9i
TEST BANK For
9i 9i 9 i
Human Resources Management in Canada 15th
9i 9i 9i 9i 9i 9i
Canadian Edition by Gary Dessler
9i 9i 9i 9i
Chapters 1 - 17
9i 9i 9i 9i
,9i
, 9i
Answers are at the end of each Chapter
9i 9i 9i 9i 9i 9i 9i
Chapter 1
9i
MULTIPLE CHOICE. Choose the one alternative that best completes the statement or answers the question.
9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i
1) Human resources management refers to: 9i 9i 9i 9i
A) the management of people in organizations.
9i 9i 9i 9i 9i
B) concepts and techniques for organizing work activities.
9i 9i 9i 9i 9i 9i
C) all managerial activities.
9i 9i
D) concepts and techniques used in leading people at work.
9i 9i 9i 9i 9i 9i 9i 9i
E) management techniques for controlling people at work. 9i 9i 9i 9i 9i 9i
2) The knowledge, education, training, skills, and expertise of a firm's workers is known as:
9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i
A) physical capital. 9i
B) management's philosophy. 9i
C) human capital. 9i
D) production capital. 9i
E) cultural diversity. 9i
3) Human resources practices that support strategy include:
9i 9i 9i 9i 9i 9i
A) performance management. 9i
B) production scheduling. 9i
C) policies and procedures. 9i 9i
D) staffing practices. 9i
E) rewards practices. 9i
4) A company utilizes a system to measure the impact of Human Resources which balances measures relating
9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i
to financial results, customers, internal business processes and human capital management. This system is knows
9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i
as the:
9i
A) HRIS.
B) balanced strategy. 9i
C) Human Capital Index. 9i 9i
D) balanced scorecard. 9i
E) none of the above. 9i 9i 9i
5) You have been tasked with building employee engagement at the firm you work for. Strategic human
9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i
resources initiatives you would consider implementing include:
9i 9i 9i 9i 9i 9i
A) employee recognition programs and management development programs.
9i 9i 9i 9i 9i 9i
B) diversity programs. 9i
C) employee recognition programs. 9i 9i
D) employee relations activity. 9i 9i
E) job design indicators.
9i 9i
6) HR department staff members are traditionally involved in key operational responsibilities. Which of the
9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i
following is an operational responsibility?
9i 9i 9i 9i
A) setting goals and objectives 9i 9i 9i
B) collecting metrics 9i
C) analyzing metrics 9i
D) interpreting human right laws 9i 9i 9i
E) interpreting health and safety legislation 9i 9i 9i 9i
, 9i
7) Being completely familiar with employment legislation, HR policies and procedures, collective agreeme
9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i
nts, and the outcome of recent arbitration hearings and court decisions is most closely related with which of the fo
9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i
llowing HR activities? 9i 9i
A) serving as a consultant 9i 9i 9i
B) formulating policies and procedures 9i 9i 9i
C) offering advice 9i
D) providing services 9i
E) serving as a change agent 9i 9i 9i 9i
8) The practice of contracting with outside vendors to handle specified functions on a permanent basis is
9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i
known as 9i
A) hiring temporary employees. 9i 9i
B) payroll and benefits administration. 9i 9i 9i
C) contract administration. 9i
D) outsourcing.
E) labour-management relations. 9i
9) The company's plan for how it will balance its internal strengths and weaknesses with external
9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i
opportunities and threats in order to maintain competitive advantage is known as
9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i
A) HR strategy. 9i
B) strategy.
C) environmental scanning. 9i
D) policies and procedures. 9i 9i
E) none of the above. 9i 9i 9i
10) Rita is the HR Director of a manufacturing company. She recently undertook research to identify comp
9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i
etitor compensation and incentive plans, information about pending legislative changes and availability of talent
9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9
in the labour market for the upcoming strategic planning meeting. Rita was conducting:
i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i
A) environmental scanning. 9i
B) an employee engagement survey. 9i 9i 9i
C) an external market survey. 9i 9i 9i
D) an envrionmental study. 9i 9i
E) an external opportunities/threats study.
9i 9i 9i
11) The HR manager of Smith & Yu company was heavily involved in a downsizing exercise of the company's
9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i
sales force due to an economic downturn. He was also involved in arranging for outplacement services and emplo
9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i
yee retention programs as well as restructuring of the business following the downsizing. This is an example of HR'
9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i
s role in:
9i 9i
A) formulating strategy. 9i
B) operational activities. 9i
C) environmental scanning. 9i
D) environmental scanning and executing strategy. 9i 9i 9i 9i
E) executing strategy. 9i
12) The core values, beliefs, and assumptions that are widely shared by members of an organization are known
9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i
as:
A) organizational climate. 9i
B) the strategic plan.
9i 9i
C) the mission statement.
9i 9i
D) organizational culture. 9i
E) the pervading atmosphere.
9i 9i
TEST BANK For
9i 9i 9 i
Human Resources Management in Canada 15th
9i 9i 9i 9i 9i 9i
Canadian Edition by Gary Dessler
9i 9i 9i 9i
Chapters 1 - 17
9i 9i 9i 9i
,9i
, 9i
Answers are at the end of each Chapter
9i 9i 9i 9i 9i 9i 9i
Chapter 1
9i
MULTIPLE CHOICE. Choose the one alternative that best completes the statement or answers the question.
9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i
1) Human resources management refers to: 9i 9i 9i 9i
A) the management of people in organizations.
9i 9i 9i 9i 9i
B) concepts and techniques for organizing work activities.
9i 9i 9i 9i 9i 9i
C) all managerial activities.
9i 9i
D) concepts and techniques used in leading people at work.
9i 9i 9i 9i 9i 9i 9i 9i
E) management techniques for controlling people at work. 9i 9i 9i 9i 9i 9i
2) The knowledge, education, training, skills, and expertise of a firm's workers is known as:
9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i
A) physical capital. 9i
B) management's philosophy. 9i
C) human capital. 9i
D) production capital. 9i
E) cultural diversity. 9i
3) Human resources practices that support strategy include:
9i 9i 9i 9i 9i 9i
A) performance management. 9i
B) production scheduling. 9i
C) policies and procedures. 9i 9i
D) staffing practices. 9i
E) rewards practices. 9i
4) A company utilizes a system to measure the impact of Human Resources which balances measures relating
9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i
to financial results, customers, internal business processes and human capital management. This system is knows
9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i
as the:
9i
A) HRIS.
B) balanced strategy. 9i
C) Human Capital Index. 9i 9i
D) balanced scorecard. 9i
E) none of the above. 9i 9i 9i
5) You have been tasked with building employee engagement at the firm you work for. Strategic human
9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i
resources initiatives you would consider implementing include:
9i 9i 9i 9i 9i 9i
A) employee recognition programs and management development programs.
9i 9i 9i 9i 9i 9i
B) diversity programs. 9i
C) employee recognition programs. 9i 9i
D) employee relations activity. 9i 9i
E) job design indicators.
9i 9i
6) HR department staff members are traditionally involved in key operational responsibilities. Which of the
9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i
following is an operational responsibility?
9i 9i 9i 9i
A) setting goals and objectives 9i 9i 9i
B) collecting metrics 9i
C) analyzing metrics 9i
D) interpreting human right laws 9i 9i 9i
E) interpreting health and safety legislation 9i 9i 9i 9i
, 9i
7) Being completely familiar with employment legislation, HR policies and procedures, collective agreeme
9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i
nts, and the outcome of recent arbitration hearings and court decisions is most closely related with which of the fo
9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i
llowing HR activities? 9i 9i
A) serving as a consultant 9i 9i 9i
B) formulating policies and procedures 9i 9i 9i
C) offering advice 9i
D) providing services 9i
E) serving as a change agent 9i 9i 9i 9i
8) The practice of contracting with outside vendors to handle specified functions on a permanent basis is
9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i
known as 9i
A) hiring temporary employees. 9i 9i
B) payroll and benefits administration. 9i 9i 9i
C) contract administration. 9i
D) outsourcing.
E) labour-management relations. 9i
9) The company's plan for how it will balance its internal strengths and weaknesses with external
9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i
opportunities and threats in order to maintain competitive advantage is known as
9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i
A) HR strategy. 9i
B) strategy.
C) environmental scanning. 9i
D) policies and procedures. 9i 9i
E) none of the above. 9i 9i 9i
10) Rita is the HR Director of a manufacturing company. She recently undertook research to identify comp
9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i
etitor compensation and incentive plans, information about pending legislative changes and availability of talent
9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9
in the labour market for the upcoming strategic planning meeting. Rita was conducting:
i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i
A) environmental scanning. 9i
B) an employee engagement survey. 9i 9i 9i
C) an external market survey. 9i 9i 9i
D) an envrionmental study. 9i 9i
E) an external opportunities/threats study.
9i 9i 9i
11) The HR manager of Smith & Yu company was heavily involved in a downsizing exercise of the company's
9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i
sales force due to an economic downturn. He was also involved in arranging for outplacement services and emplo
9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i
yee retention programs as well as restructuring of the business following the downsizing. This is an example of HR'
9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i
s role in:
9i 9i
A) formulating strategy. 9i
B) operational activities. 9i
C) environmental scanning. 9i
D) environmental scanning and executing strategy. 9i 9i 9i 9i
E) executing strategy. 9i
12) The core values, beliefs, and assumptions that are widely shared by members of an organization are known
9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i 9i
as:
A) organizational climate. 9i
B) the strategic plan.
9i 9i
C) the mission statement.
9i 9i
D) organizational culture. 9i
E) the pervading atmosphere.
9i 9i
