lOMoAR cPSD| 11700591
TEST BANK For
Human Resources Management in Canada
15th Canadian Edition by Gary Dessler
Chapters 1 - 17
M
ED
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D
Y
, lOMoAR cPSD| 11700591
M
ED
ST
U
D
Y
, lOMoAR cPSD| 11700591
Answers are at the end of each Chapter
Chapter 1
MULTIPLE CHOICE. Choose the one alternative that best completes the statement or answers the question.
1) Human resources management refers to:
A) the management of people in organizations.
B) concepts and techniques for organizing work activities.
C) all managerial activities.
D) concepts and techniques used in leading people at work.
E) management techniques for controlling people at work.
2) The knowledge, education, training, skills, and expertise of a firm's workers is known as:
A) physical capital.
B) management's philosophy.
C) human capital.
M
D) production capital.
E) cultural diversity.
ED
3) Human resources practices that support strategy include:
A) performance management.
B) production scheduling.
C) policies and procedures.
D) staffing practices.
E) rewards practices.
ST
4) A company utilizes a system to measure the impact of Human Resources which balances measures relating
to financial results, customers, internal business processes and human capital management. This system is knows
as the:
A) HRIS.
U
B) balanced strategy.
C) Human Capital Index.
D) balanced scorecard.
D
E) none of the above.
5) You have been tasked with building employee engagement at the firm you work for. Strategic human
Y
resources initiatives you would consider implementing include:
A) employee recognition programs and management development programs.
B) diversity programs.
C) employee recognition programs.
D) employee relations activity.
E) job design indicators.
6) HR ddepartment dstaff dmembers dare dtraditionally dinvolved din dkeydoperational dresponsibilities. dWhich
dof dthe dfollowing dis dan doperational dresponsibility?
A) setting dgoals dand dobjectives
B) collecting dmetrics
C) analyzing dmetrics
D) interpreting dhuman dright dlaws
E) interpreting dhealth dand dsafety dlegislation
, lOMoAR cPSD| 11700591
7) Being dcompletely dfamiliar dwith demployment dlegislation, dHR dpolicies dand dprocedures, dcollective
dagreements, dand dthe doutcome dof drecent darbitration dhearings dand dcourt ddecisions dis dmost dcloselydrelated
dwith dwhich dof dthe dfollowing dHR dactivities?
A) serving das da dconsultant
B) formulating dpolicies dand dprocedures
C) offering dadvice
D) providing dservices
E) serving das da dchange dagent
8) The dpractice dof dcontracting dwith doutside dvendors dto dhandle dspecified dfunctions don da dpermanent
dbasis dis dknown das
A) hiring dtemporary demployees.
B) payroll dand dbenefits dadministration.
C) contract dadministration.
D) outsourcing.
M
E) labour-management drelations.
9) The dcompany's dplan dfor dhow dit dwill dbalance dits dinternal dstrengths dand dweaknesses dwith
ED
dexternal dopportunities dand dthreats din dorder dto dmaintain dcompetitive dadvantage dis dknown das
A) HR dstrategy.
B) strategy.
C) environmental dscanning.
D) policies dand dprocedures.
E) none dof dthe dabove.
ST
10) Rita dis dthe dHR dDirector dof da dmanufacturing dcompany. dShe drecently dundertook dresearch dto
didentify dcompetitor dcompensation dand dincentive dplans, dinformation dabout dpending dlegislative dchanges
dand davailabilitydof dtalent din dthe dlabour dmarket dfor dthe dupcoming dstrategic dplanning dmeeting. dRita dwas
dconducting:
U
A) environmental dscanning.
B) an demployee dengagement dsurvey.
C) an dexternal dmarket dsurvey.
D
D) an denvrionmental dstudy.
E) an dexternal dopportunities/threats dstudy.
Y
11) The dHR dmanager dof dSmith d& dYu dcompanydwas dheavilydinvolved din da ddownsizing dexercise dof dthe
dcompany's dsales dforce ddue dto dan deconomic ddownturn. dHe dwas dalso dinvolved din darranging dfor
doutplacement dservices dand demployee dretention dprograms das dwell das drestructuring dof dthe dbusiness dfollowing
dthe ddownsizing. dThis dis dan dexample dof dHR's drole din:
A) formulating dstrategy.
B) operational dactivities.
C) environmental dscanning.
D) environmental dscanning dand dexecuting dstrategy.
E) executing dstrategy.
12) The dcore dvalues, dbeliefs, dand dassumptions dthat dare dwidelydshared dbydmembers dof dan dorganization
dare dknown das:
A) organizational dclimate.
B) the dstrategic dplan.
C) the dmission dstatement.
D) organizational dculture.
E) the dpervading datmosphere.
TEST BANK For
Human Resources Management in Canada
15th Canadian Edition by Gary Dessler
Chapters 1 - 17
M
ED
ST
U
D
Y
, lOMoAR cPSD| 11700591
M
ED
ST
U
D
Y
, lOMoAR cPSD| 11700591
Answers are at the end of each Chapter
Chapter 1
MULTIPLE CHOICE. Choose the one alternative that best completes the statement or answers the question.
1) Human resources management refers to:
A) the management of people in organizations.
B) concepts and techniques for organizing work activities.
C) all managerial activities.
D) concepts and techniques used in leading people at work.
E) management techniques for controlling people at work.
2) The knowledge, education, training, skills, and expertise of a firm's workers is known as:
A) physical capital.
B) management's philosophy.
C) human capital.
M
D) production capital.
E) cultural diversity.
ED
3) Human resources practices that support strategy include:
A) performance management.
B) production scheduling.
C) policies and procedures.
D) staffing practices.
E) rewards practices.
ST
4) A company utilizes a system to measure the impact of Human Resources which balances measures relating
to financial results, customers, internal business processes and human capital management. This system is knows
as the:
A) HRIS.
U
B) balanced strategy.
C) Human Capital Index.
D) balanced scorecard.
D
E) none of the above.
5) You have been tasked with building employee engagement at the firm you work for. Strategic human
Y
resources initiatives you would consider implementing include:
A) employee recognition programs and management development programs.
B) diversity programs.
C) employee recognition programs.
D) employee relations activity.
E) job design indicators.
6) HR ddepartment dstaff dmembers dare dtraditionally dinvolved din dkeydoperational dresponsibilities. dWhich
dof dthe dfollowing dis dan doperational dresponsibility?
A) setting dgoals dand dobjectives
B) collecting dmetrics
C) analyzing dmetrics
D) interpreting dhuman dright dlaws
E) interpreting dhealth dand dsafety dlegislation
, lOMoAR cPSD| 11700591
7) Being dcompletely dfamiliar dwith demployment dlegislation, dHR dpolicies dand dprocedures, dcollective
dagreements, dand dthe doutcome dof drecent darbitration dhearings dand dcourt ddecisions dis dmost dcloselydrelated
dwith dwhich dof dthe dfollowing dHR dactivities?
A) serving das da dconsultant
B) formulating dpolicies dand dprocedures
C) offering dadvice
D) providing dservices
E) serving das da dchange dagent
8) The dpractice dof dcontracting dwith doutside dvendors dto dhandle dspecified dfunctions don da dpermanent
dbasis dis dknown das
A) hiring dtemporary demployees.
B) payroll dand dbenefits dadministration.
C) contract dadministration.
D) outsourcing.
M
E) labour-management drelations.
9) The dcompany's dplan dfor dhow dit dwill dbalance dits dinternal dstrengths dand dweaknesses dwith
ED
dexternal dopportunities dand dthreats din dorder dto dmaintain dcompetitive dadvantage dis dknown das
A) HR dstrategy.
B) strategy.
C) environmental dscanning.
D) policies dand dprocedures.
E) none dof dthe dabove.
ST
10) Rita dis dthe dHR dDirector dof da dmanufacturing dcompany. dShe drecently dundertook dresearch dto
didentify dcompetitor dcompensation dand dincentive dplans, dinformation dabout dpending dlegislative dchanges
dand davailabilitydof dtalent din dthe dlabour dmarket dfor dthe dupcoming dstrategic dplanning dmeeting. dRita dwas
dconducting:
U
A) environmental dscanning.
B) an demployee dengagement dsurvey.
C) an dexternal dmarket dsurvey.
D
D) an denvrionmental dstudy.
E) an dexternal dopportunities/threats dstudy.
Y
11) The dHR dmanager dof dSmith d& dYu dcompanydwas dheavilydinvolved din da ddownsizing dexercise dof dthe
dcompany's dsales dforce ddue dto dan deconomic ddownturn. dHe dwas dalso dinvolved din darranging dfor
doutplacement dservices dand demployee dretention dprograms das dwell das drestructuring dof dthe dbusiness dfollowing
dthe ddownsizing. dThis dis dan dexample dof dHR's drole din:
A) formulating dstrategy.
B) operational dactivities.
C) environmental dscanning.
D) environmental dscanning dand dexecuting dstrategy.
E) executing dstrategy.
12) The dcore dvalues, dbeliefs, dand dassumptions dthat dare dwidelydshared dbydmembers dof dan dorganization
dare dknown das:
A) organizational dclimate.
B) the dstrategic dplan.
C) the dmission dstatement.
D) organizational dculture.
E) the dpervading datmosphere.
