英文版人力资源管理复习题及参考答案.doc

Review Exercises1. True/False Questions.(101.5=15 points)2. Multiple Choice Questions (101.5=15 points)3. Essay Questions (310=30 points)4. Case Analysis (220=20 points)Essay Questions: 1. Describe the roles played by line managers and human resource professionals with respect to HRM. P7-8(1) HR professionals typically assume the four areas of responsibility:v Establish HRM proceduresv Develop/choose HRM methodsv Monitor/evaluate HR practicesv Advise/assist managers on HRM-related matters(2) Line managers direct employeesday-to-day tasks.From an HRM perspective, line managers are the main people responsible for:v Implementing HRM practicesv Providing HR professionals with needed input2. What are the 16 HRM practices that enhance a firms competitive advantage suggested by Professor Jeffrey Pfeffer ? P12v Employment security Selectivity in recruitingv High wage Incentive payv Employee ownership Information sharing v Participation and empowerment Teams and job redesignv Training and development Cross-utilization and cross-trainingv Symbolic egalitarianism Wage compressionv Promotion from within Long-term perspectivev Measurement of practices Overarching philosophy3. Discuss how job analysis lays the foundation for HRM practices that lead to competitive advantage.P45-46(1)Laying the foundation for recruitment and selection practice(2)Laying the foundation for Training and development programs(3)Laying the foundation for performance appraisal forms(4)Laying the foundation for compensation decisions.4. Understand how a firms human resource management practices can help it gain a competitive advantage. P11 P12-17HR PlanningJob AnalysisRecruitmentSelectionWorkplace JusticeUnionsSafety & HealthInternationalCompetenceMotivationWork AttitudesOutputRetentionLegal ComplianceCompany ImageCostLeadership;ProductDifferentiationTraining/Develop.Performance App.CompensationProductivity Imp.5. Explain why and how HRP activities are conducted? P39 第3题(1)Why The aim of HRP is to ensure that people are available with the appropriate characteristics and skills when and where the organization needs them. (2) How: HRM consists of the following activitiesv Demand forecasting v Supply forecasting v An HR plan is derived by combining the results of supply and demand forecasts made for each organizational job group.6. Why is the internal supply of labor not static? How can organizations keep track of their internal supply of labor?7. Explain how realistic job previews (RJPs) operate. Why do they appear to be an effective recruitment technique?(1) How to use（operate） RJPs P79v Include descriptive information（starting salaries，average length of time to promotion， hours of work）and judgmental information（aspects that satisfy and dissatisfy employees）v Avoid giving candidates all possible informationv The relative emphasis you give to positive and negative information should reflect the actual balance of positive-negative factors found in the environment.（2）RJPs improve retention rates P65-668. What are the pros and cons of recruiting applicants internally and externally?内部招聘的优点1）选任时间较为充裕，了解全面，能做到用其所长，避其所短。2）他们对组织情况较为熟悉，了解与适应工作的过程会大大缩短，他们上任后能很快进入角色。3）内部提升给每个人带来希望，有利于鼓舞士气，提高工作热情，调动员工的积极性，激发他们的上进心。内部招聘的缺点1）容易造成“近亲繁殖”。老员工有老的思维定势，不利于创新，而创新是组织发展的动力。2）容易在组织内部形成错综复杂的关系网，任人唯亲，拉帮结派，给公平、合理、科学的管理带来困难。3）内部备选对象范围狭窄。外部招聘的优点1）来源广泛，选择空间大。特别是在组织初创和快速发展时期，更需要从外部大量招聘各类员工。2）可以避免“近亲繁殖”，能给组织带来新鲜空气和活力，有利于组织创新和管理革新。此外，由于他们新近加入组织，与其他人没有历史上的个人恩怨关系，从而在工作中可以很少顾忌复杂的人情网络。3）可以要求应聘者有一定的学历和工作经验，因而可节省在培训方面所耗费的时间和费用。外部招聘的缺点1）难以准确判断他们的实际工作能力。2）容易造成对内部员工的打击。3）费用高。9. What is meant by “transfer of training?” What can be done to help ensure transfer? (1) Transfer of training: material learned in training is applied to the job P126(2)A manager can help ensure transfer by these means:v Discuss with employees what the program covered and how it can be applied to the job.v Assign employees tasks that require them to apply the knowledge learned in trainingv Give employees coaching and feedback regarding their performance of assigned tasks.10. Describe how training evaluations should be conducted.v Level I: ReactionHow did the student feel and what did they think about the training? Distribute an evaluation or feedback form. This is often called a “smilesheet” and can be administered in either paper format or online format. This type of evaluation is usually inexpensive and used by most organizations. Be sure to distribute evaluations immediately after training ends. You can include questions to evaluate the instructor, material covered, training materials and audio visual equipment. v Level II: LearningHow much did the student learn? To assess the amount of learning, consider using pre-tests and post-tests. The tests attempt to determine how students have advanced with regards to skills, knowledge and attitude. v Level III: BehaviorWhat is the extent of behavior and capability improvement and implementation/application? To determine the extent of behavior and capability improvement, consider observing learners for an extended period of time after training is completed. This can be measured via post training interviews, monitoring progress and meeting with headmasters of the learners to determine if the training has allowed the learner to excel in his/her study.v Level IV: ResultsWhat impact on the organization did the training have as a result of the learners performance? To determine the impact of the training program, key performance indicators include student satisfaction, achievements, social status and other types of quantifiable aspects of the performance of the organization.11. Discuss the pros and cons of using different potential raters to appraise a persons performance. Supervisory ratings Peer ratings Self-ratings Using multiple raters: 360-degree feedback systems 各类考评者的具体优劣势分析详见课本P145-14612. Explain how a firm should develop its performance appraisal system. P143-147v Gainning support for the system Gain the support of upper-level managers Gain the support of employeesv Choosing the appropriate rating instrumentv Choosing the raters Supervity ratings Peer ratings Self-ratings Using multiple raters: 360-degree feedback systemsv Determing the appropriate timing of appraisalsv Ensuring appraisal fairness Upper-level management review Appeals system13. How organizations can build an equitable pay system? P160-167 &P177第2题（1）Internal consistency v job evaluation: A systematic process for determining the worth of a jobv Pay grades: Job groupings in which all jobs assigned to the same group are subject to the same range of pay (2) External competitiveness v salary surveyv pay policiesv pay rates (3) Employee contributions v pay rangev skill-based pay14. Explain why an organization may choose to develop a cafeteria benefits plan for its employees? P 172 . Why should we conduct cafeteria （flexible） benefit plan?v Such plans enable employees to choose options that best fit their own needs. New workers, for example, may prefer cash; parents may prefer to invest their benefit dollars in employer-sponsored child-care programs; and older workers may decide to increase their pension and health care coverage.v Deciding among the various options makes employees more aware of the cost of the benefits, giving them a real sense of the value of the benefits their employers provide. v Flexible benefit plans can lower compensation costs because employers no longer have to pay for unwanted benefits.v Employers and empolyees can save on taxes. Many of the premiums may be paid with pretax dollars, thus lowering the amount of taxes to be paid by both the empolyee and the employer.True/False Questions：1. Human resources management practices and issues are primarily a concern for the human resources department. F 2. The HR department conducts performance appraisals, develops the appraisal tools, and monitors the appraisal system. F3. Most human resources practices have little relevance for line managers. F4. The division of human resource responsibilities for line managers and staff managers varies from organization to organization. T5. Because HR managers function in a support role, their job knowledge needs to focus primarily on HR issues rather than the operating goals of the company. F 6. Conducting the job analysis is the sole responsibility of the HR specialist. F7. A job specification is a statement of the tasks, duties, and responsibilities of a job.F8. Job specifications describe the duties, tasks, and responsibilities performed on the job and therefore play a key role in performance appraisal. F 9. Observation as a data collection method in a job analysis is most appropriate for jobs entailing a lot of mental activity. F 10. Effective recruiting results in a large number of applicants. F11. Selection tests should be used as supplements to other tools like interviews and background checks. T12. When it refers to filling jobs like that of a maintenance clerk, personnel planning is called succession planning. F13. Apprenticeship training combines the practical and theoretical aspects of the work both on and off the job. T14. Sensitivity training seeks to increase participants insight into their own behavior and the behavior of others by encouraging an open expression of feelings in a trainer guided t-group. T15. Orientation refers to the methods used to give new or present employees the skills they need to perform their jobs. F16. The real issue in evaluating training is whether training efforts translate to changes in job performance. T17. Interviewers tend to be more influenced by unfavorable than favorable information about a candidate.T18. 360-degree feedback is generally used for development purposes, rather than for pay increases. T 19. A job specification is a statement of the tasks, duties, and responsibilities of a job.F20. Appraisal discussions should focus on the employee rather than on his or her behaviors. F21. Managers who receive feedback from subordinates who identify themselves view the upward appraisal process more negatively than do managers who receive anonymous feedback. F22. Succession planning is the process of identifying, developing, and tracking key individuals so that they may eventually assume top-level positions. T23. Like any other component of the human resources program, an employee benefits program should be based on specific objectives. T24. Broadbanding refers to collapsing many traditional salary grades into a few wide salary bands. T25. External equity refers to how fair the jobs pay rate is, when compared to other jobs within the same company. F26. The four categories of training outcomes are reactions, learning, behavior, and results. T 27. The forced distribution method is similar to grading on a curve meaning that predetermined percentages of those being rated are placed into performance categories. T28. Self-appraisals should be used primarily for administrative purposes. F P14529. Competency-based pay plans tie pay to seniority as well as to competence. F30. There is no standard format for writing a job description. TMultiple Choice Questions：1. Supply and demand forecasting are CA. routine HR planning tools used by almost all organizationsB. dependent on government employment statistics to be completed accurately C. combined to identify a firms specific staffing needsD. more difficult to complete in times of business stability2. Suppose a salesperson traditionally generates $500,000 in sales and the company wishes to increase sales by $4 million dollars per year. Using ratio analysis, how many new salespeople are required? DA. 4 B. 5 C. 6 D. 83. In general, HR managers do not: AA. conduct performance evaluations of production employeesB. investigate accident reportsC. develop training programsD. negotiate collective bargaining agreements4. When Amanda interviewed for a job with the employment commission, the interviewer warned her that the job could be very stressful with long hours and a lot of bureaucracy. The interviewer was trying to provide _B_.A. reality shock B. a realistic job preview C. a disincentive D. a challenge4.Sources of performance deficiencies in an employee may develop from a lack of _E_.A. training B. supplies C. support systems D. rewards E. all of the above5. HR planning is defined as. CA. reactive method of dealing with human resource problemsB. a self-contained process that seeks to identify the strengths and weaknesses of human resource systems apart from general strategic planning C. a process and a set of activities that attempts to respond to an organizations need for human resources under changing conditionsD. the process by which resources (e.g., equipment, raw materials) are allocated to specific individuals (i.e., humans) in the work organization6. The best way of reducing the problem of central tendency in performance appraisals is to _A_.A. rank employeesB. be aware of the problemC. train supervisors to avoid itD. impose a distribution for performanceE. consider the purpose of the appraisal7. Which statement best describes the relationship between line management and HR Professionals? AA. HR professionals focus more on developing human resource programs; line managers are more involved in implementing those programsB. HR professionals are solely responsible for evaluating programs designed to manage human resourcesC. Line management requires the services of the HR professional only infrequentlyD. Line management focuses more on developing human resource programs; the HR professional is more involved in implementing programs8. _B_ means that the order in which an interviewer sees applicants affects how the candidates are rated.A. Context error B. Contrast error C. Order effect D. Recency errorE. Primacy effect9. An advantage of conventional lecturing over the use of audiovisual-based training is that _B_.A. audiovisuals are more boringB. audiovisuals are more expensiveC. audiovisuals allow for instant replay and stop-actionD. audiovisuals can show events that are not easily demonstrated in live lecturesE. audiovisuals can be easily sent to all locations10. When conducting an appraisal interview, supervisors should do all of the following except DA. talk in terms of objective work dataB. compare the persons performance to a standardC. give specific examples of poor performanceD. compare the persons performance to that of other employees11. Graphic rating scales are subject to all of the following problems except _C_.A. unclear standardsB. halo effectsC. complexityD. central tendencyE. leniency12.For which of the following jobs is direct observation not recommended to collect data used in a job analysis? CA. assembly-line worker B. accounting clerk C. engineer D. receptionistE. salesperson13. What type of information is contained in the job identification section of a job description? AA. job title B. job summary C. relationships statement D. major functions or activities E. all of the above14.When a company decides on how to fill top executive positions, the process is called _B_.A. employment planning B. succession planning C. selection D. interviewing15.When designing an actual appraisal method, the two basic considerations are _D_.A. who should measure and when to measureB. when to measure and what to measureC. what to measure and who should measureD. what to measure and how to measure16.When _D_ are measured to assess the effectiveness of a training program, variables such as liking of the program, satisfaction with the program, and attitude toward the program are assessed.A. learning outcomes B. behavioral outcomes C. results D. reactions16. The use of HRM practices can promote a sustained competitive advantage because DA. being the first to institute an innovative HR practice discourages a firms competitionB. HR practices cannot be imitatedC. people are a firms most valuable resourceD. the organizational environment in which innovative HR practices are implemented can rarely be duplicated17. For which of the following jobs is direct observation not recommended to collect data used in a job analysis? CA. assembly-line worker B. accounting clerk C. engineer D. receptionist18.The use of HRM practices can promote a sustained competitive advantage becauseA. being the first to institute an innovative HR practice discourages a firms competition DB. HR practices cannot be imitatedC. people are a firms most valuable resourceD. the organizational environment in which innovative HR practices are implemented can rarely be duplicated19.Which type of job analysis information would be most useful for communicating job tasks to a new worker? A A. Job content B. Job context C. Worker requirements D. Performance standards20. On-the-job training can be accomplished through the use of all of the following techniques except _B_.A. coaching B. programmed learning C. understudy D. job rotation21. All of the following occupations except _D_ use apprenticeship training to prepare trainees.A. cook B. electrician C. operating engineer D. teacher22. Organizational citizenship concerns. A A. an employees willingness to engage in w