5
TEST BANK For
lOMoAR
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4 11700591
Human Resources Management in Canada
15th Canadian Edition by Gary Dessler
Chapters 1 - 17
, 5
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4 11700591
, 5
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45 cPSD|
4 11700591
Answers54are54at54the54end54of54each54Chapter
Chapter541
MULTIPLE54CHOICE.
Choose54the54one54alternative54that54best54completes54the54statement54or54answers54th
e54question.
1) Human54resources54management54refers54to:
A) the54management54of54people54in54organizations.
B) concepts54and54techniques54for54organizing54work54activities.
C) all54managerial54activities.
D) concepts54and54techniques54used54in54leading54people54at54work.
E) management54techniques54for54controlling54people54at54work.
2) The54knowledge,54education,54training,54skills,54and54expertise54of54a54firm's54workers54is54known54as:
A) physical54capital.
B) management's54philosophy.
C) human54capital.
D) production54capital.
E) cultural54diversity.
3) Human54resources54practices54that54support54strategy54include:
A) performance54management.
B) production54scheduling.
C) policies54and54procedures.
D) staffing54practices.
E) rewards54practices.
4) A54company54utilizes54a54system54to54measure54the54impact54of54Human54Resources54which54balances54me
asures54relating54to54financial54results,54customers,54internal54business54processes54and54human54capital54manage
ment.54This54system54is54knows54as54the:
A) HRIS.
B) balanced54strategy.
C) Human54Capital54Index.
D) balanced54scorecard.
E) none54of54the54above.
5) You54have54been54tasked54with54building54employee54engagement54at54the54firm54you54work54for.54St
rategic54human54resources54initiatives54you54would54consider54implementing54include:
A) employee54recognition54programs54and54management54development54programs.
B) diversity54programs.
C) employee54recognition54programs.
D) employee54relations54activity.
E) job54design54indicators.
6) HR54department54staff54members54are54traditionally54involved54in54key54operational54responsibilities.54W
hich54of54the54following54is54an54operational54responsibility?
A) setting54goals54and54objectives
B) collecting54metrics
C) analyzing54metrics
D) interpreting54human54right54laws
E) interpreting54health54and54safety54legislation
, 5
lOMoAR
45 cPSD|
4 11700591
7) Being54completely54familiar54with54employment54legislation,54HR54policies54and54procedures,54collective
54agreements,54and54the54outcome54of54recent54arbitration54hearings54and54court54decisions54is54most54closely54rel
ated54with54which54of54the54following54HR54activities?
A) serving54as54a54consultant
B) formulating54policies54and54procedures
C) offering54advice
D) providing54services
E) serving54as54a54change54agent
8) The54practice54of54contracting54with54outside54vendors54to54handle54specified54functions54on54a54perm
anent54basis54is54known54as
A) hiring54temporary54employees.
B) payroll54and54benefits54administration.
C) contract54administration.
D) outsourcing.
E) labour-management54relations.
9) The54company's54plan54for54how54it54will54balance54its54internal54strengths54and54weaknesses54
with54external54opportunities54and54threats54in54order54to54maintain54competitive54advantage54is54kno
wn54as
A) HR54strategy.
B) strategy.
C) environmental54scanning.
D) policies54and54procedures.
E) none54of54the54above.
10) Rita54is54the54HR54Director54of54a54manufacturing54company.54She54recently54undertook54research54to54
identify54competitor54compensation54and54incentive54plans,54information54about54pending54legislative54changes
54and54availability54of54talent54in54the54labour54market54for54the54upcoming54strategic54planning54meeting.54Rita
54was54conducting:
A) environmental54scanning.
B) an54employee54engagement54survey.
C) an54external54market54survey.
D) an54envrionmental54study.
E) an54external54opportunities/threats54study.
11) The54HR54manager54of54Smith54&54Yu54company54was54heavily54involved54in54a54downsizing54exercise54of
54the54company's54sales54force54due54to54an54economic54downturn.54He54was54also54involved54in54arranging54for54
outplacement54services54and54employee54retention54programs54as54well54as54restructuring54of54the54business54follo
wing54the54downsizing.54This54is54an54example54of54HR's54role54in:
A) formulating54strategy.
B) operational54activities.
C) environmental54scanning.
D) environmental54scanning54and54executing54strategy.
E) executing54strategy.
12) The54core54values,54beliefs,54and54assumptions54that54are54widely54shared54by54members54of54an54organizat
ion54are54known54as:
A) organizational54climate.
B) the54strategic54plan.
C) the54mission54statement.
D) organizational54culture.
TEST BANK For
lOMoAR
45 cPSD|
4 11700591
Human Resources Management in Canada
15th Canadian Edition by Gary Dessler
Chapters 1 - 17
, 5
lOMoAR
45 cPSD|
4 11700591
, 5
lOMoAR
45 cPSD|
4 11700591
Answers54are54at54the54end54of54each54Chapter
Chapter541
MULTIPLE54CHOICE.
Choose54the54one54alternative54that54best54completes54the54statement54or54answers54th
e54question.
1) Human54resources54management54refers54to:
A) the54management54of54people54in54organizations.
B) concepts54and54techniques54for54organizing54work54activities.
C) all54managerial54activities.
D) concepts54and54techniques54used54in54leading54people54at54work.
E) management54techniques54for54controlling54people54at54work.
2) The54knowledge,54education,54training,54skills,54and54expertise54of54a54firm's54workers54is54known54as:
A) physical54capital.
B) management's54philosophy.
C) human54capital.
D) production54capital.
E) cultural54diversity.
3) Human54resources54practices54that54support54strategy54include:
A) performance54management.
B) production54scheduling.
C) policies54and54procedures.
D) staffing54practices.
E) rewards54practices.
4) A54company54utilizes54a54system54to54measure54the54impact54of54Human54Resources54which54balances54me
asures54relating54to54financial54results,54customers,54internal54business54processes54and54human54capital54manage
ment.54This54system54is54knows54as54the:
A) HRIS.
B) balanced54strategy.
C) Human54Capital54Index.
D) balanced54scorecard.
E) none54of54the54above.
5) You54have54been54tasked54with54building54employee54engagement54at54the54firm54you54work54for.54St
rategic54human54resources54initiatives54you54would54consider54implementing54include:
A) employee54recognition54programs54and54management54development54programs.
B) diversity54programs.
C) employee54recognition54programs.
D) employee54relations54activity.
E) job54design54indicators.
6) HR54department54staff54members54are54traditionally54involved54in54key54operational54responsibilities.54W
hich54of54the54following54is54an54operational54responsibility?
A) setting54goals54and54objectives
B) collecting54metrics
C) analyzing54metrics
D) interpreting54human54right54laws
E) interpreting54health54and54safety54legislation
, 5
lOMoAR
45 cPSD|
4 11700591
7) Being54completely54familiar54with54employment54legislation,54HR54policies54and54procedures,54collective
54agreements,54and54the54outcome54of54recent54arbitration54hearings54and54court54decisions54is54most54closely54rel
ated54with54which54of54the54following54HR54activities?
A) serving54as54a54consultant
B) formulating54policies54and54procedures
C) offering54advice
D) providing54services
E) serving54as54a54change54agent
8) The54practice54of54contracting54with54outside54vendors54to54handle54specified54functions54on54a54perm
anent54basis54is54known54as
A) hiring54temporary54employees.
B) payroll54and54benefits54administration.
C) contract54administration.
D) outsourcing.
E) labour-management54relations.
9) The54company's54plan54for54how54it54will54balance54its54internal54strengths54and54weaknesses54
with54external54opportunities54and54threats54in54order54to54maintain54competitive54advantage54is54kno
wn54as
A) HR54strategy.
B) strategy.
C) environmental54scanning.
D) policies54and54procedures.
E) none54of54the54above.
10) Rita54is54the54HR54Director54of54a54manufacturing54company.54She54recently54undertook54research54to54
identify54competitor54compensation54and54incentive54plans,54information54about54pending54legislative54changes
54and54availability54of54talent54in54the54labour54market54for54the54upcoming54strategic54planning54meeting.54Rita
54was54conducting:
A) environmental54scanning.
B) an54employee54engagement54survey.
C) an54external54market54survey.
D) an54envrionmental54study.
E) an54external54opportunities/threats54study.
11) The54HR54manager54of54Smith54&54Yu54company54was54heavily54involved54in54a54downsizing54exercise54of
54the54company's54sales54force54due54to54an54economic54downturn.54He54was54also54involved54in54arranging54for54
outplacement54services54and54employee54retention54programs54as54well54as54restructuring54of54the54business54follo
wing54the54downsizing.54This54is54an54example54of54HR's54role54in:
A) formulating54strategy.
B) operational54activities.
C) environmental54scanning.
D) environmental54scanning54and54executing54strategy.
E) executing54strategy.
12) The54core54values,54beliefs,54and54assumptions54that54are54widely54shared54by54members54of54an54organizat
ion54are54known54as:
A) organizational54climate.
B) the54strategic54plan.
C) the54mission54statement.
D) organizational54culture.
