facing several challenges. First, the firm needs to hire about twenty-five new consultants
each year to ensure enough consultants to fully staff all projects. The firm prefers to hire business managers
with about 3 to 10 years' experience in manufacturing for these jobs, and recent recruiting efforts with
advertisements have led to hundreds of responses. Brilliance's HR staff are overwhelmed with the volume of
résumés they receive for processing.

Second, the firm would like to be able to recommend high-tech solutions for its customers. But many of
Brilliance's consultants have been out of school for more than a decade, some for 30 years or more, and their
skills are no longer cutting edge. Third, and most troubling, the head of Brilliance, Indira Chaudhuri, is in her
late sixties. She has not yet announced any retirement plans, but she also has not identified anyone to assume
her role when she does retire.

Refer to Scenario 7.1. Mr. Walker is analyzing the strengths and weaknesses, skill levels, and motivation of his
current consultants. What is Mr. Walker doing?
A. Transfer of training
B. Setting training goals
C. Determining training content
D. Needs analysis
E. Workforce analysis
34. Scenario 7.1
Brilliance is a management consulting firm that has offices in six large Midwestern cities: Chicago, Detroit,
Milwaukee, Minneapolis, St. Louis, and the headquarters, Kansas City. The head of human resources, Franklin
Walker, is currently facing several challenges. First, the firm needs to hire about twenty-five new consultants
each year to ensure enough consultants to fully staff all projects. The firm prefers to hire business managers
with about 3 to 10 years' experience in manufacturing for these jobs, and recent recruiting efforts with
advertisements have led to hundreds of responses. Brilliance's HR staff are overwhelmed with the volume of
résumés they receive for processing.

Second, the firm would like to be able to recommend high-tech solutions for its customers. But many of
Brilliance's consultants have been out of school for more than a decade, some for 30 years or more, and their
skills are no longer cutting edge. Third, and most troubling, the head of Brilliance, Indira Chaudhuri, is in her
late sixties. She has not yet announced any retirement plans, but she also has not identified anyone to assume
her role when she does retire.

Refer to Scenario 7.1. Which of the following recruiting techniques would be MOST likely to help Brilliance
hire staff with better high-tech skills?
A. Job posting
B. Recruiting consultants
C. Private employment agencies
D. Advertisements
E. Word of mouth

35. Scenario 7.1

Brilliance is a management consulting firm that has offices in six large Midwestern cities: Chicago, Detroit,
Milwaukee, Minneapolis, St. Louis, and the headquarters, Kansas City. The head of human resources, Franklin
Walker, is currently facing several challenges. First, the firm needs to hire about twenty-five new consultants
each year to ensure enough consultants to fully staff all projects. The firm prefers to hire business managers
with about 3 to 10 years' experience in manufacturing for these jobs, and recent recruiting efforts with
advertisements have led to hundreds of responses. Brilliance's HR staff are overwhelmed with the volume of
résumés they receive for processing.

Second, the firm would like to be able to recommend high-tech solutions for its customers. But many of
Brilliance's consultants have been out of school for more than a decade, some for 30 years or more, and their
skills are no longer cutting edge. Third, and most troubling, the head of Brilliance, Indira Chaudhuri, is in her
late sixties. She has not yet announced any retirement plans, but she also has not identified anyone to assume
her role when she does retire.

Refer to Scenario 7.1. Which of the following methods for filling Indira Chaudhuri's position will result in the
organization's continuing need to recruit?
A. Referrals
B. Headhunters
C. Internal recruiting
D. Advertisements
E. Electronic recruiting
36. Training focuses more readily on building an employee's skills to match the current job situation.
TRUE

37. Development focuses more readily on building generalized skills that enhance performance in future jobs.
TRUE

38. The first step in assessing training and development needs involves setting training and development goals.
FALSE

39. The Social Security Act of 1935 specified that private employment agencies are part of the recruiting
process.
FALSE

40. Headhunters are usually utilized for high-level management and executive positions.
TRUE

41. Education is the formal classroom training that an individual has received.
TRUE

42. All questions on an employment application must relate to an individual's ability to perform the job.
TRUE

43. Selection is the process of developing a pool of qualified applicants who are interested in working for the
organization and from which the organization might reasonably select the best individual or individuals to hire
for employment.
FALSE

44. An individual working for an executive search firm is also known as a headhunter.
TRUE
45. Research indicates that unstructured interviews are the best predictors of subsequent job performance.
FALSE

46. What is the fundamental goal of training and development? Explain how training helps organizations to
achieve that goal. Explain how development aids in achieving that goal.

The fundamental goal of training and development is to improve workers' ability to make contributions to the
firm's effectiveness. Training is a planned attempt by an organization to facilitate employee learning of
job-related knowledge, skills, and behaviors. It is focused very directly on helping the organization function
more effectively. Development is more generally aimed at helping managers better understand and solve
problems, make decisions, and capitalize on opportunities. It contributes to organizational effectiveness in a
more indirect way, by helping managers be better leaders, motivators, decision makers, and so on. Development
will also increase the effectiveness and efficiency of line workers, by making their superiors more effective and
efficient.

47. Briefly describe four techniques commonly used for external recruiting.

Six techniques are described in the text.

a. Word-of-mouth recruiting takes place when the organization informs present employees that positions are available and encourages them
to refer friends, family members, or neighbors. This is inexpensive and generates a large number of high-quality applicants.
b. Advertisements in newspapers and publications can be used, although they tend to be expensive and may attract fewer qualified applicants
than other recruiting methods. However, they do allow the organization to cast a wide net.
c. Public employment agencies are state-owned agencies that have the goal of getting unemployed individuals off state aid and into
permanent jobs. The agency will collect information about registered individuals and match it against employers' job openings. Public
employment agencies are free and are a good source of applicants who are minorities, handicapped individuals, or other protected classes.
d. Private employment agencies are more likely to serve the white-collar labor market. Such agencies charge a fee to either the individual or
the organization to fill a position.
e. Executive search firms, or headhunters, are commonly used to recruit top-level managers. The search firm attempts to locate individuals
who fit a particular profile given by an organization, and then screens potential candidates and presents the organization with a small
number of highly qualified and interested candidates. Activities tend to be held confidential. Executive searches tend to be expensive.
f. College placement offices attract employers to visit their campuses every year to interview graduates. This method is relatively
inexpensive, as the placement offices provide facilities, schedule appointments, and so on. This method of job search is very efficient for
students.

48. What is a realistic job preview? What benefits may it provide?

A realistic job preview is a technique for ensuring that job seekers understand the nature of the jobs available to
them. The idea is to present as realistic a picture of the job and its working conditions as possible without
glossing over some of the more unpleasant characteristics. The use of a realistic job preview can minimize the
problems associated with new employees' unrealistically high expectations. An organization may provide an
opportunity for job applicants to observe others performing the work, or the recruiter may describe as
realistically as possible the job itself and its circumstances. Benefits of using realistic job previews include the
possibility of some potential applicants withdrawing from the applicant pool, higher rate of job survival, higher
levels of job satisfaction and trust in the organization, and a more realistic set of expectations.
49. Describe the steps involved in the selection process.

Step one is to gather information about the members of the pool of qualified recruits. Numerous methods may
be used to determine the levels of KSA requirements possessed by each applicant. Step two is to evaluate the
qualifications of each applicant from the recruit pool. The information gathered in step one is compared with
explicit or implicit standards. Step three is making the actual decision as to which candidate or candidates will
be offered employment with the organization. Careful assessment of each individual's qualifications relative to
job standards or other decision-making criteria is conducted to decide whom to hire.

50. Describe the various kinds of employment tests and the information that employers expect to gain from their
use.

Achievement tests demonstrate mastery of learned skills. Achievement tests are usually written quizzes or work
simulations that are designed to measure the applicant's mastery of a particular set of job-related skills.
Examples include a keyboarding test for a clerk, physical conditioning tests for athletes, and job-specific
quizzes for paralegals and engineering technicians.

Aptitude tests measure likely future performance. Cognitive ability tests are one type of aptitude test that
measures mental skills, such as an IQ test. Employers know that more intelligent people tend to perform better
at every job, so assessing intelligence can be a good predictor of job performance. Another type of aptitude test
is a psychomotor test that measures physical abilities such as eye-hand coordination. Psychomotor tests can be
very useful in predicting job performance for positions which involve manual skills, such as assembly-line
work. Personality tests measure an individual's tendency to act in certain ways and are another type of aptitude
test. Employers hope to gauge the extent of fit between the applicant and the job and organization. However,
problems with personality testing render these measures unreliable or invalid for most positions. Integrity tests
attempt to measure an applicant's honesty, but there are problems with these tests that make them unreliable.
Another random document with
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 Fig. 2 Fig. 4
Fig. 3 Fig. 5 Fig. 1

The Boy Who Makes a Star Kite of This Type will Have a Construction
Different from the Common Run of Kites, Especially If He Decorates It in an
Attractive Manner

The flags are tied on, and the tassels are easily made of cord. The
outside streamers are at least 6 ft. long, and balanced carefully.
Ribbons, or dark-colored lining cambric, are used for them. The
funnel-shaped ends balance the kite. They are shown in detail in
Figs. 2, 3, and 4, and have 1-in. openings at the bottom, through
which the air passes, causing a pull that steadies the kite. They are
of dark blue, and the cloth fringe is of light blue. A thin reed, or fine
wire, is used for the hoop which stiffens the top. Heavy wrapping or
cover paper is used to cover the hoops. It is cut as shown in Fig. 4
and rolled into shape.
A four-string bridle is fastened to the frame at I, J, K, and L, as
shown. The upper strings are each 18 in., and the lower ones 32 in.
long, to the point where they come together, and must be adjusted
after the kite line is fastened at M.
 Second Handle on Hoe or Rake Saves Stooping

Much of the Tiring Labor in Using a Hoe or Rake is Overcome by This

Simple Homemade Attachment

Anyone who has used a hoe or rake for days at a time will
appreciate the labor saved by the attachment for the handle shown
in the illustration. It is adjustable to various-sized persons by means
of the holes at the front end of the horizontal piece. The two parts
are each made of strips joined at the middle portions, and arranged
to clamp on the handle of the hoe or rake. In hoeing around shrubs
and large plants, the handle may be set to one side.—A. S. Thomas,
Amherstburg, Ont., Canada.
 Photo-Copying Lens Increases Angle of Camera
Trying to take some indoor pictures I found the angle of my
ordinary lens was insufficient to “get in” the various objects I desired.
Not having a wide angle lens, I decreased the focal length of the lens
by using a copying attachment. The results were quite pleasing and
while there is some distortion and less of the plate is covered than
usual, there is a remarkable increase in the angle of view. To obtain
definition, it is necessary to stop the lens down, but the pictures are
very clear.—Samuel L. Pickett, Denver, Colo.
 Belt for Sprocket Drive Made of Brass Strips

Being unable to purchase a small driving chain for sprockets made

by cutting out every other tooth in gears taken from a clockwork, I
used a brass strip, properly punched, and found it satisfactory. The
strip was .005 in. thick and the points where the holes were to be
punched out were indicated by dividers set from the gears. I made a
punch from a nail leaving a small center on it as shown and grinding
the end to an oblong shape. I used a piece of sheet lead as a die, on
which to punch the strips. The marks made by the dividers provided
spots on which to set the center of the punch, making the result quite
accurate.—Edward M. Davis, Philadelphia, Pa.
 Rain Alarm with Drop-of-Water Contact

A Drop of Rain Water Completes the Bell Circuit, Thus Giving Warning of the
Rain

An annunciating device, which awakens a person sleeping in a

room with the window open and warns him that it is raining, so that
he may close the window, is an interesting bit of electrical
construction. On the outside of the house, as detailed, is a funnel
fixed to the wall. At its small end, two separate wires have their
terminals. The wires enter the room at the frame of the window, and
connect to an electric bell, and a dry cell. A drop of water entering
the funnel, flows down to the small end, falling on the terminals of
the wires, and acting as a conductor, completes the circuit, ringing
the bell. A switch inside cuts out the circuit, stopping the bell’s
ringing.—John M. Chabot, Lauzon, Quebec, Can.
Coaster Steering Gear Made from Cream-Freezer
Drive

A Steering Rig That Works Almost Like That on an Automobile was Made Out
of the Driving Parts of an Old Ice-Cream Freezer

In rebuilding a wagon into an automobile coaster, I used the

driving rod and gears from an old ice-cream freezer, and found that it
worked so well that perhaps other boys might be interested in the
job. The front of the coaster was covered with a hood, and the
steering wheel was set back of it, as shown. The center rod of the
freezer was used for the steering post F, and an old rubber-tired
wheel was made into a steering wheel. The casting from the top of
the freezer, with the gears in it, and the rod on which the turning
crank was fastened were set on a block, H, and braced, as shown.
The shaft where the crank was fastened, at B, was set through the
wagon bed. A crosspiece of iron, A, was wired to the axle D with
wires C. A heavy block was used for a turntable. The top end of the
casting was fastened to the hood with a brace, G, and the block H
steadies the rigging also.—L. Chester Bryant, El Dorado, Ark.
 Pad for Glass Vessels Made of Corks
In the kitchen, shop, laboratory, and other places where glass or
other fragile dishes or vessels are used, a convenient pad on which
to rest them can be made by stringing corks on a strong cord or wire
in the form of a ring. Several rings of corks may be used to make a
mat, or rings slightly larger in diameter than the bottle or vessel may
be made for certain sizes of containers. If desired, the corks may be
cut to fit closely on the radial joints, making the resulting ring more
secure.
A Shaving Lamp and Mirror for the Camp
 To make shaving possible in camp at night, or with little daylight, a
small mirror was provided with an electric flash light. The mirror was
set to swing free, in a wooden support. The light was fastened
slightly above and behind the mirror. and swings at its base, so that it
can be tipped upward or downward, throwing the light
correspondingly. A piece of wood, 1¹⁄₄ by 3¹⁄₂ in., and as long as the
mirror frame is wide, serves as a base. The arms will hold the mirror
far enough in front of the lamp to allow room in which to swing. The
body of the lamp is set on a block, and held between two wooden
pieces, into which a band of iron was set near the top. The uprights
move in an arc, pivoting at their lower fastening, on screws.—C. L.
Meller, Fargo, N. D.
 Automatic Electric Light on Talking-Machine
Cabinet

In many homes the phonograph is placed where little light is

available in changing the records, setting the needle etc. An electric
light which is lighted only while the cover of the phonograph is
raised, is well worth installing. A metal arm, A, supports the open
cover of the cabinet. When the cover is closed, this arm passes
through a slot and takes the position shown by the dotted line. A strip
of spring brass, B, is fastened to the inside wall of the cabinet, in the
path of the arm, so that it will be pushed down to the off position, as
indicated. When the arm releases the strip B, the latter presses
against the contact C. A small electric lamp, D, is set in the corner,
and electrical connection made to it through B and C, the plug
connections passing through the back of the cabinet. When the
cover is down, the electric circuit is open, and the moment it is
raised, connection is made at C, and the lamp lights. The backs of
most phonograph cabinets may be removed easily to make these
changes.—M. C. Ball, Kansas City, Mo.
Device for Suspending Parcels from Overhead
Hooks
 To hang small sacks or other articles out of reach overhead, so
that they may be easily taken down, I use a double-eye hook which I
made of wire. A single piece of wire is used, and twisted into two
loops as shown, and then formed into a twisted hook. I use a pole
with a nail, hooking it into the lower loop, to raise the parcel; this
leaves the upper loop free to be hooked on the nail above.—E. B.
Warren, Garnet, Mont.
 Steel Wool as Aluminum-Ware Cleaner
It takes little trouble to keep aluminium pots and pans shining if
they are cleaned frequently with steel wool, water, and a nonalkaline
soap. Use a very fine grade of the wool, and give the utensils a few
rubs frequently rather than attempt to clean them only occasionally,
when much soiled.—L. P. Langan, Denver, Colo.
 How to Make a Model Old-Four
Monoplane
By RALPH M. BROWN

Theflights,
old-four monoplane model, made famous by its wonderful
is one of the most graceful that has been built. Its large
size and slow, even glide make it a much more desirable flier than
the ordinary dartlike model. It gives one a true insight into the
phenomena of heavier-than-air flight. This machine, when complete,
should weigh 9 oz. and fly 1,200 ft., rising from the ground under its
own power and landing lightly. Its construction is simple, and with
careful reference to the sketches, an exact reproduction may be
made.
For the motor bases, A, Fig. 1, secure two spruce sticks, each 48
in. long, ³⁄₈ in. wide, and ¹⁄₄ in. thick, and fasten a wire hook on one
end of each stick with thread wound around after giving it a coat of
glue. These hooks are to hold one end of the rubber bands that act
as the motive power, and are designated by the letter B. At the
opposite ends of the sticks, at C, bearings are provided, which
consist of blocks of wood, each 1 in. long, 1 in. wide, and ³⁄₈ in. thick.
These are also bound in place with thread after gluing them. Holes