Chapter04雷蒙德第七版HumanResourceManagement.docx
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Chapter04雷蒙德第七版HumanResourceManagement
Chapter04
HumanResourcePlanningandRecruitment
True/FalseQuestions
1.Thefirststepinthehumanresourceplanningprocessisforecasting.
TrueFalse
2.Anobjectivemeasurethataccuratelypredictsfuturedemandiscalledanominalpredictor.
TrueFalse
3.Economicplanningmodelsareusefulwhenthereisalong,stablehistorythatcanbeusedtoreliablydetectrelationshipsamongvariables.
TrueFalse
4.Changematricesareextremelyusefulforchartinghistoricaltrendsinacompany'ssupplyoflabor.
TrueFalse
5.Thegoalsanorganizationsetsinitshumanresourceplanningprocessshouldcomedirectlyfromtheanalysisofitslaborsupplyanddemand.
TrueFalse
6.Asanoptionforavoidinganexpectedlaborshortage,theuseofnewexternalhiresisfastandthetermsofrevocabilityarehigh.
TrueFalse
7.Inthepastdecade,thetypicalorganizationalresponsetoasurplusoflaborhasbeendownsizing,whichisfast,buthighinhumansuffering.
TrueFalse
8.Thetypicalorganizationalresponsetoalaborshortagehasbeeneitherhiringtemporaryemployeesoroutsourcing,responsesthatarefastandhighinrevocability.
TrueFalse
9.Oneofthereasonsorganizationsengagedindownsizingwasthat,foreconomicreasons,manyfirmschangedthelocationofwheretheydidbusiness.
TrueFalse
10.Despitethefactthatbabyboomersareapproachingretirement,earlyindicatorsshowthisgrouphasnointentionofretiring.
TrueFalse
11.Anadvantageofemployingtemporaryworkersisthatitfreesthefirmfrommanyadministrativetasksandfinancialburdensassociatedwithbeingthe"employerofrecord."
TrueFalse
12.Outsourcingisalogicalchoicewhenafirmdoesnothavecertainexpertiseandisunwillingtoinvestthetimeandefforttodevelopit.
TrueFalse
13.Increasingly,"callcenter"staffingistheonlytypeofworkthatisbeingoffshored.
TrueFalse
14.Employerspreferhiringandtrainingnewemployeesratherthanhavingtopayworkersextraforovertimeproduction.
TrueFalse
15.Acomparisonoftheproportionofworkersinprotectedsubgroupswiththeproportionthateachsubgrouprepresentsintherelevantlabormarketiscalledaworkforceutilizationreview.
TrueFalse
16.Thegoalofrecruitingissimplytogeneratelargenumbersofapplicants.
TrueFalse
17.Characteristicsofajobvacancyarelessimportantthanrecruitersorrecruitingsourceswhenitcomestopredictingjobchoice.
TrueFalse
18.Researchindicatesthatjobapplicantsfindcompanieswithdueprocesspoliciesmoreattractivethancompanieswithemployment-at-willpractices.
TrueFalse
19.Imageadvertisingisofteneffectivebecausejobapplicantsdevelopideasaboutthegeneralreputationofthefirmandthenthisspillsovertoinfluencetheirexpectationsaboutthenatureofspecificjobsattheorganization.
TrueFalse
20.Recruitingadvertisementsinnewspapersandperiodicalstypicallygeneratemoredesirablerecruitsthandirectapplicationsorreferrals.
TrueFalse
21.Privateemploymentagenciesserveprimarilyblue-collarworkers,whilepublicemploymentagenciesmostlydealwithwhite-collarworkers.
TrueFalse
22.Newspaperadsgeneratethelargestnumberofrecruits,butrelativelyfewofthesearequalifiedfortheposition.
TrueFalse
23.Recruiterstendtobeviewedbyjobseekersaslesscrediblewhentheyarepersonnelspecialistsratherthansubjectmatterexpertsinthejobbeingfilled.
TrueFalse
24.Whenapplicants'reactionstorecruitersareexamined,ageandgenderarethetwotraitsthatstandoutthemost.
TrueFalse
25.Researchindicatesthatrealisticjobpreviewsdolowerexpectationsandcanhelpreducefutureturnoverintheworkforce.
TrueFalse
MultipleChoiceQuestions
26.Thefirststepinthehumanresourceplanningprocessis_____.
A.forecasting
B.goalsetting
C.programimplementation
D.programevaluation
E.groupthink
27.Theprocessofattemptingtoascertainthesupplyanddemandforvarioustypesofhumanresourcesiscalled_____.
A.goalsetting
B.downsizing
C.programevaluations
D.forecasting
E.implementation
28.Whichofthefollowingisanadvantageofstatisticalforecastingmethods?
A.Theyareparticularlyusefulifimportanteventsthatoccurinthelabormarkethavenohistoricalprecedent.
B.Theyareparticularlyusefulindynamicenvironments.
C.Theyprovidepredictionsthataremuchmoreprecisethanjudgmentalmethods.
D.Smallcompaniesthatcannotaffordtheirowntestingprogramsrelyonstatisticalforecastingmethodstorecruittemporaryemployees.
E.Intheeventofalegaldispute,theyaremoreacceptableasevidencebyjuries.
29.Whichofthefollowingdifferentiatesstatisticalforecastingmethodsfromjudgmentalforecastingmethods?
A.Judgmentalmethodsareoflessusethanstatisticalmethodsincasesthathavehistoricalprecedence.
B.Statisticalmethodsallowforcompleterelianceonaninferenceaboutthefuturewhichjudgmentalmethodsdonot.
C.Judgmentalmethodsgivepredictionsthataremuchmoreprecisethanthosethatcouldbeachievedthroughstatisticalmethods.
D.Undertherightconditions,statisticalmethodsaremorepreciseforcapturinghistorictrendsinacompany'sdemandforlaborthanjudgmentalmethods.
E.Forecastingonthesupplysideshouldusestatisticalmethodswhileonthedemandsideshouldusejudgmentalmethods.
30.Aleadingindicatoris:
A.aninformalwayofmeasuringthepurchasingpowerparitybetweentwocurrencies.
B.ameasurementofconsumerconfidence,whichisdefinedasthedegreeofoptimismonthestateoftheeconomy.
C.aneconomicindicatorfoundbyaddingtheunemploymentratetotheinflationrateofaneconomy.
D.anindicatortomeasurechangesinthepricelevelofconsumergoodsandservicespurchasedbyhouseholds.
E.anobjectivemeasurethataccuratelypredictsfuturelabordemand.
31.Statisticalplanningmodelsalmostalwayshavetobecomplementedby_____.
A.competitorinformation
B.subjectivejudgments
C.transitionalmatrices
D.futurepredictionofthestateoftheeconomy
E.historicalprecedence
32.A(n)_____showstheproportionofemployeesindifferentjobcategoriesatdifferenttimes.
A.employeetaskdiagram
B.transitionalmatrix
C.jobevaluationdiagram
D.taskrolematrix
E.leadingindicator
33.Refertothefollowinghypotheticaltransitionalmatrixforanautopartsmanufacturer.
Howmanyofthetotalassistantmanagersemployedin2001werepromotedtothemanagerialpositionin2004?
A.95%
B.8%
C.5%
D.87%
E.83%
34.Refertothefollowinghypotheticaltransitionalmatrixforanautopartsmanufacturer.
Employeesofwhichofthefollowingjobcategorieswerenotpromotedatallin2004?
A.Salesrepresentative
B.Assistantmanager
C.Clerical
D.Creditanalyst
E.Creditspecialist
35.Refertothefollowinghypotheticaltransitionalmatrixforanautopartsmanufacturer.
Inwhichofthefollowingjobcategoriesweretheredemotions?
A.Assistantmanagers
B.Creditspecialist
C.Clerical
D.Loanofficer
E.Manager
36.Refertothefollowinghypotheticaltransitionalmatrixforanautopartsmanufacturer.
Howmanycreditsspecialistsemployedin2001werepromotedtothecategoryofloanofficersin2004?
A.70%
B.20%
C.5%
D.50%
E.90%
37.Refertothefollowinghypotheticaltransitionalmatrixforanautopartsmanufacturer.
Whichofthefollowingjobcategoriessawthehighestpercentofitsemployeesgetpromotedin2004?
A.Salesrepresentatives
B.Managers
C.Creditspecialists
D.Loanofficers
E.Clerks
38.Whichofthefollowingistrueabouttransitionalmatrices?
A.Atransitionalmatrixcanonlybereadfromtoptobottom.
B.Transitionalmatricesprovideacomparisonoftheproportionofworkersinprotectedsubgroupswiththeproportionthateachsubgrouprepresentsintherelevantlabormarket.
C.Transitionalmatricesprovideanobjectivemeasureoftheeffectivenessofanorganization'shumanresourcerecruitmentpolicy.
D.Transitionalmatricesareextremelyusefulforchartinghistoricaltrendsinacompany'ssupplyoflabor.
E.Transitionalmatricesshowtheincreaseinproductivityofemployeesoveraperiodoftime.
39.Thegoalsthataresetinthehumanresourceplanningprocessshouldcomedirectlyfrom:
A.mid-levelmanagerswhotendtobemostintouchwiththeorganization'sneeds.
B.theresultsarrivedatbyforecastingmethods.
C.theanalysisofthelaborsupplyanddemand.
D.thestrategicchoicesmadebythecompany'stop-levelmanagers.
E.thefeedbackprovidedbytheorganization'scustomers.
40.Thepurposeofsettingspecificquantitativegoalsis:
A.tomakesurethatemployeesareheldaccountableforachievingthestatedgoals.
B.toascertainwhetherornotthecompanyhassuccessfullyavoidedanypotentiallaborsurplusesorshortages.
C.tocollectdataaboutcurrentemployeesandmeasuretheirperformances.
D.tofocusattentionontheproblemandprovideabenchmarkfordeterminingtherelativesuccessofanyprogramsaimedatredressingapendinglaborshortageorsurplus.
E.topredictareaswithintheorganizationwheretherewillbefuturelaborshortagesorsurpluses.
41.Asoftwarecompanyisseekingtoaddressaprojectedlaborshortagebyselectingfromanumberofpossibleoptionsaimedatredressingt