Q&A Hero

Q: If a recruiting search is too narrow, the organization will likely be engaged in a long-term process of looking.

Q: Outplacement firms offer employees who are losing their jobs assistance finding new jobs in the form of counseling and training to help facilitate a good person/job match.

Q: In a small number of states, there are employment or job service options to help employers find candidates for jobs.

Q: Executive search firms are usually extremely expensive.

Q: Research has shown that organization websites and electronic bulletin boards are seen as more informative and credible than campus recruiting.

Q: Most estimates suggest that employee referrals are one of the least commonly used recruiting methods.

Q: Research shows that candidates prefer organizational Web sites that allow them to customize the information that they receive.

Q: Niche employment websites are a popular method for finding recruits with a specific set of skills.

Q: One major problem with Internet-based recruiting is that there are too few applications for most jobs.

Q: Organizations sometimes use social networking sites like LinkedIn and Facebook to find job candidates.

Q: Research indicates that recruits are bored by overly simple web-based recruiting systems and they prefer a more elaborate design.

Q: In the strategy phase, the company develops a mix of individual, social, and organizational recruiting techniques for receiving applications.

Q: Sending mass e-mails advertising positions may be an ineffective strategy because many applicants will regard these messages as junk mail or spam.

Q: It doesn't make a difference if recruiting information is seen as coming from the employees personally or from the organization's recruiting offices.

Q: The direct approach to recruiting, by contacting applicants through phone or personal e-mail, has higher levels of credibility and richness.

Q: Organizational websites have become one of the most important media through which organizations communicate with potential applicants.

Q: Advertising is an ideal method for providing rich information to job candidates.

Q: Word of mouth is one of the most powerful methods for communicating about job opportunities, and it is also a method that organizations cannot directly control.

Q: A realistic job preview strategy is best for tight labor markets or higher-value jobs.

Q: A targeted recruiting message is designed to appeal to a particular audience.

Q: An organization's employment brand is completely different than its product market image.

Q: Research shows that having an employment brand can attract applicants to an organization, even beyond job and organizational attributes.

Q: Realistic recruiting messages are less effective for those with considerable previous job experience.

Q: Written or videotapes RJPs are more effective than verbal RJPs.

Q: Realistic job previews should be part of the initial exposure of the organization to applicants because that is when they are most effective at increasing satisfaction and reducing turnover intentions.

Q: There is some evidence that realistic job previews might scare away the most promising job candidates.

Q: The hope with realistic job previews is that job applicants will self-select into and out of the organization.

Q: Research suggests that realistic job previews lead to massive reductions in turnover.

Q: A realistic recruitment message portrays the organization and the job as they really are, rather than describing what the organization thinks job applicants want to hear.

Q: Women and minorities are especially interested in working for employers that endorse diversity through policy statements and in recruiting materials.

Q: Surveys suggest that only 25% of college students actually use Internet sources as an important part of making their decision to find and apply for jobs.

Q: The influence of the recruiter on the applicant is more likely to occur in the initial rather than the latter stages of the recruitment process.

Q: Although delays in the recruiting process should not be ignored, in general, they don't have much effect on applicant attraction to an organization.

Q: Applicants also see recruiting processes as more fair if they have an opportunity to perform or demonstrate their ability to do the job.

Q: Personal warmth and knowledge of the job are the two most important recruiter characteristics for attracting applicants.

Q: Applicants have a strong preference for recruiters who are the same gender and race as they are.

Q: Most research shows that recruiters are even more important than job characteristics in attracting applicants to an organization.

Q: Applicants tend not to pay much attention to organizational culture when considering which job to pursue.

Q: Applicants are most interested in working for companies that have good pay, lots of opportunities for growth and development, and interesting work.

Q: A recruitment guide is an informal set of principles suggesting, but not proscribing, how recruiting might proceed.

Q: Applicant tracking systems make it possible to assess how many individuals are attracted and hired through each recruiting source.

Q: Research has shown that greater employer involvement with prospective applicants does little to improve the image of the organization.

Q: One consistent finding in the research is that job seekers are more likely to find out about jobs through friends and family than they are through employment agencies.

Q: It is typically easy to determine the number of contacts with applicants needed to fill a vacancy.

Q: One advantage to centralized recruitment is that recruitment efforts may be undertaken in a more timely manner.

Q: A centralized approach to recruiting can ensure that policy is being interpreted consistently across business units.

Q: One shortcoming of targeted recruitment is that by seeking out one group, one may exclude another from the same consideration.

Q: It is usually advised that a company either adopt open or targeted recruitment across the board for all employees.

Q: Targeted recruitment can achieve the same ends of inclusion as open recruitment, though by a different mechanism.

Q: Targeted recruiting is a poor choice for diversity-conscious firms.

Q: Targeted recruiting is done to find applicants with specific characteristics pertinent to person/job or person/organization match.

Q: The growth of Web-based recruiting means that many employers have found that open recruiting yields too few applicants.

Q: With an open recruitment approach, organizations cast a wide net to identify potential applicants for specific job openings.

Q: Organizations that need to fulfill a position quickly should try to implement techniques that identify a large pool of interested individuals who are ready to work immediately.

Q: Goals for speed answer the question of which job seekers the organization needs to attract.

Q: The recruitment planning process should begin by defining the goals of a recruitment effort.

Q: When using job analysis to comply with the ADA, which of the following is considered most helpful by the EEOC? A. Focusing on the way the work is usually done B. Focusing on the results of a function C. Focusing on the average qualifications of job holders D. Focusing on managerial assessments of skill relevance

Q: In defining essential job functions for the purposes of complying with ADA regulations, which of the following does not convey the meaning "essential?" A. Compensation for the function is above average B. Position exists to perform the function C. Incumbent expertise required to perform the function D. There are limited numbers of employees among whom performance of the function can be distributed

Q: Which of the following could harm an organization's legal defense in an EEO/AA case? A. Written job descriptions B. Large sample sizes employed in job analysis C. Emphasis mostly on primary tasks D. Emphasis mostly on secondary tasks

Q: When assessing appropriate rewards, organizations can use information from ______________. A. surveys conducted by the Department of Labor B. surveys conducted by the Society for Human Resources Management C. internal organizational sources D. all of these

Q: Which of the following best represents the order of aspects important for job satisfaction identified in surveys, from most valued to least valued? A. variety of work, relationship with supervisor, compensation, and networking B. relationship with supervisor, networking, variety of work, and compensation C. job security, benefits, opportunities to use skills and abilities, and financial stability D. networking, variety of work, relationship with supervisor, and compensation

Q: What is the "employee value proposition?" A. the total worth of an employee's KSAOs B. the organization's package of rewards provided to employees C. the net worth of all an organization's employees D. none of these

Q: Which of the following HR outcomes arise from providing and using rewards? A. applicant attraction B. employee performance C. employee retention D. all of these

Q: It is critical than when employees are interviewed about their reward preferences, the content of the interviews is _____________. A. made public so managers can match employee preferences immediately B. kept confidential so employees can report honestly C. developed through an informal process so employees feel comfortable D. generally less important than the process used in asking questions

Q: Which of the following is not an example of an extrinsic reward? A. Pay B. Promotion C. Autonomy D. Fringe benefits

Q: Which of the following is not one of the "great eight" competencies? A. Mechanical knowledge B. Creating C. Organizing D. Performing

Q: Competency modeling is strategically used to __________. A. Create awareness of the need for stability in business B. Enhance the skill level of the workforce C. Encourage employees to focus on their own jobs as much as possible D. None of these

Q: Competency modeling is useful for which of the following applications? A. Identifying needs for replacement and succession planning B. Internal promotion processes C. Facilitating the HR planning process D. All of these

Q: Unlike KSAOs, competencies usually describe characteristics ________. A. of individuals that contribute to job performance B. that are used for selecting individuals C. that contribute to success across multiple jobs D. of organizational reward systems

Q: A competency is ______. A. a type of behavior that is observed on the job B. an underlying characteristic of an individual that contributes to job or role performance C. a latent component of the job characteristics matrix D. a compilation of the tasks, duties, and responsibilities that make up a job

Q: The best approach to job analysis for flexible jobs with changing requirements is ______. A. job requirements job analysis B. competency based job analysis C. team-based job analysis D. functional job analysis

Q: Skills contained in O*NET include ______________. A. basic skills B. cross-functional skills C. sensory abilities D. all of these

Q: Which of the following is not a good reason for using an outside consultant for job analysis? A. Technical innovativeness is critical B. Legal scrutiny of project output/processes is high C. Knowledge of organization culture is critical D. Data collection involves specialized statistical methods

Q: Which of the following is an advantage of using job task questionnaires? A. Use with large numbers of people B. Highly diverse job content and formats C. Working with top management positions D. Working with newly created jobs

Q: A limitation of observation as a means of gathering job information would be _______________. A. access to job context B. short job cycle C. access to KSAOs D. mental processes are difficult to measure

Q: The reason for having the manager participate as a job analyst is _______. A. provide acceptance of job statements to guide performance on the job B. verify statements are inclusive and accurate C. control incumbent responses on job analysis questionnaires D. establish pay scales

Q: If tasks/dimensions are not weighted formally, then _________. A. the job description has no value B. AA non-compliance will result C. all tasks/dimensions are assessed as equally important by default D. pay scales cannot be developed

Q: An observable competence for working with or applying information to perform a particular task is ________. A. knowledge B. skills C. abilities D. none of these

Q: An underlying, enduring trait of the person that is useful for performing a range of tasks is ________. A. knowledge B. skills C. abilities D. none of these

Q: A body of information that can be directly applied to the performance of tasks is ________. A. knowledge B. skills C. abilities D. none of these