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Q:
List five of the components that all interviews share.
Q:
Under what circumstances would you become involved in information giving interviews?
Q:
Explain why, once the interview begins, the two parties cannot not communicate.
Q:
Why is the interview a process?
Q:
What does interactional mean?
Q:
What distinguishes an interview from conversation?
Q:
Define "interview" and explain the significance of each key word or term.
Q:
Which one of the following is an HRM practice that helps organizations achieve high performance?
A. Work is performed by individuals.
B. Organization discourages continuous learning.
C. Performance management system measures customer satisfaction and quality.
D. Pay systems primarily reward loyalty to the company.
E. Technology increases costs.
Q:
_____ is the process of ensuring that HR policies, practices, and programs support or are congruent with an organizations overall culture or brand, including its products and services.
A. Brand reinforcement
B. Brand alignment
C. Crowdsourcing
D. Brand dilution
E. Corporate social responsibility
Q:
Which of the following practices is most likely to enhance occupational intimacy?
A. Lowering emphasis on organizational learning
B. Narrowing the scope of work
C. Setting highly abstract goals
D. Establishing rigid and enduring pay structures
E. Establishing policies that show concern for employees' needs
Q:
People experience _____ when they love their work, when they and their co-workers care about one another, and when they find their work meaningful.
A. burnout
B. cognitive job satisfaction
C. occupational intimacy
D. diminished personal accomplishment
E. emotional dissonance
Q:
Organizations can promote job satisfaction by:
A. making jobs more repetitive.
B. setting up subjective performance management systems.
C. setting highly abstract goals.
D. empowering supervisors.
E. making jobs more interesting.
Q:
Ethical behavior is a necessary condition of high performance because:
A. It fosters competitiveness.
B. It empowers first-line managers and supervisors.
C. It helps eliminate organizational anarchy.
D. it contributes to good long-term relationships with employees, customers, and the public.
E. it encourages people to be highly innovative.
Q:
A learning culture creates the conditions in which managers:
A. encourage flexibility.
B. discourage experimentation.
C. help sustain the status quo.
D. encourage groupthink.
E. demonstrate a high degree of risk aversion.
Q:
Which of the following occurs when organizations encourage employees to see relationships among ideas and to test assumptions and observe the results of their actions?
A. High employee turnover
B. Critical, systematic thinking
C. Disruptive learning
D. Organizational change
E. Organizational anarchy
Q:
In a learning organization, training is viewed as:
A. a superfluous corporate ritual.
B. an investment in the organization's human resources.
C. the only driver of continued growth and sustainability.
D. the primary means of retaining good employees.
E. a tool to minimize organizational anarchy.
Q:
Each employee's and each group's ongoing efforts to gather information and apply the information to their decisions in a learning organization is referred to as:
A. continuous learning.
B. critical thinking.
C. innovation.
D. cognition.
E. groupthink.
Q:
A learning organization:
A. actively resists organizational change.
B. considers organizational learning a barrier to the dissemination of corporate culture.
C. supports lifelong learning by enabling all employees to continually acquire and share knowledge.
D. places a relatively low importance on innovation.
E. considers training a superfluous corporate ritual.
Q:
Which of the following is a way in which a work team can be empowered?
A. By minimizing the team's interaction with other department or teams
B. By keeping roles independent and separate from one another
C. By charging the team with making decisions traditionally made by managers
D. By narrowing the scope of work done by the team and its members
E. By assigning management of work schedules to the manager
Q:
One of the most popular ways to empower employees is to:
A. narrow the scope of jobs.
B. design work so that it is performed by teams.
C. adopt a centralized decision making approach.
D. pay bonuses to all employees regardless of contribution.
E. provide them with simple, repetitive jobs.
Q:
Which of the following is a condition that contributes to high performance?
A. Employees' rewards and compensation relate to the company's financial performance.
B. Work design allows employees to use a single skill.
C. Employee participation is planning changes pertaining to work method is limited.
D. Employees do not receive formal performance feedback.
E. Training is discouraged because of high costs.
Q:
In a high-performance work system, organizational structure:
A. promotes high employee turnover.
B. promotes cooperation and learning.
C. discourages competition.
D. helps the organization select the right people with the required qualifications.
E. encourages people to strive for objectives that support the organizations overall goals.
Q:
Which of the following is an outcome of a high-performance work system?
A. Simple, repetitive jobs
B. High employee turnover
C. High production costs
D. High product quality
E. Centralized decision making
Q:
In a high-performance work system, task design makes jobs:
A. narrow in scope.
B. high in task significance but low in autonomy.
C. highly specialized.
D. efficient while encouraging high quality.
E. simple and more repetitive.
Q:
Which of the following elements in a high-performance work system contribute(s) to high performance by encouraging people to strive for objectives that support the organization's overall goals and includes the performance measures by which employees are judged?
A. Organizational goals
B. Task design
C. Reward systems
D. Information systems
E. Training and development
Q:
As an element of a high-performance work system, _____ determine(s) how the details of the organization's necessary activities will be grouped, whether into jobs or team responsibilities.
A. information systems
B. reward systems
C. performance
D. organizational structure
E. task design
Q:
An organization's _____ usually makes most of the decisions about organizational structure.
A. top management
B. HR department
C. supervisors
D. middle-level managers
E. technical analysts
Q:
_____ is the way the organization groups its people into useful divisions, departments, and reporting relationships.
A. Job structure
B. Organizational structure
C. Value chain
D. Corporate design
E. Relationship management
Q:
Which of the following is true of high-performance work systems?
A. Creating a high-performance work system is akin to traditional management practices.
B. To function as a high-performance work system, people, technology, and organizational structure must be completely independent of one another.
C. To develop a a high-performance work system, organizations need to determine what kinds of people fit their needs, and then locate, train, and motivate those special people.
D. A high-performance work system rarely includes reward systems.
E. Integrated high-performance work practices usually have little impact on productivity and long-term financial performance.
Q:
A high-performance work system refers to:
A. an arrangement of machinery and equipment that streamlines the workflow and results in maximum efficiency and cost savings.
B. the right combination of people, technology, and organizational structure that makes full use of the organization's resources and opportunities in achieving its goals.
C. a computer software system designed to help managers solve problems by showing how results vary when the manager alters assumptions or data.
D. a system used to collect, record, store, analyze, and retrieve data concerning an organization's human resources.
E. a performance management system that customer satisfaction.
Q:
A recruiters colleagues are most useful as a source of leads to qualified job candidates than are people the recruiter communicates with only occasionally.
Q:
One way to measure HRM effectiveness is to measure a program's success in terms of whether it achieved its objectives and whether it delivered value in an economic sense.
Q:
The usual way to measure customer satisfaction in the course of an HRM audit is to conduct experiments in controlled environments.
Q:
Training dollars per employee is a business indicator of the success of an HR department's training programs.
Q:
An HRM audit is a formal review of the outcomes of HRM functions.
Q:
For an organization's human resource division, "customers" are the organization's top management.
Q:
Most administrative and information-gathering activities in human resource management cannot be a part of e-HRM.
Q:
A benefit of e-HRM is that employees can help themselves to information they need when they need it, instead of contacting an HR staff person.
Q:
A standard feature of a modern HRIS is the use of relational databases, which store data in separate files that can be linked by common elements.
Q:
An expert system can increase efficiency by enabling more highly skilled employees to do work that otherwise would require many less-skilled employees.
Q:
Transaction processing includes the activities required to meet government reporting requirements.
Q:
Employee participation in decisions about pay policies has no proven link with job satisfaction.
Q:
Measures of employees' performance should take the effects of situational constraints into account.
Q:
To set up a performance management system that supports the organization's goals, managers need to understand the process of employee performance.
Q:
High-performance organizations do not need selection methods that identify more than technical skills.
Q:
Research suggests that it is more effective to improve HRM practices as a whole than to focus on one or two isolated practices.
Q:
Performance measures should not include ethical standards.
Q:
People experience occupational intimacy when they love their work, when they and their co-workers care about one another, and when they find their work meaningful.
Q:
Research supports the idea that employees job satisfaction and job performance are unrelated.
Q:
To create a learning organization, one challenge is to shift the focus of training away from merely generating and sharing knowledge toward a stronger focus on teaching skills.
Q:
The most popular way to empower employees is to design work so that it can be performed single-handedly by individuals.
Q:
High-performance work systems are characterized by high employee turnover.
Q:
The reward systems of an organization include the performance measures by which employees are judged and the methods of measuring performance.
Q:
An organization's HR department makes most decisions about organizational structure.
Q:
According to research, organizations that introduce integrated high-performance work practices usually experience increases in productivity and long-term financial performance.
Q:
How can HR departments improve their performance?
Q:
What is an HRM audit?
Q:
Define HR dashboard.
Q:
What are the guidelines that describe how to make the performance management system support organizational goals?
Q:
Discuss how recruitment and selection practices contribute to high performance in an organization.
Q:
Discuss the concept of occupational intimacy.
Q:
What is a learning organization? What are its key features?
Q:
What are the different conditions that contribute to the formation of a high-performance work system?
Q:
What are the various outcomes of a high-performance work system?
Q:
Define a high-performance work system. What are the elements of a high-performance work system? What is the role of HRM in such a system?
Q:
In general, HR departments should be able to improve their performance through some combination of greater efficiency and greater effectiveness. In this context, greater effectiveness means that:
A. the rate of employee turnover is considerably high.
B. the HR personnel use fewer and less-costly resources to perform its functions.
C. the average employee compensation in the organization is well above the prevailing market rate.
D. what the HR department does has a more beneficial effect on employees' and the organization's performance.
E. there is a relatively narrow gap between the highest and the lowest salaries paid in the organization.
Q:
The use of HR analytics involves measuring a programs success in terms of:
A. whether it adopted a pro-innovation approach.
B. whether it was perceived as effective by external stakeholders.
C. whether it sustained the status quo.
D. whether it delivered value in an economic sense.
E. whether it enjoyed the support of trade unions.
Q:
Which of the following is a business indicator of the overall effectiveness of HR activities?
A. Ratio of personnel staff to employee population
B. Accuracy and clarity of information provided to managers and employees
C. Competence and expertise of staff
D. Working relationship between organizations and HRM department
E. Assistance in identifying management potential
Q:
Which of the following is a customer satisfaction measure of the overall effectiveness of HR activities?
A. Ratio of personnel staff to employee population
B. Percentage of employees receiving tuition refunds
C. Per capita (average) merit increases
D. Working relationship between organizations and HRM department
E. Turnover rate
Q:
Which of the following is a business indicator of the success of the employee appraisal and development programs implemented by the HR department of an organization?
A. Assistance in identifying management potential
B. Organizational development activities provided by HRM department
C. Accuracy and clarity of information provided to managers and employees
D. Quality of introduction/orientation programs
E. Distribution of performance appraisal ratings
Q:
Which of the following is a measure of customer satisfaction that indicates the success of the benefits programs implemented by the HR department of an organization?
A. Promptness in handling claims
B. Average unemployment compensation payment
C. Per capita (average) merit increases
D. Benefit cost per payroll dollar
E. Percentage of sick leave to total pay
Q:
Which of the following is a customer satisfaction measure that indicates the success of the training programs implemented by the HR department of an organization?
A. Percentage of employees participating in training programs per job family
B. Percentage of employees receiving tuition refunds
C. Per capita (average) merit increases
D. Training dollars per employee
E. Quality of introduction/orientation programs
Q:
Which of the following is a customer satisfaction measure that indicate the success of the compensation system designed by the HR department of an organization?
A. Competitiveness in local labor market
B. Ratio of average salary offers to average salary in community
C. Per capita (average) merit increases
D. Percentage of overtime hours to straight time
E. Ratio of recommendations for reclassification to number of employees
Q:
Which of the following is a business indicator for staffing activities with regard to an HRM audit?
A. Treatment of applicants
B. Skill in handling terminations
C. Competitiveness in local labor market
D. Employee satisfaction with pay
E. Ratio of acceptances to offers made
Q:
Which of the following refers to an HRM function?
A. production
B. appraisal
C. export
D. import
Q:
The primary focus of an HRM audit is on:
A. motivating customers.
B. estimating the costs of implementing an HR practice.
C. reviewing the various outcomes of HRM functions.
D. determining the dollar value of the HRM program.
E. determining the legality of HR practices.
Q:
A formal review of the outcomes of HRM functions, based on identifying key HRM functions and measures of business performance, is referred to as a(n) _____.
A. balanced scorecard
B. profit-and-loss statement
C. evidence-based HRM
D. job description
E. HRM audit
Q:
How can the HR department of an organization meet the needs of employees?
A. By providing qualified staffing
B. Through performance management
C. By hiring people with niche skills
D. By providing training and development
E. By enforcing labor law regulations
Q:
How can the HR department meet the needs of line managers?
A. By providing qualified staffing
B. By assisting in performance management
C. By designing a rewards system
D. By providing training and development
E. By enforcing labor law regulations
Q:
For an organization's human resource division, customers:
A. refer specifically to the organization's shareholders.
B. refer specifically to the organization's offshore clients.
C. usually refer to the top management.
D. refer to the organization as a whole and its other divisions.
E. refer to the labor law enforcement agencies.