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TEST BANK For
Human Resources Management in Canada
15th Canadian Edition by Gary Dessler
Chapters 1 - 17
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Answers44are44at44the44end44of44each44Chapter
Chapter441
MULTIPLE44CHOICE.
Choose44the44one44alternative44that44best44completes44the44statement44or44answers44th
e44question.
1) Human44resources44management44refers44to:
A) the44management44of44people44in44organizations.
B) concepts44and44techniques44for44organizing44work44activities.
C) all44managerial44activities.
D) concepts44and44techniques44used44in44leading44people44at44work.
E) management44techniques44for44controlling44people44at44work.
2) The44knowledge,44education,44training,44skills,44and44expertise44of44a44firm's44workers44is44known44as:
A) physical44capital.
B) management's44philosophy.
C) human44capital.
D) production44capital.
E) cultural44diversity.
3) Human44resources44practices44that44support44strategy44include:
A) performance44management.
B) production44scheduling.
C) policies44and44procedures.
D) staffing44practices.
E) rewards44practices.
4) A44company44utilizes44a44system44to44measure44the44impact44of44Human44Resources44which44balances44me
asures44relating44to44financial44results,44customers,44internal44business44processes44and44human44capital44manage
ment.44This44system44is44knows44as44the:
A) HRIS.
B) balanced44strategy.
C) Human44Capital44Index.
D) balanced44scorecard.
E) none44of44the44above.
5) You44have44been44tasked44with44building44employee44engagement44at44the44firm44you44work44for.44St
rategic44human44resources44initiatives44you44would44consider44implementing44include:
A) employee44recognition44programs44and44management44development44programs.
B) diversity44programs.
C) employee44recognition44programs.
D) employee44relations44activity.
E) job44design44indicators.
6) HR44department44staff44members44are44traditionally44involved44in44key44operational44responsibilities.44W
hich44of44the44following44is44an44operational44responsibility?
A) setting44goals44and44objectives
B) collecting44metrics
C) analyzing44metrics
D) interpreting44human44right44laws
E) interpreting44health44and44safety44legislation
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7) Being44completely44familiar44with44employment44legislation,44HR44policies44and44procedures,44collective
44agreements,44and44the44outcome44of44recent44arbitration44hearings44and44court44decisions44is44most44closely44rel
ated44with44which44of44the44following44HR44activities?
A) serving44as44a44consultant
B) formulating44policies44and44procedures
C) offering44advice
D) providing44services
E) serving44as44a44change44agent
8) The44practice44of44contracting44with44outside44vendors44to44handle44specified44functions44on44a44perm
anent44basis44is44known44as
A) hiring44temporary44employees.
B) payroll44and44benefits44administration.
C) contract44administration.
D) outsourcing.
E) labour-management44relations.
9) The44company's44plan44for44how44it44will44balance44its44internal44strengths44and44weaknesses44
with44external44opportunities44and44threats44in44order44to44maintain44competitive44advantage44is44kno
wn44as
A) HR44strategy.
B) strategy.
C) environmental44scanning.
D) policies44and44procedures.
E) none44of44the44above.
10) Rita44is44the44HR44Director44of44a44manufacturing44company.44She44recently44undertook44research44to44
identify44competitor44compensation44and44incentive44plans,44information44about44pending44legislative44changes
44and44availability44of44talent44in44the44labour44market44for44the44upcoming44strategic44planning44meeting.44Rita
44was44conducting:
A) environmental44scanning.
B) an44employee44engagement44survey.
C) an44external44market44survey.
D) an44envrionmental44study.
E) an44external44opportunities/threats44study.
11) The44HR44manager44of44Smith44&44Yu44company44was44heavily44involved44in44a44downsizing44exercise44of
44the44company's44sales44force44due44to44an44economic44downturn.44He44was44also44involved44in44arranging44for44
outplacement44services44and44employee44retention44programs44as44well44as44restructuring44of44the44business44follo
wing44the44downsizing.44This44is44an44example44of44HR's44role44in:
A) formulating44strategy.
B) operational44activities.
C) environmental44scanning.
D) environmental44scanning44and44executing44strategy.
E) executing44strategy.
12) The44core44values,44beliefs,44and44assumptions44that44are44widely44shared44by44members44of44an44organizat
ion44are44known44as:
A) organizational44climate.
B) the44strategic44plan.
C) the44mission44statement.
D) organizational44culture.
lOMoAR
44 cPSD|
4 11700591
TEST BANK For
Human Resources Management in Canada
15th Canadian Edition by Gary Dessler
Chapters 1 - 17
, 4
lOMoAR
44 cPSD|
4 11700591
, 4
lOMoAR
44 cPSD|
4 11700591
Answers44are44at44the44end44of44each44Chapter
Chapter441
MULTIPLE44CHOICE.
Choose44the44one44alternative44that44best44completes44the44statement44or44answers44th
e44question.
1) Human44resources44management44refers44to:
A) the44management44of44people44in44organizations.
B) concepts44and44techniques44for44organizing44work44activities.
C) all44managerial44activities.
D) concepts44and44techniques44used44in44leading44people44at44work.
E) management44techniques44for44controlling44people44at44work.
2) The44knowledge,44education,44training,44skills,44and44expertise44of44a44firm's44workers44is44known44as:
A) physical44capital.
B) management's44philosophy.
C) human44capital.
D) production44capital.
E) cultural44diversity.
3) Human44resources44practices44that44support44strategy44include:
A) performance44management.
B) production44scheduling.
C) policies44and44procedures.
D) staffing44practices.
E) rewards44practices.
4) A44company44utilizes44a44system44to44measure44the44impact44of44Human44Resources44which44balances44me
asures44relating44to44financial44results,44customers,44internal44business44processes44and44human44capital44manage
ment.44This44system44is44knows44as44the:
A) HRIS.
B) balanced44strategy.
C) Human44Capital44Index.
D) balanced44scorecard.
E) none44of44the44above.
5) You44have44been44tasked44with44building44employee44engagement44at44the44firm44you44work44for.44St
rategic44human44resources44initiatives44you44would44consider44implementing44include:
A) employee44recognition44programs44and44management44development44programs.
B) diversity44programs.
C) employee44recognition44programs.
D) employee44relations44activity.
E) job44design44indicators.
6) HR44department44staff44members44are44traditionally44involved44in44key44operational44responsibilities.44W
hich44of44the44following44is44an44operational44responsibility?
A) setting44goals44and44objectives
B) collecting44metrics
C) analyzing44metrics
D) interpreting44human44right44laws
E) interpreting44health44and44safety44legislation
, 4
lOMoAR
44 cPSD|
4 11700591
7) Being44completely44familiar44with44employment44legislation,44HR44policies44and44procedures,44collective
44agreements,44and44the44outcome44of44recent44arbitration44hearings44and44court44decisions44is44most44closely44rel
ated44with44which44of44the44following44HR44activities?
A) serving44as44a44consultant
B) formulating44policies44and44procedures
C) offering44advice
D) providing44services
E) serving44as44a44change44agent
8) The44practice44of44contracting44with44outside44vendors44to44handle44specified44functions44on44a44perm
anent44basis44is44known44as
A) hiring44temporary44employees.
B) payroll44and44benefits44administration.
C) contract44administration.
D) outsourcing.
E) labour-management44relations.
9) The44company's44plan44for44how44it44will44balance44its44internal44strengths44and44weaknesses44
with44external44opportunities44and44threats44in44order44to44maintain44competitive44advantage44is44kno
wn44as
A) HR44strategy.
B) strategy.
C) environmental44scanning.
D) policies44and44procedures.
E) none44of44the44above.
10) Rita44is44the44HR44Director44of44a44manufacturing44company.44She44recently44undertook44research44to44
identify44competitor44compensation44and44incentive44plans,44information44about44pending44legislative44changes
44and44availability44of44talent44in44the44labour44market44for44the44upcoming44strategic44planning44meeting.44Rita
44was44conducting:
A) environmental44scanning.
B) an44employee44engagement44survey.
C) an44external44market44survey.
D) an44envrionmental44study.
E) an44external44opportunities/threats44study.
11) The44HR44manager44of44Smith44&44Yu44company44was44heavily44involved44in44a44downsizing44exercise44of
44the44company's44sales44force44due44to44an44economic44downturn.44He44was44also44involved44in44arranging44for44
outplacement44services44and44employee44retention44programs44as44well44as44restructuring44of44the44business44follo
wing44the44downsizing.44This44is44an44example44of44HR's44role44in:
A) formulating44strategy.
B) operational44activities.
C) environmental44scanning.
D) environmental44scanning44and44executing44strategy.
E) executing44strategy.
12) The44core44values,44beliefs,44and44assumptions44that44are44widely44shared44by44members44of44an44organizat
ion44are44known44as:
A) organizational44climate.
B) the44strategic44plan.
C) the44mission44statement.
D) organizational44culture.
