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c. Employee benefits
d. Flexible benefit programs
e. Headhunter
f. Management development
g. Piecework
h. Professional employer organization
97. An arrangement to outsource part of personnel management to an organization that handles paperwork and
administers benefits for those employees
98. A search firm that locates qualified candidates foar executive positions
99. An approach that assess the suitability of job candidates based on how they would respond to hypothetical situations
100. Benefit programs that allow employees to select the types of benefits they wish to receive
101. Financial incentive based on number of units produced
102. Supplements to compensation designed to be attractive and useful to employees
103. Preparation of employees for career advancement through education, job experiences, network development, and
performance assessment
Match the term with its definition. Some terms may not be used.
a. Civel Rights Act
b. Fair Labor Standards Act
c. Family and Medical Leave Act
d. Human resource management
e. Management development
f. Occupational Safety and Health Act
g. PEO
h. Workforce diversity
104. Legislation prohibiting discrimination based on race, color, religion, sex, or national origin
105. Legislation that regulates the safety of workplaces and work practices
106. Legislation that assures employees of unpaid leave for childbirth or other family needs
107. A company that sets up co-employment agreements
108. Federal law that establishes a minimum wage and provides for overtime pay
109. Differences among employees on such dimensions as gender, age, ethnicity, and race
110. The management of employees in a way that enables a firm to reach its strategic objectives
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111. Explain the strengths and weaknesses for the following sources of employees: (a) walk-ins, (b) schools, (c) public
employment offices, (d) private employment agencies, (e) executive search firms, (f) employee referrals, (g) Internet
recruiting, (h) help-wanted advertising, and (i) temporary help agencies.
112. Explain the nature of orientation programs and why they are needed.
113. Discuss the use of compensation and incentives in recruiting employees for small businesses.
114. After defining each of the following statutes, state who has to abide by the law: a) Civil Rights Act, b) Occupational
Safety and Health Act, c) Fair Labor Standards Act and d) Family and Medical Leave Act.
115. Describe the five steps involved in selecting employees.
116. A band manager is designing an application form for hiring new band members. After discussing information that
should and should not be on the form, how will the form’s information be used for the remaining steps of the interview
process?
117. Identify and explain the advantages of five “selling points” a small company can use to attract candidates.
118. Tim and Tina own an independent pet grooming business in which employees are hired to groom the animals, take
care of customer needs and clean the facility. Other area competitors offer the same services and pay their employees
minimum age. Tim and Tina have decided to pay employees $12.00/hr, and include unlimited services for the employee’s
animals and allow them to provide grooming for one guest of their choice each month. What could the grooming business
gain from this payroll decision?
119. Identify and discuss the advantages and disadvantages to using a PEO.
120. Considering the weaknesses of interviewing, how can the procedure be made more effective in selecting employees?
121. Ollie has hired a front office manager, Todd. What suggestions should Ollie follow to make the implementation of
training more effective for Todd?
122. Having been in business for five years, Secondhand Treasures specializes in antique home and personal items made
before 1960. The company has expanded into ten locations with 103 employees in part due to the recession having led to
increased business. The company is having trouble maintaining employees for longer than three months, especially for
positions requiring extensive knowledge of an item’s value. What conditions in Secondhand Treasures would justify the
owner’s decision to hire a human resource manager?
123. Mona has recently been named the CEO of a small production company that she and her parents co-own. She is
concerned with the lack of innovation in the company and plans to hire at a minimum ten more employees in the next
three years. Currently 92% of the production workforce are white, males who have some college education and are
expected to retire in the next five years. What are suggestions for Mona?
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Answer Key
1. False
2. False
3. False
4. False
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52. c
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103. f
104. a
105. f
106. c
107. g
108. b
109. h
110. d
111.
a. Walk-ins or unsolicited applicants are sometimes qualified, and the cost of recruiting them is zero. There is a
selection cost involved in talking with them, but some minimum time must be given as a matter of good public relations.
The quality of the applicants will vary.
b. Schools, as a source, have applicants that require extensive training or on-the-job experience, but the employer can
obtain necessary basic talent from this source. Students who are interested in the firm’s industry may be better prepared
and motivated.
c. Public employment offices provide applicants without cost to the employer. A frequent limitation, of course, is the
type of manpower or quality level that is available through this source. The recession has resulted in more highly trained
individuals being listed.
d. Private employment agencies are a good source of applicants with specific skills, such as accountants, computer
operators, or managers. In some cases, the firm may not even be charged a fee for the service provided by the agency;
other cases may result in charges to the company.
e. Executive search firms are effective for filling key positions in the firm, but the cost of these services is high,
rendering this option impractical for some small businesses. Other businesses who are trying to move up to the next level
may cost effectively take advantage of the firms ability to locate possible employees.
f. Employee referrals produce good-quality applicants if the firm’s current employees are well qualified. Current
employees typically only recommend personnel who they know and trust can fill a position. Some small business owners
state this sources results in the most hires.
g. Internet recruiting is becoming more popular, owing to the efficiency of this approach in matching qualified
applicants with potential employers. Initial costs are low but the overall process cost may be higher and not result in
finding a suitable employee.
h. Help-wanted advertising permits businesses to go after the type of personnel they need and to stir up interest on the
part of qualified applicants who may not be listed with employment agencies. Effectiveness varies.
i. Temporary help agencies can provide workers to small businesses obtain temporary replacements. Agencies tend to
have less specialized trained persons.
112. Orientation programs consist of training given during the first two or three days of employment. They include
instruction not only about job duties but also about company policies, procedures, and benefits. They also acquaint the
newcomer with personnel and the physical layout of the office or other facilities.
New employees are very sensitive when they begin a job. Orientation presents a valuable opportunity to help them start
off on the right foot. The employer has the employee’s attention in an unusual way and can use the orientation to lay the
foundation for a long-term commitment or, inadvertently, to create feelings of alienation.
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