lOMoAR
mm
TEST BANK For
mm mm mm
Human Resources Management in Canada
mm mm mm mm
15th Canadian Edition by Gary Dessler
mm mm mm mm mm
mm Chapters 1 - 17 mm mm mm
,lOMoAR
mm
, lOMoAR
mm
Answers mmare mmat mmthe mmend mmof mmeach mmChapter
Chapter mm1
MULTIPLE mmCHOICE. Choose mmthe mmone mmalternative mmthat mmbest mmcompletes mmthe mmstatement mmor mmanswers
mmthe mm question.
1) Human mmresources mmmanagement mmrefers mmto:
A) the mmmanagement mmof mmpeople mmin mmorganizations.
B) concepts mmand mmtechniques mmfor mmorganizing mmwork mmactivities.
C) all mmmanagerial mmactivities.
D) concepts mmand mmtechniques mmused mmin mmleading mmpeople mmat mmwork.
E) management mmtechniques mmfor mmcontrolling mmpeople mmat mmwork.
2) The mmknowledge, mmeducation, mmtraining, mmskills, mmand mmexpertise mmof mma mmfirm's mmworkers mmis mmknown mmas:
A) physical mmcapital.
B) management's mmphilosophy.
C) human mmcapital.
D) production mmcapital.
E) cultural mmdiversity.
3) Human mmresources mmpractices mmthat mmsupport mmstrategy mminclude:
A) performance mmmanagement.
B) production mmscheduling.
C) policies mmand mmprocedures.
D) staffing mmpractices.
E) rewards mmpractices.
4) A mmcompany mmutilizes mma mmsystem mmto mmmeasure mmthe mmimpact mmof mmHuman mmResources mmwhich mmbalances
mmmeasures mmrelating mmto mmfinancial mmresults, mmcustomers, mminternal mmbusiness mmprocesses mmand mmhuman mmcapital
mmmanagement. mmThis mmsystem mmis mmknows mmas mmthe:
A) HRIS.
B) balanced mmstrategy.
C) Human mmCapital mmIndex.
D) balanced mmscorecard.
E) none mmof mmthe mmabove.
5) You mmhave mmbeen mmtasked mmwith mmbuilding mmemployee mmengagement mmat mmthe mmfirm mmyou mmwork mmfor.
mmStrategic mmhuman mmresources mminitiatives mm you mmwould mmconsider mmimplementing mminclude:
A) employee mmrecognition mmprograms mmand mmmanagement mmdevelopment mmprograms.
B) diversity mmprograms.
C) employee mmrecognition mmprograms.
D) employee mmrelations mmactivity.
E) job mmdesign mmindicators.
6) HR mmdepartment mmstaff mmmembers mmare mmtraditionally mminvolved mmin mmkey mmoperational mmresponsibilities.
mmWhich mmof mmthe mmfollowing mmis mman mmoperational mmresponsibility?
A) setting mmgoals mmand mmobjectives
B) collecting mmmetrics
C) analyzing mmmetrics
D) interpreting mmhuman mmright mmlaws
E) interpreting mmhealth mmand mmsafety mmlegislation
, lOMoAR
mm
7) Being mmcompletely mmfamiliar mmwith mmemployment mmlegislation, mmHR mmpolicies mmand mmprocedures,
mmcollective mmagreements, mmand mmthe mmoutcome mmof mmrecent mmarbitration mmhearings mmand mmcourt mmdecisions mmis
mmmost mmclosely mmrelated mmwith mmwhich mmof mmthe mmfollowing mmHR mmactivities?
A) serving mmas mma mmconsultant
B) formulating mmpolicies mmand mmprocedures
C) offering mmadvice
D) providing mmservices
E) serving mmas mma mmchange mmagent
8) The mmpractice mmof mmcontracting mmwith mmoutside mmvendors mmto mmhandle mmspecified mmfunctions mmon mma
mmpermanent mmbasis mmis mmknown mmas
A) hiring mmtemporary mmemployees.
B) payroll mmand mmbenefits mmadministration.
C) contract mmadministration.
D) outsourcing.
E) labour-management mmrelations.
9) The mmcompany's mmplan mmfor mmhow mmit mmwill mmbalance mmits mminternal mmstrengths mmand
mmweaknesses mmwith mmexternal mmopportunities mmand mmthreats mmin mmorder mmto mmmaintain mmcompetitive
mmadvantage mmis mmknown mmas
A) HR mmstrategy.
B) strategy.
C) environmental mmscanning.
D) policies mmand mmprocedures.
E) none mmof mmthe mmabove.
10) Rita mmis mmthe mmHR mmDirector mmof mma mmmanufacturing mmcompany. mmShe mmrecently mmundertook mmresearch
mmto mmidentify mmcompetitor mmcompensation mmand mmincentive mmplans, mminformation mmabout mmpending mmlegislative
mmchanges mmand mmavailability mmof mmtalent mmin mmthe mmlabour mmmarket mmfor mmthe mmupcoming mmstrategic mmplanning
mmmeeting. mmRita mmwas mmconducting:
A) environmental mmscanning.
B) an mmemployee mmengagement mmsurvey.
C) an mmexternal mmmarket mmsurvey.
D) an mmenvrionmental mmstudy.
E) an mmexternal mmopportunities/threats mmstudy.
11) The mmHR mmmanager mmof mmSmith mm& mmYu mmcompany mmwas mmheavily mminvolved mmin mma mmdownsizing mmexercise
mmof mmthe mmcompany's mmsales mmforce mmdue mmto mman mmeconomic mmdownturn. mmHe mmwas mmalso mminvolved mmin mmarranging
mmfor mmoutplacement mmservices mmand mmemployee mmretention mmprograms mmas mmwell mmas mmrestructuring mmof mmthe
mmbusiness mmfollowing mmthe mmdownsizing. mmThis mmis mman mmexample mmof mmHR's mmrole mmin:
A) formulating mmstrategy.
B) operational mmactivities.
C) environmental mmscanning.
D) environmental mmscanning mmand mmexecuting mmstrategy.
E) executing mmstrategy.
12) The mmcore mmvalues, mmbeliefs, mmand mmassumptions mmthat mmare mmwidely mmshared mmby mmmembers mmof mman
mmorganization mmare mmknown mmas:
A) organizational mmclimate.
B) the mmstrategic mmplan.
C) the mmmission mmstatement.
D) organizational mmculture.
mm
TEST BANK For
mm mm mm
Human Resources Management in Canada
mm mm mm mm
15th Canadian Edition by Gary Dessler
mm mm mm mm mm
mm Chapters 1 - 17 mm mm mm
,lOMoAR
mm
, lOMoAR
mm
Answers mmare mmat mmthe mmend mmof mmeach mmChapter
Chapter mm1
MULTIPLE mmCHOICE. Choose mmthe mmone mmalternative mmthat mmbest mmcompletes mmthe mmstatement mmor mmanswers
mmthe mm question.
1) Human mmresources mmmanagement mmrefers mmto:
A) the mmmanagement mmof mmpeople mmin mmorganizations.
B) concepts mmand mmtechniques mmfor mmorganizing mmwork mmactivities.
C) all mmmanagerial mmactivities.
D) concepts mmand mmtechniques mmused mmin mmleading mmpeople mmat mmwork.
E) management mmtechniques mmfor mmcontrolling mmpeople mmat mmwork.
2) The mmknowledge, mmeducation, mmtraining, mmskills, mmand mmexpertise mmof mma mmfirm's mmworkers mmis mmknown mmas:
A) physical mmcapital.
B) management's mmphilosophy.
C) human mmcapital.
D) production mmcapital.
E) cultural mmdiversity.
3) Human mmresources mmpractices mmthat mmsupport mmstrategy mminclude:
A) performance mmmanagement.
B) production mmscheduling.
C) policies mmand mmprocedures.
D) staffing mmpractices.
E) rewards mmpractices.
4) A mmcompany mmutilizes mma mmsystem mmto mmmeasure mmthe mmimpact mmof mmHuman mmResources mmwhich mmbalances
mmmeasures mmrelating mmto mmfinancial mmresults, mmcustomers, mminternal mmbusiness mmprocesses mmand mmhuman mmcapital
mmmanagement. mmThis mmsystem mmis mmknows mmas mmthe:
A) HRIS.
B) balanced mmstrategy.
C) Human mmCapital mmIndex.
D) balanced mmscorecard.
E) none mmof mmthe mmabove.
5) You mmhave mmbeen mmtasked mmwith mmbuilding mmemployee mmengagement mmat mmthe mmfirm mmyou mmwork mmfor.
mmStrategic mmhuman mmresources mminitiatives mm you mmwould mmconsider mmimplementing mminclude:
A) employee mmrecognition mmprograms mmand mmmanagement mmdevelopment mmprograms.
B) diversity mmprograms.
C) employee mmrecognition mmprograms.
D) employee mmrelations mmactivity.
E) job mmdesign mmindicators.
6) HR mmdepartment mmstaff mmmembers mmare mmtraditionally mminvolved mmin mmkey mmoperational mmresponsibilities.
mmWhich mmof mmthe mmfollowing mmis mman mmoperational mmresponsibility?
A) setting mmgoals mmand mmobjectives
B) collecting mmmetrics
C) analyzing mmmetrics
D) interpreting mmhuman mmright mmlaws
E) interpreting mmhealth mmand mmsafety mmlegislation
, lOMoAR
mm
7) Being mmcompletely mmfamiliar mmwith mmemployment mmlegislation, mmHR mmpolicies mmand mmprocedures,
mmcollective mmagreements, mmand mmthe mmoutcome mmof mmrecent mmarbitration mmhearings mmand mmcourt mmdecisions mmis
mmmost mmclosely mmrelated mmwith mmwhich mmof mmthe mmfollowing mmHR mmactivities?
A) serving mmas mma mmconsultant
B) formulating mmpolicies mmand mmprocedures
C) offering mmadvice
D) providing mmservices
E) serving mmas mma mmchange mmagent
8) The mmpractice mmof mmcontracting mmwith mmoutside mmvendors mmto mmhandle mmspecified mmfunctions mmon mma
mmpermanent mmbasis mmis mmknown mmas
A) hiring mmtemporary mmemployees.
B) payroll mmand mmbenefits mmadministration.
C) contract mmadministration.
D) outsourcing.
E) labour-management mmrelations.
9) The mmcompany's mmplan mmfor mmhow mmit mmwill mmbalance mmits mminternal mmstrengths mmand
mmweaknesses mmwith mmexternal mmopportunities mmand mmthreats mmin mmorder mmto mmmaintain mmcompetitive
mmadvantage mmis mmknown mmas
A) HR mmstrategy.
B) strategy.
C) environmental mmscanning.
D) policies mmand mmprocedures.
E) none mmof mmthe mmabove.
10) Rita mmis mmthe mmHR mmDirector mmof mma mmmanufacturing mmcompany. mmShe mmrecently mmundertook mmresearch
mmto mmidentify mmcompetitor mmcompensation mmand mmincentive mmplans, mminformation mmabout mmpending mmlegislative
mmchanges mmand mmavailability mmof mmtalent mmin mmthe mmlabour mmmarket mmfor mmthe mmupcoming mmstrategic mmplanning
mmmeeting. mmRita mmwas mmconducting:
A) environmental mmscanning.
B) an mmemployee mmengagement mmsurvey.
C) an mmexternal mmmarket mmsurvey.
D) an mmenvrionmental mmstudy.
E) an mmexternal mmopportunities/threats mmstudy.
11) The mmHR mmmanager mmof mmSmith mm& mmYu mmcompany mmwas mmheavily mminvolved mmin mma mmdownsizing mmexercise
mmof mmthe mmcompany's mmsales mmforce mmdue mmto mman mmeconomic mmdownturn. mmHe mmwas mmalso mminvolved mmin mmarranging
mmfor mmoutplacement mmservices mmand mmemployee mmretention mmprograms mmas mmwell mmas mmrestructuring mmof mmthe
mmbusiness mmfollowing mmthe mmdownsizing. mmThis mmis mman mmexample mmof mmHR's mmrole mmin:
A) formulating mmstrategy.
B) operational mmactivities.
C) environmental mmscanning.
D) environmental mmscanning mmand mmexecuting mmstrategy.
E) executing mmstrategy.
12) The mmcore mmvalues, mmbeliefs, mmand mmassumptions mmthat mmare mmwidely mmshared mmby mmmembers mmof mman
mmorganization mmare mmknown mmas:
A) organizational mmclimate.
B) the mmstrategic mmplan.
C) the mmmission mmstatement.
D) organizational mmculture.
