人力资源整理.docx

人力资源整理.docx

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人力资源整理

选择题部分：

Chapter1

1.Thehumanresourcemanagementfuctionb.helpsanorganizationdealeffectivelywithitspeopleduringthevariesphasesoftheemploymentcycle-preselection,selection,andpostselection.

2.Humanresourceplanninghasasitsprimarygoalc.helpingmanagersanticipateandmeetthechangingneedforhumanresources.

3.WhichstatementbestdescribestherelationshipbetweenlinemanagermentandHRprofessionals?

a.HRprofessionalsfocusmoreondevelopinghumanresourceprograms;linemanagersaremoreinvolvedinimplementingthoseprograms.

4.Acompetitiveadvantageisdefinedinthetextasc.achievingasuperiormarketplacepositionrelativetoone’scompetition.

5.Productdifferentiationcanofferafirmacompetitiveadvantagebecausea.itallowsafirmtoofferauniqueproductnotbeingofferedbycompetitors.

6.TheuseofHRMpracticescanpromoteasustainedcompetitiveadvantagebecaused.theorganizationalenvironmentinwhichinnovativeHRpracticesareimplementedcanrarelybeduplicated.

7.Orgemizationalcitizenshipconcernsa.anemployee’swillingnesstoengageinworkbehaviorsthatarenotusuallyspecifiedinajobdescription.

8.WhichofthefollowingpairsofHRMpracticesismostlikelytoinfluenceemployeemotivatationb.selectionandproductivityimprovementprograms.

9.Anemployeeisoverheardsaying”Ithinkthecompanyisdoingtherightthingbyintroducingthisnewproductline.IhopeIgetthechancetoworkonit.”Thisstatementmostlikelyreflectstheemployee’sa.organizationalcommitment.

Chapter2

1.HRplanningisdefinedasc.aprocessandasetofactivitiesthatattemptstorespondtoanorganization’sneedforhumanresourcesunderchangingconditions.

2.whichofthefollowingstepsisnotapartofthestrategicplanningprocess?

c.conductingautilityanalysis.

3.Nameonefactorthatorganizationalplannersareattemptingtoaccesswhenscanningtheexternalenvironmentforstrategicplanningpurposes.a.theopportunitiesandthreatsposedbythecompetition.

4.Ahumanresourceneedisdefinedasb.workforcedemandsminuslabormarketsupply.

5.Supplyanddemandforecastingarebinedtoidentifyafirm’sspecificstaffingneeds.

6.Whichofthefollowingtechniqueswouldnotbeusedtominimizetheproblemsassociatedwithoversupplyofpersonnel?

d.training

7.Organizationscanimproveemployeeretentionbyusingallofthefollowingexpectd.scientificmanagement

8.Whichofthefollowingfactorsisnotconsideredwhenusingthegroupbrainstormingapproachtoforecastingdemand?

c.theavailabilityofemployeeswiththeskillsneededtoimplementthestrategicplan

Chapter3

1.Informationregardingwhataworkerdoes,thepurposeoftheaction,andthetools,equipment,ormachineryusedisgatheredwhenanalyzingd.jobcontent

2.Whichtypeofjobanalysisinformationwouldbemostusefulforcommunicatingjobtaskstoanewworker?

a.jobcontent

3.WhichofthefollowingstatementsbestexpressestherelationshipbetweenHRprofessionalsandlinemanagerswhenitcomestogatheringjobanalysisinformation?

d.AlthoughHRprofessionalsmaydeterminewhattypeofinformationistobecollected,bothlinemanagersandHRprofessionalsassistincollectingandinterpretingthedata.

4.Whichofthefollowingpiecesofinformationdealswithjobcontent?

a.Greetvisitorsastheyenterthestore

Chapter4

1.Computerizedcareerprogressionsystemsareaneffectivetoolforinternalrecruitmentbecausea.thefirmcanidentifyabroadspectrumofcandidates.

2.Whichmethodofinteralrecruitmentismostpreferredbymanagerment?

c.supervisorrecommendations

3.Themajordifferencebetweena.privateandpublicemploymentagencyisthata.candidatesregisterwithprivateagenciesvoluntarilyandthusaremorecommittedtoacceptingajoboffer.

4.Choosingthemostappropriaterecruitingmethodshoulddependonallofthefollowingexpectd.theamountofexperiencethatafirmhaswithusingaparticularrecruitingmethod

5.Employeereferralsystemstendtobeeffectivebecausec.employeesreferonlythehighestqualityapplicantsbecausetheirreputationisontheline.

Chapter5

1.Behaviorconsistencytheorystatesthatb.anapplicant’spastbehaviorisagoodpredictoroffuturebehavior.

2.Tellmeaboutthelasttimeyouhadaconflictwithanotheremployee,Whatwasthenatureoftheconflict,andhowdidyoudealwithit?

”Thisisad.behaviordescriptionquestion.

3.A.Overttestsarepaper-and-pencilhonestyteststhatinquiredirectlyaboutattitudestowardtheftandaboutpriordishonestbehavior.

5.Whenusedinthecontextofdrugtesting,thetermfalsepositivereterstoapersonwhod.doesnotusedrugsandfailedthetest.

Chapter6

1.Asystematicprocessofdefiningfuturemanagementrequirementsandidentifyingcandidateswhobestmeettheserequirementsiscalledb.successionplanning

2.Amanagementdevelopmenttraineeisaskedtostudythecompany’sbudgetingproceduresandprepareawrittentechnique.Thistypeoflearningtechniqueiscalledc.actionlearning

Chapter7

1.Whichofthefollowingratinginstrumentsisnotanemployeecomparisonsystemc.graphicratingscale

2.ThemaindifferencebetweenBOSandBARSisthatb.theappraiserrateseachbehavioronBOS,butratesonebehaviorperdimensiononBARS.

3.Mostfirmsevaluateemployeeperformancea.onetime（s）peryear.

4.Afavorablecharacteristicofpeerratings,comparedtosupervisoryratings,isthatc.peerratingsoftenreflectamorerealisticviewtheemployee’sjobperformance.

5.Whenchoosinganappraisalform,theorganizationshouldconsiderthreefactors:

b.practicality,cost,andnatureofjob.

6.Asageneralrule,executive,managerial,andprofessionalemployeesareusuallyratedonthebasisofd.results.

Chapter8

1.B.Externalcompetitivenessisestablishedbysettingtheorganization’spaylevelincomparisonwithwhatthecompetitionpaysforsimilarwork.

2.Themajorproblemassociatedwithusingonlyfiveorsixpaygradesisb.perceivedinequity

3.Payratesforbenchmarkjobsaresetonthebasisofd.thestatisticalrelationshipbetweenjobevaluationpointsandprevailingmarketrates

4.Inordertocollectworkers’compensationforaninjury.c.theinjuryorillnessmustbejob-related

5.COBRAprovidescontinuedb.healthinsuranceconverageforemployeeswholeavetheirjobsthroughnofaultoftheirown.

6.Today,mostorganizationsofferb.definedcontributionpensionplans.

Thepurposeofimplementingautilizationreviewprogramistob.cuttheemployer’shealthcarecosts.

HRMThepoliciesandpracticesinvolvedincarringoutthe“people”orhumanresourceaspectsofamanagementposition,includingrecruiting,screening,training,rewardingandapprasingHRPHelpsmanagersanticipateandmeetchangingneedsrelatingtotheacquisition,deployment,andutilizationofitsemployees.JobanalysisAsystematicprocedureforgathering,analyzing,anddocumentinginformationaboutparticularjobsCompetitiveadvantageAstatusachievedbyacompanywhengainingasuperiormarketplacepositionrelativetoitscompetitioncostleadershipAfirmprovidesthesameservicesorproductsasitscompetitors,butproducesthematalowercostproductdifferentiationGainingcompetitiveadvantagebyprovidingaproductorservicebuyerspreferJobsatisfactionconcernsthefavorablenessofemployeeattitudestowardtheirjobsOrganizationalcommitmentreferto”thepsychologicalattachmentto,identificationwith,andinvolvementintheorganizationOrganizationalcitizenshipreferstothewillingnessofemployeestoengageinbehaviorsthathelpstheorganizationachieveitsgoalsStrategicPlanningAprocessinwhichacompanyspecifiesitsoverallpurposesandobjectives,andindicateshowthesearetobeachievedMissionstatementAdeclarationoftheorganization’soverallpurposestrategicgoalsSpecifythedesiredoutcomesthatmustbereachedifthefirmistoaccomplishitsmissionstrategicplanSpecifiesthecoursesofactionafirmmusttakeinordertomeetitsstrategicgoalsbusinessfactorAttributeofthebusiness,suchassalesvolumeormarketshare,whichcloselyrelatestothesizeoftheneededworkforceSupplyforecastingAprocessusedtoestimatewhichpositionswillbefilledataparticularpointintimeJobcontentWhatworkersactuallydoontheirjobsJobcontextTheconditionsunderwhichaperson’sjobisperformedandthedemandssuchjobsimposeupontheindividualWorkerrequirementsThequalificationsaworkerneedstosuccessfullyperformaparticularjobJobanalysisinventoryAjobanalysisquestionnairethatcontainsonlyclose-endedquestionsTaskinventoryAjobanalysisinventorythatcontainsalistingoftaskstatementsAbilityinventoryAjobanalysisinventorythatcontainsalistingofworkerabilityrequirementsRealisticjobpreviews（RJPs）Conveyingtoapplicantswhatorganizationallifewillactuallybelikeonthejob,wartsandallValidityAnindexofselectioneffectiveness,reflectingtheextenttowhichapplicantswouldperformthejobaswellasexpected,basedontheinferencesmadeduringtheselectionprocessReliabilityAnindexreflectingthedegreeofself-consistencyamongtheselectionscoresearnedbyanindividualBehaviorconsistencymodelspecifiesthatthebestpredictoroffuturejobbehaviorispastbehaviorperformedundersimilarcircumstancesBiodatainventoriesAselectiontechniqueinwhichanapplicant’sresponsestobackgroundinformationquestionsareobjectivelyscoredBackgroundinvestigationsAnin-depthprobeofanapplicant’sbackgroundusuallyconductedbyaninvestigativeagencyReferencechecksinvolvescollectinginformationfromapplicants’previousemployersAssessmentcenters（评价中心）Aselectiontechniquethatconsistsofworksamplesandotherassessmenttechniques.Itisprimarilyusedtosel