Human Resource Management, 12e (Dessler) Chapter 1 Introduction to Human Resource Management 1) The basic functions of the management

process include all of the following EXCEPT ________. A) planning B) organi ing C) outsourcing !) leading E) staffing Answer" C E#planation" The fi$e basic functions of the management process include planning% organi ing% staffing% leading% and controlling. &utsourcing 'obs ma( be an aspect of human resources% but it is not one of the primar( management functions. !iff" 1 Page )ef" * Chapter" 1 &b'ecti$e" 1 +,ill" Concept -) .hich of the following is the person responsible for accomplishing an organi ation/s goals b( planning% organi ing% staffing% leading% and controlling personnel0 A) manager B) entrepreneur C) representati$e !) generalist E) mar,eter Answer" A E#planation" The manager is the person responsible for accomplishing an organi ation/s goals b( planning% organi ing% staffing% leading% and controlling the efforts of the organi ation/s people. An entrepreneur ma( manage people or ma( hire a manager to do so instead% but entrepreneurs are defined as indi$iduals who start their own businesses. !iff" Page )ef" * Chapter" 1 &b'ecti$e" 1 +,ill" Concept 1) .hich of the following includes fi$e basic functions22planning% organi ing% staffing% leading% and controlling0 A) 'ob anal(sis B) strategic management C) emplo(ee orientation !) management process E) adaptabilit( screening Answer" ! E#planation" The management process includes fi$e basic functions22planning% organi ing% staffing% leading% and controlling. +trategic management refers to the process of identif(ing and e#ecuting the organi ation/s mission b( matching its capabilities with the demands of its en$ironment. !iff" 1 Page )ef" * Chapter" 1 &b'ecti$e" 1 +,ill" Concept *) .hich function of the management process re3uires a manager to establish goals and standards and to de$elop rules and procedures0 A) planning B) organi ing C) staffing !) leading E) moti$ating Answer" A E#planation" Planning% organi ing% staffing% leading% and controlling are the fi$e main functions of management. The planning function in$ol$es establishing goals and standards% de$eloping rules and procedures% and forecasting. !iff" 1 Page )ef" * Chapter" 1 &b'ecti$e" 1 +,ill" Concept
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4) Celeste spends most of her time at wor, establishing goals for her staff of fift( emplo(ees and de$eloping procedures for $arious tas,s. 5n which function of the management process does Celeste spend most of her time0 A) leading B) organi ing C) moti$ating !) planning E) staffing Answer" ! E#planation" The planning function of the management process re3uires managers to establish goals and standards% de$elop rules and procedures% and de$elop plans and forecast. 6eading in$ol$es moti$ating staff% while controlling re3uires a manger to set standards% such as sales 3uotas. Assigning tas,s to emplo(ees is an aspect of the organi ing function. !iff" Page )ef" * Chapter" 1 &b'ecti$e" 1 +,ill" Application 7) .hich function of the management process includes delegating authorit( to subordinates and establishing channels of communication0 A) staffing B) organi ing C) moti$ating !) leading E) planning Answer" B E#planation" The organi ing function of the management process includes delegating authorit( to subordinates and establishing channels of communication. The organi ing function also includes establishing departments and coordinating the wor, of subordinates. !iff" 1 Page )ef" * Chapter" 1 &b'ecti$e" 1 +,ill" Concept 8) .hen managers use metrics to assess performance and then de$elop strategies for correcti$e action% the( are performing the ________ function of the management process. A) planning B) leading C) staffing !) controlling E) organi ing Answer" ! E#planation" The controlling function of the management process re3uires managers to set standards such as sales 3uotas% 3ualit(% standards% or production le$els. 9anagers then compare actual performance with the standards% which often in$ol$es the use of metrics. Correcti$e action is then ta,en when necessar(. !iff" Page )ef" * Chapter" 1 &b'ecti$e" 1 +,ill" Concept :) .hich function of the management process includes selecting emplo(ees% setting performance standards% and compensating emplo(ees0 A) leading B) organi ing C) planning !) moti$ating E) staffing Answer" E E#planation" The staffing function of the management process is also ,nown as the human resource management function. The staffing function addresses the process of ac3uiring% training% appraising% and compensating emplo(ees% as well as addressing issues of labor relations% wor,er safet(% and fairness. !iff" 1 Page )ef" * Chapter" 1 &b'ecti$e" 1 +,ill" Concept
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;) .hich basic function of management includes setting standards such as sales 3uotas and 3ualit( standards0 A) planning B) organi ing C) controlling !) leading E) staffing Answer" C E#planation" The controlling function in$ol$es setting standards such as sales 3uotas and production le$els. Comparing actual performance with the standards is also an aspect of the controlling function. !iff" 1 Page )ef" * Chapter" 1 &b'ecti$e" 1 +,ill" Concept 1<) ________ is the process of ac3uiring% training% appraising% and compensating emplo(ees% and attending to their labor relations% health and safet(% and fairness concerns. A) 5ndustrial ps(cholog( B) 6abor relations C) =uman resource management !) Beha$ioral management E) &rgani ational health and safet( management Answer" C E#planation" =uman resource management is the process of ac3uiring% training% appraising% and compensating emplo(ees% and attending to their labor relations% health and safet(% and fairness concerns. =)9 falls under the staffing function of the management process. !iff" 1 Page )ef" * Chapter" 1 &b'ecti$e" 1 +,ill" Concept 11) 5n the management process% which of the following is an acti$it( associated with the leading function0 A) maintaining emplo(ee morale B) setting performance standards C) establishing departments !) training new emplo(ees E) de$eloping procedures Answer" A E#planation" The management process includes fi$e functions22planning% organi ing% staffing% leading% and controlling. The leading function re3uires a manager to get emplo(ees to accomplish their 'obs% maintaining morale% and moti$ating subordinates. !iff" 1 Page )ef" * Chapter" 1 &b'ecti$e" 1 +,ill" Concept 1-) Personnel acti$ities associated with human resource management most li,el( includes all of the following EXCEPT ________. A) pro$iding incenti$es and benefits B) orienting and training new emplo(ees C) appraising emplo(ee performance !) building emplo(ee commitment E) de$eloping customer relationships Answer" E E#planation" =uman resource management in$ol$es numerous personnel2related acti$ities% and =) managers are less li,el( to interact with customers. 9anaging compensation% orienting new emplo(ees% appraising emplo(ee performance% and de$eloping emplo(ee commitment are t(pical aspects of the =) manager/s 'ob. !iff" Page )ef" * Chapter" 1 &b'ecti$e" 1 +,ill" Concept

11) .hich of the following best e#plains wh( human resource management is important to all managers0 A) Technological changes and global competition re3uire clear organi ation charts. B) +ophisticated accounting controls are supported b( human resource managers. C) An enthusiastic labor force is li,el( to pro$ide financial support to local unions. !) 5n$esting in human capital enables managers to achie$e positi$e results for the firm. E) Economic challenges facing the world call for ad$anced cost2cutting and streamlining. Answer" ! E#planation" >etting results is the bottom line of managing% and it is primaril( accomplished through human capital% which is the ,nowledge% education% training% s,ills and e#pertise of a firm/s wor,ers. 9anagers throughout a firm need good people to get results% and hiring and retaining good people is the ob'ecti$e of =)9. !iff" 1 Page )ef" 4% 1*% 1: AAC+B" Anal(tic +,ills Chapter" 1 &b'ecti$e" -% * +,ill" +(nthesis 1*) According to e#perts% the primar( hindrance to a firm/s producti$it( is its inabilit( to ________. A) establish effecti$e manufacturing facilities B) ac3uire and maintain human capital C) use ad$anced accounting controls !) attain ade3uate cash and credit E) de$elop organi ational plans Answer" B E#planation" E#perts assert that it/s the wor, force and the compan(/s inabilit( to recruit and maintain a good wor, force that constitutes a bottlenec, for production. Pro'ects bac,ed b( good ideas% $igor% and enthusiasm are less li,el( to be stopped b( a shortage of cash than a shortage of human capital% which is the ,nowledge% education% training% s,ills and e#pertise of a firm/s wor,ers. !iff" Page )ef" 4%11%1: Chapter" 1 &b'ecti$e" -% 4 +,ill" +(nthesis 14) ________ is the right to ma,e decisions% to direct the wor, of others% and to gi$e orders. A) 6eadership B) Authorit( C) !elegation !) 9anagement E) )esponsibilit( Answer" B E#planation" The right to ma,e decisions% to direct the wor, of others% and to gi$e orders is ,nown as authorit(. 6ine authorit( gi$es managers the right to issue orders to other managers or emplo(ees. 5n contrast% staff authorit( gi$es the manager the authorit( to ad$ise other managers or emplo(ees. !iff" 1 Page )ef" 7 Chapter" 1 &b'ecti$e" +,ill" Concept 17) .hich of the following best defines line authorit(0 A) management o$er a small staff in a public firm B) management with fle#ible decision2ma,ing powers C) a manager/s right to ad$ise other managers or emplo(ees !) a manager/s right to ad$ocate on behalf of his or her department E) a manager/s right to issue orders to other managers or emplo(ees Answer" E E#planation" 6ine authorit( is a a manager/s right to issue order to other managers or emplo(ees% which creates a superior2subordinate relationship. +taff authorit( refers to a manager/s right to ad$ise other managers or emplo(ees% which creates an ad$isor( relationship. !iff" Page )ef" 7 Chapter" 1 &b'ecti$e" +,ill" Concept

18) 5n most organi ations% human resource managers are categori ed as ________% who assist and ad$ise ________ in areas li,e recruiting% hiring% and compensation. A) staff managers? line managers B) line managers? middle managers C) line managers? staff managers !) compensation managers? line managers E) functional managers? staff managers Answer" A E#planation" =uman resource managers are usuall( staff managers. The( assist and ad$ise line managers in areas li,e recruiting% hiring% and compensation. =owe$er% line managers still ha$e human resource duties. !iff" 1 Page )ef" 7 Chapter" 1 &b'ecti$e" +,ill" Concept 1:) A ________ is authori ed to direct the wor, of subordinates and is responsible for accomplishing the organi ation/s tas,s. A) training specialist B) staff manager C) line manager !) recruiter E) 'ob anal(st Answer" C E#planation" A line manager is authori ed to direct the wor, of subordinates and is responsible for accomplishing the organi ation/s tas,s. @nli,e line managers% staff managers lac, the authorit( to issue orders down the chain of command. )ecruiters% 'ob anal(sts% and training specialists are specialties within the =) department% and =) managers are usuall( staff managers rather than line managers. !iff" 1 Page )ef" 7% 8 Chapter" 1 &b'ecti$e" +,ill" Concept 1;) .hich of the following has historicall( been an integral part of e$er( line manager/s duties0 A) responding to customer complaints B) de$eloping budgetar( guidelines C) handling personnel issues !) creating personnel policies E) establishing dress codes Answer" C E#planation" All line managers directl( handle issues related to their subordinates% such as training new emplo(ees% creating department morale% and protecting emplo(ees/ health and safet(. Although line managers are in$ol$ed in interpreting a firm/s policies% the( are not alwa(s in$ol$ed in creating policies. Choices A% B% !% and E are duties of some but not all line managers% but all line managers wor, directl( with personnel. !iff" Page )ef" 728 Chapter" 1 &b'ecti$e" 1 +,ill" Concept -<) A line manager/s human resource responsibilities most li,el( include all of the following EXCEPT ________. A) maintaining department morale B) training emplo(ees in new positions C) controlling labor costs !) protecting emplo(ees/ health E) mar,eting new products and ser$ices Answer" E E#planation" =uman resource management most often in$ol$es creating and maintaining department morale% training emplo(ees for 'obs that are new to them% controlling labor costs% and protecting emplo(ees/ health and ph(sical condition. =andling personnel is an integral part of e$er( line manager/s duties% but mar,eting new products is not a personnel issue and would be handled b( the mar,eting department. !iff" Page )ef" 8 Chapter" 1 &b'ecti$e" 1 +,ill" Concept
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-1) .hich of the following refers to the authorit( e#erted b( an =) manager as coordinator of personnel acti$ities0 A) staff authorit( B) line authorit( C) functional authorit( !) corporate authorit( E) embedded authorit( Answer" C E#planation" Aunctional authorit( refers to the authorit( e#erted b( an =) manager as coordinator of personnel acti$ities. An =) manager ensures that line managers are implementing the firm/s =) policies and practices. 6ine authorit( is a a manager/s right to issue orders to other managers or emplo(ees% which creates a superior2 subordinate relationship. +taff authorit( refers to a manager/s right to ad$ise other managers or emplo(ees% which creates an ad$isor( relationship. !iff" 1 Page )ef" 8 Chapter" 1 &b'ecti$e" 1 +,ill" Concept --) .hich of the following is most li,el( B&T a function of the human resource manager0 A) directing personnel acti$ities within the =) department B) ensuring that line managers are implementing =) policies C) ad$ising line managers about how to implement EE& laws !) representing the interests of emplo(ees to senior management E) integrating the duties of line managers with staff managers Answer" E E#planation" =) managers carr( out three primar( functions22line% coordinati$e% and staff. Choice A refers to line functions% while Choice B refers to a coordinati$e function. Ad$ising and assisting are staff functions and include representing emplo(ee interests to senior management and pro$iding ad$ice to line managers about $arious =) issues. !iff" 1 Page )ef" 8 Chapter" 1 &b'ecti$e" 1 +,ill" Concept -1) &ne of the ________ functions of a human resource manager includes directing the acti$ities of his or her subordinates in the =) department. A) coordinati$e B) corporate C) staff !) line E) implied Answer" ! E#planation" 6ine functions% staff functions% and coordinati$e functions are the three primar( functions of =) managers. E#amples of line functions include a human resource manager directing the acti$ities of the people in his or her own department or perhaps in related areas Cli,e the plant cafeteria). !iff" 1 Page )ef" 8 Chapter" 1 &b'ecti$e" 1 +,ill" Concept -*) .hich of the following is an e#ample of a coordinati$e function performed b( =) managers0 A) directing the acti$ities of emplo(ees within the human resources department B) ensuring that line managers are adhering to a firm/s se#ual harassment policies C) $oicing emplo(ee concerns about health benefits and wages to upper management !) pro$iding upper management with rele$ant data on national emplo(ment trends E) assisting line managers with hiring% e$aluating% and firing emplo(ees Answer" B E#planation" The human resource manager performs coordinati$e functions which re3uire coordinating personnel acti$ities. This function is often referred to as functional authorit( Cor functional control). =ere he or she ensures that line managers are implementing the firm/s human resource policies and practices% such as adhering to se#ual harassment policies. !iff" 1 Page )ef" 8 Chapter" 1 &b'ecti$e" 1 +,ill" Application
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-4) ________ functions in$ol$e assisting and ad$ising line managers% and the( are the central aspect of a human resource manager/s 'ob. A) +taff B) Ad$ocac( C) 6ine !) )ecruiting E) Coordinati$e Answer" A E#planation" +taff functions in$ol$e assisting and ad$ising line managers% and the( are the heart of the human resource manager/s 'ob. =e or she ad$ises the CE& so the CE& can better understand the personnel aspects of the compan(/s strategic options. =) also assists in hiring% training% e$aluating% rewarding% counseling% promoting% and firing emplo(ees. 6ine and coordinati$e functions are the other two primar( duties of an =) manager. !iff" 1 Page )ef" 8 Chapter" 1 &b'ecti$e" 1 +,ill" Concept -7) All of the following are wa(s in which an =) manager most li,el( assists and ad$ises line managers EXCEPT ________. A) ensuring compliance with occupational safet( laws B) administering health and accident insurance programs C) representing emplo(ees/ interests to upper management !) ma,ing strategic business planning decisions E) hiring% training% and e$aluating emplo(ees Answer" ! E#planation" 9a,ing strategic business plans is t(picall( the 'ob of upper le$el managers. =) managers usuall( assist and ad$ise line managers in the areas of safet( compliance and benefits programs. =) managers also represent the interests of emplo(ees to top management and assist line managers with hiring% training% and e$aluating emplo(ees. !iff" 1 Page )ef" 8 Chapter" 1 &b'ecti$e" 1 +,ill" Concept -8) =uman resource managers generall( e#ert ________ within the human resources department and ________ outside the human resources department. A) line authorit(? implied authorit( B) staff authorit(? line authorit( C) line authorit(? financial authorit( !) functional authorit(? line authorit( E) staff authorit(? implied authorit( Answer" A E#planation" =) managers usuall( ha$e line authorit( in the =) department% which means the( ha$e the right to issue orders to other managers or emplo(ees. =owe$er% outside of the =) department% =) managers are li,el( to e#ert implied authorit( because line managers reali e that the =) manager has top management/s ear in areas li,e testing and affirmati$e action. +taff authorit( refers to a manager/s authorit( to ad$ise managers or emplo(ees outside of hisDher department. !iff" 1 Page )ef" : Chapter" 1 &b'ecti$e" 1 +,ill" Concept -:) All of the following are functions of the human resource manager EXCEPT ________. A) directing personnel acti$ities within the =) department B) ensuring that line managers are implementing =) policies C) ad$ising line managers about how to implement EE& laws !) representing the interests of emplo(ees to senior management E) integrating the duties of line managers with staff managers Answer" E E#planation" =) managers carr( out three primar( functions22line% coordinati$e% and staff. Choice A refers to line functions% while Choice B refers to a coordinati$e function. Ad$ising and assisting are staff functions and include representing emplo(ee interests to senior management and pro$iding ad$ice to line managers about $arious =) issues. !iff" 1 Page )ef" 8 Chapter" 1 &b'ecti$e" 1 +,ill" Concept
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-;) All of the following are e#amples of human resource specialties EXCEPT ________. A) recruiter B) 'ob anal(st C) financial ad$isor !) compensation manager E) labor relations specialist Answer" C E#planation" =) management specialties include recruiter% EE& coordinator% 'ob anal(st% compensation manager% training specialist% and labor relations specialist. =) managers are less li,el( to ser$e as financial ad$isors. !iff" Page )ef" : Chapter" 1 &b'ecti$e" 1 +,ill" Concept 1<) 5n general% how man( human resource emplo(ees would be on staff for a firm with 4<< total emplo(ees0 A) 1 B) C) 4 !) 1< E) -< Answer" C E#planation" 5n most firms% there is one =) emplo(ee for e$er( 1<< compan( emplo(ees. Therefore% a firm with 4<< compan( emplo(ees would re3uire 4 =) emplo(ees to handle all of the firm/s =) issues. !iff" Page )ef" : Chapter" 1 &b'ecti$e" 1 +,ill" Application 11) .hich of the following human resource management specialties calls for collecting data to write 'ob descriptions0 A) 'ob anal(st B) 'ob training specialist C) compensation manager !) EE& coordinator E) labor relations specialist Answer" A E#planation" As a 'ob anal(st% a human resource manager collects and e#amines information about 'obs to prepare 'ob descriptions. =) managers also act as recruiters% EE& coordinators% compensation managers% training specialists% and labor relations specialists. !iff" 1 Page )ef" : Chapter" 1 &b'ecti$e" 1 +,ill" Concept 1-) .hich of the following focuses on using centrali ed call centers and outsourcing arrangements with $endors as a wa( to pro$ide speciali ed support for certain =) acti$ities0 A) =) consulting firms B) embedded =) units C) corporate =) groups !) =) centers of e#pertise E) transactional =) groups Answer" E E#planation" Transactional =) groups focus on using centrali ed call centers and outsourcing arrangements with $endors% such as benefits ad$isors% to pro$ide speciali ed support in da(2to2da( transactional =) acti$ities to a firm/s emplo(ees. Acti$ities ma( include changing benefits plans and pro$iding updated appraisal forms. !iff" Page )ef" ; Chapter" 1 &b'ecti$e" 1 +,ill" Concept

11) An =) generalist at .ilson 9anufacturing has been assigned to the sales department to pro$ide =) management assistance as needed. .hich of the following best describes the structure of the =) ser$ices pro$ided at .ilson 9anufacturing0 A) transactional =) groups B) embedded =) units C) functional =) units !) =) centers of e#pertise E) corporate =) groups Answer" B E#planation" 5n the embedded =) unit structure% an =) generalist is assigned directl( to a department within an organi ation to pro$ide locali ed human resource management assistance as needed. Transactional% corporate% and centers of e#pertise are three other t(pical organi ational approaches to =). !iff" Page )ef" ; Chapter" 1 &b'ecti$e" 1 +,ill" Application 1*) )oberta .hitman has recentl( been hired b( Eac,son Pharmaceuticals as the senior $ice president of human resources. Eac,son Pharmaceuticals has a histor( of problems within its =) department including difficulties recruiting and retaining 3ualified emplo(ees% EE& $iolations% inade3uate emplo(ee training programs% and confusion regarding health benefit enrollment and co$erage. .ith (ears of e#perience transforming =) departments in other firms% .hitman belie$es she can correct the problems at Eac,son Pharmaceuticals. .hich of the following best supports .hitman/s idea to de$elop a transactional =) group to handle benefits administration0 A) An embedded =) unit would assist top management with big picture issues as well as benefits administration. B) E#tensi$e training has been pro$ided to line managers so that the( full( understand the different insurance options a$ailable to emplo(ees. C) All emplo(ees are currentl( re3uired to participate in health screening and drug tests to eliminate high ris, emplo(ees from the benefits plan. !) &utside $endors speciali ing in all aspects of benefits administration would pro$ide impro$ed support to the firm/s emplo(ees. E) 6ower insurance premiums would eliminate the need for outsourcing ser$ices and impro$e emplo(ee health co$erage. Answer" ! E#planation" The transactional =) group focuses on using centrali ed call centers and outsourcing arrangements with $endors Csuch as benefits ad$isors) to pro$ide speciali ed support in da(2to2da( transactional =) acti$ities Csuch as changing benefits plans and pro$iding updated appraisal forms) to the compan(/s emplo(ees. B( outsourcing benefits administration% Eac,son would allow =) managers to focus on other issues and enable benefits specialists to handle benefits enrollment and co$erage issues. Corporate =) groups rather than embedded =) units wor, with top management. 5t is not the role of line managers to handle benefits administration. !iff" 1 Page )ef" ; AAC+B" )eflecti$e Thin,ing Chapter" 1 &b'ecti$e" 1 +,ill" Critical Thin,ing

14) )oberta .hitman has recentl( been hired b( Eac,son Pharmaceuticals as the senior $ice president of human resources. Eac,son Pharmaceuticals has a histor( of problems within its =) department including difficulties recruiting and retaining 3ualified emplo(ees% EE& $iolations% inade3uate emplo(ee training programs% and confusion regarding health benefit enrollment and co$erage. .ith (ears of e#perience transforming =) departments in other firms% .hitman belie$es she can correct the problems at Eac,son Pharmaceuticals. .hich of the following best supports the argument that .hitman should create embedded =) units and assign relationship managers to each department within the firm0 A) Emplo(ees fre3uentl( complain about the inconsistent assistance the( recei$e from the =) department due to its large si e. B) 6ine managers need additional training to sta( current on EE& and &+=A regulations. C) The global nature of the firm ma,es it difficult for the =) department to effecti$el( communicate corporate messages to emplo(ees scattered around the world. !) Centrali ed call centers would enable the =) department to pro$ide speciali ed support on dail( transactional acti$ities. E) 6ine managers want to implement additional screening and e$aluations to impro$e the 3ualit( of their subordinates. Answer" A E#planation" The embedded =) unit assigns =) generalists Calso ,nown as Frelationship managersF or F=) business partnersF) directl( to departments li,e sales and production% to pro$ide the locali ed human resource management assistance the departments need. 5f emplo(ees are unable to recei$e the =) assistance the( need on a regular basis% then it would be appropriate for the firm to assign =) generalists to each department as a direct line to the =) department. !iff" 1 Page )ef" ; AAC+B" )eflecti$e Thin,ing Chapter" 1 &b'ecti$e" 1 +,ill" Critical Thin,ing 17) .hich of the following responsibilities is shared b( line managers and human resource managers in most firms0 A) pre2emplo(ment testing B) college recruiting C) benefits administration !) initial screening inter$iews E) performance appraisals Answer" E E#planation" 5n most firms% line managers and =) managers both ha$e =) responsibilities% but the( t(picall( share acti$ities li,e emplo(ment inter$iews% performance appraisals% and s,ills training. Preemplo(ment testing% college recruiting% benefits administration% and initial screening inter$iews are usuall( handled b( =) managers rather than line managers. !iff" Page )ef" ; Chapter" 1 &b'ecti$e" 1 +,ill" Concept 18) 5n most firms% line managers wor, in con'unction with =) managers when ________. A) $isiting college campuses to recruit B) inter$iewing 'ob applicants C) administering preemplo(ment tests !) filing benefits information E) testing emplo(ees for drugs Answer" B E#planation" 5nter$iewing 'ob applicants is a dut( shared b( line managers and =) managers in o$er 7<G of firms. )ecruiting at college campuses% administering preemplo(ment tests% filing benefits information% and testing emplo(ees for drugs are primaril( the responsibilities of =) managers. !iff" Page )ef" ;21< Chapter" 1 &b'ecti$e" 1 +,ill" Concept
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1:) =ow ha$e globali ation and increased competition most li,el( affected human resource management0 A) Corporate intra nets are used b( =) managers to communicate important messages. B) =) managers need to focus on integrating ethics into a firm/s policies and practices. C) Benefits administration is increasingl( being handled internall( as a wa( to lower costs. !) =iring practices ha$e been modified as a result of increasing di$ersit( within the wor,force. E) =) managers need to focus on big picture issues to help firms achie$e their strategic goals. Answer" E E#planation" >lobali ation and increased competition are significant trends in the business world% and as a result firms must be more competiti$e% responsi$e% and cost2effecti$e. =) managers are now focusing on big picture issues such as helping firms achie$e their strategic goals. Transactional ser$ices li,e benefits administration are fre3uentl( being outsourced. !iff" 1 Page )ef" 11 Chapter" 1 &b'ecti$e" * +,ill" Concept 1;) ________ refers to the tendenc( of firms to e#tend their sales% ownership% andDor manufacturing to new mar,ets abroad. A) E#pansion B) 9ar,et de$elopment C) >lobali ation !) E#port growth E) !i$ersification Answer" C E#planation" >lobali ation is the tendenc( of firms to e#tend their sales% ownership% andDor manufacturing to new mar,ets abroad. Airms usuall( e#pand globall( to e#pand sales% cut labor costs% or form partnerships with foreign firms. !iff" 1 Page )ef" 11 Chapter" 1 &b'ecti$e" * +,ill" Concept *<) All of the following are the most common reasons that firms decide to globali e EXCEPT ________. A) e#panding sales B) reducing labor costs C) super$ising 3ualit( control methods !) see,ing new foreign products to sell E) forming international partnerships Answer" C E#planation" The primar( reasons that firms decide to e#pand abroad are to e#pand sales% reduce labor costs% see, new foreign products or ser$ices to sell% and form international partnerships. Aor consumers% lower prices and higher 3ualit( are benefits of globali ation% but firms are less li,el( to decide to globali e because the( want to impro$e 3ualit( control. !iff" Page )ef" 11 Chapter" 1 &b'ecti$e" * +,ill" Concept *1) .hich of the following is a potential disad$antage to consumers of the globali ation trend among businesses0 A) increased costs of goods B) lower minimum wage C) increased insurance costs !) higher labor union fees E) reduced 'ob securit( Answer" E E#planation" >lobali ation brings both benefits and threats to consumers. 5t means lower prices and higher 3ualit( on practicall( e$er(thing from computers to cars% but also the prospect of wor,ing harder% and perhaps ha$ing less secure 'obs. !iff" Page )ef" 11 Chapter" 1 &b'ecti$e" * +,ill" Concept

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*-) .hich of the following best e#plains the shift from manufacturing to ser$ice 'obs in the @.+.0 A) creation of integrated suppl( chains B) firms producing their own raw materials C) global en$ironmental concerns and legislation !) .eb2based training programs for blue2collar wor,ers E) wor,2centric tendencies of F>eneration HF emplo(ees Answer" A E#planation" 9anufacturers are collaborating with their suppliers to create integrated suppl( chains. +uch actions eliminate slac, and inefficiencies out of the production s(stem and enable firms to produce more products with fewer emplo(ees. !iff" 1 Page )ef" 11 Chapter" 1 &b'ecti$e" * +,ill" Concept *1) .hat term refers to the ,nowledge% education% training% s,ills% and e#pertise of a firm/s wor,ers0 A) human resources B) human capital C) intangible assets !) contingent personnel E) intellectual propert( Answer" B E#planation" =uman capital is the ,nowledge% education% training% s,ills% and e#pertise of a firm/s wor,ers. 5n the modern wor,force% emplo(ment is shifting from manual wor,ers to ,nowledge wor,ers. !iff" 1 Page )ef" 1121* Chapter" 1 &b'ecti$e" * +,ill" Concept **) .hich of the following describes the most significant demographic trend facing the @.+. wor, force0 A) decreased number of ethnicall( di$erse wor,ers B) increased number of aging wor,ers C) decreased number of contingent wor,ers !) increased number of blue2collar wor,ers E) decreased number of bilingual wor,ers Answer" B E#planation" &ne of the most significant demographic trends facing the @.+. wor,force is the increasing number of aging wor,ers% who are those o$er age 44. There are not enough (ounger wor,ers to replace the pro'ected number of bab( boom era older2wor,er retirees. As a result% man( retirees are returning to the wor,force. !iff" Page )ef" 14 Chapter" 1 &b'ecti$e" * +,ill" Concept *4) &$er the ne#t few (ears% emplo(ers ma( face a se$ere labor shortage because ________. A) there are fewer people entering the wor,force than there are retiring bab( boomers B) one2third of single mothers are not emplo(ed in the @.+. labor force C) (ounger wor,ers lac, the $alues and ,nowledge of their parents !) there are too man( nontraditional wor,ers holding multiple 'obs E) older emplo(ees are more famil(2centric than (ounger emplo(ees Answer" A E#planation" Emplo(ers are faced with a possible labor shortage because bab( boomers account for a large percentage of the wor,force. As these wor,ers reach retirement age% (ounger wor,ers will need to fill the open positions% e#cept there are fewer (ounger wor,ers a$ailable. The famil(2centric nature and poor wor, $alues of (ounger wor,ers are problematic for emplo(ers% but neither one is the cause of a labor shortage. !iff" 1 Page )ef" 14 Chapter" 1 &b'ecti$e" * +,ill" Concept

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*7) According to emplo(er sur$e(s% one of the primar( challenges of >eneration H emplo(ees is their ________. A) desire to wor, onl( in part2time positions B) inabilit( to use information technolog( C) inade3uate multi2tas,ing s,ills !) inabilit( to balance wor, and famil( E) need for constant praise and recognition Answer" E E#planation" >eneration H has been described as Fthe most high maintenance wor,force in the histor( of the world%F which is wh( the primar( challenge of >eneration H emplo(ees is their constant need for feedbac, and recognition. =owe$er% >eneration H grew up using computers% so their greatest strength relates to their abilit( to use information technolog(. !iff" 1 Page )ef" 14 Chapter" 1 &b'ecti$e" * +,ill" Concept *8) .hich of the following best describes a nontraditional wor,er0 A) wor,ers near retirement age B) ethnicall( di$erse wor,ers C) entrepreneurial wor,ers !) wor,ers with multiple 'obs E) ser$ice2based wor,ers Answer" ! E#planation" Bontraditional wor,ers include those who hold multiple 'obs% or who are FcontingentF or part2time wor,ers% or who are wor,ing in alternati$e wor, arrangements. Toda(% almost 1<G of American wor,ers fit this nontraditional wor,force categor(. &f these% about : million are independent contractors who wor, on specific pro'ects and mo$e on once the( complete the pro'ects. !iff" 1 Page )ef" 14 Chapter" 1 &b'ecti$e" * +,ill" Concept *:) >lobali ation% competition% and technolog( ha$e led to which of the following trends in human resource management0 A) =) managers primaril( focus on pro$iding transactional ser$ices li,e recruiting and hiring. B) 9etrics used to measure emplo(ee potential ha$e been replaced b( standardi ed testing. C) =) managers assist top management with de$eloping and implementing strategies. !) Emplo(ee contracts are fre3uentl( used b( =) managers to protect the interests of the firm. E) College recruiting has increased as a result of the increasing number of retiring bab( boomers. Answer" C E#planation" >lobali ation% competition% wor,force trends% and economic uphea$al ha$e led =) managers to become more in$ol$ed with top management in de$eloping and implementing the firm/s strategies or long2term plans. =) managers are focusing more on the big picture and less on transactional ser$ices% which are being increasingl( outsourced. !iff" 1 Page )ef" 18 Chapter" 1 &b'ecti$e" 4 +,ill" Concept *;) All of the following are wa(s in which emplo(ers use technolog( to support their human resource management acti$ities EXCEPT ________. A) pa(ing emplo(ees and suppliers electronicall( B) offshoring and outsourcing benefits administration ser$ices C) offering online emplo(ee training through streaming des,top $ideos !) de$eloping data warehouses to compare emplo(ees/ s,ills with the firm/s needs E) trac,ing emplo(ee acti$ities with networ,2monitoring software Answer" B E#planation" Although outsourcing ser$ices such as benefits administration is becoming common among emplo(ers% the acti$it( is not related to technolog( changes in =) management acti$ities. Technological applications that are used to support =) include using electronic pa(ment s(stems% pro$iding training through streaming $ideos% using data warehouses to monitor =) s(stems% and monitoring the e2mail and 5nternet usage of emplo(ees. !iff" 1 Page )ef" 18 AAC+B" @se of 5T Chapter" 1 &b'ecti$e" 4 +,ill" Concept
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4<) .hich term refers to using e#ternal $endors to perform =) 'obs that were once handled b( a firm internall(0 A) managing B) freelancing C) outsourcing !) rightsi ing E) warehousing Answer" C E#planation" &utsourcing refers to using outside $endors to pro$ide a ser$ice that was once handled internall( b( a firm/s emplo(ees. 9an( transactional =) ser$ices are being outsourced% such as issuing chec,s and handling benefits administration. !iff" 1 Page )ef" 18 Chapter" 1 &b'ecti$e" 4 +,ill" Concept 41) =ow are application ser$ice pro$iders used to support human resources0 A) allowing full2time emplo(ees to telecommute B) enabling emplo(ees to schedule appointments C) pro$iding emplo(ees with wireless 5nternet access !) monitoring emplo(ees/ 5nternet acti$ities E) processing emplo(ment applications Answer" E E#planation" Application ser$ice pro$iders pro$ide software application% such as what might be used to process emplo(ment applications. The A+Ps host and manage the ser$ices for the emplo(er from their own remote computers. !iff" 1 Page )ef" 18 AAC+B" @se of 5T Chapter" 1 &b'ecti$e" 4 +,ill" Concept 4-) )o(all I Compan( streamlined its annual benefits pac,age enrollments b( digiti ing and aggregating the former paper benefits reports% electronic spreadsheets% and benefit summaries and pro$iding the materials at a single location on the compan( intranet. )o(all is most li,el( using aCn) ________. A) spam filter B) .eb portal C) .eb crawler !) 3uer( processor E) software license Answer" B E#planation" A .eb portal is most li,el( being used b( )o(all. .eb portals are used b( emplo(ers to enable emplo(ees to sign up for and manage their own benefits pac,ages and to update their personal information. !iff" Page )ef" 18 AAC+B" @se of 5T Chapter" 1 &b'ecti$e" 4 +,ill" Application 41) .hich of the following is a single access point on a compan(/s intranet that pro$ides emplo(ees with access to their =) information0 A) database B) @+B port C) wor,station !) firewall E) .eb portal Answer" E E#planation" .eb portals are used b( emplo(ers to enable emplo(ees to sign up for and manage their own benefits pac,ages and to update their personal information. .eb portals are single access points on a firm/s intranet. !iff" 1 Page )ef" 18 AAC+B" @se of 5T Chapter" 1 &b'ecti$e" 4 +,ill" Concept
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4*) .hich of the following would pro$ide the best solution for a global firm/s =) department that needs to immediatel( pro$ide emplo(ees with corporate information0 A) streaming des,top $ideo B) electronic outsourcing C) producti$it( software !) peripheral de$ices E) networ, monitoring Answer" A E#planation" +treaming des,top $ideos are used b( firms to facilitate distance learning and training or to pro$ide corporate information to emplo(ees 3uic,l( and ine#pensi$el(. Aor a global firm% streaming $ideos is the best wa( to pro$ide information to wor,ers around the world. !iff" Page )ef" 18 AAC+B" @se of 5T Chapter" 1 &b'ecti$e" 4 +,ill" Application 44) An =) manager who wants to anal( e the costs associated with each new hire will most li,el( use which of the following0 A) podcasts B) .eb portal C) file e#tensions !) data warehouse E) public domain software Answer" ! E#planation" !ata warehouses and computeri ed anal(tical programs help =) managers monitor their =) s(stems. Both ma,e it simpler for =) managers to assess things li,e cost per hire and to compare current emplo(ees/ s,ills with the firm/s pro'ected strategic needs. !iff" Page )ef" 18 AAC+B" @se of 5T Chapter" 1 &b'ecti$e" 4 +,ill" Application 47) @nli,e =) managers of the past% modern =) managers must be able to ________. A) assist with emplo(ee training in $arious departments within a firm B) e#plain =) acti$ities in terms of a firm/s finances and producti$it( C) determine the most appropriate compensation for emplo(ees !) de$elop and implement a firm/s long2term business strategies E) hire wor,ers who are well2matched to a firm/s =) needs Answer" B E#planation" 5n the past% =) managers mainl( focused on emplo(ee training% compensation% and hiring. Bow% =) managers need to be familiar with strategic planning% mar,eting% production% and finance. =e or she must also be able to Fspea, the CA&/s language%F b( e#plaining human resource acti$ities in financiall( measurable terms% such as return on in$estment and cost per unit of ser$ice. &nl( top2le$el managers de$elop long2term business strategies for a firm% although =) managers ma( assist in the process. !iff" 1 Page )ef" 1: Chapter" 1 &b'ecti$e" 4 +,ill" Concept

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48) Tara )obles earned an 9BA degree and is now an =) manager for a Aortune 4<< compan(. 5n which of the following tas,s does Tara/s ad$anced degree benefit her the most0 A) using application ser$ice pro$iders to e#pedite emplo(ee ser$ices B) assisting upper management in formulating business strategies C) distributing pension pa(ments to retiring emplo(ees !) recruiting college graduates for entr(2le$el positions E) training interns to perform basic computer tas,s Answer" B E#planation" =uman resource managers in toda(/s wor,force still need s,ills in areas such as emplo(ee selection% training% and compensation% as =) managers in the past did. =owe$er% modern =) managers also re3uire broader business ,nowledge and proficiencies% which can be gained through an 9BA program. Aor e#ample% to assist top management in formulating strategies% the human resource manager needs to be familiar with strategic planning% mar,eting% production% and finance. =e or she must also be able to Fspea, the CA&/s language%F b( e#plaining human resource acti$ities in financiall( measurable terms% such as return on in$estment and cost per unit of ser$ice. !iff" 1 Page )ef" 1: AAC+B" Anal(tic +,ills Chapter" 1 &b'ecti$e" 4 +,ill" Application 4:) According to studies% the ma'orit( of chief financial officers belie$e that human capital has the greatest effect on ________. A) stoc, price fluctuations B) product de$elopment C) corporate growth !) ser$ice inno$ations E) customer satisfaction Answer" E E#planation" +tudies show that top management and chief financial officers recogni e the critical role human resource management can pla( in achie$ing a compan(/s strategic goals. CA&s ,now that human capitalJthe emplo(ees/ ,nowledge% s,ills% and e#periencesJcan ha$e a big effect on important organi ational outcomes such as customer satisfaction% profitabilit(% product de$elopment% and corporate growth. =owe$er% the greatest impact is on customer satisfaction. !iff" 1 Page )ef" 1: Chapter" 1 &b'ecti$e" 4 +,ill" Concept 4;) .hich of the following best e#plains wh( top =) e#ecuti$es are being paid increasingl( high salaries0 A) A firm/s $ision is effecti$e when =) managers pla( a strategic role in its de$elopment. B) =uman capital is lin,ed to increased producti$it( and customer satisfaction. C) Transactional acti$ities are more cost2effecti$e when outsourced b( =). !) Business strategies de$eloped b( =) managers are 3uantifiable. E) Producti$it( increases when =) managers implement wage cur$es. Answer" B E#planation" +tudies show that CA&s ,now that human capitalJthe emplo(ees/ ,nowledge% s,ills% and e#periencesJcan ha$e a big effect on important organi ational outcomes such as customer satisfaction% profitabilit(% product de$elopment% and corporate growth. As a result% top =) e#ecuti$es are being increasingl( well paid. !iff" 1 Page )ef" 1: Chapter" 1 &b'ecti$e" 4 +,ill" Concept

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7<) +trategic human resource management refers to ________. A) formulating and e#ecuting human resource policies and practices that produce the emplo(ee competencies and beha$iors the compan( needs to achie$e strategic aims B) planning the balance of internal strengths and wea,nesses with e#ternal opportunities and threats to maintain competiti$e ad$antage C) emphasi ing the ,nowledge% education% training% s,ills% and e#pertise of a firm/s wor,ers !) e#tending a firm/s sales% ownership% and manufacturing to new mar,ets E) managing a firm/s insurance benefits administration process Answer" A E#planation" +trategic human resource management in$ol$es formulating and e#ecuting human resource policies and practices that produce the emplo(ee competencies and beha$iors the compan( needs to achie$e strategic aims. +trategic human resource plans enable a compan( to hire the emplo(ees who will e#hibit the beha$iors the compan( needs to accomplish its goals. !iff" Page )ef" 1: Chapter" 1 &b'ecti$e" 4 +,ill" Concept 71) =igh2performance wor, s(stems are most li,el( characteri ed b( all of the following practices EXCEPT ________. A) emplo(ee training B) applicant screening C) automatic pa( increases !) wor,place safet( measures E) producti$it( measurements Answer" C E#planation" =igh2performance wor, s(stems are t(picall( characteri ed b( applicant screening to determine the best emplo(ees% e#tensi$e emplo(ee training% and plant safet( programs. =P.+s are more li,el( to use e$idence2based =) management% which in$ol$es the use of producti$it( measurements to ma,e =) decisions. =P.+s are more li,el( to offer merit and incenti$e pa( rather than automatic pa( increases. !iff" Page )ef" 1; Chapter" 1 &b'ecti$e" 4% 7 +,ill" +(nthesis 7-) ________ refers to an integrated set of human resource management policies and practices that together result in superior emplo(ee performance. A) Benchmar,ing B) +trategic planning C) +trategic human resource management !) =igh2performance wor, s(stem E) =uman resource scorecard approach Answer" ! E#planation" A high2performance wor, s(stem is a set of human resource management policies and practices that together produce superior emplo(ee performance. Airms that use such s(stems t(picall( ha$e higher o$erall performance% higher profits% lower operating costs% and lower wor,er turno$er in comparison to low2performance wor, s(stems. !iff" Page )ef" 1; Chapter" 1 &b'ecti$e" 4 +,ill" Concept

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71) E$idence2based human resource management relies on all of the following t(pes of e$idence EXCEPT ________. A) scientific rigor B) e#isting data C) research studies !) 3ualitati$e opinions E) anal(tics Answer" ! E#planation" Kualitati$e information or opinions are not characteristic of e$idence2based =) management because neither can be measured.E$idence2based human resource management is based on the use of data% facts% anal(tics% scientific rigor% critical e$aluation% and criticall( e$aluated researchDcase studies to support human resource management proposals% decisions% practices% and conclusions. !iff" Page )ef" 1; Chapter" 1 &b'ecti$e" 7 +,ill" Concept 7*) .hich term refers to a set of 3uantitati$e performance measures that human resource managers use to assess their operations0 A) case studies B) metrics C) practices !) tools E) ratios Answer" B E#planation" 9etrics are 3uantitati$e performance measures used b( =) managers to assess operations. 9etrics are used in e$idence2based human resource management to ma,e decisions about =) management practices and policies. !iff" 1 Page )ef" -< Chapter" 1 &b'ecti$e" 7 +,ill" Concept 74) 9AX Computers manufactures affordable laptops and des,tops at its factor( in Ari ona. 9AX has e#perienced a moderate amount of financial success% but upper management wants the firm to grow at a faster rate and become a bigger pla(er in the highl( competiti$e computer mar,et. The firm/s greatest problems relate to its emplo(ees. Emplo(ee turno$er is high22most emplo(ees at 9AX lea$e within two (ears or less of being hired. 5n addition% the rate of producti$it( among emplo(ees is not as high as e#ecuti$es would li,e. The $ice president of human resources is considering mo$ing 9AX towards a high2performance wor, s(stem. .hich of the following best supports the argument that 9AX should mo$e towards a high2performance wor, s(stem0 A) 9AX competitors regularl( use benchmar,ing to compare their emplo(ees to those in other firms. B) 9AX customers purchase new computers e$er( two (ears according to online customer sur$e(s. C) &utsourcing clerical tas,s would enable 9AX to raise emplo(ee salaries and increase producti$it(. !) @sing ad$anced recruitment and hiring practices will allow 9AX to impro$e emplo(ee producti$it(. E) 9AX will be able to reduce 3ualit( control issues b( reassigning line managers to new departments. Answer" ! E#planation" A high2performance wor, s(stem is a set of =) management policies and practices that 'ointl( produce superior emplo(ee performance. =P.+s t(picall( pa( more% train emplo(ees more% use more ad$anced recruitment and hiring practices% and use self2managing wor, teams. 9AX would impro$e emplo(ee producti$it( and reduce turno$ers if it effecti$el( recruited and tested applicants to ma,e sure the( were the right people for the 'ob. !iff" 1 Page )ef" 1; AAC+B" )eflecti$e Thin,ing Chapter" 1 &b'ecti$e" 4 +,ill" Critical Thin,ing

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77) 9AX Computers manufactures affordable laptops and des,tops at its factor( in Ari ona. 9AX has e#perienced a moderate amount of financial success% but upper management wants the firm to grow at a faster rate and become a bigger pla(er in the highl( competiti$e computer mar,et. The firm/s greatest problems relate to its emplo(ees. Emplo(ee turno$er is high22most emplo(ees at 9AX lea$e within two (ears or less of being hired. 5n addition% the rate of producti$it( among emplo(ees is not as high as e#ecuti$es would li,e. The $ice president of human resources is considering mo$ing 9AX towards a high2performance wor, s(stem. .hich of the following 3uestions is most rele$ant to 9AX/s decision to mo$e toward a high2performance wor, s(stem0 A) .hat case studies are a$ailable to compare the performance of 9AX emplo(ees with wor,ers in other industries0 B) =ow would the implementation of self2managing wor, teams affect emplo(ee morale and wor, standards at 9AX0 C) =ow will 3ualitati$e performance measures address the needs of 9AX emplo(ees in regards to the firm/s benefits plan0 !) .hat roles should line managers% staff managers% and =) managers at 9AX pla( in performance appraisals0 E) .hat economic and demographic trends in the @.+. are related to the emplo(ee turno$er rate at 9AX0 Answer" B E#planation" =P.+s t(picall( pa( more% train emplo(ees more% use more ad$anced recruitment and hiring practices% and use self2managing wor, teams. B( answering the 3uestion about emplo(ee morale and wor, standards% it would become clear that 9AX should mo$e towards a =P.+ and self2managing wor, teams. Economic trends% benefits plans% and managerial roles in performance appraisals are less rele$ant to a =P.+. Case studies are useful in e$idence2based =)9 but not necessaril( to =P.+s. !iff" 1 Page )ef" 1; AAC+B" Anal(tic +,ills Chapter" 1 &b'ecti$e" 4 +,ill" Critical Thin,ing 78) All of the following are ethical issues that must be considered b( human resource managers EXCEPT ________. A) comparable wor, B) wor,place safet( C) affirmati$e action !) ACC regulations E) emplo(ee pri$ac( rights Answer" ! E#planation" The regulations of the Aederal Communications Commission are not li,el( to affect decisions made b( =) managers. Ethical issues faced b( =) managers include wor,place safet(% securit( of emplo(ee records% emplo(ee theft% affirmati$e action% comparable wor,% and emplo(ee pri$ac( rights. !iff" Page )ef" -< AAC+B" Ethical )easoning Chapter" 1 &b'ecti$e" 7 +,ill" Concept 7:) .hich of the following refers to the standards someone uses to decide what his or her conduct should be0 A) ethics B) strategies C) preferences !) competencies E) alternati$es Answer" A E#planation" Ethics is the standards used b( indi$iduals to determine how to beha$e or act. 5n human resources% ethics relates to the decisions made b( =) managers regarding wor,place safet(% securit( of emplo(ee records% emplo(ee theft% affirmati$e action% comparable wor,% and emplo(ee pri$ac( rights. !iff" 1 Page )ef" -< AAC+B" Ethical )easoning Chapter" 1 &b'ecti$e" 7 +,ill" Concept
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7;) .hich organi ation pro$ides professional certification for human resource managers0 A) Academ( of 9anagement B) Association of Certified =) 9anagers C) +ociet( for =uman )esource 9anagement !) Academ( of =uman )esource E#ecuti$es E) Association of Business Administration Answer" C E#planation" The +ociet( for =uman )esource 9anagement C+=)9) pro$ides professional certification to =) managers. +=)9 e#ams test the professional/s ,nowledge of all aspects of human resource management% including ethics% management practices% staffing% de$elopment% compensation% labor relations% and health and safet(. !iff" 1 Page )ef" -1 Chapter" 1 &b'ecti$e" 7 +,ill" Concept 8<) =) managers who ta,e +=)9 certification e#ams are tested on all of the following areas EXCEPT ________. A) strategic management B) wor,force planning C) information technolog( !) emplo(ee and labor relations E) occupational health and safet( Answer" C E#planation" The +ociet( for =uman )esource 9anagement C+=)9) pro$ides professional certification e#ams that test the professional/s ,nowledge of all aspects of human resource management% including ethics% management practices% staffing% de$elopment% compensation% labor relations% strategic management% wor,force planning% and health and safet(. 5nformation technolog( is less li,el( to be co$ered on the +=)9 e#am. !iff" Page )ef" -1 Chapter" 1 &b'ecti$e" 7 +,ill" Concept 81) +etting standards such as sales 3uotas% 3ualit( standards% or production le$els is part of the leading function of human resource management. Answer" AA6+E E#planation" +etting standards such as sales 3uotas% 3ualit( standards% or production le$els is part of the controlling rather than the leading function of human resource management. 6eading in$ol$es maintaining morale and moti$ating wor,ers. !iff" Page )ef" * Chapter" 1 &b'ecti$e" 1 +,ill" Concept 8-) The planning function of management includes establishing goals and standards and de$eloping forecasts. Answer" T)@E E#planation" The planning function of management includes establishing goals and standards% de$eloping rules and procedures% and de$eloping plans and forecasting. Planning% organi ing% staffing% leading% and controlling are the fi$e functions of the management process. !iff" Page )ef" * Chapter" 1 &b'ecti$e" 1 +,ill" Concept 81) Communicating is one of the fi$e basic functions of the management process. Answer" AA6+E E#planation" Planning% organi ing% staffing% leading% and controlling are the fi$e functions of the management process. Although communicating with emplo(ees is part of e$er( step% it is not one of the fi$e basic functions. !iff" Page )ef" * Chapter" 1 &b'ecti$e" 1 +,ill" Concept 8*) =iring the wrong person for the 'ob% committing unfair labor practices% and failing to moti$ate emplo(ees are personnel mista,es that hinder firms from achie$ing positi$e results. Answer" T)@E E#planation" Common =)9 mista,es include hiring the wrong people% failing to moti$ate wor,ers% and committing unfair labor practices. The primar( goal of =)9 is to help the firm achie$e its goals% and such =)9 mista,es hinder that process. !iff" Page )ef" 4 Chapter" 1 &b'ecti$e" +,ill" Concept
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84) Autonom( is the right to ma,e decisions% direct the wor, of others% and gi$e orders. Answer" AA6+E E#planation" Authorit( rather than autonom( is the right to ma,e decisions% direct the wor, of others% and gi$e orders. 5n management% authorit( is distinguished between line authorit( and staff authorit(. !iff" 1 Page )ef" 7 Chapter" 1 &b'ecti$e" +,ill" Concept 87) +taff managers are authori ed to issue orders to subordinates and are directl( in charge of accomplishing the organi ation/s basic goals. Answer" AA6+E E#planation" 6ine managers% not staff managers% are authori ed to issue orders down the chain of command. +taff managers ha$e the authorit( to ad$ise other managers or emplo(ees. !iff" 1 Page )ef" 7 Chapter" 1 &b'ecti$e" 1 +,ill" Concept 88) =uman resource managers are generall( staff managers. Answer" T)@E E#planation" =uman resource managers are usuall( staff managers. The( assist and ad$ise line managers in areas li,e recruiting% hiring% and compensation. =owe$er% line managers still ha$e human resource duties. !iff" 1 Page )ef" 7 Chapter" 1 &b'ecti$e" 1 +,ill" Concept 8:) +taff managers ha$e staff authorit( which enables them to issue orders down the chain of command unli,e line managers. Answer" AA6+E E#planation" 6ine managers can issue orders down the chain of command% while staff managers are onl( able to ad$ise other managers and emplo(ees. !iff" Page )ef" 7 Chapter" 1 &b'ecti$e" 1 +,ill" Concept 8;) 5n small organi ations% line managers fre3uentl( handle all personnel duties without the assistance of a human resource staff. Answer" T)@E E#planation" 5n small firms% line managers are able to handle personnel duties. =owe$er% large firms of o$er 1<< emplo(ees re3uire human resource specialists. !iff" 1 Page )ef" 8 Chapter" 1 &b'ecti$e" 1 +,ill" Concept :<) =uman resource managers assist line managers with hiring% training% e$aluating% rewarding% counseling% promoting% and hiring emplo(ees. Answer" T)@E E#planation" Assisting and ad$ising line managers is the heart of the human resource manager/s 'ob. =) assists in hiring% training% e$aluating% rewarding% counseling% promoting% and firing emplo(ees. !iff" 1 Page )ef" 8 Chapter" 1 &b'ecti$e" 1 +,ill" Concept :1) Aunctional authorit( is the authorit( e#erted b( an =) manager as coordinator of personnel acti$ities. Answer" T)@E E#planation" The human resource manager coordinates personnel acti$ities% a dut( often referred to as functional authorit( Cor functional control). =ere he or she ensures that line managers are implementing the firm/s human resource policies and practices Cfor e#ample% adhering to its se#ual harassment policies). !iff" 1 Page )ef" 8 Chapter" 1 &b'ecti$e" 1 +,ill" Concept :-) The role of labor relations specialists includes in$estigating EE& grie$ances and collecting data about 'obs for the purpose of writing 'ob descriptions. Answer" AA6+E E#planation" 6abor relations specialists ad$ise management on all aspects of unionLmanagement relations. EE& coordinators in$estigate EE& grie$ances% and 'ob anal(sts collect data for 'ob descriptions. !iff" 1 Page )ef" : Chapter" 1 &b'ecti$e" 1 +,ill" Concept
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:1) Transactional =) groups focus on assisting top management in big picture issues such as de$eloping a firm/s long2term strategic plan. Answer" AA6+E E#planation" Corporate =) groups focus on assisting top management in big picture issues such as de$eloping a firm/s long2term strategic plan. Transactional =) groups focus on pro$iding speciali ed =) support on dail( transactional =) acti$ities li,e benefits administration. !iff" Page )ef" ; Chapter" 1 &b'ecti$e" 1 +,ill" Concept :*) 5n the ma'orit( of firms% the tas, of inter$iewing 'ob candidates is shared between =) and the hiring department. Answer" T)@E E#planation" 5n about 7<G of firms% =) and other hiring departments share the responsibilit( of inter$iewing 'ob candidates. 6ine managers and =) managers also share duties such as performance appraisals% s,ills training% and disciplinar( procedures. !iff" 1 Page )ef" ; Chapter" 1 &b'ecti$e" 1 +,ill" Concept :4) 5n most firms% top human resource e#ecuti$es ha$e man( (ears of e#perience wor,ing in the human resources department% and about *<G of them ha$e professional =) certification. Answer" T)@E E#planation" 9ost top human resource e#ecuti$es do ha$e prior human resource e#perience. About :<G of those in one sur$e( wor,ed their wa( up within =). About 18G of these =) e#ecuti$es had earned the =uman )esource Certification 5nstitute/s senior professional in human resources C+P=)) designation% and 11Gwere certified professionals in human resources CP=)). !iff" 1 Page )ef" 1< Chapter" 1 &b'ecti$e" 1 +,ill" Concept :7) Although technolog( has changed how people communicate% it has failed to alter traditional factor( wor,% which re3uires the specific s,ills of manual laborers. Answer" AA6+E E#planation" 9ore and more traditional factor( 'obs are going high2tech. As the @.+. go$ernment/s &ccupational &utloo, Kuarterl( put it% F,nowledge2intensi$e high tech manufacturing in such industries as aerospace% computers% telecommunications% home electronics% pharmaceuticals% and medical instrumentsF is replacing factor( 'obs in steel% auto% rubber% and te#tiles. !iff" 1 Page )ef" 11 AAC+B" @se of 5T Chapter" 1 &b'ecti$e" * +,ill" Concept :8) According to the Bureau of 6abor +tatistics% between now and -<17 the number of wor,ers classified as Fwhite% non2=ispanicF will decrease and the number of wor,ers classified as Asian will increase. Answer" T)@E E#planation" The number of wor,ers classified as Fwhite% non2=ispanicF will decrease between 1;;7 and -<17 while the wor,force will see an increase in the number of Asian% =ispanic% and African2American wor,ers according to the Bureau of 6abor +tatistics. !iff" 1 Page )ef" 1* AAC+B" 9ulticultural and !i$ersit( Chapter" 1 &b'ecti$e" * +,ill" Concept ::) As bab( boomers retire from the wor, force% there will be more people entering the labor pool than lea$ing it. Answer" AA6+E E#planation" 9an( human resource professionals call Fthe aging wor,forceF the biggest demographic trend affecting emplo(ers. The basic problem is that there aren/t enough (ounger wor,ers to replace the pro'ected number of bab( boom era older2wor,er retirees. !iff" 1 Page )ef" 14 Chapter" 1 &b'ecti$e" * +,ill" Concept
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:;) A+P is a special wireless technolog( used to s(nchroni e $arious electronic tools li,e cellular phones and PCs and facilitate emplo(ee access to emplo(er online =) ser$ices. Answer" AA6+E E#planation" Application +er$ice Pro$iders CA+Ps) pro$ide software applications used to support =)% such as processing emplo(ment applications. The A+Ps host and manage the ser$ices for the emplo(er from their own remote computers. !iff" Page )ef" 18 AAC+B" @se of 5T Chapter" 1 &b'ecti$e" * +,ill" Concept ;<) =) departments in man( firms use .eb portals to enable emplo(ees to sign up for and manage their own benefits pac,ages. Answer" T)@E E#planation" Emplo(ers use .eb portals for man( applications. The( are fre3uentl( used to enable emplo(ees to sign up for and manage their own benefits pac,ages and to update their personal information. !iff" Page )ef" 18 AAC+B" @se of 5T Chapter" 1 &b'ecti$e" 4 +,ill" Concept ;1) 9odern human resource managers perform transactional duties as well as help top management de$elop and e#ecute the firm/s long2term plans. Answer" T)@E E#planation" Toda(/s new human resource managers are in$ol$ed in more Fbig pictureF issues. The( don/t 'ust do transactional things li,e signing onboard new emplo(ees. Emplo(ers want them to be the firms/ internal consultants% identif(ing and institutionali ing changes that help emplo(ees better contribute to the compan(/s success% and helping top management formulate and e#ecute its long2term plans or strategies. !iff" 1 Page )ef" 18 Chapter" 1 &b'ecti$e" 4 +,ill" Concept ;-) +trategic human resource management refers to performing transactional duties that satisf( the needs and demands of both the emplo(ees and the emplo(er. Answer" AA6+E E#planation" +trategic human resource management means formulating and e#ecuting human resource policies and practices that produce the emplo(ee competencies and beha$iors the compan( needs to achie$e its strategic aims. !iff" 1 Page )ef" 1: Chapter" 1 &b'ecti$e" 4 +,ill" Concept ;1) 9ost CA&s tend to belie$e that human capital has onl( a minor impact on organi ational outcomes such as customer satisfaction% growth% and profitabilit(. Answer" AA6+E E#planation" +tudies show that top management and chief financial officers recogni e the critical role human resource management can pla( in achie$ing a compan(/s strategic goals. The( ,now that human capitalJthe emplo(ees/ ,nowledge% s,ills% and e#periencesJcan ha$e a big effect on important organi ational outcomes such as customer satisfaction and profitabilit(. Partl( as a result% human resource e#ecuti$es are increasingl( well paid. !iff" 1 Page )ef" 1: Chapter" 1 &b'ecti$e" 4 +,ill" Concept ;*) 6ow2performance wor, s(stems are t(picall( characteri ed b( high wages% e#tensi$e emplo(ee training% and sophisticated recruitment and hiring practices. Answer" AA6+E E#planation" A high2performance wor, s(stem is a set of human resource management policies and practices that together produce superior emplo(ee performance. =igh2performance wor, s(stems are t(picall( characteri ed b( high wages% e#tensi$e emplo(ee training% and sophisticated recruitment and hiring practices. !iff" 1 Page )ef" 1; Chapter" 1 &b'ecti$e" 4 +,ill" Concept
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;4) The e$idence used in e$idence2based human resource management ma( come from actual measurements% e#isting data% or criticall( e$aluated research studies. Answer" T)@E E#planation" E$idence is the core of e$idence2based human resource management. !ata% facts% anal(tics% scientific rigor% critical e$aluation% and criticall( e$aluated researchDcase studies are used to support human resource management proposals% decisions% practices% and conclusions. !iff" 1 Page )ef" 1; Chapter" 1 &b'ecti$e" 7 +,ill" Concept ;7) Ethical issues such as wor, place safet(% securit( of emplo(ee records% comparable wor,% and emplo(ee pri$ac( rights are all related to human resource management. Answer" T)@E E#planation" Ethics refers to the standards someone uses to decide what his or her conduct should be. Ethical issues related to =) management include wor,place safet(% securit( of emplo(ee records% emplo(ee theft% affirmati$e action% comparable wor,% and emplo(ee pri$ac( rights. !iff" Page )ef" -< AAC+B" Ethical )easoning Chapter" 1 &b'ecti$e" 7 +,ill" Concept ;8) The +=)9 =uman )esource Certification e#ams include testing on management practices% staffing% de$elopment% compensation% labor relations% and health and safet(. Answer" T)@E E#planation" The +ociet( for =uman )esource 9anagement offers =) professional certification e#ams. The e#ams test the professional/s ,nowledge of all aspects of human resource management% including ethics% management practices% staffing% de$elopment% compensation% labor relations% and health and safet(. !iff" Page )ef" -1 Chapter" 1 &b'ecti$e" 7 +,ill" Concept ;:) =uman resource managers who complete professional certification e#ams can earn +P=)% >P=)% or P=) certificates. Answer" T)@E E#planation" +=)9 e#ams test the professional/s ,nowledge of all aspects of human resource management% including ethics% management practices% staffing% de$elopment% compensation% labor relations% and health and safet(. Those who successfull( complete all re3uirements earn the +P=) C+enior Professional in =))% >P=) C>lobal Professional in =))% or P=) CProfessional in =)) certificate. !iff" 1 Page )ef" -1 Chapter" 1 &b'ecti$e" 7 +,ill" Concept ;;) A ,e( concept of the te#tboo, is that human resource management is the sole responsibilit( of human resource managers% so line managers and staff managers rel( hea$il( on =) specialists to hire the best emplo(ees. Answer" AA6+E E#planation" =uman resource management is the responsibilit( of e$er( managerJnot 'ust those in human resources. Throughout e$er( page in the te#tboo,% (ou/ll therefore find an emphasis on practical material that (ou as a manager will need to perform (our da(2to2da( management responsibilities. !iff" 1 Page )ef" -12-Chapter" 1 &b'ecti$e" 8 +,ill" Concept 1<<) Economic challenges faced on a national and a global le$el in recent (ears ha$e affected human resource management at most firms. Answer" T)@E E#planation" The economic challenges the @nited +tates and world faced starting around -<<: prompted most emplo(ers to re2thin, the costs and benefits of how the( deli$ered their human resource ser$ices. The te#tboo, will address these issues in bo#ed F9anaging =) in Challenging TimesF features in most chapters to present snapshots eroing in on the s,ills managers need to manage human resources in challenging times. !iff" 1 Page )ef" -Chapter" 1 &b'ecti$e" 8 +,ill" Concept
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1<1) .hat are the fi$e basic functions of the management process0 E#plain some of the specific acti$ities in$ol$ed in each function. .hich function is most closel( associated with human resource management0 Answer" The fi$e basic functions are planning% organi ing% staffing% leading% and controlling. Planning acti$ities include establishing goals and standards% de$eloping rules and procedures% and de$eloping plans and forecasting. &rgani ing acti$ities include gi$ing specific tas, assignments to subordinates% establishing departments% delegating authorit( to subordinates% and establishing channels of authorit( and communication. +taffing acti$ities include determining what t(pe of people should be hired% recruiting prospecti$e emplo(ees% and setting performance standards. 6eading acti$ities include maintaining morale and moti$ating subordinates. Controlling acti$ities include setting standards such as sales 3uotas% and 3ualit( standards and ta,ing correcti$e action as needed. +taffing is the function most readil( related to human resource management. =owe$er% =) managers actuall( perform all 4 functions. !iff" 1 Page )ef" * Chapter" 1 &b'ecti$e" 1 +,ill" Application 1<-) .h( is human resource management important to all managers0 .hat is the role of line managers in human resource management0 Answer" =) management is important to all managers because managers can do e$er(thing else right Jla( brilliant plans% draw clear organi ation charts% set up world2class assembl( lines% and use sophisticated accounting controlsJbut still fail% b( hiring the wrong people or b( not moti$ating subordinates. &n the other hand% man( managersJpresidents% generals% go$ernors% super$isorsJha$e been successful e$en with inade3uate plans% organi ations% or controls because the( had the ,nac, of hiring the right people for the right 'obs and moti$ating% appraising% and de$eloping them. The direct handling of people is an integral part of e$er( line manager/s duties. 9ore specificall(% line managers must place the right person in the right 'ob% orient and train new emplo(ees% impro$e the 'ob performance of each person% gain cooperation and de$elop smooth wor,ing relationships% interpret the compan(/s policies and procedures% control labor costs% and protect emplo(ees/ health and ph(sical condition. !iff" 1 Page )ef" 4% 8 AAC+B" )eflecti$e Thin,ing Chapter" 1 &b'ecti$e" -% 1 +,ill" +(nthesis 1<1) E#plain the difference between line authorit( and staff authorit(. .hat t(pe of authorit( do human resource managers ha$e0 Answer" Authorit( is the right to ma,e decisions% to direct the wor, of others% and to gi$e orders. 6ine managers are authori ed to direct the wor, of subordinates and are directl( in charge of accomplishing the organi ation/s basic goals. +taff managers are authori ed to assist and ad$ise line managers in accomplishing these basic goals. =uman resource managers are usuall( staff managers because the( are responsible for assisting and ad$ising line managers in areas li,e recruiting% hiring% and compensation. =owe$er% human resource managers do ha$e line authorit( within their own department. !iff" 1 Page )ef" 7 Chapter" 1 &b'ecti$e" 1 +,ill" Application 1<*) .hat are the three distinct functions carried out b( human resource managers0 !escribe each function in a brief essa(. Answer" The three functions include a line function% a coordination function% and a staff or ser$ice function. =) managers e#ert line authorit( within the =) department because the( direct the acti$ities of the people in that department. =) managers also coordinate personnel acti$ities. 5n the ser$ice function% =) managers assist in hiring% training% e$aluating% rewarding% counseling% promoting% and firing emplo(ees. The( also administer benefit programs and help line managers compl( with EE&% occupational health and safet(% and labor laws. !iff" 1 Page )ef" 8 Chapter" 1 &b'ecti$e" 1 +,ill" Application

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1<4) =ow ha$e technological trends changed the nature of businesses0 5n what wa( has technolog( changed human resources management0 Answer" E$er(one ,nows that technolog( changed the nature of almost e$er(thing we do. .e use P!As to communicate with the office% and plan trips% manage mone(% and custom build new computers online. +imilarl(% technolog( changes what businesses do and how the( do it. Aor e#ample% 5nternet2based communications enables firms to offshore call center 'obs to 5ndia% which has had a significant effect on =) management. Technological applications pro$ide support to human resources. A+Ps are used to process emplo(ment applications% .eb portals are used to enable emplo(ees to manage their benefits pac,ages% and data warehouses help =) managers monitor their =) s(stems. !iff" 1 Page )ef" 1-211% 18 AAC+B" @se of 5T Chapter" 1 &b'ecti$e" *% 4 +,ill" +(nthesis 1<7) Toda( o$er two2thirds of the @.+. wor, force is emplo(ed in producing and deli$ering ser$ices% not products. 5n a brief essa(% e#plain the reasons for this trend. Answer" +e$eral things account for this trend towards ser$ice 'obs. .ith global competition% more manufacturing 'obs are shifting to low2wage countries. Aor e#ample% 6e$i +trauss% one of the last ma'or clothing manufacturers in the @nited +tates% closed the last of its American plants a few (ears ago. There has also been a dramatic increase in producti$it( that lets manufacturers produce more with fewer wor,ers. Eust2in2time manufacturing techni3ues lin, dail( manufacturing schedules more precisel( to customer demand% thus s3uee ing waste out of the s(stem and reducing in$entor( needs. As manufacturers integrate 5nternet2based customer ordering with 'ust2in2time manufacturing s(stems% scheduling becomes e$en more precise. 9ore manufacturers are collaborating with their suppliers to create integrated suppl( chains. The net effect is that manufacturers ha$e been s3uee ing slac, and inefficiencies out of the entire production s(stem% enabling companies to produce more products with fewer emplo(ees. +o% in America and much of Europe% manufacturing 'obs are down% and ser$ice 'obs up. !iff" 1 Page )ef" 11 Chapter" 1 &b'ecti$e" * +,ill" Application 1<8) .hat proficiencies are necessar( for =) managers to succeed in toda(/s business en$ironment0 E#plain (our answer in a brief essa(. Answer" +trategi ing% internal consulting% and dealing with outside $endors and technolog( call for new human resource management proficiencies. &f course% human resource managers still need s,ills in areas such as emplo(ee selection% training% and compensation. But in addition% the( re3uire broader business ,nowledge and proficiencies. Aor e#ample% to assist top management in formulating strategies% the human resource manager needs to be familiar with strategic planning% mar,eting% production% and finance. =e or she must also be able to Fspea, the CA&/s language%F b( e#plaining human resource acti$ities in financiall( measurable terms% such as return on in$estment and cost per unit of ser$ice. !iff" 1 Page )ef" 1: Chapter" 1 &b'ecti$e" 4 +,ill" Application 1<:) .hat is a high2performance wor, s(stem0 .hat business and economic trends support the argument that firms should attempt to de$elop high2performance wor, s(stems0 Answer" A high2performance wor, s(stem is a set of human resource management policies and practices that together produce superior emplo(ee performance. A =P.+ usuall( pa(s emplo(ees more% trains emplo(ees more% uses more sophisticated recruitment and hiring practices Ctests and $alidated inter$iews% for instance)% and uses more self2managing wor, teams. Airms that are =P.+ t(picall( ha$e the best o$erall performance% in terms of higher profits% lower operating costs% and lower turno$er. Trends such as globali ation and economic recessions support the argument that firms should become =P.+s. 9ore globali ation means more competition% and more competition means more pressure to be Fworld2classFJto lower costs% to ma,e emplo(ees more producti$e% and to do things better and less e#pensi$el(. Both wor,ers and companies ha$e to wor, harder and smarter than the( did without globali ation% and =P.+s enable firms to compete. !iff" 1 Page )ef" 11% 1; AAC+B" )eflecti$e Thin,ing Chapter" 1 &b'ecti$e" *% 4 +,ill" Critical Thin,ing

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1<;) .hat is e$idence2based human resource management0 =ow does e$idence2based human resource management benefit firms0 Answer" E$idence2based human resource management.in$ol$es using data% facts% anal(tics% scientific rigor% critical e$aluation% and criticall( e$aluated researchDcase studies to support human resource management proposals% decisions% practices% and conclusions. Put simpl(% e$idence2based human resource management is the deliberate use of the best2a$ailable e$idence in ma,ing decisions about the human resource management practices (ou are focusing on. 9anagers should use e$idence2based human resource management because unless managers ta,e a health(% s,eptical% e$idence2based approach to human resources% the( ma( 'ump to the wrong managerial conclusions. 6ife is filled with intuiti$e2sounding insights% so managers should alwa(s be as,ing 3uestions li,e% F.hat is the e$idence for this claim0F and F!id this action reall( cause this result0F !iff" 1 Page )ef" 1;2-< Chapter" 1 &b'ecti$e" 7 +,ill" Application 11<) .hat ethical issues relate to human resource management0 Pro$ide an e#ample of an =)2related ethical issue that has been in the news recentl(. Answer" Ethics means the standards someone uses to decide what his or her conduct should be. +i# of the ten most serious wor,place ethical issuesJwor,place safet(% securit( of emplo(ee records% emplo(ee theft% affirmati$e action% comparable wor,% and emplo(ee pri$ac( rightsJare human resource management related. A recent e#ample of an =)2related ethical issue relates to labor laws. Prosecutors recentl( filed criminal charges against se$eral 5owa meatpac,ing plant human resource managers% who allegedl( $iolated emplo(ment law b( hiring children (ounger than 17. !iff" 1 Page )ef" -< Chapter" 1 &b'ecti$e" 7 +,ill" Application

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