TEST BANK for Strategic Human Resources
Planning by Monica Belcourt (Complete 14
Chapters _Q&A)
PART ONE: INTRODUCTION (Chapters 1-3)
Chapter 1: Strategic Management
Chapter 2: Aligning HR with Strategy
Chapter 3: Environmental Influences on HRM
PART TWO: HR PLANNING PROCESS (Chapters 4-9)
Chapter 4: Job Analysis
Chapter 5: The HR Forecasting Process
Chapter 6: HR Demand
Chapter 7: Ascertaining HR Supply
Chapter 8: Succession Management
Chapter 9: Information Technology for HR Planning
PART THREE: APPLICATIONS (Chapters 10-14)
Chapter 10: Downsizing and Restructuring
Chapter 11: Strategic International HRM
Chapter 12: Mergers and Acquisitions
Chapter 13: Outsourcing
Chapter 14: Evaluation of HR Programs and Policies
========================================================================
========
PART ONE: INTRODUCTION (Chapters 1-3)
========================================================================
========
========================================
CHAPTER 1: STRATEGIC MANAGEMENT
========================================
1. In order to achieve success implementing change, what two concepts do HR managers need
to match together?
A) Motivation and hiring practices
B) Position modules and salary theories
C) Principles and salary theories
D) HRM practices and organizational goals
Answer: D
,TEST BANK for Strategic Human Resources
Planning by Monica Belcourt (Complete 14
Chapters _Q&A)
Rationale: For successful implementation of change, HR managers must align HRM practices
with organizational goals. This alignment ensures that HR activities directly support the strategic
direction of the organization .
2. What type of strategy is an agreed-upon plan that is arrived at through formal planning
processes?
A) Discarded strategy
B) Emergent strategy
C) Realized strategy
D) Intended strategy
Answer: D
Rationale: An intended strategy is a plan that is developed through formal planning processes
and is deliberately adopted by organizational leadership. It represents the organization's
planned direction .
3. Managers in a department store have decided that the shoe department is not profitable and
that it would be better suited to being an independent organization renting space from the store.
What type of strategy is demonstrated if the shoe department is separated into a separate
entity?
A) Merger
B) Divestiture
C) Bankruptcy
D) Growth
Answer: B
Rationale: Divestiture is a restructuring strategy where a company sells off or spins off a
business unit. This allows the organization to focus on its core profitable operations .
4. What type of corporate objective is represented by the ratio "return on investment"?
A) Soft objective
B) Short-term objective
C) Long-term objective
D) Hard objective
Answer: D
,TEST BANK for Strategic Human Resources
Planning by Monica Belcourt (Complete 14
Chapters _Q&A)
Rationale: Hard objectives are quantifiable, measurable goals such as financial targets (return
on investment, profit margins, market share). Soft objectives relate to qualitative issues like
ethics and corporate social responsibility .
5. What are the two primary types of inputs that influence an organization's competitive
advantage?
A) Profitability and human capital
B) Reputation and superior performance
C) Culture and distinct advantage
D) Capabilities and tangible assets
Answer: D
Rationale: The two primary inputs that influence an organization's competitive advantage are
its capabilities (skills, processes, knowledge) and its tangible assets (equipment, facilities,
financial resources) .
6. What type of competency is represented by resources and capabilities that serve as a firm's
competitive advantage?
A) Core competency
B) Central competency
C) Cultural competency
D) Collective competency
Answer: A
Rationale: Core competencies are the unique resources and capabilities that distinguish an
organization from its competitors and provide sustainable competitive advantage. They are
difficult for competitors to imitate .
7. Which of the following represents either a growth or a stability strategy?
A) Merger
B) Turnaround
C) Bankruptcy
D) Liquidation
Answer: A
Rationale: A merger is a growth strategy where two organizations combine to increase market
share, expand into new markets, or achieve economies of scale. Turnaround, bankruptcy, and
liquidation are restructuring strategies .
, TEST BANK for Strategic Human Resources
Planning by Monica Belcourt (Complete 14
Chapters _Q&A)
8. If employees understand the behaviours and performance levels that will be rewarded on the
job, what type of benefit is produced that will help managers formulate a strategy?
A) Clarity
B) Incentives
C) Change
D) Efficiency
Answer: B
Rationale: When employees understand what behaviors and performance levels will be
rewarded, it creates incentives that motivate them to align their actions with organizational
strategy .
9. What is a tangible corporate goal that represents a point of view about the competitive
positions a company hopes to build over a decade?
A) Strategic plan
B) Strategic intent
C) Strategic implementation
D) Strategic formulation
Answer: B
Rationale: Strategic intent is an ambitious, long-term goal that outlines the competitive
position an organization aims to achieve over an extended period (typically a decade). It
provides direction and inspires effort throughout the organization .
10. If a formulated plan is called an intended strategy, what strategy depicts the implemented
plan?
A) Intentional strategy
B) Ideal strategy
C) Realized strategy
D) Predicted strategy
Answer: C
Rationale: The realized strategy is the actual strategy that gets implemented, which may differ
from the intended strategy due to unanticipated environmental changes, resource constraints, or
emergent opportunities .
Planning by Monica Belcourt (Complete 14
Chapters _Q&A)
PART ONE: INTRODUCTION (Chapters 1-3)
Chapter 1: Strategic Management
Chapter 2: Aligning HR with Strategy
Chapter 3: Environmental Influences on HRM
PART TWO: HR PLANNING PROCESS (Chapters 4-9)
Chapter 4: Job Analysis
Chapter 5: The HR Forecasting Process
Chapter 6: HR Demand
Chapter 7: Ascertaining HR Supply
Chapter 8: Succession Management
Chapter 9: Information Technology for HR Planning
PART THREE: APPLICATIONS (Chapters 10-14)
Chapter 10: Downsizing and Restructuring
Chapter 11: Strategic International HRM
Chapter 12: Mergers and Acquisitions
Chapter 13: Outsourcing
Chapter 14: Evaluation of HR Programs and Policies
========================================================================
========
PART ONE: INTRODUCTION (Chapters 1-3)
========================================================================
========
========================================
CHAPTER 1: STRATEGIC MANAGEMENT
========================================
1. In order to achieve success implementing change, what two concepts do HR managers need
to match together?
A) Motivation and hiring practices
B) Position modules and salary theories
C) Principles and salary theories
D) HRM practices and organizational goals
Answer: D
,TEST BANK for Strategic Human Resources
Planning by Monica Belcourt (Complete 14
Chapters _Q&A)
Rationale: For successful implementation of change, HR managers must align HRM practices
with organizational goals. This alignment ensures that HR activities directly support the strategic
direction of the organization .
2. What type of strategy is an agreed-upon plan that is arrived at through formal planning
processes?
A) Discarded strategy
B) Emergent strategy
C) Realized strategy
D) Intended strategy
Answer: D
Rationale: An intended strategy is a plan that is developed through formal planning processes
and is deliberately adopted by organizational leadership. It represents the organization's
planned direction .
3. Managers in a department store have decided that the shoe department is not profitable and
that it would be better suited to being an independent organization renting space from the store.
What type of strategy is demonstrated if the shoe department is separated into a separate
entity?
A) Merger
B) Divestiture
C) Bankruptcy
D) Growth
Answer: B
Rationale: Divestiture is a restructuring strategy where a company sells off or spins off a
business unit. This allows the organization to focus on its core profitable operations .
4. What type of corporate objective is represented by the ratio "return on investment"?
A) Soft objective
B) Short-term objective
C) Long-term objective
D) Hard objective
Answer: D
,TEST BANK for Strategic Human Resources
Planning by Monica Belcourt (Complete 14
Chapters _Q&A)
Rationale: Hard objectives are quantifiable, measurable goals such as financial targets (return
on investment, profit margins, market share). Soft objectives relate to qualitative issues like
ethics and corporate social responsibility .
5. What are the two primary types of inputs that influence an organization's competitive
advantage?
A) Profitability and human capital
B) Reputation and superior performance
C) Culture and distinct advantage
D) Capabilities and tangible assets
Answer: D
Rationale: The two primary inputs that influence an organization's competitive advantage are
its capabilities (skills, processes, knowledge) and its tangible assets (equipment, facilities,
financial resources) .
6. What type of competency is represented by resources and capabilities that serve as a firm's
competitive advantage?
A) Core competency
B) Central competency
C) Cultural competency
D) Collective competency
Answer: A
Rationale: Core competencies are the unique resources and capabilities that distinguish an
organization from its competitors and provide sustainable competitive advantage. They are
difficult for competitors to imitate .
7. Which of the following represents either a growth or a stability strategy?
A) Merger
B) Turnaround
C) Bankruptcy
D) Liquidation
Answer: A
Rationale: A merger is a growth strategy where two organizations combine to increase market
share, expand into new markets, or achieve economies of scale. Turnaround, bankruptcy, and
liquidation are restructuring strategies .
, TEST BANK for Strategic Human Resources
Planning by Monica Belcourt (Complete 14
Chapters _Q&A)
8. If employees understand the behaviours and performance levels that will be rewarded on the
job, what type of benefit is produced that will help managers formulate a strategy?
A) Clarity
B) Incentives
C) Change
D) Efficiency
Answer: B
Rationale: When employees understand what behaviors and performance levels will be
rewarded, it creates incentives that motivate them to align their actions with organizational
strategy .
9. What is a tangible corporate goal that represents a point of view about the competitive
positions a company hopes to build over a decade?
A) Strategic plan
B) Strategic intent
C) Strategic implementation
D) Strategic formulation
Answer: B
Rationale: Strategic intent is an ambitious, long-term goal that outlines the competitive
position an organization aims to achieve over an extended period (typically a decade). It
provides direction and inspires effort throughout the organization .
10. If a formulated plan is called an intended strategy, what strategy depicts the implemented
plan?
A) Intentional strategy
B) Ideal strategy
C) Realized strategy
D) Predicted strategy
Answer: C
Rationale: The realized strategy is the actual strategy that gets implemented, which may differ
from the intended strategy due to unanticipated environmental changes, resource constraints, or
emergent opportunities .
