Q&A Hero

Q: The process of making hire- or no-hire decisions describes the ________ step of the hiring process. A) recruitment B) selection C) socialization D) interviewing

Q: In the hiring process, generating a pool of qualified candidates for a job constitutes the ________ phase. A) recruitment B) selection C) socialization D) interviewing

Q: Explain the role of forecasting in human resource planning, the choices of forecasting techniques a planner has, and why an HR manager would choose one technique over another.

Q: ________ is the process an organization uses to ensure that it has the right amount and the right kind of people to deliver a particular level of output or services in the future.

Q: ________ is how many workers the organization will need in the future.

Q: The availability of workers with the required skills to meet the firm's labor demand is referred to as ________.

Q: Qualitative forecasting techniques tend to be less accurate than quantitative forecasting techniques.

Q: Qualitative forecasting techniques permit the firms to incorporate any factors or conditions the forecaster wishes to consider.

Q: To forecast labor demand and supply, a firm must have historical staffing data.

Q: Quantitative forecasting techniques are especially useful for new organizations that lack historical staffing information.

Q: A firm that terminates employees during a laborer surplus suffers no consequences under federal law.

Q: Labor demand is the number of employees who are seeking employment.

Q: The labor supply for an organization is how many workers are available with the required skills to meet company needs.

Q: Which of the following is a quantitative technique for forecasting labor supply? A) Vacancy analysis B) Regression analysis C) Markov analysis D) Ratio analysis

Q: Qualitative forecasts are best described as: A) more accurate than quantitative forecasts. B) more flexible than quantitative forecasts. C) less subject to judgment errors. D) too reliant on historical data.

Q: A quantitative forecast: A) can utilize any variables which increase flexibility. B) is very helpful in a dynamic business environment. C) is highly subject to judgment errors. D) relies primarily on past data.

Q: An accounting firm plans to open 3 new branches. The firm currently has 4 branches with 4 accountants each. Each new branch will also need 4 accountants. The firm experiences a yearly 30% turnover among accountants. The firm's projected need for accountants will be: (Round your answer up to the next full position.) A) 17. B) 20. C) 25. D) 30.

Q: A restaurant chain is forecasting next year's labor needs. The firm employs 90 workers as wait staff at ten restaurants. The firm experiences 100% turnover each year among wait staff. The firm plans to open 4 more restaurants next year. The firm will need ________ wait staff next year. (Round your answer up to the next full position.) A) 60 B) 90 C) 126 D) 252

Q: A restaurant chain is forecasting next year's labor needs. Ten restaurants have their own managers, and the firm experiences 45% manager turnover each year. The firm plans to open 4 more restaurants next year. The firm's projected need for managers for the upcoming year will be: (Round your answer up to the next full position.) A) 9. B) 10. C) 11. D) 12.

Q: If labor demand equals labor supply, HR needs can best be met by: A) retraining long-term employees. B) transferring employees internally. C) reducing employee work hours. D) paying overtime to employees.

Q: If labor demand exceeds labor supply, HR needs can best be met through: A) worker training. B) work sharing. C) severance pay. D) internal transfers.

Q: If labor supply exceeds labor demand, HR needs can best be met by: A) succession planning. B) recruiting externally. C) reducing wages. D) subcontracting.

Q: Carmen is involved in the process of ensuring that her firm has the right number of people with the right skills to meet customer demand for the firm's products. Carmen is most likely engaged in: A) HR benchmarking. B) HR planning. C) recruiting. D) selecting.

Q: The idea that one can successfully infer an individual's motivations, interests, values, and behavioral traits based on that individual's group membership is referred to as ________.

Q: Inclusiveness training is a term used by firms hoping to unify employees rather than divide them by their group membership.

Q: Which term refers to the idea that one can infer an individual's motivations, interests, values, and behavioral traits based on the individual's group membership? A) Cultural determinism B) Cognitive perception C) Discrimination D) Cultural awareness

Q: While diversity programs offer companies a number of benefits, some potential pitfalls also arise, such as: A) promoting job competition. B) generating reverse discrimination suits. C) promoting stereotypes. D) creating communication barriers.

Q: Improving diversity management is an important challenge for companies. Explain at least five strategies for improving the management of diversity.

Q: A(n) ________ is a review of the effectiveness of an organization's diversity management program.

Q: A(n) ________ is a program in which promising prospective employees are groomed before they are actually hired on a permanent basis.

Q: A(n) ________ is a group established by an employer to provide a nurturing climate for employees who would otherwise feel isolated or alienated.

Q: Programs that provide diversity awareness training and educate employees on specific cultural and sex differences, and how to respond to these in the workplace are referred to as ________.

Q: A support program in which senior managers identify promising women and minority employees and play an important role in nurturing their career progress is referred to as a(n) ________.

Q: Effective implementation of a diversity management program requires that managers be held accountable for failures and rewarded for successes.

Q: A diversity audit is similar to a utilization analysis conducted by the EEOC.

Q: Senior mentoring and apprenticeships are two tools used by corporations to improve diversity and the understanding of diversity.

Q: Diversity training programs are intended to raise diversity awareness and help managers and employees respond appropriately to cultural and sex differences.

Q: Additional Case 4.4 Xavier has just become the head of HR at Hot Rods, Inc. He notices that the company is very homogenous, especially in light of the very diverse community in which it is located. He is surprised to find that the number of women and other minorities is quite low in all positions. As one of his first responsibilities, Xavier wants to implement a diversity program at Hot Rods. Refer to Additional Case 4.4. Which of the following is the most important step for Xavier as he institutes a diversity program at Hot Rods? A) Adopting a narrow definition of diversity in order to not let the term become overly-inclusive B) Creating a two-day training program and requiring all employees to attend C) Involving a cross-section of employees in designing the program D) Focusing the program solely on top management

Q: Additional Case 4.4 Xavier has just become the head of HR at Hot Rods, Inc. He notices that the company is very homogenous, especially in light of the very diverse community in which it is located. He is surprised to find that the number of women and other minorities is quite low in all positions. As one of his first responsibilities, Xavier wants to implement a diversity program at Hot Rods. Refer to Additional Case 4.4. In order to determine where biases are coming from, Xavier should consider which of the following? A) Having all new employees attend a diversity seminar B) Developing an affirmative action strategy C) Instituting an old boys' network D) Performing a diversity audit

Q: Additional Case 4.3 Your retail company has 80% of its stores located in downtown metropolitan areas. Your biggest stores are in communities where minorities represent 60% of your customers. Your middle-management team has been changing over time so that 50% of your managers are women and about 30% are ethnic minorities. A significant number of your hourly employees, about 35%, have served over 20 years in their respective stores and many are over 40 years of age. Top management feels that African-Americans are under-represented in the hourly workforce and in middle management. They want HR to initiate an aggressive recruitment process to address the situation. Hispanics are the biggest minority group, besides women, in your workforce. In a discussion about where the company should target its diversity program, the CEO explains she wants to implement a training program for managers to raise their sensitivity to minorities, especially Hispanics. She also notes that there are no disabled persons in the workforce and very few Asian-Americans. Carlos, the VP of facilities, notes that he has accommodated all the Asian-American employees he can in his MIS and facility support services. He also argues that he only has about $10,000 in his budget for reorganizing display space in the stores to accommodate disabled employees and that this amount probably isn't sufficient to accommodate a disabled employee. Refer to Additional Case 4.3. Which of the following would most likely help women at the firm advance their careers? A) Affirmative action quotas to increase available positions B) Education programs to raise their technical skills C) Senior mentors to provide strategic guidance D) Communication policies to minimize offenses

Q: Additional Case 4.1 As the Director of HR, David is leading a management discussion to plan and implement a diversity management program. David is concerned that management, while tolerant, tends to stereotype minorities and this will eventually lead to difficulties for the firm. The company's top three markets are in Los Angeles, Chicago, and Miami. All three markets are heavily Latino in make-up. The senior management team is all male. The youngest member is 58 years of age. Martinez, the VP of Operations, feels that people should blend together and that focusing on differences merely creates divisions. He thinks that you should have a common training program to create a unified "American" company culture. Patrick, VP of Finance, doesn't see the need for a program. He respects that people are different, but he feels that once you get to know a Hispanic, African-American, or Asian-American, you know how to work with any Hispanic, African-American, or Asian-American. Moreover, Patrick doesn't believe the company should get into affirmative action programs. The firm tried it ten years ago, and it created many problems. Simon, the CEO, thinks a diversity management program is important. He believes the company is missing some important talent without such a program. Simon feels that the company can create a competitive advantage by being in the lead on this issue and also believes the changing workforce is going to require adjustments in the future. Refer to Additional Case 4.1. What should be the firm's first step in improving diversity management? A) Forming a commitment from top management to value diversity B) Implementing flextime and job share programs C) Initiating senior mentoring programs D) Developing communication standards

Q: One way to guarantee managers' buy-in and reinforcement of diversity efforts is to: A) require managers to participate in annual diversity seminars. B) hold mangers accountable for fulfilling diversity objectives. C) create manager-led minority support groups. D) conduct an official diversity audit.

Q: A diversity audit can most likely help managers to: A) analyze a firm's internal competencies and external competition. B) review the effectiveness of a diversity management program. C) maintain minority and female employee retention rates. D) develop new diversity-oriented recruiting strategies.

Q: Firms are most likely hesitant to perform official diversity audits because they: A) worry about offending minority employees. B) develop HR policies based on EEOC guidelines. C) fear the information could be used in a lawsuit. D) doubt the soundness and relevancy of any data.

Q: Which of the following would most likely help minimize offenses to female and minority employees? A) Structured organization charts B) Clear communication standards C) Flexible dress codes D) Voluntary HR audits

Q: A strategy to improve diversity management in a company which can be implemented before an individual becomes a permanent employee is: A) senior mentoring. B) diversity training. C) apprenticeships. D) recruiting quotas.

Q: Jamie has been a manager at a large firm for nearly 10 years. After a recent hiring period, he identifies a new employee named Carlos who shows potential for administration and advancement in the company. During the next three years, he coaches and encourages Carlos at his job, answers questions, and helps Carlos develop a career strategy. This is most likely an example of: A) developing communication standards. B) dismantling stereotypes. C) training an apprentice. D) mentoring.

Q: Extended leave is LEAST likely to include: A) a job guarantee upon return. B) insurance benefits. C) regular paychecks. D) occasional work.

Q: Flextime and telecommuting are most likely examples of corporate efforts to: A) reduce female employee turnover rates. B) recognize the global nature of HRM. C) show that diversity is valued. D) maintain accountability.

Q: Which of the following is a true statement regarding family-related benefits? A) The U.S. government requires that most firms provide day-care support. B) In Germany, women must return to work after 4 weeks of maternity leave. C) In Sweden, parents are guaranteed a one-year leave of absence after childbirth. D) The British government operates state-run day-care centers for minimal fees.

Q: The best diversity management strategy for helping women balance careers and children is: A) providing the help of mentors. B) accommodating family needs. C) establishing diversity training. D) developing support groups.

Q: Dixon Enterprises has a high turnover rate among its female employees. Which of the following would most likely help the firm retain more female employees? A) Creating work teams B) Establishing support groups C) Offering flexible work hours D) Conducting regular HR audits

Q: Yan is the only Japanese employee at All American, Inc. (AAI), which has a small minority of Asian employees. She wants to start a small weekly meeting for the Asian employees of AAI in order to encourage a nurturing climate for others who may feel alienated from the rest of the employees. In HR terms, Yan is hoping to organize a: A) social network. B) support group. C) diversity audit. D) retention program.

Q: Which of the following would most likely improve the effectiveness of a diversity training program? A) Scheduling diversity programs when work levels are heavy and deadlines are tight. B) Forming a diversity council that represents a cross-section of employees. C) Waiting for a court order to mandate employee participation. D) Focusing on the main victims of cultural discrimination.

Q: Which of the following is most likely NOT a characteristic of an organization that effectively manages diversity? A) Diversity audits B) Senior mentoring programs C) Accommodations for family needs D) Segmented communication systems

Q: Improving diversity management must begin with: A) top management's commitment to diversity. B) multicultural hiring policies and procedures. C) support groups for minorities. D) senior mentoring programs.

Q: What types of challenges and problems are faced by women in the workplace? In what ways are employers trying to make their workplaces more "friendly" to women?

Q: As with any other minority, Hispanic-Americans face a number of misperceptions and problems in the workplace. Discuss.

Q: What are some of the problems faced by disabled employees?

Q: Discuss the major issues for African-Americans in the workplace and identify two major problems they face.

Q: An informal social and business network of high-level male executives that typically excludes women and minorities is called a(n) ________.

Q: Diversity, Inc. publishes an annual list of the best companies for minorities and women.

Q: Studies have shown that the old boys' network no longer exists since most high-level positions are filled by women.

Q: With the rising number of women in the workforce, the majority of large U.S. firms have responded by offering day care, flexible schedules, and telecommuting options to retain female employees.

Q: Approximately 55% of employed women earn at least half of their total household income.

Q: According to the U.S. Supreme Court, workers over 40 years old who file age bias lawsuits must prove that the employer intentionally discriminated against them.

Q: One place where diversity has grown with little difficulty is in the aging of the workforce, since managers do not hold negative assumptions about older workers as they do with other protected classes.

Q: Latinos are always individuals who are from Latin American descent.

Q: Homosexuals are extended the same employment discrimination rights as other protected-class groups under the Civil Rights Act of 1991.

Q: In many states, employers can lose their business license for knowingly hiring illegal immigrants.

Q: During the recession of 2008-2011, the rate of illegal immigrants increased significantly.

Q: Research indicates that during the 2008-2011 recession, the percentage of unemployed disabled people actively seeking work was equal to the percentage of unemployed non-disabled people seeking work.

Q: Most managers accurately estimate the cost of making accommodations for disabled workers.

Q: Asian-Americans have largely overcome stereotypes and are highly represented in top corporate positions to the degree that in some technical industries they are overrepresented.

Q: In general, African-Americans and Asian-Americans have less educational preparation for the workplace than members of other ethnic groups.

Q: African-Americans constitute about 12% of the U.S. workforce, but approximately 15% of the chronically unemployed in America are African-Americans.

Q: Additional Case 4.4 Xavier has just become the head of HR at Hot Rods, Inc. He notices that the company is very homogenous, especially in light of the very diverse community in which it is located. He is surprised to find that the number of women and other minorities is quite low in all positions. As one of his first responsibilities, Xavier wants to implement a diversity program at Hot Rods. Refer to Additional Case 4.4. Xavier most likely realizes that more men than women hold leadership positions at Hot Rods, Inc. because: A) men are more likely to exhibit aggressive behaviors and tendencies in the workplace. B) women lack the desire to gain executive positions because of family stress. C) men are more technologically skilled than women. D) women focus too much on output issues.

Q: Additional Case 4.3 Your retail company has 80% of its stores located in downtown metropolitan areas. Your biggest stores are in communities where minorities represent 60% of your customers. Your middle-management team has been changing over time so that 50% of your managers are women and about 30% are ethnic minorities. A significant number of your hourly employees, about 35%, have served over 20 years in their respective stores and many are over 40 years of age. Top management feels that African-Americans are under-represented in the hourly workforce and in middle management. They want HR to initiate an aggressive recruitment process to address the situation. Hispanics are the biggest minority group, besides women, in your workforce. In a discussion about where the company should target its diversity program, the CEO explains she wants to implement a training program for managers to raise their sensitivity to minorities, especially Hispanics. She also notes that there are no disabled persons in the workforce and very few Asian-Americans. Carlos, the VP of facilities, notes that he has accommodated all the Asian-American employees he can in his MIS and facility support services. He also argues that he only has about $10,000 in his budget for reorganizing display space in the stores to accommodate disabled employees and that this amount probably isn't sufficient to accommodate a disabled employee. Refer to Additional Case 4.3. Which of the following is a true statement about older workers that management should consider? A) Older workers tend to be less motivated as they age, so they require more training and supervision than younger workers. B) Older workers have knowledge that can benefit younger workers, so mentoring programs can improve the firm's success. C) Older workers have similar communication styles and work habits as younger workers, so the two groups have few conflicts. D) Older workers are absent from work more often than younger workers because of illness, which can be costly for the firm.

Q: Additional Case 4.3 Your retail company has 80% of its stores located in downtown metropolitan areas. Your biggest stores are in communities where minorities represent 60% of your customers. Your middle-management team has been changing over time so that 50% of your managers are women and about 30% are ethnic minorities. A significant number of your hourly employees, about 35%, have served over 20 years in their respective stores and many are over 40 years of age. Top management feels that African-Americans are under-represented in the hourly workforce and in middle management. They want HR to initiate an aggressive recruitment process to address the situation. Hispanics are the biggest minority group, besides women, in your workforce. In a discussion about where the company should target its diversity program, the CEO explains she wants to implement a training program for managers to raise their sensitivity to minorities, especially Hispanics. She also notes that there are no disabled persons in the workforce and very few Asian-Americans. Carlos, the VP of facilities, notes that he has accommodated all the Asian-American employees he can in his MIS and facility support services. He also argues that he only has about $10,000 in his budget for reorganizing display space in the stores to accommodate disabled employees and that this amount probably isn't sufficient to accommodate a disabled employee. Refer to Additional Case 4.3. What is a key issue for the CEO in implementing diversity training that would focus on understanding Hispanic culture? A) Some will wonder why the program focuses on Hispanics, since this group is typically at a significant advantage due to high academic success rates. B) Hispanics account for a small percentage of the U.S. workforce, and the group's numbers are decreasing rapidly because of immigration reform. C) Hispanics tend to need additional educational assistance to be competitive due to impoverished backgrounds. D) The term "Hispanic" is a misnomer, since there are actually very diverse subgroupings of Latinos.

Q: Additional Case 4.3 Your retail company has 80% of its stores located in downtown metropolitan areas. Your biggest stores are in communities where minorities represent 60% of your customers. Your middle-management team has been changing over time so that 50% of your managers are women and about 30% are ethnic minorities. A significant number of your hourly employees, about 35%, have served over 20 years in their respective stores and many are over 40 years of age. Top management feels that African-Americans are under-represented in the hourly workforce and in middle management. They want HR to initiate an aggressive recruitment process to address the situation. Hispanics are the biggest minority group, besides women, in your workforce. In a discussion about where the company should target its diversity program, the CEO explains she wants to implement a training program for managers to raise their sensitivity to minorities, especially Hispanics. She also notes that there are no disabled persons in the workforce and very few Asian-Americans. Carlos, the VP of facilities, notes that he has accommodated all the Asian-American employees he can in his MIS and facility support services. He also argues that he only has about $10,000 in his budget for reorganizing display space in the stores to accommodate disabled employees and that this amount probably isn't sufficient to accommodate a disabled employee. Refer to Additional Case 4.3. Carlos' comments about hiring disabled employees: A) indicate that he understands the costs associated with ADA compliance. B) reveal a common misconception about accommodation costs. C) show that he is inherently prejudiced against the disabled. D) demonstrate that he is concerned about turnover rates.