hr3

1. Human resource planning involves forecasting future organizational needs, including all of the following except

A. the number of employees that will be needed

B. the competencies employees will need

C. the potential supply of employees

D. the matching of employee supply with demand

E. the matching of customer demand with output

E
2. In the long run, effective human resource planning can determine an organization’s

A. physical design

B. mission

C. product line

D. strategic success

E. market position

D
3. An organizational growth strategy usually entails a human resource strategy that includes

A. layoffs

B. early retirement

C. employee promotions

D. salary freezes

E. task variety

C
4. ________ is (are) a critical tool to take advantage of an organization’s human capital.

A. Company location

B. An effective human resource plan

C. Benefit packages

D. Products or services produced

E. Level of diversity

B
5. Human resource planning is also called

A. resource planning

B. human capital planning

C. employment planning

D. people planning

E. capital resource planning

C
6. Which of the following has a direct impact on human resource objectives?

A. organizational strategy

B. automation

C. regulatory environment

D. social expectations

E. task significance

A
7. Having the right people with the right skills at the right time is a major objective of

A. Human Relations Planning

B. Human Resource Planning

C. Human Relations Management

D. Human Resources Management

E. Human Resource Allocation

B
8. All of the following are steps in the human resource planning process except:

A. Develop HR Objectives

B. Establish program priorities

C. Assess internal and external supply of resources

D. Forecast demand for resources

E. Design and implement HRM programs

B
9. The major cause(s) of human resource demand include all the following except

A. social-political-legal challenges

B. technological changes

C. competitors

D. economic developments

E. change in recruiting policies

E
10. Current and future impacts of the Canadian, and provincial, Human Rights Acts are a(n) __________ cause of demand for human resources

A. external

B. organizational

C. workforce

D. analytical

E. physical

A
11. External causes of demand for human resources in the future include

A. budgets

B. technological changes

C. new ventures

D. strategic plans

E. sales forecasts

B
12. Organizational causes of demand for human resources include

A. competitors

B. legal challenges

C. technological changes

D. retirements

E. new ventures

E
13. Workforce causes of demand for human resources include

A. technological changes

B. retirement and resignations

C. budgets

D. organizational (and job) design

E. sales forecasts

B
14. All of the following are workforce-related causes of demand for human resources in the future except

A. retirement

B. resignation

C. termination

D. job designs

E. death

D
15. Attempting to predict future human resource demands is called

A. retrospection

B. introspection

C. forecasting

D. supply projections

E. demand sourcing

C
16. Forecasting techniques for estimating future human resource demand include all the following except

A. extrapolation

B. nominal group technique

C. budget and planning analysis

D. the Delphi technique

E. skills inventories

E
17. Indexation is a method of estimating __________ employment needs by matching employment __________ with a selected index

A. future; patterns

B. past; patterns

C. current; patterns

D. past; growth

E. future; growth

E
18. Methods of trend projection forecasting include

A. extrapolation

B. budget analysis

C. nominal group technique

D. the Delphi technique

E. staffing tables

A
19. A listing of short-term human resource needs by job type may often be reported in the form of

A. a staffing table

B. a random list

C. written opinions

D. formal expert survey

E. an extrapolated listing

A
20. Among the sources of supply for projected human resource needs are

A. external sources

B. physical sources

C. social sources

D. legal sources

E. financial sources

A
21. Internal sources of human resource supply can include all the following except

A. promotions

B. demotions

C. new hires

D. transfers

E. job enlargement

C
22. Greater knowledge of current employees allows a human resource department to more effectively plan

A. product development

B. sales goals

C. career planning and employee equity goals

D. organizational mission statement

E. market entry timing

C
23. The means of identification of the internal potential supply of human resources for an organization involves

A. HR audits

B. extrapolation

C. labour market analysis

D. a staffing table

E. asking top management

A
24. One thing that a human resource audit summarizes is

A. the need for employing more people

B. an employee’s tasks

C. an employee’s abilities alone

D. both an employee’s skills and abilities

E. an employee’s personal history

D
25. Human resource audits are usually completed by

A. the human resource department

B. the human resource department and the immediate supervisor

C. the human resource department and the employee

D. the employee, the human resource department and the immediate supervisor

E. the employee and the immediate supervisor

D
26. The advantage of replacement summaries over replacement charts is that the summaries are

A. more detailed

B. less detailed, thus easier to read

C. produced daily

D. use simpler language

E. replacement charts cannot be computerized

A
27. Replacement status is made up of two variables

A. current job level and seniority

B. present performance and promotability

C. seniority and promotability

D. current job level and present performance

E. skills and training requirements

B
28. Means of identifying an internal supply of candidates for future human resource demands include

A. Markov analysis

B. labour market analysis

C. demographic analysis

D. job analysis

E. economic analysis

A
29. Markov analysis is particularly useful in organizations where

A. the external environment is unstable and unpredictable

B. internal (strategic) changes are complex and on-going

C. jobs do not fluctuate rapidly due to external or internal change

D. rapid response is needed to social and legal challenges

E. economic conditions are changing quickly

C
30. Employee transition matrices are more popularly known as

A. replacement charts

B. feedback charts

C. Markov analysis

D. Poisson distributions

E. labour market analysis

C
31. Markov analysis is more effective for

A. job positions of at least 50 employees

B. job positions of less than 20 employees

C. service industries

D. manufacturing industries

E. not for profit organizations

A
32. Reasons why an organization may not be able to fill human resource demands internally include

A. some jobs are entry level

B. a corporate strategy that prevents internal job promotions

C. some jobs cost too much to fill internally

D. union contracts usually prevent employees being promoted

E. most employees normally refuse promotions

A
33. When estimating external supplies for human resources, HR departments examine

A. labour market trends

B. possible promotions

C. sales projections

D. replacement charts

E. the internal workforce

A
34. In estimating external supply for human resources, demographic trends analysis is

A. useful because trends are usually known years in advance of their impacts

B. less than useful as demographic projections tend to be reactive and unreliable

C. ineffective, as information about trends is not often available and hard to obtain

D. in contravention of the Canadian Human Rights Act

E. legal, but socially unacceptable

A
35. Typically, human resource planners run into a decision situation, as they usually find that

A. the available supply of human resources is either less or greater than their future needs

B. the available supply of human resources needed is equal to the supply

C. demographics may interfere with labour supply

D. it is more cost effective to do all hiring electronically

E. even with a human resource surplus few people actually want to work

A
36. If a firm’s internal supply of workers exceeds its demand, a __________ exists

A. human resource shortage

B. demographic challenge

C. human resource surplus

D. labour market division

E. human resource division

C
37. Strategies to manage an oversupply of human resources include all of the following except

A. hiring freeze

B. job sharing

C. layoffs

D. internal transfers

E. overtime

E
38. Firms can deal with a human resource surplus in the following ways except

A. Loaning employees to other departments

B. job sharing

C. part-time workers

D. outsourcing

E. termination

D
39. A strategy for dealing with a human resource surplus is

A. overtime

B. transfers

C. hiring freeze

D. promotions

E. contract workers

C
40. The most common first response to an employee surplus is usually

A. job sharing

B. hiring freeze

C. early retirement offers

D. termination

E. overtime

B
41. When an organization reduces its workforce through attrition this refers to

A. switching to part-time workers

B. internal transferring of employees

C. individually initiated departures

D. layoffs

E. outplacement analysis

C
42. The advantage of attrition as a means of reducing an employee surplus is that

A. it is a fast process

B. it guarantees the loss of the most expendable employees

C. it does not involve resignation or retirement

D. it usually presents the fewest problems to the organization

E. does not include employees who die at work

D
43. The most conflict-free method for reducing an employee surplus, particularly in an union environment, is likely

A. attrition

B. layoffs

C. using part-time workers

D. leaves without pay

E. sabbaticals

A
44. Job sharing refers to a plan whereby

A. two or more people do the same job at the same time

B. one or more employees do the same job, but work different hours, days, or even weeks

C. an employee allows another employee to do their job for them

D. one employee does a job while the other collects compensation for it

E. employees engage in social loafing

B
45. Which of the following is not true of part-time workers?

A. it is a method of cutting labour costs

B. the growing number of women in the workforce prefer to work part-time

C. employers can match workforce numbers with peak demand periods

D. service industries prefer part-time workers

E. it is easy to convert full time worker to part time workers

E
46. Layoffs can be defined as

A. attrition due to an internal employee surplus

B. separation of employees from the organization for economic or business reasons

C. identical to employee termination

D. outplacement

E. hiring on a temporary basis

B
47. Money given from the organization to employees who are being permanently separated is usually referred to as

A. buy-out money

B. severance pay

C. baksheesh

D. unemployment insurance

E. performance rewards

B
48. A ________ occurs when there is not enough qualified talent to fill the demand for workers and organizations cannot fill their open positions.

A. labour shortage

B. demographic challenge

C. human resource surplus

D. labour market division

E. human resource division

A
49. A strategy for dealing with a human resource shortage includes all of the following except

A. overtime

B. transfers

C. promotions

D. contract workers

E. job sharing

E
50. Contractors are

A. another name for part-time employees

B. people who provide goods or services to another entity under the terms of a specific contract

C. the same as flextime staff

D. permanent employees who have been marked for layoffs

E. full-time employees who telecommute for more than 50% of the work week

B
51. Crowdsourcing is

A. the management of work teams

B. a means of distributing surplus employees to various internal departments

C. a novel way for companies to meet their resource requirements

D. similar to outsourcing, but in the terms of human resources, when an organization sends a working group to another entity to work

E. a new social networking site for human resources management professionals to access and utilize as a means of hiring for single positions

C
52. Most promotions are based on

A. seniority or merit

B. age

C. family connections

D. personal relationships with management

E. factors external to the organization

A
53. An advantage of flexible retirement can be

A. that the organization has an advance notice of a future position vacancy

B. that the employer can begin reducing the benefits the employee is entitled to

C. that company is able to speed up the rate of the flexible retirement schedule

D. that retirees can extend their contributions and continue their engagements with the organization

E. that it is a politically correct way of enforcing a mandatory retirement age

D
54. In order for telework to be successful the organization must

A. have mobile managers visiting the employees in their home office

B. have top-notch telecom and information technology support for home offices

C. have managers who are able to work on-call 24/7.

D. have union agreements in place for the diversity of the workforce

E. have an intranet site where employees can “meet” and converse similar to what employees do in a brick and mortar lunch room.

B
55. Compressed workweeks refer to:

A. two part-time employees doing the job of one full-time person

B. a reduction in the number of days per week in which full-time work is performed.

C. shutting down the operations on weekends

D. employees have the option of working the same number of hours a week, but can choose which days of the week to work

E. allowing employees to only work in the winter months when the days are shorter

B
56. The concept of flex hours is one where

A. employees can choose to come to work or not

B. employees can come and go from work as they please so long as they get their job done

C. employees can have variable start and stop times

D. employees are permitted to schedule their workweek so long as it is within a set range of hours each day

E. the employer can require employees to come to work at different hours every day

C
57. The concept of flex schedules is one where

A. employees can choose to come to work or not

B. employees can come and go from work as they please so long as they get their job done

C. employees can have variable start and stop times

D. employers and employees agree to a schedule with any type of variation in traditional work schedules

E. the employer can require employees to come to work at different hours every day

D
58. Flexible work arrangements can

A. expand business flexibility, increase costs, increase employee engagement, and demonstrate a concern for people and recognition as to the diverse nature of their needs.

B. minimize business flexibility, save costs, increase employee engagement, and demonstrate a concern for people and recognition as to the diverse nature of their needs.

C. expand business flexibility, save costs, increase employee engagement, and demonstrate a concern for people and recognition as to the diverse nature of their needs.

D. expand business flexibility, save costs, decrease employee engagement, and demonstrate a concern for people and recognition as to the diverse nature of their needs.

E. expand business flexibility, increase costs, decrease employee engagement, and demonstrate a concern for people and recognition as to the diverse nature of their needs.

D
59. Flexible work options could include all the following except

A. job sharing

B. telecommuting

C. different work schedules

D. layoffs

E. flextime

D
60. Workers who work full- or part-time from their own home, usually by means of computers, faxes, and modems (etc.) are referred to as

A. teleprompters

B. telecommunicators

C. telecommuters

D. external employees

E. electronically enabled employees

C
61. If one had a company with 1700 employees and no formal headquarters, one could be said to have a(n)

A. telecommuting company

B. virtual organization

C. electronic firm

D. wireless organization

E. global organization

B
62. In the human resource business, HRIS stands for

A. Human Resource Information Standards

B. Human Relations Information System

C. Human Resource Information System

D. Human Relations Information Standards

E. Human Resource Identification System

C
63. When designing a HRIS, the following factors are relevant except

A. size and breadth

B. types of outputs

C. access to HRIS Information

D. security

E. external/internal supply of human resources

E
64. With technology and HRIS, HR has successfully __________ the day-to-day activities and, where possible __________, the data entry at the source.

A. improved; imported

B. expedited; secured

C. automated; downloaded

D. automated; uploaded

E. expedited; uploaded

C
65. __________ is the process of selecting, exploring, analyzing, and modelling data to create better business outcomes.

A. Predictive tactics

B. Proactive planning

C. Predictive planning

D. Proactive analysis

E. Predictive analysis

C
66. Talent Management refers to “a systemic attraction, __________, development, engagement/retention and __________of those individuals with high potential who are of particular __________to the organization.

A. aptitude; deployment; surplus

B. aptitude; deployment; value

C. identification; selection; value

D. identification; deployment; surplus

E. identification; deployment; value

E
67. __________ can be a blessing to salary administrators, trainers, human resource planners, and union-management negotiators if it provides them with the kind of objective and reliable information they have long needed to plan these functions.

A. Human Resource Accounting

B. Human Resource Auditing

C. Human Relations Accounting

D. Human Relations Accountability

E. Human Relations Auditing

A