Test Bank for Human Resource Management Gaining a Competitive Advantage 8th Edition Noe

Test Bank for Human Resource Management Gaining a Competitive Advantage 8th Edition Noe Chapter 02 Strategic Human Resource Management True / False Questions 1. The goal of strategic management in an organization is to deploy and allocate resources in a way that provides the company with a competitive advantage. True False 2. Strategic management is a process for analyzing a company's competitive situation, developing the company's strategic goals, and devising a plan of action and allocation of resources that will increase the likelihood of achieving those goals. True False 3. Strategic planning groups decide on a strategic direction during the strategy implementation phase. True False 4. Strategy implementation includes defining a company's mission and goals. True False 5. One-way linkage precludes the company from considering human resource issues while formulating the strategic plan. True False 6. Untapped labor pools are an example of a strategic opportunity in an organization's operating environment. True False 7. Internal analysis attempts to identify the organization's strategic opportunities and threats. True False 8. Strategic choice describes the way an organization attempts to fulfill its mission and achieve its long-term goals. True False 9. Job analysis addresses what tasks should be grouped into a particular job. True False 10 Recruitment refers to the process by which an organization attempts to . identify applicants with the necessary characteristics that will help the organization achieve its goals. True False 11 Training refers to a planned effort to facilitate the learning of job- . related knowledge, skills, and behavior by employees. True False 12 Companies that are not diversified use quantitative measures of . performance to evaluate managers. True False 13 Executives who have extensive knowledge of the behaviors that lead . to effective performance tend to focus on evaluating the objective performance results of their subordinate managers. True False 14 By tying pay to performance, a company can elicit specific activities . and levels of performance from employees. True False 15 According to Michael Porter, competitive advantage stems from a . company's ability to create value in its production process. True False 16 An overall cost leadership strategy is achieved by offering unique . product features. True False 17 Companies engaged in a cost strategy require employees to have . moderate concern for quantity and a long-term focus. True False 18 Companies engaged in cost strategies develop internally consistent . pay systems with negligible pay differentials between superiors and subordinates. True False 19 Employees in companies with a differentiation strategy need to have . only a moderate concern for quantity. True False 20 Differentiation companies will have compensation systems that are . geared toward internal rather than external equity. True False 21 Strategies emphasizing market share or operating costs are called . "external growth" strategies. True False 22 Companies using concentration strategies attempt to focus on what . they do best within their established markets. True False 23 Downsizing gives the organization an opportunity to change its . culture. True False 24 Companies going through downsizing often develop compensation . programs that tie the individual's compensation to the company's success. True False 25 A learning organization constantly monitors its environment, . assimilates information, makes decision, and flexibly restructures itself to compete in that environment. True False Multiple Choice Questions 26 Which of the following is an example of a physical resource that a . company uses to compete with other companies? A. Controlling system B. Technolog y C. Planning system D. Employee skill E. Experience of employees 27 A(n) is a story of how a firm will create value for its customers . and how it will do so profitably. A. design specification B. business model C. process model D. administrative linkage E. process architecture 28 costs are incurred regardless of the number of units produced. . A. Acquisiti on B. Procureme nt C. Fixe d D. Variabl e E. Margin al 29 The costs that change directly with the units produced are known as . costs. A. concret e B. sun k C. outla y D. variabl e E. fixe d 30 The difference between what a firm charges for a product and the . variable costs of that product is known as: A. varianc e. B. overhead rate. C. holding cost. D. profi t. E. margi n. 31 is calculated as the number of units sold times the contribution . margin. A. Holding cost. B. Gross margin. C. Profit . D. Varianc e. E. Overhead rate. 32 refers to what is left after a firm pays its variable costs and fixed . costs. A. Contribution margin B. Overhead cost C. Profi t D. Varianc e E. Holding cost 33 A workforce describes the former workers to whom a firm still . owes financial obligations. A. continge nt B. consulta nt C. tempora ry D. legac y E. contra ct 34 is defined as the skillful employment and coordination of tactics. . A. Strateg y B. Human resource management C. Missio n D. Internal analysis E. Business modeling 35 can be thought of as managing the pattern or plan that . integrates an organization's major goals, policies, and action sequences into a cohesive whole. A. Operational management B. Transactional management C. Management by objectives D. Process mapping E. Strategic management 36 When an organization develops integrated manufacturing systems . such as advanced manufacturing technology and just-in-time inventory control, strategic human resource management has the responsibility of . A. assessing the employee skills required to run these systems B. inputting the necessary information to run these systems C. testing the functionalities of these systems D. testing these systems based on customer feedback E. documenting the use of these systems within the organization 37 is a pattern of planned human resource deployments and . activities intended to enable an organization to achieve its goals. A. Human resource optimization B. Systemic talent management C. Strategic human resource management D. Transactional talent management E. Transactional human resource management 38 During , the strategic planning groups decide on a strategic