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1. (p. 288, figure 11.1) The process of recruiting, selecting, developing, motivating, evaluating, compensating, and
scheduling employees to achieve organizational goals is called internal organizational management (IOM).
2. (p. 288) Human resource management is receiving increased attention because the shift from traditional
manufacturing industries to service and high-tech manufacturing industries requires workers to have more
technical job skills.
3. (p. 288) Recruiting is relatively easy today because qualified labor is so plentiful.
4. (p. 289) Today, human resource management is viewed as basically a clerical function of keeping personnel
records and processing payroll.
5. (p. 289) The human resource function has become so critical that it is now a concern of all managers.
6. (p. 289) The human resource manager’s job is easier today than it was in the past because a growing percentage
of the work force is highly educated and well-prepared for jobs in the contemporary business environment.
7. (p. 289) The reason industries such as robotics and biotechnology have grown rapidly in recent years is that the
United States has a surplus of highly educated and experienced workers available for employment in these
fields.
8. (p. 289) One of the challenges facing today’s human resource managers is a shift in the age distribution of the
labor force, including aging baby boomers, many of whom are deferring retirement.
9. (p. 290) Today’s workers have an increased demand for benefits tailored to their individual needs.
10. (p. 289) Today’s workers place a lower priority on leisure time than they did in the past.
11. (p. 290) One challenge faced by today’s human resource managers is the fact that workers overseas often work
for lower wages and are subject to fewer laws and regulations.
12. (p. 290) Today’s workers tend to be very loyal, as evidenced by declining turnover rates in most industries.
13. (p. 289) Robotek International is a rapidly growing firm specializing in the production of sophisticated robots.
One of the major problems Robotek is likely to face is a shortage of qualified workers.
14. (p. 289) The growing importance of human resource issues has led most firms to rely more and more on
specialists in their human resource departments to handle all human resource functions.
15. (p. 289) Randy Waller is in his early sixties. A few years ago he had planned to retire by the time he was sixty,
but when the time came, he decided to continue working. In fact, not only is Randy still working, he has put any
plans to retire on hold for at least several years. Randy’s decision to keep working into his late sixties is unusual
in today’s labor market.
16. (p. 289) Elise Hatcher is the manager in the finance department at Wilson Auto Company. If her company is
like most firms, Elise will leave almost all aspects of human resource functions to specialists in the human
resource department.
17. (p. 290, Dealing with Change box) According to the “Dealing with Change” box in Chapter 11, Raytheon’s
Leave-A-Legacy program is a solution to the brain drain that Raytheon will face by 2009.
18. (p. 289) Last year Hap Reznik lost his job as a skilled welder at an automobile assembly plant. After seeking
work for several months, he finally accepted a job as an unskilled laborer at a local nursery. Although he is
pleased to have work, Hap feels that his new job doesn’t use his skills to their full potential. Hap is an example
of an underemployed worker.
19. (p. 290) Like all management, human resource management begins with planning.
20. (p. 290) The first step in the human resource planning process is to prepare a job analysis for each available
position within the firm.
21. (p. 291) One purpose of a human resource inventory is to determine whether the labor force is technically
up-to-date and well trained.
22. (p. 291) The result of a job analysis is a written document called a human resource inventory.
23. (p. 291) A job analysis is a study of what is done by employees who hold a job title.
24. (p. 291, figure 11.2) A job analysis results in two documents called a job inventory and a performance appraisal.
25. (p. 291) A job specification is a statement of the job itself, while a job description is a statement about the
person who does the job.
26. (p. 291) A job specification identifies the minimum qualifications a person must have to fill a particular job.
27. (p. 291) A job description identifies and describes the type of person who should perform the job, including
important qualifications such as deduction, skills, and experience.
28. (p. 291) Human resource planning involves the assessment of both the future demand and the future supply of
the various types of labor needed by the organization.
29. (p. 292) The first four steps in human resource planning all lead to the final step, which is the development of a
strategic human resource plan.
30. (p. 291) Chris Schubert is a human resource manager with the Night Owl Publishing Company. He has just
finished a study of what is done by employees who fill various job titles. The study Chris has completed is
known as a human resource inventory.
31. (p. 290–291) Lani wants to know how many workers in her company have a certain specialized skills and have
received training to update their qualifications within the past year. She could use a human resource inventory
to help her find this type of information.
32. (p. 291) Sue Tatum has just completed a job analysis of a specific job title in her company. The result of her
analysis will allow her to develop both a job description and a job specification for the position.
33. (p. 290) Job analysis helps a manager answer the question: “How many workers have this particular skill
within the organization?”
34. (p. 291) Toni Matthews is interested in a position that has opened up at her firm, but she wants to find out more
about the type of work and responsibilities involved in the job. A document that would have the information she
wants is the job specification.
35. (p. 291) Helen Caldwell is a human resource manager for a firm that is planning to switch to a more
sophisticated production method. As a human resource manager, one of Helen’s duties will be to forecast the
demand for the type of labor needed to implement the new method.
36. (p. 292) Recruitment is concerned with obtaining a sufficient number of qualified people at the right time to
select those who best meet the needs of the organization.
37. (p. 292) Because of the continuous flow of potential employees into the labor market, recruiting usually is the
easiest task for a human resource manager to accomplish.
38. (p. 292–293) Union rules and company policies can make the recruitment process more difficult.
39. (p. 293) When recruiting, human resource managers must attract people who not only have the right skills, but
also fit in with the corporate culture.
40. (p. 293) Small businesses usually find recruitment easier than large firms.
41. (p. 293) An advantage of hiring from within is that it improves employee morale.
42. (p. 293) External recruitment sources are usually cheaper to use than internal sources.
43. (p. 292, figure 11.3) Transfers and promotions are internal sources used by human resource managers to fill
recruiting needs.
44. (p. 293, Spotlight on Small Business box) According to the “Spotlight on Small Business” box in Chapter 11, one way that
a small business can attract qualified employees is to hire its customers.
45. (p. 292, figure 11.3) Public and private employment agencies and college placement offices are internal sources
used by human resource managers when they are recruiting employees.
46. (p. 293) When recruiting employees, human resource managers should focus primarily on the skills and
training of the people they are recruiting.
47. (p. 292, figure 11.3) Rob Bankston is the human resource manager for a medium- sized corporation. He has a
policy of using internal sources to fill positions whenever possible. This means that Rob probably relies
extensively on promotions, transfers, and recommendations from current employees to find qualified
employees.
48. (p. 293) John Billings is a manager of a small business who handles most of his firm’s recruiting efforts.
Because John recruits for a small business he is at a distinct advantage when it comes to finding the right people
to fill his firm’s needs.
49. (p. 293) The Hapennen Corporation is about to diversify into an entirely new market. This move will create the
need for several new positions in the production and marketing departments. However, the production
technologies and the marketing environment in this new market are very different than in Hapennen’s traditional
market. The company is likely to rely on external sources to fill many of the positions created by its
diversification.
50. (p. 294) Selection is the process of gathering information and deciding who should be hired, under legal
guidelines, for the best interests of the individual and the organization.
51. (p. 294) The cost of recruiting, processing, and training a new entry level employee is significant, and
sometimes exceeds the annual salary earned by the employee.
52. (p. 294) The amount most businesses spend on selecting and training workers is relatively low.
53. (p. 294) Because current legal guidelines limit the types of questions that can be asked, completed job
application forms contain very little useful information about job candidates.
54. (p. 294) Staff members from the human resource department seldom take part in initial screening interviews,
but often participate in the follow-up interviews of top job candidates.
55. (p. 294) Artificial intelligence software already exists that will review information provided by an applicant
and e-mail a report to a manager with a recommendation as to whether the applicant should be interviewed.
56. (p. 294) During an interview, a manager should be careful not to ask the applicant about his or her family.
57. (p. 295) Trial periods are an effective method of reducing turnover costs.
58. (p. 295) Most firms today are checking the backgrounds of job applicants more carefully than they did in the
past.
59. (p. 295) Websites now exist that allow firms to perform quick background checks of potential employees.
60. (p. 295) Employment tests should focus on general job skills rather than skills that are related directly to the
job.
61. (p. 295) Most U.S. companies now test their employees and job applicants for drug use.
62. (p. 295) Part-time workers, seasonal workers and independent contractors are all examples of contingent
workers.
63. (p. 296) The most common reason for hiring contingent workers is that they improve worker morale.
64. (p. 296) Though temporary workers are employed in most sectors of the economy, almost none have been
hired to fill manufacturing jobs.
65. (p. 296) An increasing number of contingent workers are highly trained professionals.
66. (p. 294) Jared Lefler works in his firm’s human resources department. He has been given the responsibility of
designing a new job application form for his firm. The questions Jared includes on the new form should avoid
broad questions about the applicant’s beliefs, culture and family background, and should focus instead on
factors such as the applicant’s work experience, education, and career objectives.
67. (p. 295) Rob Spears is a human resource manager who is very concerned about the high cost of labor turnover
at his firm. A good way for Rob’s firm to eliminate high turnover costs is to establish a policy of hiring workers
for trial periods.
68. (p. 294) Darice Presley is a human resource manager at a large company. She has just finished interviewing
several candidates for a position with her firm. Based on her interviews, she thinks one candidate looks
particularly promising. Darice is likely to recommend a second interview between this candidate and the
manager who will supervise the new employee.
69. (p. 295) Tri Cities Professional Printing wants to expand its services into new markets, but to remain
competitive it needs to keep its costs low. If it is like most firms, one way Tri Cities can save a lot of money is
by reducing the time and effort it devotes to the selection of employees.
70. (p. 295) Westler’s Fresh Produce finds it needs more workers during harvest times than at other times of the
year. Hiring contingent workers could be an efficient way for Westler to meet its temporary employment needs.
71. (p. 296) During good economic times, when unemployment is low, few people would voluntarily choose to be
contingent workers.
72. (p. 297) Employee training focuses on short-term skills, while employee development focuses on long-term
abilities.
73. (p. 297) A recent study has shown that the most effective way for most firms to improve worker productivity is
to increase expenditures on machinery and equipment.
74. (p. 297) One purpose of employee orientation programs is to introduce new workers to the organization’s
policies, practices and objectives.
75. (p. 297) Vestibule training is the most fundamental type of training.
76. (p. 297–298) New technologies such as intranets are creating more cost-effective methods of on-the-job training.
77. (p. 297) On-the-job training is best suited for jobs that are easily learned or require the employee to perform
repetitive physical tasks.
78. (p. 298) Over the next ten to fifteen years, most firms will discontinue apprenticeship programs as changes in
technology make this type of training obsolete.
79. (p. 298) In recent years, firms have expanded off-the-job training to include personal development subjects
such as time management, health and nutrition, and language.
80. (p. 298) Online training gives employers the ability to provide consistent content that is tailored to specific
employee training needs.
81. (p. 298) Vestibule training attempts to precisely duplicate both the methods and conditions of a real world job.
82. (p. 299) Job simulation is used to train astronauts, airline pilots, and ship captains.
83. (p. 299) The strategy of giving managers assignments in a variety of departments in order to expose them to
different functions is called apprenticeship training.
84. (p. 299) The process of training and educating employees to become good managers, and then monitoring the
progress of their managerial skills over time is called management simulation.
85. (p. 299) Most management training programs include methods such as on-the-job coaching, understudy
positions, and off-the-job courses and training.
86. (p. 299) Networking is the process of establishing and maintaining contacts and using those contacts to weave
strong relationships that serve as informal development systems.
87. (p. 299) A mentor is a corporate manager who supervises, coaches, and guides selected lower-level
employees.
88. (p. 300) Students can benefit from networking in college even before they take their first full-time job.