TEST BANK For
Human Resources Management in Canada
15th Canadian Edition by Gary Dessler
Chapters 1 - 17
,
,AnswersHareHatHtheHendHofHeachHChapter
Chapteri 1
MULTIPLEi CHOICE.
Choosei thei onei alternativei thati besti completesi thei statementi ori answersi thei questio
n.
1) Humani resourcesi managementi refersi to:
A) thei managementi ofi peoplei ini organizations.
B) conceptsi andi techniquesi fori organizingi worki activities.
C) alli manageriali activities.
D) conceptsi andi techniquesi usedi ini leadingi peoplei ati work.
E) managementi techniquesi fori controllingi peoplei ati work.
2) Thei knowledge,i education,i training,i skills,i andi expertisei ofi ai firm'si workersi isi knowni as:
A) physicali capital.
B) management'si philosophy.
C) humani capital.
D) productioni capital.
E) culturali diversity.
3) Humani resourcesi practicesi thati supporti strategyi include:
A) performancei management.
B) productioni scheduling.
C) policiesi andi procedures.
D) staffingi practices.
E) rewardsi practices.
4) AicompanyiutilizesiaisystemitoimeasureitheiimpactiofiHumaniResourcesiwhichibalancesimeasuresirelaitingitoifi
nancialiresults,icustomers,iinternalibusinessiprocessesiandihumanicapitalimanagement.iThisisystemiisiknowsiasithe:
A) HRIS.
B) balancedi strategy.
C) Humani Capitali Index.
D) balancedi scorecard.
E) nonei ofi thei above.
5) Youi haveibeeni taskedi withi buildingiemployeeiengagementi ati thei firmi youi worki for.i Strategicihuimanir
esourcesiinitiativesiyouiwouldiconsideriimplementingiinclude:
A) employeei recognitioni programsi andi managementi developmenti programs.
B) diversityi programs.
C) employeei recognitioni programs.
D) employeei relationsi activity.
E) jobi designi indicators.
6) HRidepartmentistaffimembersiareitraditionallyiinvolvediinikeyioperationaliresponsibilities.iWhichiofi theifol
lowingiisianioperationaliresponsibility?
A) settingi goalsi andi objectives
B) collectingi metrics
C) analyzingi metrics
D) interpretingi humani righti laws
E) interpretingi healthi andi safetyi legislation
, 7) Beingicompletelyifamiliariwithiemploymentilegislation,iHRipoliciesiandiprocedures,icollectiveiagreeiments,
i andi thei outcomei ofi recenti arbitrationi hearingsi andi courti decisionsi isi mosti closelyirelatedi withi whichiofitheifollow
ingiHRiactivities?
A) servingi asi ai consultant
B) formulatingi policiesi andi procedures
C) offeringi advice
D) providingi services
E) servingi asi ai changei agent
8) Thei practicei ofi contractingi withi outsidei vendorsi toi handlei specifiedi functionsi oni ai permanenti basiisiisik
nownias
A) hiringi temporaryi employees.
B) payrolli andi benefitsi administration.
C) contracti administration.
D) outsourcing.
E) labour-managementi relations.
9) Theicompany'siplaniforihowi iti willi balanceiitsi internali strengthsi andi weaknessesi withi exteirnali o
pportunitiesi andi threatsi ini orderi toi maintaini competitivei advantagei isi knowni as
A) HRi strategy.
B) strategy.
C) environmentali scanning.
D) policiesi andi procedures.
E) nonei ofi thei above.
10) RitaiisitheiHRiDirectoriofiaimanufacturingicompany.iSheirecentlyiundertookiresearchitoiidentifyiciompetito
ricompensationiandiincentiveiplans,iinformationiaboutipendingilegislativeichangesiandiavailabilityi ofi talenti ini th
ei labouri marketi fori thei upcomingi strategici planningi meeting.i Ritai wasi conducting:
A) environmentali scanning.
B) ani employeei engagementi survey.
C) ani externali marketi survey.
D) ani envrionmentali study.
E) ani externali opportunities/threatsi study.
11) Thei HRi manageri ofi Smithi &i Yui companyi wasi heavilyi involvedi ini ai downsizingi exercisei ofi thei compiany'si
salesi forcei duei toi ani economici downturn.i Hei wasi alsoi involvedi ini arrangingi fori outplacementi servicesiandi emplo
yeei retentioni programsi asi welli asi restructuringiofi thei businessi followingi thei downsizing.i Thisi isi aniexampleiofiHR'si
roleiin:
A) formulatingi strategy.
B) operationali activities.
C) environmentali scanning.
D) environmentali scanningi andi executingi strategy.
E) executingi strategy.
12) Thei corei values,i beliefs,i andi assumptionsi thati arei widelyi sharedi byimembersi ofi ani organizationi arei kniownia
s:
A) organizationali climate.
B) thei strategici plan.
C) thei missioni statement.
D) organizationali culture.
E) thei pervadingi atmosphere.
Human Resources Management in Canada
15th Canadian Edition by Gary Dessler
Chapters 1 - 17
,
,AnswersHareHatHtheHendHofHeachHChapter
Chapteri 1
MULTIPLEi CHOICE.
Choosei thei onei alternativei thati besti completesi thei statementi ori answersi thei questio
n.
1) Humani resourcesi managementi refersi to:
A) thei managementi ofi peoplei ini organizations.
B) conceptsi andi techniquesi fori organizingi worki activities.
C) alli manageriali activities.
D) conceptsi andi techniquesi usedi ini leadingi peoplei ati work.
E) managementi techniquesi fori controllingi peoplei ati work.
2) Thei knowledge,i education,i training,i skills,i andi expertisei ofi ai firm'si workersi isi knowni as:
A) physicali capital.
B) management'si philosophy.
C) humani capital.
D) productioni capital.
E) culturali diversity.
3) Humani resourcesi practicesi thati supporti strategyi include:
A) performancei management.
B) productioni scheduling.
C) policiesi andi procedures.
D) staffingi practices.
E) rewardsi practices.
4) AicompanyiutilizesiaisystemitoimeasureitheiimpactiofiHumaniResourcesiwhichibalancesimeasuresirelaitingitoifi
nancialiresults,icustomers,iinternalibusinessiprocessesiandihumanicapitalimanagement.iThisisystemiisiknowsiasithe:
A) HRIS.
B) balancedi strategy.
C) Humani Capitali Index.
D) balancedi scorecard.
E) nonei ofi thei above.
5) Youi haveibeeni taskedi withi buildingiemployeeiengagementi ati thei firmi youi worki for.i Strategicihuimanir
esourcesiinitiativesiyouiwouldiconsideriimplementingiinclude:
A) employeei recognitioni programsi andi managementi developmenti programs.
B) diversityi programs.
C) employeei recognitioni programs.
D) employeei relationsi activity.
E) jobi designi indicators.
6) HRidepartmentistaffimembersiareitraditionallyiinvolvediinikeyioperationaliresponsibilities.iWhichiofi theifol
lowingiisianioperationaliresponsibility?
A) settingi goalsi andi objectives
B) collectingi metrics
C) analyzingi metrics
D) interpretingi humani righti laws
E) interpretingi healthi andi safetyi legislation
, 7) Beingicompletelyifamiliariwithiemploymentilegislation,iHRipoliciesiandiprocedures,icollectiveiagreeiments,
i andi thei outcomei ofi recenti arbitrationi hearingsi andi courti decisionsi isi mosti closelyirelatedi withi whichiofitheifollow
ingiHRiactivities?
A) servingi asi ai consultant
B) formulatingi policiesi andi procedures
C) offeringi advice
D) providingi services
E) servingi asi ai changei agent
8) Thei practicei ofi contractingi withi outsidei vendorsi toi handlei specifiedi functionsi oni ai permanenti basiisiisik
nownias
A) hiringi temporaryi employees.
B) payrolli andi benefitsi administration.
C) contracti administration.
D) outsourcing.
E) labour-managementi relations.
9) Theicompany'siplaniforihowi iti willi balanceiitsi internali strengthsi andi weaknessesi withi exteirnali o
pportunitiesi andi threatsi ini orderi toi maintaini competitivei advantagei isi knowni as
A) HRi strategy.
B) strategy.
C) environmentali scanning.
D) policiesi andi procedures.
E) nonei ofi thei above.
10) RitaiisitheiHRiDirectoriofiaimanufacturingicompany.iSheirecentlyiundertookiresearchitoiidentifyiciompetito
ricompensationiandiincentiveiplans,iinformationiaboutipendingilegislativeichangesiandiavailabilityi ofi talenti ini th
ei labouri marketi fori thei upcomingi strategici planningi meeting.i Ritai wasi conducting:
A) environmentali scanning.
B) ani employeei engagementi survey.
C) ani externali marketi survey.
D) ani envrionmentali study.
E) ani externali opportunities/threatsi study.
11) Thei HRi manageri ofi Smithi &i Yui companyi wasi heavilyi involvedi ini ai downsizingi exercisei ofi thei compiany'si
salesi forcei duei toi ani economici downturn.i Hei wasi alsoi involvedi ini arrangingi fori outplacementi servicesiandi emplo
yeei retentioni programsi asi welli asi restructuringiofi thei businessi followingi thei downsizing.i Thisi isi aniexampleiofiHR'si
roleiin:
A) formulatingi strategy.
B) operationali activities.
C) environmentali scanning.
D) environmentali scanningi andi executingi strategy.
E) executingi strategy.
12) Thei corei values,i beliefs,i andi assumptionsi thati arei widelyi sharedi byimembersi ofi ani organizationi arei kniownia
s:
A) organizationali climate.
B) thei strategici plan.
C) thei missioni statement.
D) organizationali culture.
E) thei pervadingi atmosphere.
