British Columbia Institute of Technology

BUSA 1305

Chapter 5 Staffing and Recruiting

1)Of the following activities, which are HRM supervisors in larger organizations seldom involved?

1. 1. Approving individual salaries
   2. Candidate recruiting
   3. Employee training
   4. Evaluation of employee performance
   5. Inducting or onboarding new employees

2. Adding of staff through recruitment, the reduction in staff through downsizing, and selection. represent

                                                        .

1. 1. staff management
   2. employment sourcing
   3. employment planning
   4. candidate management
   5. employee and candidate management

3. If the eight distinct steps in the HRM process are properly executed, it will staff an organization with

competent, high-performing employees who are capable of                                                                              .

1. 1. meeting the organization’s financial goals
   2. contributing to the organization’s objectives
   3. sustain their performance level over the short term
   4. meeting an organization’s domestic and global objectives
   5. sustaining their performance level over the long term

4.                                                                     helps ensure employees remain current with job skills and knowledge.

1. 1. Orientation, training and development
   2. Career planning and training
   3. Orientation and personal development
   4. Training and development
   5. On-the-job training

5. The entire employment process is influenced by                                                    
   1. the internal environment
   2. corporate profitability
   3. the external environment.
   4. top management
   5. both the internal and external environments.

6. Briefly describe why environmental factors affect the HRM process more severely than other functional areas.

7. Since the mid-1960s, the federal government has greatly expanded its influence over HRM decisions by enacting a wealth of laws and regulations to                                                      .

1. 1. ensure employee benefits
   2. protect employee unions
   3. regulate work conditions
   4. ensure equal employment opportunities
   5. regulate pay and salary administration

8. Ensuring employers have the right number and kinds of people in the right places, and at the right times, who are capable of effectively and efficiently completing tasks that will help the organization achieve its overall objectives describes what process?
   1. Human resource allocation
   2. Equal opportunity employment
   3. Training and development
   4. Employment planning
   5. Organizational development

9. Employment planning translates the organization and department’s goals into a personnel plan that will allow     .
   1. overall organizational objectives to be achieved
   2. the organization to hire faster
   3. the organization to deploy training and development programs
   4. the organization to hire the most competent talent
   5. the organization to engage in overall talent management.

10. What is the first step supervisors take in conducting an employee assessment?
    1. General position descriptions
    2. Generate a human resource inventory
    3. Develop a talent management plan
    4. Propose psychological assessments
    5. Hire an organizational development professional

11. Where does the information come from that is contained in a human resource inventory?
    1. From the employee’s background check

1. 2. Derived from forms completed by employees
   3. From the state and federal government
   4. Obtained from social media sites
   5. Derived from information provided by prior employers

12. Future human resource needs are determined by                                                      .

1. 1. the economy
   2. top management
   3. demand for the company’s products
   4. the human resources department
   5. the department’s goals

13. Explain the process a supervisor might use to determine future employee needs.

14.                                                                     is the process of locating, identifying, and attracting capable applicants.
    1. Recruitment
    2. Hiring
    3. Talent management
    4. Staff selection
    5. Employment

15. If employment planning indicates a surplus, management will                                                      .
    1. increase the labor supply within the organization
    2. maintain the labor supply within the organization

1. 3. use contractors as the source of the labor supply
   4. offshore production work
   5. reduce the labor supply within the organization

16. The majority of studies have found that                                             produce(s) the best candidates.
    1. the organization’s career website
    2. employee referrals
    3. job sites like CareerBuilder and Indeed
    4. career fairs
    5. university recruiting efforts

17.                                              has become a relevant means of meeting the demands of a dynamic environment to the manage size of their workforce or restructure their skill composition.
    1. Talent management
    2. Recruitment
    3. Internet advertising
    4. Downsizing
    5. Re-engineering

18. Explain why employee referrals tend to product superior candidates. Why or why not employers should only consider employee referrals in sourcing candidates?

19. The selection process is a                                          , which helps identify who is "best" qualified for the job.
    1. prediction exercise
    2. lengthy and complex one

1. 3. totally subjective one
   4. completely objective exercise
   5. non-predictive process

20. Today, selection techniques resulting in reject errors can open the organization to                                                    
    1. greater diversity but immigration costs
    2. longer candidate recruitment searches
    3. a larger candidate pool
    4. more difficult hiring situations
    5. charges of employment discrimination

21. Reducing the probability of making reject errors or accept errors while increasing the probability of making correct decisions is done through activities that are                                                           .
    1. absolutely valid
    2. both reliable and valid
    3. precise, reliable, and valid
    4. predictive
    5. absolutely predictive and reliable

22. If a test is                      ,any single individual’s score should remain fairly stable over time, assuming the characteristics the test is measuring also are stable.
    1. valid
    2. predictive
    3. reliable
    4. successful
    5. objective

23. Any selection device must demonstrate a proven relationship between the selection device used and some relevant measure. This is known as                                                                   .
    1. reliability
    2. relevancy
    3. predictability

1. 4. validity
   5. objectiveness

24. Define validity and reliability. Differentiate between the two measures.

25. Managers have become increasingly aware that poor hiring decisions are costly and that could reduce the likelihood of making such decisions.
    1. objective tests
    2. properly designed tests
    3. subjective tests
    4. psychological tests
    5. properly administered tests.

26. Relationships have been shown to exist between five personality dimensions and on-the-job performance. Of the following, which is NOT one of those dimensions?

1. Conscientiousness
2. Openness to experience
3. Introversion
4. Agreeableness
5. Emotional stability

27. When interviews are structured and well organized, and when interviewers are held to common

questioning, interviews are                                                      .

1. 1. somewhat effective predictors
   2. result in successful candidates
   3. generally longer and more thorough
   4. effective predictors

1. 5. result in a more thoroughly vetted candidate

28. A                                                   is a job interview that provides both positive and negative information about the job and the company.
    1. realistic job preview
    2. comprehensive job interview
    3. realistic job interview
    4. comprehensive job preview
    5. balanced job interview

29. Briefly describe the process for preparing for a candidate interview.

30. There are several major objectives of orientation. Of the following, which is NOT one of those major objectives?
    1. Reduce the initial anxiety of the new employee
    2. Familiarize the new employee with the job
    3. Familiarize the work unit and the organization,
    4. Assess major personality traits
    5. Facilitate the outsider-insider transition.      

31. Employee training is a learning experience in that it seeks                                              in employees such that their ability to perform on the job improves.
    1. a relatively permanent change
    2. to develop a new skill
    3. to alter learning behaviors
    4. a temporary change
    5. to create a sense of achievement

32. Supervisors are responsible for deciding when employees need training and what form training should take. Of the following questions, which is NOT a question that is helpful in determining training needs?
    1. What are the organization’s goals?
    2. What are the career objectives of each jobholder?
    3. What tasks must be completed to achieve organizational goals?
    4. What deficiencies, if any, do current employees have?
    5. What employee behaviors are necessary for each jobholder to complete tasks?      

33. There are many types of ways to administer training. Which of the following is NOT a typical and generally satisfactory training method?

1. classroom lecture
2. programmed instruction
3. multi-media training
4. on-the-job
5. computer-based training

34. Supervisors need to ensure training is working. Describe why reactions and opinions are the least effective way of measuring the effectiveness of training.

35. Designing a cost-effective pay structure that will attract and retain competent employees and to provide an incentive for these individuals to exert high energy levels at work describes:
    1. Continuous improvement
    2. Compensation administration
    3. Cost-effectiveness planning

1. 4. Human resource management
   5. Talent retention

36. Compensation administration also attempts to ensure that whatever pay levels are determined will be perceived as                                               .
    1. generous by all employees
    2. competitive by all employees
    3. fair by all employees.
    4. above market rates
    5. gender neutral

37. The one factor influencing compensation and is most critical is:
    1. Skills and abilities
    2. Seniority
    3. Employee performance
    4. Geography
    5. The organization’s compensation philosophy

38. When an organization designs its overall compensation package, it has to look farther than just an hourly wage or annual salary and has to take into account:
    1. Training and development
    2. Employee benefits
    3. Overtime pay
    4. Parental leaves of absence
    5. Child and senior care allowances

39.                                    are nonfinancial rewards that are designed to enrich employees’ lives.
    1. Company stock
    2. Health and dental insurance
    3. Fitness club memberships
    4. Employee benefits
    5. Corporate bonuses

40. Explain the inter-relationship among orientation, training, and development. Why are these beneficial to organizations?

41. Improving workforce diversity requires supervisors                                                                .
    1. to widen their recruiting net
    2. change interviewing methods
    3. understand the offshoring process
    4. modify orientation practices
    5. be aware of immigration law

42. Efforts must be made to ensure that the selection process                                               once a diverse set of applicants exists.
    1. accommodates cultural differences
    2. does not discriminate
    3. does not violate religious differences
    4. respects immigration laws
    5. focuses on skills not on nation of origin

43. When romance relationships were taboo in the workplace, issues such as sexual harassment, favoritism, and potential retaliation were                                                               .
    1. very common
    2. common and resulted in lawsuits
    3. rare
    4. disruptive and resulted in firings
    5. less common concerns that needed to be addressed.

44. When there is a work place romance, occasionally, an HR professional,in conjunction with supervisors, may choose to                                                            .
    1. implement a “love contract”
    2. implement informal policies
    3. discipline the employees
    4. ignore the relationship
    5. counsel both employees on its impact on the business

47 In terms of litigation, .                                                              settlements in cases have increased and incurred substantial costs to companies.

1. unfair labor practices
2. sexual harassment
3. wage dispute
4. non-exempt status
5. mandatory overtime

48.                                             is a new syndrome, which seems to be popping up in more and more departments across organizations after involuntary staff reductions.
    1. Job loss anxiety
    2. Survivor grief
    3. Layoff-survivor sickness
    4. Economic uncertainty disorder
    5. Job grief and anxiety disorder

49. Some organizations have used downsizing efforts as the spark to implement increased employee- participation programs such as                                                                           .
    1. career counseling
    2. anxiety reduction sessions
    3. grief counseling programs
    4. financial planning sessions in the event of a layoff
    5. empowerment and self-managed work teams.