5
lOMoAR
95 cPSD|
9 11700591
TEST BANK For
Human Resources Management in Canada
15th Canadian Edition by Gary Dessler
Chap
ters 1
- 17
, 5
lOMoAR
95 cPSD|
9 11700591
, 5
lOMoAR
95 cPSD|
9 11700591
Answers59are59at59the59end59of59each59Chapter
Chapter591
MULTIPLE59CHOICE.
Choose59the59one59alternative59that59best59completes59the59statement59or59answers59th
e59question.
1) Human59resources59management59refers59to:
A) the59management59of59people59in59organizations.
B) concepts59and59techniques59for59organizing59work59activities.
C) all59managerial59activities.
D) concepts59and59techniques59used59in59leading59people59at59work.
E) management59techniques59for59controlling59people59at59work.
2) The59knowledge,59education,59training,59skills,59and59expertise59of59a59firm's59workers59is59known59as:
A) physical59capital.
B) management's59philosophy.
C) human59capital.
D) production59capital.
E) cultural59diversity.
3) Human59resources59practices59that59support59strategy59include:
A) performance59management.
B) production59scheduling.
C) policies59and59procedures.
D) staffing59practices.
E) rewards59practices.
4) A59company59utilizes59a59system59to59measure59the59impact59of59Human59Resources59which59balances59me
asures59relating59to59financial59results,59customers,59internal59business59processes59and59human59capital59manage
ment.59This59system59is59knows59as59the:
A) HRIS.
B) balanced59strategy.
C) Human59Capital59Index.
D) balanced59scorecard.
E) none59of59the59above.
5) You59have59been59tasked59with59building59employee59engagement59at59the59firm59you59work59for.59St
rategic59human59resources59initiatives59you59would59consider59implementing59include:
A) employee59recognition59programs59and59management59development59programs.
B) diversity59programs.
C) employee59recognition59programs.
D) employee59relations59activity.
E) job59design59indicators.
6) HR59department59staff59members59are59traditionally59involved59in59key59operational59responsibilities.59W
hich59of59the59following59is59an59operational59responsibility?
A) setting59goals59and59objectives
B) collecting59metrics
C) analyzing59metrics
D) interpreting59human59right59laws
E) interpreting59health59and59safety59legislation
, 5
lOMoAR
95 cPSD|
9 11700591
7) Being59completely59familiar59with59employment59legislation,59HR59policies59and59procedures,59collective
59agreements,59and59the59outcome59of59recent59arbitration59hearings59and59court59decisions59is59most59closely59rel
ated59with59which59of59the59following59HR59activities?
A) serving59as59a59consultant
B) formulating59policies59and59procedures
C) offering59advice
D) providing59services
E) serving59as59a59change59agent
8) The59practice59of59contracting59with59outside59vendors59to59handle59specified59functions59on59a59perm
anent59basis59is59known59as
A) hiring59temporary59employees.
B) payroll59and59benefits59administration.
C) contract59administration.
D) outsourcing.
E) labour-management59relations.
9) The59company's59plan59for59how59it59will59balance59its59internal59strengths59and59weaknesses59
with59external59opportunities59and59threats59in59order59to59maintain59competitive59advantage59is59kno
wn59as
A) HR59strategy.
B) strategy.
C) environmental59scanning.
D) policies59and59procedures.
E) none59of59the59above.
10) Rita59is59the59HR59Director59of59a59manufacturing59company.59She59recently59undertook59research59to59
identify59competitor59compensation59and59incentive59plans,59information59about59pending59legislative59changes
59and59availability59of59talent59in59the59labour59market59for59the59upcoming59strategic59planning59meeting.59Rita
59was59conducting:
A) environmental59scanning.
B) an59employee59engagement59survey.
C) an59external59market59survey.
D) an59envrionmental59study.
E) an59external59opportunities/threats59study.
11) The59HR59manager59of59Smith59&59Yu59company59was59heavily59involved59in59a59downsizing59exercise59of
59the59company's59sales59force59due59to59an59economic59downturn.59He59was59also59involved59in59arranging59for59
outplacement59services59and59employee59retention59programs59as59well59as59restructuring59of59the59business59follo
wing59the59downsizing.59This59is59an59example59of59HR's59role59in:
A) formulating59strategy.
B) operational59activities.
C) environmental59scanning.
D) environmental59scanning59and59executing59strategy.
E) executing59strategy.
12) The59core59values,59beliefs,59and59assumptions59that59are59widely59shared59by59members59of59an59organizat
ion59are59known59as:
A) organizational59climate.
B) the59strategic59plan.
C) the59mission59statement.
D) organizational59culture.
lOMoAR
95 cPSD|
9 11700591
TEST BANK For
Human Resources Management in Canada
15th Canadian Edition by Gary Dessler
Chap
ters 1
- 17
, 5
lOMoAR
95 cPSD|
9 11700591
, 5
lOMoAR
95 cPSD|
9 11700591
Answers59are59at59the59end59of59each59Chapter
Chapter591
MULTIPLE59CHOICE.
Choose59the59one59alternative59that59best59completes59the59statement59or59answers59th
e59question.
1) Human59resources59management59refers59to:
A) the59management59of59people59in59organizations.
B) concepts59and59techniques59for59organizing59work59activities.
C) all59managerial59activities.
D) concepts59and59techniques59used59in59leading59people59at59work.
E) management59techniques59for59controlling59people59at59work.
2) The59knowledge,59education,59training,59skills,59and59expertise59of59a59firm's59workers59is59known59as:
A) physical59capital.
B) management's59philosophy.
C) human59capital.
D) production59capital.
E) cultural59diversity.
3) Human59resources59practices59that59support59strategy59include:
A) performance59management.
B) production59scheduling.
C) policies59and59procedures.
D) staffing59practices.
E) rewards59practices.
4) A59company59utilizes59a59system59to59measure59the59impact59of59Human59Resources59which59balances59me
asures59relating59to59financial59results,59customers,59internal59business59processes59and59human59capital59manage
ment.59This59system59is59knows59as59the:
A) HRIS.
B) balanced59strategy.
C) Human59Capital59Index.
D) balanced59scorecard.
E) none59of59the59above.
5) You59have59been59tasked59with59building59employee59engagement59at59the59firm59you59work59for.59St
rategic59human59resources59initiatives59you59would59consider59implementing59include:
A) employee59recognition59programs59and59management59development59programs.
B) diversity59programs.
C) employee59recognition59programs.
D) employee59relations59activity.
E) job59design59indicators.
6) HR59department59staff59members59are59traditionally59involved59in59key59operational59responsibilities.59W
hich59of59the59following59is59an59operational59responsibility?
A) setting59goals59and59objectives
B) collecting59metrics
C) analyzing59metrics
D) interpreting59human59right59laws
E) interpreting59health59and59safety59legislation
, 5
lOMoAR
95 cPSD|
9 11700591
7) Being59completely59familiar59with59employment59legislation,59HR59policies59and59procedures,59collective
59agreements,59and59the59outcome59of59recent59arbitration59hearings59and59court59decisions59is59most59closely59rel
ated59with59which59of59the59following59HR59activities?
A) serving59as59a59consultant
B) formulating59policies59and59procedures
C) offering59advice
D) providing59services
E) serving59as59a59change59agent
8) The59practice59of59contracting59with59outside59vendors59to59handle59specified59functions59on59a59perm
anent59basis59is59known59as
A) hiring59temporary59employees.
B) payroll59and59benefits59administration.
C) contract59administration.
D) outsourcing.
E) labour-management59relations.
9) The59company's59plan59for59how59it59will59balance59its59internal59strengths59and59weaknesses59
with59external59opportunities59and59threats59in59order59to59maintain59competitive59advantage59is59kno
wn59as
A) HR59strategy.
B) strategy.
C) environmental59scanning.
D) policies59and59procedures.
E) none59of59the59above.
10) Rita59is59the59HR59Director59of59a59manufacturing59company.59She59recently59undertook59research59to59
identify59competitor59compensation59and59incentive59plans,59information59about59pending59legislative59changes
59and59availability59of59talent59in59the59labour59market59for59the59upcoming59strategic59planning59meeting.59Rita
59was59conducting:
A) environmental59scanning.
B) an59employee59engagement59survey.
C) an59external59market59survey.
D) an59envrionmental59study.
E) an59external59opportunities/threats59study.
11) The59HR59manager59of59Smith59&59Yu59company59was59heavily59involved59in59a59downsizing59exercise59of
59the59company's59sales59force59due59to59an59economic59downturn.59He59was59also59involved59in59arranging59for59
outplacement59services59and59employee59retention59programs59as59well59as59restructuring59of59the59business59follo
wing59the59downsizing.59This59is59an59example59of59HR's59role59in:
A) formulating59strategy.
B) operational59activities.
C) environmental59scanning.
D) environmental59scanning59and59executing59strategy.
E) executing59strategy.
12) The59core59values,59beliefs,59and59assumptions59that59are59widely59shared59by59members59of59an59organizat
ion59are59known59as:
A) organizational59climate.
B) the59strategic59plan.
C) the59mission59statement.
D) organizational59culture.
