Human Resource Management Concepts and Practices, Exams of Business Accounting

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Managing Human Capital Exam Questions

1. How can HRM create value within an organization?: by making the company better at executing its strategy
2. The purpose of the organizational function of HRM is to .: attract, hire, develop, reward, and retain talent 3. Takin g workplace health and safety seriously helps reduce risk.- : Compliance
3. When an organization adopts a new manufacturing process, which HRM function is responsible for improving employee's skills to meet its talent needs?: Training
4. Staffing is the process of planning, acquiring, deploying, and retaining employees that enables the organization to meet its talent needs and execute its .: business strategy
5. Separations due to poor performance, layoffs, or restructuring are part of which HRM function?: staffing
6. planning can help to ensure that an organization has people ready to assume leadership positions as soon as those positions become available.: Succession

8. What type of management involves aligning individual employees' goals and behaviors with organizational goals and strategies?: performance manage- ment
9. By providing the raw talent that the system will manage, staffing influences the effectiveness of which system?: performance management 10. To promote and maintain ethical behavior, managers need to provide feedback.: Performance 11.Compensation received in the form of salary, wages, commissions, stock options, or bonuses is called .: direct financial compensation 12.Compensation including free meals, vacation time, and health insurance is called .: indirect financial compensation 13.Rewards and incentives given to employees that are not financial in nature, including intrinsic rewards received from the job itself or from the work environment, are called .: nonfinancial compensation 14.When a company creates new HRM initiatives to strengthen employees' ethical awareness and company culture to enhance its competitive advantage, it is managing .: strategic risk 15.HRM affects the speed and effectiveness of talent acquisition as well as the development of employees' skills and the identification and retention of

top performers. These and other HRM activities that can directly influence the organization's success or failure are examples of .: operational risk 16.When new HRM processes reduce the cost of hiring employees, they have reduced its .: financial risk

17. Thinking through the ramifications of an employment-related decision in terms of legal risk, particularly in the areas of diversity, health and safety, union relations, whistleblowers, and harassment, is an example of managing .: compliance risk 18.To expand internationally, have been common organizational strategies.: mergers and acquisitions 19.Mergers and acquisitions often fail because of .: culture issues

20. between HR and employees is extremely important.: Communica- tion 21.What are the four broad types of organizational culture?: entrepreneurial, bureaucratic, consensual, competitive 22.Sports teams like the New York Yankees and Pittsburgh Steelers consis- tently excel because of their strong culture.: Performance

23.Restaurants that schedule their highest performing servers during the busiest shifts are focused on culture.: Performance 24.Starbucks is a good example of a(n) culture.: people-oriented 25.A(n) culture that stifles innovation and risk taking is thought to have contributed to Nokia's declining market share.: Bureaucratic 26.The standards of moral behavior that define socially acceptable behaviors as right or wrong are known as .: Ethics 27.Which ethical action shows respect and compassion for all others, espe- cially the most vulnerable?: common good standard 28.Which ethical action is consistent with certain ideal virtues including civility, compassion, benevolence, etc.?: virtue standard 29.Rolling out a new benefits program is one of the most common managed by HRM.: Changes

30. is the glue that keeps employees committed to the organization and focused on making the efforts to change successful.: Trust
31. issues are a frequent reason for derailed mergers.: Cultural 32.Involving employees in a management effort can improve their commitment to that change.: Change

33.Business strategies can be reinforced or undermined by their fit with the firm's .: Culture 34.To be most effective, should be tied to business goals and drive employee behaviors.: Metrics 35.HR managers assure that cultural issues are recognized and addressed before, during, and after the .: Merger 36.Which type of culture emphasizes formal structures and the correct imple- mentation of organizational procedures, norms, and rules?: Bureaucratic 37.Effective planning is essential to the success of a merger or acquisition.: Talent 38.What is the ethical action that best balances good over harm by doing the most good or doing the least harm?: utilitarian standard 39.In some cases, companies are acquired because the acquiring company needs the of the other company.: talent and skills 40.Employees need to change their for an organizational change effort to succeed.: behaviors and goals 41.Employment laws and regulations exist because organizations typically have more than employees do.: Power

42.Employment decisions that are objective, merit-based, and use job- related characteristics to determine employment are considered discrimi- nation.: Fair 43.Organizations that focus on inclusion and are cognizant of the dimensions of gender, nationality, sexual orientation, and disability—while remaining sen- sitive to cultural variations—are practicing awareness.: Diversity

44. The prohibits retaliation against employees seeking to unionize.- : National Labor Relations Act of 1935 45.The established both minimum-wage and overtime rules.: Fair Labor Standards Act of 1938 46.Which of the following acts prohibits wage discrimination on the basis of sex?: Equal Pay Act of 1963 47.What does the acronym FMLA stand for?: Family Medical Leave Act 48.Which act guarantees equal opportunity for individuals with disabilities or those who are perceived as having disabilities?: Americans with Disabilities Act of 1990 49.Which act requires employers to use an I-9 verification form to verify the

employability status of every new employee within three days of hiring?: Im- migration Reform and Control Act of 1986 50.The goal of affirmative action is to provide employment opportunities to a(n) class.: Protected

51. can include, but is not limited to, provisions for nondiscrimina- tory recruitment, training, and promotion.: An affirmative action plan 52.Employers adhere to because they are federal contractors and are required to by law.: affirmative action plans 53. Unwanted verbal or physical conduct of a sexual nature that creates a hostile, intimidating, or otherwise offensive working atmosphere is called harassment.: hostile environment 54.Just being sufficiently bothered by the environment created by behavior including whistling, lewd jokes, foul language, pictures, or emails, can fuel a successful lawsuit.: Hostile
52. can become victims of sexual harassment.: Anyone 56.If an organization never provided a sexual harassment policy and training to employees, it can be held if it didn't know the harassment was

occurring.: Liable 57.Intentional discrimination based on a person's protected characteristic is called .: disparate treatment 58.An employment practice that has a disproportionate effect on a protected group, regardless of its intent, is referred to as .: adverse impact 59.When the employee believes they will "lose out" on future employment opportunities because the employer focuses on hiring more diverse people, this is called .: perception of loss

60. often occurs in rejecting an applicant as "overqualified.": Stereo- typing 61.The organization's basic purpose and the scope of its operations is called its .: Mission 62.If an organization uses the principle of taking care of employees to guide its decisions and goals, then this is an example of core .: Values 63.The human resource process reconciles labor supply and de- mand gaps with action plans designed to help the organization manage anticipated talent surpluses or shortages.: Planning 64.Adding more tasks at the same level of responsibility and skill related

to an employee's current position is called .: job enlargement 65.Moving workers through a variety of jobs to increase their interest and motivation is called .: job rotation 66.Preparing employees in more than one job or in multiple skills to enable them to do different jobs is called .: cross-training

67. is a type of horizontal job expansion.: Job enlargement 68.When a secretary's job responsibilities include receiving visitors and an- swering phones and are then expanded to include typing letters and sorting mail, it is called .: job enlargement 69.When a secretarial workgroup takes turns answering the phones, sorting mail, and typing and filing correspondence, it is an example of .: job rotation 70. A systematic process used to identify and describe the important aspects of a job and the worker characteristics needed to succeed is called .- : Job analysis
68. identifies important tasks and working conditions as well as the tools and technologies used on the job.: Job analysis 72.Research has shown that organizations that effectively utilize

financially outperform their competitors.: Job analysis 73.Job is the first step in designing effective staffing, training, and performance management.: Analysis 74.The extent to which organizational rules, procedures, and communications are written down is called .: Formalization 75.Whether employees specialize or generalize is called .: division of labor 76.The system of formal authority in which some employees have a greater amount of formal authority over others is referred to as .: Hierarchy 77.A is a basic principle or guideline formulated and enforced by an organization to direct and limit its actions in pursuit of long-term goals.: Policy 78.A directive instructing employees on specific actions to take in order to achieve an objective is a .: Procedure 79.Which of the following purposes could a job analysis be used for?: to create employee training plans 80.The following is an example of a : Employees accrue 2.15 hours of emergency personal time per pay period. On an annual basis, this

equates to the equivalent of 56 hours. Employees may use emergency personal time up to 56 hours.: Policy 81.The following is an example of a : Employees who are using emergency personal time must call and talk to their supervisor as soon as possible, but no later than sixty minutes after the start of their shift. If the supervisor is unavailable, employees may leave a message for the supervisor with a phone number where they can be reached.: procedure 82.Suzy spends time each morning identifying qualified individuals to recruit for her department. This is an example of .: Sourcing 83.Activities that affect either the number or type of people willing to apply for and accept job offers is referred to as .: Recruiting 84.Sam is sending out résumés and talking to everyone he meets about his job hunting techniques. This is an example of a(n) .: active job seeker 85.Someone at least somewhat interested in finding a new job, but who incon- sistently looks for one, is known as a(n) .: semipassive job seeker 86.Someone who is not actively looking for a new job but could be tempted by the right opportunity is known as a(n) .: passive job seeker

87. are often of high quality but difficult to attract through

conven- tional recruiting methods.: Passive job seekers 88.Locating talent currently working for the company that would be a good candidate for another position is called .: internal recruiting

89. Which type of recruiting source targets people outside the organization?- : external recruiting 90.Many firms, particularly those with a philosophy of promoting from within, first try to fill positions using sources.: internal recruiting 91.Relying exclusively on to fill higher-level positions can limit new insights available to the organization.: internal sourcing 92. Each quarter Lisa's company asks her to name three people in her depart- ment who would make good managers in the future. This is an example of .: succession management 93.The manual or computerized record of employees' relevant characteristics, experiences, and competencies is called .: talent inventory

94. systems are used to communicate information about internal job openings to employees.: Internal job posting 95.If a manufacturing company learns that its best employees tend to like

NASCAR, and so the company sponsors a recruiting tent at NASCAR events, then this would be an example of .: creative sourcing

96. Sometimes a(n) sourcing campaign is only useful for a few months or is copied by competitors and stops being a competitive advantage.- : Creative 97.Sometimes a poor fit is even more valuable than good performers.: not hiring; hiring 98.The fit between a person's abilities and the job's demands and the fit between a person's desires and motivations and the job's attributes and rewards is called fit.: person-job 99.A match between an individual and his or her workgroup and supervisor is called fit.: person-group

100. fit is how well an individual's values, attitudes, and personality fit with the organization's values, norms, and culture.: Person- organization
101. Research suggests that fit refers in part to the fit between a person's motivations and the rewards offered by a job.: person-job

102. fit includes one's fit with one's leader.: Person-group
103. What type of interview asks different candidates different questions and usually does not have standards for evaluating answers?: Unstructured
104. What type of interview has consistent, job-related questions with prede- termined scoring keys?: Structured 105. Given their expense and the legal risks associated with asking nonstan- dardized questions that have not been proven to be related to job success, interviews are not recommended.: Unstructured
105. If the interviewer asks you to tell him about a time when you had to motivate others and describe what you did, what type of interview question is being asked?: Behavioral
106. Well-developed interviews are usually good predictors of job success.: Structured
107. John was just called in for his second interview at ABD Company. The interviewer asked John to tell him about a time when he had to write up an employee and explain how he handled the situation. This is an example of which type of interview question?: Behavioral

109. In what kind of interview is the candidate given a business situation, challenge, or problem and asked to present a well-thought-out solution?: case interview
110. interviews are typically used to assess business, reasoning, presentation, and communication skills, and are popular for management consulting and investment banking jobs.: Case 111. evaluate the performance of actual or simulated work tasks.: - Work samples
111. Equal employment opportunity and affirmative action goals are the two primary factors that influence the content of a job offer.: Legal 113. The degree of respect and the quality of the interpersonal treatment received during the decision-making process is known as fairness.- : Interactional 114. If Judy believes that she was not given a fair chance at a promotion because the hiring manager had an implicit favorite and did not give her a chance to

demonstrate her skills, she would perceive low fairness.- : Procedural

115. If interviewers are rude or unprepared, if interviews are canceled or rescheduled at the last minute, or if the person negotiating the employment contract is perceived as being unreasonable or unhelpful, this would be considered low fairness.: Interactional
116. Given that most applicants for a position do not ultimately get the job, perceptions of fairness are often low for most applicants.: Distribu- tive
117. What is the second step in an effective training process?: develop learning objectives
118. What is the third step in an effective training process?: design the training
119. is done once the learning objectives are in place.: Designing the training
120. What is the fourth step in an effective training process?: implement the training
121. What is the fifth step in an effective training process?: evaluate the training

122. objectives guide the development of the training content and delivery methods.: Learning
123. training is conducted face-to-face, with a trainer instructing an individual or group of learners.: Classroom 124. training occurs when an individual learns while doing the work.- : On-the-job 125. When a supervisor or coworker answers a question or gives feedback, training has occurred.: on-the-job 126. Suzy wants to make sure that she is providing the most appropriate training for her employees in locations around the world. She should look into training.: Virtual
124. Giving teams or workgroups an actual problem and having them solve it as part of the training is a type of training.: Experiential
125. A sensory modality preference for learning by seeing is called

learning.: Visual

129. A sensory modality preference for learning by hearing is called learning.: Auditory 130. A sensory modality preference for learning by touching is called learning.: Tactile
130. A sensory modality preference for learning by doing is called learning.: Kinesthetic
131. Systematically collecting the information necessary to make effective decisions about adopting, improving, valuing, and continuing an instructional activity or set of activities is training .: Evaluation 133. To realize the greatest business value from training, it is essential to .: evaluate whether training objectives were met.
132. Partici pant feedback forms are usually used to assess .: Reac- tions 135. is the change in participants' knowledge, skills, or

attitudes.: - Learning

136. are how the organization benefits from the training.: Results
137. A good performance goal is , easily understandable, and results oriented.: Measurable
138. Pam is working on this year's performance goals for her team. She should make the goals challenging and .: Specific
139. Because incentives tied to goal accomplishment have a strong effect on employees' , it is critical to ensure that goals do not have unintended consequences.: Behavior
140. Having too many is distracting rather than performance en- abling.: Goals
141. Goals affect by affecting the direction of action, the degree of effort exerted, and persistence in pursuing the goal.: Performance
142. Perfo rmance feedback from the employee's supervisor as well as others who are

familiar with an employee's job performance is called .: mul- tisource assessment

143. In a(n) , the target employee is reviewed by one or more subor- dinates.: upward review
144. give a unique and important perspective on employee strengths and limitations as subordinates may often see their supervisors' interpersonal and leadership behaviors that managers do not.: Upward reviews 145. The BEST performance management process takes place .: - throughout the year
145. Identifying and leveraging an employee's is often the MOST valuable part of performance review meetings.: Strengths
146. Well-performing employees should be .: Rewarded
147. If the employee does not improve, this corrective step may be repeated with a stronger statement of the consequences for not improving.: written warning

149. The effect occurs when a rating determination is made by comparing the target employee with someone else rather than with the per- formance standards.: Contrast 150. Regularly recording employees' performance can make it easier to recall performance and behavior from earlier in the rating period, which lessens the effect.: Recency
150. Allowing one disfavored trait or work factor to overwhelm other, more positive performance elements and resulting in an unfairly low overall perfor- mance rating is the effect.: Horns
151. Giving a very high score on a performance review based on one great project is called theeffect.: Halo
152. B eing alumni of the same school, having similar hobbies, or having similar talents with the person being rated can lead to unconsciously awarding higher performance ratings than are appropriate and is called the effect.: similar-to-me
153. occurs when potential is confused with performance.: High potential error

155. Some managers think that to maintain motivation, no employee should be given the highest rating regardless of his or her performance. These managers are likely to make what kind of error?: central tendency 156. Rating an employee's performance low because a production machine broke due to a manufacturing defect is obviously unfair and is called .: opportunity bias
156. is compensation received in the form of salary, wages, commis- sions, stock options, or bonuses.: Direct financial compensation 158. include(s) all the tangible and financially valued rewards that are not included in direct compensation, including free meals, vacation time, and health insurance.: Indirect financial compensation
157. Which of the following is a type of indirect financial compensation?: Ben- efits 160. Forms of include casual dress codes and flexible work hours.- : nonfinancial compensation
158. Develo pment opportunities can be considered a type of .:

nonfi- nancial compensation

162. refers to everything an employee perceives to be of value that results from the employment relationship.: Total rewards
163. reward employees based on some specific measure of their performance.: Pay-for-performance programs 164. motivation comes from trying to earn a performance bonus.: - Extrinsic
164. When we are motivated to do a task because doing so will lead to a valued reward, we are experiencing motivation.: Extrinsic
165. motivation is derived from an interest in or enjoyment from doing a task.: Intrinsic
166. can be undermined by not giving deserving employees re- wards.: Motivation 168. When we engage in a hobby, we are experiencing motivation.- : Intrinsic
167. rewards are often used to reward specific achievements

like safety or wellness behaviors.: Recognition

170. rewards include a personal thank-you note, a preferred parking space, a unique award, or some form of personal acknowledgment from management.: Alternative
171. Studies indicate that rewards including bonuses, pay increas- es, and awards are detrimental to innovation.: Extrinsic
172. G iving an undeserving employee an award can undermine the of his or her coworkers.: Motivation
173. Companies use to attract and retain employees, and sometimes to compensate for offering lower pay than their competitors.: Benefits
174. The goal of an organization that offers the benefits of flextime, personal days, and a wellness program is to .: decrease absenteeism
175. The goal of an organization that offers the benefits of health, life, work- ers' compensation, and disability insurance is to .: increase

financial security

176. The goal of an organization that offers the benefits of greater 401(k) matching, financial planning seminars, and long-term care insurance is to .: increase retirement security 177. The goal of an organization that offers the benefits of wellness programs, a fitness center, health coaches, and free healthy lunches and snacks is to .: decrease healthcare claims

178. The goal of an organization that offers an on-site daycare for kids and elders is to .: decrease employee stress 179. The goal of an organization that offers tuition reimbursement is to .: improve employee skills
179. The goal of an organization that offers services that improve the employ- ees' at-work experience (on-site oil changes, dry cleaning, food, massages, etc.) is to .: improve retention
180. Unemployment insurance is considered a(n) benefit.: Mandato- ry