lOMoAR cPSD| 11700591
TEST BANK For
Human Resources Management in Canada
15th Canadian Edition by Gary Dessler
Chapters 1 - 17
,lOMoAR cPSD| 11700591
, 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.
D) production capital.
E) cultural diversity.
3) Human resources practices that support strategy include:
A) performance management.
B) production scheduling.
C) policies and procedures.
D) staffing practices.
E) rewards practices.
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.
B) balanced strategy.
C) Human Capital Index.
D) balanced scorecard.
E) none of the above.
5) You have been tasked with building employee engagement at the firm you work for. Strategic human
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 department staff members are traditionally involved in key operational responsibilities. Which of the
following is an operational responsibility?
A) setting goals and objectives
B) collecting metrics
C) analyzing metrics
D) interpreting human right laws
E) interpreting health and safety legislation
, lOMoAR cPSD| 11700591
7) Being fcompletely ffamiliar fwith femployment flegislation, fHR fpolicies fand fprocedures, fcollective
fagreements, fand fthe foutcome fof frecent farbitration fhearings fand fcourt fdecisions fis fmost fclosely frelated fwith
fwhich fof fthe ffollowing fHR factivities?
A) serving fas fa fconsultant
B) formulating fpolicies fand fprocedures
C) offering fadvice
D) providing fservices
E) serving fas fa fchange fagent
8) The fpractice fof fcontracting fwith foutside fvendors fto fhandle fspecified ffunctions fon fa fpermanent
fbasis fis fknown fas
A) hiring ftemporary femployees.
B) payroll fand fbenefits fadministration.
C) contract fadministration.
D) outsourcing.
E) labour-management frelations.
9) The fcompany's fplan ffor fhow fit fwill fbalance fits finternal fstrengths fand fweaknesses fwith
fexternal fopportunities fand fthreats fin forder fto fmaintain fcompetitive fadvantage fis fknown fas
A) HR fstrategy.
B) strategy.
C) environmental fscanning.
D) policies fand fprocedures.
E) none fof fthe fabove.
10) Rita fis fthe fHR fDirector fof fa fmanufacturing fcompany. fShe frecently fundertook fresearch fto fidentify
fcompetitor fcompensation fand fincentive fplans, finformation fabout fpending flegislative fchanges fand
favailability fof ftalent fin fthe flabour fmarket ffor fthe fupcoming fstrategic fplanning fmeeting. fRita fwas
fconducting:
A) environmental fscanning.
B) an femployee fengagement fsurvey.
C) an fexternal fmarket fsurvey.
D) an fenvrionmental fstudy.
E) an fexternal fopportunities/threats fstudy.
11) The fHR fmanager fof fSmith f& fYu fcompany fwas fheavily finvolved fin fa fdownsizing fexercise fof fthe
fcompany's fsales fforce fdue fto fan feconomic fdownturn. fHe fwas falso finvolved fin farranging ffor foutplacement
fservices fand femployee fretention fprograms fas fwell fas frestructuring fof fthe fbusiness ffollowing fthe fdownsizing.
fThis fis fan fexample fof fHR's frole fin:
A) formulating fstrategy.
B) operational factivities.
C) environmental fscanning.
D) environmental fscanning fand fexecuting fstrategy.
E) executing fstrategy.
12) The fcore fvalues, fbeliefs, fand fassumptions fthat fare fwidely fshared fby fmembers fof fan forganization fare
fknown fas:
A) organizational fclimate.
B) the fstrategic fplan.
C) the fmission fstatement.
D) organizational fculture.
E) the fpervading fatmosphere.
TEST BANK For
Human Resources Management in Canada
15th Canadian Edition by Gary Dessler
Chapters 1 - 17
,lOMoAR cPSD| 11700591
, 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.
D) production capital.
E) cultural diversity.
3) Human resources practices that support strategy include:
A) performance management.
B) production scheduling.
C) policies and procedures.
D) staffing practices.
E) rewards practices.
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.
B) balanced strategy.
C) Human Capital Index.
D) balanced scorecard.
E) none of the above.
5) You have been tasked with building employee engagement at the firm you work for. Strategic human
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 department staff members are traditionally involved in key operational responsibilities. Which of the
following is an operational responsibility?
A) setting goals and objectives
B) collecting metrics
C) analyzing metrics
D) interpreting human right laws
E) interpreting health and safety legislation
, lOMoAR cPSD| 11700591
7) Being fcompletely ffamiliar fwith femployment flegislation, fHR fpolicies fand fprocedures, fcollective
fagreements, fand fthe foutcome fof frecent farbitration fhearings fand fcourt fdecisions fis fmost fclosely frelated fwith
fwhich fof fthe ffollowing fHR factivities?
A) serving fas fa fconsultant
B) formulating fpolicies fand fprocedures
C) offering fadvice
D) providing fservices
E) serving fas fa fchange fagent
8) The fpractice fof fcontracting fwith foutside fvendors fto fhandle fspecified ffunctions fon fa fpermanent
fbasis fis fknown fas
A) hiring ftemporary femployees.
B) payroll fand fbenefits fadministration.
C) contract fadministration.
D) outsourcing.
E) labour-management frelations.
9) The fcompany's fplan ffor fhow fit fwill fbalance fits finternal fstrengths fand fweaknesses fwith
fexternal fopportunities fand fthreats fin forder fto fmaintain fcompetitive fadvantage fis fknown fas
A) HR fstrategy.
B) strategy.
C) environmental fscanning.
D) policies fand fprocedures.
E) none fof fthe fabove.
10) Rita fis fthe fHR fDirector fof fa fmanufacturing fcompany. fShe frecently fundertook fresearch fto fidentify
fcompetitor fcompensation fand fincentive fplans, finformation fabout fpending flegislative fchanges fand
favailability fof ftalent fin fthe flabour fmarket ffor fthe fupcoming fstrategic fplanning fmeeting. fRita fwas
fconducting:
A) environmental fscanning.
B) an femployee fengagement fsurvey.
C) an fexternal fmarket fsurvey.
D) an fenvrionmental fstudy.
E) an fexternal fopportunities/threats fstudy.
11) The fHR fmanager fof fSmith f& fYu fcompany fwas fheavily finvolved fin fa fdownsizing fexercise fof fthe
fcompany's fsales fforce fdue fto fan feconomic fdownturn. fHe fwas falso finvolved fin farranging ffor foutplacement
fservices fand femployee fretention fprograms fas fwell fas frestructuring fof fthe fbusiness ffollowing fthe fdownsizing.
fThis fis fan fexample fof fHR's frole fin:
A) formulating fstrategy.
B) operational factivities.
C) environmental fscanning.
D) environmental fscanning fand fexecuting fstrategy.
E) executing fstrategy.
12) The fcore fvalues, fbeliefs, fand fassumptions fthat fare fwidely fshared fby fmembers fof fan forganization fare
fknown fas:
A) organizational fclimate.
B) the fstrategic fplan.
C) the fmission fstatement.
D) organizational fculture.
E) the fpervading fatmosphere.
