Chapter 11 – Human Resource Management: Finding and Keeping the Best Employees
343. According to information in Chapter 11, which of the following is not one of the three
steps HR managers use as part of training and development?
A. Assessing the types of training needed by your firm.
B. Designing the training activities, including selecting the type(s) of training activities
that will be pursued.
C. Predicting the success of each new employee/trainee prior to training.
D. Evaluating the effectiveness of the training after it is accomplished.
Feedback: The three recommended steps that both training and development programs try to
achieve are: 1) assessing organization needs and employee skills to determine training needs;
2) designing training activities to meet identified needs; and 3) evaluating the training’s
effectiveness.
344. A major purpose of employee orientation programs is to:
A. initiate new employees to the organization, their fellow employees, and their
immediate supervisors.
B. give experienced employees a chance to learn new skills.
C. test new employees to determine where they should be assigned.
D. help workers who have been laid off to find new jobs.
Feedback: Employee orientation introduces new employees to the organization, its people,
and its policies, practices and objectives.
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362. U.S. President Obama nominated New York Judge Sonia Sotamayor to the Supreme
Court, to fill the position vacated by Justice Sutter. At the hearings that preceded the vote
by the Senate, there was extensive discussion about Judge Sotamayor’s past speeches
where she alluded to a sensitivity toward minority problems and situations due to the fact
that she is a Hispanic minority and a woman. The concern by many senators is that the
law should be applied equally among all groups in the U.S.; in fact, some were worried
about reverse discrimination. Others favored the fact that her background would bring a
different perspective to the court. Although there are differences between an appointment
to the Supreme Court and appointing employees to management positions, there are also
similarities in these actions. High profile positions and appointments serve as examples.
From a business perspective, why might such an action be a good thing?
A. Creating a diverse supreme court is never a good idea. It will certainly lend itself to
more laws similar to affirmative action and other hiring issues.
B. Businesses always follow the lead of politicians and political appointments. Companies
now have a “heads-up” that their competitors will start campaigns to promote minorities to
top positions.
C. Creating a team of diverse individuals working for your business will help you make
decisions based on a variety of perspectives, and ultimately to attract and retain a diverse
group of customers.
D. It’s unethical and illegal to pass-up a minority candidate that is equally qualified. The
senators had no choice but to confirm this nomination, and they are warning businesses
that they must do the same, or face future repercussions.
Feedback: Companies that take the initiative to groom women and minorities for management
positions are expanding their pool of talent. When a business has diversity in its workforce, it
lends itself to attracting and satisfying the diverse groups of customers that it serves.
363.
Chapter 11 – Human Resource Management: Finding and Keeping the Best Employees
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Tyler’s university invited several companies to campus for an internship trade show.
Upon speaking with the representative from a Texas accounting firm, Tyler was presented
with a brochure describing the kinds of responsibilities the company’s interns assume; the
training they receive; the pay and travel expense reimbursement; and potential
opportunities for future employment. Referring to the information provided in the Making
Ethical Decisions box titled, “Are Unpaid Interns Too Interred?” how would you rate this
opportunity?
A. A good opportunity because the company is upfront about job duties, pay, and
opportunities.
B. Either average or below average. According to the Making Ethical Decisions box, this
would be perceived as a “gofer” position.
C. An average or above average opportunity because although it pays a salary, it does not
pay for the cost of the college internship credit hours.
D. An average opportunity because it does not pay the intern benefits, as well as a salary.
Feedback: Whether the internship is paid or unpaid, the internship should be evaluated for the
experience it provides the intern. A “gofer job” usually results in a dead-end. Valuable
internships include job duties and responsibilities that simulate what a professional in that
position would be taking on.
364.
Chapter 11 – Human Resource Management: Finding and Keeping the Best Employees
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Referring to the Making Ethical Decisions box titled, “Are Unpaid Interns Too Interred?”
the passage reflects on:
A. The strategy of hiring unpaid interns, but offering them benefits instead of a pay check.
B. Whether it is unethical for companies to pay interns because it deters another person
from having a continuing job.
C. How it is a current dilemma that very few internships are set up to provide valuable job
experience for the intern.
D. How to evaluate an internship. Does it provide good work experience? Is it a dead-
end job, or a future opportunity?
Feedback: Whether the internship is paid or unpaid, the internship should be evaluated for the
experience it provides the intern. A “gofer job” usually results in a dead-end. Valuable
internships include job duties and responsibilities that simulate what a professional in that
position would be taking on.
365. The _____________ is an evaluation of the performance level of employees against
established standards to make decisions about promotions, compensation, additional
training, or firing.
A. job analysis
B. performance appraisal
C. MBO assessment
D. objective analysis
366.
Chapter 11 – Human Resource Management: Finding and Keeping the Best Employees
The first step in the performance appraisal process is to:
A. perform a human resource inventory.
B. establish performance standards.
C. analyze the jobs to see what tasks must be performed.
D. meet with employees and discuss the overall objectives of the firm.
367. The last step in performance appraisal is to:
A. talk to the employee being appraised.
B. evaluate the employee’s performance.
C. take any corrective action that the appraisal indicates is necessary.
D. use the results to make decisions about compensation, promotions, and additional
training.
368. A newer form of performance appraisal is called the ___________ because it
encourages feedback from all around the employee including those who report to
him/her.
A. 360-degree review
B. roundabout assessment
C. environmental review
D. multilevel assessment
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373. A department manager evaluated the performance of her subordinates as part of a
performance appraisal process. If she follows the six-step appraisal process, the next step
is:
A. meet with employees to discuss the results.
B. write up a performance review report and submit it to top management.
C. adjust the standards based on how well the employees did.
D. make decisions about training, promotions, and pay raises.
Feedback: Evaluating the performance of subordinates is the third step in the performance
appraisal process. The fourth step is to discuss the results with the employees.
374. Managers at Wrise & Schein want to make sure their decisions about compensation,
promotions and firings are based on sound information that meet legal requirements. One
way to achieve this objective would be to:
A. outsource all such decisions to an outside expert.
B. establish an effective performance appraisal system.
C. make sure that these decisions are not influenced by the employee’s immediate
supervisor.
D. base all pay, promotion, and firing decisions on the Hay system.
Feedback: A performance appraisal is an evaluation in which the performance level of
employees is measured against established standards to make decisions about promotions,
compensation, additional training, or firing.
375.
Chapter 11 – Human Resource Management: Finding and Keeping the Best Employees
Jorge Martinez hates to do performance appraisals of his subordinates because he always
struggles when he has to evaluate their performance. In order to make the actual
performance evaluations a better experience for all, Jorge should:
A. base his evaluation on a written test.
B. use a democratic approach and let the employees evaluate each other.
C. set performance standards that are reasonable, understandable, and measurable, then
clearly communicate these standards to his subordinates.
D. use the principle of motion economy to break down each subordinate’s job into a series
of steps that can be easily evaluated and compared to ideal performance standards.
Feedback: The first two steps of performance appraisal are to set measurable, reasonable and
understandable performance standards, and to clearly communicate these standards to
employees. If these two steps are done correctly, the actual evaluation of employee
performance should be relatively easy. The manager simply compares actual performance
with the established standards.
376. Managers at the Allerton Bank get a performance appraisal one time each year. The
bank uses a relatively new evaluation process that provides feedback about performance
not only from superiors but also from subordinates and other managers at the same level.
This type of evaluation is known as a(n):
A. organization-wide appraisal.
B. 360-degree review.
C. circular analysis.
D. multilevel assessment.
Feedback: The 360-degree review is a relatively new approach to performance appraisals that
provides employees with feedback on their performance from all directions.
