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Homework answers / question archive / University of Florida ACCOUNTING 200 File: Ch05 Chapter 5 Human Resource Planning and Job Analysis TRUE/FALSE 1)Human resource planning is one of the most important elements in a successful human resource management program
University of Florida
ACCOUNTING 200
File: Ch05
Chapter 5 Human Resource Planning and Job Analysis
TRUE/FALSE
1)Human resource planning is one of the most important elements in a successful human resource management program.
FILL-IN THE BLANKS
MULTIPLE-CHOICE
2. Top executives at company ABC have agreed on a new mission statement. More specifically, they have agreed on what business the company should be in and who their consumers are. What should the next step be for these top executives?
a) Begin the corporate assessment b) Set strategic goals
c) Identify the core competency of the company
d) Evaluate the strengths and weaknesses of the company
e) Conduct a SWOT analysis
3. Effective employment planning includes all of the following except
a) translating organizational goals into types of workers needed.
b) translating organizational goals into the number of workers needed.
c) understanding the strategic planning process.
d) product modifications for new kinds of families.
e) a direct link to the organization’s strategic direction.
4. Which of the following is not true regarding the SWOT analysis?
a) The SWOT analysis is a process for determining an organization’s strengths, weaknesses, opportunities, and threats.
b) The SWOT analysis forces management to recognize that companies, regardless of their size, are constrained to some extent by the resources and skills they have available.
c) The SWOT analysis is the foundation on which every decision in the company should be made.
d) The SWOT analysis should lead to a clear assessment of the firm’s internal resources.
e) The SWOT analysis serves as the link between the firm’s goals and ensuring that the company can achieve its objectives.
5. The SWOT analysis is a process for determining a firm’s
a) mission statement, strengths, weaknesses, and opportunities
b) mission statement, strengths, weaknesses, and threats
c) strengths, weaknesses, threats, and core competency d) strengths, weaknesses, opportunities, and threats
e) strengths, weaknesses, opportunities, and core competency
6. Diane is vice-president of human resources for a large manufacturing firm. What should her involvement be for the strategic planning for her organization?
a) She needs to understand the process to play a vital role in it.
b) She should never be involved in it. That function should be performed in financial management and marketing areas.
c) She should never be involved in it. Globalization and technology have made strategic planning obsolete.
d) She does all of it as a routine part of her job description.
e) Her real contribution comes with offshoring decisions.
7. During a meeting Julandre, a top executive at XYZ, Inc. made a presentation about the organizational strengths that represent the firm’s unique skills and resources. Julandre insisted that these organizational strengths should give XYZ, Inc, a competitive edge in the future. What was Julandre referring to in this meeting?
a) The mission statement of the company
b) The strategic statement of the company
c) The strategic planning process of the company
d) The core strategy of the company
e) The core competency of the company
8. Which of the following is not true regarding competitive intelligence?
a) Competitive intelligence is another way to describe organizational espionage.
b) Competitive intelligence is one of the fastest-growing areas of a SWOT analysis.
c) Most of the information used for competitive intelligence is available and accessible to the public. d) Competitive intelligence provides basic information about a firm’s competitors.
e) Competitive intelligence is more difficult to obtain in a global business environment.
9. The steps of the strategic planning process, in order, are
a) mission, people, strategy, structure.
b) goals, structure, mission, people. c) mission, strategy, structure, people.
d) structure, people, vision, mission.
e) needs, goals, strategy, vision.
10. Which of the following describes the “Strategy” phase of the strategic planning process?
a) Determining what business the organization will be in.
b) Setting goals and objectives.
c) Determining how goals and objectives will be attained.
d) Determining what jobs need to be done and by whom.
e) Matching skills, knowledge, and abilities to required jobs.
11. Which of the following describes the “Structure” phase of the strategic planning process?
a) Determining what business the organization will be in.
b) Setting goals and objectives.
c) Determining how goals and objectives will be attained. d) Determining what jobs need to be done and by whom.
e) Matching skills, knowledge, and abilities to required jobs.
12. Which of the following describes the “People” phase of the strategic planning process?
a) Determining what business the organization will be in.
b) Setting goals and objectives.
c) Determining how goals and objectives will be attained.
d) Determining what jobs need to be done and by whom.
e) Matching skills, knowledge, and abilities to required jobs.
13. Which of the following describes the “Mission” phase of the strategic planning process? a) Determining what business the organization will be in.
b) Setting goals and objectives.
c) Determining how goals and objectives will be attained.
d) Determining what jobs need to be done and by whom.
e) Matching skills, knowledge, and abilities to required jobs.
14. A replacement chart is used
a) to spot skill shortages in the organization.
b) to switch health care plans.
c) to help recruiters identify the best geographical areas to find certain skills.
d) to transfer technology to web based organization control systems.
e) to align salary data with skill and experience levels.
15. Which of these changes in the labor supply is the most difficult to predict?
a) dismissals. b) deaths.
c) retirements.
d) voluntary quits.
e) prolonged illnesses.
16. Employee retention is a major HRM issue. According to the text, it is estimated that about of the reasons employees quit their jobs and leave organizations are within the control of managers.
a) 25 percent
b) 35 percent
c) 45 percent
d) 55 percent e) 75 percent
17. Dee works in the human resources area of a large organization. As part of her duties, she routinely uses such methods as observation, individual and group interviews, technical conferences, and diary monitoring. What does she do?
a) Job identification.
b) Job clarification. c) Job analysis.
d) Position description.
e) Position strategy description.
18. During a job analysis, which of these tasks are performed?
a) Promotion patterns and succession plans are identified.
b) An estimation of the labor supply is verified.
c) Skills, knowledge and abilities necessary to perform a job are determined.
d) Duties and responsibilities of a job are matched with pay grades.
e) EEO compliance is assessed.
19. Pierre is attempting to forecast the firm’s future supply of human resources. He is currently looking at retirements, transfers out of a unit, layoffs, sabbaticals, and dismissals. Which one is likely to be the most difficult to predict?
a) Retirements
b) Transfers out of a unit
c) Layoffs
d) Sabbaticals
e) Dismissals
20. Where does job analysis occur in the strategic planning process?
a) Before corporate goals and objectives are established. b) After corporate goals and objectives are established.
c) After the labor supply and demand are compared.
d) Before organizational mission is defined.
e) Before the SWOT.
21. Fatima is working on the employment planning of her company. She expects that the demand for human resources will increase in the near future. Which of the following is not an appropriate option for Fatima?
a) Hire more full-time employees
b) Contract with additional staff c) Offer early retirements
d) Change the company’s objectives
e) Transfer employees within the company
22. Frank, a college intern in human resources management at a large service organization, recently completed a job analysis for the 600 jobs in the Phoenix operations center. When Lloyd, his boss, reviewed Frank’s work, he found that many known job activities were not included. Further, some odd, even bizarre, activities were reported. Frank cited the Hawthorne studies in his explanation of the results. What technique did Frank use?
a) Observation.
b) Diary.
c) Structured questionnaire.
d) Group interview.
e) Technical Conference.
23. Michelle has gathered job analysis data with the observation technique for jobs in Plant #101. She wants to use an additional collection technique to make sure her analysis is accurate. Much of the work is done collectively, and she is skilled in dealing with issues related to group dynamics. Which job analysis method should she use?
a) Hawthorne.
b) Structured questionnaire. c) Group interview.
d) Diary.
e) Technical conference.
24. Leona has gathered job analysis data with a structured questionnaire for managerial jobs in remote locations of her firm. Exit interviews have produced comments like, "You should have told me what was really expected." She wants to use an additional collection technique to avoid misrepresentation in job descriptions. Leona’s boss told her, “Be thorough. Job analysis time and cost are nothing compared to the cost of replacing these managers.” Which method should she use?
a) Observation.
b) Individual interview.
c) Technical conference.
d) Diary.
e) Gap analysis.
25. Monique, the director of job analysis, must write job descriptions for new supervisors in a new plant. The new robotics line will make this location comparable to existing sites. She has a limited budget and a limited amount of time. Many former plant managers (they would have supervised these supervisory positions) are in Monique’s building. Which job analysis method should she use?
a) Observation.
b) Individual interview.
c) Benchmark.
d) Diary.
e) Technical conference.
26. Felicia, a new analyst, is considering asking managers at various facilities to use the diary method of job analysis. As an expert in HR matters, what advice would you give her, since you want to help her do the right thing.
a) This technique is the quickest of all the job analysis methods.
b) It is the most objective method.
c) It is easy to use – no training required.
d) Sometimes people report what they think you want to hear rather than what they do.
e) The PAQ is an automated package that facilitates this process.
27. Which of the following is not considered a flexible work schedule?
a) Flex time.
b) Job sharing.
c) Telecommuting. d) Job enrichment.
e) Compressed work week schedule.
28. Rhona, a junior job analyst, needs to use several techniques for some new assembly line positions in a new production facility. Her supervisor warns her against using the PAQ for which of these reasons?
a) It is not quantitative.
b) It is not structured.
c) It appears to be more applicable to higher-level professional jobs.
d) It is too time-consuming.
e) It duplicates the results of the technical conference, which has already been performed for this set of jobs.
29. Which of the following is not a category of the Position Analysis Questionnaire (PQA)?
a) Information input
b) Mental processes c) Job evaluation
d) Work output
e) Relationships with other people
30. The job analysis process should generate:
a) only job descriptions
b) job descriptions and job specifications
c) job evaluations and job specifications
d) job descriptions, job specifications, and job evaluations
e) job descriptions and job evaluations
31. Which of the following is not true with respect to job specifications?
a) Specify the relative value of each job in the company.
b) State the minimum acceptable qualifications that the incumbent must have to perform the job successfully.
c) Identify the knowledge, skills, and abilities required to perform the job successfully.
d) Represent one of the tangible outcomes of the job analysis process.
e) Help determine whether job applicants are essentially qualified to perform the firm’s jobs.
32. Job design does all except a) set the salary of a job.
b) describe what tasks are included in a job.
c) tells the order in which tasks are done in a job.
d) set the conditions under which the tasks of a job are completed.
e) how and when the tasks of a job are completed.
33. Which statement best compares job specifications and job descriptions?
a) Job description focuses on managerial positions. Job specification is used for hourly workers.
b) Job specification focuses on qualifications for incumbents. Job description focuses on what the incumbent does.
c) Job description focuses on qualifications for incumbent. Job specification focuses on what the incumbent does.
d) Job description is the computerized version of job specification.
e) Job specification occurs after job analysis. Job description occurs before job analysis.
34. The job analysis process has a multifaceted nature. Indeed, many activities in an organization are affected by the job analysis. Which of the following is not directly affected by the job analysis process?
a) Recruiting
b) Benefits administration
c) Labor relations
d) Safety and health
e) Selection
35. What use has the job description served under the ADA?
a) There is no use.
b) It provides reasonable accommodation.
c) It assures comparable worth.
d) It identifies essential job functions.
e) It protects against adverse impact.
36. Stan, vice-president of human resources, is explaining why job descriptions are an important organizational resource to the rest of the executive board. He could use all of the following to support his discussion except
a) The job description can be used as a reference by recruiters during job interviews with prospective job candidates.
b) The job description can be used to create advertisements for job classifieds.
c) The job description can be used to identify essential job functions for ADA compliance requirements.
d) The job description can be used to identify target areas for retirement planning.
e) The job description can be used to appraise whether an incumbent’s actual duties line up with her stated duties.
37. How important is job analysis to the contemporary organization?
a) Job analysis is the starting point of sound human resource management.
b) Job analysis has replaced other aspects of strategic human resource management. c) Job analysis is the starting point of the organizational visioning process.
d) Job analysis, once so important to large organizations, has become obsolete.
e) Job analysis is crucial to the hiring process, but that’s where it ends.
38. Which of the following is not an activity that organizations frequently cite as being affected by the job analysis process?
a) Recruiting
b) Selection
c) Compensation
d) Succession planning
e) Performance appraisal
39. All of the following are disadvantages of flexible scheduling except
a) potential reduction in productivity. b) reduced childcare costs.
c) a lack of supervision of employees.
d) increased work stress levels.
e) increased employee turnover who aren’t productive.
40. Which of the following is not a job analysis method? a) Situational method
b) Observation method
c) Diary method
d) Technical conference method
e) Structured questionnaire method
41. Brad is comparing various job analysis methods. He is looking for the best job analysis method. As a consultant, you advise Brad that he should choose
a) the observation method.
b) the structured questionnaire method.
c) some combination of job analysis methods.
d) the individual interview method.
e) the group interview method.
