DECISION-MAKING Assignment

1.	Tools a company uses to manage employees are?

A.

HR tools

B.	HR practices

C.	HR challenges

D.	HR department

2.	Who are the individuals responsible for supervising and directing a group of employees to perform tasks (that are directly related  to the creation and delivery of a company’s products or services)?

A.

Boss

B.	Line Manager

C.	Assembly line

D.	HR manager

3.	Support function that designs and implements company policies for managing employees

A.	Work Design

B.	HR manager

C.	HR department

D.	Organizational culture

4.	A company’s ability to create more economic advantage than it’s competitors is?

5.	Ensuring Employees have the necessary  knowledge, skills, abilities and other talents to achieve work objectives falls under which of the following categories?

A.	Work design and Workforce planning

B.	Managing Employee Competencies

C.	Managing Employee attitudes and Behaviors

D.	Compensation and incentives

6.	Which of the following is not one of the benefits, health, and wellness required by law?

A.	Social Security

B.	Family and Medical leave

C.	Health care

D.	Workers Compensation

E.	Compliance with OSHA

7.	When practices within each HR activity are consistent with each other there is                 alignment. When practices work in concert with one another as well as with external challenges companies face, there is              Alignment.

8.	Which of the following is NOT part of Organizational demands?

A.

Strategy

B.	Labor force trends

C.	Organizational Culture

D.	Employee concerns

E.	Company Characteristics

9.	Which of the following are not environmental influences?

A.	Technology

B.	Globalization

C.	Labor force trends

D.	Employee concerns

E.	Ethics and Social Responsibilities

10.	A set of underlying values and beliefs employees share that is unwritten yet understood is              .

11.	In Labor force trends, the fastest growing ethnic groups are                 &                       .

12.	blurs country boundaries in business activities and encourages off-shoring.

13.	A plan for achieving a competitive advantage that influences how employees add value, impacts types of jobs employees perform, and affects attitudes and behaviors employees display is?

A.	Employee concerns

B.	Company characteristics

C.	Organizational culture

D.

Strategy

E.	Organizational demands

14.	In a                       strategy, jobs are narrowly focused and emphasize standardized and repetitive actions, behaviors are fairly well understood, individuals hare hired with basic skills, and employees are paid based on jobs they perform.

15.	In a                 strategy, jobs are geared toward creativity or customer service, employees hired with specific skills and new perspectives, jobs require cooperation, creativity, and knowledge sharing, and pay is based on individual potential or team accomplishments.

16.	Perceived obligations employees believe they owe their company and the company owes them

A.	Psychological contract

B.	Interaction Justice

C.	Distributive justice

D.	Procedural justice

17.	Which  justice deals with fairness in what individuals receive for their efforts, compensation for time and effort put into jobs, and how employees feel they are treated by their mangers?

A.	Procedural justice

B.	Interaction Justice

C.	Work/life balance

D.	Distributive justice

18.	Which justice is achieved when the determination that the process used to make decisions, rewards, and resolution of disputes is viewed as fair?

A.	Distributive justice

B.	Interaction Justice

C.	Procedural justice

D.	None of the above

19.	Which international strategy involves serving markets within a particular country?

A.	International strategy

B.	Domestic strategy

C.	Global Strategy

D.	Multinational strategy

E.	Transnational strategy

20.	Which international strategy involves not aligning with a particular country, but across countries to gain efficiencies? They don’t target unique tastes and preference of individual countries?

A.	Transnational strategy

B.	Multinational strategy

C.	Global Strategy

D.	International strategy

E.	Domestic strategy

21.	Which international strategy involves establishing autonomous business units in multiple countries? There’s a local responsiveness to try to meet the unique local needs of their country.

A.	Domestic strategy

B.	International strategy

C.	Global Strategy

D.	Multinational strategy

E.	Transnational strategy

22.	Which international strategy involves shared vision and coordination across business units yet tailoring products to meet local country needs?

A.	Domestic strategy

B.	Transnational strategy

C.	Multinational strategy

D.	Global Strategy

E.	International strategy

23.	Treating people differently because of characteristics that have nothing to do with their ability to perform.

A.

Prejudice

B.	Discrimination

C.

Rasict

D.	None of the above

24.	Both the Equal Employment Opportunity Commission (EEOC) and the Office of FEderal Contract Compliance programs (OFCCP) are responsible for developing guidelines and overseeing compliance with anti-discrimination laws. Which one however, deals with executive orders?

A.

EEOC

B.

OFCCP

C.	None of them

25.	When an employer intentionally discriminated because of a characteristic that defines the protected class disparate         has occurred, but when the employer unintentionally discriminated against a member of a protected class (employment practice) then disparate           has occurred.

26.	Which act addresses employment discrimination on the basis of race, color, religion, se, or national origin?

A.	Equal Employment Opportunity Act of 1972

B.	Title VII of the Civil Rights Act of 1964

C.	Equal pay act of 1963

D.	Four-fifths rule

E.	NONE of the above

27.	Submission to sexual conduct is made explicity or implicitly a condition of employment?

A.	Sexual Harassment

B.	Hostile Work Environment

C.	Quid Pro Quo

D.	Gender-plus discrimination

28.	Age Discrimination in Employment Act of 1967  (ADA) made it illegal for an employer to discriminate against any individual age      or older when making employment decisions.

29.	One issue with ADA law was an employer with limited financial resources would not be required to spend large sums of money for accommodations. What is the term for this?

A.	Reasonable Accommodation

B.	Undue Hardship

C.	Affirmative Action

D.	Public Policy Exception

30.	This Gives employers the right to terminate employees at any time.

A.	Employment of Veterans

B.	Bona Fide Occupational Qualification

C.	Employment at Will

D.	Affirmative Action

31.	is determining job tasks and responsibilities employees are expected to perform

32.	Systematically identifying tasks, duties, and responsibilities expected to be performed in a job as well as the competencies employees must possess to be successful?

A.	Workforce planning

B.	Job description

C.	JOb specifications

D.	Job analysis

E.

KSA’s

33.	are the written summaries of the specific tasks and               are the competencies required by a jobholder to be able to perform the job successfully.

34.	In the Efficiency Approach, this focused on breaking jobs down into core elements.

A.	Job Simplification

B.	Job Specialization

C.	Growth need strength

D.	Time and motion studies

35.	In the Efficiency approach, this removed decision-making authority from employees and placed it with a supervisor.

A.	Job Simplification

B.	Job Specialization

C.	Growth need strength

D.	Time and motion studies

E.

None

36.	is the extent to which individuals need to learn and be challenged.

37.	Which of the following is true about the Job characteristics model in the Motivational approach?

A.	Emphasized standardization of production process

B.	Extent to which individuals need to learn and be challenged

C.	Identified 5 job dimensions and 3 psychological states that affect motivation and satisfaction

D.	Repetition increased skill and speed

38.	Which type of employee team is well defined, stable, full-time members?

A.	Parallel teams

B.	Project teams

C.	Work teams

D.	Self-managed teams

E.

None

39.	Which employee team is a cross-functional group that addresses a problem or issue (members retain their formal positions as well)?

A.	Parallel teams

B.	Project teams

C.	Work teams

D.	Self-managed teams

E.

None

40.	Which employee team involves members working collaboratively to make decisions, hire, plan, schedule work, and accomplish goals?

A.	Work teams

B.	Parallel teams

C.	Project teams

D.	Self-managed teams

E.

None

41.	In job analysis techniques, which approach uses a single instrument (questionnaire or O*Net) to collect data, uses Functional Job Analysis, and uses Position Analysis questionnaires?

A.	Standardized Approach

B.	Customized Approach

42.	In Job analysis techniques, this customized approach focuses on specific descriptions of work activities that distinguish good from bad performance.

A.	Task inventory

B.	Job element

C.	Critical incidents

D.

None

43.	In job analysis techniques, this customized approach focuses on analyzing employee competencies rather than on tasks to be performed?

A.	Task inventory

B.	Job element

C.	Critical incidents

D.

None

44.	In job analysis techniques, this customized approach focuses on collecting info to identify tasks needed to be performed on a job.

A.	Task inventory

B.	Job element

C.	Critical incidents

D.

None

1.

Increasingly, successful organisations are recognising that A. human resource functions should be delegated to line managers B. human capital is their most important resource C. technology has overtaken human resources as their profit generator D. meeting employees’ needs should be their main priority

 

2.	There is strong evidence that high-performance HRM policies and practices A. generates all round superior organisational performance B. alienates shareholders, managers and employees C. places unsustainable financial pressure on organisations D. makes organisations more internationally successful

 

3.	According to Ulrich’s study, human resource managers spend most of their time as A. employee advocates B. strategic partners C. administrative experts D. change agents

 

4.

The human resources role in organisations is most accepted when A. the human resources manager is part of top management B. some of the key HRM functions have been outsourced C. there is high commitment and low turnover among employees D. it contributes to the bottom line performance of the organisation

 

5.

To develop a sustainable competitive advantage, HRM activities should be A. viewed strategically with HR represented at top management level B. integrated with the other major functions of management C. completely delegated to experienced line managers D. properly financed and supported throughout the organisation

 

6.

When HR is mainly focused on maintaining employee records and providing recreational activities, A. it is regarded as a cost and largely irrelevant to the success of the business B. it is fulfilling the key management function for which it was created C. there is less likelihood of there being a high turnover among employees D. there is less likelihood of most HRM functions being outsourced

 

7.

The instrumental (or hard) approach to HRM A. has been largely replaced by the preferred humanistic approach to HRM B. has proved too costly and time consuming for organisations to implement C. stresses the rational, strategic and quantitative aspects of managing employees D. places emphasis on getting employees committed, trained and motivated

 

8.

According to the humanistic (or soft) approach to HRM A. the emphasis on managing employees is on commitment, adaptability, job satisfaction and motivation. B. there is less likelihood to be opposition to employment practices from trade unions and government C. the need to integrate HRM practices with the strategic direction of the organisation diminishes D. there is more likely to be a clearly defined role for the HR manager in the organisation

 

9.

The HR professional plays the ‘strategic partner’ role when they A. form partnerships with HR managers in other similar organisations B. work closely with other management leaders within the same organisation C. have the ability to translate business strategy into action D. are representing the interests of the employees at senior management meetings

 

10.

The dual role for an HR manager of being an employee champion and a strategic partner can create tensions because A. there will be competition for the resources necessary to fulfil both roles B. these roles may not be recognised by the senior managers in the organisation C. strategic decisions by the company may have undesirable impacts on employees D. the manager may not be not skilled in fulfilling both roles effectively

 

11.

For organisations, the purpose of strategy is to A. ensure that human and financial resources are allocated to their most profitable and effective use B. maintain a position of competitive advantage by capitalising on strengths and minimising weaknesses C. ensure that the interests of shareholders are given priority in any forward planning undertaken D. identify those internal policies and practices that need to be revised or eliminated

 

12.

When Hamel and Prahalad used the term ‘strategic intent’, they meant that organisations which had achieved global leadership had A. a clearly recognised plan of action for their future direction B. a sustained obsession to achieve a challenging long-term objective C. a concentrated focus on implementing policies and practices D. consistently scanned their external and internal environments

 

13.	An organisation’s mission statement identifies A. why an organisation exists and what its focus is B. the strengths and weaknesses of that organisation C. what the organisation plans to achieve D. how its strategic plan will be implemented

 

14.

The premise of ‘strategic choice’ is that A. management should select appropriate strategies that maximise the efficient use of an organisation’s human resources in a timely manner B. an organisation needs to choose which external opportunities it should pursue and which threats it will seek to overcome in the long term C. management can facilitate an organisation’s successful adaptation to changing circumstances by shaping the organisation’s objectives and policies D. management needs to choose which changes in the external and internal environment require its immediate attention

 

15.

For strategy implementation to be successful, it is imperative that A. employees accept the changes demanded by the new or revised strategies B. the organisation’s structure be kept intact while the changes are introduced C. there be a movement away from decentralised decision making towards a centralised focus D. the long term objectives are kept in line with the organisation’s mission statement

 

16.	A global strategy A. fosters learning and the creation and transfer of knowledge B. responds to cultural differences between markets C. reflects an ethnocentric orientation D. involves decentralised decision making

 

17.

HRM strategic planning in an organisation clarifies for employees, managers and other stakeholders A. how HRM intends to contribute, what methods it will use and what performance standards it is aiming for B. whether HRM has the financial support of top management in the conduct of its function C. which HRM functions will be outsourced, which will be retained and which will be revised D. what goals the HRM department will pursue and what priority it will give to conflicting goals

 

18.

HRM policies are A. detailed instructions on action to be taken in a given situation in an organisation B. guidelines for employee behaviour that have been imposed by government legislation C. frequently revised in response to changes in the organisation’s environments D. general statements that serve to guide decision making in organisations

 

19.

HRM activities contribute to an organisation’s culture by A. identifying the critical employee behaviours and values that impact on the development of a culture B. stimulating and reinforcing the specific behaviours needed to achieve the organisation’s strategic objectives C. giving priority to the needs of employees above those of other stakeholders in an organisation D. highlighting the critical strategic role that human resources play in the development of an organisation’s social climate

 

20.

In evaluating HRM objectives, policies and practices, ‘congruence’ refers to the extent to which HRM strategies and policies A. attract, retain, motivate and develop employees with the right skills, abilities and knowledge to achieve the organisation’s objectives B. reduce personnel related costs, eliminate unnecessary work and reduce labour turnover and absenteeism C. enhance employee identification with, and attachment and commitment to their job and the organisation D. promote the achievement of employee goals at the same time as satisfying the organisation’s strategic objectives