Selection tools should be reliable and valid. By reliable, we mean that the tool measures
consistently across time and evaluators. By valid, we mean that scores from the tools
correspond to actual job performance.
Effective mentoring can improve promotional rates, income, and job satisfaction.
If a sales manager wants his sales professionals to service the product and spend time
with customers, then a straight salary compensation plan is best.
The critical incident technique involves collecting data through a questionnaire.
Employees receive full Social Security benefits at the age of 62.
A firm’s unique technical abilities and reputation are distinctive competencies.
Pay incentives make up the greatest percentage of total compensation for employees.
Most corporate sabotage is committed by disgruntled former employees.
A minimum of 30% of the workforce must show an interest in unionizing to justify a
certification election.
Managers can eliminate the need for substantial amounts of employee discipline if
selection, training, and performance appraisals are performed according to HR
guidelines.
Some companies, in order to dodge costs related to the Fair Labor Standards Act, will
claim more exempt employees than nonexempt employees.
Employees who are exposed to an average of 85 decibels of noise or more should
receive free hearing protection from their employers.
On average, medical benefits and payments for time not worked consume about the
same amount of each benefit dollar.
When seeking to increase employee involvement in rewarding performance, it is
important to allow them some control in the dispensation of the rewards.
According to goal-setting theory, employees are more motivated by challenging goals
than simple goals.
Employment-at-will is a common-law rule that tends to favor the employer.
In an interview, worker-requirement questions assess whether a candidate has the basic
knowledge needed to perform the job.
Job banding entails replacing narrowly defined job descriptions with broad categories
of related jobs.
An employment selection tool that has empirical validity:
A) reports consistent results across time.
B) results in consistency among evaluators.
C) correlates with job performance.
D) measures unwanted influences.
Most companies use a ________ when setting up their sales compensation plan.
A) straight commission plan
B) combination plan
C) straight salary plan
D) gainsharing plan
Which legislation would most likely protect an individual from reverse discrimination?
A) Civil Rights Act of 1991
B) Vocational Rehabilitation Act of 1973
C) Fair Labor Standards Act
D) Title VII of the Civil Rights Act of 1964
All of the following are components of OSHA’s Bloodborne Pathogens Standards
EXCEPT:
A) using warning labels and signs to identify restricted areas.
B) providing employees with personal protection equipment.
C) keeping exposed employees’ medical records for 5 years after employment.
D) identifying methods of decontamination and procedures for handling waste.
Unions are more likely to take hold in firms where:
A) HR managers involve employees in policy making decisions.
B) employees are compensated at above-market rates.
C) employees are dissatisfied with their jobs.
D) HR managers lack significant experience.
A manager is explaining a project to his staff. The employees ask questions about the
details of the project, and they request a delivery date change. The manager agrees to
the new deadline. This meeting is most likely an example of:
A) downward communication.
B) upward communication.
C) two-way communication.
D) lateral communication.
Which of the following best explains why the career development field has experienced
significant change in recent decades?
A) More college graduates pursue careers with non-profit organizations.
B) Self-employment is a preferred career path for professionals.
C) Career paths are less structured and predictable.
D) Job security is an important career element.
Which of the following is most likely true?
A) Unions have done very little with regard to indirect compensation for members.
B) Benefits given at unionized firms are typically given at nonunionized firms at a later
date.
C) Most large unions have been unsuccessful at securing and retaining pensions for
members.
D) Unions rarely request employee benefits beyond those that are legally required.
Variable compensation systems work best:
A) with smaller, less well-established firms with younger employees.
B) in difficult economies with high rates of inflation.
C) when the job market is flooded with qualified workers.
D) in larger, established companies that need significant productivity improvement.
In response to a lawsuit by an unsuccessful job applicant, your HRM department has
compared previous applicants’ scores on the test to their rates of success in the job. A
high correlation arises, demonstrating that the test:
A) is reliable.
B) has content validity.
C) has empirical validity.
D) contains a contamination error.
Knott’s Construction builds one house every month. Mr. Knotts and Scott perform all
the structural work themselves while they subcontract the plumbing and electrical work.
This subcontracting is an example of:
A) restructuring.
B) recruiting.
C) egalitarianism.
D) outsourcing.
Additional Case 3.3
Tyra has been the head of HR at SPI for 20 years. During her time there, she has
instituted an internal EEO complaint resolution process and a no-tolerance policy for
sexual harassment.
Many SPI employees are Asian immigrants, but there are half a dozen countries
represented within the company. Such diversity benefits the firm because many of the
firm’s product manuals are translated into foreign languages.
Due to an increase in product demand, SPI needs to hire many new employees. Tyra has
received 70 applications for positions in the production department. She hires 60% of
the white applicants and 25% of the African-Americans applicants.
Refer to Additional Case 3.3. An applicant for a type-setting job at SPI does not meet
the minimum qualifications and has a visual impairment that calls for special lighting in
order for her see at a functional level. Which of the following adjustments should SPI
make in order to serve the applicant?
A) The necessary lighting should be made available once the applicant receives the job.
B) The necessary lighting needs to be made available once the applicant requests it.
C) No adjustment needs to be made because the applicant is not qualified for the
position.
D) No adjustment needs to be made because the applicant is not legally disabled.
Additional Case 4.1
As the Director of HR, David is leading a management discussion to plan and
implement a diversity management program. David is concerned that management,
while tolerant, tends to stereotype minorities and this will eventually lead to difficulties
for the firm. The company’s top three markets are in Los Angeles, Chicago, and Miami.
All three markets are heavily Latino in make-up. The senior management team is all
male. The youngest member is 58 years of age.
Martinez, the VP of Operations, feels that people should blend together and that
focusing on differences merely creates divisions. He thinks that you should have a
common training program to create a unified “American” company culture. Patrick, VP
of Finance, doesn’t see the need for a program. He respects that people are different, but
he feels that once you get to know a Hispanic, African-American, or Asian-American,
you know how to work with any Hispanic, African-American, or Asian-American.
Moreover, Patrick doesn’t believe the company should get into affirmative action
programs. The firm tried it ten years ago, and it created many problems.
Simon, the CEO, thinks a diversity management program is important. He believes the
company is missing some important talent without such a program. Simon feels that the
company can create a competitive advantage by being in the lead on this issue and also
believes the changing workforce is going to require adjustments in the future.
Refer to Additional Case 4.1. What should be the firm’s first step in improving diversity
management?
A) Forming a commitment from top management to value diversity
B) Implementing flextime and job share programs
C) Initiating senior mentoring programs
D) Developing communication standards
Which of the following factors is the LEAST common reason for turnover among
Chinese workers?
A) Lack of development opportunities
B) Manager-employee relationships
C) Insufficient compensation
D) Tedious work
Companies can enhance the success of their expatriates through a careful selection
process. A key criterion to consider when choosing successful expatriate managers is
the candidate’s:
A) domestic experience.
B) essential technical skills.
C) personal interests and hobbies.
D) spouse and family for adaptability.
Unlike training, development:
A) seeks to enrich workers.
B) is organizationally focused.
C) is narrow in scope.
D) addresses current needs.
Stress often results in ________, a syndrome characterized by emotional exhaustion
and reduced personal accomplishment.
A) anxiety
B) burnout
C) depression
D) situational sickness
Which term refers to transferring responsibility and decision-making authority from a
central office to people closer to the situation that demands attention?
A) Decentralization
B) Restructuring
C) Downsizing
D) Outsourcing
Objectives for a training program should most likely:
A) focus on worker characteristics.
B) depend on program costs and time.
C) be stated in terms of employee traits.
D) relate to KSAs identified in the task analysis.
Flextime and telecommuting are most likely examples of corporate efforts to:
A) reduce female employee turnover rates.
B) recognize the global nature of HRM.
C) show that diversity is valued.
D) maintain accountability.
Additional Case 3.1
You have been hired as HR Director of a company with about 100 employees. As you
begin to learn about the company, you discover that female managers are paid about
20% less than their male counterparts. When you ask why, the CEO explains that men
have families to support and women are earning extra income. As you review personnel
files, it becomes apparent that protected-class employees are promoted less often and
have longer terms between promotions and raises than white employees. A test is used
as part of the promotion process, and protected-class candidates always do about 25%
worse on it than white candidates. Another test is used to screen job applicants. It
screens out about 25% of white male applicants and about 50% of protected-class
applicants.
The firm has a hazardous products division. Traditionally, women are not hired or
promoted into that division because the CEO is concerned that the toxic nature of the
production process will adversely affect the female employees’ reproductive processes.
Refer to Additional Case 3.1. As the HR Director, you are meeting with the CEO to
discuss manager compensation. You should most likely advise the CEO that:
A) the company is in violation of Title VII of the Civil Rights Act of 1964.
B) the firm faces legal liability for violations of the Equal Pay Act of 1963.
C) the OFCCP is probably monitoring the firm’s lack of compliance and will soon be
filing a lawsuit.
D) what the company is doing isn’t right, but it is legal since it started before the
passage of relevant legislation.
Additional Case 6.1
Central Enterprises is suffering an economic downturn, and the workforce needs to be
reduced. Upper-level managers are debating the costs and benefits of various employee
separations. Brian argues that the company needs to make immediate cuts to both
management and labor. The cuts need to be made in such a way that the scope of the
company and its markets are not affected. The firm needs to do more with fewer people
according to Brian.
Other managers want to take a long-term, less traumatic approach. According to
Natalie, the firm has time to consider the problems and gradually reduce the workforce
rather than making sudden staff cuts. Natalie points out that 35% of the workforce is
over age 62.
The VP of HR, LaTisha, wants the least disruptive reduction process possible. LaTisha
just finished a major labor negotiation with the union and is not ready for another. She
points out that turnover has been fairly high. Along with considering workforce
reductions, LaTisha wants to know why people are leaving the company voluntarily.
Refer to Additional Case 6.1. Which of the following layoff alternatives would LaTisha
most likely support?
A) Implementing a hiring freeze
B) Instituting pay cuts
C) Offering job sharing
D) Retraining workers
________ is a goal-directed approach to performance appraisal in which workers and
their supervisors set goals together for the upcoming evaluation period.
The ________ is a law designed to regulate labor relations in the transportation
industry.
A system used to collect, record, store, analyze, and retrieve data concerning an
organization’s human resources is referred to as a(n) ________.
Companies can choose between progressive and positive discipline for employees.
Explain each and highlight the differences and relative advantages.
________ is the section of the Civil Rights Act of 1964 that applies to employment
decisions and mandates that employment decisions not be based on race, color, religion,
sex, or national origin.