,Chapter 1
1. Why should healthcare organizations be concerned about integrating
business strategies and HR?
a. To better align the business strategies with each other
b. To determine which HR functions should be done in-house and
which should be outsourced
*c. To enhance organizational outcomes
d. To ensure the organization is included in various lists of
“best places to work”
2. Which of the following is an HR metric?
a. Market share
*b. Cost per hire
c. Profitability
d. Competitive advantage
3. The number of HR staff members in most organizations
a. continues to increase.
b. is remaining the same.
c. cannot be determined.
*d. continues to decline.
4. Which of the following is NOT part of a balanced scorecard?
a. Short-term and long-term objectives
b. Internal and external performance perspective
c. Financial and nonfinancial metrics
*d. Measures of the internal and external environments
5. Competitive advantage in the workforce is challenging to achievebecause
a. it is enduring and difficult for competitors to duplicate.
b. it requires alignment of all HR systems.
*c. it takes time to do so.
d. HR practices’ impact on it is not clear.
6. Human resources management includes
a. financial management.
b. strategic management.
c. marketing.
*d. informal management of employees by all administrators.
,7. Effective HR practices for healthcare organizations do NOT include
a. development of strategies to enhance employee work–life
balance.
b. recognition of employees with monetary and nonmonetary
rewards.
*c. elevation of status distinctions and barriers.
d. creation of a positive work environment.
8. Which of the following strategies constitutes the HR strategy?
a. Compensation, planning, and staffing strategies
b. Compensation, staffing, and marketing strategies
c. Staffing, incremental, and compensation strategies
*d. Staffing, developmental, and compensation strategies
9. The HR scorecard is
a. a measurement instrument and control system that looks at amix of
quantitative and qualitative factors to evaluate organizational
performance.
b. HR’s role as a strategic partner.
*c. a modified version of the balanced scorecard.
d. a lagging indicator of organizational performance.
10. High-performing healthcare organizations share all of the following
characteristics except
a. agile and open culture.
b. consistent and effective communication.
c. employee selection based on fit.
*d. central focus on hierarchical organizational structure.
11. Environmental trends affecting healthcare organizations have resulted
in the following human resources management trends except
a. Lean management structures.
b. flexible work schedules.
*c. increased hiring activity.
d. job redesign or restructuring.
12. Which of the following is an outdated HR practice?
, a. Hiring decisions made by teams
*b. Uniform appraisal procedures
c. Performance-based pay
d. Employee responsible for career development
13. Investments in predictive HR analytics can help the organization
a. develop competitive advantage.
b. inform strategic HR decisions.
c. identify possible causal factors for HR performance
indicators.
*d. all of the above
14. Which of the following is NOT a persistent basic HR challenge?
a. Managing employee stress and burnout
*b. Complying with federal, state, and local laws and regulations
c. Creating a culture of equity and trust
d. Developing the next generation of leaders
15. Successful strategic human resources management has been
problematic over the years due to
*a. lack of implementation and assessment plans.
b. nonacceptance of human resources management planning as a
standard practice.
c. poor environmental scanning.
d. lack of strategic goals and objectives.
16.Understanding HR management’s significance is as relevant to line
managers as it is to HR managers.
*a. True
b. False
17. HR is moving from appraisals with multiple inputs to supervisorinput
only.
a. True
*b. False
18. Implementation of an HR strategy requires management of internaland
external stakeholders.
*a. True
1. Why should healthcare organizations be concerned about integrating
business strategies and HR?
a. To better align the business strategies with each other
b. To determine which HR functions should be done in-house and
which should be outsourced
*c. To enhance organizational outcomes
d. To ensure the organization is included in various lists of
“best places to work”
2. Which of the following is an HR metric?
a. Market share
*b. Cost per hire
c. Profitability
d. Competitive advantage
3. The number of HR staff members in most organizations
a. continues to increase.
b. is remaining the same.
c. cannot be determined.
*d. continues to decline.
4. Which of the following is NOT part of a balanced scorecard?
a. Short-term and long-term objectives
b. Internal and external performance perspective
c. Financial and nonfinancial metrics
*d. Measures of the internal and external environments
5. Competitive advantage in the workforce is challenging to achievebecause
a. it is enduring and difficult for competitors to duplicate.
b. it requires alignment of all HR systems.
*c. it takes time to do so.
d. HR practices’ impact on it is not clear.
6. Human resources management includes
a. financial management.
b. strategic management.
c. marketing.
*d. informal management of employees by all administrators.
,7. Effective HR practices for healthcare organizations do NOT include
a. development of strategies to enhance employee work–life
balance.
b. recognition of employees with monetary and nonmonetary
rewards.
*c. elevation of status distinctions and barriers.
d. creation of a positive work environment.
8. Which of the following strategies constitutes the HR strategy?
a. Compensation, planning, and staffing strategies
b. Compensation, staffing, and marketing strategies
c. Staffing, incremental, and compensation strategies
*d. Staffing, developmental, and compensation strategies
9. The HR scorecard is
a. a measurement instrument and control system that looks at amix of
quantitative and qualitative factors to evaluate organizational
performance.
b. HR’s role as a strategic partner.
*c. a modified version of the balanced scorecard.
d. a lagging indicator of organizational performance.
10. High-performing healthcare organizations share all of the following
characteristics except
a. agile and open culture.
b. consistent and effective communication.
c. employee selection based on fit.
*d. central focus on hierarchical organizational structure.
11. Environmental trends affecting healthcare organizations have resulted
in the following human resources management trends except
a. Lean management structures.
b. flexible work schedules.
*c. increased hiring activity.
d. job redesign or restructuring.
12. Which of the following is an outdated HR practice?
, a. Hiring decisions made by teams
*b. Uniform appraisal procedures
c. Performance-based pay
d. Employee responsible for career development
13. Investments in predictive HR analytics can help the organization
a. develop competitive advantage.
b. inform strategic HR decisions.
c. identify possible causal factors for HR performance
indicators.
*d. all of the above
14. Which of the following is NOT a persistent basic HR challenge?
a. Managing employee stress and burnout
*b. Complying with federal, state, and local laws and regulations
c. Creating a culture of equity and trust
d. Developing the next generation of leaders
15. Successful strategic human resources management has been
problematic over the years due to
*a. lack of implementation and assessment plans.
b. nonacceptance of human resources management planning as a
standard practice.
c. poor environmental scanning.
d. lack of strategic goals and objectives.
16.Understanding HR management’s significance is as relevant to line
managers as it is to HR managers.
*a. True
b. False
17. HR is moving from appraisals with multiple inputs to supervisorinput
only.
a. True
*b. False
18. Implementation of an HR strategy requires management of internaland
external stakeholders.
*a. True
