1. Strategic planning involves a set of procedures for making decisions about an organization’s long-term goals and
strategies.
a.
True
b.
False
2. Human resource planning (HRP) refers to the process of recruitment and selection that caters to the welfare of an
organization’s existing employees.
a.
True
b.
False
True
Easy
MGHR.SNEL.17.2-1
3. Strategic human resources management (SHRM) is a combination of strategic planning and HR planning.
a.
True
b.
False
True
Easy
MGHR.SNEL.17.2-1
4. The first step in strategic planning of a firm involves establishing a mission, vision, and values for the firm.
a.
True
b.
False
True
Easy
MGHR.SNEL.17.2-1
True
Easy
MGHR.SNEL.17.2-1
5. The strategic vision of an organization never moves beyond its mission statement to provide a perspective on where the
company is headed and what the organization can become in the future.
a.
True
b.
False
6. Organizational core values form the foundation of a firm’s decisions.
a.
True
b.
False
True
Easy
MGHR.SNEL.17.2-1
7. Changes in labor supply can place limits on the strategies available to firms.
a.
True
b.
False
True
Easy
MGHR.SNEL.17.2-2
8. An internal analysis enables strategic decision makers to assess an organization’s workforce—its skills, cultural beliefs,
and values.
a.
True
b.
False
True
Easy
False
Easy
MGHR.SNEL.17.2-1
9. Internal analysis focuses on culture and conflicts within an organization.
a.
True
b.
False
10. A cultural audit can be used to examine the attitudes and expectations of employees.
a.
True
b.
False
True
Easy
MGHR.SNEL.17.2-3
11. Strategic planning is the process of anticipating and providing for the movement of people into, within, and out of an
organization.
a.
True
b.
False
False
Easy
MGHR.SNEL.17.2-1
12. Trend analysis relies on a single factor to predict employment needs.
a.
True
b.
False
True
Easy
MGHR.SNEL.17.2-4
13. An organization’s core values are the strong enduring beliefs and principles that the company uses as a foundation for
False
Easy
its decisions.
a.
True
b.
False
14. Organizations tend to make long-term commitments to strategic knowledge employees, investing in their continuous
training and development, and perhaps giving them an equity stake in the organization.
a.
True
b.
False
True
Easy
MGHR.SNEL.17.2-3
15. Forecasting is frequently more of an art than a science, providing inexact approximations rather than absolute results.
a.
True
b.
False
True
Easy
MGHR.SNEL.17.2-4
16. Qualitative HR forecasting techniques generally employ sophisticated analytical models.
a.
True
b.
False
False
Moderate
MGHR.SNEL.17.2-4
17. Trend analysis is a qualitative approach to labor demand forecasting.
True
Easy
a.
True
b.
False
18. Trend analysis refers to the use of statistical techniques to plot a historical trend of a business factor.
a.
True
b.
False
True
Easy
MGHR.SNEL.17.2-4
19. A vision statement clarifies the long-term direction of a company and its strategic intent.
a.
True
b.
False
True
Easy
MGHR.SNEL.17.2-1
20. Staffing tables provide data on external labor supply sources.
a.
True
b.
False
False
Easy
MGHR.SNEL.17.2-4
21. A Markov analysis can be used to track the pattern of employee movements through various jobs.
a.
True
b.
False
False
Easy
MGHR.SNEL.17.2-4
22. Core values are the essence of corporate cultures and an expression of their personality.
a.
True
b.
False
True
Easy
MGHR.SNEL.17.2-1
23. Succession planning is the process of identifying, developing, and tracking talented individuals so that they may
eventually assume top-level positions.
a.
True
b.
False
True
Easy
MGHR.SNEL.17.2-4
24. A SWOT analysis helps executives summarize the major facts and forecasts derived from external and internal
analyses.
a.
True
b.
False
True
Easy
MGHR.SNEL.17.2-5
25. Corporate strategy focuses on domain selection.
a.
True
b.
False
True
Easy
MGHR.SNEL.17.2-4
26. In international joint ventures, the issue of culture is paramount.
a.
True
b.
False
True
Easy
MGHR.SNEL.17.2-5
27. Dell has been very successful competing based on a low-cost strategy.
a.
True
b.
False
True
Easy
MGHR.SNEL.17.2-5
28. FedEx has been very successful in utilizing a differentiation strategy.
a.
True
b.
False
True
Easy
MGHR.SNEL.17.2-5
29. In the long run, firms must approach outsourcing decisions based on cost alone to strengthen their core capabilities.
a.
True
b.
False
False
True
Easy
MGHR.SNEL.17.2-5
30. Critical success factors for a low-cost strategy include efficiency, productivity, and minimizing waste.
a.
True
b.
False
True
Easy
MGHR.SNEL.17.2-5
31. While unemployment rates vary by sector, the lack of talent in low-skill jobs continues to create a real challenge for
firms.
a.
True
b.
False
False
Easy
32. Organizational structure is the framework in which the activities of organization members are coordinated.
a.
True
b.
False
True
Easy
MGHR.SNEL.17.2-6
33. Shared values act as a guiding parameter for strategic planning.
a.
True
b.
False
True
Easy
Moderate
MGHR.SNEL.17.2-5
34. In unionized firms, layoffs are only based on performance.
a.
True
b.
False
False
Moderate
MGHR.SNEL.17.2-6
35. Unionized organizations recognize seniority.
a.
True
b.
False
True
Easy
MGHR.SNEL.17.2-6
36. A disadvantage of overemphasizing seniority is that less competent employees receive the same rewards and security
as more competent employees.
a.
True
b.
False
True
Moderate
MGHR.SNEL.17.2-6
37. A Markov analysis can show the percentage of employees who remain in each of a firm’s jobs from one year to the
next.
a.
True
b.
False
True
Easy
MGHR.SNEL.17.2-6
38. Benchmarking is a process that companies use to look at their practices and performance in a given area and then
compare them with other companies.
a.
True
b.
False
True
Easy
MGHR.SNEL.17.2-6
39. The target company for benchmarking does not need to be a competitor.
a.
True
b.
False
True
Moderate
MGHR.SNEL.17.2-6
40. The Balanced Scorecard is a tool for mapping a firm’s strategy in order to ensure strategic alignment.
a.
True
b.
False
True
Easy
MGHR.SNEL.17.2-6
41. The quality-of–fill metric attempts to measure how well new hires of an organization are performing so that the
organization will have enough top performers to propel it towards its strategic objectives.
a.
True
b.
False
True
Easy
MGHR.SNEL.17.2-4
42. The process of setting procedures for making decisions about an organization’s long-term goals is called:
a.
strategic planning.
b.
HR planning.
c.
job analysis.
d.
environmental scanning.
a
Easy
MGHR.SNEL.17.2-1
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – OH – DISC: HRM
Bloom’s: Knowledge
43. Human resource planning is:
a.
the technique that identifies the critical aspects of a job.
b.
the process of anticipating and providing for the movement of people into, within, and out of an organization.
c.
the process of setting major organizational objectives and developing comprehensive plans to achieve these
objectives.
d.
the process of determining the primary direction of a firm.
Easy
MGHR.SNEL.17.2-1
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – OH – DISC: HRM
Bloom’s: Knowledge
44. Customers, suppliers, and substitutes are part of a _____ environment.
a.
political
b.
technological
c.
demographic
d.
competitive
Moderate
MGHR.SNEL.17.2-2
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – OH – DISC: HRM
Bloom’s: Comprehension
45. The group of employees which has skills that are quite valuable to a company in creating customer value but not
MGHR.SNEL.17.2-4
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – OH – DISC: HRM
Bloom’s: Knowledge
particularly unique or difficult to replace is referred to as:
a.
b.
c.
d.
46. The mission of a company:
a.
is used for the systematic monitoring of its external opportunities.
b.
is the basic purpose of the company.
c.
is the strong enduring belief used by the company to make decisions.
d.
provides a perspective on where the company is headed.
Easy
MGHR.SNEL.17.2-1
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – OH – DISC: HRM
Bloom’s: Knowledge
47. The strategic vision of a company:
a.
is used for the systematic monitoring of its external opportunities.
b.
is the basic purpose of the company.
c.
is the strong enduring belief used by the company to make decisions.
d.
provides a perspective on where the company is headed.
Moderate
MGHR.SNEL.17.2-1
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – OH – DISC: HRM
Bloom’s: Comprehension
48. The core value of a company:
a.
is the systematic monitoring of its external opportunities.
b.
is the basic purpose of the company.
c.
is the strong enduring belief used by the company to make decisions.
d.
is determined by conducting a trend analysis on its employees.
c
a
Easy
MGHR.SNEL.17.2-3
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – OH – DISC: HRM
Bloom’s: Knowledge
49. The systematic, regular monitoring of major external forces influencing an organization is called:
a.
demand forecasting.
b.
environmental scanning.
c.
exception reporting.
d.
influence analysis.
Easy
MGHR.SNEL.17.2-2
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – OH – DISC: HRM
Bloom’s: Knowledge
50. A competitive environment includes all the following EXCEPT:
a.
new entrants.
b.
suppliers.
c.
rivals.
d.
subordinates.
Easy
MGHR.SNEL.17.2-2
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – OH – DISC: HRM
Bloom’s: Knowledge
51. At the fundamental level, a firm’s strategy should focus on creating value for:
a.
resellers.
b.
suppliers.
c.
customers.
d.
subordinates.
c
Easy
MGHR.SNEL.17.2-2
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – OH – DISC: HRM
Bloom’s: Knowledge
52. The examination of the attitudes and activities of a company’s workforce is done using:
Easy
MGHR.SNEL.17.2-1
United States – BUSPROG – Analytic – Business knowledge and analytic skills
United States – OH – DISC: HRM
Bloom’s: Knowledge