ff
TEST BANK For
ff ff ff
Human Resources Management in Canada
ff ff ff ff
15th Canadian Edition by Gary Dessler
ff ff ff ff ff
ff Chapters 1 - 17 ff ff ff
,ff
, ff
Answers ffare ffat ffthe ffend ffof ffeach ffChapter
Chapter ff1
MULTIPLE ffCHOICE. Choose ffthe ffone ffalternative ffthat ffbest ffcompletes ffthe ffstatement ffor ffanswers ffthe
ffquestion.
1) Human ffresources ffmanagement ffrefers ffto:
A) the ffmanagement ffof ffpeople ffin fforganizations.
B) concepts ffand fftechniques fffor fforganizing ffwork ffactivities.
C) all ffmanagerial ffactivities.
D) concepts ffand fftechniques ffused ffin ffleading ffpeople ffat ffwork.
E) management fftechniques fffor ffcontrolling ffpeople ffat ffwork.
2) The ffknowledge, ffeducation, fftraining, ffskills, ffand ffexpertise ffof ffa fffirm's ffworkers ffis ffknown ffas:
A) physical ffcapital.
B) management's ffphilosophy.
C) human ffcapital.
D) production ffcapital.
E) cultural ffdiversity.
3) Human ffresources ffpractices ffthat ffsupport ffstrategy ffinclude:
A) performance ffmanagement.
B) production ffscheduling.
C) policies ffand ffprocedures.
D) staffing ffpractices.
E) rewards ffpractices.
4) A ffcompany ffutilizes ffa ffsystem ffto ffmeasure ffthe ffimpact ffof ffHuman ffResources ffwhich ffbalances ffmeasures
ffrelating ffto fffinancial ffresults, ffcustomers, ffinternal ffbusiness ffprocesses ffand ffhuman ffcapital ffmanagement. ffThis
ffsystem ffis ffknows ffas ffthe:
A) HRIS.
B) balanced ffstrategy.
C) Human ffCapital ffIndex.
D) balanced ffscorecard.
E) none ffof ffthe ffabove.
5) You ffhave ffbeen fftasked ffwith ffbuilding ffemployee ffengagement ffat ffthe fffirm ffyou ffwork fffor. ffStrategic
ffhuman ffresources ffinitiatives ffyou ffwould ffconsider ffimplementing ffinclude:
A) employee ffrecognition ffprograms ffand ffmanagement ffdevelopment ffprograms.
B) diversity ffprograms.
C) employee ffrecognition ffprograms.
D) employee ffrelations ffactivity.
E) job ffdesign ffindicators.
6) HR ffdepartment ffstaff ffmembers ffare fftraditionally ffinvolved ffin ffkey ffoperational ffresponsibilities. ffWhich ffof
ffthe fffollowing ffis ffan ffoperational ffresponsibility?
A) setting ffgoals ffand ffobjectives
B) collecting ffmetrics
C) analyzing ffmetrics
D) interpreting ffhuman ffright fflaws
E) interpreting ffhealth ffand ffsafety fflegislation
, ff
7) Being ffcompletely fffamiliar ffwith ffemployment fflegislation, ffHR ffpolicies ffand ffprocedures, ffcollective
ffagreements, ffand ffthe ffoutcome ffof ffrecent ffarbitration ffhearings ffand ffcourt ffdecisions ffis ffmost ffclosely ffrelated ffwith
ffwhich ffof ffthe fffollowing ffHR ffactivities?
A) serving ffas ffa ffconsultant
B) formulating ffpolicies ffand ffprocedures
C) offering ffadvice
D) providing ffservices
E) serving ffas ffa ffchange ffagent
8) The ffpractice ffof ffcontracting ffwith ffoutside ffvendors ffto ffhandle ffspecified fffunctions ffon ffa ffpermanent
ffbasis ffis ffknown ffas
A) hiring fftemporary ffemployees.
B) payroll ffand ffbenefits ffadministration.
C) contract ffadministration.
D) outsourcing.
E) labour-management ffrelations.
9) The ffcompany's ffplan fffor ffhow ffit ffwill ffbalance ffits ffinternal ffstrengths ffand ffweaknesses ffwith
ffexternal ffopportunities ffand ffthreats ffin fforder ffto ffmaintain ffcompetitive ffadvantage ffis ffknown ffas
A) HR ffstrategy.
B) strategy.
C) environmental ffscanning.
D) policies ffand ffprocedures.
E) none ffof ffthe ffabove.
10) Rita ffis ffthe ffHR ffDirector ffof ffa ffmanufacturing ffcompany. ffShe ffrecently ffundertook ffresearch ffto ffidentify
ffcompetitor ffcompensation ffand ffincentive ffplans, ffinformation ffabout ffpending fflegislative ffchanges ffand
ffavailability ffof fftalent ffin ffthe fflabour ffmarket fffor ffthe ffupcoming ffstrategic ffplanning ffmeeting. ffRita ffwas
ffconducting:
A) environmental ffscanning.
B) an ffemployee ffengagement ffsurvey.
C) an ffexternal ffmarket ffsurvey.
D) an ffenvrionmental ffstudy.
E) an ffexternal ffopportunities/threats ffstudy.
11) The ffHR ffmanager ffof ffSmith ff& ffYu ffcompany ffwas ffheavily ffinvolved ffin ffa ffdownsizing ffexercise ffof ffthe
ffcompany's ffsales ffforce ffdue ffto ffan ffeconomic ffdownturn. ffHe ffwas ffalso ffinvolved ffin ffarranging fffor ffoutplacement
ffservices ffand ffemployee ffretention ffprograms ffas ffwell ffas ffrestructuring ffof ffthe ffbusiness fffollowing ffthe ffdownsizing.
ffThis ffis ffan ffexample ffof ffHR's ffrole ffin:
A) formulating ffstrategy.
B) operational ffactivities.
C) environmental ffscanning.
D) environmental ffscanning ffand ffexecuting ffstrategy.
E) executing ffstrategy.
12) The ffcore ffvalues, ffbeliefs, ffand ffassumptions ffthat ffare ffwidely ffshared ffby ffmembers ffof ffan fforganization ffare
ffknown ffas:
A) organizational ffclimate.
B) the ffstrategic ffplan.
C) the ffmission ffstatement.
D) organizational ffculture.
E) the ffpervading ffatmosphere.
TEST BANK For
ff ff ff
Human Resources Management in Canada
ff ff ff ff
15th Canadian Edition by Gary Dessler
ff ff ff ff ff
ff Chapters 1 - 17 ff ff ff
,ff
, ff
Answers ffare ffat ffthe ffend ffof ffeach ffChapter
Chapter ff1
MULTIPLE ffCHOICE. Choose ffthe ffone ffalternative ffthat ffbest ffcompletes ffthe ffstatement ffor ffanswers ffthe
ffquestion.
1) Human ffresources ffmanagement ffrefers ffto:
A) the ffmanagement ffof ffpeople ffin fforganizations.
B) concepts ffand fftechniques fffor fforganizing ffwork ffactivities.
C) all ffmanagerial ffactivities.
D) concepts ffand fftechniques ffused ffin ffleading ffpeople ffat ffwork.
E) management fftechniques fffor ffcontrolling ffpeople ffat ffwork.
2) The ffknowledge, ffeducation, fftraining, ffskills, ffand ffexpertise ffof ffa fffirm's ffworkers ffis ffknown ffas:
A) physical ffcapital.
B) management's ffphilosophy.
C) human ffcapital.
D) production ffcapital.
E) cultural ffdiversity.
3) Human ffresources ffpractices ffthat ffsupport ffstrategy ffinclude:
A) performance ffmanagement.
B) production ffscheduling.
C) policies ffand ffprocedures.
D) staffing ffpractices.
E) rewards ffpractices.
4) A ffcompany ffutilizes ffa ffsystem ffto ffmeasure ffthe ffimpact ffof ffHuman ffResources ffwhich ffbalances ffmeasures
ffrelating ffto fffinancial ffresults, ffcustomers, ffinternal ffbusiness ffprocesses ffand ffhuman ffcapital ffmanagement. ffThis
ffsystem ffis ffknows ffas ffthe:
A) HRIS.
B) balanced ffstrategy.
C) Human ffCapital ffIndex.
D) balanced ffscorecard.
E) none ffof ffthe ffabove.
5) You ffhave ffbeen fftasked ffwith ffbuilding ffemployee ffengagement ffat ffthe fffirm ffyou ffwork fffor. ffStrategic
ffhuman ffresources ffinitiatives ffyou ffwould ffconsider ffimplementing ffinclude:
A) employee ffrecognition ffprograms ffand ffmanagement ffdevelopment ffprograms.
B) diversity ffprograms.
C) employee ffrecognition ffprograms.
D) employee ffrelations ffactivity.
E) job ffdesign ffindicators.
6) HR ffdepartment ffstaff ffmembers ffare fftraditionally ffinvolved ffin ffkey ffoperational ffresponsibilities. ffWhich ffof
ffthe fffollowing ffis ffan ffoperational ffresponsibility?
A) setting ffgoals ffand ffobjectives
B) collecting ffmetrics
C) analyzing ffmetrics
D) interpreting ffhuman ffright fflaws
E) interpreting ffhealth ffand ffsafety fflegislation
, ff
7) Being ffcompletely fffamiliar ffwith ffemployment fflegislation, ffHR ffpolicies ffand ffprocedures, ffcollective
ffagreements, ffand ffthe ffoutcome ffof ffrecent ffarbitration ffhearings ffand ffcourt ffdecisions ffis ffmost ffclosely ffrelated ffwith
ffwhich ffof ffthe fffollowing ffHR ffactivities?
A) serving ffas ffa ffconsultant
B) formulating ffpolicies ffand ffprocedures
C) offering ffadvice
D) providing ffservices
E) serving ffas ffa ffchange ffagent
8) The ffpractice ffof ffcontracting ffwith ffoutside ffvendors ffto ffhandle ffspecified fffunctions ffon ffa ffpermanent
ffbasis ffis ffknown ffas
A) hiring fftemporary ffemployees.
B) payroll ffand ffbenefits ffadministration.
C) contract ffadministration.
D) outsourcing.
E) labour-management ffrelations.
9) The ffcompany's ffplan fffor ffhow ffit ffwill ffbalance ffits ffinternal ffstrengths ffand ffweaknesses ffwith
ffexternal ffopportunities ffand ffthreats ffin fforder ffto ffmaintain ffcompetitive ffadvantage ffis ffknown ffas
A) HR ffstrategy.
B) strategy.
C) environmental ffscanning.
D) policies ffand ffprocedures.
E) none ffof ffthe ffabove.
10) Rita ffis ffthe ffHR ffDirector ffof ffa ffmanufacturing ffcompany. ffShe ffrecently ffundertook ffresearch ffto ffidentify
ffcompetitor ffcompensation ffand ffincentive ffplans, ffinformation ffabout ffpending fflegislative ffchanges ffand
ffavailability ffof fftalent ffin ffthe fflabour ffmarket fffor ffthe ffupcoming ffstrategic ffplanning ffmeeting. ffRita ffwas
ffconducting:
A) environmental ffscanning.
B) an ffemployee ffengagement ffsurvey.
C) an ffexternal ffmarket ffsurvey.
D) an ffenvrionmental ffstudy.
E) an ffexternal ffopportunities/threats ffstudy.
11) The ffHR ffmanager ffof ffSmith ff& ffYu ffcompany ffwas ffheavily ffinvolved ffin ffa ffdownsizing ffexercise ffof ffthe
ffcompany's ffsales ffforce ffdue ffto ffan ffeconomic ffdownturn. ffHe ffwas ffalso ffinvolved ffin ffarranging fffor ffoutplacement
ffservices ffand ffemployee ffretention ffprograms ffas ffwell ffas ffrestructuring ffof ffthe ffbusiness fffollowing ffthe ffdownsizing.
ffThis ffis ffan ffexample ffof ffHR's ffrole ffin:
A) formulating ffstrategy.
B) operational ffactivities.
C) environmental ffscanning.
D) environmental ffscanning ffand ffexecuting ffstrategy.
E) executing ffstrategy.
12) The ffcore ffvalues, ffbeliefs, ffand ffassumptions ffthat ffare ffwidely ffshared ffby ffmembers ffof ffan fforganization ffare
ffknown ffas:
A) organizational ffclimate.
B) the ffstrategic ffplan.
C) the ffmission ffstatement.
D) organizational ffculture.
E) the ffpervading ffatmosphere.
