Dessler G., Cole N.-Human Resources Management in Canada Test Bank

Exam
Name___________________________________
MULTIPLECHOICE.Choosetheonealternativethatbestcompletesthestatementoranswersthequestion.
1) Humanresourcesmanagementrefersto: 1)
A) allmanagerialactivities.
B) conceptsandtechniquesusedinleadingpeopleatwork.
C) conceptsandtechniquesfororganizingworkactivities.
D) managementtechniquesforcontrollingpeopleatwork.
E) themanagementofpeopleinorganizations.
2) Theknowledge,education,training,skills,andexpertiseofafirmsworkersisknownas: 2)
A) physicalcapital.
B) managementsphilosophy.
C) productioncapital.
D) humancapital.
E) culturaldiversity.
3) Humanresourcespracticesthatsupportstrategyinclude: 3)
A) performancemanagement.
B) rewardspractices.
C) staffingpractices.
D) policiesandprocedures.
E) productionscheduling.
4) AcompanyutilizesasystemtomeasuretheimpactofHumanResourceswhichbalances 4)
measuresrelatingtofinancialresults,customers,internalbusinessprocessesandhumancapital
management.Thissystemisknowsasthe:
A) HRIS.
B) HumanCapitalIndex.
C) balancedstrategy.
D) balancedscorecard.
E) noneoftheabove.
5) Youhavebeentaskedwithbuildingemployeeengagementatthefirmyouworkfor.Strategic 5)
humanresourcesinitiativesyouwouldconsiderimplementinginclude:
A) employeerecognitionprograms.
B) employeerecognitionprogramsandmanagementdevelopmentprograms.
C) jobdesignindicators.
D) diversityprograms.
E) employeerelationsactivity.
6) HRdepartmentstaffmembersaretraditionallyinvolvedinkeyoperationalresponsibilities.Which 6)
ofthefollowingisanoperationalresponsibility?
A) settinggoalsandobjectives
B) interpretinghumanrightlaws
C) collectingmetrics
D) analyzingmetrics
E) interpretinghealthandsafetylegislation
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7) Beingcompletelyfamiliarwithemploymentlegislation,HRpoliciesandprocedures,collective 7)
agreements,andtheoutcomeofrecentarbitrationhearingsandcourtdecisionsismostclosely
relatedwithwhichofthefollowingHRactivities?
A) servingasaconsultant
B) formulatingpoliciesandprocedures
C) offeringadvice
D) providingservices
E) servingasachangeagent
8) Thepracticeofcontractingwithoutsidevendorstohandlespecifiedfunctionsonapermanent 8)
basisisknownas
A) contractadministration.
B) payrollandbenefitsadministration.
C) hiringtemporaryemployees.
D) outsourcing.
E) labour-managementrelations.
9) Thecompanysplanforhowitwillbalanceitsinternalstrengthsandweaknesseswithexternal 9)
opportunitiesandthreatsinordertomaintaincompetitiveadvantageisknownas
A) environmentalscanning.
B) HRstrategy.
C) policiesandprocedures.
D) strategy.
E) noneoftheabove.
10) RitaistheHRDirectorofamanufacturingcompany.Sherecentlyundertookresearchtoidentify 10)

competitorcompensationandincentiveplans,informationaboutpendinglegislativechangesand
availabilityoftalentinthelabourmarketfortheupcomingstrategicplanningmeeting.Ritawas
conducting:
A) environmentalscanning.
B) anexternalmarketsurvey.
C) anemployeeengagementsurvey.
D) anenvrionmentalstudy.
E) anexternalopportunities/threatsstudy.
11) TheHRmanagerofSmith&Yucompanywasheavilyinvolvedinadownsizingexerciseofthe 11)

companyssalesforceduetoaneconomicdownturn.Hewasalsoinvolvedinarrangingfor
outplacementservicesandemployeeretentionprogramsaswellasrestructuringofthebusiness
followingthedownsizing.ThisisanexampleofHRsrolein:
A) environmentalscanningandexecutingstrategy.
B) environmentalscanning.
C) executingstrategy.
D) operationalactivities.
E) formulatingstrategy.
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12) Thecorevalues,beliefs,andassumptionsthatarewidelysharedbymembersofanorganization 12)
areknownas:
A) organizationalclimate.
B) organizationalculture.
C) thepervadingatmosphere.
D) themissionstatement.
E) thestrategicplan.
13) AstheHRconsultantofanewlyformedcompany,Arunhasplannedapresentationfortheline 13)

managersonorganizationalcultureandthepurposeitserves.Whichofthefollowingpointswould
Arunhaveincludedinhispresentation?
A) increasingtraininglevels
B) fosteringemployeeloyaltyandcommitmentandprovidingemployeeswithasenseof
direction
C) fosteringemployeeloyaltyandcommitment
D) successionplanning
E) creatingaworldlieratmosphere
14) Theprevailingatmosphereorinternalweatherthatexistsinanorganizationanditsimpacton 14)

employeesis
A) organizationalclimate.
B) theneedforperformanceappraisals.
C) theneedforacorporateculture.
D) amythaboutorganizations.
E) theimportanceofhavingamissionstatement.
15) RevlexInc.hasdecidedtoallowitsfrontlineworkerstomakedecisionsregardingtheorderingof 15)

certainsuppliesthatwereformerlymadebymanagers.Thisinitiativeisanexampleof:
A) jobrestructuring.
B) employeeempowerment.
C) managementdevelopment.
D) achangeinorganizationalclimate.
E) workplaceincentives.
16) JoeBrownwashiredbyamanufacturingfirmasasupervisor.Duringhisfirstfewweeksasa 16)

supervisorherealisedthatemployeeswhoreporttohimexpectalotofdirectionfromhimand
expectallofthedecisionmakingtobedonebyhim.JoeBrowndecidedtotrainhisemployeesto
takeonadditionalresponsibilitiesandmakedecisionswithinaspecificscope.JoeBrownis:
A) empoweringhisstaff.
B) embracinghisstaff.
C) outsourcinghisstaff.
D) reducinghisstaff.
E) noneoftheabove.
17) Economicdownturnsaregenerallyassociatedwith: 17)

A) highturnover.
B) lowerunemploymentrates.
C) morecompetitionforqualifiedemployees.
D) anoverwhelmingnumberofjobapplicantsforvacancies.
E) skillsshortages.
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18) Theratioofanorganizationsoutputstoitsinputsisknownas: 18)
A) thelabourmarket.
B) theequityratio.
C) productivity.
D) thesupplyanddemandequation.
E) competitiveability.
19) ExternalenvironmentalinfluenceshavingadirectorindirectinfluenceonHRMincludewhichof 19)

thefollowing:
A) labourmarketconditions.
B) increasingempowerment.
C) organizationalclimate.
D) decreasingworkforcediversity.
E) organizationalculture.
20) Theratioofanorganizationsoutputssuchasgoodsanditsinputssuchascapitaliswhichofthe 20)

following:
A) productivity.
B) outsourcing.
C) aninternalenvironmentalinfluence.
D) workforcediversity.
E) thelabourmarket.
21) Whenunemploymentratesfall: 21)

A) trainingandretentionstrategiesincreaseinimportance.
B) thereisalwaysagreaterdemandforservices.
C) retentionstrategiesincreaseinimportance.
D) thereisalwaysagreaterdemandforservicesandtrainingstrategiesincrease.
E) unionsaremorelikelytoorganizeworkers.
22) MortgageFinancialneedstorecruit10employeesforaperiodofthreemonthstoassistitsteamof 22)

underwritersduringthebusyseason.Thecompanydoesnotwanttoprovidethese10employees
regularfull-timeorpart-timestatus.AstheHRmanager,whatwouldyousuggestthecompany
dointhissituation?
A) increasetheworkloadofstaff
B) usecontingentemployees
C) outsourcetheunderwritingfunction
D) donothingaboutthesituation
E) developaretentionplan
23) Thecharacteristicsoftheworkforceareknownas: 23)

A) unionization.
B) populationtrends.
C) demographics.
D) diversity.
E) organizationalclimate.
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24) Thesinglemostimportantfactorgoverningthesizeandcompositionofthelabourforceis: 24)
A) thebirthrate.
B) populationgrowth.
C) diversity.
D) immigrationpatterns.
E) thedeathrate.
25) Anyattributethathumansarelikelytousetotellthem,thatpersonisdifferentfromme,and 25)

thusincludessuchfactorssuchasrace,gender,age,valuesandculturalnorms,isknownas
A) differences.
B) characteristics.
C) minorities.
D) diversity.
E) perceptions.
26) Babyboomers: 26)

A) havehadveryhighfertilityrates.
B) willbeincreasingrapidlyinnumbersoverthenextfewdecades.
C) resultedinafocusonrecruitmentandselectioninorganizationsinthepast.
D) arecurrentlycausingagreatdealofcompetitionforadvancement.
E) werebornbetween1946and1965.
27) CharacteristicsofGenerationXemployeesinclude: 27)

A) masteringoftechnology.
B) eagernesstomakeacontribution.
C) adesireforwork/lifebalance.
D) senseofsecuritylinkedtocorporateloyalty.
E) action-orientedness.
28) TheSandwichGenerationrefersto: 28)

A) GenerationY.
B) employeeswitholderandyoungercoworkers.
C) individualswithresponsibilitiesforyoungdependentsandelderlyrelatives.
D) individualswhoarecaughtinthegenerationgap.
E) employeeswhohavetobringtheirlunchtoworkbecausetheycantaffordtoeatout.
29) IfyouweretheHRadvisorofacompanywherethemajorityoftheworkforceconsistedof 29)

employeesbornafter1980,whatinitiativeswouldyourecommendprovidingtokeepthegroup
challenged?
A) jobsecurity
B) continuousskilldevelopment
C) empowermentandchallengingwork
D) flexibleworkarrangements
E) eldercarebenefits
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30) IfyouweretheHRadvisorofacompanywherethemajorityoftheworkforceconsistedof 30)
employeesbornbefore1965whatinitiativeswouldyourecommendprovidingtokeepthegroup
challenged?
A) flexibleworkarrangements
B) jobsecurity
C) independentwork
D) eldercareandpensionbenefits
E) onsitegymfacilities
31) Canadianswhoarefunctionallyilliterateare: 31)

A) exactingatollonorganizationsproductivitylevels.
B) involvedinacademicupgradingthroughtheirplaceofemployment.
C) olderCanadianswhodidnothavetheopportunitytoattendschool.
D) abletoperformroutinetechnicaltaskswithoutassistance.
E) nolongerintheworkforce.
32) Approximately________percentoftheCanadianpopulationcouldbemembersofvisible 32)

minoritiesby2017.
A) 20
B) 50
C) 30
D) 40
E) noneoftheabove
33) Whichofthefollowingstatementsistrue? 33)

A) MostvisibleandethnicminorityCanadiansareprofessionals.
B) Ethnicdiversityisincreasing.Currently,morethan200differentethnicgroupsare
representedamongCanadianresidents.
C) ThemajorityofCanadiansareofFrenchorBritishorigin.
D) EthnicdiversityisstartingtoleveloffinCanada.
E) TheproportionofvisibleandethnicminoritiesenteringtheCanadianlabourmarketpeaked
inthemid-1990sandisgraduallydecreasing.
34) Technologicaladvancesinmanufacturinghave: 34)

A) decreasedtheimportanceofwhite-collarjobs.
B) resultedinadeclineintheimpactofworkforcediversity.
C) eliminatedmanyblue -collarjobs.
D) hadlittleimpactonservice-sectorfirms.
E) ledtosignificantincreasesintheemploymentofpersonswithdisabilities.
35) Whichofthefollowingjobsarelikelytoincreaseinthemarketasaresultoftechnological 35)

advances?
A) assemblylinework
B) professionaljobsandmanagerialpositions
C) blue-collarjobs
D) professionaljobs
E) notypesofjobswillincrease
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36) Questionsconcerning________areatthecoreofagrowingcontroversybroughtaboutbythenew 36)
informationtechnologies.
A) datacontrol,accuracy,righttoprivacyandethics
B) privacyandsocialresponsibility
C) speed,accuracy,andefficiency
D) employeestresslevels
E) jobsatisfaction
37) YouaretheDirectorofHumanResourcesatarealestatedevelopmentcompanybasedinToronto. 37)

Toattractandretainemployeesbornafter1981whichofthefollowingwouldbethemoststrategic
toimplement?
A) moreopportunitytoworkindependently
B) greaterjobsecurity
C) acomprehensivepensionplan
D) anenvironmentalstewardshipprogram
E) eldercare
38) YouaretheHRgeneralistofanationalrailway.Whichemploymentlegislationwouldyoureferto 38)

whenitcomestoemployeerelationsissueswithintheorganization?
A) federal
B) provincial
C) territorial
D) provincial/territorial
E) noneoftheabove
39) WhichofthefollowingapplytoemployersandemployeesacrossCanada? 39)

A) Employmentequitylegislation
B) EmploymentInsuranceandemploymentlegislation
C) EmploymentInsuranceandCanada/QuebecPensionPlan
D) EmploymentInsuranceandhumanrightslegislation
E) theCanadaLabourCode
40) Thetendencyoffirmstoextendtheirsalesormanufacturingtonewmarketsabroadisknownas: 40)

A) domestication.
B) globalization.
C) culturaldiversity.
D) internationalmarketing.
E) productdiversification.
41) Theglobalizationofmarketsandmanufacturinghasvastlyincreased: 41)

A) employeeturnover.
B) thequalityofproductsandservices.
C) thepricesofproductsandservices.
D) standardizationpractices.
E) internationalcompetition.
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42) Theprocessofanalyzingmanufacturingprocesses,reducingproductioncosts,andcompensating 42)
employeesbasedontheirperformancelevelsisfoundin:
A) thehumanrelationsmovement.
B) scientificmanagement.
C) thehumanresourcesmovement.
D) thescientificmovement.
E) noneoftheabove.
43) WhichofthefollowingwasgivenemphasisinFrederickTaylorstheoryonHRM? 43)

A) cross-functionalcooperation
B) compensationtiedtoperformance
C) workconditions
D) jobrotation
E) empowermentofemployees
44) Managementpracticesinthelate1800sandearly1900semphasized: 44)

A) workplaceharmony.
B) higherwages.
C) empowerment.
D) tasksimplificationandperformance-basedpay.
E) self-management.
45) MaryParkerFollettwasa: 45)

A) believerinself-management.
B) believerinthemotivationalpowerofmoney.
C) supporteroftheviewthatworkersareafactorofproduction.
D) strongadvocateofauthoritarianmanagement.
E) strongadvocateofscientificmanagement.
46) Themanagementphilosophybasedonthebeliefthatattitudesandfeelingsofworkersare 46)

importantanddeservemoreattentionisknownas:
A) thehumanrelationsmovement.
B) psychology.
C) socialism.
D) thehumanresourcesmovement.
E) scientificmanagement.
47) TheHawthorneStudiesarecloselylinkedwith: 47)

A) thehumanresourcesmovement.
B) thehumanrelationsmovement.
C) scientificmanagement.
D) MaryParkerFollett.
E) FrederickTaylor.
48) WhichofthefollowingstatementsistrueoftheHawthorneStudies? 48)

A) Workermoralewasgreatlyinfluencedbysuchfactorsasthesupervisorsleadershipstyle.
B) Researcherswerenotinterestedinthefactorsinfluencingworkermoraleandproductivity.
C) Economicincentiveswerefoundtobethemostcloselylinkedtoproductivity.
D) Theconclusionshadlittleimpactonmanagementpractices.
E) Treatingworkerswithdignityandrespectwasfoundtohaveaweakcorrelationto
productivity.
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49) Whichofthefollowingactivitieswaspartofthethetraditionalroleofpersonnelmanagementin 49)
theearly1900s?
A) coachingandmentoring
B) handlingunion-managementrelations
C) beingpartofthestrategyplanningdiscussions
D) environmentalscanning
E) hiringandfiringemployees
50) Intheearly1900s,personneladministration,asitwasthencalled: 50)

A) wascloselytiedtounion-managementrelations.
B) focussedontryingtoimprovethehumanelementinorganizations.
C) playedaverysubservientroleinorganizations.
D) washighlyinfluencedbylawsandregulations.
E) servedakeyadvisoryroleinorganizations.
51) Thesecondphaseofpersonnelmanagementarrivedinthe1930swith: 51)

A) minimumwagelegislation.
B) healthandsafetylegislation.
C) adecreaseinunionizingactivities.
D) adecreaseinunionizingactivitiesandminimumwagelegislation.
E) thedecreasingmomentumofthescientificmanagementmovement.
52) IfyouwereanHRprofessionalinthe1940sor1950syouwouldlikelyhavehadthefollowing 52)

activitiesaddedontoyourportfolioofexistingresponsibilities:
A) focusingonproactivemanagement.
B) administeringbenefits.
C) runningthepayrolldepartment.
D) handlingorientationandperformanceappraisals.
E) hiringandfiring.
53) Thethirdmajorphaseinpersonnelmanagementwasadirectresultof: 53)

A) governmentinterventionfollowingthedepression.
B) adesireforprofessionalism.
C) theimpactofthehumanrelationsmovement.
D) anincreaseinunionizingactivities.
E) theincreasingamountofgovernmentlegislation.
54) Thethirdphaseofpersonnelmanagementwasconcernedlargelywith: 54)

A) healthandsafetylegislationcompliance.
B) payroll.
C) corporatecontributionandproactivemanagement.
D) corporatecontribution.
E) benefitsadministration.
55) ThefourthphaseofHRMisongoing.Currentmanagementthinkingholdsthat: 55)

A) employeesarequitesimilarintermsoftherewardstheyseek.
B) thegoalsandaimsofmanagementmustbeachievedatallcosts.
C) socialinfluencesarenolongerimportanttomostemployees.
D) employeesareoftenthefirmsbestcompetitiveadvantage.
E) employeesaremotivatedprimarilybycompensationandbenefits.
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56) Characteristicsofaprofessioninclude: 56)
A) certificationofmembers.
B) theexistenceofacommonbodyofknowledgeandcertificationofmembers.
C) manydiversepointsofview.
D) governmentregulation.
E) competingcodesofethics.
57) ThebroadobjectivesofHRassociationsacrossthecountryinclude: 57)

A) assistingintheprovisionoftraininginthefieldofHR.
B) providingopportunitiesforinformationexchange.
C) servingasavoiceforHRpractitioners.
D) skillsupdating.
E) alloftheabove.
58) TheCanadiannationalbodythroughwhichallprovincialandspecialistHRassociationsare 58)

affiliatediscalledthe:
A) InternationalPersonnelManagementAssociationCanada.
B) CanadianCouncilofHumanResourcesAssociations.
C) HumanResourcesProfessionalsAssociationofOntario.
D) SocietyforHumanResourceManagement.
E) CanadianManagementAssociation.
59) Payoffsassociatedwithproperlyimplementedethicsprogramsinclude: 59)

A) increasedstakeholderconfidence.
B) greaterclient/customerandemployeeloyalty.
C) increasedprofits.
D) decreasedvulnerabilitytolegalliabilityissues.
E) alloftheabove.
60) Theimplied,enforced,orfeltobligationofmanagers,actingintheirofficialcapacities,toserveor 60)

protecttheinterestsofgroupsotherthanthemselves,isknownas:
A) valuingdiversity.
B) legalcompliance.
C) socialresponsibility.
D) professionalism.
E) acodeofethics.
61) Takingastandonanti-animaltesting,humanrightsprotection,andenvironmentalconservationis 61)

anexampleofafirms:
A) ethicspolicy.
B) senseofsocialresponsibility.
C) missionstatement.
D) desireforlegalcompliance.
E) codeofethics.
TRUE/FALSE.WriteTifthestatementistrueandFifthestatementisfalse.
62) ThegoalofHRMistoalignpeoplepracticestoorganizationalstrategytoproducebehaviours 62)

requiredtoachieveorganizationalgoals.
10
63) HRresponsibilitieshaveshiftedfromoperationaltostrategicresponsibilitieswhichinvolve 63)
formulatingandexecutingorganizationalstrategy.
64) AnHRprofessionalcanbuildemployeeengagementbycoachinglinemanagerstobuildtrusting 64)

relationshipswiththeiremployees,establishingrecognitionprogramsandprovidingmanagement
developmentprograms.
65) Managementcanloseitsauthorityandpowerbyempoweringitsemployees. 65)
66) HRprofessionalsareincreasinglyexpectedbytheiremployerstobechangeagentswholeadthe 66)

organizationanditsemployeesthroughchange
67) Thegrowingemphasisoneducationandhumancapitalreflectsseveralsocialandeconomic 67)

factors,suchastheincreaseinprimary-sectoremployment.
68) Recentresearchindicatesthatthereisastrongpositiverelationshipbetweenemployee 68)

engagementandorganizationalperformance.
69) Technologicaladvanceswillcontinuetoshiftemploymentfromsomeoccupationstoothers,while 69)

contributingtoadeclineinproductivity.
70) HRMhasevolvedoverthelastfewdecadesduetoeconomicforcessuchasglobalization, 70)

technologicalchanges,andintensecompetition,allofwhichmakehumancapitalmoreimportant.
71) AsanHRprofessionalintodaysorganizations,youneedtobeconcernedwithethicalissuessuch 71)

assecurityofinformation,employeeandclientprivacy,governanceandconflictsofinterest.
ESSAY.Writeyouranswerinthespaceprovidedoronaseparatesheetofpaper.
72) DiscusshowtheimpactofHRMonanorganizationismeasured.
73) DiscusstheresponsibilitiesofHumanResourceManagement.
74) YouhavebeenhiredastheDirectorofHumanResourcesatatelecommunicationscompany.Define
organizationalcultureandclimateandexplaintheimportanceofeachtothecompany.
75) DescribekeyHRMissuesrelatedtodemographictrendsandworkforcediversity.
76) DiscussthetheoriesthathavecontributedtotheevolutionofHRMandthechallengesfaced.
77) DescribetheroleofethicsinHRManditschallengesandbenefits.
11
AnswerKey
Testname:UNTITLED1
1) E
Topic: StrategicRoleofHRM
Skill: Recall
2) D
Skill: Recall
3) E
Skill: Recall
4) D
Skill: Applied
5) B
Skill: Applied
6) C
Skill: Applied
7) C
Skill: Applied
8) D
Skill: Recall
9) D
Skill: Recall
10) A
Skill: Applied
11) C
Skill: Applied
12) B
Topic: EnvironmentalInfluencesonHRM
Skill: Recall
13) B
Skill: Applied
14) A
Skill: Recall
15) B
Skill: Applied
16) A
Skill: Applied
12
AnswerKey
Testname:UNTITLED1
17) D
Skill: Recall
18) C
Skill: Recall
19) A
Skill: Applied
20) A
Skill: Recall
21) A
Skill: Applied
22) B
Skill: Applied
23) C
Skill: Recall
24) B
Skill: Recall
25) D
Skill: Recall
26) E
Skill: Recall
27) C
Skill: Recall
28) C
Skill: Recall
29) C
Skill: Applied
30) D
Skill: Applied
31) A
Skill: Applied
32) A
Skill: Recall
13
AnswerKey
Testname:UNTITLED1
33) B
Skill: Applied
34) C
Skill: Recall
35) B
Skill: Applied
36) A
Skill: Recall
37) D
Skill: Applied
38) A
Skill: Applied
39) C
Skill: Recall
40) B
Skill: Recall
41) E
Skill: Applied
42) B
Topic: TheHRMovement
Skill: Recall
43) B
Skill: Recall
44) D
Skill: Recall
45) A
Skill: Applied
46) A
Skill: Recall
47) B
Skill: Recall
48) A
Skill: Applied
14
AnswerKey
Testname:UNTITLED1
49) E
Skill: Recall
50) C
Skill: Recall
51) A
Skill: Applied
52) D
Skill: Applied
53) E
Skill: Recall
54) C
Skill: Applied
55) D
Skill: Recall
56) C
Topic: GrowingProfessionalisminHR
Skill: Applied
57) E
Skill: Recall
58) B
Skill: Recall
59) E
Skill: Recall
60) C
Skill: Recall
61) B
Skill: Applied
62) TRUE
Skill: Recall
63) TRUE
Skill: Applied
64) TRUE
Skill: Applied
15
AnswerKey
Testname:UNTITLED1
65) FALSE
Skill: Applied
66) TRUE
Skill: Recall
67) FALSE
Skill: Applied
68) TRUE
Skill: Recall
69) FALSE
Skill: Applied
70) TRUE
Skill: Applied
71) TRUE
Skill: Recall
72) HRprofessionalsneedtobeabletomeasurethevalueandimpactoftheirorganizationshumancapitalandHRM
practices.TraditionaloperationalmeasuresfocusedonthesizeandcostoftheHRfunctionsuchasabsenteeismrates
andcostperhire,buttodaysmeasuresneedtoreflectthequalityofpeopleandtheeffectivenessofHRMinitiatives
thatbuildworkforcecapability.
WatsonWayattdevelopedaHumanCapitalIndexwhichoutlines30keyHRpracticesandindicatestheir
contributionstoshareholdervalue.These30practicesweresummarizedinto5categoriesrecruitingexcellence,clear
rewardsandaccountability,collegialandflexibleworkplace,communicationsintegrityandprudentuseofresources.
Manyorganizationsareusingthebalancedscorecardapproach,whichtranslatesintofinancialresults,customers,
internalbusinessprocessandhumancapital.
Skill: Applied
73) Humanresourcesmanagementresponsibilitiesandactivitiesfallintotwocategories:operationalresponsibilitiesand
strategicresponsibilities.TraditionallyHRprofessionalshavefocusedonoperationalresponsibilities.However,there
isagrowingfocusonHRtakingamorestrategicrole.
Operationalresponsibilities includeactivitiessuchasselectionandassimilationintotheorganization,development
ofcapabilitiesandtransitionoutoftheorganization.TraditionalrolesofHRprofessionalsincludeactingasan
in-houseconsultant,offeringadviceonHR-relatedmatters,formulatingHRpoliciesandproceduresandotherHR
services.Intherecentyearsmostoftheadministrative/operationalactivitiesofHRhavebeenoutsourced.
Strategicresponsibilities includegettinginvolvedinstrategyformulationandexecution.HRprofessionalstogether
withlinemanagersundertakeenvironmentalscanning,whichhelpstheorganizationtoidentifyandanalyzeinternal
strengthsandweaknessesandexternalthreatsandopportunities.HRprofessionalscanprovideinformationabout
suchthingsastheincentiveprogramsusedbycompetitors,pendinglegislativechangesandimpendinglabour
shortages.Intermsofexecutingstrategy,HRprofessionalsactaschangeagentswhenorganizationsgothrough
significantchangessuchasmergers,acquisitions,anddownsizing.HRalsoisinvolvedinreducinglabourcostsby
introducingstrategiestoreduceturnover,absenteeismandoccupationalinjuriesandaccidents.
Skill: Recall
16
AnswerKey
Testname:UNTITLED1
74) Organizationculture consistsofthecorevalues,beliefs,andassumptionsthatarewidelysharedbymembersofan

organization.Itservesavarietyofpurposes:
communicatingwhattheorganizationbelievesinandstandsfor
providingemployeeswithasenseofdirectionandexpectedbehaviour(norms)
shapingemployeesattitudesaboutthemselves,theorganization,andtheirroles
creatingasenseofidentity,orderliness,andconsistency
fosteringemployeeloyaltyandcommitment
Organizationalclimate referstotheprevailingatmospherethatexistsinanorganizationanditsimpacton
employees.Themajorfactorsinfluencingtheclimatearemanagementsleadershipstyle,HRpoliciesandpractices,
andamountandstyleofcommunication.Thetypeofclimatethatexistsisgenerallyreflectedinthelevelofemployee
motivation,jobsatisfaction,performance,andproductivity,andthushasadirectimpactonorganizationalprofits
and/orongoingviability.
Skill: Applied
75) KeydemographicanddiversityissuesfacedbyCanadianorganizationsincludeage,education,women,visible
minorities,aboriginalpeopleandpersonswithdisabilities.
Withthebabyboomersretiringwithinthenextfewdecades,Canadaissaidtobefacedwithaloomingshortageof
skilledworkers.OntheotherhandistheSandwichGeneration,withresponsibilitiesforbringingupchildrenaswell
ascaringforelderlyrelativeswhoarenolongercapableoffunctioningindependently.Therefore,organizationsare
forcedtolookatHRpracticestoaccommodatethegrowingneedsandconcernsoftheseemployees.Forexample,
somecompanieshavestartedtoprovideeldercarebenefitstothosewhohaveelderlyrelatives.Membersof
GenerationXhavepushedHRpracticestoincludeflexibleworkarrangementsandabetterwork/lifebalance.
GenerationY,whoarenowbeginningtoentertheworkforce,areknownasmastersoftechnologyandcomfortable
withauthorityanddiversity.Organizationsareyetagainrequiredtomakechangestokeepthisgroupchallengedand
tomanagetheoveralldiversityintheworkplace.WiththelevelofeducationincreasingamongsttheCanadian
workforce,managersareexpectedtotrytoensurethatthetalentsandcapabilitiesofemployeesarefullyutilizedand
thatopportunitiesareprovidedforcareergrowth.
Employmentforwomenhassteadilyincreasedoverthedecades,andorganizationsareaccommodatingworking
womenandsharedparentingresponsibilitiesbyofferingon-sitedaycare,emergencychildcaresupport,andflexible
workarrangements.Visibleminoritiesareenteringthelabourmarketatafasterplacethantherestofthepopulation,
whichposesnumerouschallengesforemployerswithincreaseddiversity.Employersarerequiredtorecognize
foreigncredentialsandbefairintherecruitmentandselectionprocesstogiveopportunitiestothosewhoarenewto
Canada.Personswithdisabilitiesstillcontinuetoexperiencehighratesofunemploymentandunderemployment,and
toreceivelowerpay.
Skill: Applied
17
AnswerKey
Testname:UNTITLED1
76) TheevolutionofHRMcanbediscussedthroughthefollowingtheories.
ScientificManagement:ConcernforProduction
Theprocessofscientificallyanalyzingmanufacturingprocesses,reducingproductioncosts,andcompensating
employeesbasedontheirperformancelevels.
HumanRelationsMovement:ConcernforPeople
Amanagementphilosophybasedonthebeliefthattheattitudesandfeelingsofworkersareimportantanddeserve
moreattention.
TheHumanResourcesMovement:ConcernforPeopleandProductivity
Amanagementphilosophyfocusingonconcernforpeopleandproductivity.
Arrivingatthisjointfocusonpeopleandproductivityinvolvedfourevolutionaryphases.
Themainreasonforthisevolutionhasbeeneconomicfactorssuchasglobalization,intensecompetitionand
deregulation,whichhavemadehumancapitalmoreimportant.Manytraditionalsourcesofcompetitiveadvantage
havebecomelesspowerful.Companiesarenowusinghumancapitaltocreateacompetitiveadvantage.However,
therearenumberofchallengesthatslowtheprogress.HRisstillconsideredacost-centrebymostlineandsenior
management.ManyHRprofessionalsalsoneedtoacquiremorebroad -basedbusinessknowledgeandskillsetsand
berecognizedasequalbusinesspartnersatthedecision -makingtable.
Topic: HistoryofHRM
Skill: Recall
77) TheprofessionalizationofHRMhascreatedtheneedforauniformcodeofethicsasoneoftherequirementsof
maintainingprofessionalstatus.CCHRACodeofEthicsprovideguidelinesforemployeesandemployers.
IncreasinglyHRisinvolvedinprovidingethicstraining,andmonitoringtoensurecompliancewiththecodeofethics.
KeyethicalissuesfacingCanadianorganizationspertaintosecurityofinformation,employeeandclientprivacy,
environmentalissues,governance,andconflictsofinterest.
Mainreasonsforfailuretoachievedesiredoutcomesareattributedtolackofleadershipandinadequatetraining.
Advantagesofhavinganethicsprogramproperlyimplementedincludeincreasedconfidenceamongstakeholders,
greaterclient,customerandemployeeloyalty,decreasedvulnerabilitytocrime,reducedlossesduetointernaltheft
andincreasedpublictrust.
Topic: ProfessionalisminHRM
Skill: Recall
18
Exam
Name___________________________________
1) Acompanywithemployeesindifferentprovinces/territoriesmustmonitorthelegislationineach 1)
ofthejurisdictionsbecause:
A) legislationchanges,anditmayvaryfromonejurisdictiontoanother.
B) legislationhascommonalitiesacrossjurisdictions.
C) itisspecifiedunderemploymentlaw.
D) itisrequiredundertheHumanRightsAct.
E) itisrequiredunderCanadaLabourCode.
2) Thegovernmentineachjurisdictionhascreatedspecialregulatorybodiestoenforcecompliance 2)
withthelawandaidinitsinterpretation.Twoofsuchbodiesincludethe:
A) ministryoflabourandlabourunions.
B) humanrightscommissionandlabourunions.
C) humanrightscommissionandministryoflabour.
D) employmentequitycommissionandministryoflabour.
E) ministryoflabourandHRSDC.
3) Whichofthefollowingcoversthejointresponsibilitysharedbyworkersandemployersto 3)
maintainahazard -freeenvironmentandtoenhancethehealthandsafetyofworkers?
A) occupationalhealthandsafetylegislation
B) employment/labourstandardslegislation
C) employmentequitylegislation
D) safetyandWHMISlegislation
E) humanrightslegislation
4) Establishingminimumemployeeentitlementismostcloselyassociatedwith: 4)
A) employmentequitylegislation.
B) theCharterofRightsandFreedoms.
C) humanrightslegislation.
D) employment/labourstandardslegislation.
E) payequitylegislation.
5) Whichofthefollowingstatementsaboutequalpayforequalworklegislationistrue? 5)
A) Theprincipleequalpayforequalworkmakesitillegaltopaynursesandfirefighters
differentlyiftheirjobsaredeemedtobeofequalworthtotheemployer.
B) EveryjurisdictioninCanadahaslegislationincorporatingtheprincipleofequalpayforequal
work.
C) Entitlementisfoundintheemployment/labourstandardslegislationineveryCanadian
jurisdiction.
D) Inthefederaljurisdiction,thisprinciplehasbeenincorporatedintotheEmployment
StandardsActsince1971.
E) Theprincipleequalpayforequalworkmakesitillegaltodiscriminateinpayonthebasisof
age.
1
6) Equalpayforequalworkspecifiesthat: 6)
A) jobswithsimilartitlesmustbepaidthesame.
B) anemployercannotpaymaleandfemaleemployeesdifferentlyiftheyareperforming
substantiallythesamework.
C) therecanbenopaydiscriminationonthebasisofrace,gender,orage.
D) allpeopledoingthesamejobshouldreceiveanidenticalpayrate.
E) male-dominatedandfemale -dominatedjobsofequalvaluemustbepaidthesame.
7) Ifacompanyclassifiesmaleemployeesasadministratorsandfemaleemployeesdoingthesame 7)
workasclerksandprovidesdifferentwageratesbasedontheclassifications,thecompanyis
violatingthe
A) collectiveagreement.
B) principleofequalpayforequalwork.
C) IncomeTaxAct.
D) gender-baseddiscriminationprinciple.
E) noneoftheabove.
8) TheCharterofRightsandFreedoms: 8)
A) isfairlylimitedinscope.
B) ispartoftheConstitutionActof1992.
C) appliestoallCanadianemployeesandemployers.
D) ensuresthatnolawsinfringeonCharterrights.
E) takesprecedenceoverallotherlaws.
9) WhichofthefollowingstatementsdescribetheCharterofRightsandFreedomsaccurately? 9)
A) TheCharterallowslawstoinfringeonCharterrightsiftheycanbedemonstrablyjustifiedas
reasonablelimitsinafreeanddemocraticsociety.
B) LegislationcannotbeexemptedfromchallengeundertheCharterifalegislativebody
invokesthenotwithstandingprovision.
C) Itappliestoemployeesincertainprovincesonly.
D) TheCourtsofAppealaretheultimateinterpretersoftheCharter.
E) EmploymentstandardslegislationsupercedestheCharter.
10) TheCharterofRightsandFreedomsandtherightsitcontainssuchasfreedomofassociation 10)

applyto:
A) privatesectoremployersonly.
B) actionsofthefederalgovernmentonly.
C) actionsofallgovernmentsandallemployers.
D) actionsofthefederal,provincialandmunicipalgovernments.
E) publicandprivatesectoremployers.
11) WhichofthefollowingstatementsabouttheCharterofRightsandFreedomsistrue? 11)

A) Itprovidesforminoritylanguageeducationrightsandprovidestherighttoliveandwork
anywhereinCanada.
B) TheCharterguaranteestherighttostrike.
C) ThefederalgovernmentisthefinalarbiteroftheCharter.
D) TheoverallimpactoftheCharterontheLRscenehasbeensignificant.
E) TheCharterprovidestherighttoliveandworkanywhereinCanada.
2
12) Humanrightslegislation: 12)
A) iscriticallyimportanttoHRspecialists,buthasarelativelyinsignificantimpacton
supervisorsandmanagersthroughoutthefirm.
B) prohibitsintentionaldiscriminationonly.
C) primarilyaffectscompensationandselection.
D) affectseveryemployerinCanada.
E) isquitelimitedinscope.
13) AlljurisdictionsinCanadaprohibitdiscriminationonthegroundsof: 13)

A) criminalhistory.
B) lengthofemployment
C) nationalorethnicorigin.
D) sexualorientation.
E) race.
14) Acompanyinthemanufacturingsectorterminatedanemployeebecauseshewaspregnantand 14)

abouttogoonmaternityleave.Thisisadirectviolationofthe:
A) humanrightslegislationoftheapplicableprovince.
B) CharterofRightsandFreedoms.
C) employmentequitylegislationoftheapplicableprovince
D) healthandsafetylegislation.
E) EmploymentStandardsAct.
15) Deliberatelyrefusingtohire,train,orpromoteanindividualonthebasisofageisanexampleof: 15)

A) unintentionaldiscrimination.
B) intentional/directdiscrimination.
C) discriminationonthebasisofassociation.
D) intentionalindirectdiscrimination.
E) systemicdiscrimination.
16) Anationalrailwayhasasafetyrulethatallemployeesworkingintherailyardmustwear 16)

hardhats.SeveralSikhemployeeshaverefusedtofollowtheruleastheirreligionforbidsthem
fromremovingtheirturbanswhichiswhatisrequiredinorderforthemtowearthehardhats.
Whichofthefollowingistrue?
A) Thisisdirectdiscriminationonthebasisofreligion.
B) Thisissystemicdiscriminationonthebasisofreligion.
C) Thisisintentionaldiscrimination.
D) Thereisnodiscrimination.
E) Thisissystemicdiscrimination.
17) Requestingthatanemploymentagencyreferonlymalecandidatesforconsiderationas 17)

managementtraineesisanexampleof:
A) discriminationonthebasisofassociation.
B) reversediscrimination.
C) systemicdiscrimination.
D) apermissibleemployerpractice.
E) discriminationonthebasisofgender.
3
18) Askingyoungfemalefactory-positionapplicantstodemonstratetheirliftingskillsandnotasking 18)
olderfemalecandidatesoranymalecandidatestodosoisanexampleof:
A) discriminationonthebasisofage.
B) discriminationonthebasisofageandrace.
C) unintentionaldirectdiscrimination.
D) discriminationonthebasisofageandgender.
E) apermissibleemployerpractice.
19) Refusingtohireamanconvictedandpardonedforadrug -relatedoffenceasacounsellorata 19)

federalcorrectionalcentreisanexampleof:
A) apermissibleemployerpracticeunderallhumanrightslegislation.
B) systemicdiscrimination.
C) intentionaldirectdiscrimination.
D) protectionagainstnegligenthiring.
E) pro-activerecruitment.
20) Refusingtopromoteahighlyqualifiedwhitemaleintoseniormanagementbecausehiswifehas 20)

justbeendiagnosedwithachronicillnessthatmightinterferewithhiswillingnesstoworklong
hoursisanexampleof:
A) reversediscrimination.
C) discriminationonthebasisofassociation.
D) discriminationonthebasisofdisability.
E) differentialtreatment.
21) Themostdifficulttypeofdiscriminationtodetectandcombatis: 21)

A) reversediscrimination.
C) intentionalindirectdiscrimination.
D) intentionaldirectdiscrimination.
E) differentialtreatment.
22) Alocalairlinerefusestohireasflightattendantsanypersonwhoisbelow5feettall.Thisisan 22)

exampleof:
A) aneutralhiringpolicy.
B) discriminationonthebasisofage.
C) apermissibleemployerpractice.
D) discriminationonthebasisofraceandgender.
E) discriminationonthebasisofrace.
23) Examplesofsystemicdiscriminationinclude: 23)

A) refusingtohirepersonsofAsianorigin.
B) job-relatedemploymenttests.
C) refusingtohirepersonsconvictedofacrimeinCanada.
D) internalorword-of-mouthhiringpoliciesinworkplacesthathavenotembraceddiversity.
E) lackofexplicitanti-harassmentguidelinesandinternalorword-of-mouthhiringpoliciesin
workplacesthathavenotembraceddiversity.
4
24) Whichofthefollowingstatementsisaccurateaboutreasonableaccommodation? 24)
A) Accommodationshortofthepointofunduehardshiptotheemployerisacceptableincertain
circumstances.
B) Anemployerisonlyrequiredtoaccommodateinthecaseofdiscriminationonthebasisof
gender.
C) Employersarenotexpectedtoadjustworkschedulestoaccommodatereligiousbeliefs.
D) Employersareexpectedtoredesignaworkstationtoenableanindividualwithaphysical
disabilitytodoajob.
E) Employersarenotexpectedtoadjustemploymentpoliciesandpracticesifdiscriminationis
found.
25) Ajustifiablereasonfordiscriminationbasedonbusinessnecessityisknownas: 25)

A) abusinessnecessityrequirement.
B) reasonableaccommodation.
C) permissiblediscrimination.
D) reversediscrimination.
E) abonafideoccupationalrequirement.
26) Whichofthefollowingstatementsareaccurate? 26)

A) Imposingrigidphysicalstandardsforcertainjobsisnotsystemicdiscrimination.
B) Itisnotlegallypermissibletorefusetohireablindpersontodriveatruck.
C) Accommodatingtheneedsofanemployeewithdepressiontothepointofunduehardshipis
notrequiredincertainCanadianjurisdictions.
D) Organizationsmustbeabletoshowthatanyphysicalstandardsusedforselecting
employeesforaparticularjobaretrulynecessary.
E) Accommodatingworkschedulesaroundreligiousholidaysisgenerallynotrequiredby
humanrightslegislation.
27) TheRoyalCanadianMountedPolicehasarequirementthatguardsbeofthesamesexasprisoners 27)

beingguarded.Thisisanexampleof:
A) intentionalandindirectdiscrimination.
C) reasonableaccommodation.
D) abonafideoccupationalrequirement.
E) aviolationofbonafideoccupationalrequirement.

A) Itislegallypermissibleforabuscompanytorequirenewdriverstobebetweentheagesof
24and35forthebusinesspurposethatnewlyhireddriverswillgettheleastfavourable
routesandmustthereforebeyoungenoughtocopewithstress.
B) Thehumanrightstribunalhasthepowertoorderanemployertogiveapositiontoan
individualwhohasbeendiscriminatedagainstandalsohasthepowertoorderfinancial
compensationforpainandsuffering.
C) Thehumanrightstribunalhasthepowertoorderanemployertogiveapositiontoan
individualwhohasbeendiscriminatedagainst.
D) Evidenceisgenerallyreadilyavailabletosupportthepositionthatageisanaccurate
indicationofapersonsabilitytoperformaparticulartypeofwork.
E) HumanrightslegislationprohibitsdiscriminationagainstallCanadiansonlyintheareaof
employment.
5
29) Airlinesarelegallypermittedto: 29)
A) indicateahiringpreferenceforwomenasflightattendants.
B) refusetohirepersonsasflightattendantswhodonotpossessminimumqualificationforthe
position.
C) indicateahiringpreferenceforsinglepersonsaspilots.
D) indicateahiringpreferenceforsinglepersonsasflightattendants.
E) excludepregnantwomenfromapplyingasflightattendants.
30) Harassment: 30)

A) includesoffensiveorhumiliatingbehaviourthatisrelatedtoapersonssex,aswellas
behaviourofasexualnature.
B) includesunwelcomebehaviourthatdemeans,humiliates,orembarrassesaperson,andthat
areasonablepersonshouldhaveknownwouldbeunwelcome.
C) onaprohibitedgroundisnotconstitutedbydirectingderogatoryremarksaboutItalians
towardsanItalianemployee.
D) directedbyclientsorcustomerstowardsanemployeeisnottheemployersresponsibility
onceithasbeenreported.
E) isprohibitedonallprescribedgroundsinalljurisdictionsandisaviolationofreasonable
accommodation.
31) TheSupremeCourtofCanadahasmadeitclearthat: 31)

A) supervisorscanbeliableforfailingtotakeactionagainstharassment.
B) allegedharassersshouldbeseverelypunished.
C) ifharassmentisoccurring,supervisorscanignoreitunlessanemployeereportsittothem
directly.
D) havingaharassmentpolicyissufficienttopreventharassmentclaims.
E) itisanemployeesresponsibilitytopreventandreportharassment.
32) Asupervisorinforminganemployeethatrefusaltograntsexualfavourswillresultinapoor 32)

performanceratingisanexampleof:
A) sexualannoyance.
B) aBFOR.
C) sexualcoercion.
D) executiveprivilege.
E) ajobrelatedannoyance.
33) Apoisonedworkenvironmentisassociatedwith: 33)

A) sexualannoyance.
B) toxicsubstances.
C) anoccupationalhealthandsafetyviolation.
D) adirectlinktotangiblejobbenefits.
E) sexualcoercion.
34) Jimisanewemployee.Hemakesunwelcomesexualremarksandjokes.Hisbehaviourisoffensive 34)

andintimidatingtothefemaleemployees.Jimsbehaviourisanexampleof:
A) sexualharassment.
B) permissiblebehaviouraslongasitdoesnotviolateapolicy.
C) sexualannoyance.
D) permissiblebehaviour.
E) sexualcoercion.
6
35) Guidelinesforimplementingaharassmentpolicydonotinclude: 35)
A) requiringeachemployeetosignadocumentindicatingthatheorshehasreceived
harassmenttraining.
B) ensuringthatacopyofthechargeisplacedinthefileoftheallegedharasser.
C) developingapolicythatprohibitsharassmentonallgroundslistedintheCanadianHuman
RightsAct.
D) applyingharshdisciplinewithoutaproperinvestigation.
E) alloftheabove.
36) Whichofthefollowingstatementsabouthumanrightsenforcementproceduresistrue? 36)

A) Ahumanrightscommissioncaninitiateacomplaintifithasreasonablegroundstobelieve
thatapartyisengaginginadiscriminatorypractice.
B) Humanrightsinvestigatorsmustobtainacourtorderbeforeenteringanemployers
premises.
C) TheonlyhumanrightscasesthatcanbeheardbytheSupremeCourtofCanadaarethose
involvingfederally-regulatedemployersandemployees.
D) Filingahumanrightscomplaintinvolvessignificantemployeecosts.
E) MosthumanrightscomplaintsaresettledbyaBoardofInquiryorTribunal.
37) Remediesforhumanrightscodeviolationsdonotinclude: 37)

A) compensationforpainandhumiliation.
B) awrittenletterofapology.
C) orderinganemployertodiscriminateonadifferentprohibitedgroundthantheone
complainedabout.
D) implementationofanemploymentequityprogram.
E) compensationforgeneraldamages.
38) Thegroupsidentifiedashavingbeensubjectedtopervasivepatternsofdifferentialtreatmentby 38)

Canadianemployers,referredtointhefederalemploymentequitylegislationasdesignated
groups,include:
A) clergy.
B) women.
C) men.
D) homosexuals.
E) noneoftheabove.
39) Evidenceofpervasivepatternsofdifferentialtreatmentagainsttheemploymentequitydesignated 39)

groupsincludes:
A) underemployment.
B) sexualharassment.
C) discrimination.
D) harassment.
E) systemicdiscrimination.
40) Theexistenceofcertainoccupationsthathavetraditionallybeenperformedbymalesandothers 40)

thathavebeenfemaledominatedisknownas:
A) theglassceiling.
B) concentration.
C) occupationalsegregation.
D) underemployment.
E) underutilization.
7
41) Saleemisanewimmigrantwithamastersdegreeinmanagement.Despitehisqualifications, 41)
Saleemhasworkedasaclerkintheshippingdepartmentofacompanyforthelastyear.Thisisan
exampleof:
A) aBFOR.
B) indirectdiscrimination.
C) occupationalsegregation.
D) underutilization.
E) underemployment.
42) Employmentequitylegislationaimsto: 42)

A) requestemployersunderprovincialjurisdictiontohaveabetterrepresentationofthe
designatedgroupsatalllevelswithintheorganization.
B) requestemployersunderfederalandprovincialjurisdictiontohaveabetterrepresentationof
thedesignatedgroupsatalllevelswithintheorganization.
C) removeemploymentbarriersandpromoteequalityforthewomen,visibleminorities,
aboriginalpeopleandpersonswithdisabilities.
D) remedydiscriminationonthebasisofgender,race,anddisability.
E) bringthesixtraditionallydisadvantagedgroupsintothemainstreamofCanadaslabour
force.
43) Anemploymentequityprogramisdesignedto: 43)

A) reduceharassmentandrelatedcomplaints.
B) increaseoccupationalsegregation.
C) increaserepresentationofmenincorporateboard.
D) achieveabalancedrepresentationofdesignatedgroupmembers.
E) reduceeffectsofapoisonedenvironment.
44) Foranemploymentequityprogramtobesuccessful: 44)

A) awrittenpolicyendorsedbyseniormanagementandpostedthroughouttheorganizationor
distributedtoeveryemployee,isanessentialfirststep.
B) aseniorofficialshouldbeappointedwiththeauthoritytodisciplinethosefailingtocomply.
C) seniormanagementshouldberesponsiblefortheimplementationprocess.
D) anemploymentequitypolicystatementshouldbefiledinthecompanysHRpoliciesand
proceduresmanual.
E) anemploymentequitycommitteeshouldbegivenultimateauthority.
45) Thetermthatappliestodata-trackingdesignatedgroupmembersbyemploymenttransactions 45)

andoutcomesis:
A) utilizationdata.
B) anemploymentsystemsreview.
C) stockdata.
D) transactionalanalysis.
E) flowdata.
8
46) Stepsintheemploymentequityprocesstypicallyinclude: 46)
A) obtainingsenior-managementcommitmentandsupport;employmentsystemsreview;
implementation;andfollowup.
B) obtainingsenior-managementcommitmentandsupport;employmentsystemsreview;
diversitytraining;andsystemsreview.
C) obtainingsenior-managementcommitmentandsupport;datacollectionandanalysis;
employmentsystemsreview;anddiversitytraining.
D) obtainingsenior-managementcommitmentandsupport;datacollectionandanalysis;
employmentsystemsreview;plandevelopment;implementation;andmonitoring.
E) obtainingsenior-managementcommitmentandsupport;datacollection;employment
systemsreview;training;andfollow-up.
47) Comparisondatamustalsobecollectedonthenumberofdesignatedgroupmembersavailablein 47)

thelabourmarketsfromwhichtheorganizationrecruits.Thisdatamaybeobtainedfrom:
A) womensdirectorates.
B) provinciallegislatures.
C) workerscompensationboards.
D) StatisticsCanada.
E) StatisticsCanadaandwomensdirectorates.
48) Thecomparisonofanemployersinternalworkforceprofilewithexternalworkforceavailability 48)

dataisknownas:
A) stockdata.
B) flowdata.
C) atransactionalanalysis.
D) anemploymentsystemsreview.
E) autilizationanalysis.
49) Abankiscollectingthefollowinginformationforanemploymentequityprogram:numberof 49)

designatedgroupmembersthathaveappliedforjobswiththefirm,beeninterviewed,beenhired
andgivenopportunitiesfortraining,promotionsandterminations.Whattypeofdataisthis
organizationcollecting?
A) statisticaldata
B) flowdata
C) stockdata
D) utilityanalysisdata
E) internaldata
50) Employmentsystemstypicallyreviewedduringanemploymentequityauditinclude: 50)

A) profitabilityanalysis.
B) regressioncharts.
C) stockdataandflowdata.
D) examinationofinternalpoliciesandprocedures.
E) employeeopinionsurvey.
51) Whichofthefollowingstatementsaboutemploymentequitygoalsistrue? 51)

A) InCanada,employmentequitygoalsareoftenimposedbygovernment.
B) Goalsandtimetablesarethecoreofanemploymentequityprogram.
C) Onlyquantitativegoalsareapplicabletoemploymentequity.
D) Goalsshouldbetiedtofirm,fixedtimetables.
E) Goalsarethesameasquotas.
9
52) Providingspecializedtrainingtoaiddesignatedgroupmemberstobreaktheglassceilingisan 52)
exampleof:
A) apositivemeasure.
B) anaccommodationmeasure.
C) illegalpreferentialtreatment.
D) asupportivemeasure.
E) aquantitativegoal.
53) Atuitionreimbursementprogramisanexampleof: 53)

A) asupportivemeasure.
B) anemploymentequitypolicy.
C) anemploymentequitytimetable.
D) anaccommodationmeasure.
E) apositivemeasure.
54) Whichtypesofemploymentequityinitiativesaredesignedtoenableallemployeestoachievea 54)

betterbalancebetweenworkandotherresponsibilities?
A) qualitativegoals.
B) quantitativegoals.
C) accommodationmeasures.
D) positivemeasures.
E) supportivemeasures.
55) Reversediscrimination: 55)

A) resultswhenpreferentialtreatmentisgiventoadesignatedgroupmemberinthecaseoftwo
equally-qualifiedcandidates.
B) isaninevitableresultofequalopportunityandequitylegislation.
C) isamajorprobleminCanadathatneedsimmediateaction.
D) canbeavoidedifrealisticgoalsandtimetablesareestablished.
E) iscausedbythefactthatCanadasemploymentequitylegislationinvolves
government-imposedquotas.
56) Whichofthefollowingstatementsregardingpeoplewithdisabilitiesistrue? 56)

A) Themedianemploymentincomeofpersonswithdisabilitiesis83%ofthatofotherCanadian
workers.
B) Peoplewithdisabilitiesmakeuponly2.5%ofthefederalprivatesectorworkforce.
C) Ofallthedesignatedgroups,peoplewithdisabilitiesintheprivatesectorhavebenefitedleast
fromtheEmploymentEquityAct.
D) Peoplewithdisabilitiesstillfallshortoftheirestimatedlabourmarketavailability.
E) Therepresentationofpersonswithdisabilitiesinthefederalpublicsectorincreasedto5.7%
in2004.
57) Visibleminoritygroupmembersalsomadesomeprogressintheirrepresentationinthefederal 57)

privatesector.Theirrepresentation:
A) morethandoubledfrom8%in1987to15%in2001.
B) morethantripledfrom8%in1987to15%in2001.
C) ishigherthantheirestimatedavailability.
D) morethandoubledfrom4.9%in1987to13.3%in2004.
E) morethantripledfrom4.9%in1987to11.7%in2001.
10
58) Diversitymanagementis: 58)
A) anothertermforemploymentequity.
B) targetedatthefourdesignatedgroups.
C) avoluntarily-initiatedemploymentequityinitiative.
D) encompassedinlegalcompliancewithhumanrightsandemploymentequitylegislation.
E) broaderandmoreinclusiveinscopethanemploymentequity.
59) Reasonsforembracingdiversityinclude: 59)

A) thespendingpowerofCanadasvisibleminoritiesanditisrequiredbylegislation.
B) thefactthatemployeeswithdifferentethnicbackgroundsoftenpossessforeign -language
skills.
C) itisrequiredbylegislation.
D) ethicalandsocialresponsibilityconcerns,thespendingpowerofCanadasvisibleminorities,
andthefactthatemployeeswithdifferentethnicbackgroundsoftenpossess
foreign-languageskills.
E) ethicalandsocialresponsibilityconcernsonly.
60) Diversityinitiatives: 60)

A) neverinvolveovercomingresistancetoprejudices.
B) usuallydonotinvolveovercomingresistancetochange.
C) shouldbeundertakenquickly.
D) involveacomplexchangeprocess.
E) shouldbeundertakenquicklyandinvolveacomplexchangeprocess.
61) Organizationsthathavebeenmostsuccessfulinmanagingdiversitytendtoshareallofthe 61)

followingcharacteristicsEXCEPT:
A) novisibleminorityemployees.
B) diversitytrainingprograms.
C) activitiestocelebratediversity.
D) supportgroupsormentoringprograms.
E) topmanagementcommitment.
62) Diversitytrainingprograms: 62)

A) trytoeducateemployeesaboutspecificgenderandculturaldifferencesandaredesignedto
provideawarenessofdiversityissues.
B) trytoeducateemployeesaboutspecificgenderandculturaldifferences.
C) trytoeducateemployeesaboutspecificculturaldifferences.
D) aredesignedtoprovideawarenessofdiversityissues.
E) shouldnotbeon-going.
63) Toensurethatnooneexperiencesfeelingsofalienation,firmshaveestablished: 63)

A) policies.
B) diversitytrainingformanagement.
C) diversityaudits.
D) publications.
E) supportgroups.
11
64) Specificdiversitymanagementstrategiesinclude: 64)
A) amentoringprogram.
B) broadbasedrecruitmentpractices.
C) diversityaudits.
D) diversityauditsandamentoringprogram.
E) aharassmentpolicy.
65) Diversitymanagementinitiativeswillnotreceivehighpriorityunless: 65)

A) employeesareheldaccountable.
B) newhiresareheldaccountable.
C) formalassessmentsarecompleted.
D) supervisorsareheldaccountableforthem.
E) employeesarerecognizedforthemonperformanceappraisals.
66) Contractlawgovernscollectiveagreementsandindividualemploymentcontracts. 66)
67) Underequalpayforequalworklegislation,paydifferencesbasedonavalidmeritorseniority 67)

systemoremployeeproductivityarepermitted.
68) Jobevaluationsystemsthatundervaluejobstraditionallyheldbywomenareanexampleof 68)

constructivediscrimination.
69) InBritishColumbia,QuebecandtheYukon,recordofcriminalconvictionisaprohibitedgroundof 69)

discrimination.
70) Employersareexpectedtoaccommodatetothepointofunduehardship. 70)
71) Refusingtohireanindividualforasecurityguardpositiononthebasisthatheorsheisconsidered 71)

tobetoolargeandheavyisanexampleofabonafideoccupationalrequirement.
72) Somejurisdictionsprohibitharassmentonallproscribedgrounds,whileothersonlyexpresslyban 72)

sexualharassment.
73) Makingderogatorycommentsimplyingsexualunattractivenesscanconstitutesexualharassment 73)

ifthepersonmakingsuchcommentscontinuestodosoafterbeingaskedtostop.
74) Itisacriminaloffencetoretaliateinanywayagainstthosewhoexercisetheirrightsunderhuman 74)

rightslegislation.
75) Althoughwomenmakeupalmostone-halfoftheCanadianworkforce,theyarestill 75)

underrepresentedonexecutiveteams.
76) Adeliberatelystructuredprocessisinvolvedwhendevelopinganemploymentequityprogram. 76)
77) Differentiatebetweenintentionalandunintentionaldiscrimination.
12
78) Whatareprohibitedgroundsofdiscrimination.
79) Explainanemployersdutytoprovidereasonableaccommodation.Giveanexampleofreasonable
accommodation.
80) Discusssexualharassmentanditsimpactonemployeesandtheworkenvironment.Provideexamplesof
sexualcoercionandsexualannoyance.
81) Discussthefourdesignatedgroupsanddifferentialtreatmentbyemployersduringemployment.
82) Whatstepsshouldanemployerusetodesignanemploymentequityprogramandensuresuccess?
83) Describediversitymanagementandwhatfactorsactasbarrierstodiversitymanagementprograms.
13
AnswerKey
Testname:UNTITLED2
1) A
Topic: LegalFrameworkforEmploymentLawinCanada
Skill: Applied
2) C
Skill: Recall
3) A
Skill: Recall
4) D
Topic: Employment/LabourStandards
Skill: Applied
5) B
Skill: Applied
6) B
Skill: Applied
7) B
Skill: Applied
8) E
Topic: LegislationProtectingHumanRights
Skill: Recall
9) A
Skill: Applied
10) D
Skill: Recall
11) A
Skill: Applied
12) D
Skill: Recall
13) E
Skill: Recall
14) A
Skill: Applied
15) B
Skill: Applied
16) B
Skill: Applied
14
AnswerKey
Testname:UNTITLED2
17) E
Skill: Applied
18) D
Skill: Applied
19) C
Skill: Applied
20) C
Skill: Applied
21) B
Skill: Recall
22) D
Skill: Applied
23) E
Skill: Applied
24) D
Skill: Applied
25) E
Skill: Applied
26) D
Skill: Applied
27) D
Skill: Applied
28) B
Skill: Applied
29) B
Skill: Applied
30) B
Skill: Applied
31) A
Skill: Recall
32) C
Skill: Applied
15
AnswerKey
Testname:UNTITLED2
33) A
Skill: Recall
34) A
Skill: Applied
35) D
Skill: Recall
36) A
Skill: Recall
37) C
Skill: Applied
38) B
Topic: EmploymentEquityLegislation
Skill: Recall
39) A
Skill: Applied
40) C
Skill: Recall
41) D
Skill: Applied
42) C
Topic: EmploymentEquity
Skill: Applied
43) D
Skill: Recall
44) A
Skill: Recall
45) E
Skill: Recall
46) D
Skill: Recall
47) E
Skill: Recall
48) E
Skill: Recall
16
AnswerKey
Testname:UNTITLED2
49) B
Skill: Recall
50) D
Skill: Recall
51) B
Skill: Applied
52) A
Skill: Recall
53) A
Skill: Applied
54) E
Skill: Recall
55) D
Skill: Recall
56) A
Skill: Recall
57) D
Skill: Recall
58) E
Topic: DiversityManagement
Skill: Recall
59) D
Skill: Recall
60) D
Skill: Recall
61) A
Skill: Recall
62) A
Skill: Recall
63) E
Skill: Recall
64) D
Skill: Recall
17
AnswerKey
Testname:UNTITLED2
65) D
Skill: Recall
66) TRUE
Skill: Recall
67) TRUE
Skill: Recall
68) TRUE
Skill: Recall
69) FALSE
Skill: Recall
70) TRUE
Skill: Recall
71) FALSE
Skill: Applied
72) TRUE
Skill: Recall
73) TRUE
Skill: Applied
74) TRUE
Skill: Recall
75) TRUE
Skill: Recall
76) TRUE
Skill: Recall
77) Intentionaldiscrimination involvesthedeliberateuseofcriteriasuchasrace,religion,orotherprohibitedgrounds
whenmakingemploymentdecisions.Itcanbedirect,indirect,intheformofdifferentialtreatment,oronthebasisof
association.Deliberatediscriminationdoesnothavetobeovert(blatant).
Unintentionaldiscrimination, alsoknownassystemicandconstructivediscrimination,isdifficulttodetectand
combat.Typically,itisembeddedinpoliciesandpracticesthat,althoughappearingneutralonthesurfaceandbeing
implementedimpartially,haveadverseimpactonspecificgroupsofpeopleforreasonsthatarenotjobrelatedor
requiredforthesafeandefficientoperationofthebusiness.
Skill: Recall
18
AnswerKey
Testname:UNTITLED2
78) HumanrightslegislationprohibitsdiscriminationagainstallCanadiansinanumberofareas,includingemployment.
Theseareasareknownasprohibitedgroundsofdiscrimination.Thesegroundschangeacrossprovincesand
territories.However,alljurisdictionsprohibitdiscriminationonthegroundsofrace,colour,religion/creed,sex,marital
status,age,physicalandmentaldisabilityandsexualorientation.Somebutnotalljurisdictionsprohibitdiscrimination
onthebasisofnationalorethnicorigin,familystatus,ancestryorplaceoforiginandvariousothergrounds.
Skill: Recall
79) Reasonableaccommodationdealswiththeadjustmentofemploymentpoliciesandpracticessothatnoindividualis
deniedbenefits,disadvantagedinemployment,orpreventedfromcarryingouttheessentialcomponentsofajobon
thebasisofprohibitedgroundsofdiscrimination.Thismayinvolvemakingadjustmentstomeetneedsbasedonthe
grouptowhichanindividualbelongs,suchasscheduleadjustmentstoaccommodatereligiousbeliefs,oronan
individualemployeebasis,suchasworkstationredesigntoenableanindividualwithaphysicaldisabilitytoperform
aparticulartask.
Employersareexpectedtoaccommodatetothepointofunduehardship,atermforwhichthereisnodefinitive
definition.Generally,however,toclaimunduehardship,employersmustpresentevidencethatthefinancialcostof
accommodation(evenwithoutsidesourcesoffunding)orhealthandsafetyriskstotheindividualconcernedorother
employeeswouldmakeaccommodationimpossible.Factorsthatcannotbetakenintoconsiderationincludebusiness
inconvenience,customerpreference,ordisruptiontoacollectiveagreement.
Refusingtomakeeveryreasonableefforttoaccommodateemployeesisaviolationofhumanrightslegislation.
Anexampleofreasonableaccommodationwouldbeinstallinganelevatorinagovernmentbuildingtoaccommodate
personsinwheelchairs.
Skill: Applied
80) Sexualharassmentisdefinedasoffensiveorhumiliatingbehaviourthatisrelatedtoapersonssexaswellas
behaviourofasexualnaturethatcreatesanintimidating,unwelcome,hostileoroffensiveworkenvironment.Sexual
harassmentcanbedividedintotwocategories: sexualcoercion ,whichisharassmentofasexualnaturethatresultsin
somedirectconsequencetotheworkersemploymentstatusorsomegaininorlossoftangiblejobbenefits,and sexual
annoyance ,whichissexuallyrelatedconductthatishostile,intimidatingoroffensivetotheemployeebuthasno
directlinktotangiblejobbenefitsorlossthereof.
Alltypesofsexualharassmentcanhavenegativeimpactonemployeesaswellastheworkenvironment.Employees
willfeeluncomfortableseeingsuchworkconditions,andemployeemoraleandproductivitycanbesignificantly
impacted.Absenteeismcanincreaseamongststaff.Theywillhavelessandlesstrustinmanagementifactionisnot
taken.Theorganizationcanruntheriskoffacinglegalactionforcondoningsuchbehaviours.
Skill: Applied
81) Thefourdesignatedgroupsare:women,visibleminorities,aboriginalpeopleandpeoplewithdisabilities.Differential
treatmentbyemployersincludelowerpayonaverage,occupationalsegregation,higherratesofunemployment,
underemploymentandconcentrationinlow-statusjobswithlittlepotentialforcareergrowth.
Forexample,womenarestillnotrepresentedadequatelyinseniormanagementpositions,thoughtheymakeupmore
thanone-halfoftheCanadianworkforce.Similarly,visibleminoritiesalsoexperiencesimilarissuesintermsof
occupationalsegregation.Manyimmigrantsarehighlyeducatedvisibleminorities.Theyaretypicallyunabletoobtain
employmentthatmakesfulluseoftheirknowledge,skillsandabilities,whichiscalledunderemployment.Theincome
ofpeoplewithdisabilitiesismuchlowerthanthatofotherCanadianworkers.Aboriginalsareconcentratedinthree
occupationalgroups:clerical,skilledcraftsandtrade,andsemi-skilledmanualwork.
Skill: Recall
19
AnswerKey
Testname:UNTITLED2
82) Employmentequityprogramsaredesignedtoachieveabalancedrepresentationofdesignatedgroupmembersinthe
organization.Itisamajormanagementexercisebecauseexistingemployeesmustbecomfortablewithotherfrom
diversebackgrounds,cultures,religions,etc.Thefollowingarethekeystepstofollowwhendesigningaprogram:
1.Obtainingseniormanagementcommitmentandsupportawrittenpolicyendorsedbyseniormanagementshould
bepostedthroughouttheorganizationordistributedtoallemployees.
2.Datacollectionandanalysisthispermitstheorganizationtodevelopaninternalworkforceprofile.
3.Employmentsystemsreviewacomprehensiveexaminationofexistingpolicies,procedures,practices,etc.,to
determinetheirimpactondesignatedgroupmembers,sothatexistingintentionalandsystemicbarrierscanbe
eliminated.
4.Plandevelopmentsettingofgoalsandtimetable.
5.Implementation.
6.Monitoring,evaluatingandrevising.
Skill: Recall
83) Diversitymanagementinvolvesasetofactivitiesdesignedtointegrateallmembersofanorganizationsmulticultural
workforceandusetheirdiversitytoenhancethefirmseffectiveness.
Canadahasseencontinuedimmigrationfrommanylandsduringthelastfourdecadesandmanagersaremanaging
anincreasinglydiverseworkforce.Diversityintheworkforcecanbepositiveifutilizedandchannelledproperly.As
researchshows,diversitycanenhanceorganizationaleffectivenessandculture.However,therearenumberof
barriersthatshouldbehandledappropriatelyinordertoreapthemaximumoutofdiversityinitiatives.Itis
recommendedthatdiversityinitiativesbetakenslowly,sincetheyinvolvecomplexchangeprocesses.Theremaybe
resistancefromtheexistingworkforcewhichwillhavetobeovercome.Stereotypedbeliefsandprejudicescansurface,
creatingresentment.
Thereforeitisimportantforanyorganizationthatisundertakingdiversityinitiativestohavetopmanagement
commitment,training,inclusiverepresentationandcommunication,supportandmentoringprograms/groups,regular
auditsanddefinedmanagementresponsibilitiesandaccountabilities.
Skill: Recall
20
Exam
Name___________________________________
1) Technologythatisusedtoattract,hire,retain,andmaintainhumanresources,supportHR 1)
administration,andoptimizeHRMiscalled:
A) HRIS.
B) HRmanagement.
C) PeopleSoft.
D) HRtechnology.
E) HRserver.
2) HRtechnologyhas: 2)
A) madeisdifficulttohaveaccesstoinformation.
B) increasedtheadministrativeburdenontheHRdepartment.
C) reducedtheadministrativeburdenontheHRdepartment.
D) preventedemployeesfromaccessingtheirpersonnelinformation.
E) notcontributedtoanychangesintheHRdepartment.
3) HRtechnologyhasevolvedovertheyears.TheevolutionofHRtechnologyischaracterizedby: 3)
A) 3stages.
B) 5stages.
C) 4stages.
D) 6stages.
E) noneoftheabove.
4) NeluispartoftheHRdepartmentofaproductioncompany.TheHRdepartmentwasthesole 4)
custodianofallHR-relateddata.ThereforeNeluspendsmostofhertimehandlingemployee
queriesonpersonnelquestions.Thecompanyhas:
A) advancedHRtechnology.
B) one-on-onecoaching.
C) acounselingprocedure.
D) apaper-basedsystem.
E) PeopleSoft.
5) DuringtheevolutionofHRtechnology,therewasamigrationoftheinformationresidentinthe 5)
paper-basedsystemtoPCsandlocalareanetworksystems.TheseHRdatabaseswereableto
producereportsthatsimplylistedwhatisknowsas:
A) personneldata.
B) tombstoneinformation.
C) tombstonedata.
D) employeedata.
E) personnelinformation.
1
6) CompanyHighTechhasthreebranchesacrossCanadaandtheUS.Bothlocationsaremanaged 6)
byoneHRdepartment.Allemployeedataisfedinfromeachofthelocationsandupdatesa
centraldatabase,whichcanbeaccessedbyeachofthelocationsinreturn.TheHRdatabaseisalso
linkedtotheirperformancemanagementsystem,payroll/benefitsandattendancetrackingsystem.
Thisisanexampleof:
A) videoconferencing.
B) apaper-basedsystem.
C) aninteractivedatabase.
D) arelationaldatabase.
E) noneoftheabove.
7) Atelephonetechnologyinwhichatouch-tonephoneisusedtointeractwithadatabasetoacquire 7)
informationfromitorenterdataintoitiscalleda(n):
A) clientserver.
B) interactivevoiceresponse.
C) interactivedatabase.
D) web-basedapplication.
E) relationaldatabase.
8) IncompanySmith&Cole,employeescanaccesstheapplicationsfromanycomputerwitha 8)
connectiontotheinternet.Eachpersonhasapassword-protectedloginpage.Thecompanyhasa:
A) interactivevoiceresponse.
B) interactivedatabase.
C) web-basedapplication.
D) relationaldatabase.
E) alloftheabove.
9) DeployinghighlydevelopedHRtechnologytomanageHRfunctionswillenablemembersofan 9)
HRdepartmentto:
A) increasetheirefficiency.
B) focusontransforminginformationtoknowledge.
C) relinquishtheroleofthesolecustodianofemployeeinformation.
D) delegatetomanagersandemployeestheabilitytouseHRinformationtosolvetheir
problems.
E) alloftheabove.
10) Anintegratedsystemthatisusedtogather,storeandanalyzeinformationregardingan 10)

organizationshumanresourceisknownas:
A) HRIS.
B) aninteractivedatabase.
C) arelationaldatabase.
D) awebdatabase.
E) HRtechnology.
11) Todaytherearemorethan140HRIsystemsbeingofferedbyCanadianvendors.Havingahuman 11)

resourceinformationsystemcanhelptheHRdepartmentbecause:
A) itcanactasaninternalconsultanttolinemanagers.
B) itcansubstituteforHRprofessionalsinthedecision-makingprocess.
C) itcanreducethetimespentcoachinglinestaff.
D) itcanreduceadministrationandrecordkeepingforHR.
E) noneoftheabove.
2
12) HRIShasseveralcomponentscalledsubsystems.WhichofthefollowingisasubsystemofHR? 12)
A) performanceevaluation.
B) pensionadministration.
C) labourrelations.
D) timeandattendance.
E) alloftheabove.
13) LearningInc.hasanHRISwhichhasasubsystemthatincludesdataonemployeeskillsand 13)

competencies,developmentactivitiesandcareerplanningintermsofwhichpositionsmightbe
mostappropriateforanemployeebasedonskills/competencies.Whichtypeofsubsystemdoes
LearningInc.have?
A) traininganddevelopment
B) performanceevaluation
C) organizationalmanagement
D) employeeadministration
E) employmentequity
14) SheilaisanHRgeneralistofanewlyformedorganization.Ithas50employeesandisexpectedto 14)

growuptoabout100duringtheupcomingyear.ThecompanyisthinkingofpurchasinganHR
system.AstheHRspecialist,Sheilasrecommendationwillbeto:
A) notpurchaseanHRIS.
B) purchaseemploymentequityandhealthandsafetysubsystems.
C) useapaper-basedsystemsincetheemployeebaseissmall.
D) purchaseemployeeadministrationandtime/attendancesubsystems.
E) purchaseacomprehensiveHRISwithallsubsystems.
15) TheHRISismadeupofanumberofsystemsthatcanstoredata.Thisdatacanbeusedtocreate 15)

informationthatwillservedifferentpurposesformanydifferentstakeholders.Oneofthekey
functionsofanHRISisto:
A) defineorganizationalclimate.
B) provideinformationtoHR.
C) provideinformationtomanagers.
D) disciplineemployees.
E) provideinformationtoHRandmanagers.
16) HRprofessionalsandmanagersutilizeinformationfromtherecruitment,trainingand 16)

development,andadministrationsubsystemstodeveloplong-termplansforstaffing.Thisisan
exampleofwhichofthefollowingbenefitsofanHRIS?
A) compliance
B) HRplanningandforecasting
C) strategicalignment
D) maintenanceofemployeerecords
E) talentandknowledgemanagement
17) Theprimarycentralstoragerepositoryforalldatacollectedbyanorganizationsbusinesssystems 17)

isknownas:
A) adatawarehouse.
B) employeerecords.
C) adatarepository.
D) asubsystem.
E) HRIS.
3
18) HavinganHRISenablesmanagerstomakeamoreinformeddecision.Italsoprovidesinformation 18)
thatisrelevant,useful,timelyandaccurate.Reportsaregeneratedtofacilitatethisprocess.Oneof
themostcommonlyrequestedreportsfromanHRISincludes:
A) numberofvacationdaystaken.
B) performanceevaluations.
C) basicinformationsuchasnameandaddress.
D) compensationreports.
E) alloftheabove.
19) TheuseofHRISdatatoassesstheperformanceofanorganizationsworkforceusingstatisticsand 19)

researchdesigntechniquesisreferredtoas:
A) workforcedata.
B) tombstonedata.
C) workforceanalytics.
D) datawarehousing.
E) workforcecalculations.
20) ComplianceisasubsystemoftheHRISmainlyusedby: 20)

A) HRandmanagers.
B) HRonly.
C) employeesandmanagers.
D) HRandemployees.
E) HR,managersandemployees.
21) TalentManagementisasubsystemoftheHRISmainlyusedby: 21)

A) HRandmanagers.
B) HRandemployees.
C) HR,managersandemployees.
D) HRonly.
E) employeesandmanagers.
22) TargusInc.isasportsequipmentretailerwith500employeesthathasjustimplementedaHRIS. 22)

OnewouldexpectthedecisionmakingsubsystemoftheHRIStobemainlyusedby:
A) HRandmanagers.
B) HRonly.
C) employeesandmanagers.
D) HR,managersandemployees.
E) HRandemployees.
23) SelectingandimplementinganHRIScanbetimeconsumingaswellascostly.Beforean 23)

organizationdecidestopurchaseasystem,itisimportanttoaskwhichofthefollowingquestions?
A) Whattypeofsystemdoestheorganizationneed?
B) DoestheemployeebasehavetherequiredITskills?
C) WhatdotheemployeesexpectofanHRIS?
D) IstheorganizationreadyforanHRIS?
E) Whatdothecompetitorsdo?
4
24) Asystemthatsupportsenterprise-wideorcross-functionalrequirements,ratherthanasingle 24)
departmentorgroupwithintheorganization,isknownasa(n):
A) enterprise-widesystem.
B) intranet.
C) relationaldatabase.
D) HRIS.
E) electronicHR.
25) TalentManagementisasubsystemoftheHRISmainlyusedby: 25)

A) HRandmanagers.
B) HR,managersandemployees.
C) HRandemployees.
D) HRonly.
E) employeesandmanagers.
26) AdecisiontopurchaseanHRIScanvaryfromoneorganizationtoanotherbasedontheirexisting 26)

technology,abilitytoaffordtechnologyandthesizeandcultureofthecompany.However,there
issomecommongroundthatallcompaniescanagreeonforadoptingHRtechnology.Those
reasonsare:
A) fasterprocessingofinformationonly.
B) helpingtheorganizationtoachievegoalsonly.
C) fasterprocessingofinformation,costsavings,andhelpingtheorganizationtoachievegoals.
D) costsavingsonly.
E) costsavingsandfasterprocessingofinformation.
27) TypicallyorganizationsfollowaprocesstoselectanHRIS.Whichofthefollowingstatesthethree 27)

phasesaccuratelyandinproperorder?
A) adoption,implementationandfollow-up
B) adoption,institutionalizationandfollow-up
C) needsanalysis,adoptionandimplementation
D) needsanalysis,implementationandinstitutionalization
E) adoption,implementationandinstitutionalization
28) AcompanyinthebankingindustryhasdecidedtopurchaseanHRISandwantstochoosea 28)

system.Theorganizationisconductingareviewofcompanybackground,managementandHR
considerations,andtechnicalconsiderations.Thecompanyisinthe________oftheselection
process.
A) implementationphase
B) adoptionphase
C) institutionalizationphase
D) selectionphase
E) noneoftheabove
29) Whataresomeoftheareasfactoredintopricingduringtheadoptionphase? 29)

A) additionalhardwarerequirements
B) ongoingsupportrequirements
C) trainingcosts
D) additionalstaffingneeds
E) alloftheabove
5
30) Acompanyhasconcludeditsadoptionphaseandhassentarequesttovendorstoschedule 30)
demonstrationsofthevarioussystemsavailable.Thecompanywillultimatelychooseonethat
mostcloselyalignswiththeirneedsanalysis,budgetandmanagementrequirements.Thisis
knownas:
A) theadoptionphase.
B) requestforproposal.
C) requestforinformation.
D) theimplementationphase.
E) selectingaproposal.
31) GavinChenistheVPofHRinMotion.com.Ithasrecentlyconcludeditsadoptionphaseand 31)

enteredtheimplementationphaseofanHRIS.Gavinisfacedwiththetaskofputtingtogethera
projectteamfortheimplementationphase.Heshouldincludethefollowing:
A) outsideconsultantswhohavechangemanagementandlegalcomplianceskillsandsubject
matterexpertsfromHRandpayroll.
B) outsideconsultantswhohavetechnicalskills.
C) outsideconsultantswhohavetechnicalandchangemanagementskillsandsubjectmatter
expertsfromHRandpayroll.
D) aseniorprojectmanagertoleadtheteam.
E) subjectmatterexpertsfromHRandpayroll.
32) Whichofthefollowingphasesinvolveactivitiessuchasgettingthesystemrunninginacontrolled 32)

environment,conversionofexistingdataintothenewsystem,andestablishingsecurityprofiles?
A) institutionalizationphase.
B) implementationphase.
C) needsanalysisphase.
D) followupphase.
E) adoptionphase.
33) YouaretheDirectorHRatanaccountingfirmandassuchareresponsibleforoverseeing 33)

implementationoftheHRIS.Toaddressprivacyandsecurityriskswhatshouldyouhavethe
securityprofileoftheHRISdetermine?
A) Nosecurityprofileisnecessary.
B) Whocanviewinformation.
C) Whohasaccesstothesystemandwhocanviewtheinformation.
D) Whocanenter,view,andchangeinformationandwhocanaccessthesystem.
E) Whocanenterinformation.
34) AllstaffofacompanythathaspurchasedanHRISisundergoingsystemstraining.Whichphaseis 34)

thecompanyin?
A) implementationphase
B) institutionalizationphase
C) adoptionphase
D) trainingphase
E) noneoftheabove
6
35) AformoftechnologythatenablesHRprofessionalstointegrateanorganizationsHRstrategies, 35)
processes,andhumancapitaltoimproveoverallHRservicedeliveryisknownas:
A) anHRIS.
B) enterprise-wideHR.
C) stand-aloneHR.
D) HRtechnology.
E) electronicHR.
36) Anetworkthatisinterconnectedwithinanorganization,usingwebtechnologiesforsharing 36)

informationinternally,iscalled:
A) anintranet.
B) anHRIS.
C) aportal.
D) asubsystem.
E) theinternet.
37) Theinternethasenabledorganizationstodowhichofthefollowing? 37)

A) harnessweb-basedtechnologyandapplicationstoassiststrategydevelopment
B) outsourceHRfunctionstoHRtechnologycompanies
C) assisttheadoptionandimplementationstagesofanHRIS
D) reducethenumberofHRstaffforincreasedeffectiveness
E) harnessweb-basedtechnologyandapplicationstoenhanceHRservices
38) Web-basedHRapplicationshaveenabledcompaniestoshiftresponsibilityforviewingand 38)

updatingrecordsontoemployees,thuschangingthemannerinwhichemployeesacquire
informationandrelatetotheirdepartments.Twoofthemostpopularweb -basedHRapplications
are:
A) employeeandmanagementself -service.
B) HRandmanagementself -service.
C) HRISandmanagementself -service.
D) HRISandemployeeself -service.
E) HRandemployeeself-service.
39) Asinglesitethatcanbeaccessedwithinanexistinginternetsiteiscalled: 39)

A) awebsite.
B) anintranet.
C) aportal.
D) e-HR.
E) noneoftheabove.
40) Someofthecommonemployeeself -service(ESS)applicationsincludeallowingemployeesto: 40)

A) makechangestopayrollinformationforthemselves.
B) updateHRandrelatedpolicies.
C) updatetheirownpersonalinformation.
D) updatetheinformationofotheremployees.
E) changesalarydeductions.
7
41) Employeeself-service(ESS)systemshavefundamentallychangedthewayemployeesrelateto 41)
theirHRdepartmentsbecause:
A) HRnolongerprovidesrelatedservices.
B) ESShasmadeHRredundantintheorganization.
C) theyareabletoaccessinformationrelevanttothemselves.
D) theyneedtovisitHRregularlyforpersonnelinformation.
E) linemanagersandemployeeshavetakenoverHR.
42) Whichofthesystemsallowmanagerstoaccessarangeofinformationnotonlyaboutthemselves 42)

butalsoabouttheemployeeswhoreporttothem?
A) HRIS
B) theinternet
C) ESS
D) MIS
E) MSS
43) RecentsurveysofESSandMSSsystemsusersindicatethat,though80%ofrespondentsagreethat 43)

web-basedself-servicesystemscanlowerHRoperationalcosts,only40%believethattheir
companyisactuallyachievingthisresult.Thisdiscrepancymaybedueto:
A) lackofmotivationtousesuchsystems.
B) systemsrequiringfrequentupdatesfromvendors.
C) systemsnotprovidingadequatefeatures.
D) frequentsystemsmalfunctions.
E) technologynotbeinguser-friendly.
44) Themanagementofhumancapitaliscriticaltobeabletoattract,retainanddeveloptalentwithin 44)

anorganization.Theuseofe-HRsystemsincludingweb-basedjobsites,portalsandkiosksto
attractjobapplicantsisbecominganecessity.Twotechnologiesthathavemadee -recruitinga
realityare:
A) internetjobboardsandapplications.
B) ESSandMSS.
C) internetandjobboards.
D) HRISandjobboards.
E) internetonly.
45) TargusInc.isamid-sizesportsclothingretailerinCanada.ComponentsofanHRISsystemthat 45)

arelikelytobecosteffectiveandefficientforitinclude:
A) payrollandbenefitsadministrationonly.
B) employeeschedulingonly.
C) systemswhichallowformanyuserssuchasPeopleTrackinc.andOrganizationPlus.
D) genericsoftwareapplicationsonlylikeMicrosoftExcel.
E) anenterprise-widesystemwhichhasmanyHRModules.
46) Anenterprise-widesystemisdefinedasasystemthatsupportsenterprise-wideor 46)

cross-functionalrequirementsratherthanasingledepartmentorgroupwithintheorganization.
Oneofthewell-recognizedenterprise-widesystemsis:
A) Taleo.
B) Deploy.
C) SAP.
D) PeopleTrack.
E) noneoftheabove.
8
47) HRIScanbestand -alonebecausenotallorganizationsrequiresophisticatedsystems,andthere 47)
aremanydifferentvendorswhoofferdifferentsizesandtypesofproducts.Thisisbecause:
A) organizationsprefertousepaper-basedsystems.
B) mostsophisticatedsystemsarenotuser-friendly.
C) HRdepartmentsdontsupporttheuseofsuchsystems.
D) organizationshavetoconsiderthecostaspect.
E) notallsystemsprovideallfeatures.
48) SoftwarecanbepurchasedforanyHR -relatedfunctioninanyindustry.Thesoftwarethathas 48)

beendevelopedtocreatesuccession-planningmatrices,establishcareerpaths,andcreate
candidateplacementscenariosisknownas:
A) Peoplesoft.
B) Halogen.
C) ExecuTRACKsoftware.
D) Ergowatch.
E) SAP.
49) Thefollowingsoftware,whichwasinitiallydevelopedtoassessandreducetheriskofback 49)

injuries,isnowmodifiedtoevaluatetheriskofrepetitivestressinjuriestoworkershandsand
arms:
A) Halogen.
B) Ergowatch.
C) OrgPlus.
D) SAP.
E) Deploy.
50) TheimpactoftechnologyhasfundamentallychangedtheroleofHR.IthasenabledHRto: 50)

A) increasetimespentonadministrativetasks.
B) decreasethetimespentwithemployeesandlinestaff.
C) increaseitsinvolvementintransactionalservices.
D) decreasefocusonthecustomer.
E) decreaseitsinvolvementintransactionalactivities.
51) WayneBrockbankandDavidUlrichoftheUniversityofMichiganBusinessSchoolhaveidentified 51)

fivekeycompetenciesforHR.Thisnewcompetencymodelhasemergedbecause:
A) HRismovingtowardsoutsourcingofservices.
B) thebusinesseshavedemandedthatHRhaveanewcompetencymodel.
C) linemanagersandemployeesnolongerseeHRtobecredible.
D) HRhasdecidedtoplayakeyroleintransactionalactivities.
E) technologyhasfundamentallychangedtheroleofHR.
52) WhatarethefivekeycompetenciesintheHRmodelintroducedbyDavidUlrich? 52)

A) masteryoftechnology,strategiccontribution,HRknowledge,businessknowledge,integrity
B) masteryoftechnology,transactionalcontribution,customerservice,credibility,HR
knowledge
C) strategiccontribution,HRdelivery,businessknowledge,personalcredibility,HRknowledge
D) masteryoftechnology,strategiccontribution,HRdelivery,personalcredibility,business
knowledge
E) strategiccontribution,HRmastery,HRdelivery,masteryoftechnology,personalcredibility
9
53) AnHRprofessionalwhoistryingtodevelopunderstandingofkeydriversoforganizational 53)
productivity,andtobecomeawareofcostsassociatedwithenhancingtheefficiencyand
effectivenessoftheworkforce,isfulfillingwhichofthecompetenciesdescribedintheUlrich
model?
A) strategiccontribution
B) businessknowledge
C) HRdelivery
D) masteryoftechnology
E) noneoftheabove
54) AnHRprofessionalwhoengagesinenvironmentalscanningtogetherwithlinemanagersto 54)

developbusinessgoalsforanorganizationisfulfillingwhichofthecompetenciesdescribedinthe
Ulrichmodel?
A) HRdelivery
B) masteryoftechnology
C) strategiccontribution
D) businessknowledge
E) alloftheabove
55) HRneedstoworkcloselywithITintheIT-enabledorganization.Inordertodothis,HRmustgain 55)

credibilitywithITstaffandworkwellwiththem.Thisknowledgecanbeacquiredthrough:
A) meetingwithsoftwarevendors.
B) formalITcourses.
C) readingabouttechnologicaltrends
D) tradeshows.
E) alloftheabove.
56) ThefollowingisamajortrendintechnologythatwillinfluenceHRmanagement: 56)

A) greateraccesstotechnology.
B) increaseduseofportals.
C) increasedfocusonreducingcosts.
D) enhancedfocusonworkforceanalytics.
E) alloftheabove.
57) Thesubcontractingofworkthatisnotconsideredpartofacompanyscorebusinessiscalled: 57)

A) ESSandMSS.
B) RFPs.
C) outsourcing.
D) outplacement.
E) HRIS.
58) ThoughresearchhasindicatedthatthosewhousetechnologytomanageHRfunctionswillhavea 58)

significantadvantageoverthosethatdonot,somecompaniesdonotusesuchtechnologydueto
cost.
59) HRbegantointegratewithotherbusiness-relatedsystemswiththemovetowards 59)

enterprise-widesystems.
10
60) RecruitmentisasubsysteminanHRISwhichenablesanorganizationtoprovideonlineformsto 60)
applicantssothatapplicantscanbetrackedandresumescanbescannedforkeywordstoidentify
skillsandexperience.
61) ManagersoftenutilizetheHRIStorequestreportssuchasperformanceevaluations.Managers 61)

alsoutilizethesystemtoperformHRcalculations,anexampleofwhichisturnovercosts.
62) InvestigatingmanagementconsiderationsforpurchasinganHRISiscarriedoutduringtheRFP 62)

stageoftheselectionprocess.
63) CreationofsecurityprofilesfortheHRISiscarriedoutintheimplementationphaseandis 63)

requiredbecauseofprivacy-andsecurity-relatedissues.
64) ManagersarereceptivetoMSSsystemsbecausesuchsystemscontributetodataintegrityand 64)

accuracy.
65) SAP,PeopleSoftandOracleareenterprise -widesystemsbecausetheysupportenterprise-wideor 65)

cross-functionalrequirementsratherthanasingledepartment.
66) Accesstoalargenumberofqualifiedcandidatesisadisadvantageofe -recruiting. 66)
67) OutsourcingofHR-relatedserviceshasgrownoverthepastdecadebecauseitisassociatedwith 67)

costreductions,andbecauseitincreasestheabilityofHRtofocusontransactionalobjectives.
68) TheHRfunction,withitsnewlydevelopedstrategicfocus,isexpectedtodemonstratea 68)

measurableimpactonbusinessresults.
69) DescribethestagesintheevolutionofHRtechnology.
70) WhatisanHRIS?Describesomeofitssubsystemsandkeyfunctions.
71) DescribehowtheroleofHRhasevolvedinanIT-enabledorganization.
72) Whataretheadvantagesanddisadvantagesofweb -basedself-serviceapplications?
73) WhatarethefivekeycompetenciesforHRasoutlinedbytheUlrichmodel?
74) Whatarethekeychallengesfacedbyanorganizationduringtheselectionandimplementationphaseofan
HRIS?
75) YouaretheDirectorofHRatTargusInc.,aCanadiansportswearretailerwith1000employees.Discussreasons
whyyouwouldchoosetoimplementastand-alonesystemratherthananenterprise -widesystem.
76) Identifyanddescribefivekeytechnologytrends.
11
AnswerKey
Testname:UNTITLED3
1) D
Topic: StrategicImportanceofTechnology
Skill: Recall
2) C
Skill: Recall
3) C
Topic: EvolutionofHRTechnology
Skill: Recall
4) D
Skill: Applied
5) C
Skill: Recall
6) D
Skill: Recall
7) B
Topic: ElectronicHR
Skill: Recall
8) C
Topic: ElectronicHR
Skill: Recall
9) C
Topic: HRIS
Skill: Recall
10) A
Topic: HRIS
Skill: Recall
11) E
Topic: HRIS
Skill: Recall
12) E
Topic: HRIS
Skill: Recall
13) A
Topic: HRIS
Skill: Recall
14) D
Topic: HRIS
Skill: Applied
15) E
Topic: HRIS
Skill: Recall
16) B
Topic: HRIS
Skill: Recall
12
AnswerKey
Testname:UNTITLED3
17) A
Topic: HRIS
Skill: Recall
18) E
Topic: HRIS
Skill: Recall
19) C
Topic: HRIS
Skill: Recall
20) B
Topic: HRIS
Skill: Recall
21) C
Topic: HRIS
Skill: Recall
22) D
Topic: HRIS
Skill: Applied
23) A
Topic: SelectingandImplementinganHRIS
Skill: Recall
24) A
Skill: Recall
25) B
Skill: Recall
26) C
Skill: Applied
27) E
Skill: Recall
28) B
Skill: Applied
29) E
Skill: Recall
30) B
Skill: Applied
31) C
Skill: Applied
32) B
Skill: Recall
13
AnswerKey
Testname:UNTITLED3
33) D
Skill: Applied
34) B
Skill: Applied
35) E
Topic: ElectronicHR
Skill: Recall
36) A
Topic: ElectronicHR
Skill: Recall
37) E
Topic: ElectronicHR
Skill: Applied
38) A
Topic: ElectronicHR
Skill: Recall
39) C
Topic: ElectronicHR
Skill: Recall
40) C
Topic: ElectronicHR
Skill: Recall
41) C
Topic: ElectronicHR
Skill: Applied
42) E
Topic: ElectronicHR
Skill: Recall
43) E
Topic: ElectronicHR
Skill: Recall
44) A
Topic: ElectronicHR
Skill: Recall
45) C
Skill: Applied
46) C
Topic: ElectronicHR
Skill: Applied
47) D
Skill: Applied
48) C
Topic: HRIS
Skill: Applied
14
AnswerKey
Testname:UNTITLED3
49) B
Topic: HRIS
Skill: Applied
50) E
Topic: ElectronicHR
Skill: Applied
51) E
Topic: ElectronicHR
Skill: Applied
52) D
Topic: ImpactofTechnologyonRoleofHR
Skill: Applied
53) B
Skill: Applied
54) C
Skill: Applied
55) E
Skill: Applied
56) E
Topic: TrendsinHRandTechnology
Skill: Recall
57) C
Skill: Recall
58) TRUE
Skill: Recall
59) FALSE
Topic: HRIS
Skill: Recall
60) TRUE
Topic: HRIS
Skill: Recall
61) TRUE
Topic: HRIS
Skill: Recall
62) FALSE
Skill: Recall
63) TRUE
Skill: Applied
64) TRUE
Skill: Recall
15
AnswerKey
Testname:UNTITLED3
65) TRUE
Skill: Recall
66) FALSE
Topic: ElectronicHR
Skill: Recall
67) FALSE
Skill: Recall
68) TRUE
Skill: Recall
69) TherearefourstagesintheevolutionofHRtechnology:paper-basedsystems,earlypersonalcomputertechnology,
electronicdatabasesandweb -basedtechnology.
Stage1Paper-basedsystems
Thesesystemsoperatedindependentlyfromotherbusiness -relatedfunctions.Datawastypicallystoredon
mainframecomputersandHRwasthesolecustodianofthedata.Itwascommonformanagerstosendemployeesto
HRtogettheirpersonnelquestionsanswered.
Stage2Earlypersonalcomputertechnology
InthisstagedatamigratedtoPCsandlocalareanetworksystems.Thesedatabaseswereabletoproducereportsthat
listedbasicemployeeinformation.HRcontinuedtobetheonlygroupwhohadaccesstothesystemandcontinuedto
betheownerofthedata.
Stage3Electronicdatabasesystems
Relationaldatabasetechnologyemergedinthisstage,whichmeantthatpiecesofdatacouldbestoredinmorethan
onefile,andtheycouldbeconnected.Withthis,HRstartedtogetintegratedwithotherbusiness-relatedsystems.
Stage4Web-basedtechnology
Thefocushasshiftedtoautomatingasmanytransactionsaspossibletoachieveeffectivenessandefficiencies.
Web-basedapplicationsuseawebbrowserasauserinterface.Userscanaccesstheapplicationsfromanycomputer
connectedtotheinternetviaasecure,password-protectedloginpage.HRstillcontinuestobetheownerand
custodianofHRinformationbutothershavebeguntorecognizethevalueofthisinformationtothebusiness.
Skill: Recall
70) AHumanResourcesInformationSystem(HRIS)isanintegratedsystemusedtogather,storeandanalyze
informationregardinganorganizationshumanresources.Thereareseveralcomponents,calledsubsystemsthat
makeupanHRIS.Theyare employeeadministration ,recruitment,timeandattendance ,trainingand
development,pensionadministration,employmentequity,performanceevaluation, compensationandbenefits
administration ,organizationalmanagement,healthandsafety,labourrelationsandpayroll.Thehighlighted
subsystemswillbediscussed.
Employeeadministration Youwouldfindinformationsuchasname,hiredate,address,telephone,emailaddress,
birthdate,sex,positiontitles,andemploymentstatus.
Timeandattendance Includedisinformationnecessarytocalculatevacationtime,suchashiredateandanyleaves
ofabsences.
Traininganddevelopment Includesdataonanemployeesskillsandcompetencies,trainingcoursestaken,costsof
courses,developmentalactivitiesandcareer-planningactivities.
Compensationandbenefitsadministration Informationregardingthecompanyscompensationandbenefitsplans
andthepoliciesregardingtheseplans.
Topic: HRIS
Skill: Recall
16
AnswerKey
Testname:UNTITLED3
71) TheimpactoftechnologyhasfundamentallychangedtheroleofHRintheorganization.IthasenabledHRto
decreaseitsinvolvementintransactionalactivities,increaseitsfocusonthecustomerandincreaseitsdeliveryof
strategicservices.
Self-servicessuchasESSandMSShavereducedtheadministrativeburdenonHR,sincetheuserscanhavedirect
accesstoHR-relatedinformation.HRISsubsystemshavereducedtheamountofpaperworkandcoordinationthat
waspreviouslyrequiredofHR.Therefore,HRhasmoretimetospendworkingwithitscustomers(i.e.internalstaff,
managementandotherdepartments)inunderstandingtheirneedsandprovidingappropriatesolutions.Thishasalso
allowedHRtoworkwithseniormanagementdevelopingandimplementingorganizationalstrategy.
Skill: Applied
72) Web-basedself-serviceapplicationsincludeemployeeself-servicesystemsandmanagementself -servicesystems.
Employeeself-servicesystemsallowemployeestoupdatetheirpersonalinformation,suchasaddress,phone
number,emergencycontact,etc.Italsoenablesemployeestoviewtheirindividualpayrollinformation,enrollfor
benefitsprograms,andaccessHRpoliciesandcompanycommunicationsmaterialsuchasnewsletters.Therefore
employeesnolongerneedtospeaktoHRforroutineupdates.Managementself -serviceallowsmanagerstoaccessa
rangeofinformationnotonlyaboutthemselvesbutalsoabouttheemployeeswhoreporttothem.
ThesesystemshavehelpedtheHRtoreduceoperationalcostsbecausebasicadministrativeandtransactional
activitieshavebeenshiftedtoemployees.ThishasenabledHRtofocusmoreonstrategicissues.Becauseitisan
automatedservice,servicelevelsareenhanced,whichhasledtoincreasedemployeesatisfaction.
EmployeesandmanagerscantendtoviewthisnewtechnologyastheworkofHRandthereforeresisttheusageof
it.Theusefulnessofsuchtechnologyalsodependsonwhetherthecontentisconsideredbeneficialandrelevantto
thosewhoareusingit.Inaddition,factorssuchashowtechnology-savvytheusersare,userfriendlinessofthe
systemsanditsculturefitwithintheorganizationcontributetothesuccessfulimplementationandusageofthe
system.
Skill: Recall
73) Thefivekeycompetenciesare:
1.MasteryofHRtechnology.
2.Strategiccontribution.
3.Businessknowledge.
4.Personalcredibility.
5.HRdelivery.
Skill: Recall
74) Thefirstchallengefortheorganizationwouldbetodetermine(1)howmuchcustomizationitrequiresand(2)what
typeofsystemtheorganizationprefersandneeds.Basedonthis,acompanycandecidetopurchaseasystemthat
bringsinbestpractices,ortocustomizethesoftwaretofittheexistingprocesses.Theorganizationontheotherhand
maywantastand -alonesystemoranenterprise-widesystem.Factorssuchascompanysize,projectedgrowth,
industry,existingtechnology,andpricingwouldbecriticalareasforconsideration.Forexample,asmallcompany
maynotrequireacomprehensiveHRIS.Itwouldbetoocostlytomaintainsuchasystemandthereforewouldnotbe
costeffective.Also,iftheexistingtechnologyofthecompanydoesnotsupportalargesystem,itmaybewiseto
considerabasicpackagewiththeoptionofaddingcomponentsasthecompanygrowsandasthetechnologybecomes
moreadvanced.
Intheimplementationstagethechallengewouldbetoselectasuitableprojectteamtomovetheprojectforward.The
projectteamneedstohaveabalancedcompositionintermsofrepresentationfromwithinthecompany,HR,and
outsideconsultants.Italsorequiresrunningthesysteminacontrolledenvironmentbeforetheactuallaunch.Existing
dataneedstobeconvertedintothenewsystemandanyglitchesshouldbeidentifiedasmuchaspossibleduringthe
testingperiod.
Skill: Applied
17
AnswerKey
Testname:UNTITLED3
75) AnHRIScanbeastand -alongsystem,becausenotallorganizationsrequiresophisticatedenterprise-widesystems

suchasSAPorOracle.Thereasonsthatwoulddriveanorganizationtodecideonastand -alonesystemwouldbe
cost,numberofemployees,thedegreeofefficiencyandthecompanysexistinghardwareandsoftware.
AneffectiveHRISrequiresabalancebetweenwhatitcandofromatechnicalperspectiveandhowitcanmeetthe
needsofthatorganization.Theseneedsusuallytendtoincreaseasthesizeofthecompanygrows.Smallerfirms
typicallyuseverybasicsoftwareapplicationssuchasMSExcel.Inaddition,smallerfirmsarenotabletobearthelarge
costsassociatedwithimplementinganenterprise-widesystem,norwouldthisbecosteffective,sincesmallerfirms
wouldrequirepayrollandbenefitsadministration,time/attendanceandemployeeschedulingfunctionsrightfromthe
start.Asthesizeofthecompanygrows,thedataintegrationrequirementgrowsand,withit,theneedtohavebetter
backupandrecoverycapability.Thereforelargerorganizationswillwanttoinvestinenterprise-widesystems.
Skill: Applied
76) 1.Enhancedfocusonworkforceanalytics ThisfocuswillrequireHRtoevolveasadecisionscience,providing
managerswithvalue-addeddecisionmakingtools
2.Increaseduseofportalsandintranetsandagreaterfocusontheuseofvirtualtools HRwillberequiredto
ensurethattheorganizationisawareoftheadvantagesofthesetoolsandprovidingtrainingandeducationtoeasethe
transition.
3.Greateraccesstotechnology ThiswillrequireHRtoensurethattheappropriatesecuritymeasuresareinplace
andtobehighlydiligentintermsofthetypesofaccessandwhogetsaccess.
4.Continuedoptimizationofcurrentsystems RequiresHRtobetechnologicallyeducated.
5.Increasedfocusonreducingcosts HRwillberequiredtooptimizethefunctionalityofHRtechnology.
Otherkeytrendsmentionedinthetextbookincludeincreaseduseofstandardsfordataexchangeandprocesses ,
contingencyplanning ,andheightenedawarenessofHRdataprivacy .
Skill: Recall
18
Exam
Name___________________________________
1) Thedefinitionof________istheformalrelationshipsamongjobsinanorganization. 1)
A) jobhierarchy
B) organizationalstructure
C) organizationaldesign
D) organizationchart
E) chain-of-command
2) Anorganizationchartisoftenusedtodepictthestructureofanorganization.Thechartisalsoused 2)
to:
A) specifydutiesandresponsibilities.
B) presentasnapshotofthefirmataparticularpointintime.
C) indicatethetypesofdepartmentsestablishedinthefirm.
D) clarifythechainofcommandandshowwhoisaccountabletowhom.
E) Therearenoexceptionslistedabove.
3) Whichofthefollowingstatementsaboutorganizationalstructuresistrue? 3)
A) Boundarylessorganizationsaregoodfortop-downmanagementstyle.
B) Therearefourtypesoforganizationalstructure.
C) Bureaucraticdesignsarebecomingmorecommon.
D) Flatstructuresareincreasinglythenorm.
E) Emphasisonteamswhosememberscrossorganizationalboundariesisacharacteristicofflat
structures.
4) MariaistheVicePresidentofOperationsforacompanyintheretailindustry.Shehas10store 4)
managersand200associates.Theassociatesreporttothestoremanagersandtheyinturnreportto
Maria.Managementhasadecentralizedapproachtowardsindividualstores.Thiscompanyhas
thestructureofa:
A) hierarchicalorganization.
B) boundarylessorganization.
C) decentralizedorganization.
D) bureaucraticorganization.
E) flatorganization.
5) JamesMartiniistheDirectorofHRforStudyInc.Heisworkingonaprojecttorestructurethe 5)
organization.Atthemoment,theorganizationhasatop-downmanagementapproachwithmany
levelsofmanagement.Jobsarehighlyspecifiedwithanarrowfocus.Itwantstomoveintoamore
decentralizedmanagementapproachwithahighfocusonteamsandcustomerservice.The
organizationisplanningtomovefroma________organizationtoa________organization.
A) boundaryless,flat
B) bureaucratic,flat
C) flat,bureaucratic
D) bureaucratic,boundaryless
E) noneoftheabove
1
6) Theprocessofsystematicallyorganizingworkintotasksisinvolvedin: 6)
A) jobdesign.
B) writingjobdescriptions.
C) jobanalysis.
D) jobevaluation.
E) organizationaldesign.
7) Thecollectionoftasksandresponsibilitiesperformedbyonepersonisknownas: 7)
A) ajobspecification.
B) aposition.
C) ajob.
D) ajobdescription.
E) ajobanalysis.
8) Inanofficewithonesupervisor,oneassistant,twoclerks,andtwodata-entryoperators,thereare: 8)
A) fourpositionsandsixjobs.
B) fourjobsandfourpositions.
C) fourpositionsandfourjobs.
D) fourjobsandsixpositions.
E) sixjobsandsixpositions.
9) Worksimplificationisanapproachtojobdesign.Whichofthefollowingstatementistrueofwork 9)
simplification?
A) Itiseffectiveinachangingenvironment.
B) Itcanbeusedtomotivatehighlyeducatedemployees.
C) Itcansometimesleadtoareduceddemandforpremiumpay.
D) Itisbasedonthepremisethatworkcanbebrokendownintoclearlydefinedtasks.
E) Itmaybeveryappropriateinsettingsemployinghighlyeducatedpersons.
10) Thefieldofstudyconcernedwithanalyzingworkmethodsandestablishingtimestandardsis 10)

knownas:
A) ergonomics.
B) jobevaluation.
C) jobdesign.
D) jobanalysis.
E) industrialengineering.
11) Makingjobsmorerewardingorsatisfyingbyaddingmoremeaningfultasksisprimarily 11)

associatedwith:
A) jobrotation.
B) industrialdemocracy.
C) jobenrichment.
D) co-determination.
E) jobenlargement.
12) Jobenlargementinvolves: 12)

A) horizontalloading.
B) multi-skilling.
C) systematicallymovingemployeesfromonejobtoanother.
D) verticalloading.
E) increasedchallenge.
2
13) Amalworksforaproductionline.Histaskistosewabuttontothebuttonholeofwinterjackets. 13)
Sincelastmonthhewasalsogiventhetaskofcreatingthebuttonholeinadditiontoattachingthe
buttontotheholeofthejacket.Thisisknownas:
A) jobenrichment.
B) jobenlargement.
C) verticalloading.
D) jobrotation.
E) skillvariety.
14) Leehasbeenwithafinancialinstitutionforoverayearnowasacallcentrespecialist.Duringhis 14)

timehehashadtheopportunitytoworkintwootherdepartments.Theorganizationadoptsa
similartechniquewithotheremployeesinthecallcentre.Thisisknownas:
A) jobenlargement.
B) jobenrichment.
C) skillvariety.
D) verticalloading.
E) jobrotation.
15) Whichofthefollowingistrueofworksimplification? 15)

A) Itenhancesskillvariety.
B) Amongeducatedworkersitoftenleadstolowerjobsatisfactionandademandforpremium
pay.
C) Itincreasesautonomy.
D) Itoftenleadstolowerjobsatisfaction.
E) Amongeducatedworkersitoftenleadstolowerjobsatisfaction.
16) Whichofthefollowingistrueofindustrialengineering? 16)

A) Itisafieldofstudyfocusedonworkerautonomy.
B) Itisaboutcontrolandautonomy.
C) Itisafieldofstudyconcernedwithanalyzingworkmethods.
D) Itisafieldofstudyfocusedonsatisfyingpsychologicalneeds.
E) Itisafieldofstudyemergingwithscientificmanagementwhichisconcernedwithanalyzing
workmethodsandmakingthemmoreefficient.

A) Jobredesigneffortscancorrectalmostalljobdissatisfactionproblems.
B) Unionsaregenerallyverysupportiveofjobenrichment.
C) Managerstendtobeverysupportiveofjobenrichmentbecauseitmakestheirjobseasier.
D) Jobenrichmentprogramsaremoresuccessfulinsomejobsandsettingsthanothers.
E) Mostemployeestodaywantadditionalresponsibilities.
18) Seekingtointegrateandaccommodatethephysicalneedsofworkersintothedesignofjobsis 18)

knownas:
A) scientificmanagement.
B) industrialengineering.
C) jobenrichment.
D) jobenlargement.
E) ergonomics.
3
19) Ergonomicsaimstoadapttheentirejobsystemtomatchhumancharacteristics.Doingsoresultsin 19)
eliminating/minimizing:
A) negativepsychologicaleffects.
B) productdefects,workerinjuries,andnegativepsychologicaleffects.
C) productdefects.
D) productdefects,workerinjuries,andtaskvariability.
E) workerinjuries.
20) Theprocedurefordeterminingthetasks,duties,andresponsibilitiesofajobandthehuman 20)

attributesrequiredtoperformitisknownas:
A) writingajobspecification.
B) jobanalysis.
C) jobevaluation.
D) jobdesign.
E) preparingajobdescription.
21) Jobanalysisprovidesdataonjobrequirementsthatcanbeusedtodevelop: 21)

A) ajobdescription.
B) astaffingtable.
C) askillsinventory.
D) anorganizationchart.
E) HRpoliciesandprocedures.
22) Alistofajobsduties,responsibilities,reportingrelationships,andworkingconditionsisknownas 22)

B) apositionanalysis.
C) ajobanalysisquestionnaire.
D) ajobdescription.
E) thejobstandards.
23) Alistoftheknowledge,skillsandabilitiesneededtoperformaparticularjobisknownas: 23)

A) thehumanrequirements.
B) apositionanalysis.
C) ajobspecification.
D) ajobdescription.
E) thejobstandards.
24) Collectingjobanalysisdatainalargerorganizationusuallyinvolves: 24)

A) theworkofthesupervisoralone.
B) alabourunion.
C) theworkoftheHRspecialistalone.
D) ajointeffortbyaHRspecialist,theincumbent,andthesupervisor.
E) HRgeneralistswhoarenotconsultants.
25) Thefinalstepinjobanalysisinvolvesthefollowing: 25)

A) developingacompensationpolicy.
B) collectingdataonjobactivities.
C) performancemanagement.
D) reviewingtheinformationcollectedwithjobincumbents.
E) developingajobdescriptionandajobspecification.
4
26) Bycomparingtheknowledge,skillsandabilitiesthatemployeesbringtothejobwiththosethatare 26)
identifiedthroughjobanalysis,managerscandeterminethegapthatexists.Thisisparticularly
usefulfor:
A) establishingrecruitmentcriteria.
B) designingthejob.
C) determiningajobspayrange.
D) traininganddevelopment.
E) unionnegotiations.
27) Thefirststepinthejobanalysisprocessis: 27)

A) selectingtherepresentativejobsandpositionstobeanalyzed.
B) reviewingrelevantbackgroundinformationaboutpositionsandjobs.
C) developingajobdescriptionandjobspecification.
D) identifyingtheusetowhichtheinformationwillbeput.
E) designingajobanalysisquestionnaire.
28) TheHRdepartmentofacompanyisengagedinconductingajobanalysis.AnumberoftheHR 28)

representativesarecollectingdataonjobactivities,requiredemployeebehaviours,work
conditionsandhumantraitsandabilitiesneededtoperformthejobs.Whichstepofthejob
analysisprocessisthecompanyin?
A) step5 B) step4 C) step1 D) step2 E) step3
29) Theblueprintthatshowshowtheflowofinputstooutputsforthejobunderstudyisknownas: 29)

A) apaygrade.
B) ajobspecification.
C) ajobdescription.
D) anorganizationchart.
E) aprocesschart.
30) Duringajobanalysisprocessitisimportanttoconsiderthefollowing: 30)

A) reviewingtheorganizationchart,processchartsandexistingjobdescriptions.
B) collectingdataonidentifiedjobsusingjobanalysistechniques.
C) reviewinginformationwithjobholdersandimmediatesupervisors.
D) selectingrepresentativepositionsandjobstobeanalyzed.
E) alloftheabove.
31) Jobanalysisinformationshouldbeverifiedby: 31)

A) speakingtoco-workers.
B) HRdepartmentstaffmembers.
C) acomparisonwiththeproceduresmanual.
D) jobholder(s).
E) acomparisonwiththepreviousjobdescription.
32) Collectingjobanalysisinformationgenerallyinvolves: 32)

A) amemberfromseniormanagement.
B) thejobholdersimmediatesupervisor.
C) peergroups.
D) aunionrepresentative.
E) anexternalconsultant.
5
33) Themostwidelyusedmethodfordeterminingthedutiesandresponsibilitiesofajobis: 33)
A) aparticipantdiary/log.
B) directobservation.
C) apositionanalysisquestionnaire.
D) aninterview.
E) asurveyquestionnaire.
34) AnHRdepartmentengagedinajobanalysisexerciseisconductinginterviewswithemployees 34)

whoholdthesamejob.WhichtypeofinterviewistheHRdepartmentusing?
A) checklistinterview
B) supervisoryinterview
C) structuredinterview
D) individualinterview
E) groupinterview
35) Whichofthefollowingshouldbeaddressedinajobanalysisquestionnaire? 35)

A) jobenrichment
B) jobrotation
C) thegeneralpurposeofthejob
D) skillvariety
E) individualcompetencies
36) Thejobanalystandsupervisorshouldworktogetherto: 36)

A) identifythetop-performingemployee,sinceheorsheshouldbeinvolved.
B) answerthequestionnaire.
C) analyzethedatacollectedfromjobanalysistechniques.
D) identifytheemployeeswhoknowthemostaboutthejobandarelikelytobeobjective.
E) preparethejobanalysisquestionnaire.
37) Atypicaljobanalysisquestionnairehasseveral: 37)

A) open-endedquestions.
B) non-job-relatedquestions.
C) questionsregardingbiographicaldata.
D) questionsabouttheincumbentseducationalbackground.
E) closed-endedquestions.
38) Whichofthefollowingjobscouldbeanalyzedeffectivelyusingdirectobservation? 38)

A) accountingclerk
B) designengineer
C) humanresourcesmanager
D) lawyer
E) Anyoftheabovejobscouldbeanalyzedusingdirectobservation.
39) Directobservationisoftencombinedwithwhichotherjobanalysismethod? 39)

A) interviewing
B) questionnaires
C) positionanalysisquestionnaire
D) functionaljobanalysis
E) participantdiary/log
6
40) Theproblemofexaggerationofsomeactivitiesandunderplayingofothersisminimizedbythe 40)
detailed,chronologicalnatureof:
A) apositionanalysisquestionnaire.
B) asurveyquestionnaire.
C) anindividualinterview.
D) aparticipantdiary/log.
E) functionaljobanalysis.
41) Whichjobanalysistechniqueismeaninglessforjobsrequiringmentaleffort? 41)

A) anindividualinterview
B) directobservation
C) apositionanalysisquestionnaire
D) aparticipantdiary/log
E) asurveyquestionnaire
42) YouaretheDirectorofHumanResourcesatasoftwaredevelopmentfirm.Withrespecttothe 42)

positionofsoftwaredeveloperthedisadvantageofusingthequestionnairemethodofjobanalysis
is:
A) theamountofdouble-checkingrequired.
B) thefactthatitismorecostlythaninterviewinghundredsofworkers.
C) thelengthoftimeinvolved.
D) thefactthatitislabour-intensive.
E) thetimeandexpenseinvolvedindevelopmentandtesting.
43) Thefollowingdatacollectionmethodofjobanalysiscanbeusedstructured,unstructuredorin 43)

combination.Whenstructured,questionsarereadtojobholdersandsupervisorsand/orfixed
responsechoicesareprovided.Whenunstructured,questionsareposedtojobholdersand
supervisorsand/orgeneralresponsechoicesareprovided.Thisiscalledthe:
A) individualinterviewmethod.
B) groupinterviewmethod.
C) observationmethod.
D) questionnairemethod.
E) diary/logmethod.
44) YouaretheDirectorofHumanResourcesatasoftwaredevelopmentfirm.Withrespecttothe 44)

positionofsoftwaredeveloperthedisadvantageofusingthegroupinterviewjobanalysismethod
is:
A) itisagoodmethodwhenthesurveysampleiswidelyscattered.
B) itfocusesmoreonrealitythanonperceptions.
C) reliability/validitytendstobehigh.
D) highlydetailedinformationcanbecollectedovertheentirejobcycle.
E) itisrelativelyinexpensive.
45) Thejobanalysistechniquethatinvolves194items,eachofwhichrepresentsabasicelementthat 45)

mayormaynotplayanimportantroleinthejob,isknownas:
A) apositionanalysisquestionnaire(PAQ).
B) thepointfactormethod.
C) astructuredsurvey.
D) aparticipantdiary/log.
E) functionaljobanalysis.
7
46) Aqualitativeapproachtojobanalysisismoresuitablewhen: 46)
A) theorganizationhaslimitedtimeandfinancialresources.
B) theorganizationisusingexternalconsultantsforjobanalysispurposes.
C) theaimistoassignavaluetoeachjobforcomparisonsforpaypurposes.
D) theaimistoreducetheamountofdatacollection.
E) theorganizationexceeds200instaffstrength.
47) ThePAQratesjobsonthefollowingdimension: 47)

A) safetyrisks.
B) jobcontext.
C) processinginformationandincumbentperformance.
D) incumbentperformance.
E) mentalprocessesandjobcontext.
48) Thejobanalysismethodthatrateseachjobintermsoftheincumbentsresponsibilitiespertaining 48)

todata,people,andthingsisknownas:
A) PAQ.
B) functionaljobanalysis.
C) astructuredsurvey.
D) directobservation.
E) aparticipantdiary/log.
49) Anindividualpreparingajobdescriptionforthefirsttimewouldfindithelpfultorefertothe: 49)

A) DictionaryofOccupationalTitles .
B) CanadianClassificationandDictionaryofOccupations.
C) StandardOccupationalClassification.
D) HRDCJobClassificationDictionary.
E) NationalOccupationalClassification.
50) Awrittenstatementofwhatthejobholderactuallydoes,howheorshedoesit,andunderwhat 50)

conditionsthejobisperformed,isknownas:
B) ajobdescription.
C) thejobstandards.
D) ajobevaluation.
E) ajobanalysis.
51) JimwasrecentlyhiredasanHRassistant.Ashisfirstprojecthisimmediatesupervisorrequested 51)

thatheputforwardaproposaltodevelopjobdescriptionsforsomeofthekeypositionswithinthe
organization.WhatdoyouthinkJimwouldhaveidentifiedintheproposalasmostcommonareas
tobeincludedinajobdescription?
A) jobholdersname
B) companyname
C) summaryofperformanceevaluations
D) dutiesandresponsibilities
E) workculture
8
52) Thejobidentificationsectionofajobdescriptionincludeswhichofthefollowing? 52)
A) performancestandards
B) relationships
C) jobtitle
D) jobsummary
E) workingconditions
53) Thesectionofthejobdescriptioninwhichthemajorfunctionsoractivitiesarebrieflyidentifiedis 53)

the:
A) jobduties.
B) jobidentification.
C) workingconditions.
D) jobsummary.
E) relationships.
54) Thesubsectionofthejobdescriptionthatdescribescontactwithothers,insideandoutsidethe 54)

organization,istitled:
A) workingconditions.
B) authority.
C) relationships.
D) jobidentification.
E) jobsummary.
55) Somethingthatshouldbeavoidedinwritingajobdescriptionis: 55)

A) adescriptionoftheworkingconditions.
B) adefinitionofthelimitsofthejobholdersauthority.
C) ageneralstatementsuchasperformsotherdutiesasassigned.
D) anindicationofwhichtasksaremostimportant.
E) aseparatelistingofeachmajorduty.
56) Thepartofthejobdescriptioninwhichbudgetarylimitationsareidentifiedistitled: 56)

A) authority.
B) workingconditions.
C) dutiesandresponsibilities.
D) performancestandards.
E) relationships.
57) Nomorethanthreepostingerrorspermonthoccuronaverage.Whichcomponentofthejob 57)

descriptionwouldthisstatementbelongto?
A) jobidentification
B) relationships
C) jobsummary
D) performancestandards
E) responsibilitiesandduties
9
58) Whichofthefollowingwouldnotbeincludedinthesubsectionofthejobdescriptiontitled 58)
workingconditions?
A) equipmentfailure
B) hazardousconditions
C) frequencyofinterruptions
D) noiselevel
E) amountoftravel
59) Whichofthefollowingstatementsrelatedtolegalcomplianceistrue? 59)

A) Canadianemployersarelegallyobligatedtohavejobdescriptions.
B) Whenassessingsuitabilityforemployment,employerscanassessfactorsotherthanthose
relatedtotheknowledge,skillsandabilitiesrequiredfortheessentialjobduties.
C) Ifacandidateisunabletoperformoneormoreoftheessentialjobdutiesduetoaphysical
disability,itislegallypermissibleforanemployertorefusetohirethatindividual.
D) IfacandidateisunabletoworkonFridayeveningsduetoreligiousbeliefs,androtating
shiftsareajobrequirementspecifiedintheworkingconditionssubsectionofthejob
description,thereasonableaccommodationprovisionsofhumanrightslegislationdonot
apply.
E) Indicatingthepercentageoftimespentoneachdutycanhelptodifferentiatebetween
essentialandnonessentialtasksandresponsibilities.
60) Thedocumentthatresultsfromanexaminationofthedutiesandresponsibilitiesandanswering 60)

thequestion,Whathumantraitsandexperiencearerequiredtodothisjob?isthe:
A) jobspecification.
B) positiondescription.
C) jobdescription.
D) jobevaluation.
E) positionanalysisquestionnaire.
61) Aphysicaldemandsanalysisidentifies: 61)

A) sensesusedandamountofmentaleffortinvolvedinthejob.
B) theworkenvironment.
C) sensesused,andthetype,frequencyandamountofphysicaleffortinvolvedinthejob.
D) mental/emotionaldemandsinvolvedinthejob.
E) typeandfrequencyofmotionsused.
62) Whenwritingjobspecificationsitisimportanttolistallbonafideoccupationalrequirementsbased 62)

onjobdutiesandresponsibilities,because:
A) jobspecificationsarelimitedtospecificjobs.
B) organizationsarerequiredtocomplywithhumanrightslegislation.
C) organizationsarerequiredtocomplywithfederalemploymentlegislation.
D) organizationsarerequiredtoprovidereasonableaccommodation.
E) noneoftheabove.
63) Identifyinghumanrequirementsforajobcanbeaccomplishedthrough: 63)

A) ajudgmentalapproach.
B) questionnaires.
C) supervisorsinterviews.
D) aninterviewapproach.
E) noneoftheabove.
10
64) Asurveyinstrumentdesignedtoassistmanagersinidentifyingpotentialpersonality-relatedtraits 64)
thatmaybeimportantinajobiscalleda:
A) PPRF.
B) FAQ.
C) PAQ.
D) SPSS.
E) alloftheabove
65) Thetraditionalmeaningofajobasasetofwell-definedresponsibilitiesischanging.Thisis 65)

because:
A) ofreducedhierarchicalstructures.
B) workisbecomingmoreteambased.
C) employeesareexpectedtoadapttochangesinfrequently.
D) employeesareexpectedtoadapttochangesfrequently.
E) alloftheabove.
66) Designinganorganizationalstructuredependsonthestrategicgoalsofthecompany. 66)
67) Takingonlyindustrialengineeringconcernsintoconsiderationinjobdesignissufficient,because 67)

researchdoesnotsupporttheviewthathumanconsiderationsarealsocritical.
68) Worksimplificationcanincreaseoperatingefficiencyinastableenvironment. 68)
69) Jobanalysisiscalledthecornerstoneofhumanresourcesmanagement,becauseinformation 69)

gatheredthroughjobanalysisformsthebasisforanumberofinterrelatedHRMactivities.
70) Jobanalysisisdefinedastheprocessoflistingduties,responsibilities,reportingrelationshipsand 70)

workingconditionsofajob.
71) Inordertoovercomethedisadvantagesofqualitativetechniquesofjobanalysis,itisimportantto 71)

useaquantitativemethod.
72) NationalOccupationalClassificationisareferencetoolforwritingjobdescriptionsandjob 72)

specifications.Itclassifiesoccupationsbasedontwokeydimensionsskilllevelandskilltype.
73) Ajobdescriptionshouldnotincludephrasessuchasotherdutiesasassignedbecauseitcanleave 73)

openthenatureofthejobandcanbesubjecttoabuse.
74) Ifanemployeeisunabletoperformoneormoreoftheessentialdutiesofthejobduetoaphysical 74)

ormentaldisability,accommodationisnotrequired.
75) Jobshavebecomemorecognitivelycomplex,moreteambasedandmoretimepressured,which 75)

hasledsomeorganizationstofocusonpersonalcompetenciesandskillsinjobanalysis,ratherthan
specificdutiesandskills.
11
76) Discusstypesoforganizationalstructures.Whatwouldyourecommendasanorganizationalstructurefora
companyinretailbusinessandwhy?
77) JobanalysisiscalledthecornerstoneofHRM.Discuss.
78) Discussthechangingnatureofjobs.Whatfactorsaredrivingthechange,andwhatareitsimplicationsforthe
future?
79) Discusstheroleofindustrialengineering.
80) Listanddescribethestepsinvolvedinjobanalysis.
81) Discusstheadvantagesanddisadvantagesofusingtheobservationmethodversusthequestionnairemethod
incollectingjobanalysisinformation.
82) Discusshumanrightslegislativerequirementspertainingtojobdescriptionsandspecifications.
12
AnswerKey
Testname:UNTITLED4
1) B
Topic: OrganizingWorkforStrategicSuccess
Skill: Recall
2) D
Skill: Recall
3) D
Skill: Recall
4) E
Skill: Applied
5) B
Skill: Applied
6) A
Topic: JobDesign
Skill: Recall
7) B
Topic: JobDesign
Skill: Recall
8) D
Topic: JobDesign
Skill: Applied
9) D
Topic: JobDesign
Skill: Recall
10) E
Topic: JobDesign
Skill: Recall
11) C
Topic: JobDesign
Skill: Applied
12) A
Topic: JobDesign
Skill: Recall
13) B
Topic: JobDesign
Skill: Applied
14) E
Topic: JobDesign
Skill: Applied
15) B
Topic: JobDesign
Skill: Applied
16) E
Topic: JobDesign
Skill: Recall
13
AnswerKey
Testname:UNTITLED4
17) D
Topic: JobDesign
Skill: Applied
18) E
Topic: JobDesign
Skill: Recall
19) B
Topic: JobDesign
Skill: Recall
20) B
Topic: NatureofJobAnalysis
Skill: Recall
21) A
Skill: Recall
22) D
Skill: Recall
23) C
Skill: Recall
24) D
Skill: Recall
25) E
Skill: Recall
26) D
Skill: Applied
27) D
Skill: Recall
28) B
Skill: Applied
29) E
Skill: Recall
30) E
Skill: Recall
31) D
Skill: Recall
32) B
Skill: Recall
14
AnswerKey
Testname:UNTITLED4
33) D
Skill: Recall
34) E
Skill: Recall
35) C
Skill: Recall
36) D
Topic: MethodsofCollectingJobAnalysisInformation
Skill: Recall
37) A
Skill: Recall
38) A
Skill: Applied
39) A
Skill: Recall
40) D
Skill: Recall
41) B
Skill: Recall
42) E
Skill: Applied
43) A
Skill: Recall
44) C
Skill: Recall
45) A
Skill: Recall
46) C
Skill: Applied
47) E
Skill: Recall
48) B
Skill: Recall
15
AnswerKey
Testname:UNTITLED4
49) E
Skill: Applied
50) B
Topic: WritingJobDescriptionsandJobSpecifications
Skill: Recall
51) D
Skill: Applied
52) C
Skill: Recall
53) D
Skill: Recall
54) C
Skill: Recall
55) C
Skill: Recall
56) A
Skill: Recall
57) D
Skill: Applied
58) A
Skill: Applied
59) E
Skill: Applied
60) A
Skill: Recall
61) C
Skill: Recall
62) B
Skill: Applied
63) A
Skill: Recall
64) A
Skill: Recall
16
AnswerKey
Testname:UNTITLED4
65) D
Topic: CompetencyBasedJobAnalysis
Skill: Recall
66) TRUE
Skill: Recall
67) FALSE
Skill: Recall
68) TRUE
Skill: Recall
69) TRUE
Skill: Recall
70) FALSE
Skill: Recall
71) TRUE
Skill: Recall
72) TRUE
Skill: Recall
73) TRUE
Skill: Recall
74) FALSE
Skill: Recall
75) TRUE
Skill: Recall
76) Organizationalstructurereferstotheformalrelationshipsamongjobsinanorganization.Therearethreetypesof
organizationalstructure:bureaucratic,flatandboundaryless.Structureofanorganizationdependsonthecompanys
strategicgoals.
Retailorganizationstypicallyhaveflatorganizationalstructures.Thisisbecausetheemphasisofaretailorganization
wouldbeonteamsandcustomerservice.Therefore,moreauthorityandautonomyhastobepasseddowntoteams
andlinemanagers,whichdepictadecentralizedmanagementstyle.Sincethecompetitiveadvantageofthecompany
isbasedonthequalityandspeedofcustomerservice,theorganizationrequiresaflatstructuretomakefaster
decisionstoresolvecustomer-centredproblems.Jobarebroadlydefinedwithgeneraljobdescriptionswiththegoals
ofstrivingforhigherlevelsofcustomerserviceratherthanspecializinginparticulartasksandaspectsofajob.
Skill: Applied
17
AnswerKey
Testname:UNTITLED4
77) Jobanalysisistheprocedurefordeterminingthetasks,dutiesandresponsibilitiesofeachjobandthehuman
attributesrequiredtoperformthejob.Jobanalysisinformationisusedtodevelopjobdescriptionsandjob
specifications.Inaddition,itisalsousedforanumberofinterrelatedHRMactivitiessuchasHRplanning,recruitment
andselection,traininganddevelopment,careermanagement,compensationandperformanceappraisals.
Forexample,knowingtheactualrequirementsofjobsisessentialforplanningfuturestaffingneeds.Jobdescriptions
andjobspecificationsareusedtodecidewhatsortofpersontorecruitandhire.Jobanalysisinformationisusedto
determinetherelativevalueofjobsintheorganizationandappropriatecompensationlevels.Bycomparingthe
knowledge,abilitiesandskillsthatemployeesbringtothejobwiththosethatareidentifiedbyjobanalysis,managers
candeterminethegapsthatneedtobeaddressedthroughtraininganddevelopment.
Asyoucansee,jobanalysisinformationisusedforavarietyofHRMactivitiesandcanbecalledthecornerstoneof
HRM.
Skill: Applied
78) Thetraditionalmeaningofajobasasetofwell-definedresponsibilitiesischanging.Thisisaresultofreduced
hierarchicalstructureinorganizations,workbeingdoneinteams,morefocusonorganizationalgoalsratherthanon
rules,andcontinualchange.Thefocusbecomesdefiningthejobathandfortheoverallbenefitoftheorganization,
andemployeesareincreasinglyexpectedtoadapttosuchchanges.Asaresultofthesechangesworkhasbecome
morecognitivelycomplex,moreteambased,moredependentonsocialskillsandontechnologicalskills.Asaresult
someorganizationsarefocusingonpersonalcompetenciesandskillsratherthanonspecifictasksandresponsibilities.
Morefirmsaremovingtowardneworganizationalstructuresbuiltaroundjobsthatarebroadandthatmaychangeon
adailybasis.Insuchsituationsworkersnolongertaketheircuesfromjobdescriptionsorsupervisorinstructionsbut
ratherfromsignalscomingfromthechangingdemandsofthejobathand.
Skill: Applied
79) Industrialengineeringisconcernedwithanalyzingworkmethodsandestablishingtimestandardstoimprove
efficiency.Industrialengineerssystematicallyidentify,analyze,andtimetheelementsofeachjobsworkcycleand
determinewhich,ifany,elementscanbemodified,combined,rearranged,oreliminatedtoreducethetimeneededto
completethecycle.
Toestablishtimestandards,industrialengineersmeasureandrecordthetimerequiredtocompleteeachelementin
theworkcycle,usingastopwatchorworksamplingtechniques,andthencombinethesetimestodeterminethetotal.
Adjustmentsarethenmadetocompensatefordifferencesinskilllevel,breaks,andinterruptionsduetosuchfactors
asmachinemaintenanceorbreakdown.Theadjustedtimebecomesthestandardtimeforthatparticularworkcycle,
whichservesasanobjectivebasisforevaluatingandimprovingemployeeperformanceanddeterminingincentive
pay.
Sincejobsarecreatedprimarilytoenableanorganizationtoachieveitsobjectives,industrialengineeringcannotbe
ignoredasadisciplinedandobjectiveapproachtojobdesign.However,toomuchemphasisontheconcernsof
industrialengineeringimprovingefficiencyandsimplifyingworkmethodsmayresultinhumanconsiderations
beingneglectedordownplayedWhatmaybeimprovementsinjobdesignandefficiencyfromanengineering
standpointcansometimesprovetobephysiologicallyorpsychologicallyunsoundThus,tobeeffective,jobdesign
mustalsoprovideforthesatisfactionofhumanpsychologicalandphysiologicalneeds.
Skill: Applied
18
AnswerKey
Testname:UNTITLED4
80) StepOne:Identifytheusetowhichtheinformationwillbeput,sincethiswilldeterminethetypesofdatathatshould
becollectedandthetechniquesused.
StepTwo:Reviewrelevantbackgroundinformation,suchasorganizationcharts,processcharts,andjobdescriptions.
StepThree:SelecttherepresentativepositionsandjobstobeanalyzedThisisnecessarywhentherearemany
incumbentsinasinglejobandwhenanumberofsimilarjobsaretobeanalyzed,sinceitwouldbetootime
consumingtoanalyzeeverypositionandjob.
StepFour:Analyzethejobsbycollectingdataonthejobactivities,requiredemployeebehaviours,working
conditions,andhumantraitsandabilitiesneededtoperformthejob.
StepFive: Reviewtheinformationwiththeworker(s)performingthejobandwiththeimmediatesupervisor.This
willhelptoconfirmthattheinformationisfactuallycorrectandcompletebyprovidinganopportunityforreviewand
modification,ifnecessary,thisstepcanalsohelpgainemployeesacceptanceofjobanalysisdata,aswellasthe
documentsderivedfromthisdataandsubsequentdecisionsreached.
StepSix:Developajobdescriptionandjobspecification.
Skill: Recall
81) Directobservation ismostlyusefulwhenjobsconsistmainlyofobservablephysicalactivities,e.g.,anassemblyline
worker.Thirdpartiesareusedtoconductobservations.Thisgivesmorecredibilitytothedatagatheredthrough
observations,unlikeusingjobincumbentswhomayhavereasonsfordistortinginformation.Itsmorefocusedon
realityratherthanonperceptions,sinceobservationsaredonewhiletheincumbentisperformingthejob.However,
thismethodisnotusefulifthejobentailsalotofmentalactivitywhichcannotbeobserved.Itisalsonotusefulifthe
employeeengagesinkeyactivitiesthatmightoccuroccasionally.Observationcanalsoinfluencethebehaviourofjob
incumbents.
Thequestionnaire methodrequestsemployeestofilloutquestionnairestodescribetheirjob-relateddutiesand
responsibilities.Questionnairescanbestructuredorunstructured.Inastructuredquestionnaire,jobincumbentsand
supervisorsareaskedquestionsaboutworkperformedusingfixedresponses,whereasunstructuredquestionnaires
requestincumbentsandsupervisorstowriteessaystodescribeworkperformed.Thismethodisrelativelyinexpensive
andisveryusefulifcoveringlargenumbersofemployeesoriftheemployeesarescattered.Structuredquestionnaires
canbeeasilyanalyzedusingthecomputer.However,developingandtestingthequestionnairescanbetime
consumingandcostly.Itdoesnotallowforprobingandtendstofocusonperceptionsofthejob.Responsesdependon
thecommunicationskillsoftherespondents.
Skill: Recall
19
AnswerKey
Testname:UNTITLED4
82) JobDescriptions: Humanrightslegislationrequiresemployerstoensurethatthereisnodiscriminationonanyofthe

prohibitedgroundsinanyaspectortermsandconditionsofemployment.Toensurethatjobdescriptionscomplywith
thislegislation,thefollowingpointsshouldbekeptinmind:
JobdescriptionsareNOTlegallyrequired,butarehighlyadvisable.
Essentialjobdutiesshouldbeclearlyidentifiedinthejobdescription.Indicatingthepercentageoftimespentoneach
dutyand/orlistingdutiesinorderofimportancearestrategiesusedtodifferentiatebetweenessentialandnonessential
tasksandresponsibilities.
Whenassessingsuitabilityforemployment,trainingprogramenrolment,andtransfersorpromotions;andwhen
appraisingperformance,theonlycriteriaexaminedshouldbeknowledge,skillsandabilitiesrequiredbytheessential
dutiesofthejob.
Evenwhenanemployeecannotperformoneormoreoftheessentialdutiesduetoreasonsrelatedtoaprohibited
ground,suchasphysicaldisabilityorreligion,reasonableaccommodationtothepointofunduehardshipisrequired.
JobSpecifications: Tocomplywithhumanrightslegislation,afewkeypointsshouldbekeptinmind:
Alllistedqualificationsmustbejustifiable,basedonthecurrentjobdutiesandresponsibilities.
Unjustifiablyhigheducationaland/orlengthyexperiencerequirementscanleadtosystemicdiscrimination.Forthat
reason,manyemployersarenolongerindicatingthatadegreeordiplomaismandatory;rather,theyspecifythatthe
positioncallsforauniversitydegreeinaspecificarea,acollegediplomainthatarea,oranequivalentcombinationof
educationandworkexperience.
Thequalificationsofthecurrentincumbentshouldnotbeconfusedwiththeminimumrequirements,sinceheorshe
mightbeunder-oroverqualified.
Identifyingthehumanrequirementsusingastatisticalapproachismorelegallydefensiblethanusingajudgmental
approach.
Skill: Recall
20
Exam
Name___________________________________
1) Theprocessofreviewinghumanresourcesrequirementstoensurethattheorganizationhasthe 1)
requirednumberofemployees,withthenecessaryskillstomeetitsgoals,isknownas:
A) selection.
B) humanresourcesplanning.
C) strategicplanning.
E) recruitment.
2) EachofthefollowingstatementsaboutHRPistrueEXCEPT: 2)
A) itcanleadtosignificantcostsifdonepoorly.
B) acriticalHRPissueiswhattodowhenthelaboursupplyexceedstheanticipateddemand.
C) afundamentalHRPdecisionwhendemandexceedssupplyiswhetherprojectedpositions
willbefilledexternallyorinternally.
D) itisareactiveprocess.
E) itisalsoknownasemploymentplanning.
3) Apotentialsolutionwhenlabourdemandexceedslaboursupplyis: 3)
A) findingemployeesalternativejobswithintheorganization.
B) worksharing.
C) hiringtemporaryworkers.
D) jobsharing.
E) anyoftheabove
4) Potentialsolutionswhenlaboursupplyexceedslabourdemandincludeallofthefollowing 4)
EXCEPT:
A) institutingahiringfreeze.
B) subcontracting.
C) terminationofemployment.
D) downsizingthroughattrition.
E) employeelayoffs.
5) EffectiveHRPhelpsanorganizationtodoallofthefollowingEXCEPT: 5)
A) anticipateandavoidshortagesandsurplusesofhumanresources.
B) complywithprivacylaws.
C) makemajorlabourmarketdemandsmoresuccessfully.
D) achieveitsgoalsandobjectives.
E) planandcoordinaterecruitment,selection,training,andcareerplanningmoreeffectively.
6) Whenlabourdemandequalslaboursupply: 6)
A) occupationalhealthandsafetyiscriticalinachievingbalance.
B) HRpersonnelmusthiremorerecruiters.
C) performancemanagementiscriticalinachievingbalance.
D) compensationandbenefitsaremostimportant.
E) projectmanagementskillsarecriticalforachievingbalance.
1
7) Inadequatehumanresourcesplanningwithinanorganizationcanresultindirectcostswhen 7)
labourdemanddecreasessignificantlyforanextendedperiodoftime.Whichofthefollowing
providesanaccuratereasonforthis:
A) thereareprojectmanagementcosts.
B) thereisalinktoprivacylaws.
C) itwouldcausecostsassociatedwithhiringpart-timeworkers.
D) severancepayisrequiredforalargenumberofstaff.
E) itwouldcausehiringmoreHRstaff.
8) Strategicplansarecreatedandcarriedoutby: 8)
A) HumanResourcespersonnel.
B) aCFO.
C) aBoardofDirectors.
D) aCEO.
E) people.
9) EachofthefollowingstatementsabouttherelationshipbetweenHRPandstrategicplanningis 9)
trueEXCEPT:
A) HRPhaslongbeenpartofthestrategicplanningprocess.
B) failuretointegrateHRPandstrategicplanningcanhaveveryseriousconsequences.
C) determiningwhetherornotpeoplewillbeavailableisacriticalelementofstrategicplanning.
D) environmentalscanningisacriticalcomponentofbothHRPandstrategicplanning.
E) HRPandstrategicplanningbecomeeffectivewhenthereisareciprocalandinterdependent
relationshipbetweenthem.
10) ExternalenvironmentalfactorsthataremostfrequentlymonitoredinHRandstrategicplanning 10)

includeallofthefollowingEXCEPT:
A) economicconditions.
B) marketandcompetitivetrends.
C) neworrevisedlaws.
D) demographictrends.
E) internationaltradepatterns.
11) Today,themostsignificantenvironmentalfactorrelatestothedramaticdemographicchangesin: 11)

A) labourforcecomposition.
B) thetechnologicalsector.
C) theservicesector.
D) thesmallbusinesssector.
E) thepublicsector.
12) Whichofthefollowingisthefirststepinhumanresourceplanning? 12)

A) forecastingfutureHRneeds
B) forecastingtheavailabilityofexternalcandidates
C) forecastingtheavailabilityofinternalcandidates
D) analyzingtheHRimplicationsoftheorganizationsstrategicplans
E) balancingsupplyanddemand
2
A) Currently,thefastestgrowinggroupsintheCanadianlabourforcearevisibleminoritiesand
personswithdisabilities.
B) By2010,oneintwoCanadianswillbeage50orolder.
C) ProbablythemostsignificantenvironmentalfactorinHRPinCanadatodayrelatesto
dramaticchangesinlabour-forcecomposition.
D) EffectiveHRPinvolvesfocusingonmonitoringtrendsonly.
E) ThenumberofyoungpeopleintheCanadianlabourforceisnowincreasing.
14) ThefirststepintheHRPprocess,aftertheHRimplicationsofthefirmsstrategicplanshavebeen 14)

analyzed,is:
A) forecastingavailabilityofinternalandexternalcandidates.
B) monitoringandevaluatingtheresults.
C) forecastingfuturehumanresourcesneeds.
D) planningandimplementingHRprogramstobalancesupplyanddemand.
E) jobanalysisanddesign.
15) Factorsthatshouldbeconsideredwhenforecastingthenumberandtypeofpeopleneededtomeet 15)

organizationalobjectivesincludeallofthefollowingEXCEPT:
A) projectedrecruitmentfigures.
B) projectedturnover.
C) decisionstoupgradethequalityofproductsorservicesorenterintonewmarkets.
D) thefinancialresourcesavailabletoeachdepartment.
E) qualityandnatureofemployees.
16) Whichofthefollowingisaquantitativeapproachtoforecasting? 16)

A) trendanalysis
B) managerialjudgment
C) thenominalgrouptechnique
D) theDelphitechnique
E) trendanalysisandthenominalgrouptechnique
17) QuantitativetechniquestoforecastingincludeallofthefollowingEXCEPT: 17)

A) trendanalysis.
B) ratioanalysis.
C) thenominalgrouptechnique.
D) regressionanalysis.
E) ascatterplot.
18) Computingthenumberofemployeesinthefirmattheendofthelastfiveyearsisassociatedwith 18)

whichofthefollowingforecastingtechniques?
A) trendanalysis
B) ascatterplot
C) ratioanalysis
D) time-seriesanalysis
E) regressionanalysis
3
19) Aforecastingtechniquefordeterminingfuturestaffneedsbyusingratiosbetweensalesvolume 19)
andthenumberofemployeesneededis:
A) ascatterplot.
B) time-seriesanalysis.
C) regressionanalysis.
D) ratioanalysis.
E) trendanalysis.
20) Like________,ratioanalysisassumesthatproductivityremainsmuchthesameandistherefore 20)

notappropriateinchangingenvironments.
A) regressionanalysis
B) trendanalysis
C) time-seriesanalysis
D) thenominalgrouptechnique
E) ascatterplot
21) A________illustratestherelationshipbetweentwofactors:ameasureofbusinessactivityand 21)

staffinglevels.
A) time-seriesanalysis
B) scatterplot
C) ratioanalysis
D) trendanalysis
E) regressionanalysis
22) Astatisticaltechniqueinvolvingtheuseofamathematicalformulatoprojectfuturedemands, 22)

basedonanestablishedrelationshipbetweenanorganizationsemploymentlevelandsome
measurablefactorofoutput,isknownas:
A) acomputerizedforecast.
B) ratioanalysis.
C) trendanalysis.
D) regressionanalysis.
E) ascatterplot.
23) Incontrasttoquantitativeapproaches,qualitativetechniquesrelysolelyon: 23)

A) ascatterplot.
B) expertjudgments.
C) regressionanalysis.
D) trendanalysis.
E) multipleregressionanalysis.
24) TwoapproachesusedtogatherqualitativedatainordertoforecastHRdemand(orsupply)are: 24)

A) scatterplotandDelphitechnique.
B) regressionanalysisandnominalgrouptechnique.
C) ratioanalysisandnominalgrouptechnique.
D) trendanalysisandscatterplot.
E) nominalgroupandDelphitechnique.
4
25) Adecision-makingtechniquethatinvolvesagroupofexpertsmeetingfacetoface,whichcanbe 25)
usedforHRforecasting,isknownas:
A) thenominalgrouptechnique.
B) aninformalexpertforecast.
C) aformalexpertforecast.
D) managerialjudgment.
E) theDelphitechnique.
26) Thedrawbacksofwhichforecastingtechniqueincludesubjectivityandthepotentialforgroup 26)

pressuretoleadtolessaccurateassessmentsthancouldbeobtainedthroughothermeans?
A) aformalexpertforecast.
B) managerialjudgment.
C) theDelphitechnique.
D) aninformalexpertforecast.
E) thenominalgrouptechnique.
27) YouhavejustbeenhiredastheDirectorofHumanResourcesatamidsizedengineering 27)

company.TheCEOhasaskedyoutoassistherinforecastingfuturehumanresourcesneedsandto
firstuseaforecastingtechniquewhichwouldgenerateanexchangeofideasamongDirectorsof
eachdivision.Sheisconcernedthatyouuseatechniquewhichwillleadtogreateracceptanceof
resultsamongDirectors.Whichtechniquedoyouuse?
A) aninformalexpertforecast
B) nominalgrouptechnique
C) aformalexpertforecast
D) regressionanalysis
E) thenominalgrouptechnique
28) YouhavejustbeenhiredastheDirectorofHumanResourcesatamidsizedengineering 28)

company.TheCEOhasaskedyoutoassistherinforecastingfuturehumanresourcesneedsandto
firstuseaqualitativetechniquewhichisusefulforlong-rangeforecasting.Whichtechniquedo
youchoose?
A) thenominalgrouptechnique
B) aninformalexpertforecast
C) aformalexpertforecast
D) managerialjudgment
E) theDelphitechnique
29) Thedrawbacksofwhichforecastingtechniqueincludethefactthatjudgmentsmaynotefficiently 29)

useobjectivedata?
A) theDelphitechnique
B) thenominalgrouptechnique
C) managerialjudgment
D) aninformalexpertforecast
E) aformalexpertforecast
5
30) Permittingagrouptocriticallyevaluateawiderangeofviewsisanadvantageofwhich 30)
forecastingtechnique?
A) aninformalexpertforecast
B) theDelphitechnique
C) managerialjudgment
D) aformalexpertforecast
E) thenominalgrouptechnique
31) Regardlessoftheforecastingmethodutilized,modificationsaremadebasedon: 31)

A) changingmarketconditions.
B) HRISdata.
C) managementcontrolsystems.
D) managerialjudgment.
E) changingeconomicconditions.
32) AliceistheHRconsultantadvisingNexusInc.,asmallbutsuccessfulsoftwaredevelopmentfirm 32)

onhowtoconducthumanresourceplanning.Inforecastingfuturedemandforhumanresources
whatstepshouldsheadvisemanagementtotakefirst?
A) createareplacementchart
B) projectthesalesforeachofthefirmsproductsandestimatequalityandnatureofemployees
needed
C) projectturnover
D) projectthesalesforeachofthefirmsproductsandcalculatethevolumeofproduction
neededtomeetsalesrequirements
E) developastaffingtable
33) Apictorialrepresentationofalljobswithintheorganization,alongwiththenumberofcurrent 33)

incumbentsandfutureemploymentrequirements,isknownas:
A) anorganizationchart.
B) astaffingtable.
C) areplacementchart.
D) ascatterplot.
E) askillsinventory.
34) Projectedopeningsarefilledbyusingthefollowingsourcesofsupply: 34)

A) promotedemployees.
B) employeeswhoaretransferred.
C) unemployedindividuals.
D) externalandinternalsources.
E) individualsemployedatotherfirms.
35) Short-termandlong-rangeHRdemandforecastsprovide: 35)

A) thefullstaffingequation.
B) externalsupplyforecasts.
C) halfofthestaffingequation.
D) presentemployeeswhocanbetransferredorpromotedtomeetanticipatedneeds.
E) internalsupplyforecasts.
6
36) AliceistheHRconsultantadvisingNexusInc.,asmallbutsuccessfulsoftwaredevelopmentfirm 36)
onhowtoconducthumanresourceplanning.Sheiscurrentlyexplainingtheforecastingsupply
stepintheplanningprocesstotheCEOandconfirmsthatprojectedopeningsaretobefilledby
usingtwosources.Theyare:
A) internalandexternalsupply.
B) overtimeandtemporaryworkers.
C) contracting-outandoutsourcing.
D) recruitmentandpromotion.
E) transferringandpromotion.
37) Amethodofforecastinginternallaboursupplythatinvolvestrackingthepatternofemployee 37)

movementsthroughvariousjobsanddevelopingatransitionalprobabilitymatrixisknownas:
A) computerizedforecasting.
B) Markovanalysis.
C) multipleregressionanalysis.
D) ratioanalysis.
E) trendanalysis.
38) Manualorcomputerizedrecordssummarizingemployeeseducation,experience,interests,skills, 38)

etc.,whichareusedtoidentifyinternalcandidateseligiblefortransferand/orpromotion,are
knownas:
A) skillsinventories.
B) Markovanalyses.
C) replacementcharts.
D) staffingtables.
E) jobdescriptions.
39) Managementinventories: 39)

A) arevisualrepresentationsofwhowillreplacewhomintheeventofajobopening.
B) areamethodofforecastinglaboursupplythatinvolvestrackingthepatternofemployee
movements.
C) areusedtokeeptrackofemployeesqualifications.
D) recordinformationaboutmanagerialresponsibilitiesandmanagementtrainingusedto
identifyinternalcandidateseligibleforpromotion.
E) areamethodusedtoarriveatagroupdecisioninvolvingoutsideexperts.
40) YouhavebeenhiredastheDirectorofHRatTargusInc.,aclothingretailer.Toprojectthesupply 40)

ofoutsidecandidatesintheHRPprocessforthefirmyouwillneedtoassess:
A) successionplans.
B) staffingtables.
C) skillsinventories.
D) nationallabourmarketconditions.
E) managementinventories.
41) Ingeneralterms,thelowertherateofunemployment: 41)

A) thesmallerthelabourdemand.
B) thelargerthelabourdemand.
C) theeasieritwillbetorecruit.
D) thelargerthelaboursupply.
E) thesmallerthelaboursupply.
7
42) ArealityisthatCanadaspopulationisagingasthebabyboomcohortapproachesretirement. 42)
Currently,________ofallCanadianworkersretirebeforetheageof65.
A) 67% B) 33% C) 20% D) 50% E) 80%
43) Highlyeducatedimmigrantsarethepredominantdriversof: 43)

A) growth.
B) organizationaltraininganddevelopment.
C) locallabourmarketconditions.
D) nationallabourmarketconditions.
E) competitorsstrategies.
44) Communitygrowthratesandattitudesaffect: 44)

A) locallabourmarkets.
B) unemploymentrates.
C) competitorsstrategies.
D) occupationalmarketconditions.
E) generaleconomicconditions.
45) Toprojectthesupplyofoutsidecandidates,employersgenerallyassessallofthefollowing 45)

EXCEPT:
A) competitorsstrategies.
B) generaleconomicconditions.
C) locallabourmarketconditions.
D) occupationalmarketconditions.
E) nationallabourmarketconditions.
46) Ingeneralterms,thelowertherateofunemployment: 46)

A) theharderitistofillskills-shortagepositions.
B) thelesscompetitionthereisforemployees.
C) themoredifficultitistorecruitemployees.
D) theeasieritistofillpositions.
E) thelargerthelaboursupply.
47) Demographictrendshaveasignificantimpacton: 47)

A) occupationalmarketconditions.
B) generaleconomicconditions.
C) nationallabourmarketconditions.
D) unemploymentrates.
E) locallabourmarketconditions.
48) EachofthefollowingstatementsaboutlocallabourmarketsistrueEXCEPT: 48)

A) Chambersofcommercecanbeexcellentsourcesoflocallabourmarketinformation.
B) Onereasongrowingcitiesareattractivetoemployersisthepromiseoflargefuturelabour
markets.
C) Theyareaffectedbycommunitygrowthratesandattitudes.
D) Provincial/localdevelopmentandplanningagenciescanbeexcellentsourcesoflocallabour
marketinformation.
E) Incommunitiesexperiencingpopulationincreases,itisoftenimpossibletoattractnew
business.
8
49) EachofthefollowingstatementsaboutoccupationalmarketconditionsistrueEXCEPT: 49)
A) Organizationsgenerallywanttoforecasttheavailabilityofpotentialcandidatesinspecific
occupations.
B) HRDCisagoodsourceofinformationonoccupationaldemandandsupply.
C) Inrecentyears,therehasbeenanundersupplyofnurses.
D) Inrecentyears,therehasbeenanoversupplyofITspecialists.
E) HRDCforecastsareusefulfordeterminingwhetheranyprojectedimbalanceswillbe
self-correcting.
50) Tosuccessfullyfillpositionsinternally,organizationsmustmanageperformanceandcareers. 50)

Performanceismanagedthrough:
A) implementingasuitablerewardstructure.
B) careertracking.
C) effectiveselectionandplacementstrategies.
E) effectiverecruitmentpoliciesandsystems.
51) Ahiringfreezeisallofthefollowingexcept: 51)

A) astrategythatmostemployersuseinitiallytobalancedemandandsupply.
B) acommonresponsetoanemployeesurplus.
C) whenopeningsarefilledbyreassigningcurrentemployees.
D) asolutionwhendemandexceedssupply.
E) nooutsidersarehired.
52) Specificstrategiesmustbeformulatedtobalancesupplyanddemand.Possiblescenariosare: 52)

A) expecteddemandmatchessupply.
B) thereisashortageoflabour.
C) supplymatchesexpecteddemand.
D) laboursupplyexceedsdemand.
E) alloftheabove.
53) YouhavebeenhiredastheDirectorofHRatTargusInc.,aclothingretailer.Duetoareductionin 53)

consumerdemandyouhavebeenaskedtoadvisemanagementonhowtoreducetheamountof
staffby5%overthenext2years.Althoughaslowmethodforreducingnumberstheoptionwhich
generallypresentstheleastamountofproblemsis:
A) downsizingthroughattrition.
B) offeringattractivebuyoutpackages.
C) layingoffemployees.
D) introducingareducedworkweek.
E) offeringattractiveearly-retirementpackages.
54) Drawbacksofattritionincludethefollowing: 54)

A) Ittakesashortperiodoftime.
B) Itishardtoimplement.
C) Itcostslargesumsofmoney.
D) Theorganizationhasnocontroloverwhogoesandwhostays.
E) Employeesdonotacceptthisstrategy.
9
55) Whentheinternalsupplyofemployeesexceedstheorganizationsdemand,strategiesusedby 55)
employersincludeallofthefollowingEXCEPT:
A) offeringattractivebuyoutpackages.
B) layingoffemployees.
C) initiatingjob-sharepositions.
D) makingearlyretirementmandatory.
E) downsizingthroughattrition.
56) YouhavebeenaskedbytheCEOtoadviseonhowtoreducetheworkforceby10%overthenext2 56)

years.Thereislittleinthebudgetforpaymentofup-frontmoney.Whichofthefollowingwould
youNOTrecommend?
A) reducedworkweeks
B) worksharing
C) buyoutsandearlyretirementpackages
D) jobsharing
E) layoffsbasedonreverseseniority
57) Withwhichofthefollowingstrategiesforhandlingalaboursurplusisthepotentialforahuman 57)

rightsviolationmostcloselyassociated?
A) reducedworkweeks
B) terminationofemployment
C) jobsharing
D) earlyretirementpackages
E) worksharing
58) Thelayoff-avoidancestrategyintroducedbythefederalgovernmentisknownas: 58)

A) theearlyleavepackage.
B) thereducedworkweek.
C) jobsharing.
D) worksharing.
E) supplementalunemploymentbenefits.
59) SUBS: 59)

A) areusuallyprovidedtonon-unionemployees.
B) arebenefitsthatarepaidindefinitely.
C) topupemploymentinsurance.
D) decreaseincomelevelswhenonthejob.
E) increaseincomelevelswhenonthejob.
60) Factorsthatshouldbetakenintoaccountwhendetermininganappropriateseverancepackage 60)

A) age.
B) yearsofservice.
C) ethnicorigin.
D) theindividualslikelihoodofobtainingalternativeemployment.
E) salary.
10
61) Theguaranteebytheemployertopayspecifiedcompensationandbenefitsinthecaseof 61)
terminationduetodownsizingorrestructuringisknownas:
A) agoldenparachuteclause.
B) aguaranteedannualwage.
C) supplementalunemploymentbenefits.
D) wageprotectioninsurance.
E) aseverancepackage.
62) Survivorsicknessis: 62)

A) anillnesscausingerrorsinworkandreducedperformance.
B) asicknessfoundamongproductionworkers.
C) aphysicalillnesscausedbyatoxicbuilding.
D) arangeofemotionsthatcanincludefeelingsofbetrayalorviolation,guilt,anddetachment.
E) asicknessfoundamongwhitecollarworkers.
63) Outplacementis: 63)

A) aserviceofferedbyanoutsideagencythatcanassistterminatedemployeesinfinding
employmentelsewhere.
B) aservicewithinacompanythatprovidesresume -writingandinterview-skillworkshops.
C) aserviceofferedbyanoutsideagencythatprovidesjobopportunities.
D) aserviceofferedbyanoutsideagencythatisprovidedtoexecutivesonly.
E) aservicewithinacompanyfacilitatedbyHRprofessionals.
64) AmajorCanadianautomakerhaslaidoff20%ofitsworkforceoverthecourseof2years.Youare 64)

theHRprofessionalresponsibleforsurveyingtheemployeesremainingwiththecompanyto
determinetheirlevelofengagementandjobsatisfaction.Thesurveyresponsesindicatethatmany
employeesareexperiencingfeelingsofguiltanddetachment.Whattheseemployeesarelikely
experiencingisknownas:
A) realityshock.
B) anegativeworkethic.
C) survivorsickness.
D) employeeapathy.
E) survivor-guiltsyndrome.
65) Theinitialresponsetoalabourshortageisoften: 65)

A) layoffs.
B) retraining.
C) promotion.
D) transfer.
E) schedulingovertime.
66) Todealwithalabourshortage,firmsoftenuseallofthefollowingstrategiesEXCEPT: 66)

A) recruiting.
B) offeringgenerousearlyretirementandbuyoutpackages.
C) schedulingovertime.
D) subcontractingwork.
E) transferringandpromotingemployees.
11
67) Advantagesassociatedwithatransferinclude: 67)
A) thefactthatskillsandperspectivesmaybebroadened.
B) apayincreasefortheemployeeinvolved.
C) anincreaseintasksignificance.
D) thefactthatnewchallengesaretheinevitableresult.
E) moreemployeeautonomy.
68) Whichofthefollowingstatementsaboutmerit-basedpromotionsistrue? 68)

A) Unionsoftenpreferthatmeritbethedecidingfactor.
B) Usingseniority,theemployeewhoispromotedisalwaysthemostcompetent.
C) Promotionsinvolvethemovementofanemployeefromonejobtoanotherthatisthesame
levelinresponsibility.
D) Apromotionissometimesbasedonanassessmentoffuturepotential.
E) Whenpromotionsarebasedonseniority,objectivityisaproblem.
69) Canadafacesalong -termlabourshortage.Manyemployersareseekingstrategiestoincreasethe 69)

workforceparticipationof:
A) peoplewithdisabilities.
B) women.
C) olderworkers.
D) aboriginalpeoples.
E) visibleminorities.
70) Manyemployersareseekingstrategiestosetasidestereotypesandprejudicethatolderworkers: 70)

A) donotwanttotrynewthings.
B) arelessproductive.
C) areresistanttochange.
D) aredifficulttoworkwith.
E) alloftheabove.
71) Althoughflexibleworkarrangementshavetraditionallybeenassociatedwithimprovingwork/life 71)

balance,theyareincreasinglyseenaspartofa________.
A) compressedworkweek
B) telecommutingplan
C) businessstrategy
D) flextimeplan
E) departmentsoverhead
72) YouhavejustbeenhiredastheDirectorofHumanResourcesatGreenlightInc.,amidsized 72)

Canadianfurnituremanufacturer.Youareconsideringimplementingcompressedworkweeks.The
followingwouldbeapotentialadvantageofimplementingthisatGreenlight:
A) decreasedwillingnessofworkerstoworksomeevenings/weekends.
B) reductioninabsenteeism.
C) improvedefficiency,reductioninabsenteeism,andreductioninpaidovertime.
D) reductioninpaidovertime.
E) improvedefficiencyandreductioninabsenteeism.
12
73) Otheremployersareswitchingtoaplanthattheycallflexyear.Flexyeariswhen: 73)
A) twoormoreemployeescanshareasinglefull-timejob.
B) employeesworkfourten-hourdaysinsteadofthemoreusualfiveeight-hourdays.
C) employeesworkfromhome.
D) employeesflexibleworkdaysarebuiltaroundacoreofmiddayhours.
E) employeescanchoosethenumberofhoursthattheywanttoworkeachmonthoverthenext
year.
74) HRPisaprocessofreviewinghumanresourcesrequirementstoensurethatanorganizationhas 74)

therequirednumberofemployees,withthenecessaryskills,tomeetitsgoals.
75) Startingin2011,labourforcegrowthinCanadawillbeentirelydependentonnewimmigrants. 75)
76) HumanResourcesPlanningisareactiveprocesswhichbothanticipatesandinfluencesan 76)

organizationsfuture.
77) TrendanalysisisvaluableasaninitialestimateofHRdemandonly. 77)
78) Ratioanalysisinvolvesmakingforecastsbasedontheratiobetweentwocausalfactors. 78)
79) Regressionanalysisdeterminesthelineofbestfit. 79)
80) Exchangingideaswithoutface-to-faceinteractionisacharacteristicofthenominalgroup 80)

forecastingtechnique.
81) Managerialjudgmentiscentraltoqualitativeforecasting,butplaysonlyasmallroleinquantitative 81)

forecastingtechniques.
82) Externalsupplyisonesourceofhumanresourcessupply. 82)
83) Short-termandlong-rangeHRdemandforecastsonlyprovidehalfofthestaffingequationby 83)

answeringthequestionHowmanyemployeeswillweneed?
84) AMarkovanalysiscanbeusedtoforecastinternallaboursupply. 84)
85) Failuretoupdateskillsandmanagementinventoriescanleadtopresentemployeesbeing 85)

overlookedforjobopenings.
86) Toprojectthesupplyofoutsidecandidates,employersassessgeneraleconomicconditions. 86)
87) Thefirststeptoprojectthesupplyofoutsidecandidatesistoforecastlocalmarketconditions. 87)
88) HighlyeducatedimmigrantsarethepredominantdriversofgrowthintheCanadianlabourpool. 88)
13
89) Forecastsforvariousoccupationsareavailablefromanumberofsources,butthesesourcesarenot 89)
veryhelpfulfordeterminingwhetheranyprojectedimbalanceswillbeself -correctingorwhether
theywillrequirespecificinterventiononthepartofgovernmentsand/orprivate-sector
organizations.
90) Specificstrategiesmustbeformulatedtobalancesupplyanddemandconsiderations. 90)
91) Alaboursurplusexistswhentheinternalsupplyofemployeesexceedstheorganizationsdemand. 91)

Mostemployersrespondinitiallybyterminatingemployment.
92) Astrategyusedtodealwithanemployeesurplusisthepromotionofemployees. 92)
93) Oneofthemostinnovativewaystomanagethecominglabourshortageisthroughtheuseof 93)

flexibleworkarrangements.
94) Flextimeisaplanwherebyemployeesflexibleworkdaysarebuiltaroundacoreofmiddayhours. 94)
95) ExplaintheimportanceofHumanResourcesPlanning(HRP).
96) Explaintherelationshipbetweenhumanresourcesplanningandstrategicplanning.
97) Whatarethefactorsthatshouldbeconsideredwhenforecastingthenumberandtypeofpeopleneededto
meettheorganizationsobjectives?
98) Differentiatebetweentrendanalysis,ratioanalysis,andregressionanalysis.
99) YouaretheHRprofessionalresponsibleforHumanResourcesPlanning(HRP)atDineromuchaInc.,a
Canadiancreditunion.Youwillbeimplementingthenominalgrouptechniqueforforecastinghuman
resourcesneeds.Citeandexplainthestepsyouwillfollow.
100) YouaretheHRprofessionalresponsibleforHumanResourcesPlanning(HRP)atDineromuchaInc.,a
Canadiancreditunion.Youwillbeimplementingthenominalgrouptechniqueforforecastinghuman
resourcesneeds.Whatshouldyoubeawareofregardingtheadvantagesanddisadvantagesofthistechnique?
101) ExplainwhattheDelphiTechniqueis,andwhatstepsareinvolvedinthisprocess.
102) ExplaintheadvantagesanddisadvantagesoftheDelphiTechnique.
103) YouaretheHRprofessionalresponsibleforHumanResourcesPlanning(HRP)atamajorCanadianinsurance
provider,BonnvueInc.EnvironmentalscanningisacriticalcomponentofHRP.Whichenvironmentalfactors
wouldyoumonitoraspartofyourresponsibilityforHRP?
104) Brieflydescribethetoolsandtechniquesusedtoforecastthesupplyofinternalcandidates.
105) YouaretheV.P.HumanResourcesatamajorCanadianautomakerwhichhasbeensignificantlyimpactedby
therecentrecession.Brieflydescribethemajorstrategiesavailabletoyoutodealwiththelaboursurplusatthe
firm.
14
AnswerKey
Testname:UNTITLED5
1) B
Topic: StrategicImportanceofHRP
Skill: Recall
2) D
Skill: Recall
3) C
Skill: Applied
4) B
Skill: Applied
5) B
Skill: Recall
6) C
Skill: Applied
7) D
Skill: Applied
8) E
Skill: Recall
9) A
Skill: Applied
10) E
Skill: Applied
11) A
Skill: Applied
12) C
Skill: Recall
13) C
Topic: Step1:ForecastingDemand
Skill: Recall
14) C
Skill: Recall
15) A
Skill: Recall
16) A
Skill: Recall
15
AnswerKey
Testname:UNTITLED5
17) C
Skill: Recall
18) A
Skill: Recall
19) D
Skill: Applied
20) B
Skill: Recall
21) B
Skill: Recall
22) D
Skill: Recall
23) B
Skill: Recall
24) E
Skill: Recall
25) A
Skill: Recall
26) E
Skill: Recall
27) E
Skill: Applied
28) E
Skill: Applied
29) A
Skill: Recall
30) B
Skill: Recall
31) D
Skill: Recall
32) D
Skill: Applied
16
AnswerKey
Testname:UNTITLED5
33) B
Topic: Step2:ForecastingSupply
Skill: Recall
34) D
Skill: Recall
35) C
Skill: Recall
36) A
Skill: Applied
37) B
Skill: Recall
38) A
Skill: Recall
39) D
Skill: Recall
40) D
Skill: Applied
41) E
Skill: Applied
42) A
Skill: Recall
43) A
Skill: Applied
44) A
Skill: Applied
45) A
Skill: Recall
46) C
Skill: Applied
47) C
Skill: Recall
48) E
Skill: Recall
17
AnswerKey
Testname:UNTITLED5
49) D
Skill: Recall
50) A
Topic: Step3:BalancingSupplyandDemand
Skill: Recall
51) D
Skill: Recall
52) E
Skill: Recall
53) A
Skill: Applied
54) D
Skill: Recall
55) D
Skill: Recall
56) C
Skill: Applied
57) D
Skill: Applied
58) D
Skill: Recall
59) C
Skill: Applied
60) C
Skill: Applied
61) A
Skill: Recall
62) D
Skill: Recall
63) A
Skill: Recall
64) C
Skill: Applied
18
AnswerKey
Testname:UNTITLED5
65) E
Skill: Recall
66) B
Skill: Recall
67) A
Skill: Recall
68) D
Skill: Recall
69) C
Skill: Recall
70) E
Skill: Recall
71) C
Skill: Recall
72) C
Skill: Applied
73) E
Skill: Recall
74) TRUE
Skill: Recall
75) TRUE
Skill: Recall
76) FALSE
Skill: Recall
77) TRUE
Skill: Recall
78) FALSE
Skill: Recall
79) TRUE
Skill: Recall
80) FALSE
Skill: Recall
19
AnswerKey
Testname:UNTITLED5
81) FALSE
Skill: Recall
82) TRUE
Skill: Recall
83) TRUE
Skill: Recall
84) TRUE
Skill: Recall
85) TRUE
Skill: Recall
86) TRUE
Skill: Recall
87) FALSE
Skill: Recall
88) TRUE
Skill: Recall
89) FALSE
Skill: Applied
90) TRUE
Skill: Applied
91) FALSE
Skill: Recall
92) FALSE
Skill: Recall
93) TRUE
Skill: Recall
94) TRUE
Skill: Recall
20
AnswerKey
Testname:UNTITLED5
95) HRPprovidesaframeworkforthecoordinationandintegrationofHRMpoliciesandpracticesrelatedtostaffingand
developmentactivities,sincetheyaffecttherequirementsforandsupplyofhumanresources.EffectiveHRPhelpsa
firmto:
achieveitsgoalsandobjectives
planandcoordinaterecruitment,selection,training,careerplanning,andotherstaffinganddevelopmentactivities
moreeffectively
achieveeconomiesinhiringnewworkers
makemajorlabourmarketdemandsmoresuccessfully
anticipateandavoidshortagesandsurplusesofhumanresources
controland/orreducelabourcosts
utilizeemployeescapabilitiesmoreeffectively,therebyincreasingperformanceandproductivity,andreducing
dissatisfactionandturnover
establishemploymentequitygoalsandtimetablesthatarerealisticandattainable
Skill: Recall
96) Strategicplansaredevelopedandimplementedbypeopleintheorganization.Determiningwhetherornottheskills
requiredwillbeavailableisacriticalelementofthestrategicplanningprocess.Althoughproduction,financialand
marketingplanshavebeenrecognizedasimportantconsiderationsinthestrategicplanningprocess,HRplansarealso
seentodayasanotheressentialcomponent.ItisbecomingclearthatHRPandstrategicplanningbecomeeffective
whenareciprocalandinterdependentrelationshipexistsbetweenthem.
Skill: Recall
97) thedemandfortheorganizationsproductorservice
projectedturnoverasaresultofresignationsortermination
qualityandnatureofemployeesinrelationtowhatmanagementseesasthechangingneedsoftheorganization
decisionstoupgradethequalityofproductsorservicesorenterintonewmarkets,whichmightchangetherequired
employeeskillmix
plannedtechnologicalandadministrativechangesaimedatincreasingproductivityandreducingemployee
headcount
thefinancialresourcesavailabletoeachdepartment.
Topic: Step1:ForecastingHumanResourcesNeeds(Demand)
Skill: Recall
98) Trendanalysis involvesstudyingthefirmsemploymentlevelsoveraperiodofyearstopredictfutureneeds.The
purposeistoidentifyemploymenttrendsthatmightcontinueintothefuture.Becauseemploymentlevelsrarely
dependsolelyonthepassageoftime,butratheronfactorssuchaschangesinsalesvolumeandproductivity,trend
analysiscanonlyprovideaninitialestimate
Ratioanalysis involvesmakingestimatesbasedontheratiobetween(1)somecausalfactor(suchassalesvolume)
and(2)numberofemployeesrequired.Liketrendanalysis,ratioanalysisassumesthatproductivityremainsaboutthe
same.Thus,ratioanalysiscanonlyprovideanapproximationoffutureHRneeds.
Regressionanalysis isamoresophisticatedstatisticaltechniquethatinvolvestheuseofamathematicalformulato
projectfuturedemandsbasedonanestablishedrelationshipbetween(1)anorganizationsemploymentlevel
(dependentvariable)and(2)somemeasurablefactorofoutput(independentvariable)suchasrevenue,sales,or
productionlevel.Wherethereareseveraldependentand/orindependentvariables,multipleregressionanalysisis
used.
Skill: Recall
21
AnswerKey
Testname:UNTITLED5
99) Thestepsareasfollows:
Eachmemberofthegroupindependentlywritesdownhisorherideasontheproblemorissue.
Goingaroundthetable,eachmemberthenpresentsoneidea.
Thisprocesscontinuesuntilallideashavebeenpresentedandrecorded,typicallyonaflipchart.
Nodiscussionispermittedduringthisstep.
Clarificationisthensought,followedbygroupdiscussionandevaluation.
Finally,eachmemberisaskedtoranktheideas.
Thisisdoneindependentlyandinsilence.
Skill: Applied
100) Theadvantagesofthistechniqueincludeinvolvementofkeydecisionmakers,afuturefocus,andthefactthatthe
groupdiscussioncanfacilitatetheexchangeofideasandgreateracceptanceofresults.
Disadvantagesinclude:subjectivityandthepotentialforgrouppressuretoleadtolessaccurateassessmentthancould
beobtainedthroughotherways.
Skill: Applied
101) Itisusefulforlong-rangeforecastingandotherstrategicplanningissues.
Ittypicallyinvolvesoutsideexpertsaswellascompanyemployees,basedonthepremisethatoutsidersmaybeable
toassesschangesandtheirpotentialimpactmoreobjectively.
Thereareseveralstepsinvolvedintheprocess,including:
1.Problemidentification eachgroupmembermustsubmitapotentialsolutionbycompletingaquestionnaire;
directface-to-facecontactisnotpermitted
2.Afterthequestionnaireiscompletedindependentlyandanonymously,the resultsarecompiled atacentralized
location.
3.Acopyoftheresultsisgiventoeachmemberoftheteam.
4.Iftherearedifferencesinopinion,eachindividualusesthefeedbackfromotherexpertsto fine-tunehisorher
independentassessment.
5.Thelast2stepsarerepeatedasoftenasnecessaryuntilaconsensusisreached.
Skill: Applied
102) Theadvantagesinclude:involvementofkeydecisionmakersandfuturefocus.Thetechniquepermitsthegroupto
criticallyevaluateawiderangeofviews.Disadvantagesincludethefactthatjudgmentsmaynotuseobjectivedata
efficiently,thetimeandcostsinvolved,andthepotentialdifficultyinintegratingdiverseopinions.
Skill: Recall
103) economicconditions(generalandregional)
marketandcompetitivetrends
neworrevisedlawsanddecisionsofcourtsandquasi-judicialbodies
socialconcernsrelatedtohealthcare,childcare,andeducationalpriorities
technologicalchanges
demographictrends.
Skill: Applied
22
AnswerKey
Testname:UNTITLED5
104) SomefirmsusetheMarkovanalysis techniquetotrackthepatternofemployeemovementsthroughvariousjobsand

developatransitionalprobabilitymatrixforforecastinginternalsupplybyspecificcategories,suchaspositionand
gender.Suchananalysisshowstheactualnumber(andpercentage)ofemployeeswhoremainineachjobfromone
yeartothenext,aswellastheproportionspromoted,demoted,transferred,andleavingtheorganization.These
proportions(probabilities)arethenusedtoforecasthumanresourcessupply.
Skillsinventories containcomprehensiveinformationaboutthecapabilitiesofcurrentemployees.Prepared
manuallyorusingacomputerizedsystem,datagatheredforeachemployeeincludename,age,dateofemployment,
currentposition,presentdutiesandresponsibilities,educationalbackground,previousworkhistory,skills,abilities
andinterests.Informationaboutcurrentperformanceandreadinessforpromotionisgenerallyincludedaswell.Data
pertainingtomanagerialstaffarecompiledinamanagementinventory .Inadditiontotheinformationlistedabove,
suchinventoriesincludethenumberandtypesofemployeessupervised,dutiesofsuchemployees,totalbudget
managed,previousmanagerialdutiesandresponsibilities,andmanagerialtrainingreceived.
Replacementchartsareavisualrepresentationofwhowillreplacewhomintheeventofajobopening.Many
employersusesuchchartstokeeptrackofpotentialinternalcandidatesfortheirmostimportantpositions.Suchcharts
typicallyindicateageandreplacementstatusofpotentialinternalcandidates,basedontwovariables:present
performanceandpromotability.Replacementchartsprovideanexcellentquickreferencetool,theycontainverylittle
information.Forthatreason,manyfirmsprefertouse replacementsummaries .Suchsummarieslistlikely
replacementsforeachpositionandtheirrelativestrengthsandweaknesses,aswellasinformationaboutcurrent
position,performance,promotability,ageandexperience
Successionplanning istheprocessusedtoensureasuitablesupplyofsuccessorsforcurrentandfutureseniororkey
jobs,sothatthecareersofindividualscanbeeffectivelyplannedandmanaged.Activitiesinvolvedinclude:analysisof
thedemandformanagersandprofessionalbycompanylevel,functionandskill;auditofexistingexecutivesand
projectionoflikelyfuturesupplyfrominternalandexternalsources;planningofindividualcareerpaths;career
counseling;acceleratedpromotions,withdevelopmenttargetedagainstthefutureneedsofthebusiness;
performance-relatedtraininganddevelopment;plannedstrategicrecruitment;andtheactualactivitiesbywhich
openingsarefilled.
Topic: Step2:ForecastingtheAvailabilityofInternalandExternalCandidates(Supply)
Skill: Recall
105) Youcouldinitiallyrespondtosuchasituationbyimplementingahiringfreeze ,whichmeansthatopeningsarefilled
byreassigningcurrentemployees,andnooutsidersarehiredunlessauthorizationisgrantedbytheCEOdueto
extenuatingcircumstances.Thesurplusisslowlyreducedthroughattrition ,whichisthenormalseparationof
employeesfromanorganizationduetoresignation,retirement,ordeath.Someorganizationsattempttoaccelerate
attritionbyofferingincentivestoemployeestoleave,suchasbuyoutandearlyretirementprograms .
Thereareanumberofstrategiestoreducethetotalnumberofhoursworked.Includedare jobsharing,which
involvesdividingthedutiesofasinglepositionbetweentwoormoreemployees;reducingfull-timepositionsto
part-timework;institutingawork-sharingarrangement,wherebyemployeesworkthreeorfourdaysaweekand
collectEmploymentInsuranceontheirnon -workday(s);andplacingemployeesonareducedworkweek,which
involvesemployeesworkingfewerhoursandreceivinglesspay.
Itmaybenecessaryforthefirmtoplaceemployeeson layoff.Thisinvolvesthetemporarywithdrawalof
employmenttoworkersforeconomicorbusinessreasons.Layoffsmaybeofrelativelyshortduration,ormaylast
monthsorevenyears.
Whenemployeesarenolongerrequiredbytheorganization,theemploymentrelationshipmaybepermanently
severed.Thisisknownastermination.Youshouldconsiderseverancepayobligationsandsupplyingoutplacement
assistance.
Topic: Step3:PlanningandImplementingHRProgramstoBalanceSupplyandDemand
Skill: Applied
23
Exam
Name___________________________________
1) Whichofthefollowingstatementsaboutrecruitmentistrue? 1)
A) Therecruitmentprocessbeginswiththeidentificationofapositionthatrequiresstaffing,and
iscompletedwhenresumesand/orcompletedapplicationformsarereceivedfroman
adequatenumberofapplicants.
B) Therecruitmentprocessbeginswiththeidentificationofapositionthatrequiresstaffing,and
iscompletedwhenashortlistofcandidateshasbeencompiled.
C) Inlargeorganizations,inwhichrecruitingisdoneonanalmostcontinuousbasis,thereare
specialists,knownasemploymentmanagers,whosejobitistofindandattractcapable
applicants.
D) Recruitmentistheprocessofsearchingforandselectingthemostappropriateindividualto
staffjobrequirements.
E) TheHRdepartmentstaffmembershavelineauthorityforrecruitment.
2) Whichofthefollowingistrueofemployerbranding? 2)
A) Itistheimageoftheorganizationasanemployerheldbypersonsexternaltothe
organizationaswellascurrentemployees.
B) Itistheimageoftheorganizationasanemployerheldbypersonsexternaltothe
organizationonly.
C) Itistheimageoftheorganizationasanemployerheldbycurrentemployeesonly.
D) Itistheimageoftheorganizationasanemployerheldbyapplicantsforapositionwiththe
organizationonly.
E) Itisimportantonlyforpersonswhoareeventuallyhiredbytheorganization.
3) Thefirststepinemployerbrandingincludes: 3)
A) HRplanning.
B) definingthetargetaudienceintermsofwheretofindthem.
C) buildingapoolofcandidates.
D) developingtheemployeevalueproposition.
E) definingthetargetaudienceintermsofwheretofindthemandwhattheywouldwantfrom
anemployer.
4) Thesecondstepinemployerbrandingincludes: 4)
A) definingthetargetaudienceintermsofwheretofindthem.
B) definingthereasonswhytheorganizationisauniqueplacetowork.
C) definingthereasonswhytheorganizationisauniqueplacetoworkandwouldbean
attractiveemployertothedesiredaudience.
D) buildingapoolofcandidates.
E) definingthetargetaudienceintermsofwheretofindthemandwhattheywouldwantfrom
anemployer.
1
5) Identifyingwhichjobrequirementsshouldbefilledinternallyandwhichexternallyismostclosely 5)
associatedwith:
A) buildingapoolofcandidates.
B) choosingtheappropriaterecruitmentmethod(s).
C) ahumanresourcesrequisitionform.
D) determiningthejobrequirements.
E) HRplanning.
6) Whenjobopeningsariseunexpectedlytheseopeningsareidentifiedby: 6)
A) determiningthejobrequirements.
B) buildingapoolofcandidates.
C) humanresourcesplanning.
D) managerrequest.
E) choosingtheappropriaterecruitmentsource(s)andmethod(s).
7) Determiningthejobrequirementsinvolves: 7)
A) reviewingthejobdescriptionandjobspecificationandupdatingthem,ifnecessary.
B) perusingthehumanresourcesplan.
C) reviewingtheemploymentequityplan.
D) relyingonthehumanresourcesrequisitionform.
E) relyingonthesupervisorsjudgment.
8) Constraintsaffectingtherecruitmentprocessarisefrom: 8)
A) emerginglabourshortagesandinducementsofferedbycompetitors.
B) emerginglabourshortages,inducementsofferedbycompetitors,andemploymentequity
plans.
C) therearenoconstraints.
D) inducementsofferedbycompetitors.
E) employmentequityplansandemerginglabourshortages.
9) AnengineeringconsultingcompanyoperatingacrossCanadahaslaunchedaninitiativetorecruit 9)
engineersfromEngland.Whichoftheconstraintsontherecruitmentprocessisthismostlikely
primarilydesignedtoaddress?
A) employmentequityplans
B) employmentstatuspolicies
C) inducementsofferedbycompetitors
D) compensationpolicies
E) thelabourshortageforcertainoccupationsinCanada
10) ________influencetheattractivenessofthejobtopotentialapplicants. 10)

A) Humanresourcesplans
B) Recruitmentbudgets
C) Promote-from-withinpolicies
D) Employmentstatuspolicies
E) Compensationpolicies
2
11) Thebiggestconstraintonrecruitingactivityatthistimeisthe: 11)
A) therecruitmentbudget.
B) emerginglabourshortage.
C) environmentalfactors.
D) recruiterpreferences.
E) organizationalplans.
12) Recruitersmusttrytomeettheprevailingstandardswhiledealingwith: 12)

A) organizationalpolicies.
B) environmentalfactors.
C) thejobspecifications.
D) recruiterpreferences.
E) inducementsofcompetitors.
13) YouarearecruiterforapublicrelationsagencyandmustfillthepositionofDirectorofBusiness 13)

Development.Theadvantagesoffillingthepositionwithinsidecandidatesincludes:
A) insidersarelesslikelytorequiretrainingandaremorelikelytohaveaninnovativeapproach.
B) managersareprovidedwithalonger-termperspectivewhenmakingbusinessdecisions.
C) therewouldbenoadvantages.
D) managersareprovidedwithalonger-termperspectivewhenmakingbusinessdecisionsand
insidersmaybemorecommittedtocompanygoalsandlesslikelytoleave.
E) insidersarelikelytohaveaninnovativeapproach.

Development.Thedisadvantagesoffillingthepositionwithinsidecandidatesincludesallofthe
followingEXCEPT:
A) difficultyforanewly-chosenleadertogainacceptance.
B) lessorientationisrequired
C) inbreeding.
D) lessinnovativeapproachestodecision-making
E) awasteoftimeifallinternalcandidatesmustbeinterviewed.
15) Tobeeffective,promotionfromwithinrequiresusingeachofthefollowingtoolsEXCEPT: 15)

A) humanresourcesrecords.
B) newspaperadvertisements.
C) skillsinventories.
D) interviewing.
E) jobposting.
16) Aneffectivewayofspreadingthewordaboutjobopportunitiestocurrentemployeesis: 16)

A) radioadvertising.
B) preparingajobdescription.
C) placingaclassifiedadvertisementinthenewspaper.
D) jobposting.
E) preparingajobspecification.
3
17) InformationtypicallyfoundinajobpostingincludesallofthefollowingEXCEPT: 17)
A) jobtitle.
B) payrange.
C) thenameofthepreviousincumbent.
D) qualificationsrequired.
E) postingdate.
18) Skillsinventoriesare: 18)

A) notusefulunlessthereisauniquejobbeingappliedfor.
B) onlycomputerized.
C) usedforemployeetraining.
D) oftenusedasasupplementtojobpostings.
E) alwaysusedinsteadofjobpostings.
19) AnexaminationofhumanresourcesrecordsmayrevealallofthefollowingEXCEPT: 19)

A) occupationalsegregation.
B) peoplewhoalreadyhavetherequisiteKSAs.
C) personswiththepotentialtomoveintothevacantpositionifgivensomeadditionaltraining.
D) underemployment.
E) employeeswhoareworkinginjobsbelowtheireducationorskilllevels.
20) AdvantagesofjobpostingincludeallofthefollowingEXCEPT: 20)

A) employmentequitygoalsaremorelikelytobemet.
B) everyqualifiedemployeeisprovidedwithachanceforatransferorpromotion.
C) theorganizationspoliciesandguidelinesregardingpromotionsandtransfersare
communicated.
D) thelikelihoodofspecialdealsandfavouritismisreduced.
E) theorganizationscommitmenttocareergrowthanddevelopmentisdemonstrated.

Development.Thedisadvantagesofaninternaljobpostinginclude:
A) thedecisionaboutwhichcandidatetoselectmaybemoredifficultiftherearetwoormore
equallyqualifiedcandidates.
B) unsuccessfuljobcandidatesarerarelydemotivated,understandingfeedbackmaynotbe
communicatedinatimelymanner.
C) itisrarethatitisadifficultdecisionaboutwhichcandidatetoselect;eveniftherearetwoor
moreequallyqualifiedcandidates.
D) everyqualifiedemployeedoesnothaveachancefortransferorpromotion.
E) itdoesnotreducethelikelihoodofspecialdealsandfavouritism.
22) Youarearecruiterforatelecommunicationscompany.WhenrecruitingforthepositionofDirector 22)

ofCustomerServicewhichofthefollowingismosthelpfulasasupplementtojobpostingsto
ensurethatqualifiedinternalcandidatesareidentifiedandconsideredwhenvacanciesarise?
A) atelephonehot-line
B) asuccessionplan
C) areplacementchart
D) skillsinventories
E) replacementsummaries
4
23) Whichofthefollowingisalimitationofrecruitingfromwithintheorganization? 23)
A) Ifthereisajobpostingpolicy,externalcandidatescanonlybeconsideredifthereareno
qualifiedinternalcandidates.
B) Infirmswithapromote-from-withinpolicy,positionsarerarelyfilledexternally.
C) Mostentry-leveljobsarefilledwithcurrentemployees.
D) Ifpositionsarevacatedunexpectedly,theremaybenoqualifiedinternalcandidates.
E) Alloftheabovearelimitationsofrecruitingfromwithin.
24) Youarearecruiterforatelecommunicationscompany.WhenrecruitingforthepositionofDirector 24)

ofCustomerServicewhichofthefollowingwouldnotaccountforwhyyouwouldrecruit
externally?
A) Creativeproblem-solvingtechniquesmaybeacquired.
B) Rivalryandcompetitionbetweenemployeesmaybeeliminated.
C) Employmentequitygoalsandtimetablesmaybemet.
D) Thequalityoftheselectiondecisionmaybebetter.
E) Qualifiedemployeeshaveachanceforpromotion.
25) Externalrecruitmentoftenresultsin: 25)

A) thegenerationofahomogeneouspoolofapplicants.
B) rivalryandcompetitionamongemployees.
C) problemsinmeetingemploymentequitygoals.
D) highercostsduetoextensivetraining.
E) costsavingsduetolessextensivetraining.
26) Forexecutive-levelpositions,firmsnormallyrelyon: 26)

A) professionalsearchfirms.
B) employmentagencies.
C) employeereferrals.
D) newspaperads.
E) onlinerecruitment.
27) Inarecentsurvey,localnewspaperadvertisingwasratedasveryusefulby54percentof 27)

respondentsforwhichofthefollowingcategoriesofemployees?
A) technicalemployees
B) managers/supervisors
C) othersalariedemployees
D) executives
E) professionalemployees
28) Yieldratiois: 28)

A) applicantswhoperformwellinthehiringprocess.
B) thepercentageofapplicantsthatwillnotproceedtothenextstageoftheprocess.
C) applicantsthatdonotcontinueinthehiringprocess.
D) applicantswhoperformpoorlyinthehiringprocess.
E) thepercentageofapplicantsthatproceedtothenextstageoftheprocess.
5
29) Time-lapsedata: 29)
A) cannotbeusedforeveryrecruitmentmethod.
B) istheaveragenumberofdaysfromwhenthecompanyinitiatesarecruitmentmethodto
whenthesuccessfulcandidatebeginstoworkandhascompletedtheorientationprocess.
C) doesnottakeintoaccounttheamountofleadtimeavailable.
D) isnotausefultoolintherecruitmentprocess.
E) istheaveragenumberofdaysfromwhenthecompanyinitiatesarecruitmentmethodto
whenthesuccessfulcandidatebeginstowork.
30) Employersmayusearecruitingyieldpyramidforeachrecruitmentmethodtodeterminethe: 30)

A) numberofapplicantsfailingtherecruitingandselectingprocess.
B) numberofapplicantsrejected.
C) numberofapplicantsthatmustbeattractedtohiretherequirednumberofnewemployees.
D) amountofleadtimeneededtohiretherequirednumberofnewemployees.
E) projectedturnoverrate.
31) Employersmayusetime-lapsedataforeachrecruitmentmethodtodeterminethe: 31)

A) numberofapplicantsrejected.
B) numberofapplicantsfailingtherecruitingandselectingprocess.
C) projectedturnoverrate.
D) amountofleadtimeneededtohiretherequirednumberofnewemployees.
E) numberofapplicantsthatmustbeattractedtohiretherequirednumberofnewemployees.
32) Onlinerecruitment: 32)

A) doesincreasehiringspeed,andthereforereducesthecostsofvacantpositions.
B) reduceshiringspeedbutdoesreducethecostsofvacantpositions.
C) reducestheuseoftheIntranetandInternettechnology.
D) increaseshiringspeed,andthereforeincreasesthecostsofvacantpositions.
E) reduceshiringspeedbecauseoftechnologicalcomplexities.
33) Onlinejobboardsare: 33)

A) fast,convenientandeasy,whenthejobboardsusedarelarge.
B) slowbuteasytouse.
C) fast,convenientandeasy.
D) secureandconfidential.
E) fast,butnoteasy.
34) PopularityofInternetjobboardsamongjobseekersishighdueto: 34)

A) thetechnologicalrequirementsoftheInternet.
B) thenumberofjobpostingsavailableononesite.
C) theyarenotpopular.
D) thetypesofjobpostingsavailable.
E) thefeaturesofthejobboards.
35) OneproblemwithInternetjobboardsis: 35)

A) therearenoproblems.
B) theyarevulnerabletoprivacybreaches.
C) jobseekerscannotsearchmultiplejobboardswithonequery.
D) fakejobpostingsleadtoresumescopiedontocompetingjobboards.
E) itisdifficulttopostresumesonline.
6
36) Withtheoverabundanceofapplicantsnowfoundonmostonlinejobboards,employersnowuse: 36)
A) Monster.ca.
B) theirowncorporatewebsitestorecruit.
C) printadvertising.
D) applicationserviceproviders.
E) workopolis.ca.
37) CorporatecareerWebsites: 37)

A) provideaplatformthatpromotesthecorporatebrand.
B) educatetheapplicantabouttheindustry.
C) providedetailsaboutthehumanresourceplanning.
D) capturedataabouttheorganization.
E) providelinkstocompanyadvertisements.
38) CorporateWebsitescanhelpthecompanycreateapoolofcandidateswhohave: 38)

A) alreadyworkedwiththecompany.
B) alreadybeenprescreened.
C) alreadyfilledoutanapplicationform.
D) alreadyexpressedinterestintheorganization.
E) repliedtoaspecificadinprint.
39) Onlinerecruitingmustbeconsistentwiththecompanysoverall: 39)

A) businessdevelopmentstrategy.
B) salesstrategy.
C) marketingstrategy.
D) operationsstrategy.
E) financestrategy.
40) Passivejobseekersare: 40)

A) happilyemployedintheirpresentjob.
B) manufacturingemployees.
C) professionalemployees.
D) lookingforanewjob.
E) managerialemployees.
41) BestpracticesforcareerWebsitesinclude: 41)

A) includingauniqueapplicationforeachfunctionalarea.
B) usinganASP.
C) havingadirectlinkfromthehomepagetothecareerpage.
D) usingprintalongwiththeWebsite.
E) embellishingbusinessprospects.
42) FirmsuseapplicationserviceproviderstopowertheircareerWebsitessothatthecompany: 42)

A) canreducerecruitmentcosts.
B) doesnothavetoworryaboutmaintainingorupdatingtherecruitingsoftware.
C) canworryaboutadministeringrecruitingsoftwareonly.
D) canallowtheHRdepartmenttofocusontacticalrecruitmentefforts.
E) canreducerecruitmentcosts.
7
43) ASPfirmsprovide: 43)
A) resumewritingworkshops.
B) standardizedapplicationforms.
C) ashortlistofcandidatesforinterviews.
D) alonglistofcandidatesforinterviews.
E) sampleresumes.
44) CorporateWebsites: 44)

A) createdifferenttypesofapplicationsandhelprecruitersmanagerelationshipswith
candidates.
B) improverecruitmentthroughonlinescreeningtoolsforcommunicatingwithcandidates,
therebysavingtime.
C) areusingcareerWebsitestoadvertiseproductsorservicessold.
D) areallowingstreamliningofdatatouseintheapplication.
E) areusingcareerWebsitestopositioncorporatebrandstoadvertisecareeropportunities.
45) Activejobseekers: 45)

A) musthaveanaccessible,prominentlypositionedlinkonthehomepageleadingdirectlytothe
careersectiontomakeiteasierforthemtopursuejobopportunities.
B) aretheindividualsthatvisitthecareerWebsites.
C) arenottheonlytypeofindividualstovisitthecareerWebsite.
D) havethebestaccesstothecareerWebsites.
E) areknownaspassivejobseekers.
46) BestpracticesforcareerWebsitesinclude: 46)

A) flashydesign.
B) focusingoneasynavigationbutnotallowingfastdownloadtimes.
C) allowingnothird-partysourcesofinformation.
D) presentingmaterialinlargeblocksoftext.
E) tryingtopersonalizeeachjobseekersexperience.
47) Thefour-pointguideshouldbeusedtoconstructanad.Theguideiscalled: 47)

A) PA.
B) DA.
C) AIDA.
D) IDA.
E) noneoftheabove.
48) Toachieveoptimumresultsfromanad,theadshould: 48)

A) tellpeoplewheretoapply.
B) createdesireforthejob.
C) namewhomtocall.
D) appearintheclassifiedads.
E) noneoftheabove.
8
49) Blindads: 49)
A) arealwaysusedifthepositionisstillstaffed.
B) arethesameaswantads.
C) allowforconfidentialityforthehiringfirm.
D) arefavouredbyjobseekers.
E) donotallowajobseekertounknowinglysendaresumetothefirmatwhichtheyare
currentlyemployed.
50) Whichofthefollowingisanadvantageofusingadvertisingasarecruitmentmethod? 50)

A) advertisingreducescostsassociatedwithrecruitment
B) advertisingallowsemployerstoreachadiversegroupofjobapplicants
C) advertisingsavestimeintheprocess
D) thereisnoadvantage
E) advertisingallowsjobseekerstorespondveryquickly
51) Whichofthefollowingisconsideredaninexpensiverecruitmentmethod? 51)

A) employeereferrals
B) educationalinstitutions
C) walk-ins
D) walk-insandwrite-ins
E) write-ins
52) Youarearecruiterinatelecommunicationcompany.InrecruitingforthepositionofBusiness 52)

DivisionSalesManagerwhichofthefollowingwouldbetheadvantageoftheemployeereferral
method?
A) Itrepresentsalowrecruitingcost.
B) Itusuallyleadstohigherqualitycandidates.
C) Itwouldassistinmanagingdiversityinthefirm.
D) Itgenerallyattractsagreaterpoolofapplicantsthanothermethods.
E) Itdoesnotallowinbreeding.
53) Perhapsthebiggestdrawbackassociatedwithemployeereferralsisthe: 53)

A) dissatisfactionofemployeeswhosereferralisnothired.
B) potentialformoraleproblems.
C) unrealisticexpectationsnewly-hiredemployeeshaveaboutthefirm.
D) potentialforsystemicdiscrimination.
E) costsinvolvedinprovidingcashawards.
54) Nepotism: 54)

A) isadisadvantageasassociatedwithhiringonanon-linejobboard.
B) isapreferenceforhiringpastcolleaguesofcurrentemployees;thisisassociatedwith
employeereferrals.
C) isassociatedwithrecruitingatschools.
D) isapreferenceforhiringrelativesofcurrentemployees.
E) cancausemoraleproblemsassociatedwithhiringforexecutivepositions.
9
55) Nepotismisaproblemmostcloselyassociatedwith: 55)
A) walk-ins.
B) humanresourcecentres.
C) employeereferrals.
D) write-ins.
E) educationalinstitutions.
56) YouarearecruiterinatelecommunicationscompanyandarehiringforthepositionofHuman 56)

ResourcesClerk.Thepositionrequiressomeformaltrainingbutlittleworkexperience.Whichof
thefollowingrecruitmentmethodsislikelytobemosteffectiveingeneratingapoolofqualified
candidatesatlowcost?
A) educationalinstitutions
B) employmentagencies
C) newspaperadvertisements
D) humanresourcecentres
E) professionaljournaladvertisements
57) Summerinternshipprograms: 57)

A) hirecollegeand/oruniversitystudentstocompletesummerprojectsbeforetheygraduate.
B) producewin-winresults,butstudentsbenefitmore.
C) haveoneobjectiveonly:toallowstudentstoobtainbusinessexperience.
D) frequentlyofferpermanentpositionsfollowinggraduationifinternshaveexcellent
performance.
E) areexpensivetoassessstudents.
58) Benefitsassociatedwithinternship,co-op,andfieldplacementprogramsincludeallofthe 58)

followingEXCEPT:
A) currentknowledgeandenthusiasm.
B) lesslikelihoodofleavingshortlyafterhireifemployedbythefirm.
C) experiencedtalent
D) theabilityofemployerstoassesstheskillsandabilitiesofpotentialemployees.
E) lowrecruitmentcosts.
59) Humanresourcecentresareusedprimarilytohelp: 59)

A) technicalemployees.
B) unionemployees.
C) supervisoryemployees.
D) unemployedindividuals.
E) skilledtradespersons.
60) Situationsinwhichanemployermayuseanemploymentagencyforcandidaterecruitment 60)

A) difficultyingeneratingapoolofqualifiedjobcandidatesforthistypeofpositioninthepast.
B) theneedtofillanopenpositionquickly.
C) theorganizationdoesnothaveanHRdepartment.
D) lackofaninternalHRdepartment.
E) aperceivedneedtoattractamorehomogeneouspoolofapplicants.
10
61) Toseekoutmiddle-tosenior-levelprofessionalandmanagerialemployees,firmsoftenretain: 61)
A) anemploymentagency.
B) anexecutivesearchfirm.
C) atalentscout.
D) aprofessionalortradeassociation.
E) aprofessionalagency.
62) Whichofthefollowingstatementsaboutheadhuntersistrue? 62)

A) Theyoftenspecializeinaparticulartypeoftalent.
B) Theircodeofethicsprohibitsthemfromcontactingindividualswhoarecurrentlyemployed.
C) Theyareusedforjobsinthe$30,000pluspayrange.
D) Theyarepaidafeebythejobseeker.
E) Thepercentageofpositionsfilledbysuchfirmsisgenerallyquitelarge.
63) AdvantagesassociatedwiththeuseofheadhuntersincludeallofthefollowingEXCEPT: 63)

A) theytypicallyknowthemarketplace.
B) theirskillinrecruitingemployeesofalllevels.
C) theirskillinreachingindividualswhoareemployed.
D) theirwidenumberofbusinesscontacts.
E) theirskillinreachingindividualswhoarenotactivelylookingtochangejobs.
64) ApotentialpitfalltousingExecutiveSearchFirmsincludesallofthefollowingEXCEPT: 64)

A) theymaypresentunpromisingcandidatestoaclient.
B) theycanbemoreinterestedinpersuadingtheemployertohireanycandidate.
C) theytendtobemoresalespeoplethantheyareprofessionals.
D) theytendtofocusonlyonpersonscurrentlylookingfornewpositions.
E) thetimethatmustbespentexplainingindetailthetypeofcandidaterequired.
65) Toachieveoptimumresultsfromanadvertisement,thefour -pointguideknownasAIDAshould 65)

beused.Thisstandsfor:
A) attention,interest,desire,action.
B) attention,illumination,development,assessment.
C) attention,interest,development,action.
D) approach,introspection,desire,activity.
E) alert,interest,desire,appraisal.
66) Youarearecruiterwithasoftwaredevelopmentfirmandareseekingtofillpositionsrequiring 66)

specificcomputerprogrammingknowledgeandworkexperience.Whichofthefollowing
recruitmentsourcesormethodswouldbeparticularlyusefultoyou?
A) educationalinstitutions
B) alabourorganization
C) newspaperadvertising
D) write-ins
E) professionalandtradeassociations
11
67) Thetypesofpositionscommonlyfilledthroughunionhiringhallsincludeallofthefollowing 67)
EXCEPT:
A) welders.
B) pipefitters.
C) plumbers.
D) carpenters.
E) securityguards.
68) TheCFLCisresponsiblefor: 68)

A) developingadatabaseofjobpostingsforskilledpersonnelatnocharge.
B) conductingreserveforcetrainingthatdevelopsmilitaryskills.
C) promotingthehiringofreservistsbycivilianemployers.
D) allowingemployerstointerviewforpersonnelatmorethan300militaryunits.
E) requiringcivilianemployerstogivereserviststimeofffortraining.
69) Openhousesare: 69)

A) commoningovernmentorganizations.
B) themostpopularrecruitmentmethod.
C) notusedtoday.
D) noneoftheabove
E) thechoicewhentherearemanyjobsforcandidates.
70) Jobfaireventswouldnotallow: 70)

A) topprospectstobeinvitedtovisitthefirmatalaterdate.
B) recruiterstoshareinformationabouttheorganization.
C) computertechnologycanbeused;somejobfairsareheldon -line.
D) recruiterstosharejobopportunitiesinaninformal,relaxedsetting.
E) in-depthassessmentofcandidates.
71) Asoutlinedinthetext,sourcesofnonpermanentstaffare: 71)

A) olderworkers.
B) youngerworkers.
C) contractworkersandtemporaryhelpagencies.
D) temporaryhelpagencies.
E) temporaryhelpagencies,contractworkers,andemployeeleasing.
72) AllofthefollowingstatementsabouttemporaryhelpagenciesaretrueEXCEPT: 72)

A) Tempscostmuchlessthanpermanentemployees.
B) Firmsmayusetemporaryemployeestohandlespecialprojectsforwhichthereareno
currentemployeeswithtimeand/orexpertise.
C) Temporaryagenciesprovidesupplementalworkers.
D) Ifatempperformsunsatisfactorily,asubstitutecangenerallybesentwithinonebusiness
day.
E) Tempsaregenerallywellpaid.
73) AllofthefollowingstatementsaboutcontractworkersaretrueEXCEPT: 73)

A) Manyprofessionalswithspecializedskillsbecomecontractworkers.
B) Somehavefoundthemselvesoutofafull -timejobduetocutbacks.
C) Contractworkerstendtohavehighemployercommitment.
D) Somecontractorsareindividualswhohavebeenunabletoobtainfull-timework.
E) Somehaveconsciouslymadeadecisiontoworkforthemselves.
12
74) Employeeleasingtypicallyis: 74)
A) anarrangementthatinvolvesacompanytransferringspecificemployeestothepayrollofa
subsidiaryoftheorganization.
B) anarrangementthatinvolvesacompanytransferringspecificemployeestothepayrollofa
professionalemployerorganization(PEO)inanexplicitjoint-employmentrelationship.
C) ancontractthatinvolvesanorganizationhiringindividualspermanently.
D) anarrangementthatinvolvesacompanytransferringspecificemployeestothepayrollofan
agency.
E) anarrangementtohirethatinvolvesanorganizationhiringindividualsfromdesignated
groups.
75) Significantbenefitstohiringandretainingolderemployeesinclude: 75)

A) theopportunitytodevelopflexibleworkoptions.
B) theirknowledgeofhistory-howthingsweredone.
C) theirstrongworkethic.
D) theopportunitytoinvestinretraining.
E) noneoftheabove.
76) WhichofthefollowingistrueaboutrecruitingmembersfromGenerationYaccordingtorecent 76)

research?
A) Theyvaluecreativity,diversity,andsocialresponsibility.
B) Theyvaluejobsecurity.
C) Work/lifebalanceistheirgreatestpriorityinchoosinganemployer.
D) Theyvaluejobsecurityanddiversity.
E) Theyvaluecreativityandsocialresponsibility.
77) Renu,arecruiteratasportswearretailer,hasdevelopedajobapplicationformonwhichapplicant 77)

responseshavebeenweighted,basedontheirstatisticalrelationshiptomeasuresofjobsuccess.
Theformshedevelopedisknownasa:
A) weightedapplicationform.
B) statisticalapplicationform.
C) biographicalinformationblank.
D) weightedapplicationblank.
E) selectiontest.
78) Recentresearchhasfoundastrongcorrelationbetweensuccessfulrecruitingandshareholder 78)

value.
79) Recruitmentistheprocessofsearchingoutandhiringqualifiedjobapplicants. 79)
80) Havingarecruit-from-withinpolicymaymeanthatnoexternalcandidatescanbeconsidered 80)

untilthepostingperiodisover,evenifitiswellknownthattherearenoqualifiedinternal
candidates.
81) Relyingonemployeereferralscanresultinsystemicdiscrimination. 81)
82) Externalrecruitmentisgenerallythemajorsourceofcandidates. 82)
13
83) Inmanyfirmswithapolicyofpromotingfromwithin,potentialexternalcandidatesarealso 83)
considered.
84) Oneadvantageofemployeereferralsisthat,becausetherearenoadvertisingfeesinvolved, 84)

payingbonusesrepresentsalowrecruitingcost.
85) Adisadvantageofusingsocialnetworkingsitesasarecruitmentmethodisthecostinvolved. 85)
86) Ariskofusingsocialnetworkingsitesasarecruitmentmethodisthatdisgruntledformer 86)

employeesorcustomersmaypostnegativecommentsonthesite.
87) HRDChelpsindividualsfindjobsatnocosttothecandidatebuttheemployermustpayafee. 87)
88) Recruitscanbehiredthroughunionhiringhalls,particularlyinconstruction.Therosterof 88)

membersonlyworkforoneorganizationatatime.
89) Individualsworkingastempswhoareseekingfull-timeemploymentareoftenhighlymotivated, 89)

knowingthatmanyemployerschoosefull-timeemployeesfromtheranksoftheirtop-performing
temps.
90) Manyfirms,recognizingthebenefitsofamultigenerationalworkforce,aretakingstepstorecruit 90)

botholderandyoungerworkers.
91) Trendsofparticularsignificancetodayincludeadecreaseintheavailabilityofyoungerworkers. 91)
92) Mostoftherecruitmentmethodsoutlinedinthetextcanbeusedtoattractdesignatedgroup 92)

memberseventhoughtheemployerscommitmenttoequityanddiversityisunclear.
93) Formostemployers,completionofanapplicationformisthelaststepintherecruitmentprocess. 93)
94) Applicationformscanlegallyaskforinformationpertainingtocitizenship. 94)
95) Ifthereareillegalquestionsonanapplicationform,anunsuccessfulcandidatemaychallengethe 95)

legalityoftheentireprocess.Theburdenofproofisonthejobcandidate.
96) Adetailedapplicationformrequestingbiographicaldatafoundtobepredictiveofsuccessonthe 96)

jobisknownasaweightedapplicationblank.
97) Recruitingadiverseworkforceisanecessity.Compareandcontrastthebenefitsofattractingolderworkers
versusyoungeremployees.
98) Awellestablishedadvertisingfirmwishestoemploymoreyoungerworkersinordertobringnewperspectives
andcreativitytothefirm.Whatbenefitsshouldthefirmputinplaceforexistingworkersinordertoenticethis
targetgrouptojointhefirm.
99) Evenwhendetailedresumeshavebeensubmitted,mostfirmsalsorequestthatastandardizedcompany
applicationformbecompletedbyeveryjobapplicant.Why?
14
100) Describethestepsintherecruitmentprocess.
101) Listandexplainthestepsanemployershouldtaketobranditselfasanemployerofchoice.
102) Whataretheadvantagesanddisadvantagesoffillingopenpositionswithinternalcandidates?
103) Whataretheadvantagesofexternalrecruitment?
104) YouareahumanresourcesConsultanthiredbyaclienttoadviseondevelopingacareerWebsite.Whatare
thebestpracticesofcareerwebsitedevelopmentthatyouwoulddiscusswiththeclient?
15
AnswerKey
Testname:UNTITLED6
1) A
Topic: StrategicImportanceofRecruitment
Skill: Recall
2) A
Skill: Applied
3) E
Skill: Recall
4) C
Skill: Recall
5) E
Topic: TheRecruitmentProcess
Skill: Recall
6) D
Skill: Recall
7) A
Skill: Recall
8) B
Skill: Recall
9) E
Skill: Applied
10) E
Skill: Recall
11) B
Skill: Recall
12) E
Skill: Recall
13) D
Topic: RecruitingWithintheOrganization
Skill: Applied
14) B
Skill: Applied
15) B
Skill: Applied
16) D
Skill: Recall
16
AnswerKey
Testname:UNTITLED6
17) C
Skill: Recall
18) D
Skill: Recall
19) A
Skill: Applied
20) A
Skill: Recall
21) A
Skill: Applied
22) D
Skill: Applied
23) D
Skill: Recall
24) E
Topic: RecruitingOutsidetheOrganization
Skill: Applied
25) E
Skill: Applied
26) A
Skill: Recall
27) C
Skill: Applied
28) E
Skill: Recall
29) E
Skill: Recall
30) C
Skill: Recall
31) D
Skill: Recall
32) A
Skill: Applied
17
AnswerKey
Testname:UNTITLED6
33) C
Skill: Applied
34) B
Skill: Recall
35) B
Skill: Recall
36) B
Skill: Recall
37) A
Skill: Recall
38) D
Skill: Applied
39) C
Skill: Recall
40) A
Skill: Recall
41) C
Skill: Recall
42) B
Skill: Applied
43) B
Skill: Recall
44) E
Skill: Applied
45) C
Skill: Recall
46) E
Skill: Applied
47) C
Skill: Recall
48) B
Skill: Recall
18
AnswerKey
Testname:UNTITLED6
49) C
Skill: Recall
50) B
Skill: Recall
51) D
Skill: Recall
52) A
Skill: Applied
53) D
Skill: Applied
54) D
Skill: Recall
55) C
Skill: Recall
56) A
Skill: Applied
57) D
Skill: Applied
58) C
Skill: Applied
59) D
Skill: Recall
60) E
Skill: Applied
61) B
Skill: Recall
62) A
Skill: Applied
63) B
Skill: Applied
64) D
Skill: Applied
19
AnswerKey
Testname:UNTITLED6
65) A
Skill: Recall
66) E
Skill: Applied
67) E
Skill: Recall
68) C
Skill: Recall
69) E
Skill: Recall
70) E
Skill: Applied
71) E
Skill: Recall
72) E
Skill: Recall
73) C
Skill: Recall
74) B
Skill: Recall
75) C
Topic: RecruitingaMoreDiverseWorkforce
Skill: Recall
76) A
Skill: Recall
77) D
Topic: DevelopingandUsingApplicationForms
Skill: Applied
78) TRUE
Skill: Recall
79) TRUE
Skill: Recall
80) TRUE
Skill: Applied
20
AnswerKey
Testname:UNTITLED6
81) TRUE
Skill: Recall
82) TRUE
Skill: Recall
83) TRUE
Skill: Recall
84) TRUE
Skill: Applied
85) FALSE
Skill: Applied
86) TRUE
Skill: Recall
87) TRUE
Skill: Recall
88) TRUE
Skill: Recall
89) TRUE
Skill: Recall
90) TRUE
Skill: Recall
91) TRUE
Skill: Recall
92) FALSE
Skill: Recall
93) TRUE
Skill: Recall
94) TRUE
Skill: Recall
95) FALSE
Skill: Recall
96) FALSE
Skill: Recall
21
AnswerKey
Testname:UNTITLED6
97) Benefitsofrecruitingolderworkers:highjobsatisfaction;astrongsenseofloyaltyandorganizationalcommitment;a
strongworkethic;goodpeopleskills;andwillingnesstoworkinavarietyofroles,includingpart- time
Benefitsofrecruitingyoungerworkers:theybringenergy,enthusiasm,andphysicalstrengthtotheirpositions
Skill: Recall
98) Recentresearchindicatesthatthetop3benefitsforenticinggenerationYmembersaresalary,casualwok
environmentandgrowthdevelopmentopportunities.Otherenticementsinclude:
Opportunitiestovolunteerinthecommunity
Regularfeedback
Tuitionreimbursementprograms
Strongrewardandrecognitionprograms
Aconnectiontothevisionandmissionoftheorganization.
Skill: Applied
99) Candidatecomparisonisfacilitatedbecauseinformationiscollectedinauniformmanner.
Theinformationthatthecompanyrequiresisrequested;itisnotsimplylefttothecandidatetoincludethatwhichhe
orshewishestoreveal.Byaskingforworkhistoryinreversechronologicalorderandinsistingthatdatesbeprovided,
forexample,gapsinworkhistorymayberevealedthatareconcealedonthecandidatesresume.
Candidatesaretypicallyaskedtocompleteanapplicationformwhileonthecompanypremises,whichmeansthat
theapplicationformismorelikelytobeasampleofthecandidatesownwork.
Applicationformstypicallyaskthecandidatetoprovidewrittenauthorizationforreferencechecking.Aphotocopy
ofthissectionoftheapplicationformcanbefaxedormailedtoindividualsbeingaskedforreferences,ifsorequested.
Candidatesareaskedtoacknowledgethattheinformationprovidedistrueandaccurate,whichprotectsthecompany
fromapplicantswhofalsifytheircredentials.
Manyapplicationformstodayhaveanoptionalsectionregardingdesignatedgroupmemberstatus.Thisinformation
isusedforemploymentequitytrackingpurposes.
Skill: Recall
100) JobopeningsareidentifiedthroughHRplanningormanagerrequest.HRplansplayavitalroleintheidentification
process,becausetheyindicatepresentandfutureopeningsandspecifywhichshouldbefilledinternallyandwhich
externally.Whenopeningsariseunexpectedly,theimmediatesupervisormayhavetocompleteahumanresources
requisitionformorabusinessplantoobtainauthorizationtoproceedwithrecruitmentandselection.
Thejobrequirements aredetermined.Thisinvolvesreviewingthejobdescriptionandthejobspecificationand
updatingthem,ifnecessary.Managercommentsmayalsoprovehelpfulinidentifyingrequirements,particularly
pertainingtopersonalityandfit.
Appropriaterecruitingsource(s)andmethod(s) arechosen.Thereisnosinglebestrecruitingtechnique,andthe
mostappropriateforanygivenpositiondepend(s)onanumberoffactors,includingtypeofposition,recruitment
budget,andcompensationpolicies.
Apoolofqualifiedrecruits isgenerated.
Skill: Recall
101) Thereare3stepsinemployerbranding.
Theemployershouldfirstdefinethetargetaudience,wheretofindthem,andwhattheywantfromanemployer.
Thesecondstepistodeveloptheemployeevalueproposition.Inthissteptheemployershouldidentifythespecific
reasonsthatmaketheorganizationauniqueplacetoworkandamoreattractiveemployerforthetargetaudience.
Thethirdstepistocommunicatethebrandbyincorporatingthevaluepropositionintoallrecruitmentefforts.
Skill: Recall
22
AnswerKey
Testname:UNTITLED6
102) Thereareatleastfiveadvantagesofrecruitingwithintheorganization:
Employeesseethatcompetenceisrewarded,thusenhancingcommitment,moraleandperformance.
Havingalreadybeenwiththefirmforsometime,insidecandidatesmaybemorecommittedtocompanygoalsand
lesslikelytoleave.
Managersareprovidedwithalonger-termperspectivewhenmakingbusinessdecisions.
Itisgenerallysafertopromoteemployeesfromwithin,sincethefirmislikelytohaveamoreaccurateassessmentof
thepersonsskillsandperformancelevelthanwouldotherwisebethecase.
Insidecandidatesrequirelessorientationthanoutsiders.
Hiringfromwithinalsohasanumberofdisadvantages:
Employeeswhoapplyforjobsanddontgetthemmaybecomediscontented.
Managersmayberequiredtopostalljobopeningsandinterviewallinsidecandidates,evenwhentheyalready
knowwhomtheywishtohire,thuswastingconsiderabletimeandcreatingfalsehopeonthepartofthoseemployees
notgenuinelybeingconsidered.
Employeesmaybelesssatisfiedwithandacceptingofanewbossappointedfromwithintheirownranksthanthey
wouldanewcomer.
Itissometimesdifficultforanewly-chosenleadertoadjusttonolongerbeingoneofthegang.
Thereisapossibilityofinbreeding.Whenanentiremanagementteamhasbeenbroughtupthroughtheranks,
theremaybeatendencytomakedecisionsbythebookandtomaintainthestatusquo,whenanewandinnovative
directionisneeded.
Skill: Recall
103) Externalrecruitmentmayresultin:
generationofalargerpoolofqualifiedcandidates,whichmayhaveapositiveimpactonthequalityoftheselection
decision
availabilityofamorediversepoolofapplicants,whichcanassistinmeetingemploymentequitygoalsandtimetables
acquisitionofskillsorknowledgenotcurrentlyavailablewithintheorganizationand/ornewideasandcreative
problem-solvingtechniques
eliminationofrivalryandcompetitioncausedbyemployeesjockeyingfortransfersandpromotions,whichcan
hinderinterpersonalandinterdepartmentalcooperation
potentialcostsavingsresultingfromhiringindividualswhoalreadyhavetheskills,ratherthanprovidingextensive
training.
Skill: Recall
104) Includecandidinformationabouttheculture,careerpaths,andbusinessprospects.Someonlineapplicantsalsowant
toviewvirtualtoursoftheworkplace.
Designseparatesectionsfordifferenttypesofjobseekers,suchasstudents.
Haveadirectlinkfromthehomepagetothecareerpage.
Haveajobsearchtoolthatallowsapplicantstosearchopenjobpositionbylocationandjobcategory.
Haveastandardizedapplicationorresumebuildertoallowforeasyapplicantscreening.
Utilizee-mailtoafriendoptionsforvisitorreferrals.
Skill: Applied
23
Exam
Name___________________________________
1) Whichofthefollowingareconsideredtobehiddencostsofapoorselectionprocess? 1)
A) Customeralienationandinternaldisorganizationwhenanunsuccessfulemployeeis
terminated.
B) Thecostoforientinganewlyselectedemployeetoreplacetheunsuccessfulemployeewho
wasterminated.
C) customeralienation
D) Strategicobjectiveswillnotbemet.
E) Thecostofbeginningtheselectionprocessoveragainwhenanunsuccessfulemployeeis
terminated.
2) Renuisthehumanresourcesprofessionalatatelecommunicationscompanywhoistaskedwith 2)
ensuringthatthefirmsselectionprocessadhereswiththefirmsemploymentequityplan
mandatedbylegislation.Whichofthefollowingmustsheensure?
A) Theprocessdoesnothaveanadverseeffectonwomenorpersonswithdisabilities.
B) Theprocessdoesnothaveanadverseeffectonwomen,personswithdisabilities,aboriginals
personsorvisibleminorities.
C) Noemployeeswithunsuitablebackgroundsarehired.
D) Theprocessdoesnothaveanadverseeffectonwomenormembersofcertainreligious
groups.
E) Writtenauthorizationisobtainedforreferencechecking.
3) Yungisthemanagerofhumanresourcesatacreditunion.Followinganincidentwhereaformer 3)
employeewasconvictedfortheftofcustomeraccountinformationshehasbecomeincreasingly
concernedaboutnegligenthiringlawsuits.Whichofthefollowingstepswouldbethemosthelpful
inaddressingherconcern?
A) ensuringselectioncriteriaarebasedonjobdescriptions
B) carefullyscrutinizingapplicationformsandcheckingreferences
C) obtainingconsenttocheckreferences
D) ensuringselectioncriteriaarebasedonjobspecifications
E) adequatelyassessingtheapplicantsabilitytomeetperformancestandards
4) Aselectionratioof1:3generallymeansthefollowing: 4)
A) therearehighqualityrecruitsandmanyapplicantsfromwhichtoselect.
B) therearealimitednumberofapplicantsfromwhichtoselectandlikelylowqualityrecruits.
C) therearealimitednumberofapplicantsfromwhichtoselect.
D) therearemanyapplicantsfromwhichtoselect.
E) therearelowqualityrecruitsbutmanyapplicantsfromwhichtoselect.
5) Themultiplehurdlestrategyisanapproachtoselectioninvolvinga(n): 5)
A) seriesofinterviews.
B) seriesofsuccessivestepsorhurdles.
C) selectionofinstrumentsforselectionpurposes.
D) reliabilityandvalidityanalysis.
E) noneoftheabove.
1
6) Girishistheownerofasoftwaredevelopmentfirmwith60employees.Hewishestoimplementa 6)
formaltestingprogramwhichmeasuresworkrelatedtraitsandbehaviours.Whichofthe
followingdoyourecommendheimplement?
A) theWonderlicPersonnelText
B) acomputerizedtestingprogram
C) ThePredictiveIndex
D) panelinterviews
E) Thereisnosuchtool.
7) Whichistrueoftheinterviewquestion:Howwouldyouhandleanangrycustomer? 7)
A) Itisasituationalquestion.
B) Itisasituationalquestionwhichtestsknowledgeandexperience.
C) Ittestsknowledgeandexperience.
D) Ittestsintellectualcapacity.
E) Itisanexampleofbehaviouralinterviewing.
8) Selectionisastrategicactivityinthattheidealindividualwillpossessthe: 8)
A) requiredKSAs,withtherightexperience.
B) abilitytofitwiththestrategicdirectionoftheorganization.
C) requiredKSAs,performwell,andfittheorganizationalculture.
D) requiredskills,technicalabilityandknowledge.
E) requiredskills,andfittheorganizationalculture.
9) Strategicselectionisimportantforthefollowingreasons: 9)
A) thetimeandcostsinvolved.
B) thebudgetrequiredandlegalimplications.
C) theemploymentequityplan.
D) thecostsinvolved,impactonperformance,andlegalimplications.
E) ethicalreasons.
10) Employersareincreasinglybeingheldliablefordamagesstemmingfromtheir: 10)

A) discriminatorypracticesintheselectionprocess.
B) negligenthiringofworkerswhosubsequentlycommitcriminalactsonthejob.
C) useofunreliableselectiontests.
D) failuretoabidebyemploymentequitylegislativerequirements.
E) useofinvalidselectiontests.

A) Selectionplaysarelativelyminorroleintheachievementofemploymentequitygoals.
B) Thetypesofselectioninstrumentsandscreeningdevicesusedarefairlystandardized.
C) Selectionstrategiesshouldbecontinuallyrefined,regardlessofcost.
D) TheHRdepartmentstaffmembersgenerallyscreenandtestapplicants,performreference
checking,andmakethefinalselectiondecision.
E) Theorganizationsstrategicplanplacesmajorconstraintsonselectiondecisions.
2
A) Theselectionratioisgenerallyunrelatedtothequalityofrecruits.
B) Asmallselectionratio,suchas25:1,meansthatthereareveryfewapplicantsfromwhichto
select.
C) Bybasingselectioncriteriaonbonafideoccupationalrequirements,definedthroughjob
analysis,firmscancreatealegallydefensiblehiringsystem.
D) Theorganizationsrighttoknowoutweighsanindividualsrighttoprivacy.
E) Acceptinggiftsfromaprivateemploymentagencywantingthefirmsbusinessisan
acceptablepractice.
13) SuggestedguidelinestoavoidnegativelegalconsequencesincludeallofthefollowingEXCEPT: 13)

A) Therearenoexceptionslistedabove.
B) keepingcarefulrecordsdocumentingeachstageoftheselectionprocess.
C) checkingreferencesverycarefully.
D) adequatelyassessingeachapplicantsabilitytomeetperformancestandards.
E) rejectingapplicantswhomakefalsestatementsontheirapplicationforms.
14) Aselectionratiois: 14)

A) theratioofthenumberofinterviewssuccessfullycompletedtothetotalnumberof
applicants.
B) thecostperhire.
C) theratioofthenumberofoffersextendedtothetotalnumberofapplicants.
D) theratioofthetotalnumberofapplicantstothenumberofapplicantshired.
E) theratioofthetotalnumberofapplicantshiredtothetotalnumberofapplicants.
15) SandeepGillisthemanagerofabusylocalbranchofaprovincialcreditunion,Envirobank.The 15)

branchrecentlyhadtohire5newtellerstomeettheriseindemandforbranchservices.The
branchreliedmainlyoncandidateinterviewsasaselectiontool.AlthoughSandeepthoughthe
hadplannedthecandidateinterviewingprocesswellandhaddesignedeffectivequestionsfor
assessingthecandidates,the3candidateswhowereratedthehighestintheinterviewdidnot
meetbasicperformanceexpectationsfollowingtheirhire.Theprimaryproblemwiththeselection
toolchosenanddesignedbySandeepisoneof:
A) reliability.
B) impressionmanagement.
C) integrity.
D) Thereisnoproblemwiththisselectiontool.
E) validity.
16) Theconsistencyofscoresobtainedbyapersonwhenheorsheisretestedontheidenticaltestoran 16)

equivalentversionisanexampleof:
A) criterion-relatedreliability.
B) validity.
C) reliability.
D) contentvalidity.
E) constructvalidity.
3
17) EachofthefollowingisapotentialsourceofunreliabilityEXCEPT: 17)
A) changeswithintheapplicant.
B) chanceresponsetendencies.
C) theconditionsunderwhichtheinstrumentisadministered.
D) tirednessoftheapplicant.
18) Answeringthequestion,Doesthispredictormeasurewhatitssupposedtomeasure?isan 18)

assessmentof:
A) differentialvalidity.
B) reliability.
C) personalityandbehaviour.
D) aptitudeandachievement.
E) validity.
19) Theextenttowhichaselectiontoolpredictsorsignificantlycorrelateswithimportantelementsof 19)

workbehaviourisknownas:
A) criterion-relatedvalidity.
B) reliability.
C) contentvalidity.
D) differentialvalidity.
E) predictivevalidity.
20) Differentialvalidityis: 20)

A) theextenttowhichaselectiontoolmeasuresatheoreticalconstructortraitdeemed
necessarytoperformthejobwell.
B) theextenttowhichaselectiontoolpredictsorsignificantlycorrelateswithimportant
elementsofworkbehaviour.
C) confirmationthattheselectiontoolaccuratelypredictstheperformanceofallpossible
employeesubgroups,includingwhitemales.
D) theaccuracywithwhichapredictormeasureswhatitissupposedtomeasure.
E) noneoftheabove.
21) AllofthefollowingstatementsaretrueEXCEPT: 21)

A) Selectiontestingisacommonscreeningdevicetoassessspecificjob-relatedskills.
B) Completinganapplicationformisoftenpartoftheonlineapplicationprocess.
C) Initialapplicantscreeninginvolveseliminatingcandidateslackingthemusthaveselection
criteria.
D) Theselectionprocessisaone-waystreet.
E) InitialapplicantscreeningisgenerallyperformedbytheHRDept.
22) Whichofthefollowingistrueofpreliminaryapplicantscreening? 22)

A) Itinvolveseliminatingcandidateslackingthenicetohaveselectioncriteria.
B) Itmayinvolveselectiontesting.
C) Theuseoftechnologyisbecomingincreasinglypopularatthisstageoftheselectionprocess.
D) Initialapplicantscreeningisgenerallyperformedbythelinemanagers.
E) Itmayinvolvecandidateinterviews.
4
23) Initialapplicantscreeningistypicallyperformedby: 23)
A) computertechnology.
B) HRprofessionals.
C) anexternalrecruitmentagency.
D) voice-responsetechnology.
E) linemanagers.
24) Whichofthefollowingstatementsaboutselectiontestingistrue? 24)

A) Testingismoreprevalentinsmallorganizations.
B) Theuseoftestshasbeendeclininginrecentyears.
C) Studieshaveshownthatapproximatelytwo-thirdsofCanadianorganizationsusetestsfor
hiring.
D) Personalityandaptitudetestsarenotcommonlyusedforselectionpurposes.
E) Selectiontestinggenerallyinvolvesademonstrationofskills.
25) IntelligencetestsmeasureallofthefollowingtraitsEXCEPT: 25)

A) memory.
B) verbalfluency.
C) vocabulary.
D) numericalability.
E) extrasensoryperception.
26) Teststhatmeasureanindividualspotentialtoperformajob,providedheorsheisgivenproper 26)

training,areknownas:
A) intelligencetests.
B) interestinventories.
C) aptitudetests.
D) achievementtests.
E) personalitytests.
27) Anumberoftestscommonlyusedinselectioncanconvenientlybeclassifiedaccordingtowhether 27)

theymeasureeachofthefollowingcharacteristicsEXCEPT:
A) generalintellectualabilities.
B) monitoringonesownemotions.
C) personalattractivenessandsuitability.
D) motorandphysicalabilities.
E) memory.
28) MotorabilitiesafirmmightwanttomeasureincludeallofthefollowingEXCEPT: 28)

A) fingerdexterity.
B) speedofarmmovement.
C) reactiontime.
D) spacialvisualization.
E) manualdexterity.
29) ThefollowingarephysicalabilitiesthatanemployermightwanttomeasureEXCEPT: 29)

A) pulling/pushingstrength.
B) liftingstrength.
C) climbing.
D) stamina.
E) verbalabilities.
5
30) Personalitytestscanmeasurebasicaspectsofanapplicantspersonality,whichincludeallofthe 30)
followingEXCEPT:
A) introversion.
B) stability.
C) dexterity.
D) motivation.
E) neurotictendency.
31) Atestinwhichanambiguousstimulusispresentedandthepersontakingthetestisexpectedto 31)

interpretorreacttoitisacommontypeof:
A) aptitudetest.
B) achievementtest.
C) intelligencetest.
D) interestinventory.
E) personalitytest.
32) Thescreeningtoolwhichismostoftenusedbyemployersintheselectionprocessis: 32)

A) personalitytest.
B) workingsampling.
C) interview.
D) assessmentcentre.
E) interviewandpersonalitytest.
33) Whichofthefollowingstatementsaboutpersonalitytestingistrue? 33)

A) Thepredictivepowerofpersonalitytestsisgenerallyquitelow.
B) Extroversionisavalidpredictorofperformanceforalloccupations.
C) Personalitytestsarenotveryusefulforhiringpurposes.
D) Attainmentofthefullpotentialofpersonalitytestingrelatesprimarilytothecarefulanalysis
oftestresults.
E) TheBigFivepersonalitydimensionsincludeextroversion,emotionalstability,
agreeableness,conscientiousness,andopennesstoexperience.
34) Testsusedtomeasureknowledgeand/orproficiencyacquiredthrougheducation,trainingand 34)

experienceareknownas:
A) aptitudetests.
B) achievementtests.
C) interestinventories.
D) personalitytests.
E) intelligencetests.
35) Worksamplesfocusonmeasuring: 35)

A) theBigFivepersonalitydimensions.
B) jobperformancedirectly.
C) expertappraisersevaluations.
D) physicalabilitiesonly.
E) hypotheticalsituations.
6
36) Interestinventoriesareteststhat: 36)
A) measurejobperformancedirectly.
B) measureknowledgeand/orproficiency.
C) compareacandidatesinterestswiththoseofpeopleinvariousoccupations.
D) applytoextroversionandemotionalstability.
E) measurebasicelementsofpersonality.
37) Thetwo-tothree-daystrategyusedtoassesscandidatesmanagementpotentialisknownas: 37)

A) anin-basketexercise.
B) amanagementassessmentcentre.
C) aleaderlessgroupdiscussion.
D) asupervisoryinterestinventory.
E) amanagerialaptitudetest.
38) ExamplesofstrategiesusedinatypicalassessmentcentreincludeallofthefollowingEXCEPT: 38)

A) objectivetests.
B) aleaderlessgroupdiscussion.
C) anin-basketexercise.
D) on-the-jobtraining.
E) individualpresentations.
39) Assessmentcentresare: 39)

A) atoolthatassessesmanagementpotentialusingaspecialroomwithaone-waymirror.
B) usefulforpredictingsuccessinjobsofalllevels.
C) abetterpredictorofperformancethananyotherselectiontool.
D) aninexpensiveselectionstrategy.
E) characterizedbyalloftheabove.
40) Micro-assessmentfocuseson: 40)

A) verbalquestions.
B) individualperformance.
C) groupperformance.
D) paper-basedquestions.
E) computer-basedquestions.
41) Allofthefollowingarereasonsthatemployersmayincludeamedicalexaminationasastepinthe 41)

selectionprocessEXCEPT:
A) todeterminethattheapplicantqualifiesforthephysicalrequirementsoftheposition.
B) toreduceabsenteeismandaccidents.
C) toestablishabaselineforfutureinsuranceorcompensationclaims.
D) toprovidedocumentationtojustifynothiringaqualifiedindividualwithaphysicaldisability
thatwouldpreventhimorherfromperformingtheessentialjobduties.
42) Thepurposeofpre-employmentsubstanceabusetestingisto: 42)

A) determinethattheapplicantqualifiesforthephysicalrequirementsoftheposition.
B) addressabsenteeism.
C) testmentalabilities.
D) reduceaccidents.
E) avoidhiringemployeeswhowouldposeunnecessaryriskstothemselvesorothers.
7
43) AllofthefollowingstatementsaboutselectioninterviewsaretrueEXCEPT: 43)
A) Theinterviewisusedbyvirtuallyallorganizationsforselectionpurposes.
B) Interviewssignificantlyaffectjobapplicantsviewsofthejobandfirm.
C) Interviewsareconductedfollowingtestinginamajorityoffirms.
D) Interviewsenabletheemployertofillininformationgaps.
E) Interviewobjectivesincludeprovidingjobapplicantswithinformationaboutexpectedduties
oftheposition.
44) AllofthefollowingarecommoninterviewerobjectivesEXCEPT: 44)

A) assessingapplicantsqualifications.
B) sellingtheirskills.
C) promotingtheorganization.
D) observinginterpersonalskills.
E) providingcandidateswithinformationaboutthejob.
45) Theinterviewtechniquethatinvolvesquestionsbeingaskedastheycometomindisknownas: 45)

A) sequential.
B) mixed.
C) directive.
D) structured.
E) unstructured.
46) Theinterviewformatthatmayseemquitemechanicaltoallconcernedisknownas: 46)

A) structured.
B) nondirective.
C) mixed.
D) stress-producing.
E) unstructured.
47) Theinterviewformatthatyieldscomparableanswersandin -depthinsightsisknownas: 47)

A) behavioural.
B) stress-producing.
C) mixed.
D) patterned.
E) situational.
48) Whichinterviewformatinvolvesaseriesofpresetquestionsaskedofallcandidatesandaseriesof 48)

presetcandidate-specificquestions?
A) situational
B) behavioural
C) structured
D) nondirective
E) mixed
8
49) Arecentstudyof92realemploymentinterviewsfoundthattheinterviewersusing________of 49)
structureintheinterviewprocessevaluatedapplicants________thanthosewhoused
unstructuredinterviews.
A) highlevels;morefavourably
B) lowlevels;lessfavourably
C) mixedlevels;lessfavourably
D) mixedlevels;morefavourably
E) highlevels;lessfavourably
50) Askinganapplicanthowheorshewouldhandleasituationwherehis/hermanagerassignedwork 50)

withcompetingdeadlineswouldbeanexampleofwhichinterviewtechnique?
A) structured
B) behavioural
C) situational
D) nondirective
E) stress
51) While________interviewsaskintervieweestodescribehowtheywouldreactinagivensituation, 51)

________interviewsaskcandidatestodescribehowtheydidreactinthatsituationinthepast.
A) structured;situational
B) situational;behavioural
C) nondirective;behavioural
D) behavioural,;situational
E) stress;situational
52) Behaviouralquestionsdescribe: 52)

A) presetcandidatereactions.
B) varioussituationsexperiencedinthepast.
C) candidatepersonality
D) hypotheticalsituations.
E) futurebehaviour.
53) Anexampleofabehaviouralquestionis: 53)

A) Tellmeaboutatimewhenyoumanagedasituationrequiringnegotiation.
B) Ifaco-workerhurtherback,whatwouldyoudo?
C) Whattypeofworkdoyouwanttobedoinginfiveyears?
D) Whataretheskillareasyoumustdevelop?
E) Noneoftheabove.
54) Anexampleofasituationalquestionis: 54)

A) Tellmeaboutatimewhenyouhadtodisciplineanemployeearrivinglateforworkthree
daysinarow.
B) Howwouldyouhandleaniratebosswhowasjusttoldthattheoutputinthedepartment
wasbelowstandard?
C) Tellmeaboutatimewhenyoumanagednumerousprioritiesinashortperiodoftime.
D) Whattypeofcomputerskillsareyouproficientin?
E) Noneoftheabove.
9
55) Aserializedinterviewoccurswhen: 55)
A) apanelsimultaneouslyinterviewsseveralcandidates.
B) acandidatesoraland/orcomputerizedresponsesareobtainedinresponsetocomputerized
oralandwrittenquestions.
C) eachinterviewerevaluatestheapplicantfromhisorherownpointofview.
D) eachintervieweeonlyattendsoneinterview.
E) eachinterviewerratesthecandidateonastandardevaluationform,andtheratingsare
comparedbeforethehiringdecisionismade.
56) Mostinterviewsareadministered: 56)

A) onastandardevaluationform.
B) simultaneouslybyagroup.
C) oneonone.
D) simultaneouslybyseveralcandidates.
E) bycomputers.
57) Theinterviewingmethodinwhichtheapplicantisinterviewedbyanumberofpeopleatonceis 57)

knownas:
A) behavioural.
B) sequential.
C) mass.
D) panel.
E) serialized.
58) AdvantagesofapanelinterviewincludeallofthefollowingEXCEPT: 58)

A) theyrequirelesstime,overall.
B) thelikelihoodofhumanrights/employmentequityviolationsisgreatlyreduced.
C) theyincludevariedquestionspertainingtoeachinterviewersareaofexpertise.
D) thereislesslikelihoodofinterviewererror.
E) therearenoexceptionslistedabove.
59) Whenseveralcandidatesareinterviewedsimultaneouslybyapanel,thisisreferredtoasa 59)

________interview.
A) patterned B) panel C) sequential D) mass E) stress
60) Tocomplywithhumanrightslawsaninterviewershouldnotaskquestionsaboutanyofthe 60)

followingEXCEPT:
A) childcarearrangements.
B) ethnicbackground.
C) educationalqualifications.
D) workerscompensationhistory.
E) maritalstatus.
61) AllofthefollowingarecommoninterviewingmistakesEXCEPT: 61)

A) poorknowledgeofjob.
B) toolittletalking.
C) makingsnapjudgments.
D) poorplanning.
E) askingdiscriminatoryquestions.
10
62) Researchfindingsclaimthattheinterviewermakesuphis/hermindaboutthecandidate: 62)
A) duringthelastfewminutesoftheinterview.
B) abouthalf-waythroughtheinterview.
C) beforetheinterviewevenbegins.
D) immediatelyaftertheinterview.
E) withinthefirstfewminutesoftheinterview.
63) Thehaloeffectrelatedtoselectionisa: 63)

A) negativeimpressionmadeattheendoftheinterviewthatwilldistortaninterviewersrating.
B) positiveimpressionmadeattheendoftheinterviewthatwilldistortaninterviewersrating.
C) negativeinitialimpressionthatdistortsaninterviewersrating.
D) positiveinitialimpressionthatdistortsaninterviewersrating.
E) Noneoftheabove.
64) Acommoninterviewingmistakeistomaketheinterviewitselfmostlyasearchfor: 64)

A) theidealcandidate.
B) negativeinformation.
C) informationaboutmedicalhistory.
D) positiveinformation.
E) personalinformation.
65) Interviewerswhodontknowpreciselywhatthejobentailsandwhatsortofcandidateisbest 65)

suitedforitusuallymaketheirdecisionsbasedon:
A) candidateresponses.
B) applicantscreening.
C) incorrectstereotypes.
D) lettersofreference.
E) employmenttestresults.
66) Whicherrorisofparticularconcernfromahumanrightslawperspective? 66)

A) telegraphing
B) influenceofnonverbalbehaviour
C) playingattorney
D) contrast(candidate-order)error
E) toolittletalking
67) Nonverbalbehavioursoftenaccountformorethan________percentoftheapplicantsrating. 67)

A) 80 B) 50 C) 40 D) 70 E) 60
68) Researchhasshownthatthoseratedasmorephysicallyattractivethanothercandidatesarealso 68)

ratedas:
A) moresuitableforemployment.
B) suitablefortemporaryemployment.
C) equallysuitableforemployment.
D) lesssuitableforemployment.
E) unsuitableforemployment.
11
69) Accordingtothe30/70rule: 69)
A) interviewersshouldremainsilent30percentofthetime.
B) theinterviewshouldbestructuredtobeginwith30minutesofquestionsfromthe
interviewerfollowedby70minutesofquestionsfromtheinterviewee.
C) interviewersshouldspeak70percentofthetimeandintervieweesshouldspeak30percent
ofthetime.
D) interviewersshouldspeak30percentofthetimeandintervieweesshouldspeak70percent
ofthetime.
E) intervieweesshouldremainsilent30percentofthetime.
70) AhiringmanagerasksthefollowingquestioninaninterviewThispositionrequiressomeone 70)

skilledindisputeresolution.Thisisskillyoupossessisntit?Thisisanexampleofthe
interviewingmistakeknownas:
A) contrasterror.
B) snapjudgments.
C) telegraphing.
D) haloeffect.
E) similartomebias.
71) HintsforconductinganeffectivepanelinterviewincludeallofthefollowingEXCEPT: 71)

A) Plantheinterview.
B) Listencarefullyratherthantakingnotes.
C) Evaluatethecandidate.
D) Buildrapport.
E) Askquestions.
72) SuggestionstoensurethatquestioningiseffectiveincludeallofthefollowingEXCEPT: 72)

A) Listentothecandidateandencouragethefullexpressionofhisorherthoughts.
B) Preparequestionsinadvance.
C) Askquestionsinorder.
D) Recordthecandidatesanswersbrieflybutthoroughly.
E) Interrogatetheapplicant.
73) Towardtheendoftheinterview,timeshouldbeallottedtodoallofthefollowingEXCEPT: 73)

A) Answeranyquestionsthecandidatemayhave.
B) Advocateforthefirm,ifappropriate.
C) Politelyadviseacandidateifithasbeendeterminedthatheorshewillnotbegivenfurther
consideration.
D) Thanktheinterviewee.
E) Advocatefortheposition,ifappropriate.
74) Whichofthefollowingstatementsaboutreferencecheckingistrue? 74)

A) Womenaremorelikelytolieonresumesthanmen.
B) Onlyabout10percentofresumescontaininaccurateinformationthatwillbediscovered
whencheckingreferences.
C) Referencecheckingisgenerallynotworthwhile.
D) Firmsareincreasinglyusingreference-checkingservicestothoroughlycheckreferences.
E) Lettersofreferencefromformeremployersareviewedverypositively.
12
75) HintsformakingreferencecheckingmoreproductiveincludeallofthefollowingEXCEPT: 75)
A) Usereferencesprovidedbytheapplicantasasourceforotherreferences.
B) Useanassessmentcentre.
C) Useastructuredform.
D) Persistinordertoobtaininformationfromthereferenceswhoaredifficulttoreach.
E) Obtainconsentforreferencechecks.
76) Eachofthefollowingstatementsaboutthelegalissuesinvolvedinobtainingandproviding 76)

referenceinformationistrueEXCEPT:
A) Failuretocheckreferencescanleadtonegligentorwrongfulhiringsuits.
B) Thedefenceofqualifiedprivilegeprotectsreferencegivers,regardlessofthecircumstances.
C) Manycompaniesareadoptinganoreferencepolicy.
D) Evenifnegativeinformationisgiven,ifitisimpartedinafairandhonestmanner,the
referencegiverislegallyprotected.
E) Aslongasreferenceinformationishonest,fair,andcandid,referencegiversarelegally
protected.
77) Theimmediatesupervisorisgenerallyresponsibleformakingthefinalselectiondecision.Reasons 77)

forthisincludeallofthefollowingEXCEPT:
A) Ifheorsheisnotcommittedtotheselectedindividual,thatpersoncaneasilybesetupfor
failure.
B) Heorsheisoftenhighlyskilledintheselectionprocess.
C) Itisimportantthattheindividualselectedfitsinwithcurrentdepartmentmembers.
D) Heorshemustprovideguidanceandassistancetothenewhire.
E) Heorsheisgenerallybestqualifiedtoassessjobknowledgeandskills.
78) Thebeststrategyforcreatingappropriateexpectationsaboutthejobis: 78)

A) usingsimulations.
B) providinganin-depthinterview.
C) givingeachapplicantacopyofthejobdescription.
D) providingarealisticjobpreview.
E) usingrealistictesting.
79) Theselectiondecision-makingtechniquewhichinvolvesidentifyingthemostvalidpredictorsand 79)

weightingthemthroughstatisticalmethodssuchasmultipleregressioniscalled:
A) statisticalstrategy.
B) clinicalstrategy.
C) multiple-evaluationapproach.
D) multiple-hurdlestrategy.
E) benchmarkapproach.
80) Allofthefollowingstatementspertainingtothefinalstepsintheselectionprocessaretrue 80)

EXCEPT:
A) Theimmediatesupervisorgenerallyhandlestheofferofemployment.
B) Candidatesshouldbegivenareasonablelengthoftimetothinkoverthejoboffer.
C) Theofferspecifiesthestartingsalary.
D) Theinitialofferismadebytelephone.
E) Awrittenofferofemploymentshouldalwaysbeextended.
13
81) Therearelegalimplicationsassociatedwithineffectiveorincompetentselection. 81)
82) Inmanyinstances,asmallselectionratioalsomeansalowqualityofrecruits. 82)
83) Reliabilityistheaccuracywithwhichapredictormeasureswhatitpurportstomeasure. 83)
84) Ahiringmanageratalawfirmaskedthelawstudentapplyingforanarticlingpositionwiththe 84)

firmtodemonstratehowhewoulduseon -lineresourcestolocatethelatestversionofastatute.
Thisisanexampleofhighcontentvalidity.
85) Intelligence,verbalskills,analyticalability,andleadershipskillsareexamplesofconstructs. 85)
86) Criterion-relatedvalidityistheextenttowhichaselectioninstrument,suchasatest,samplesthe 86)

knowledgeandskillsneededtoperformthejob.
87) IQtestsareteststhatmeasureasingleintelligencetrait. 87)
88) Managementassessmentcentresincludeactivitiesandexercisesthatinvolveinterviewsand 88)

individualpresentations.
89) Companieshavenorighttorequestinformationregardingthenatureofacandidatesdisability, 89)

eitherfromtheapplicantorthephysicianperformingthemedicalexam.
90) Complicatingtheentireissueofdrugtestingareemployersresponsibilitiesunderhealthand 90)

safetylegislation.
91) Thehiringmanageraskedacandidatehowhewouldconductaperformanceappraisalinterview 91)

foranunderperformingreport.Thisisanexampleofabehaviouralinterviewquestion.
92) Itiscommonforinterviewerstoturninterviewsintoasearchfornegativeinformation. 92)
93) SelectionisoneofthemajorHRactivitiesbywhichemploymentequitygoalsandtimetablesare 93)

reached.
94) Afinalselectiondecisionshouldnotbereacheduntilallassessments,includingreferencechecking, 94)

havebeencompleted.
95) Mostorganizationsusethestatisticalstrategytoarriveataselectiondecision,sincethisstrategyis 95)

generallymorereliableandvalid.
96) Discussthelegalimplicationsassociatedwithineffectiveorincompetentselection.
14
97) YouaretheDirectorofHumanResourcesinanaccountingfirmandarepreparingtoadvisethehiring
managerininterviewingcandidatesforarticlingpositionswiththefirm.Youvealreadyidentifiedkeyselection
criteriafortheposition,whichinclude:excellentanalyticalskills,abilitytoworkunderpressureandtheability
tointeractwellwithclientsandcoworkers.Generateonesituationalinterviewquestionandonebehavioural
interviewquestionforthepositions.Besuretoexplainhoweachofthequestionsisrelevanttoanyofthe
selectioncriteriaidentified.
98) Selectiontoolsmustbebothreliableandvalid.Explaintheseterms.
99) Differentiatebetweenstructured,semi-structured/mixed,andunstructuredinterviews.
100) Listanddiscussfivecommoninterviewingmistakes:
101) Describethelegalissuesinvolvedinobtainingandprovidingreferenceinformation.
15
AnswerKey
Testname:UNTITLED7
1) A
Topic: StrategicImportanceofEmployeeSelection
Skill: Applied
2) D
Skill: Applied
3) B
Skill: Applied
4) B
Skill: Applied
5) B
Skill: Recall
6) C
Skill: Applied
7) B
Skill: Applied
8) B
Skill: Recall
9) D
Skill: Recall
10) B
Skill: Applied
11) E
Skill: Recall
12) C
Skill: Applied
13) A
Skill: Recall
14) E
Skill: Recall
15) E
Topic: Step2:SelectionTesting
Skill: Applied
16) C
Skill: Recall
16
AnswerKey
Testname:UNTITLED7
17) E
Skill: Recall
18) E
Skill: Applied
19) A
Skill: Recall
20) C
Skill: Recall
21) D
Topic: Step1:PreliminaryApplicantScreening
Skill: Recall
22) C
Skill: Recall
23) B
Skill: Recall
24) C
Skill: Recall
25) E
Skill: Recall
26) C
Skill: Recall
27) C
Skill: Recall
28) D
Skill: Recall
29) E
Skill: Applied
30) C
Skill: Applied
31) E
Skill: Recall
32) C
Topic: Step3:TheSelectionInterview
Skill: Applied
17
AnswerKey
Testname:UNTITLED7
33) E
Skill: Recall
34) B
Skill: Recall
35) B
Skill: Recall
36) C
Skill: Recall
37) B
Skill: Recall
38) D
Skill: Applied
39) A
Skill: Recall
40) B
Skill: Recall
41) D
Skill: Recall
42) E
Skill: Applied
43) C
Skill: Applied
44) B
Skill: Recall
45) E
Skill: Recall
46) A
Skill: Recall
47) C
Skill: Recall
48) E
Skill: Recall
18
AnswerKey
Testname:UNTITLED7
49) E
Skill: Recall
50) C
Skill: Applied
51) B
Skill: Recall
52) B
Skill: Recall
53) A
Skill: Applied
54) B
Skill: Applied
55) E
Skill: Applied
56) C
Skill: Recall
57) D
Skill: Recall
58) E
Skill: Recall
59) D
Skill: Recall
60) C
Skill: Applied
61) E
Skill: Recall
62) C
Skill: Recall
63) D
Skill: Recall
64) B
Skill: Recall
19
AnswerKey
Testname:UNTITLED7
65) C
Skill: Recall
66) B
Skill: Applied
67) A
Skill: Recall
68) A
Skill: Recall
69) D
Skill: Recall
70) C
Skill: Applied
71) B
Skill: Recall
72) E
Skill: Recall
73) C
Skill: Recall
74) D
Topic: Step4:BackgroundInvestigation/ReferenceChecking
Skill: Recall
75) B
Skill: Recall
76) B
Skill: Applied
77) B
Topic: Step5:SupervisoryInterview
Skill: Recall
78) D
Topic: Step5:SupervisoryInterview
Skill: Recall
79) A
Topic: Step6:HiringDecisionandCandidateNotification
Skill: Recall
80) A
Skill: Recall
20
AnswerKey
Testname:UNTITLED7
81) TRUE
Skill: Recall
82) TRUE
Skill: Recall
83) FALSE
Skill: Recall
84) FALSE
Skill: Applied
85) TRUE
Skill: Recall
86) TRUE
Skill: Recall
87) TRUE
Skill: Recall
88) TRUE
Skill: Recall
89) TRUE
Skill: Recall
90) TRUE
Skill: Recall
91) TRUE
Skill: Recall
92) TRUE
Skill: Recall
93) TRUE
Skill: Recall
94) TRUE
Skill: Recall
95) TRUE
Skill: Recall
21
AnswerKey
Testname:UNTITLED7
96) Humanrightslegislation ineveryCanadianjurisdictionprohibitsdiscriminationinallaspectsandtermsand

conditionsofemploymentonsuchgroundsasrace,religionorcreed,colour,maritalstatus,gender,age,and
disability.Firmsmustensurethatalloftheirselectionproceduresarefreeofbothintentionalandsystemic
discrimination.Failuretodosomayresultinhumanrightscomplaints.
Thoseorganizationsrequiredbylawtoimplementan employmentequity planmustensurethatalloftheir
employmentsystems,includingselection,arebias-freeanddonothaveanadverseimpactonmembersoffour
designatedgroups:women,visibleminorities,AboriginalPeoples,andpersonswithdisabilities.
Anotherlegalimplicationisemployerliabilityfornegligentorwrongfulhiring. Courtsareincreasinglyfinding
employersliablewhenemployeeswithunsuitablebackgroundsarehiredandsubsequentlyengageincriminal
activitiesfallingwithinthescopeoftheiremployment.
Skill: Recall
97) Situationalinterviewquestion:
Thequestionmustaskahypotheticalsituation.Itshouldalsoaskoneormoreofthecompetencieslisted(i.e.,have
analyticalskills,workunderpressure,interactwell).
Example:Assumeyougotacallfromoneofyourclientsat1a.m.Sunday.Theclientsaidhehadsomethinghe
neededtodiscussimmediately.Youwereinbedwhenyoureceivedthecall.Howwouldyouhandletheclients
request?Thequestionshouldsetupaspecifichypotheticalsituation.
Fortherelevanceofthequestion,thetheremustbejustificationthatthequestionexaminesoneormoreofthe
competencies.(Inthecaseoftheexample,thequestiontestsknowledgeofbestpracticesinhandlingclientinteractions
and,toacertainextent,abilitytoworkunderpressure.)
Behaviouralinterviewquestion:
Thequestionmustaskaboutthecandidatespastexperience.
Example:Tellmeaboutatimewhenyouhadadisputeordisagreementwithacoworker.Howdidyouresolvethe
issue?
Fortherelevanceofthequestion,thetheremustbejustificationthatthequestionexaminesoneormoreofthe
competencies.(Inthecaseoftheexample,thequestiontestsabilitytointeractwellwithcoworkersandresolve
differences.
Skill: Applied
98) Reliability referstothedegreetowhichinterviews,tests,andotherselectionproceduresyieldcomparabledataover
aperiodoftime;inotherwords,thedegreeofdependability,consistency,orstabilityofthemeasuresused.
Validityreferstotheaccuracywithwhichapredictormeasureswhatitissupposedtomeasure.Inthecontextof
selection,validityisanindicatoroftheextenttowhichdatafromaselectiontechnique,suchasatestorinterview,are
relatedtoorpredictiveofsubsequentperformanceonthejob.
Skill: Recall
99) Anunstructuredinterviewisanunstructured,conversational-styleinterview,wheretheinterviewerpursuespointsof
interestastheycomeupinresponsetoquestions.Astructuredinterviewisaninterviewfollowingasetsequenceof
questions.Amixed,orsemi-structured,interviewisaninterviewformatthatcombinesthestructuredand
unstructuredtechniques.
Skill: Recall
22
AnswerKey
Testname:UNTITLED7
100) Poorplanning-conductedwithoutplanningandwithoutpreparedwrittenquestionsinadvance.
Snapjudgments-jumptoconclusionsduringthefirstfewminutesoftheintervieworbeforeitbegins,basedon
candidatestestscoresorresume.
Negativeemphasis-interviewersmaybemoreinfluencedbyunfavourablethanfavourableinformation
Poorknowledgeofjob-interviewersmaynotknowwhatthejobentails,andwhattypeofcandidateisbestsuitedfor
job
Contrasterror-orderinwhichapplicantsareseencanaffecthowtheyarerated
Skill: Recall
101) Failuretocheckreferencescanleadtonegligentorwrongfulhiringsuits thatmayinvolvesignificantdamages.In
providingreferenceinformation,theconceptofqualifiedprivilege isimportant.Generallyspeaking,ifcommentsare
madeinconfidenceforapublicpurpose,withoutmalice,andarehonestlybelieved,thedefenceofqualified
privilegeexists.Thus,ifhonest,fairandcandidreferencesaregiven,thenthisdoctrinegenerallyprotectsthe
referencegiver,evenifnegativeinformationisimpartedaboutthecandidate.Nevertheless,withthefearofcivil
litigationincreasing,moreCanadiancompaniesareadoptinganoreferencepolicyregardingpreviousemployeesor
areonlywillingtoconfirmthepositionheldanddatesofemploymentespeciallyinthecaseofdischargedemployees.
Skill: Recall
23
Exam
Name___________________________________
1) Onceemployeeshavebeenrecruitedandselected,thenextstepwouldbe: 1)
A) affirmativeactionandequalaccesstoajob.
B) orientationandtraining.
C) interviewsbycoworkers.
D) rulesandprocedures.
E) disciplineandcounselling.
2) YouhavebeenhiredasthenewExecutiveDirectorofachildandfamilyservicesagencyandare 2)
consideringimplementinganemployeeorientationprogramatthisorganization.Thebenefitsthat
thisnewprogramwilllikelybringtotheorganizationinclude:
A) makingemployeesmoreproductivemorequicklyandestablishingafoundationforongoing
performancemanagement.
B) makingemployeesmoreproductivemorequickly.
C) promotingworkforcediversity.
D) legalcompliance.
E) affirmativeaction.
3) Recentresearchindicatesthatimplementingacomprehensiveonboardingprogramina 3)
corporationcarriesthefollowingadditionaldirectbenefit:
A) improvingemployeeperceptionsofmanagementsleadershipabilities.
B) improvingemployeeperceptionsofmanagementsleadershipabilitiesandreducing
employeeturnover.
C) increasingwork-lifebalanceforemployees.
D) improvingmanagementsleadershipability.
E) increasingcustomerloyalty.
4) Theon-goingprocessofinstillinginallemployeestheprevailingattitudes,standards,values,and 4)
patternsofbehaviourthatareexpectedbytheorganizationanditsdepartmentsis:
A) performanceappraisal.
B) affirmativeaction.
C) jobevaluation.
D) culture.
E) socialization.
5) Thestatewhichresultsfromthediscrepancybetweenwhatthenewemployeeexpectedfromhis 5)
orhernewjobandtherealitiesofitis:
A) jobinstructiontraining.
B) affirmativeaction.
C) socialization.
D) mentoring.
E) realityshock.
1
6) Effectivemeanstoconnectthefirmtoemployeeswhohavebeenhiredbuthavenotyetstartedin 6)
theworkplaceinclude:
A) performancemanagement.
B) voicemailtraining.
C) invitationstomeetwithmentors.
D) communicationsthroughnewslettersandinvitationstomeetwithmentors.
E) nomeansarerecommended.
7) YouhavejustbeenhiredastheDirectorofHumanResourcesatasportswearretailer.The 7)
employeehandbookstatesthatallemployeeswillhavethebenefitslistedinthehandbookforas
longastheyareemployedwiththecompany.Inrevisingthecontentsoftheemployeehandbook
itisanimportantcomponentofyourroletobeawareofthefollowing;
A) courtshavefoundcertaintermsinemployeehandbookstoconstitutetermsofthe
employmentcontract.Thecompanyisatlegalriskifitdecidestoalterthebenefitspackage
inthefuture.
B) employeehandbooksshouldnotformpartoftheorientationprocess.
C) itisabestpracticetokeepbenefitsstaticovertime.
D) inemployeedismissalsituationscourtsrarelyreviewhandbooks.
E) itshouldnotbeajobrequirementthatemployeesreviewthehandbook.
8) Anewemployeessupervisororientstheemployeeby: 8)
A) explainingtheexactnatureofthejob.
B) takingtheentireworkgroupouttolunch.
C) explainingtheretirementplan.
D) conductinganexitinterview.
E) conductinganappraisalsession.
9) Targus,anengineeringconsultingcompanybasedinVancouver,Canada,hasopenednewoffices 9)
inHongKongandSingapore.TarguswishestohireAsian-bornstaffforthesenewofficesand
wouldalsoliketoincreasethepercentageofaboriginalpersonsithiresasengineeringconsultants
inBritishColumbiaandSaskatchewan.Giventhisshiftinhiringpractices,designingthe
orientationprogramforthecompanywillpresentthefollowingchallenge:
A) themainleaningstyleofnewemployeeswillbeauditory.
B) thechallengeofunionvsnon-unionemployees.
C) hiringadiverseworkforcecreatesanewcorporateculture.
D) orientingemployeesfromadifferentbackgroundposesaspecialchallenge.Thevaluesofthe
organizationmaybenewtothem.
E) thereisnochallenge.
10) ThefollowingmaybeproblemswithanorientationprogramEXCEPT: 10)

A) OrientationprovidedbytheHRdepartmentistoobroadtobemeaningful.
B) Toomuchinformationisprovidedinashorttime.
C) Littleornoorientationisprovided.
D) Newemployeesareinundatedwithformstofillout.
E) Theimmediatesupervisorprovidesafewdetailsatatime.
2
11) Oneapproachtotheevaluationoforientationprogramsis: 11)
A) Markovanalysis.
B) regressionanalysis.
C) qualitycircles.
D) cost-benefitanalysis.
E) casestudies.
12) Animportantkeytosuccessfulexecutiveintegrationis: 12)

A) stressingtheimportanceoflisteningaswellasdemonstratingcompetencyandidentifying
positionspecifications.
B) stressingtheimportanceoflisteningaswellasdemonstratingcompetency.
C) normsoftheorganizationmustbeunderstoodbeforethefirstdayofwork.
D) therealizationthatexecutivesrarelyexperiencerealityshock.
E) toletexecutivesintegrateontheirowninitiative.
13) Integrationatseniorlevelsintheorganizationrequiresanongoingprocessthatcancontinuefor 13)

monthsasthenewexecutivelearnsabout:
A) performanceappraisals.
B) theorganizationalstructure.
C) socialization.
D) howdecisionsaremadeandwhoholdswhattypeofpower.
E) seniormanagement.
14) Theprocessofteachingnewemployeesthebasicskillstheyneedtoperformtheirjobsis: 14)

A) orientation.
B) recruiting.
C) coaching.
D) training.
E) affirmativeaction.
15) Developmentistrainingofa: 15)

A) long-termnature.
B) technicalnature.
C) specificstrategicnature.
D) immediatenature.
E) short-termnature.
16) Trainingispartofanorganizations: 16)

A) businessplan.
B) immediateplan.
C) strategicplan.
D) businessneed.
E) tacticalplan.
17) Intodaysservice-basedeconomy,acompanysmostimportantassetsareoften: 17)

A) plantfacilities.
B) machinery.
C) highlyknowledgeableworkers.
D) officepremises.
E) cash.
3
18) Moreemployerstodayarealsotakingadvantageofthefactthattrainingcanstrengthenemployee: 18)
A) turnover.
B) commitment.
C) absenteeism.
D) quality.
E) complacency.
19) Trainingisessentiallya(n): 19)

A) technicalprocess.
B) assessmentprocess.
C) testingprocess.
D) learningprocess.
E) memorizingprocess.
20) Peoplehavethreemainlearningstyles.Oneis: 20)

A) visual.
B) differences.
C) organizing.
D) similarities.
E) presenting.
21) Negligenttrainingoccurswhenanemployer: 21)

A) doesnotdoavalidationprocess.
B) doesnotdoaneedsanalysis.
C) failstodevelopanemployeeforlong-termopportunity.
D) failstotrainadequatelyandanemployeesubsequentlyharmsathirdparty.
E) doesnotevaluatethetraining.
22) PurposesoftrainingneedsanalysisincludethefollowingEXCEPT: 22)

A) ensureemploymentequitygoalsaremet.
B) developspecificknowledgeobjectives.
C) identifyspecificjobperformanceandskillsneeded.
D) developreasonableperformanceobjectives.
E) analyzeskillsandneedsofprospectivetrainees.
23) ThefollowingarestepsinanemployeestrainingprogramEXCEPT: 23)

A) validatingthetrainingprogram.
B) designingthetrainingprogram.
C) evaluatingthetraining.
D) attendingtheorientationprogram.
E) assessingtrainingneeds.
24) ThefollowingarestepsinanidealtrainingprogramEXCEPT: 24)

A) validation.
B) summarizeandreview.
C) instructionaldesign.
D) evaluation.
E) needsanalysis.
4
25) Itissuggestedthattrainingprogramsaredesignedtofacilitatethetransferoflearningfromthe 25)
trainingsitetothe:
A) jobsite.
B) traineesexaminationpaper.
C) vestibuleschool.
D) trainee.
E) classroom.
26) Effectivepre-trainingpreparationincludes: 26)

A) arealisticjobpreview.
B) creatingaperceivedneedfortraininginthemindofparticipants.
C) realityshock.
D) employeeorientation.
E) employeetesting.
27) Traineeslearnbestwhentheylearnat: 27)

A) thepacesetbytheirtrainer.
B) theirownpace.
C) thepacesetbytheirsupervisor.
D) anoff-the-jobsetting.
E) acountryresort.
28) UnderCanadianhumanrightslegislation,severalaspectsoftrainingprogramsmustbeassessed 28)

withaneyetowardtheprogramsimpacton:
A) whitemales.
B) reversediscrimination.
C) highlyeducatedworkers.
D) designatedgroupmembers.
E) companyprofits.
29) Thelegalaspectsoftrainingmayrequireshowingthattheadmissionsproceduresare: 29)

A) external.
B) reviewedregularly.
C) invalid.
D) valid.
E) reliable.
30) Membersofdesignatedgroupsshouldhaveasmuchchanceofsuccessfullycompletingthe 30)

trainingprogramasdootherstopreventany:
A) grievanceactions.
B) discrimination.
C) unreliableresults.
E) jobinstructiontraining.
31) Whenanemployerfailstotrainadequatelythisisreferredtoas: 31)

A) negligenttraining.
B) simulatedtraining.
C) jobinstructiontraining.
D) affirmativeaction.
E) on-the-jobtraining.
5
32) Toreducetheriskofnegligenttrainingaccusations,anemployershould: 32)
A) acceptallapplicantsfortrainingprograms.
B) hireconsultantstodotraining.
C) neverchangethetrainingprogramcontent.
D) trainallemployeeswhoworkwithdangerousequipment,materials,orprocesses.
E) offerbasictrainingprogramsonly.
33) Thefirststepinatrainingprogramistodetermine: 33)

A) trainingneeds.
B) jobinstructiontraining.
C) thenumberoftrainees.
D) trainingevaluation.
34) Atechniquefordeterminingthetrainingneedsofnewly-hiredemployeesis: 34)

A) testing.
B) observations.
C) performanceanalysis.
D) taskanalysis.
E) personnelrecords.
35) Nomatterwhattrainingneedsassessmenttechniqueisusedtoassesstrainingeffectiveness,itis 35)

wisetoseekinputfrom:
A) trainingjournals.
B) professionaltrainers.
C) othercompanies.
D) employees.
E) managersandsupervisors.
36) Itiscommonfororganizationstohireandtrainentry-levelworkerswhoare: 36)

A) veryintelligent.
B) highlymotivated.
C) highlyexperienced.
D) highlyeducated.
E) inexperienced.
37) Thelistofspecificdutiesandskillsrequiredonthejob,whichareusedindeterminingthetraining 37)

requiredforperformingthejob,arefoundin:
A) jobdescriptionsandjobspecifications.
B) equalaccessandaffirmativeaction.
C) jobinstructionandon-the-jobtraining.
D) jobstandardsandspecialization.
E) performancestandards.
6
38) Thetypeofinformationthatisfoundonanemployertaskanalysisrecordformincludesthe 38)
followingEXCEPT:
A) quantity,qualitystandards.
B) performanceconditions.
C) tasklist.
D) howoftenperformed.
E) skillsnotrequiredtolearn.
39) Inataskanalysisrecordform,thetasklistdefinesthejobs: 39)

A) maintasksandsubtasks.
B) supplementarytasks.
C) primarytasks.
D) secondarytasks.
E) supplementaltasks.
40) Incolumnthreeofataskanalysisrecordformthestandardsofperformanceshouldbe: 40)

A) randomlyselected.
B) aslooseaspossible.
C) statedinmeasurableterms.
D) tightlywoven.
E) estimated.
41) Atechniquefordeterminingthetrainingneedsofcurrentemployeesis: 41)

A) traininganalysis.
B) performanceanalysis.
C) questionnaires.
D) taskanalysis.
E) motivationanalysis.
42) Theheartofthetaskanalysisrecordformisthecolumninwhich: 42)

A) thejobsmaintasksandsubtasksarelisted.
B) thetaskislisted.
C) thestandardsofperformanceforeachtaskandsubtaskarelisted.
D) thereisanindicationofwhetherthetaskislearnedbeston- oroff-the-job.
E) thecompetenciesandspecificskillsorknowledgerequiredforeachofthetasksandsubtasks
arelisted.
43) Thelastcolumnofthetaskanalysisrecordformindicateswhetherthetaskisbestlearnedfrom: 43)

B) simulatedtraining.
C) on-the-jobtraining.
D) on-oroff-the-jobtraining.
E) vestibuletraining.
7
44) Thetechniqueusedwhenverifyingwhetherthereisasignificantperformancedeficiency,and 44)
determiningifthatdeficiencyshouldberectifiedthroughtrainingorbysomeothermeans(such
aschangingthemachineryortransferringtheemployee),iscalled:
A) motivationanalysis.
B) performanceanalysis.
C) traininganalysis.
D) employeeanalysis.
E) taskanalysis.
45) Thefirststepinperformanceanalysisistoappraisetheemployeesperformance,sincetoimprove 45)

it,thefirmmustfirstdeterminethepersonscurrentperformancecomparedto:
A) workgroupperformance.
B) whatitshouldbe.
C) whatitreallyis.
D) co-workersperformance.
E) managerialperformance.
46) Theheartofperformanceanalysisisdistinguishingbetween: 46)

A) employeetraininglevels.
B) cantdoandwontdoproblems.
C) experiencelevelsofemployees.
D) goodandbademployees.
E) differentsupervisorypractices.
47) Effectivetrainingneedsanalysisresultsin: 47)

A) performanceanalysis.
B) excellentjobperformance.
C) performancestandards.
D) taskanalysis.
E) concrete,measurabletrainingobjectives.
48) Trainingobjectivesprovideafocusfortheeffortsofthetrainerandthetrainees,and: 48)

A) orientationtopics.
B) performanceanalysistechniques.
C) abenchmarkforevaluatingthesuccessofthetrainingprogram.
D) dataforthetaskanalysisrecordformdata.
E) inputforMarkovanalysis.
49) Whenanemployeeactuallylearnsajobbyperformingit,itiscalled: 49)

A) on-the-jobtraining.
B) vestibuletraining.
D) computerizedtraining.
E) distancelearning.
50) Advantagesofon-the-jobtrainingincludethefollowingEXCEPT: 50)

A) self-pacedtraining.
B) traineesgetquickfeedback.
C) beingrelativelyinexpensive.
D) minimalornouseofclassroomsorprogrammedlearningdevices.
E) learningwhileproducing.
8
51) Astructuredprocessbywhichindividualsbecomeskilledworkersthroughacombinationof 51)
classroominstructionandon-the-jobtrainingisreferredtoas:
B) computerizedtraining.
C) vestibuletraining.
D) specialassignmenttraining.
E) apprenticeshiptraining.
52) Manyjobsconsistofalogicalsequenceofstepsandarebesttaughtstepbystep.Thistypeof 52)

trainingiscalled:
A) computerizedtraining.
B) on-the-jobtraining.
C) vestibuletraining.
D) jobinstructiontraining.
E) processtraining.
53) AudiovisualtrainingtechniquesareusefulinthefollowingsituationsEXCEPT: 53)

A) whenitistoocostlytomovetrainersfromplacetoplace.
B) whenatrainingmethodlessexpensivethanconventionallecturesisneeded.
C) whenstop-action,instant-replay,orfast- orslow-motioncapabilitiesareneeded.
D) whentraineesmustbeexposedtoeventsthatarenoteasilydemonstratedinlivelectures.
E) whentrainingisgoingtobeusedorganization-wide.
54) Atrainingmethodthatjoinstwoormoredistantgroupsusingacombinationofaudioandvisual 54)

equipmentiscalled:
A) computerprogramtraining.
B) videoconferencing.
E) programmedlearning.
55) Beforegettinginfrontofacameraforvideoconferencing,theinstructorshould: 55)

A) prepareatrainingmanualforlearners.
B) practicevestibuletraining.
C) arrivejustbeforegoingoncamera.
D) participateincomputerizedtraining.
E) visitothercitieswherelearnerswillbelocated.
56) Asystematicmethodoftrainingthatisusedforteachingjobskillsinvolvingpresentingquestions 56)

orfacts,allowingthetraineetorespond,andgivingthetraineeimmediatefeedbackonthe
accuracyofhis/heranswersisknownas:
A) programmedlearning.
B) systematiclearning.
C) responsivelearning.
D) immediatefeedbacklearning.
9
57) ThefollowingarefunctionsofprogrammedlearningEXCEPT: 57)
A) permittingthetraineetoperformon-the-job.
B) presentingquestionsorproblemstothelearner.
C) allowingthepersontorespond.
D) presentingfactstothelearner.
E) providingfeedbackontheaccuracyofhisorheranswers.
58) Atrainingtechniqueinwhichtraineeslearnontheactualorsimulatedequipmenttheywilluse 58)

on-the-job,butthetraineesareactuallytrainedoff-the-job,isknownas:
A) off-the-jobtraining.
B) on-the-jobtraining.
C) actualtraining.
D) vestibuleorsimulatedtraining.
E) programmedlearning.
59) Atrainingtechniquewheretraineesarepresentedwithintegratedcomputerizedsimulationsand 59)

theuseofmultimedia,includingvideotapes,tohelpthetraineelearnhowtodothejobiscalled:
A) coachingormentoring.
B) jobinstructiontraining.
C) videoconferencing.
E) computer-basedtraining.
60) Computer-basedtrainingprograms(CBT)arebeneficialinthefollowingways: 60)

A) instructionalconsistency.
B) increasedauditorylearning.
C) decreasedcontentcomplexity.
D) increasedtraineemotivation.
E) instructionalconsistencyandflexibilityofschedulingforthetrainee.
61) Learningmanagementsystemsare: 61)

A) learnersupporttools.
B) focusedonthelogisticsofmanaginglearning.
C) abletodeliverpersonalizedcontentinsmallchunks.
D) blendedlearningsystems.
E) educationalstrategies.
62) Web-basedtrainingcostsabout________lessthantraditionalclassroom -basedtraining. 62)

A) 40% B) 5% C) 20% D) 80% E) 50%
63) TechSolutionsInc.isasoftwaredevelopmentfirmthatisconsideringimplementingaWeb -based 63)

trainingprogramforexperiencedsoftwaredeveloperswhowillbeworkingonanewprogramfor
thecompany.TechSolutionswishesthetrainingprogramstudentstobefromitsofficeslocatedin
Toronto,CanadaShangHai,China,andKualaLumpur,Malaysia.ThisE --learningtraining
techniqueisidealforthefollowingreasons:
A) itprovidesthesebusyprofessionalswithflexibilityinschedulingtrainingsessions
B) thereisnoinstructionalconsistency.
C) researchshowsstudentsdonothavetobehighlymotivatedtocompletethetraining.
D) itisblendedlearning.
E) itisonlyslightlylesscostlythantraditionalclassroombasedtraining.
10
64) Literacytrainingimprovesbottom-lineperformancethrough: 64)
A) programmedlearning.
B) outsideprofessionalteachers.
C) lowercosts.
D) employerdisciplineprocesses.
65) Withaworkforcethatisbecomingincreasinglydiverse,manymorefirmsfindtheymust 65)

implement:
A) teamworktrainingprograms.
B) valuetrainingprograms.
C) diversitytrainingprograms.
D) experimentationtrainingprograms.
66) Cross-culturalcommunicationstrainingcovers: 66)

A) literacytraining.
B) computer-basedsimulations.
C) historyofothernations.
D) T-groups.
E) workplaceculturaletiquetteandinterpersonalskills.
67) Culturalsensitivitytrainingincludes: 67)

A) T-groups.
B) sensitizingemployeestotheviewsofdifferentculturalgroupstowardwork.
C) on-the-jobtraining.
D) languagetraining.
E) audiovisualtechniques.
68) Moreandmorecompaniesarefindingitnecessarytocompetebasedon: 68)

A) thequalityoftheirservice.
B) discountprices.
C) unionproblems.
D) productionbottlenecks.
E) unity-of-commandprinciples.
69) Thebasicaimofcustomerservicetrainingisto: 69)

A) useonlinetraining.
B) useCBTtraining.
C) trainallemployeestohaveexcellentknowledgeoftheorganization.
D) traininteams.
E) emphasizethatthecustomerisalwaysright.
70) Youhavechosentheinstructionaldesignforthenewtrainingprogramyouareresponsiblefor.In 70)

ordertoensurethatthetrainingprogramwillmeetitsobjectivesitisimportanttodothefollowing
beforeimplementingtheprogramcompany -wide:
A) decidewhethercomputer-basedtrainingisappropriate.
B) assessemployeesocialization.
C) conductajobanalysis.
D) conductapilotstudywithasmallgroupofemployeesandassesstheresults.
E) doaneedsassessment.
11
71) Recentresearchhasidentifiedcriticalcompetenciesrequiredtosucceedintheglobaleconomy. 71)
Theyare:
A) businessliteracy.
B) understandingandvaluingoneself.
C) engagingandchallengingotherpeople.
D) focusingandmobilizingthebusiness.
E) alloftheabove.
72) Bestpracticesinevaluationoftraininginvolvethefollowing: 72)

A) runningapilotstudy.
B) jobevaluation.
C) evaluatingtraineesreactionstotheprogramandassessingwhetherthetraineesbehaviour
onthejobhaschanged.
D) evaluatingtraineesreactionstotheprogram.
E) reviewingorientationoutcomes.
73) Employeeorientationreferstothediscrepancybetweenwhatthenewemployeeexpectsfrom 73)

his/hernewjobandtherealitiesofit.
74) Orientationinvolvesgivingneworpresentemployeestheskillstheyneedinordertoperformtheir 74)

jobs.
75) Anemployeehandbookisneverconsideredtorepresentacontractwiththeemployee. 75)
76) Executivestypicallydonotparticipateinformalorientationactivities. 76)
77) Managementdevelopmentistrainingofamorelong -termnature. 77)
78) Executiveintegrationisofcriticalimportancetoaproductiverelationshipbetweenanewexecutive 78)

andthebusiness.
79) Trainingisessentiallyalearningprocess. 79)
80) Thefirststepintrainingistodeterminewhattrainingisrequired. 80)
81) Taskanalysisisadetailedstudyofajobtoidentifytheskillsrequiredsothatanappropriate 81)

trainingprogrammaybeinstituted.
82) Jobanalysisspecifieswhatthetraineewillbeabletoaccomplishaftersuccessfullycompletingthe 82)

trainingprogram.
83) On-the-jobtraininginvolveshavingapersonlearnajobbyactuallyworkingatit. 83)
84) Thecoachingmethodofon-the-jobtrainingisoftenusedtotraintop-managementlevels. 84)
85) On-the-jobtrainingrequiresfacilitieslikeclassrooms,programmedlearningdevices,and 85)

textbooks,andthuscanbecomeexpensive.
12
86) Ausefulstep-by-stepinstructionapproachforatrainergivinganewemployeeon-the-job 86)
trainingincludesperformancetryoutasthefirststep.
87) Whenthereisaneedtoexposetraineestoeventsnoteasilydemonstrable,itisbesttouse 87)

audiovisualtechniques.
88) Simulatedtrainingisatechniqueinwhichtraineeslearnonactualequipment. 88)
89) E-learningisthedeliveryandadministrationoflearningopportunitiesandsupportvia 89)

videoconferencingtoenhanceemployeeperformance.
90) Diversitytrainingsimplyinvolvestranslatingexistingtrainingprogramsintootherlanguages. 90)
91) Onlytheemployeesandnosupervisorsshouldbeinvolvedinmanagingdiversity. 91)
92) Identifythefivestepsinthetraininganddevelopmentprocess.
93) YouhaverecentlybeenhiredastheHumanResourcesDirectorofaretaileroperatingacrossCanada.Discuss
thelegalaspectsoftrainingthatyoushouldconsiderpriortodesigningthefirmsnewtrainingprogram.
94) YouhaverecentlybeenhiredastheHumanResourcesDirectorofaretaileroperatingacrossCanada.Discuss
themaintechniquesfordeterminingtrainingrequirementsthatyoushouldconsiderpriortodesigningthe
firmsnewtrainingprogram.
95) Youareresponsiblefordesigningthetrainingprogramfortheorganizationyouhavejustjoined.Youhave
determinedthetrainingneedsoftheemployees.Identifyandexplainwhatyoumustdonext,priorto
consideringinstructionaldesign.
96) Brieflydiscussthethreemajortypesofe-learning.
97) Identifyandexplainthebasiccategoriesoftrainingoutcomesoreffectsthatcanbemeasured.
98) Identifycommonproblemsthatarisewithorientationprograms.Whatshouldtheorganizationdotoassess
whethertheseproblemsareoccurringwithitsprogram?:
99) Researchhasshownthattheeffectivenessoftrainingisenhancedbyconsideringdifferentlearningstyles.
Identifythreemainlearningstylesanddiscusswhatresearchhasshowntobebestpracticeinincorporating
learningstylesintothetrainingprocess.
13
AnswerKey
Testname:UNTITLED8
1) B
Topic: OrientingEmployees
Skill: Recall
2) A
Skill: Applied
3) B
Skill: Applied
4) E
Skill: Recall
5) E
Skill: Recall
6) D
Skill: Applied
7) A
Skill: Applied
8) A
Skill: Recall
9) D
Skill: Applied
10) E
Skill: Recall
11) D
Skill: Applied
12) A
Skill: Applied
13) D
Skill: Applied
14) D
Topic: TheTrainingProcess
Skill: Recall
15) A
Skill: Recall
16) C
Skill: Recall
14
AnswerKey
Testname:UNTITLED8
17) C
Skill: Recall
18) B
Skill: Applied
19) D
Skill: Recall
20) A
Skill: Recall
21) D
Skill: Applied
22) A
Skill: Applied
23) D
Skill: Applied
24) B
Skill: Applied
25) A
Skill: Recall
26) B
Skill: Recall
27) B
Skill: Applied
28) D
Skill: Applied
29) D
Skill: Applied
30) B
Skill: Recall
31) A
Skill: Recall
32) D
Skill: Applied
15
AnswerKey
Testname:UNTITLED8
33) A
Skill: Recall
34) D
Skill: Recall
35) D
Skill: Recall
36) E
Skill: Applied
37) A
Skill: Recall
38) E
Skill: Recall
39) A
Skill: Recall
40) C
Skill: Applied
41) B
Skill: Recall
42) E
Skill: Recall
43) D
Skill: Recall
44) B
Skill: Applied
45) B
Skill: Applied
46) B
Skill: Recall
47) E
Skill: Recall
48) C
Skill: Recall
16
AnswerKey
Testname:UNTITLED8
49) A
Skill: Recall
50) A
Skill: Applied
51) E
Skill: Recall
52) D
Skill: Recall
53) B
Skill: Applied
54) B
Skill: Recall
55) A
Skill: Applied
56) A
Skill: Recall
57) A
Skill: Applied
58) D
Skill: Recall
59) E
Skill: Recall
60) E
Skill: Recall
61) B
Skill: Recall
62) E
Skill: Recall
63) A
Skill: Applied
64) C
Skill: Recall
17
AnswerKey
Testname:UNTITLED8
65) C
Topic: TrainingforSpecialPurposes
Skill: Recall
66) E
Skill: Applied
67) B
Skill: Applied
68) A
Skill: Applied
69) E
Skill: Recall
70) D
Skill: Applied
71) E
Skill: Applied
72) A
Skill: Applied
73) FALSE
Skill: Applied
74) TRUE
Skill: Recall
75) FALSE
Skill: Applied
76) TRUE
Skill: Recall
77) TRUE
Skill: Recall
78) TRUE
Skill: Recall
79) TRUE
Skill: Applied
80) TRUE
Skill: Recall
18
AnswerKey
Testname:UNTITLED8
81) TRUE
Skill: Recall
82) FALSE
Skill: Applied
83) TRUE
Skill: Applied
84) TRUE
Skill: Applied
85) FALSE
Skill: Applied
86) FALSE
Skill: Applied
87) TRUE
Skill: Applied
88) TRUE
Skill: Recall
89) FALSE
Skill: Applied
90) FALSE
Skill: Applied
91) FALSE
Skill: Recall
92) Needsanalysis;instructionaldesign;validation;implementation;andevaluationandfollow-up.
Skill: Recall
93) Itisillegaltodiscriminateagainstemployeesonanumberofgrounds,includingapersonsage,race,sex,religion,or
nationalorigin.Trainingprogramsmustbeassessedregardingtheiradmissionandcompletionrequirementsto
ensurethatnodiscriminationispresent.Theimpactoftheprogramsadmissionandcompletionrequirementson
designatedgroupsunderemploymentequitylegislationmustalsobeassessed.
Negligenttrainingoccurswhenanemployerfailstotrainproperly,andanemployeesubsequentlyharmsathird
party.Employeescanalsoclaimthatanemployerwasnegligentwheninadequatetrainingresultsindisciplinefor
safetyinfractionsordismissalforpoorjobperformance.
Skill: Applied
19
AnswerKey
Testname:UNTITLED8
94) Taskanalysis isananalysisofthejobsrequirementstodeterminetrainingrequired.Itisappropriatetodeterminethe

trainingneedsofemployeeswhoarenewtotheirjobs.
Performanceanalysis involvesappraisingtheperformanceofcurrentemployeestodetermineiftrainingcould
reduceperformanceproblemslikeexcessscraporlowoutput.
Skill: Applied
95) establishingconcreteandmeasurabletrainingobjectives.Theseobjectivesshouldidentifywhatthetraineeshouldbe
abletoaccomplishaftersuccessfullycompletingthetrainingprogram.Theyprovideafocusfortheeffortofthetrainer
andthetraineeandabenchmarkforevaluatingthesuccessoftheprogram.
Skill: Applied
96) Computer-basedtraininginvolvespresentingtraineeswithintegratedcomputerizedsimulationsandtheuseof
multimediatohelptheminteractivelytoincreasetheirskills.Online/Web-basedtrainingallowsaccesstotrainingfor
employeestolearnwhattheywant,whentheywant,andwheretheywant.Electronicperformancesupportsystems
(EPSS)arecomputer-basedjobaids,orsetsofcomputerizedtoolsanddisplays,thatautomatetraining,
documentation,andphonesupport.
Skill: Recall
97) Reaction-evaluatetraineesreactionstotheprogram.
Learning -testthetraineestodetermineiftheylearnedprinciples,skills,andfacts.
Behaviour -assesswhethertraineesbehaviouronthejobchangedbecauseofthetrainingprogram.
Results-measuretheperformance -relatedresultsthatwereachieved.
Skill: Recall
98) Commonproblemsinclude:providingtoomuchinformationinashorttime,omittingessentialinformationsothat
employeesbeginworkwithoutagoodunderstandingofwhatisexpectedofthem,theinformationprovidedmaybe
toobroadtobemeaningfultoanewemployee.Theorganizationshouldevaluatetheprogram.Approachesto
evaluationinclude:surveyingnewemployeesfortheirreactiontotheprogram,reviewingnewemployeestoassess
progressintheirunderstandingandacceptanceofthebeliefs,values,andnormsoftheorganization,performinga
cost/benefitanalysis.
Skill: Recall
99) thethreemainlearningstylesareauditory,visual,andkinesthetic.Bestpracticesincludepresentingthetraineeswith
anoverallpictureofthematerialtobepresented;maximizingthesimilaritybetweenthetrainingsituationandthe
worksituation;immediatelyreinforcingcorrectresponses;providingpreparatoryinformationthatwillhelptoset
traineesexpectationsabouttheeventsandtheconsequencesofactionsthatarelikelytooccurinthetraining
environment.
Skill: Recall
20
Exam
Name___________________________________
1) Thedeliberateprocessthroughwhichanemployeebecomesawareofpersonalcareer -related 1)
attributesandthelifelongseriesofactivitiesthatcontributetohisorhercareerfulfillmentisknown
as:
A) thegrowthstageofthecareercycle.
B) acareercycle.
C) empowerment.
D) careerplanninganddevelopment.
E) theexplorationstageofthecareercycle.
2) YoungisthenewDirectorofHumanresourcesataconsultingengineeringcompany.Shewishes 2)
toimplementcareermanagementinitiativesandhasbeenaskedbytheCEOwhythiswouldbeof
benefittothebusiness.Sheshouldrespondasfollows:
A) thisincreasesemployeecommitment.
B) thisassistsdirectlyinhumanresourceplanning.
C) thisreducesturnoverandincreasesemployeecommitment.
D) thisreducesturnover.
E) thispromotescompliancewithemploymentequitylaws.
3) Yourcolleaguewishestofindapositionwithanotheremployerandhasaskedyoutodefinewhat 3)
ismeantbynetworkingasacareerdevelopmenttool.Youadviseherasfollows:
A) personalnetworkinginvolvesspeakingtoexternalprofessionalcontactsaboutcareergoals
butnottocolleagueswithintheorganization.
B) theobjectiveistoletpeopleknowaboutbackgroundandcareergoalsandtoshare
informationsothejobseekerbenefits.
C) theobjectiveistoprovideinformationsotheemployercandecideifthejobseekeristhe
rightcandidate.
D) itinvolvesaskingacontactforajob.
E) theobjectiveistoletpeopleknowaboutbackgroundandcareergoalsandtoshare
informationsobothpartiesbenefit.
4) Developmentalactivitiesare: 4)
A) providingeducationalandtrainingresourcesrequiredtohelpemployeesidentify
job-sharingopportunities.
B) providingeducationalandtrainingresourcesrequiredtohelpemployeesidentifytheircareer
potential.
C) providingeducationalandtrainingresourcesrequiredtohelpmanagersidentifyjob
rotations.
D) providingonthejobtraining.
E) providingeducationalandtrainingresourcesrequiredtohelpemployeesidentify
career-relatedprogress.
1
5) Career-orientedfirmsstresscareer-orientedappraisalsthatlinkpastperformanceand: 5)
A) theinternaljobpostingsystem.
B) trainingresources.
C) fundamentalskills.
D) careerpreferencesanddevelopmentalneeds.
E) teamworkskills.
6) Aseriesofwork-relatedpositions,paidorunpaid,thathelpapersongrowinjobskills,success, 6)
andfulfillmentis:
A) ajob.
B) aposition.
C) acareer.
D) aprofession.
E) work.
7) Alifelongseriesofactivities(suchasworkshops)thatcontributestoapersonscareerexploration, 7)
establishment,success,andfulfillmentis:
A) careerdevelopment.
B) retraining.
C) empowerment.
D) productlife-cycles.
E) ajobseminar.
8) Youareaconsultantthathasbeenhiredbyalargeretailertoleadaworkshopformanagement 8)
traineesonthetopicofcareerplanninganddevelopment.Whichofthefollowingdoyouadvise
thetraineesaretherequiredskillsforanemployeeacceptingresponsibilityforhisorhercareer?
A) careerplanning,self-assessment
B) selfmotivation,independentlearning,effectivetimeandmoneymanagement,
self-promotion
C) entrepreneurialism,networking,moneymanagement
D) goalorientation,networking
E) self-motivation,effectivetimemanagement
9) Theemployerperformsthefollowingcareerdevelopmentfunctions: 9)
A) offerscareerinformation.
B) managesemployeescareers.
C) providesaformalcareerpath.
D) isaltruistic.
E) actsascoachandappraiser.
10) ThemanagerperformsthefollowingcareerdevelopmentfunctionsEXCEPT: 10)

A) offeringorganizationalsupport.
B) shieldingtheemployeefromorganizationalresourcesandcareeroptions.
C) listeningtoandclarifyingtheindividualscareerplans.
D) givingfeedback.
E) generatingcareeroptions.
2
11) Thekeyfactorsinemployeeretentiontodayare: 11)
A) employeeswhounderstandwhatmotivatesthem.
B) fairprocessesinpeopledecisions.
C) anorganizationalculturethatvaluesandnurturestalentedemployeesandfairprocessesin
peopledecisions.
D) anorganizationalculturethatvaluesandnurturestalentedemployees.
E) lifelonglearningopportunities.
12) Thestagesthroughwhichapersonscareerevolvesisreferredtoasa(n): 12)

A) careercycle.
B) explorationcycle.
C) growthcycle.
D) developmentcycle.
E) lifecycle.
13) Thestageofonescareer,includingtheperiodfrombirthtoage14duringwhichtheperson 13)

developsaself-conceptbyidentifyingwithandinteractingwithotherpeoplesuchasfamily,
friends,andteachers,iscalledthe:
A) childhoodstage.
B) adolescentstage.
C) growthstage.
D) maintenancestage.
E) interactionstage.
14) Thestageofonescareer,includingtheperiodfromaroundages15to24duringwhichaperson 14)

seriouslyexploresvariousoccupationalalternatives,attemptingtomatchthesealternativeswith
his/herinterestsandabilities,iscalledthe:
A) establishmentstage.
B) alternativestage.
C) explorationstage.
D) growthstage.
E) maintenancestage.
15) Thestageofonescareer,includingtheperiodroughlyfromages24to44thatistheheartofmost 15)

peoplesworklives,iscalledthe:
A) explorationstage.
B) interactionstage.
C) adultstage.
D) maintenancesteps.
E) establishmentstage.
16) Thestageofonescareer,includingtheperiodfromaboutages45to65duringwhichtheperson 16)

securestheirplaceintheworld,iscalledthe:
A) securestage.
B) maintenancestage.
C) declinestage.
D) midcareerstage.
E) stabilizationstage.
3
17) Thestageofonescareer,includingtheperiodduringwhichmanypeoplearefacedwiththe 17)
prospectofacceptingreducedlevelsofpowerandresponsibilityandhavingtoacceptthenew
rolesofmentorandconfidanteforthosewhoareyounger,iscalledthe:
A) maintenancestage.
B) declinestage.
C) consultantstage.
D) stabilizationstage.
E) mentorstage.
18) Apersonwithstrongsocialorientationmightbeattractedtocareersthatentailinterpersonalrather 18)

thanintellectualorphysicalactivitiesandtooccupationssuchas:
A) accountant.
B) professor.
C) researchchemist.
D) contemporaryartist.
E) socialwork.
19) ThefollowingarepersonalitytypesthatJohnHollandfoundthroughhisresearch,EXCEPT: 19)

A) socialorientation.
B) investigativeorientation.
C) vocationalorientation.
D) realisticorientation.
E) enterprisingorientation.
20) Theskillsneededtobesuccessfulinaparticularoccupationarereferredtoas: 20)

A) jobskills.
B) occupationalskills.
C) tradeskills.
D) lifeskills.
E) aptitudes.
21) Apersonsaptitudes,suchasintelligenceandmathematicalability,areoftenmeasuredwith: 21)

A) talenttesting.
B) intelligencetesting.
C) anessayontheirmostenjoyableoccupationaltask.
D) thegeneralaptitudetestbattery.
E) careertesting.
22) Aconcernorvaluethatapersonwhoisengagedincareerplanningwillnotgiveupifachoice 22)

mustbemadeisreferredtoasa(n):
A) valueanchor.
B) skill.
C) planninganchor.
D) careeranchor.
E) anchor.
4
23) Yungmadeachoicetoleavealargemanagementconsultingfirmshehadworkedatfor10years 23)
tobecometheExecutiveDirectorofanewlyestablishednonprofitassociation,ChildAid,whichis
dedicatedtohelpingchildrenlivinginpoverty.Shehadbeenvolunteeringwiththeorganization
priortobecometheExecutiveDirectorasshewasinspiredbytheorganizationsmission.ChildAid
hasenoughfundstogiveheraverymodestsalaryforayear.Shemustengageinvigourous
fundraisingeffortstoenabletheorganizationtocontinuepayinghersalarybeyond1year. Yung
mostlikelyhasthefollowingcareeranchors:
A) creativityandautonomy.
B) service/dedication.
C) service/dedicationandsecurity.
D) independenceandlifestyle.
E) technical/functional.
24) AccordingtoSchein,peoplewhohadastrongtechnical/functionalcareeranchortendedtoavoid 24)

decisionsthatwoulddrivethemtoward:
A) specializedmanagement.
B) certifiedpublicaccountancy.
C) technicalwork.
D) generalmanagement.
E) mechanicalengineering.
25) Renumadeachoicetoleaveamid -sizedlawfirmandstartherownlawpracticewheresheisthe 25)

namedprincipalinthefirm.Itwilltakeheratleastayeartopaybacktheloanshehastakenoutin
anticipationthatherpracticewillbesuccessful.Shewillworkverylongworkhoursuntilshe
establishesagoodclientbaseandgainssufficientfundstohiresupportstaff.Renuvaluesthatshe
nowchooseswhichclientstoacceptworkfromandwhichareaoflawtopracticein.Renumost
likelyhasthefollowingcareeranchors:
A) service/dedicationandautonomy.
B) lifestyle.
C) service/dedicationandsecurity.
D) technical/functional.
E) creativityandautonomyandindependence.
26) Whichofthefollowingistrueofmentoringprograms? 26)

A) Aneffectiveprogramsupportsorganizationalstrategybyretainingfutureleaders.
B) Theyarecostlytoimplement.
C) Theyarerequiredinordertomotivatesenioremployeestomentor.
D) Researchshowsnosignificantcorrelationtoemployeecommitment.
E) Theyprovidebenefitstoprotgsonly.
27) EdgarScheinidentifiedthefollowingcareeranchorsEXCEPT: 27)

A) technical/functional.
B) autonomyandindependence.
C) insecurityandinexperience.
D) security.
E) managerialcompetence.
5
28) Peoplewhoaredrivenbytheneedtobeontheirown,freeofthedependencethatcanarisewhen 28)
workinginalargeorganizationwherepromotions,transfers,andsalarydecisionsmakethem
subordinatetoothers,haveacareeranchorof:
A) creativity.
B) technicalandfunctional.
C) managerialcompetence.
D) security.
E) autonomyandindependence.
29) Consultants,professorsofbusiness,freelancewriters,andproprietorsofsmallretailbusinesses 29)

tendtobeidentifiedwiththecareeranchorof:
A) creativityandintuition.
B) technicalandfunctional.
C) security.
D) managerialcompetence.
E) autonomyandindependence.
30) AccordingtoSchein,graduateswhoaremostlyconcernedwithlong-runcareerstabilityhavea 30)

careeranchorof:
A) creativity.
B) managerialcompetence.
C) autonomyandindependence.
D) security.
E) technicalandfunctional.
31) Forthenewemployee,aperiodduringwhichhisorherinitialhopesandgoalsfirstconfrontthe 31)

realityoforganizationallifeandofthepersonstalentsandneedsisknownas:
A) jobevaluation.
B) careeradjustment.
C) probationarytime.
D) performanceevaluation.
E) realitytesting.
32) Mostexpertsagreethatoneofthemostimportantthingsthatanemployercandoistoprovide 32)

newemployeeswith:
A) computer-orientedfirstjobs.
B) slow-pacedfirstjobs.
C) challengingfirstjobs.
D) high-pressurefirstjobs.
E) comfortablypacedfirstjobs.
33) Providingrecruitswithrealisticjobpreviewsregardingwhattoexpectshouldtheybeselectedto 33)

workintheorganizationcanbeaneffectivewaytominimize:
A) absenteeism.
B) thePygmalioneffect.
C) socialloafing.
D) workplaceaccidents.
E) realityshock.
6
34) Hananisthemanagerofabusybranchofacreditunion.Shehasrecentlyhirednewstaffandhas 34)
noticedthatthemoreworkshegivestothemandthemoresheexpectsofthemthebetterthey
perform.Thisrelationshipisreferredtoasthe:
A) expectationeffect.
B) supportiveeffect.
C) deadwoodeffect.
D) Pygmalioneffect.
E) demandeffect.
35) Aplannedlearningeventinwhichparticipantsareexpectedtobeactivelyinvolved,completing 35)

careerplanningexercisesandinventoriesandparticipatingincareerskillspracticesessionsis
calleda(n):
A) lecturemethodoftraining.
B) organizationdevelopmentprogram.
C) careerplanningworkshop.
D) jobinspectiontraining.
E) strategicplanningexercise.
36) Anactivityduringacareerplanningworkshopinwhichindividualemployeesactivelyanalyze 36)

theirowncareerinterests,skills,andcareeranchorsiscalleda:
A) peerjobevaluationappraisal.
B) testingappraisal.
C) careerperformanceappraisal.
D) self-assessmentactivity.
E) supervisorappraisal.
37) Theuseofanexperiencedindividualtoteachandtrainsomeonewithlessknowledgeinagiven 37)

areaiscalled:
A) basictraining.
B) mentoring.
C) lecturing.
E) apprenticeshiptraining.
38) Acareer-planningworkbookunderlinestheemployeesresponsibilitytoinitiate: 38)

A) self-assessmentactivity.
B) careerworkshops.
C) thecareer-developmentprocess.
D) lifelonglearning.
E) environmentalassessment.
39) Reversementoringis: 39)

A) olderworkersprovideguidancetoyoungerworkers.
B) youngerworkersprovideguidancetoseniorexecutives.
C) seniorexecutivesprovideguidancetonewemployees.
D) seniorexecutivesprovideguidancetojunioremployeesinmanagement.
E) youngerworkersprovideguidancetoolderworkers.
7
40) Anorganizationfocusedoncreating,acquiring,andtransferringknowledge,andatmodifyingits 40)
behaviourtoreflectnewknowledgeandinsights,isa(n):
A) mentoringorganization.
B) in-housedevelopmentcentre.
C) learningorganization.
D) traininganddevelopmentorganization.
E) post-secondaryinstitution.
41) HaroldistherecentlyhiredCEOofatelecommunicationscompany.Hewishestocreatealearning 41)

organization.Activitiesthatarenecessaryforthistooccurinclude:
A) establishingacareerdevelopmentprogram.
B) transferringknowledge.
C) makingeffectivepromotiondecisions.
D) makingeffectivetransferdecisions.
E) makingeffectiveterminationdecisions.
42) Alearningorganizationisanorganizationskilledatcreating,acquiring,andtransferring 42)

knowledge,andatmodifyingitsbehaviourtoreflect:
A) conservativeviewsandnews.
B) traditionalstandardsandvalues.
C) newknowledgeandinsights.
D) contemporaryattitudesandnorms.
E) theskillsofitsemployees.
43) Thelearningorganizationdependsonexperimentation,whichmeans: 43)

A) observinglabourmarkettrends.
B) exploitativedataofprimaryresearch.
C) systematicsearchingfor,andtestingof,newknowledge.
D) intuitiveguessworkofresearchdata.
E) randomtestingofinformation.
44) LearningorganizationsengageinthefollowingactivitiesEXCEPT: 44)

A) experimentation.
B) learningfromexperience.
C) unsystematicproblemsolving.
D) transferringknowledge.
E) learningfromothers.
45) Themostimportantpromotion-relateddecisionsare: 45)

A) howcompetencewillbedefinedandmeasured.
B) whetherornotthepromotionwillinvolveatransfer.
C) whetherthepromotionprocesswillbeformalorinformal.
D) whethertotakefuturepotentialintoaccount.
E) whetherpromotionwillbebasedonseniorityorcompetence,orsomecombinationofthe
two.
8
46) Harryscompetenceasamanagerwasratedveryhigh.Howishiscompetencedefinedand 46)
measured?
A) predictingcareer-relateddecisions
B) predictingenvironmentalassessment
C) forecastingpersonspotential
D) measuringcareerassessment
E) understandingemployeeneeds
47) Whenemployeesarenotmadeawareofjobsthatareavailable,criteriaforpromotionandhowthe 47)

decisionsaremade,thelinkbetweenperformanceandpromotionis:
A) weakened.
B) severed.
C) strengthened.
D) diminished.
E) noneoftheabove.
48) EmployeesseektransfersforthefollowingreasonsEXCEPT: 48)

A) personalenrichment.
B) betterlocationofwork.
C) greaterpossibilityofadvancement.
D) amoreinterestingjob.
E) enhancementoffamilylife.
49) Transferpolicieshavefallenintodisfavourpartlybecauseofthecostofrelocatingemployees,and 49)

alsobecauseoftheassumptionthatfrequenttransfershaveabadeffectontheemployees:
A) emotionalstability.
B) financialresponsibility.
C) jobperformance.
D) familylife.
E) jobattitude.
50) Toovercometherecordnumberofrejectionsofrelocationoffers,companiesare: 50)

A) payingmovingexpenses.
B) increasingfinancialincentives.
C) offeringspousalsupportthroughcareertransitionprograms.
D) offeringadditionalperquisites.
E) increasingsalaries.
51) Anyattempttoimprovemanagerialperformancebyimpartingknowledge,changingattitudesor 51)

enhancingskills,iscalled:
A) careerenhancement.
B) T-grouptraining.
C) managementdevelopment.
D) assessmentcentretraining.
E) professionaldevelopment.
9
52) Canadianfirmstendtoroutinelytransferemployeeslesstodaythanwasthecase10yearsago. 52)
Thegeneralreasonsforthischangeinpracticeis:
A) thecostoftransferringemployeeshasincreased.
B) thecostoftransferringemployeeshasincreased.
C) thenegativeimpactondiversityprograms.
D) employeesarelesswillingtodisrupttheirfamilylifeandthecostoftransferringemployees
hasincreased.
E) thedifficultyinfindingemployeestofillthetransferredemployeesformerposition.
53) Whenamanagementdevelopmentprogramisindividualizedanditisaimedatfillingaspecific 53)

executiveposition,thisprocessisusuallycalled:
A) personnelplanning.
B) successionplanning.
C) managementforecasting.
D) managementneedsanalysisanddevelopment.
E) individualdevelopment.
54) ThefollowingarestepscontainedinatypicalsuccessionprogramEXCEPT: 54)

A) Jobrotationandexecutivedevelopmentprogramsarearranged.
B) Managementreplacementchartsaredrawn.
C) Managementskillsinventoriesareprepared.
D) Managementforecastsofthecompetitionaremade.
E) Anorganizationprojectionmustbemade.
55) ACanadianbankhasforseveralyearsestablishedformalpromotionproceduresandpublished 55)

theseproceduressoallemployeesareawareofthecriteriabywhichpromotionsarerewarded.
Whatarethebenefitstothebankofdoingthis?
A) Replacementsummariesarebetterutilized.
B) Therearenobenefits.
C) Managershavegreaterautonomyandmorediscretioninpromotiondecisions.
D) Agreaternumberofqualifiedemployeesarelikelytobeconsideredforopeningsand
promotionbecomesmorecloselylinkedtoperformanceforemployees.
E) Agreaternumberofqualifiedemployeesarelikelytobeconsideredforopeningsand
managershavemorediscretioninpromotiondecisions.
56) Amanagementtrainingtechniquethatinvolvesmovingatraineefromdepartmenttodepartment 56)

inordertobroadenhis/herexperienceandidentifystrongandweakpointsiscalled:
A) jobenlargement.
B) jobenrichment.
C) globaljobrotation.
D) developmentaljobrotation.
E) actionlearning.
57) ThefollowingareadvantagesofthedevelopmentaljobrotationtechniqueEXCEPT: 57)

A) providingexperienceinanalyzingoverallcompanyproblems.
B) providingawell-roundedtrainingexperienceforeachtrainee.
C) broadeningunderstandingofallpartsofthebusiness.
D) avoidingstagnationthroughconstantintroductionofnewpointsofviewineachdepartment.
E) testingthetraineeandhelpingidentifythepersonsstrongandweakpoints.
10
58) Inonemanagementtrainingtechnique,thetraineeworksdirectlywiththepersonthathe/sheisto 58)
replace.Thistechniqueiscalledthe:
A) jobrotationapproach.
B) coaching/understudyapproach.
C) replacementapproach.
D) learningapproach.
E) directreplacementapproach.
59) Atrainingtechniquebywhichmanagementtraineesareallowedtoworkfull-timeanalyzingand 59)

solvingproblemsinotherdepartmentsis:
A) jobrotation.
B) thecoaching/understudyapproach.
C) actionlearning.
D) thecasestudymethod.
60) AmyisthenewDirectorofLearningandDevelopmentatapharmaceuticalcompany,MedicaInc. 60)

Sheiscontemplatingimplementinganactionlearningprogramandisconsideringtheadvantages
anddisadvantagesofthisapproachforthedevelopmentofnewmanagersrecentlyhired.The
benefitsofactionlearningtoMedicaincludethefollowingEXCEPT:
A) Itbenefitsthemanagersdepartmentduringthetrainingperiod.
B) Byworkingwithothers,traineesfindsolutionstomajorproblems.
C) Itdevelopsplanningskills.
D) Itencouragesteamwork.
E) Itdevelopsproblemanalysisskills.
61) Anoff-the-jobmanagementdevelopmenttechniquewhichinvolvespresentingatraineewitha 61)

writtendescriptionofanorganizationalproblemiscalleda(n):
A) casestudymethod.
B) role-playexercise.
C) managementgame.
D) actionlearningprogram.
E) coaching/understudyapproach.

SheisdesigningtheoffthejobmanagementdevelopmentprogramforMedicaandwillbe
includingthecasestudentmethodoflearning.Thefollowingelementsarepresentinacasestudy
methodoftrainingEXCEPT:
A) presentingfindingsandsolutionstothegroup.
B) summarizingeventstostockholders.
C) diagnosingproblems.
D) discussionwithothertrainees.
E) analyzingcasesinprivate.
11
SheisdesigningtheoffthejobmanagementdevelopmentprogramforMedicaandwillbe
includingthecasestudentmethodoflearning.Shewishestoimprovetheeffectivenessofthis
methodforthedevelopmentofnewmanagementhires.WhichofthefollowingstepswouldNOT
increaseeffectiveness:
A) instructorsshouldactasacatalystorcoach.
B) participantsshoulddiscussthecaseinsmallgroupsbeforeclass.
C) casesshouldbeactualscenariosfromthetraineesownfirm.
D) instructorsshouldguardagainstdominatingthecaseanalysis.
E) casesshouldbescenariosfromcompaniesotherthanthatofthetrainees.
64) Inthisoff-the-jobmanagementdevelopmenttechnique,teamsofmanagerscompetewithone 64)

anotherbymakingdecisionsregardingrealisticbutsimulatedcompanies.Thistechniqueiscalled:
A) actionlearning.
B) acomputerizedcasestudy.
C) acomputerizedjuniorboard.
D) acomputerizedmanagementgame.
E) asimulationexercise.
65) Computerizedmanagementgamesaregooddevelopmentaltoolsforthefollowingreasons 65)

EXCEPT:
A) fosteringcooperation.
B) developmentofleadershipskills.
C) fosteringteamwork.
D) developmentofproblem-solvingskills.
E) developmentofcomputerskills.
66) Theemployersroleinuniversity-relatedprogramsofteninvolvestheprovisionofanincentivefor 66)

employeestodevelopjob-relatedskills.Thisincentiveoftentakestheformof:
A) lavishprizes.
B) cash.
C) tuitionrefunds.
D) paidleaveofabsence.
E) exoticjobassignments.
67) Theemployersroleinuniversity-relatedprogramsincreasinglyinvolvesgrantingtechnicaland 67)

professionalemployeesextendedperiodsoftimeoffforattendingacollegeoruniversitytopursue
ahigherdegreeortoupgradeskills.Thisemployersupportiscalleda(n):
A) vacation.
B) upgradeprogram.
C) sabbatical.
D) leavewithoutpay.
E) professionalleave.
68) Atrainingtechniqueinwhichtraineesactoutthepartsofpeopleinarealisticmanagement 68)

situationiscalled:
A) casestudymethod.
B) realistictraining.
C) actionlearning.
D) role-playing.
E) situationaltraining.
12
69) Role-playingtrainsatraineetobeawareofandsensitivetothe: 69)
A) backgroundofothers.
B) expertiseofothers.
C) decisionsofothers.
D) thoughtsofothers.
E) feelingsofothers.
70) Role-playinghassomedrawbacks.Anexercisecantakeanhourormoretocomplete,onlytobe 70)

deemedawasteoftimebyparticipantsiftheinstructordoesnot:
A) praisetheparticipants.
B) lectureatthebeginningtoalltrainees.
C) explainwhattheparticipantsweretolearn.
D) presentanexpertsystemfortraineestoobserve.
E) coachormentortraineesthroughoutthesession.
71) Atrainingprograminwhichtraineesarefirstshowngoodmanagementtechniques(inafilm),are 71)

thenaskedtoplayrolesinasimulatedsituation,andaregivenfeedbackregardingtheir
performance,iscalled:
A) role-playing.
B) behaviourmodelling.
C) actionlearning.
D) good-exampletraining.
E) casestudymethod.
72) ThebasicbehaviourmodellingprocedureincludesthefollowingEXCEPT: 72)

A) role-playing.
B) computerprogramtraining.
C) transferoftraining.
D) socialreinforcement.
E) modelling.
73) Someemployershavein-housedevelopmentcentresformanagersandemployeesthatwould 73)

includethefollowingEXCEPT:
A) jobanalysisprograms.
B) classroomlearning.
C) assessmentcentres.
D) in-basketexercises.
E) role-playing.
74) AvicaInc.,aTorontobasedmanagementconsultingcompanywouldliketoencouragecertainkey 74)

consultantstocontinueemploymentpastage60.WhichofthefollowingstepswouldNOTbea
goodstepforthecompanytotaketokeepolderconsultantsfullyengagedandwillingtocontinue
employmentwiththefirm:
A) cancelingtraininganddevelopmentprogramsforthisgroupandrequiringthisgroupof
employeestoworklongworkweeks.
B) providingcareercounseling.
C) requiringthisgroupofemployeestoworklongworkweeks.
D) cancelingtraininganddevelopmentprogramsforthisgroup.
E) offeringcreativeworkarrangements.
13
75) AvicaInc.,aTorontobasedfurnituremanufacturerisconsideringencouragingcertainkey 75)
employeestocontinueemploymentpastage60.YouareaconsultanthiredbyAvicatoadviseon
whetherthecompanyshouldtakethisstepandtodiscussthelatestresearchintotheimpactson
Canadianfirmsofcontinuingtheemploymentofkeyemployeespastage60.Whatdoyouadvise?
A) Theseemployeesareusuallyriskaverseandbackwardlooking.
B) Theseemployeesoftenhaveastrongerworkethic.
C) Theseemployeesoftenhaveahigherrateofabsenteeism.
D) Manyhavediminishedmentalcapacity.
E) Theseemployeesoftenhaveastrongerworkethicbutahigherrateofabsenteeism.
76) Careerplanningisthelifelongseriesofactivitiesthatcontributetoapersonscareerexploration. 76)
77) Themanagersroleincareerdevelopmentincludesprovidingtimelyandobjectiveperformance 77)

feedback.
78) Animportanttaskapersonhasintheestablishmentcareerstageisthatoffindingasuitable 78)

occupation,andofengaginginactivitiesthathelpearnapermanentplaceinthechosenfield.
79) AccordingtoJohnHolland,mostpeoplehaveonlyoneorientation,whichmakescareerchoices 79)

fairlystraightforwardforthem.
80) Apersonbecomesawareofcareeranchorsasaresultoflearningabouthisorhertalentsand 80)

abilities,motivesandneeds,andattitudesandvalues.
81) Peoplewhohaveastrongtechnical/functionalcareeranchortendtomakedecisionsthatdrive 81)

themtowardgeneralmanagement.
82) Employeeswithsecurityasacareeranchorareinterestedineithergeographicsecurityor 82)

organizationalsecurity.
83) Realisticjobpreviewssignificantlydecreaserealityshock. 83)
84) Mentoringonlyprovidesbenefitstotheprotg. 84)
85) Managementdevelopmentisanattempttoimprovecurrentorfuturemanagerialperformanceby 85)

impartingknowledge,changingattitudes,orincreasingskills.
86) Successionplanningistheprocessthroughwhichlower-levelopeningsareplannedandfilled. 86)
87) Managementreplacementchartssummarizepotentialcandidatesaswellasdevelopmentneeds. 87)
88) Acasestudymethodapproachisaimedatgivingtraineesrealisticexperienceinidentifyingand 88)

analyzingcomplexorganizationalproblems.
89) Managementgamescanbegooddevelopmentaltoolsbecausepeoplelearnbestbygetting 89)

involvedintheactivityitself,andgamescanbeusefulforgainingsuchinvolvement.
14
90) Theaimofrole-playingistocreatearealisticsituationandthenhavethetraineesassumetheparts 90)
ofspecificpersonsinthatposition.
91) Behaviourmodelinginvolvestwosteps:showingtraineestheeasiestwayofdoingsomething,and 91)

lettingthempracticeanddevelopspeed.
92) Bjornisahighperformingprogrammerinasoftwaredevelopmentfirm.Hewasofferedtherole 92)

ofmanagerofhisworkteam.Hedeclinedtheoffereventhoughhissalarywouldhaveincreased
by15%hadheacceptedthisposition.Hiscareeranchorislikelytechnical/functional.
93) Discussthestagesinapersonscareer.
94) Identifyandexplaincareeranchorsforanemployee.
95) AmyisthenewDirectorofLearningandDevelopmentatapharmaceuticalcompany,MedicaInc.Sheis
designingthenewonthejobmanagementdevelopmentprogramandisconsideringimplementing
developmentaljobrotation.Whataretheadvantagesanddisadvantagesofdevelopmentaljobrotationthatshe
shouldconsider?
96) Identifythemainfeaturesofbehaviourmodeling.
15
AnswerKey
Testname:UNTITLED9
1) D
Topic: CareerPlanningandDevelopment
Skill: Recall
2) C
Skill: Applied
3) E
Skill: Applied
4) B
Skill: Recall
5) D
Skill: Applied
6) C
Skill: Recall
7) A
Skill: Recall
8) B
Skill: Applied
9) A
Skill: Applied
10) B
Skill: Applied
11) C
Skill: Applied
12) A
Skill: Recall
13) C
Skill: Recall
14) C
Skill: Recall
15) E
Skill: Recall
16) B
Skill: Recall
16
AnswerKey
Testname:UNTITLED9
17) B
Skill: Recall
18) E
Skill: Applied
19) C
Skill: Recall
20) B
Skill: Recall
21) D
Skill: Applied
22) D
Skill: Recall
23) B
Skill: Applied
24) D
Skill: Recall
25) E
Skill: Applied
26) A
Skill: Applied
27) C
Skill: Recall
28) E
Skill: Recall
29) E
Skill: Applied
30) D
Skill: Recall
31) E
Skill: Recall
32) C
Skill: Recall
17
AnswerKey
Testname:UNTITLED9
33) E
Skill: Applied
34) D
Skill: Applied
35) C
Skill: Recall
36) D
Skill: Recall
37) B
Skill: Recall
38) C
Skill: Recall
39) B
Skill: Recall
40) C
Skill: Recall
41) B
Skill: Applied
42) C
Skill: Recall
43) C
Skill: Recall
44) C
Skill: Recall
45) E
Topic: ManagingTransfersandPromotions
Skill: Recall
46) C
Skill: Applied
47) B
Skill: Applied
48) E
Skill: Applied
18
AnswerKey
Testname:UNTITLED9
49) D
Skill: Applied
50) C
Skill: Applied
51) C
Topic: ManagementDevelopment
Skill: Applied
52) D
Skill: Applied
53) B
Skill: Applied
54) D
Skill: Recall
55) D
Skill: Applied
56) D
Skill: Recall
57) A
Skill: Recall
58) B
Skill: Recall
59) C
Skill: Recall
60) A
Skill: Applied
61) A
Skill: Recall
62) B
Skill: Recall
63) E
Skill: Applied
64) D
Skill: Recall
19
AnswerKey
Testname:UNTITLED9
65) E
Skill: Recall
66) C
Skill: Recall
67) C
Skill: Recall
68) D
Skill: Applied
69) E
Skill: Recall
70) C
Skill: Applied
71) B
Skill: Applied
72) B
Skill: Recall
73) A
Skill: Recall
74) A
Skill: Applied
75) B
Skill: Applied
76) FALSE
Skill: Recall
77) TRUE
Skill: Recall
78) TRUE
Skill: Recall
79) FALSE
Skill: Applied
80) TRUE
Skill: Recall
20
AnswerKey
Testname:UNTITLED9
81) FALSE
Skill: Recall
82) TRUE
Skill: Recall
83) TRUE
Skill: Recall
84) FALSE
Skill: Applied
85) TRUE
Skill: Recall
86) FALSE
Skill: Recall
87) TRUE
Skill: Recall
88) TRUE
Skill: Recall
89) TRUE
Skill: Recall
90) TRUE
Skill: Applied
91) FALSE
Skill: Recall
92) TRUE
Skill: Applied
93) Growth(birthtoage14)developsself-conceptbyinteractingwithfamily,friends,andteachers.
Exploration (15to24)exploresvariousalternativesforoccupations.
Establishment(24to44)worklife.
Maintenance (45to65)securingwork.
Decline(retirementage)givingupresponsibilitiesandpassingitontoyoungerworkers.
Skill: Recall
94) Technical/functional -avoiddecisions.
Managerialcompetence -highresponsibility.
Creativity -successfulentrepreneurs.
Autonomyandindependence -workeitheraloneorwithasmallfirm.
Security-geographicororganizational.
Skill: Recall
21
AnswerKey
Testname:UNTITLED9
95) Advantages: Provideswell-roundedtraining;avoidsstagnationthroughtheconstantintroductionofnewpointsof

viewineachdepartment;andteststhetraineesandhelpsidentifyapersonsweakandstrongpoints.
Disadvantages: Encouragesgeneralizationandtendstobemoreappropriatefordevelopinglinemanagersthan
functionalstaffexperts.
Skill: Applied
96) Behaviourmodelinginvolves(1)showingtraineestheright(ormodel)waytodosomething;(2)lettingeachtrainee
practicetherightwaytodoit;and(3)providingfeedbackregardingeachtraineesperformance.Fourspecificsteps
areused:(1)modeling;(2)roleplays;(3)socialreinforcement;and(4)transferoftraining.
Skill: Recall
22
Exam
Name___________________________________
1) Whichofthefollowingistrueaboutperformancemanagement? 1)
A) Theprocessdoesnotinvolvecoaching.
B) Researchindicatesthatmostcompaniesmanageperformancewell.
C) Betterperformancemanagementrepresentsalargelyuntappedopportunitytoimprove
companyprofitability.
D) Itisindirectlyrelatedtoachievingstrategicobjectives.
E) Theprocesscontains3steps.
2) Thecriticalstepinemployeesunderstandingofhowtheirworkmakesacontributionis: 2)
A) thepromotiondecision.
B) definingperformanceexpectations.
C) thecareerplanningsession.
D) thepaydecision.
E) theappraisalsession.
3) Toclarifyperformanceexpectations,________shouldbedeveloped. 3)
A) anHRstrategy
B) abusinessplan
C) strategicobjectives
D) measurablestandards
E) alistoftraits
4) ThefollowingarereasonsforthefailureofaperformanceappraisalEXCEPT: 4)
A) clearlydefiningperformancestandards.
B) arguingandpoorcommunicationswhichariseasproblemsduringfeedbacksessions.
C) nottellingemployeesaheadoftimeexactlywhatisexpectedofthem.
D) alenientsupervisor.
E) havingpoormeasuresofperformance.
5) Thejobdescriptionoftenisnotsufficienttoclarifywhatemployeesaretodo.Thislackofclarityis 5)
because:
A) managersmayaskindividualemployeestotakeonadditionaltasks.
B) itiswrittenonlyforbenchmarkjobs.
C) itisthesameforgroupsofemployees.
D) itiswrittenforspecificdepartments.
E) itiswrittenforspecificemployees.
6) Thesimplestandmostpopulartechniqueforappraisingemployeesisthe: 6)
A) alternationrankingmethod.
B) forceddistributionmethod.
C) criticalincidentmethod.
D) graphicratingscale.
E) pairedcomparisonmethod.
1
7) Ascalethatlistsanumberoftraitsandarangeofperformanceforeachiscalleda(n): 7)
B) behaviourallyanchoredratingscale.
C) graphicratingscale.
D) pairedcomparisonscale.
E) forceddistributionmethod.
8) Renuhasbeenhiredasthefirsthumanresourcesprofessionalatagrowinglandscapearchitecture 8)
firm,TerrastyleInc.Thefirmiscurrentlyusingaformalappraisalmethodwhichliststraitssuchas
teamworkandperformancevaluesrangingfromneedsimprovementtooutstanding.
Terrastyleisusingthefollowingappraisalmethod:
A) pairedcomparisonmethod.
B) graphicratingscale.
C) forceddistributionmethod.
D) behaviourallyanchoredratingscale.
E) criticalincidentmethod.
9) Acommonmethodforappraisingperformancewhichinvolvesevaluatingemployeesbyranking 9)
themfrombesttoworstonsometraitiscalledthe:
C) alternationrankingmethod.
D) behaviourallyanchoredratingscale.
10) AnexampleofthealternationrankingmethodwouldincludethefollowingstepsEXCEPT: 10)

A) listingthehighest-rankingemployeeonthefirstline.
B) puttingthelowest-rankingemployeeonthelastline.
C) definingthecompensablefactors.
D) crossoffnamesnotknownwellenoughtorank.
E) listingalltheemployeestoberanked.
11) Themethodforappraisingperformancewhichranksemployeesbymakingachartofallpossible 11)

pairsoftheemployeesforeachtraitandindicatingwhichemployeeisthebetterofthepairis
knownasthe:
C) graphicratingscale.
D) alternationrankingmethod.
12) Theperformanceappraisalmethodthatwouldusea +todenotebetterthananda-todenote 12)

worsethanwhencomparingemployeesinordertogetthehighest -rankedemployeeisthe:
B) pairedcomparisonmethod.
C) graphicratingscalemethod.
D) criticalincidentmethod.
2
13) Theperformanceappraisalmethodwhichissimilartogradingonacurve,andwhichplacesa 13)
predeterminedpercentageofrateesinvariousperformancecategories,isthe:
A) graphicratingscale.
C) pairedcomparisonmethod.
D) alternationrankingmethod.
14) Renuhasbeenhiredasthefirsthumanresourcesprofessionalatagrowinglandscapearchitecture 14)

firm,TerrastyleInc.Sheisconsideringchangingthecurrentperformanceappraisalmethod,the
graphicratingscale,totheforceddistributionmethodofperformanceappraisal.Whatcriticismof
usingthismethoddoyouadviseherabout?
A) Itissimilartogradingonacurve.
B) Aconsiderableproportionoftheworkforceisclassifiedaslessthanaverage.
C) Predeterminedpercentagesofemployeesareplacedinperformancecategories.
D) Employeesareratedonacomparisonbasis.
E) Traitsbeingappraisedaredecidedbymanagement.
15) Theperformanceappraisalmethodwhichinvolveskeepingarecordofuncommonlygoodor 15)

undesirableexamplesofanemployeeswork -relatedbehaviourandreviewingitwiththe
employeeatpredeterminedtimesisthe:
B) criticalincidentmethod.
C) alternationrankingmethod.
D) forceddistributionmethod.
E) behaviourallyanchoredratingscales.
16) ThefollowingareadvantagesofthecriticalincidentmethodEXCEPT: 16)

A) ensuresthattheevaluatorthinksabouttheemployeesappraisalallduringtheyear.
B) canbeusedtosupplementanotherappraisaltechnique.
C) providestheevaluatorwithsomespecifichardfactsforexplainingtheappraisal.
D) providesconcreteexamplesofwhatanemployeecandotoeliminateanyperformance
deficiencies.
E) ensuresthattheevaluatorwillonlyconsidertheemployeesmostrecentjobperformance.
17) ThefollowingareexamplesofcriticalincidentsforanassistantplantmanagerEXCEPT: 17)

A) preventingamachinebreakdownbydiscoveringafaultypart.
B) institutinganewpreventativemaintenancesystemfortheplant.
C) developingacorporatestrategytoimplementcompany-wide.
D) allowinginventorystoragecoststorise15%inthepriormonth.
E) institutinganewproductionsystemwhichdecreasedlateordersby10%.
18) Thecriticalincidentmethodofperformanceappraisalisoftenusedtosupplementa: 18)

A) narrativeform.
B) management-by-objectivesmethod.
C) forceddistributionmethod.
D) pairedcomparisonmethod.
E) rankingmethod.
3
19) Inabehaviourallyanchoredratingscaletherearecriticalincidentanchorsalongthe: 19)
A) performanceratingscale.
C) forceddistributionscale.
D) alternationrankingmethodscale.
E) pairedcomparisonscale.
20) Someemployersevaluatetheprogressanddevelopmentoftheirsupervisoryemployeesviathe 20)

useofanarrativeformofappraisal.Oneexampleoftheformthatisusediscalledthe:
A) performancediscussionplan.
B) essayform.
C) performanceimprovementplan.
D) criticalincidentmethod.
E) assessmentmethod.
21) Asummaryperformanceappraisaldiscussionfocuseson: 21)

A) problemsolving.
B) controlling.
C) planning.
D) developingpeople.
E) administering.
22) Anappraisalmethodthataimsatcombiningthebenefitsofnarrative,criticalincidentsand 22)

quantifiedratingsbyanchoringaquantifiedscalewithspecificnarrativeexamplesofgoodorpoor
performanceiscalledthe:
A) graphicratingscalemethod.
B) pairednarrative-quantitativemethod.
C) criticalincidentmethod.
D) anchorednarrative-quantitativemethod.
E) behaviourallyanchoredratingscalemethod.
23) ThefollowingarestepsindevelopingabehaviourallyanchoredratingscaleEXCEPT: 23)

A) scalingtheincidents.
B) developingperformancedimensions.
C) causingcriticalincidentstooccur.
D) generatingcriticalincidents.
E) developingthefinalinstrument.
24) Thestepusedindevelopingabehaviourallyanchoredratingscalewherepersonswhoknowthe 24)

jobbeingappraisedareaskedtodescribespecificillustrationsofeffectiveandineffective
performanceis:
A) scalingtheincidents.
B) developingthefinalinstrument.
C) generatingcriticalincidents.
D) reallocatingincidents.
E) developingperformancedimensions.
25) Typicallyacriticalincidentisretainedifsomepercentage(usually________%to________%)ofthe 25)

secondgroupassignsittothesamecluster.
A) 50;50 B) 40;90 C) 40;80 D) 50;80 E) 0;100
4
26) Thefollowingareadvantagesofthebehaviourallyanchoredratingscaleappraisalmethod 26)
EXCEPT:
A) clearerstandards.
B) specificfeedbackforsupervisorstogiveemployees.
C) amoreaccuratemeasure.
D) specificforcedbehaviouraldimensions.
E) consistency.
27) Amethodforappraisingperformanceinvolvingsettingspecificmeasurablegoalswitheach 27)

employeeandthenperiodicallyreviewingtheprogressmadeiscalled:
A) progressreviewmethod.
B) managementbyobjectives.
C) criticalgoalmethod.
D) behaviourallyanchoredratingscalemethod.
E) periodicreviewmethod.
28) MBOalmostalwaysreferstoacomprehensiveorganization -widegoal-settingandappraisal 28)

programthatconsistsofthefollowingstepsEXCEPT:
A) providingfeedbacktoemployees.
B) settinglong-termperformancetargets.
C) settingtheorganizationsgoals.
D) settingthedepartmentsgoals.
E) discussingthedepartmentsgoals.
29) ThefollowingareproblemsthataretypicallyencounteredwhenanorganizationusestheMBO 29)

methodofperformanceappraisalEXCEPT:
A) measurableobjectives.
B) unmeasurableobjectives.
C) unclearobjectives.
D) tugofwarconcerningobjectivesbetweensupervisorandemployee.
E) time-consumingprocedures.
30) Whenitcomestoperformanceappraisals,mostfirmscombine: 30)

A) severalappraisaltechniques.
B) computerizedtechniquesandBARS.
C) computerizedandnarrativetechniques.
D) manualandsubjectivetechniques.
E) manualtechniquesandMBO.
31) WhenusingMBO,inordertoavoidhavingtheprocessdemotivateemployees,objectivesmustbe: 31)

A) fairandattainable.
B) difficulttoattain.
C) thesameforallemployeesinthesamejob.
D) easytoattain.
E) basedontheemployeeseducationallevel.
5
32) Becauseofgoodresults,moreemployersareturningtoanewapproachtoappraisal,namelya(n): 32)
A) criticalincidentsnarrative.
B) pointmethodplan.
C) forceddistributionsystem.
D) bell-shapedcurve.
E) computerizedperformanceappraisalsystem.
33) WhichofthefollowingisNOTanadvantageofthebehaviourallyanchoredratingscalemethod? 33)

A) Itisrelativelyconsistentandreliable.
B) Itisgenerallyamoreaccuratemeasureofperformance.
C) Itisthesimplestformofperformanceappraisalsolittlesupervisortimeisinvolvedinusing
thisperformanceappraisaltool.
D) Thecriticalincidentsallowforclearerstandards.
E) Itprovidesspecificbehaviouralexamplesforeachtrait.
34) Appraisalsystemsmustbebasedonperformancecriteriathatare________forthepositionbeing 34)

rated,and________inthattheirapplicationmustproduceconsistentratingsforthesame
performance.
A) valid,measurable
B) measurable,valid
C) valid,reliable
D) reliable,reliable
E) reliable,valid
35) ThefollowingareproblemsformanagerswhenusingperformanceappraisalmethodsEXCEPT: 35)

A) haloeffect.
B) quotaappraisals.
C) appraisalbias.
D) unclearstandards.
E) centraltendency.
36) Whenanappraisalscaleistooopentointerpretation,itischaracterizedashaving: 36)

A) unclearperformancestandards.
B) translationopenness.
C) criticalincidents.
D) lackofappraisalspecificity.
E) non-quantitativestandards.
37) Agraphicratingscaleusedwithunclearstandardsmayappeartobeobjective;however,itwill 37)

probablyresultinunfairappraisalsbecausethetraitsanddegreesofmeritare:
A) welldefined.
B) toostrict/lenient.
C) specificinnature.
D) tightlystructured.
E) opentointerpretation.
6
38) GaryisthesupervisorofMindy.HeisveryimpressedwithMindysabilitytoworkinateamso 38)
hasratedherasoutstandingforthistrait.Althoughshehashadmoremisseddeliverydeadlines
thanherpeersoverthepastfinancialquarterGaryratedherasaboveaverageforthetrait
personaleffectiveness.Garysactionsindicatethefollowingperformanceappraisalproblem:
A) haloeffect.
B) traiteffect.
C) bias.
D) traitbias.
E) appraisalbias.
39) Kaihasatendencytorateallofhisdirectreportsasaverage.Kaisactionsindicatethefollowing 39)

performanceappraisalproblem:
A) equalratingtendency.
B) haloeffect.
C) bias.
D) appraisalbias.
E) centraltendency.
40) Whensupervisorswhoareengagedinaperformanceratinghaveatendencytorateallemployees 40)

eitherhighorlow,thisisaproblemthatisreferredtoas:
A) haloeffect.
B) leniency/strictness.
C) centraltendency.
D) appraisalbias.
E) bias.
41) Whensupervisorsallowindividualdifferencessuchasage,race,andsextoaffecttheappraisal 41)

ratingsthatemployeesreceive,thisproblemisreferredtoas:
A) strictness/leniency.
B) haloeffect.
C) appraisalbias.
D) centraltendency.
E) traiteffect.
42) Whenanemployeesmostrecentperformancecanaffecttheevaluationofhis/heroverall 42)

performance,the________errorhasoccurred.
A) recency
B) halo
C) similar-to-me
D) centraltendency
E) appraisalbias
43) Thefollowingarewaystominimizetheimpactofappraisalproblemssuchasbiasandcentral 43)

tendencyEXCEPT:
A) besuretounderstandtheprobleminordertopreventit.
B) befamiliarwiththetypicalratingerrorsthatcanundermineratingscaleappraisals.
C) trainsupervisorstoeliminateratingerrors.
D) refrainfromconfusingtheemployeebyincludinghim/herintheratingandevaluation
process.
E) choosetherightappraisaltool.
7
44) Improvingappraisalaccuracycallsnotjustfortrainingofsupervisors,butalsofor: 44)
A) aquantitativejobevaluationsystem.
B) MBO.
C) aneffectiveemployeeorientationprogram.
D) performancebonuses.
E) reducingoutsidefactorssuchasunionpressureandtimeconstraints.
45) ThefollowingareadvantagesofvariousappraisaltoolsEXCEPT: 45)

A) alternationrankingissimpletouse.
B) forceddistributionresultsdependontheadequacyoftheoriginalchoiceofcutoffpoints.
C) MBOistiedtojointlyagreedgoals.
D) agraphicratingscaleissimpletouse.
E) BARSisveryaccurate.
46) ThefollowingaredisadvantagesofappraisaltoolsEXCEPT: 46)

A) agraphicratingscaleissimpletouse.
B) BARSisdifficulttodevelop.
C) thecriticalincidentmethodisdifficulttousetorateemployeesrelativetooneanother.
D) MBOistime-consuming.
E) thealternationrankingmethodcancausedisagreementsamongemployees.
47) Guidelinesfordevelopingalegallydefensibleperformanceappraisalprocessincludethefollowing 47)

EXCEPT:
A) documentevaluations.
B) conductjobspecializationforeachemployee.
C) useclearlydefinedindividualdimensionsofjobperformance.
D) incorporatejobcharacteristicsintoaratinginstrument.
E) providedefinitiveperformancestandardstoraterandratees.
48) Theindividualratingsthatarestilltheheartofmostappraisalsystemsarethe: 48)

A) supervisorsratings.
B) self-pacedratings.
C) customerratings.
D) individualratings.
E) peerratings.
49) Apotentialproblemwithpeerappraisaloccurswhenallthepeersgettogethertorateeachother 49)

highly.Thisiscalled:
A) preferentialevaluation.
B) appraisalbias.
C) logrolling.
D) haloerror.
E) leniencyerror.
50) Inastudyinvolvingmorethan200industrialmanagers,thetypeofperformanceratingthat 50)

predictedwhowouldbepromotedwasthe:
A) committeeappraisal.
B) self-appraisal.
C) supervisorappraisal.
D) peerappraisal.
E) customerappraisal.
8
51) Thefollowingareadvantagesofusingratingcommitteesintheperformanceappraisalprocess 51)
EXCEPT:
A) thecompositeratingstendtobemorefairthanthoseofindividualraters.
B) variationsinratersratingsusuallystemfromthefactthatratersoftenobservedifferent
facetsofanemployeesperformance.
C) appraisalisgenerallymorebiasedbecauseofpersonalityclashes.
D) thecompositeratingstendtobemorereliableandvalidthanthoseofindividualraters.
E) severalraterscanhelpcanceloutproblemslikebiasandhaloeffectonthepartofindividual
raters.
52) Ratingcommitteesareusuallycomposedoftheemployeesimmediatesupervisorand: 52)

A) thatsupervisorsboss.
B) threeorfourpeers.
C) threeorfourothersupervisors.
D) thatsupervisorsbossandacustomer.
E) othersupervisorsandpeers.
53) Thebasicproblemwithemployeeself -ratingsis: 53)

A) employeereluctancetoself-rate.
B) peersratethemselveslowerthantheyareratedbysupervisorsorpeers.
C) lackofanonymity.
D) supervisordistrustofemployeeself-ratings.
E) employeesratethemselveshigherthantheyareratedbysupervisorsorpeers.
54) Morefirmstodayletemployeesanonymouslyevaluatetheirsupervisorsperformance.This 54)

processisknownas:
A) teamappraisal.
B) anonymousevaluation.
C) supervisorappraisal.
D) 360-degreeappraisal.
E) upwardfeedback.
55) The360-degreeappraisalapproachsupportsthefollowingactivitiesEXCEPT: 55)

A) leadershipdevelopment.
B) recognition.
C) successionplanning.
D) jobevaluation.
E) coaching.
56) 360-degreefeedbackwasoriginallyusedonlyfortraininganddevelopmentpurposes,buthas 56)

rapidlyspreadtobeingusedinthemanagementof:
A) jobevaluation.
B) performanceandpay.
C) customerservice.
D) ratingerrors.
E) employeeorientation.
9
57) The360-degreeappraisalapproachfitscloselywiththegoalsoforganizationscommittedto: 57)
A) employmentequity.
B) continuouslearning.
C) payequity.
D) MBO.
E) hierarchicalchainofcommand.
58) Anemployees360-degreeappraisalusuallyinvolvesthefollowingappraisersEXCEPT: 58)

A) peers.
B) anyemployeesreportingtothepersonbeingappraised.
C) competitors.
D) customers.
E) supervisors.
59) Organizationsthathaveimplemented360 -degreeappraisalhavethefollowingadviceforthose 59)

consideringitEXCEPT:
A) plantoevaluatethesystemforfinetuning.
B) beclearaboutwhowillhaveaccesstoreports.
C) usestandardquestionnaires.
D) assureallratersthattheircommentswillbekeptanonymous.
E) providetrainingforsupervisors,ratersandratees.
60) Aninterviewwithanemployeetomakedevelopmentplans,tomaintainsatisfactoryperformance 60)

ifpromotionisnotindicated,ortocorrectunsatisfactoryperformance,iscalleda(n):
A) appraisalinterview.
B) exitinterview.
C) evaluationinterview.
D) jobinterview.
E) developmentinterview.
61) Theeasiestappraisalinterviewtoconductis________performance,________employee. 61)

A) satisfactory,promotable.
B) unsatisfactory,correctable.
C) unsatisfactory,uncorrectable.
D) satisfactory,unpromotable.
E) unsatisfactory,unpromotable.
62) Whenpreparingfortheappraisalinterview,therearethreethingstodo.First,assemblethedata; 62)

second,preparetheemployee;andfinally:
A) choosethetimeandplace.
B) preparetheappraisalexamination.
C) layoutanactionplan.
D) dotheperformanceappraisal.
E) documentallinformationtobediscussedintheinterview.
63) WhenconductingtheappraisalinterviewthefollowingshouldbekeptinmindEXCEPT: 63)

A) encouragethepersontotalk.
B) developanactionplan.
C) bedirectandspecific.
D) talkingeneralities.
E) dontgetpersonal.
10
64) Whenapersonisaccusedofpoorperformance,researchindicatesthatthefirstreactionthathe/she 64)
mayhaveisoften:
A) anger.
B) denial.
C) changingthesubject.
D) ignoringtheaccusation.
E) aggression.
65) Bestpracticeswhendealingwithdefensiveemployeesinclude: 65)

A) neverbackdown.
B) usingintimidationtoconvince.
C) solveallproblemsquickly.
D) recognizethatdefensivebehaviourisnormal.
E) explainthepersonsbehaviourtothem.
66) RulesforconstructivecriticismincludethefollowingEXCEPT: 66)

A) criticizeinprivate.
B) aonce-a-yearcriticalbroadsidecanbeeffective.
C) providesuggestionsaboutwhatcouldbedonetochangebehaviour.
D) ensurecriticismisfreeofbias.
E) lettheemployeemaintaintheirsenseofdignityandself -worth.
67) Thefollowingstepsareimportanttoensurethattheappraisalinterviewleadstoimproved 67)

performanceEXCEPT:
A) setimprovementgoalsandascheduleforattainingthem.
B) thesupervisorshouldbeinfirmcontroloftheinterview.
C) ensureemployeesdontfeelthreatenedduringtheinterview.
D) giveemployeestheopportunitytopresenttheirideasandfeelings.
E) thesupervisorshouldbehelpfulandconstructive.
68) AwrittenwarningtoanemployeewithpoorperformanceshouldincludethefollowingEXCEPT: 68)

A) indicatethattheemployeehadanopportunitytocorrecttheirbehaviour.
B) identifystandardsunderwhichtheemployeeisjudged.
C) specifyanyviolationofthestandards.
D) makeitcleartheemployeewasawareofthestandards.
E) specifythat360-degreeappraisalwillbeusedinfuture.
69) Aperformanceappraisalsystemthatdoesnotforcemanagerstogivefalseormisleading 69)

measurementsandinsteadfacilitatesopen,job -relateddiscussionsbetweenthesupervisorandthe
employeeis:
A) behaviourallyanchoredratingscales.
B) totalqualitycontrol.
C) managementbyobjectives.
D) aperformancemanagementsystem.
E) self-managedteams.
11
70) Susan,theHRDirector,isdevelopingperformancemanagementtrainingsessionsforjunior 70)
managers.Shewantstobesuretoemphasizethekeysuccessfactorforeffectiveperformance
appraisalthatmostoftenleadstooptimumemployeeperformance.Thefactorsheemphasizesis:
A) thequalityoftheperformanceappraisaldialoguebetweenthemanagerandemployee.
B) linkingpaywithperformance.
C) legallycompliantpolicies.
D) effectivecareerdevelopmentdiscussions.
E) noneoftheabove.
71) Themainpurposeforappraisingemployeesistoinstillinthemadesireforcontinuous 71)

improvement.
72) Mostsupervisorsandemployeesaredissatisfiedwiththeirperformanceappraisalprograms 72)

becausetheyinvolvesomuchpersonaljudgment.
73) Performanceappraisalrequiresfeedbacksessionsinwhichperformanceandprogressare 73)

discussedandplansaremadefordevelopmentthatisrequired.
74) Ajobdescriptionisalwayssufficientinclarifyingwhatamanagerwantshisorheremployeesto 74)

do.
75) Themostpopulartechniqueforappraisingperformanceisthegraphicratingscale. 75)
76) Whenusingthepairedcomparisonmethod,foreverytrait,everyemployeeiscomparedtoevery 76)

otheremployeeinpairs.
77) Withthecriticalincidentmethod,theratingreflectsonlytheemployeesmostrecentperformance. 77)
78) Thecriticalincidentperformanceappraisalmethodcanbegeareddirectlytothespecificjob 78)

expectationslaidoutfortheemployeeatthebeginningoftheyear.
79) Abehaviourallyanchoredratingscale(BARS)combinesthebenefitsofnarratives,critical 79)

incidents,andquantifiedratingsbyanchoringaquantifiedscalewithspecificbehavioural
examplesofgoodorpoorperformance.
80) Abehaviourallyanchoredratingscaletakeslesstimethanagraphicratingscaleforthesupervisor 80)

tocompletewhenundertakingperformanceappraisal.
81) AmanagercanimplementamodestMBOprogrambyjointlysettinggoalswithemployeesand 81)

providingfeedback.
82) Itwouldbeadisadvantageforfirmstocombineseveralappraisaltools. 82)
83) Theuseofcriticalincidentsinperformanceappraisalprovidesspecificexamplesofgoodandpoor 83)

performance.
84) MBOistimeconsuming. 84)
12
85) Whenusingagraphicratingscale,thecentraltendencyerroroccurswhenratersratepeopletoo 85)
high.
86) Researchindicatesthatindividualdifferencesamongratees(intermsofcharacteristicssuchasage, 86)

race,andsex)canaffecttheratingstheyreceivefromsupervisors.
87) Ratertrainingisthemostimportantthingtodotoimproveperformanceappraisalaccuracy. 87)
88) Discussseveraloptionsastowhoshouldconductperformanceappraisals,anddiscussonestrengthofeach
option.
89) Identifythestepsrequiredtodevelopabehaviourallyanchoredratingscale.
90) DefineMBO,describethestepsintheMBOappraisalprogramandexplainthreeproblemstoavoid.
91) Identifyanddiscusssevenratingscaleappraisalproblems.
92) Graceisthemanagerofateaminamanagementconsultingfirm.Sheispreparingforherperformance
appraisalinterviewwithherdirectreport,Ming.ShehasratedMingasaboveaverageonallperformance
traits.GraceisunabletopromoteMingintheforeseeablefutureasthereisunlikelytobeavacancythatshe
couldmoveinto.DescribewhatthegoalswouldbeforGracesperformanceappraisalmeetingwithMingand
whatrecommendationsyouhaveforGraceinpreparingforthemeeting.
13
AnswerKey
Testname:UNTITLED10
1) C
Topic: StrategicImportanceofPerformanceManagement
Skill: Recall
2) B
Topic: Step1:DefiningPerformanceExpectations
Skill: Recall
3) D
Skill: Applied
4) A
Topic: Step3:PerformanceAppraisalandEvaluationDiscussion
Skill: Recall
5) A
Skill: Applied
6) D
Skill: Recall
7) C
Skill: Recall
8) B
Skill: Applied
9) C
Skill: Recall
10) C
Skill: Applied
11) A
Skill: Recall
12) B
Skill: Applied
13) B
Skill: Recall
14) B
Skill: Applied
15) B
Skill: Applied
16) E
Skill: Applied
14
AnswerKey
Testname:UNTITLED10
17) C
Skill: Applied
18) E
Skill: Recall
19) A
Skill: Recall
20) C
Skill: Applied
21) A
Skill: Recall
22) E
Skill: Recall
23) C
Skill: Applied
24) C
Skill: Recall
25) D
Skill: Recall
26) D
Skill: Applied
27) B
Skill: Recall
28) B
Skill: Applied
29) A
Skill: Applied
30) A
Skill: Recall
31) A
Skill: Recall
32) E
Skill: Recall
15
AnswerKey
Testname:UNTITLED10
33) A
Skill: Recall
34) C
Skill: Applied
35) B
Skill: Recall
36) A
Skill: Applied
37) E
Skill: Recall
38) A
Skill: Applied
39) E
Skill: Applied
40) B
Skill: Applied
41) C
Skill: Applied
42) A
Skill: Applied
43) D
Skill: Recall
44) E
Skill: Applied
45) B
Skill: Applied
46) A
Skill: Applied
47) B
Skill: Applied
48) A
Skill: Recall
16
AnswerKey
Testname:UNTITLED10
49) C
Skill: Recall
50) D
Skill: Recall
51) C
Skill: Applied
52) C
Skill: Recall
53) E
Skill: Recall
54) E
Skill: Recall
55) D
Skill: Applied
56) B
Skill: Applied
57) B
Skill: Recall
58) C
Skill: Recall
59) C
Skill: Recall
60) A
Skill: Recall
61) A
Skill: Recall
62) A
Skill: Recall
63) D
Skill: Recall
64) B
Skill: Recall
17
AnswerKey
Testname:UNTITLED10
65) D
Skill: Applied
66) B
Skill: Applied
67) B
Skill: Recall
68) E
Skill: Recall
69) D
Topic: FutureofPerformanceManagement
Skill: Recall
70) A
Topic: FutureofPerformanceManagement
Skill: Applied
71) TRUE
Topic: StrategicImportanceofPerformanceManagement
Skill: Recall
72) TRUE
Skill: Recall
73) TRUE
Skill: Recall
74) FALSE
Skill: Applied
75) TRUE
Skill: Recall
76) TRUE
Skill: Recall
77) FALSE
Skill: Applied
78) TRUE
Skill: Applied
79) TRUE
Skill: Recall
80) FALSE
Skill: Recall
18
AnswerKey
Testname:UNTITLED10
81) TRUE
Skill: Recall
82) FALSE
Skill: Applied
83) TRUE
Skill: Recall
84) TRUE
Skill: Recall
85) FALSE
Skill: Applied
86) TRUE
Skill: Applied
87) FALSE
Skill: Recall
88) Supervisorsratingsarerelativelyeasytoprepareandhe/sheshouldbeinagoodpositiontoobserveandevaluate.
Peersareeffectiveinpredictingfuturemanagementsuccess.
-ratingstendtobemorereliable,fair,andvalid.
-ratingsareusedinconjunctionwiththosefromsupervisorsbutstudiesshowemployeesratethemselveshigh.
-ratingsoftheirmanagersarevaluablewhenusedfordevelopmentalratherthanevaluativepurposes.
360-degreeappraisalssupporttheactivitiesofperformancefeedback,coaching,leadershipdevelopment,succession
planning,andrewardsandrecognition.
Skill: Recall
89) Generatecriticalincidents;developperformancedimensions;reallocateincidents;scaletheincidents;developthefinal
instrument.
Skill: Recall
19
AnswerKey
Testname:UNTITLED10
90) Managementbyobjectives(MBO) involvessettingspecificmeasurablegoalswitheachemployeeandthen

periodicallyreviewingtheprogressmade.
Settheorganizationsgoals
establishanorganization-wideplanfornextyearandsetgoals
Setdepartmentalgoals
heredepartmentheadsandtheirsuperiorsjointlysetgoalsfortheirdepartments
Discussdepartmentalgoals
departmentheadsdiscussthedepartmentsgoalswithallemployeesinthedepartment(oftenatadepartment -wide
meeting)andaskthemtodeveloptheirownindividualgoals;inotherwords,howcaneachemployeecontributeto
thedepartmentsattainmentofitsgoals?
Defineexpectedresults(setindividualgoals)
here,departmentheadsandemployeessetshort -termperformancetargets
Performancereviews:Measuretheresults
departmentheadscomparetheactualperformanceofeachemployeewiththeexpectedresults
Providefeedback
departmentheadsholdperiodicperformancereviewmeetingswithemployeestodiscussandevaluateprogressin
achievingexpectedresults.
ProblemstoAvoid
Settingunclear,unmeasurableobjectivesisthemainone
MBOistime-consuming
settingobjectiveswithanemployeesometimesturnsintoatugofwar,withthemanagerpushingforhighergoals
andtheemployeepushingforlowerones
Skill: Recall
91) Unclearperformancestandards arewhentraitsanddegreesofmeritareopentointerpretation.
Haloeffect meansratinganemployeeononetraitbiasestheirratingsonothertraits.
Centraltendency ratesallemployeesthesame--average,whilestrictnessratesallemployeesconsistentlyhighor
low.
Appraisalbias allowsindividualdifferencestoaffectappraisalratestheemployeesreceive.
Recencyeffect meansratingsarebasedontheemployeesmostrecentperformance,notaverageperformanceover
theappraisalperiod.
Similar-to-mebiasoccurswhentheratergiveshigherratingstoemployeeswithwhomheorshehassomethingin
common.
Skill: Recall
92) Goalsofinterview:shouldfocusmoreonmaintainingsatisfactoryperformancethanoncareerdevelopment.
ToprepareforthemeetingGraceshouldconsiderwhichincentiveswouldbelikelytomotivateMingtomaintainher
aboveaverageperformance.Sheshouldconsiderincentivessuchasofferingtimeoffwithpay,abonus,and
recognitionforMing.
Skill: Applied
20
Exam
Name___________________________________
1) Totalrewardsrefersto: 1)
A) allformsofpayorothercompensationprovidedtoemployees.
B) payrollcosts.
C) contractualpaymethodsorfringebenefitstoemployees.
D) certainformsofpayandrewardstoemployees.
E) cashpaymentsonly.
2) Thetotalrewardsapproachhasarisenfromthe: 2)
A) changingbusinessenvironmentofthelastseveraldecades.
B) organizationsbusinessneeds.
C) executiveboardroom.
D) changingglobaleconomy.
E) employeesrequirementforstability.
3) Atotalrewardsapproachconsiders: 3)
A) individualrewardcomponentsaspartofanintegratedwhole.
B) costconstraints.
C) compensationandbenefitstogether.
D) businessstrategy.
E) employeevalue.
4) Originally,totalrewardswereconceptualizedashavingthreebroadcategories:Theyare: 4)
A) performanceandrecognition,benefits,workexperience.
B) compensation,flexiblebenefits,workexperience.
C) bonus,benefits,workexperience.
D) compensation,benefits,workexperience.
E) development/careeropportunities,benefits,workexperience.
5) ResearchconductedbyWorldatWorkhasclarifiedtheworkexperiencecategoryoftotalrewards 5)
bysplittingitintothreeparts.Theyare:
A) work/lifeprograms,businessstrategyanddevelopment/careeropportunities.
B) work/lifeprograms,successionprograms,andsalarygrade.
C) work/lifeprograms,organizationalcultureanddevelopment/careeropportunities.
D) work/lifeprograms,HRstrategy,anddevelopment/careeropportunities.
E) work/lifeprograms,performanceandrecognition,anddevelopmentandcareer
opportunities.
6) Work/lifeprogramshelpemployeesdotheirjobseffectivelyusing: 6)
A) recognitionprograms.
B) advancementopportunities.
C) vacationandholidays.
D) employer-paidinsurance.
E) flexibleschedulingandchildcare.
1
7) Engagementis: 7)
A) thebeliefthattheorganizationcaresabouttalentmanagement.
B) transactionalrewardswhichareconsistentacrosscompetingorganizations.
C) positiveemotionalconnectiontotheemployerandaclearunderstandingofthestrategic
significanceofthejob.
D) providingcompetitivebasepay.
E) relationalworkexperiences.
8) TheRevlexCompanydidasalarysurvey,andtheresultsshowedthat10ofitskeypositionshad 8)
lowerwagescomparedwithsimilarpositionsattheirkeycompetitors.Theproblemthecompany
facesis:
A) broadbanding.
B) payequity.
C) externalinequity.
D) internalinequity.
E) comparableworth.
9) YouareadvisingthePresidentofanewlyformedcompanyastopayrollobligations.This 9)
companyisprovinciallyregulatedandislocatedinBritishColumbia.Shehasaskedyoutoadvise
herastolegislativeminimumstandardsregardingpay.YourespondthattheBritishColumbia
EmploymentStandardsActsetsminimumstandardsregardingpayforeachofthefollowing
categoriesEXCEPT:
A) pensions.
B) paidstatutoryholidays.
C) overtimepay.
D) paidvacation.
E) minimumwage.
10) Payequitylawswereenactedinresponseto: 10)

A) paydiscriminationagainstseniorcitizens
B) gender-neutraljobevaluationsystems.
C) thevarietyofjobevaluationsystemsbeingusedtoevaluatejobs.
D) thevarietyofcompensablefactorsbeingusedtoevaluatejobs.
E) thehistoricalundervaluingofwomenswork.
11) MostCanadianhumanrightsactsprohibitdiscriminationinpaybasedonthefollowinggrounds 11)

EXCEPT:
A) sex.
B) age.
C) physicaldisability.
D) colour.
E) height.
12) ImportantconsiderationsforpayingemployeesincludethefollowingEXCEPT: 12)

A) equityconsiderations.
B) policyconsiderations.
C) legalconsiderations.
D) unionconsiderations.
E) averageageconsiderations.
2
13) TheEmploymentInsuranceActprovidesunemploymentbenefitsvaryingbyregionandother 13)
factorsforupto________weeks.
A) 18 B) 26 C) 30 D) 52 E) 45
14) Unionstendtobelievethatnoonecanjudgetherelativeworthofjobsbetterthan: 14)

A) jobevaluationconsultants.
B) workers.
C) unionleaders.
D) management.
E) HRstaff.
15) CompensationpoliciesareusuallywrittenbytheHRorcompensationmanagertogetherwith: 15)

A) compensationconsultants.
B) stockholders.
C) supervisors.
D) employees.
E) seniormanagement.
16) Wagesmustcomparefavourablywithratesinotherorganizationsoranemployerwillfindithard 16)

toattractandretainqualifiedemployees.Thisisknownas:
A) wagecompensation.
B) needforequity.
C) compensationpolicy.
D) internalequity.
E) externalequity.
17) Payratesmustbeequitableforeachemployeerelativetootherpayratesinsidetheorganization. 17)

Thisisknownas:
A) needforequity.
B) compensationplan.
C) externalequity.
D) internalequity.
E) wagecompensation.
18) Jobevaluationisatechniqueusedtodetermine: 18)

A) performanceappraisalsofindividualstothegroup.
B) therelativeworthofeachjob.
C) therelativevalueofanindividualscareerearningstothegroups.
D) meritreviewsofindividualstothegroup.
E) promotability.
19) Thebasicprocedureofjobevaluationistocomparethecontentofjobsinrelationtooneanotherin 19)

termsofthefollowingEXCEPT:
A) skill.
B) effort.
C) responsibility.
D) personalitytraits.
E) workingconditions.
3
20) Jobevaluationinvolvescomparingjobstooneanotherbasedontheircontent.Jobcontentis 20)
assessedusing:
A) behaviouralanchors.
B) compensablefactors.
C) jobdesign.
D) criticalincidence.
E) comparableworth.
21) JeffreyisthenewlyhiredHRprofessionalwhoisresponsibleforevaluatingcompensation 21)

practicesatthecompany.Todetermineifthereareissueswithinternalequityhehaschosento
conductajobevaluationaccordingtothemethodpopularizedbytheHayconsultingfirm.Which
ofthefollowingarethecompensablefactorsheusestoevaluatejobs:
A) skill,effort,problemsolving,andworkingconditions.
B) responsibility,skill,effort,andworkingconditions.
C) know-how,problemsolving,accountability,andworkingconditions.
D) knowledge,problemsolving,responsibility,andworkingconditions.
E) effort,responsibility,authority,andworkingconditions.
22) Jobevaluationismostlyajudgmentalprocesswhichrequiresclosecooperationandinputfromthe 22)

followingEXCEPT:
A) supervisors.
B) employees.
C) compensationspecialists.
D) unionrepresentatives.
E) customerresponses.
23) Theprocesswherebyseveralpeoplemeettogetherwhoarefamiliarwiththejobsinquestion,and 23)

whomayhavedifferentperspectivesregardingthenatureofthejobs,iscalleda(n):
A) unionnegotiatingteam.
B) managementnegotiatingteam.
C) positionreviewcommittee.
D) jobevaluationcommittee.
E) performanceappraisal.
24) ThefollowingareprimaryfunctionsofthejobevaluationcommitteeEXCEPT: 24)

A) evaluatingtheworthofeachjob.
B) selectingbehaviouralanchors.
C) selectingcompensablefactors.
D) selectingajobevaluationmethod.
E) identifying10or15keybenchmarkjobs.
25) JobevaluationmethodsincludethefollowingEXCEPTthe: 25)

A) jobclassificationmethod.
B) rankingmethod.
C) pointmethod.
D) Hayplanmethod.
E) factorcomparisonmethod.
4
26) Thejobevaluationmethodthatrateseachjobrelativetoallotherjobs,usuallybasedonsome 26)
overallfactorlikejobdifficulty,isthe:
A) rankingmethod.
B) classificationmethod.
C) criticalincidencemethod.
D) pointmethodplan.
E) factorcomparisonmethod.
27) Thejobclassificationmethodofjobevaluationisawidelyusedmethodinwhichjobsare 27)

categorizedinto:
A) departments.
B) groups.
C) factors.
D) clusters.
E) functions.
28) Thetypeofjobevaluationmethodwherethegroupsarecalledclassesiftheycontainsimilarjobs 28)

iscalledthe:
A) jobclassificationmethod.
B) rankingmethod.
C) factorcomparisonmethod.
D) pointmethod.
E) Hayplanmethod.
29) Anotherwaytocategorizejobs,otherthanusingclassdescriptions,whenundertakingthejob 29)

classificationmethodisto:
A) assignpointstocompensablefactors.
B) rankjobsbycompensablefactors.
C) drawupasetofclassifyingrules.
D) rankjobsagainstoneanother.
E) rankjobsfromlowesttohighest.
30) Adisadvantageofthejobclassificationmethodofjobevaluationisthedifficultyin: 30)

A) classifyingjobs.
B) writingjobdescriptions.
C) writinggradedescriptions.
D) groupingjobs.
E) developingjobclusters.
31) Thejobevaluationmethodinwhichanumberofcompensablefactorsareidentified,andthenthe 31)

degreetowhicheachofthesefactorsispresentonthejobisdetermined,isthe:
A) factorcomparisonmethod.
B) rankingmethod.
C) pointmethod.
D) jobclassificationmethod.
E) Hayplanmethod.
5
32) Thepointmethodofjobevaluationidentifiesseveralcompensablefactors,eachhavingseveral 32)
degrees,inadditionto:
A) degreestowhicheachofthesefactorsispresentinthejob.
B) identifyingbehaviouralanchors.
C) establishingpointsinrankingjobs.
D) rankingjobs.
E) degreeswithinapresentjob.
33) Onceajobevaluationmethodhasbeenusedtodeterminetherelativeworthofeachjob,the 33)

committeecanturntothetaskofassigningpayratestoeachjob,butitwillusuallywanttofirst
groupjobsinto:
A) rangerates.
B) departmentclasses.
C) personalcontracts.
D) labourcontracts.
E) paygrades.
34) Thejobevaluationcommitteewillwanttogroupsimilarjobs(intermsoftheirrankingornumber 34)

ofpoints,forinstance)intogradesfor:
A) paypurposes.
B) assessmentpurposes.
C) wagestructurepurposes.
D) personalgrowth.
E) non-economicreasons.
35) Inestablishingpayrates,anemployershouldconductasalarysurveyforthepurposeof: 35)

A) finetuningpayrates.
B) slottingjobsintopaygrades.
C) pricingjobs.
D) jobevaluation.
E) performanceappraisals.
36) Establishingpayratesinvolvesthreestages,whichare: 36)

A) collectingdatausedtopriceeveryjobintheorganization,workingwithacompensation
consultant,andworkingwithabenefitsspecialist.
B) consultingwithindustry,determiningsalariesforexecutivepositions,anddecidingona
benefitsplan.
C) pricingofbenchmarkjobs,collectingdataoninsurancebenefits,evaluatingbenefits
packages.
D) collectingdataoninsurancebenefits,creatingasalarysurvey,andhiringexternal
consultants.
E) jobevaluation,conductingsalarysurveysandcombiningjobevaluationandsalarysurvey
results.
37) Wagesurveysundertakenbythehumanresourcesdepartmentmaycollectotherdatawhich 37)

wouldincludethefollowingEXCEPT:
A) sickleavebenefits.
B) vacationtime.
C) employeebenefits.
D) insurancebenefits.
E) industrydemand.
6
38) Theproblemresultingfromusingdatainemployeecompensationsurveysisknownas: 38)
A) employeediscrimination.
B) systemicundervaluing.
C) upwardbias.
D) reportbias.
E) stereotypingofdata.
39) Anexampleofaninformalsurveyconductedbyanemployerwouldbea(n): 39)

A) professionalorganizationsurvey.
B) governmentalagencysurvey.
C) commercialsurvey.
D) industry-widesurvey.
E) telephonesurvey.
40) StatisticsCanadaprovidesmonthlydataonearningsby: 40)

A) industryandcity.
B) geographicarea,industry,andoccupation.
C) geographicareaandsizeofcompany.
D) sizeofcompany.
E) cityandoccupation.
41) Thetypeofwagesurveythatpertainstomembersofassociationsincludes: 41)

A) geographicsurveys.
B) benefitssurveys.
C) localsurveys.
D) ProfessionalEngineersOntario.
E) areasurveys.
42) Thegraphicdescriptionoftherelationshipbetweenthevalueofthejobandtheaveragewagepaid 42)

forthisjobiscalleda:
A) wagestructure.
B) raterange.
C) wagegrade.
D) paygrade.
E) wagecurve.
43) Assigningpayratestoeachpaygrade(ortoeachjob)isusuallyaccomplishedwitha: 43)

A) raterange.
B) jobevaluation.
C) wagegrade.
D) performanceappraisal.
E) wagecurve.
44) Thereareseveralstepsinpricingjobswithawagecurve.Thefirstis: 44)

A) determinethepayrateforaclusterofjobs.
B) findtheaveragepayforeachpaygrade.
C) determinethepaygrade.
D) createawageline.
E) determinetheraterange.
7
45) Thereareseveralstepsinpricingjobswithawagecurve.Thesecondis: 45)
A) determinetheraterange.
B) plotthepayrates.
C) findtheaveragepayforeachpaygrade.
D) createawageline.
E) pricejobs.
46) Raterangesareaseriesofstepsorlevelsofpaywithinapaygrade,usuallybasedupon: 46)

A) yearsofeducation.
B) yearsofservice.
C) teamwork.
D) amountofresponsibility.
E) peerappraisals.
47) Onewaytodepictthepayraterangesforeachpaygradeiswithawagestructuregraphically 47)

depictingthe:
A) scatter-plotpointswithinapaygrade.
B) rangeofjobs.
C) rangeofpayratesforeachpaygrade.
D) rangeofpaygradesforeachpayrate.
E) payforeachjob.
48) Anadvantageofusingraterangesforeachpaygradeisthatitallowsfor: 48)

A) educationdifferences.
B) genderdifferences.
C) performancedifferences.
D) employerinflexibility.
E) agedifferences.
49) Theraterangeisusuallybuiltaroundthe: 49)

A) Haysystem.
B) performanceappraisal.
C) jobevaluation.
D) jobspecialization.
E) wagelineorcurve.
50) Collapsingsalarygradesandrangesintojustafewwidelevelsorbandsiscalled: 50)

A) compensationbanding.
B) widebanding.
C) broadbanding.
D) redcirclebanding.
E) jobspecialization.
51) Broadbandingfacilitateslessspecialized,boundaryless: 51)

A) jobsandorganizations.
B) divisionofwork.
C) leniencyanderror.
D) jobevaluation.
E) geographicdispersion.
8
52) Theproblemwithhavingawagestructurewithunderpaidemployeescanbesolvedthrough 52)
raisingtheirwagesto:
A) anotherpaygrade.
B) themidrangeofanemployeespaygrade.
C) themaximumoftheraterangefortheirpaygrade.
D) theminimumoftheraterangefortheirpaygrade.
E) becompetitivewithotherjobsinthefirm.
53) Ratesbeingpaidtooverpaidemployeesareoftencalled: 53)

A) blackcirclepayrates.
B) excessivepayrates.
C) redcirclepayrates.
D) silvercirclepayrates.
E) premiumjobspayrates.
54) Analternativemethodtoatraditionaljobevaluationispay: 54)

A) foreducation.
B) forresponsibility.
C) forskill/competency.
D) forability.
E) basedonseniority.
55) Withskill/competency-basedpay,employeesarenotpaidforthejobtheycurrentlyhold,but 55)

insteadforthefollowingEXCEPT:
A) typesofskills.
B) depthofskills.
C) knowledge.
D) yearsofexperience.
E) rangeofskills.
56) Thereareoftenmoreopportunitiesforadvancementwithskill-basedpayplansthanwith 56)

job-basedpayplansbecauseof:
A) higherbasepay.
B) theemphasisonyearsofexperience.
C) thelackofjobevaluation.
D) thecompany-widefocusonskillbuilding.
E) lessbureaucracy.
57) Experiencehasshownthatcompetency -basedpayismoreefficientinthe________yearsofits 57)

existence.
A) first B) first10 C) later D) first5 E) last
58) Thegreatchallengeofcompetency -basedpayis: 58)

A) measurementofskills,abilitiesandcompetencies.
B) determiningbasepay.
C) competencydefinition.
D) educationallevelsofemployees.
E) determiningbonuses.
9
59) Quantitativejobevaluationsystems,primarilythepointplan,arewidelyusedinCanada,partly 59)
dueto:
A) therequirementsofpayequitylegislation.
B) jobdescriptionsthatrestrictemployeebehaviour.
C) theinfluenceofjobspecificationsonemployeebehaviour.
D) theneedforhourlyjobstobecomparedtosalariedpositions.
E) employeebehaviourthatislimitedtowhatisonpaper.
60) Whendevelopingcompensationplansformanagersandprofessionals,jobevaluationiscentralto: 60)

A) non-salaryissues.
B) bonuses.
C) incentives.
D) benefits.
E) basesalary.
61) Executivecompensationtendstoemphasize________morethanforotheremployeespayplans. 61)

A) commissions
B) salary
C) benefits
D) performanceincentives
E) basepay
62) ThefollowingareelementsinamanagerscompensationpackageEXCEPT: 62)

A) commission.
B) long-termincentives.
C) short-termincentives.
D) benefits.
E) salary.
63) Executivecompensationtendstoemphasizeperformanceincentivesmorethando: 63)

A) payplansforboardsoftrustees.
B) payplansforboardsofdirectors.
C) payplansforboardsofgovernors.
D) stockholderspayplans.
E) otheremployeespayplans.
64) Thegeneraltrendinexecutivecompensationtodayistodecreasetherelativeimportanceof 64)

________andincreasetherelativeimportanceofshort -andlong-termexecutiveincentives.
A) perquisites
B) employeebenefits
C) basesalary
D) pensionplans
E) commissions
65) Whencompensatingprofessionalemployees,mostemployersusea: 65)

A) skill-basedpayapproach.
B) payequityapproach.
C) job-basedpayapproach.
D) market-pricingapproach.
E) jobevaluationapproach.
10
66) Whencompensatingprofessionalemployees,compensablefactorstendtofocusonthefollowing 66)
EXCEPT:
A) creativity.
B) problemsolving.
C) workingconditions.
D) technicalexpertise.
E) technicalknowledge.
67) Whencompensatingprofessionalemployees,thecommonlyusedjobevaluationmethodis: 67)

A) factorcomparison.
B) jobclassificationmethod.
C) competency.
D) point.
E) ranking.
68) Thewagegapbetweenmenandwomenisaresultofsystemicdiscrimination,aswellasthe 68)

followingEXCEPT:
A) performancelevels.
B) differencesinhoursworked.
C) educationlevels.
D) levelofunionization.
E) experiencelevels.
69) YouaretheHRprofessionalataforestrycompany.Youareresponsibleforimplementingapay 69)

equityplan.Whichofthefollowingquestionswouldnotbebeneficialforthepurposeofavoiding
payequityproblems?
A) Arejobdutiesandresponsibilitiesclearlydocumented?
B) Arepayequitylawsbeingmonitoredandadheredtoineachprovince?
C) Havepayequityconsultantsbeenhired?
D) Whenwasthepaysystemlastreviewed?
E) Isthepaysystemclearlydocumentedinasalaryadministrationmanual?
70) Totalrewardsreferstoallformsofpayorothercompensationarisingfromemployment. 70)
71) Thetwobasesuponwhichtopayemployeesareincrementsofperformanceandseniority. 71)
72) Executive,administrative,andprofessionalemployeesareincludedintheovertimerequirements 72)

ofemployment/labourstandardslegislation.
73) Humanrightslegislationmakesitillegaltodiscriminateinemploymentbecauseofrace,colour, 73)

religion,sex,andage.
74) MostofthepayequityactsinCanadafocusonfourcompensablefactors --skill,effort, 74)

responsibility,andworkingconditions.
75) TheEmploymentEquityActprovidesunemploymentcompensationforupto65weeksforall 75)

Canadianworkers.
11
76) Jobevaluationinvolvesaninformalandunsystematiccomparisonofjobstodeterminetheworth 76)
ofonejobrelativetoanother.
77) Managementdoesnothavetherighttoserveonajobevaluationcommittee,becausethiswould 77)

constituteaconflictofinterest.
78) Inmostcases,theunionspositionisthatitisacceptingjobevaluationonlyasaninitialdecision 78)

techniqueandisreservingtherighttoappealtheactualjob-pricingdecisionsthroughgrievances
orbargainingchannels.
79) Theonlywaytocategorizejobsistodrawupclassdescriptionsandplacejobsintoclassesbased 79)

ontheircorrespondencetothesedescriptions.
80) Thepointmethodplanofjobevaluationidentifiesseveralcompensablefactors,eachhaving 80)

severaldegrees;aswellasthedegreetowhicheachofthesefactorsispresentinthejob.
81) Thepointmethodofjobevaluationiseasilyexplainedtoemployees. 81)
82) Employersusuallysurveyotherfirmstoseeiftheyarepayingcomparablepayforcomparable 82)

jobs.
83) Mostemployerspayjustonepayrateforalljobsinaparticularpaygrade. 83)
84) Withskill/competency-basedpay,employeesarepaidfortherange,depth,andtypeofskillsand 84)

knowledgetheyarecapableofusing,ratherthanforthejobcurrentlyheld.
85) Skill/competency-basedandmarket -basedpayentirelyeliminatestheneedforevaluatingthe 85)

worthofonejobrelativetoothersinthefirm.
86) Classifyingjobs,rankingthem,orassigningpointstothemisnotapplicabletomanagerialand 86)

professionaljobs.
87) Whataretheprimarystepsinvolvedindevelopingajobevaluationprogram?
88) Identifythestepsinvolvedindevelopingthejob-rankingmethodofjobevaluation.
89) Thereareseveralstepsinpricingjobswithawagecurveusinggrades.Explain.
90) Identifyanddescribeseveraloftheminimumstandardsrelatingtopay,assetoutinemployment/labour
standardsacts.
91) AssentureInc.,amanagementconsultingcompany,conductedanemployeesurveywhichindicatedthat25%
ofjuniorassociatesfelttheirsalarywaslowcomparedtowhatseniorassociatesmake.Thesurveyalso
indicatedthatsomeseniorassociatesfeltthattheirpaydidnotmatchthatofseniorassociatesatother
consultingcompanies.AdviseAssentureInc.astowhatstepsitshouldtaketoremedythisproblem.
92) Salarysurveysplayalargeroleinthepricingofjobs.Discusssomewaystoconductthesurvey.
12
AnswerKey
Testname:UNTITLED11
1) A
Topic: TheStrategicImportanceofTotalRewards
Skill: Recall
2) A
Skill: Recall
3) A
Skill: Recall
4) D
Skill: Recall
5) E
Skill: Recall
6) E
Skill: Recall
7) C
Skill: Recall
8) C
Topic: BasicConsiderationsinDeterminingPayRates
Skill: Applied
9) A
Skill: Applied
10) E
Skill: Recall
11) E
Skill: Recall
12) E
Skill: Applied
13) E
Skill: Recall
14) B
Skill: Recall
15) E
Skill: Recall
16) E
Skill: Recall
13
AnswerKey
Testname:UNTITLED11
17) D
Skill: Recall
18) B
Topic: EstablishingPayRates
Skill: Recall
19) D
Skill: Recall
20) B
Skill: Recall
21) B
Skill: Applied
22) E
Skill: Applied
23) D
Skill: Recall
24) B
Skill: Applied
25) D
Skill: Recall
26) A
Skill: Recall
27) B
Skill: Recall
28) A
Skill: Recall
29) C
Skill: Recall
30) C
Skill: Recall
31) C
Skill: Recall
32) A
Skill: Recall
14
AnswerKey
Testname:UNTITLED11
33) E
Skill: Recall
34) A
Skill: Applied
35) C
Skill: Recall
36) E
Skill: Recall
37) E
Skill: Recall
38) C
Skill: Recall
39) E
Skill: Recall
40) B
Skill: Recall
41) D
Skill: Recall
42) E
Skill: Recall
43) E
Skill: Recall
44) B
Skill: Recall
45) B
Skill: Recall
46) B
Skill: Recall
47) C
Skill: Recall
48) C
Skill: Recall
15
AnswerKey
Testname:UNTITLED11
49) E
Skill: Recall
50) C
Skill: Recall
51) A
Skill: Applied
52) D
Skill: Recall
53) C
Skill: Recall
54) C
Topic: PayforKnowledge
Skill: Recall
55) D
Skill: Recall
56) D
Skill: Recall
57) A
Skill: Recall
58) A
Skill: Recall
59) A
Skill: Recall
60) E
Topic: PayforExecutive,Managerial,andProfessionalJobs
Skill: Recall
61) D
Skill: Recall
62) A
Skill: Applied
63) E
Skill: Applied
64) C
Skill: Applied
16
AnswerKey
Testname:UNTITLED11
65) D
Skill: Recall
66) C
Skill: Recall
67) B
Skill: Recall
68) A
Topic: PayEquity
Skill: Recall
69) C
Topic: PayEquity
Skill: Applied
70) TRUE
Skill: Recall
71) FALSE
Skill: Recall
72) FALSE
Skill: Recall
73) TRUE
Skill: Recall
74) TRUE
Skill: Recall
75) FALSE
Skill: Recall
76) FALSE
Skill: Applied
77) FALSE
Skill: Applied
78) TRUE
Skill: Recall
79) FALSE
Skill: Recall
80) TRUE
Skill: Recall
17
AnswerKey
Testname:UNTITLED11
81) TRUE
Skill: Recall
82) TRUE
Skill: Recall
83) FALSE
Skill: Applied
84) TRUE
Skill: Recall
85) FALSE
Skill: Recall
86) FALSE
Skill: Applied
87) Theprimarystepsinvolvedindevelopingajobevaluationprogramare:identifyingtheneedsoftheprogram;getting
employeescooperation;andchoosinganevaluationcommitteewhichcarriesouttheactualjobevaluation.
Skill: Recall
88) Thestepsinvolvedindevelopingthejob-rankingmethodofjobevaluationare:obtainingjobinformation;grouping
thejobstoberated;selectingcompensablefactors;rankingjobs;andcombiningratings.
Skill: Recall
89) First,findtheaveragepayforeachpaygrade;next,plotthepayratesforeachpaygrade;finally,pricejobs.
Skill: Recall
90) Minimumwage,maximumhoursofwork,overtimepay,paidvacation,paidstatutoryholidays,terminationpay,
recordkeepingofpayinformation.
Skill: Recall
91) Determinetheworthofeachjobwithintheorganizationthroughjobevaluation(pickcompensablefactorssuchas
skill,effort,andresponsibility);groupsimilarjobsintopaygrades;conductasalarysurvey;priceeachpaygradeby
usingwagecurves;fine-tunepayrates.
Skill: Applied
92) Informalcommunicationwithotheremployees;regularlyreviewnewspaperandonlinejobads;surveyemployment
agencies;usecommercial,professionalsurveys;reviewonlinecompensationsurveys;andconductformal
questionnaire-typesurveyswithotheremployers.
Skill: Applied
18
Exam
Name___________________________________
1) PopularizedbyFrederickTaylorinthelate1800s,financialrewardspaidtoworkerswhose 1)
productionexceedssomepredeterminedstandardcameintouse.Thesefinancialrewardsare
commonlyreferredtoas:
A) financialincentives.
B) perquisites.
C) groupincentiveplans.
D) Taylorbonuses.
E) pieceworkplans.
2) Today,anyplanthattiespaytoproductivityorprofitabilityiscalled: 2)
A) competency-basedpay.
B) variablepay.
C) pay-for-performance.
D) profit-sharing.
E) job-basedpay.
3) Azizisthehumanresourcesprofessionalataconsultingengineeringcompany.Hehasbeenasked 3)
bytheexecutiveteamtosuggestincentivesthatwouldmostlikelymotivatethejuniorengineers
whohaverecentlygraduatedfromuniversityandaregenerallyintheirmidtolate20s.Whichof
thefollowingshouldAzizsuggest?
A) paidtimeofftovolunteerforcharitableorganizations
B) aluxurycruise
C) on-siteeldercare
D) high-endfitnessequipment
E) on-sitedaycare
bytheexecutiveteamtosuggestincentivesthatwouldmostlikelymotivatetheseniorengineers
whohaveworkedintheirprofessionalcapacityforatleast20yearsandaregenerallyintheirearly
50s.WhichofthefollowingshouldAzizsuggest?
A) arecognitionprogramandadventuretravel
B) aluxurycruise
C) on-sitedaycare
D) paidtimeofftovolunteerforcharitableorganizations
E) adventuretravel
5) Atermplanthatreferstoanyplanthattiespaytoproductivityortosomeothermeasureofthe 5)
firmsprofitabilityiscalled:
A) variablepay.
B) aqualitycircle.
C) aprofit-sharingplan.
D) afringebenefit.
E) asupplementalpaybenefit.
1
6) Accurate________areapreconditionforeffectivevariablepayplans. 6)
A) jobevaluation
B) performanceappraisals
C) salarycurves
D) jobspecifications
E) jobdescriptions
7) ThefollowingaretypesofincentiveplansEXCEPT: 7)
A) individualincentiveprograms.
B) groupincentiveprograms.
C) spotbonuses.
D) profit-sharingplans.
E) straightsalaryandcommission.
8) Atypeofincentiveplanthatgivesincomeoverandabovebasesalarytoindividualemployees 8)
whomeetaspecificindividualperformancestandardisa(n):
A) individualincentiveprogram.
B) straightcommission.
C) spotbonuses.
D) cashbonussystem.
E) profit-sharingplan.
9) Amyreceived$2000fromheremployerlastweekinordertorecognizetheextrahours.beyond 9)
normalworkhours,thatshehadworkedinthepastmonth.WhichofthefollowingdidAmy
receive?
A) retirementincomeplan
B) profit-sharingplan
C) spotbonus
D) variablepayplan
E) individualincentiveprogram
10) Amyispartofateamof4softwaredevelopers.Uponcompletionofamajorclientprojectsheand 10)

eachofherteammembersreceivedasetamountinadditiontotheirbasesalary.Allreceivedthe
sameadditionalamount.Amyreceivedthispaymentaspartofa:
A) gain-sharingprogram.
B) individualincentiveplan.
C) groupincentiveprogram.
D) spotbonusplan.
E) profit-sharingplan.
11) Atypeofincentiveplanthatgenerallyisorganization-wideandthatprovidesemployeeswitha 11)

shareoftheorganizationsprofitsinaspecifiedperiodisa(n):
A) gainsharingplan.
B) individualincentiveplan.
C) profit-sharingplan.
D) semi-variableincentiveplan.
E) groupincentiveplan.
2
12) Atypeofincentiveplanthatisanorganization-widepayplandesignedtorewardemployeesfor 12)
improvementsinorganizationalproductivityis:
A) agroupincentiveprogram.
B) again-sharingprogram.
C) aprofit-sharingplan.
D) variablepay.
E) aspotbonus.
13) Themostcommonlyusedandoldesttypeofincentiveplanisthissystemofpaybasedonthe 13)

numberofitemsprocessedbyeachindividualworkerinaunitoftime.Itisknownasa(n):
A) processplan.
B) gainsharingplan.
C) itemplan.
D) standardhourplan.
E) pieceworkplan.
14) Underthispaysystem,eachworkerreceivesasetpaymentforeachpieceproducedorprocessed 14)

inafactoryorshop.Itisknownasa:
A) processplan.
B) pieceworkplan.
C) gainsharingplan.
D) straightpieceworkplan.
E) guaranteedpieceworkplan.
15) Underthispaysystem,eachworkerreceivestheminimumhourlywageplusanincentiveforeach 15)

pieceproducedaboveasetnumberofpiecesperhour.Itisknownasa:
A) gainsharingplan.
B) minimumhourlywageplan.
C) guaranteedpieceworkplan.
D) pieceworkplan.
E) straightpieceworkplan.
16) Ira,themanagerofawoodworkingbusiness,isconsideringimplementingapieceworkincentive 16)

planforthewordworkersreportingtohim.YouareanHRconsultanthehasaskedforadviceas
tothebenefitsofimplementingsuchaplan.YouadvisehimofallofthefollowingEXCEPT:
A) theincentivevalueofpiece-rateplanscanbepowerfulsincerewardsaredirectlytiedto
performance.
B) piece-rateplansappearequitableinprinciple.
C) sincethepiecerateisquotedonaper-piecebasis,inworkersminds,productionstandards
becometiedinseparablytotheamountofmoneyearned.
D) pieceworkplansaresimpleandeasilyunderstood.
E) theyareeasilyunderstoodbyemployees.
17) ThefollowingaredisadvantagesofapieceworkincentiveplanEXCEPT: 17)

A) newjobevaluationproducesanewwagerate;thuspieceratesneedtoberevised.
B) piece-rateplansappearequitableinprinciple.
C) employersarbitrarilyincreasethestandardbecauseofworkersearningexcessivewages.
D) inworkersmindsproductionstandardsbecometiedinseparablytotheamountofmoney
earned.
E) workersresistattemptstoraiseproductionstandards.
3
18) Whenaworkerisrewardedbyapercentpremiumthatequalsthepercentbywhichhis/her 18)
performanceisabovestandard,thisisknownas:
A) gainsharing.
B) thepercentincentiveplan.
C) thebonushourplan.
D) thestandardhourplan.
E) thepremiumplan.
19) Thepieceworkplanisexpressedinmonetarytermswhereasthestandardhourplanisexpressed 19)

in:
A) dollarsperstandard.
B) centsperhour.
C) profits.
D) centsperunitofoutput.
E) apremiumthatequalsthepercentbywhichhisorherperformanceexceedsstandard.
20) Aplaninwhichaproductionstandardissetforaspecificworkgroup,anditsmembersarepaid 20)

incentivesifthegroupexceedstheproductionstandard,isknownasa(n):
A) standardhourplan.
B) excessproductionplan.
C) teamorgroupincentiveplan.
D) workgroupplan.
E) gainsharing.
21) ThefollowingarewaysthatemployersuseteamorgroupincentiveplansEXCEPT: 21)

A) settingaproductionstandardbasedonthefinaloutputofthegroupasawhole.
B) settingworkstandardsforeachmemberofthegroupandmaintainingacountoftheoutput
ofeachmember.
C) settingastandardthatallmembersreceivepaymentequaltothe75thpercentileofthegroup
asawhole.
D) broadcriteriasuchastotallabour-hoursperfinalproduct.
E) choosingameasurabledefinitionofgroupperformanceorproductivitythatthegroupcan
control.
22) ThefollowingarereasonstouseteamincentiveplansEXCEPT: 22)

A) helpingensurecollaboration.
B) facilitatingon-the-jobtraining.
C) reinforcingproblemsolving.
D) reinforcinggroupplanning.
E) reinforcingindividualincentives.
23) Thechiefdisadvantageofgroupplansisthat: 23)

A) eachworkerseeshis/hereffortleadingtothedesiredreward.
B) agroupincentiveplanmaynotproveaseffectiveasanindividualincentiveplanin
improvingperformance.
C) eachworkersrewardsarenolongerbasedjustonhis/herownefforts.
D) agroupincentiveplandoesnotfacilitateon-the-jobtraining.
E) agroupincentiveplanisproblematicwhenconflictarisesbetweengroupmembers.
4
24) Becauseoftherolemanagersplayindeterminingdivisionalandcorporateprofitability,most 24)
employerspaytheirmanagersandexecutivessometypeof:
A) gainsharing.
B) hourlywage.
C) bonusorincentive.
D) salary.
E) commission.
25) Ashort-termincentiveplanthatisdesignedtomotivatetheshort-termperformanceofmanagers 25)

andistiedtocompanyprofitabilityiscalleda(n):
A) commissionplan.
B) eligibilityplan.
C) gainsharing.
D) annualbonus.
E) capitalaccumulationprogram.

bytheexecutiveteamtoimplementashorttermincentiveplanforseniormanagers.Thefollowing
arebasicissuesheshouldconsider,withtheexceptionof:
A) fund-sizedetermination.
B) salarygrade.
C) individualawards.
D) eligibility.
E) howmuchtopayout.
27) Thefollowingarecriteriatobecomeeligibleforashort-termincentiveprogram: 27)

A) keyposition;salarygradeonly.
B) industryrequirementsforpiecerateproduction.
C) lengthofservice.
D) positionlevel.
E) keyposition;salarylevel;salarygrade.
28) Todetermineeligibilityinashort-termincentiveprogram,ajob -by-jobreviewisconductedto 28)

identifythekeyjobs(typicallyonlylinejobs)thathavemeasurableimpactonprofitability,which
iscalledthecriterionof:
A) salarygrade.
B) keyposition.
C) industryrequirementsforpiecerateproduction.
D) salarylevel.
E) positionlevel.
29) Whenallemployeesearningoverathresholdamountareautomaticallyeligibleforconsideration 29)

forshort-termincentives,thisiscalledthecriterionof:
A) keyposition.
B) jobevaluation.
C) salary-levelcutoffpoint.
D) jobclusters.
E) salarygrade.
5
30) RevlexInc.hasimplementedarefinementofthesalarycutoffapproachtoshort -termincentive 30)
eligibility,whichassumesthatallmanagersshouldbeeligibleforshort-termincentives.Thisis
knownas:
A) performanceappraisals.
B) salarygrade.
C) keyposition.
D) gainsharing.
E) profit-sharingplans.
31) Forshorttermincentives,thetermfundsizemeans: 31)

A) thecompanysnetincome.
B) theamounteachemployeewillreceive.
C) thetotalamountofbonusmoneythatwillbeavailabletobepaidout.
D) averagecapitalinvestedinthebusiness.
E) theincentivebonusformula.
32) Anon-deductibleformulais: 32)

A) whenallemployeesareearningoverthethresholdamount.
B) astraightpercentageusedtocreateashort-termincentivefund.
C) job-by-jobreviewtoidentifythekeyformula.
D) ashort-termincentivefundthatbeginstoaccumulateonlyafterthefirmhasmetaspecified
levelofearnings.
E) noneoftheabove
33) Whenatargetbonusissetforeacheligibleposition,andadjustmentsarethenmadeforgreater - or 33)

less-than-targetedperformance,thisiscalled:
A) retirementincome.
B) anindividualaward.
C) anannualbonus.
D) alump-sumbonus.
E) gainsharing.
34) Aplanthatofferseachpersonabonusbasedonthecompanysresults,regardlessofthepersons 34)

actualeffort,iscalled:
A) gainsharing.
B) alump-sumbonus.
C) financialincentives.
D) profitsharing.
E) piece-rateproduction.
35) Withatrueindividualincentive,itisthemanagersindividualeffortandperformancethatare 35)

rewardedwitha(n):
A) individualwage.
B) salary.
C) bonus.
D) cost-of-livingadjustment.
E) perquisite.
6
36) Inaprofit-sharingplan,eachparticipantgetsabonusbasedonthecompanysresults: 36)
A) regardlessoftheparticipantsactualeffort.
B) adjustedfortheirdepartmentsresults.
C) factoredtogetherwiththeparticipantsactualeffort.
D) combinedwithnootherhard-and-fastrules.
E) combinedwiththeindividualeffortandperformanceofeachmanager.
37) Inatrueindividualincentivebonusplaneachindividualpersongetsabonusbasedon: 37)

A) individualeffortandperformance.
B) nohard-and-fastrules.
C) groupeffortandperformance.
D) departmentproductivity.
E) thesameamount,fromyeartoyear.
38) Onedrawbacktothesplit-awardapproachisthatitpaystoomuchtothemarginalperformer, 38)

who,evenifhisorherownperformanceismediocre,atleastgetsthesecond,company -based
bonus.Onewaytogetaroundthiswouldbetousethe:
A) lump-sumbonusmethod.
B) groupincentiveplan.
C) individualawardsystem.
D) multipliermethod.
E) individualbonusmethod.
39) Long-termincentivesmostoftenreservedforseniorexecutivesarecalled: 39)

A) performanceachievementplans.
B) capitalaccumulationprograms.
C) stockoptionprograms.
D) bookvalueplans.
E) stockappreciationrightsprograms.
40) Thefollowingarelong-termincentiveplansextendedtoemployeesEXCEPT: 40)

A) stockoptions.
B) phantomstockplans.
C) restrictedstockplans.
D) retainedearningsplans.
E) stockappreciationrights.
41) Therighttopurchaseaspecificnumberofsharesofcompanystockataspecificpriceduringa 41)

specifiedperiodoftimeiscalleda:
A) stockappreciationright.
B) restrictedstockplan.
C) phantomstockplan.
D) bookvalueplan.
E) stockoption.
7
42) Intheselong-termincentiveplans,sharesareusuallyawardedwithoutcosttotheexecutive,but 42)
withcertainrestrictionsthatareimposedbytheemployer.Theseplansarecalled:
A) bookvalueplans.
B) stockappreciationrights.
C) stockoptions.
D) restrictedstockplans.
E) phantomstockplans.
43) Long-termincentiveplanswhosepaymentorvalueiscontingentonfinancialperformance 43)

measuredagainstobjectivessetatthestartofamulti-yearperiodarecalled:
A) multi-yearplans.
B) performanceplans.
C) contingentplans.
D) financialplans.
E) bookvalueplans.
44) Executivecompensationismorelikelytobeeffectiveifitisappropriatelylinkedto: 44)

A) externalissues.
B) acost-reductionstrategy.
C) corporatestrategy.
D) internalissues.
E) jobevaluation.
45) Compensationexpertssuggestdefiningthestrategiccontextfortheexecutivecompensationplan 45)

beforecreatingthepackageitselfby:
A) checkingforcompliancewithalllegalrequirements.
B) checkingfortaxeffectiveness.
C) installingaprocessforreviewandevaluationwheneveramajorbusinesschangeoccurs.
D) definingexternalissuesthatfacethecompanyanditsbusinessobjectives.
E) alloftheabove
46) Salescompensationplanshavetypicallyreliedheavilyonincentives(salescommissions),although 46)

thisvariesby:
A) geographiclocation.
B) domesticpolicy.
C) humanresourceplan.
D) industry.
E) labourcontract.
47) Compensationplansforsalespeoplehavetypicallyreliedheavilyonincentivesintheformof: 47)

A) stockappreciationrights.
B) stockoptions.
C) gainsharing.
D) profitsharing.
E) salescommissions.
8
48) Themostprevalentapproachtocompensatingsalespeopleistouseacombinationof: 48)
A) commissionsandprofitsharing.
B) salary,commission,stockoptions,andprofitsharing.
C) salaryandcommissions.
D) salaryandstockoptions.
E) commissionandstockoptions.
49) FutureShop,anelectronicsretailer,isconsideringremovingcommissionforitssalesstafffrom 49)

theircompensationplan,andcompensatingthemonastraightsalarybasis.Thefollowingisan
advantageofthisapproachEXCEPT:
A) along-termperspectiveisencouraged.
B) straightsalariesmakeitdifficulttoswitchterritoriesorquotasortoreassignsalespeople.
C) theemployerhasfixed,predictablesalesforceexpenses.
D) straightsalariesdevelopahighdegreeofloyaltyamongthesalesstaff.
E) salespeopleknowinadvancewhattheirincomewillbe.
50) Payingsalespeopleaccordingtoaplanthatcompensatesthemindirectproportiontotheirsalesis 50)

calleda:
A) commissionplan.
B) proportionalcompensationplan.
C) directcompensationplan.
D) combinationplan.
E) straightsalaryplan.
51) Therehasbeenadefinitemovementawayfromtheextremesofstraightcommissionorfixed 51)

salaryforsalespeopleto:
A) pay-for-performance.
B) combinationplans.
C) incentiveplans.
D) meritpay.
E) variablepay.
52) Thetermmeritpaycanapplytoincentiveraisesgiventoanyemployees,butismostoftenused 52)

withrespectto:
A) blue-collaremployees.
B) white-collaremployees.
C) hourlyworkers.
D) salespeople.
E) executives.
53) Amyreceivedasalaryincreasebasedonherindividualperformanceoverthepastyear.Amy 53)

receivedthefollowingtypeofcompensation:
A) individualincreases.
B) individualincentives.
C) individualbonuses.
D) meritpay.
E) specialawards.
9
54) ThefollowingarereasonswhymeritpayplanscanbackfireEXCEPT: 54)
A) onlypay(orotherrewards)tieddirectlytoperformancecanmotivateimproved
performance.
B) supervisorsoftentendtominimizedifferencesinemployeeperformancewhencomputing
meritraises.
C) almosteveryemployeethinksthatheorsheisanabove -averageperformer,thusbeingpaid
abelow-averagemeritincreasecanbedemoralizing.
D) supervisorsoftentendtominimizedifferencesinemployeeperformancewhencomputing
meritraises,toensurethateveryonegetsaraiseofatleastthecostofliving.
E) theusefulnessofthemeritpayplandependsonthevalidityoftheperformanceappraisal
systemifperformanceappraisalsareviewedasunfair,sotoowillthemeritpaythatisbased
onthem.
55) Oneadaptationofmeritpayplansismeritraisesthatare: 55)

A) linkedtogroupperformance.
B) paidinquarterlyinstallments.
C) linkedtoprofitsharing.
D) paidinonelumpsumonceayear.
E) linkedtoannualperformanceappraisals.
56) Traditionalmeritpayplanshavethefollowingcharacteristics: 56)

A) ameritraiseisusuallybasedonindividualperformance,althoughtheoveralllevelof
companyprofitsmayaffectthetotalsumformeritraises.
B) ameritraiseisbasedonoveralllevelofcompanyprofits.
C) ameritraiseisusuallybasedonindividualperformanceonly.
D) ameritraiseisusuallybasedexclusivelyongroupperformance.
E) ameritraiseisusuallybasedoncorporateperformance.
57) Employeeswhoseworkinvolvestheapplicationoflearnedknowledgetothesolutionofthe 57)

employersproblemsarereferredtoas:
A) hourlyemployees.
B) managerialemployees.
C) professionalemployees.
D) executives.
E) supervisoryemployees.
58) Professionalemployeesalmostalwaysreachtheirpositionsthroughprolongedperiodsof: 58)

A) referencegroups.
B) politicalinfluence.
C) workexperience.
D) formalstudy.
E) informalnetworking.
59) Studiesinindustrieslikepharmaceuticalsandaerospaceconsistentlyshowthatfirmswiththe 59)

mostproductiveresearchanddevelopmentgroupshaveincentivepayplansfortheir
professionals,usuallyintheformof:
A) meritpay.
B) hourlywages.
C) retirementincome.
D) piece-rateincentives.
E) bonuses.
10
60) Non-salaryitemsthatprofessionalemployeesneedinordertodotheirbestworkincludethe 60)
followingEXCEPT:
A) supportforprofessionaljournalpublications.
B) supportivemanagement.
C) modernequipment.
D) up-to-datefacilities.
E) bonuses.
61) Manyemployershaveincentiveplansinwhichvirtuallyallemployeescanparticipate.They 61)

A) Scanlonplans.
B) salaryandfringebenefitprograms.
C) profit-sharingplans.
D) deferredprofitsharingplans.
E) employeestockownership.
62) UntacInc.,aconsultingengineeringfirm,hasrecentlyimplementedatypeoforganization -wide 62)

incentiveplanwherebyallfulltimeemployeesshareinthecompanysprofits.UntacInc.has
implementeda:
A) salaryandcommissionplan.
B) gainsharingplan.
C) profit-sharingplan.
D) piece-rateincentiveplan.
E) profit-lossplan.
63) Whenapredeterminedportionofprofitsisplacedineachemployeesaccountunderthe 63)

supervisionofatrustee,thisiscalleda(n):
A) cashprofit-sharingplan.
B) deferredprofit-sharingplan.
C) employeetrustfundplan.
D) employeetrustfund.
E) predeterminedaccountplan.
64) Atypeoforganization-wideincentiveplanwhichusuallyinvolveshavingacorporation 64)

contributesharesofitsownstocktoatrust,anddistributesthestocktoemployeesonretirementor
separationfromservice,isreferredtoasa(n):
A) employeetrusteeshipplan.
B) individualretirementplan.
C) gainsharingplan.
D) profit-sharingplan.
E) employeestockownershipplan.
65) Researchsuggeststhatemployeestockownershipplansencourageemployeestodevelop: 65)

A) asenseofownershipinandcommitmenttothefirm.
B) aninterestingainsharing.
C) alackofinterestintheirjob.
D) littleinterestinunions.
E) concernabouttheirretirementplan.
11
66) ThefollowingarebasicfeaturesoftheScanlonplanEXCEPT: 66)
A) aformulaforsharingofbenefits.
B) aphilosophyofcooperation.
C) competencerequiredfromallemployees.
D) guaranteedminimumpayouts.
E) anidentityaroundwhichtofocusemployeeinvolvement.
67) OnefeatureoftheScanlonplanisafocusonemployeeinvolvement,whichmeansthecompanys 67)

missionorpurposemustbeclearlyarticulatedandemployeesmustfundamentallyunderstand
howthebusinessoperatesintermsofcustomers,prices,andcosts.Thisisreferredtoas:
A) involvementsystem.
B) evaluationofthesystem.
C) entitlement.
D) competence.
E) identity.
68) TheScanlonplanhasbeenquitesuccessfulatreducingcostsandfosteringasenseofsharingand 68)

cooperationamong:
A) employerassociations.
B) industrialassociations.
C) employees.
D) globalenvironmentassociations.
E) stakeholders.
69) Atypeoforganization-wideincentiveplanthatengagesmanyorallemployeesinacommon 69)

efforttoachieveacompanysproductivityobjectivesbysharingtheresultingcostsavingsamong
employeesandthecompanyisreferredtoasa:
A) profit-sharingplan.
B) productivityplan.
C) gainsharingplan.
D) costsavingsplan.
E) commonincentiveplan.
70) ReasonswhyincentiveplansdonotworkincludethefollowingEXCEPT: 70)

A) performancepaycannotreplacegoodmanagement.
B) rewardsmayundermineresponsiveness.
C) rewardsrupturerelationships.
D) payisnotamotivator.
E) firmsdonotgetwhattheypayfor.
71) Thereareseveralspecificcommon-senseconsiderationsinestablishinganyincentiveplan.Of 71)

primaryimportanceis:
A) lineofsight.
B) goalsetting.
C) superiorbusinessresults.
D) pay-for-performanceplans.
E) relationshipbuilding.
12
72) Sue,theCompensationAnalyst,foundrecentresearchthatindicatesthattherearesevenprinciples 72)
thatsupporteffectiveimplementationofincentiveplans.Theyinclude:
A) groupincentivesmustbecomplex.
B) firmsgetwhattheypayfor.
C) rewardsmayundermineresponsiveness.
D) linkincentivestomeasurablecompetencies.
E) noneoftheabove
73) Amishisthehumanresourcesprofessionalatasoftwaredevelopmentcompanythathas 73)

experiencedhighemployeeturnoveroverthepastyear.TheCEOhasaskedhimtoexplainwhat
themostlikelyprimarycauseofthisis.Amishreportsthatrecentresearchindicatesthatthe
number-onereasonthatemployeesleaveanorganizationis:
A) conflictwithsupervisor.
B) poorleadership.
C) lowpay.
D) lackofrecognitionandpraise.
E) unattractivebenefits.
74) Employeesfavourrecognitionfromtheir________byamajorityoftwo -to-oneoverrecognition 74)

fromothersources.
A) subordinates
B) supervisor/manager
C) customers
D) mentor
E) peers
75) Recognitionisimportantfor________,whoaredrivenbyinternalmotivation. 75)

A) management
B) highperformers
C) newemployees
D) lowperformers
E) noneoftheabove
76) FrederickTaylorwasconcernedwiththetendencyofemployeestoworkattheslowestpace 76)

possibleandproduceattheminimumacceptablelevel.
77) Employershaveputincreasingemphasisonvariablepayplansinordertomaximizetheirreturn 77)

onhumancapital.
78) Accurateperformanceappraisalisapreconditionforeffectivevariablepayplans. 78)
79) Theoldestandmostcommonlyusedtypeofincentiveplanisthestandardhourplan. 79)
80) Pieceworkimpliesstraightpiecework,astrictproportionalitybetweenresultsandrewards 80)

regardlessofthelevelofoutput.
81) Adisadvantagetothepieceworkincentiveplanisthattheincentivevaluecanbepowerful,since 81)

rewardsaredirectlytiedtoapercentageofperformancethatisabovestandard.
13
82) Thestandardhourplanworkerisrewardedbyapercentpremiumthatequalsthepercentby 82)
whichhis/herperformanceisabovestandard.
83) Oneapproachtousingtheteamincentiveplanistosetworkstandardsforeachmemberofthe 83)

groupandmaintainacountoftheoutputofeachmember.
84) Agroupincentiveplanschiefadvantageisthateachworkersrewardsarenolongerbasedsolely 84)

onhisorherowneffort.
85) Unlikesalaries,short-termincentivebonusesneverresultinplusorminusadjustmentsof25%or 85)

moreintotalpay.
86) Mostexpertsarguethatinmostorganizationsmanagerial- andexecutive-levelbonusesshouldbe 86)

tiedtobothorganizationalandindividualperformance.
87) Themultipliermethodiswhenamanagerwhoseindividualperformancewaspoormightnot 87)

evenreceiveacompanyperformance -basedbonus,ontheassumptionthatthebonusshouldbea
productofindividualandcorporateperformance.
88) Astockoptionistherighttopurchaseaspecificnumberofsharesofcompanystockataspecific 88)

priceduringaperiodoftime.
89) Compensationplansforsalespeoplehavetypicallyreliedheavilyonincentivesintheformofsales 89)

commissions.
90) Thetermmeritpaycanapplytotheincentiveraisesgiventoanyone officeorfactory, 90)

managementornonmanagement.
91) Meritpayplansareeffectiveregardlessofthevalidityoftheperformanceappraisalsystem. 91)
92) Meritpayhasbothadvocatesanddetractorsandisthesubjectofmuchdebate. 92)
93) Recentresearchindicatesthatemployeesfavourrecognitionfromtheirmanagerbyamarginof2 93)

to1overrecognitionformothersources.
94) Explaintheincentivepieceworkplanandnotesomeofitsadvantagesanddisadvantages.
95) Identifyandexplaindifferentwaysofusingteamorgroupincentiveplans.
96) HelenistheDirectorofHumanResourcesatamanagementconsultingfirm.Shehasbeentaskedwith
designinganannualbonusplanaimedatmotivatingtheshort-termperformanceofmanagersandexecutives.
Discusstheissuessheshouldconsiderindesigningthisplan.
97) Defineanddiscussthemostpopularlong-termincentiveforexecutives.
98) Comparethesalaryplantothecommissionplanforsalespeople.
14
99) AmiristheDirectorofHumanResourcesatamanagementconsultingfirm.Hehasbeenaskedtoimplement
anorganizationwideincentiveplanaimedatincreasingemployeecommitment.Identifyanddiscussthree
differentorganizationwideincentiveplansAmirshouldconsider.
15
AnswerKey
Testname:UNTITLED12
1) A
Topic: MoneyandMotivation
Skill: Recall
2) B
Skill: Recall
3) A
Skill: Applied
4) A
Skill: Applied
5) A
Skill: Recall
6) B
Skill: Recall
7) E
Skill: Recall
8) A
Skill: Recall
9) C
Skill: Applied
10) C
Skill: Recall
11) C
Skill: Recall
12) B
Skill: Recall
13) E
Topic: IncentivesforOperationsEmployees
Skill: Recall
14) D
Skill: Applied
15) C
Skill: Applied
16) C
Skill: Applied
16
AnswerKey
Testname:UNTITLED12
17) B
Skill: Recall
18) D
Skill: Applied
19) E
Skill: Applied
20) C
Skill: Recall
21) C
Skill: Recall
22) E
Skill: Recall
23) C
Skill: Recall
24) C
Topic: IncentivesforSeniorManagersandExecutives
Skill: Recall
25) D
Skill: Recall
26) B
Skill: Applied
27) E
Skill: Recall
28) B
Skill: Recall
29) C
Skill: Recall
30) B
Skill: Applied
31) C
Skill: Recall
32) E
Skill: Recall
17
AnswerKey
Testname:UNTITLED12
33) B
Skill: Recall
34) D
Skill: Recall
35) C
Skill: Recall
36) A
Skill: Applied
37) A
Skill: Recall
38) D
Skill: Applied
39) B
Skill: Recall
40) D
Skill: Recall
41) E
Skill: Recall
42) D
Skill: Recall
43) B
Skill: Recall
44) C
Skill: Recall
45) E
Skill: Recall
46) D
Topic: IncentivesforSalespeople
Skill: Recall
47) E
Skill: Recall
48) C
Skill: Recall
18
AnswerKey
Testname:UNTITLED12
49) B
Skill: Applied
50) A
Skill: Recall
51) B
Skill: Recall
52) B
Topic: IncentivesforOtherManagersandProfessionals
Skill: Recall
53) D
Skill: Applied
54) A
Skill: Applied
55) D
Skill: Recall
56) A
Skill: Recall
57) C
Skill: Recall
58) D
Skill: Recall
59) E
Skill: Recall
60) E
Skill: Recall
61) B
Topic: Organization-WideIncentivePlans
Skill: Recall
62) C
Skill: Applied
63) B
Skill: Recall
64) E
Skill: Recall
19
AnswerKey
Testname:UNTITLED12
65) A
Skill: Recall
66) D
Skill: Recall
67) E
Skill: Recall
68) C
Skill: Recall
69) C
Skill: Recall
70) E
Skill: Applied
71) A
Topic: DevelopingEffectiveIncentivePlans
Skill: Recall
72) D
Topic: DevelopingEffectiveIncentivePlans
Skill: Applied
73) D
Topic: EmployeeRecognitionPrograms
Skill: Applied
74) B
Skill: Recall
75) B
Skill: Recall
76) TRUE
Skill: Recall
77) FALSE
Skill: Recall
78) TRUE
Skill: Applied
79) FALSE
Skill: Recall
80) TRUE
Skill: Recall
20
AnswerKey
Testname:UNTITLED12
81) FALSE
Skill: Recall
82) TRUE
Skill: Recall
83) TRUE
Skill: Recall
84) FALSE
Skill: Recall
85) FALSE
Skill: Recall
86) TRUE
Skill: Recall
87) TRUE
Skill: Recall
88) TRUE
Skill: Recall
89) TRUE
Skill: Recall
90) TRUE
Skill: Recall
91) FALSE
Skill: Recall
92) TRUE
Skill: Applied
93) TRUE
Skill: Recall
94) Thepieceworkincentiveplanisasystemwherepayisbasedonthenumberofitemsprocessedbyeachworkerina
unitoftime.
Advantages: simpletocalculate;equitableinprinciple;incentivevaluecanbepowerfulsincerewardsaretiedto
performance.
Disadvantages: unsavouryreputationamongemployees;pieceratesarestatedinmonetaryterms;tailor -madefor
specializedjobs;fostersrigidity.
Skill: Recall
21
AnswerKey
Testname:UNTITLED12
95) Setworkstandardsforeachmemberofagroupandmaintainacountoftheoutputofeachmember.Setaproduction
standardbasedonthefinaloutputofthegroupasawhole.Simplychooseameasurabledefinitionofgroup
performanceorproductivitythatthegroupcancontrol.
Skill: Recall
96) Eligibilityconductjob-by-jobreviewstoidentifykeyjobsthathaveimpactonprofitability;setsalarylevelcutoff
point,andselectsalarygrade(whichassumesallemployeesatacertaingradeoraboveshouldbeeligibleforincentive
programs).
Funddetermination amountofbonusmoneyavailable.
Individualawards decideontheindividualawardstobepaid.
Skill: Applied
97) Thestockoptionisthemostpopular.Astockoptionistherighttopurchaseaspecificnumberofsharesofcompany
stockataspecificpriceduringaperiodoftime.Theassumptionisthatthepriceofthestockwillgoup,ratherthango
downorstaythesame.Itisthewisestchoiceforprovidinglong-termincentivesfortopexecutives.
Skill: Applied
98) Salaryplans salespeoplearegivenafixedsalarywithoccasionalincentivesintheformofbonuses,salescontest
prizes,etc.Themainobjectiveisfindingnewclients.Thefirmhasfixedexpenses;andsalespeopleknowtheirincome.
Commissionplans payssalespeopleinproportiontosales;hasgreatestincentive;attractshigh-performingpeople;
salescostsareproportionaltosales;andcompanyssellinginvestmentisreduced.
Skill: Recall
99) Profit-sharingplans,employeesharepurchase/stockownershipplans,andgainsharingplans,such
astheScanlonplan,areexamplesoforganizationwideincentiveplans.
Profit-sharingplansprovideashareofcompanyprofitstoallemployeesintheorganization.Theproblemwithsuch
plansisthatsometimesthelinkbetweenapersonseffortsandrewardsisunclear.
Stockpurchaseplansprovideavehicleforemployeestopurchasecompanystockwiththeirownandsometimes
employercontributions.
Gainsharingplansengageemployeesinacommonefforttoachieveacompanysproductivityobjectives,and
incrementalcost-savingsaresharedamongemployeesandthecompany.
Alltheseplansareintendedtoincreaseemployeecommitmenttotheorganization.
Skill: Applied
22
Exam
Name___________________________________
1) Anyindirectfinancialpaymentsgiventoemployeesareknownas: 1)
A) commissions.
B) stockoptions.
C) employeebenefits.
D) financialincentives.
E) perquisites.
2) Outsourcingbenefitsadministrationtoathird-partyexperthasthefollowingadvantage(s): 2)
A) reducedcostandenhancedservice.
B) increasedemployeeunderstandingofbenefits.
C) reducedcost.
D) fewerbenefitclaims.
E) greaterefficiencyandconsistency,andenhancedservice.
3) Thefollowingfactor(s)is/areexpectedtoincreasethecostofbenefits: 3)
A) employeeservices.
B) loominglabourshortage.
C) babyboomers.
D) advancesindentalcare.
E) pensionplans.
4) Theaveragecostofbenefits,asapercentageofpayroll,isapproximately: 4)
A) 50%. B) 25%. C) 10%. D) 30%. E) 37%.
5) Agovernment-sponsoredprogramthatprovidesweeklyincomebenefitsifapersonisunableto 5)
workthroughnofaultofhis/herownisusuallycalled:
A) employmentinsurance.
B) strikepay.
C) severancepay.
D) sickpay.
E) terminationpay.
6) TheEIbenefitisgenerally55%ofaverageearningsduringthelast14to26weeksofthe: 6)
A) benefitperiod.
B) qualifyingperiod.
C) previous52weeks.
D) previouscalendaryear.
E) probationaryperiod.
1
7) ThepurposeofanSUBplanis: 7)
A) tosupplementmaternityleave.
B) tofacilitateanagreementbetweenanemployerandtheemployees.
C) theresultofcollectivebargaining.
D) tosupplementEIbenefitsbyreceivingacombinedbenefitclosertotheactualworkingwage.
E) toprovidebenefitsseparatefromEIsothatemployeescanbettermaintaintheirstandardof
livingduringperiodsofunemployment.
8) ThethreetypesofbenefitsprovidedundertheCanada/QuebecPensionPlanare: 8)
A) disability,survivor,oldagesecurity.
B) retirement,disability,survivor.
C) retirement,survivor,healthcare.
D) retirement,vacation,disability.
E) retirement,survivor,oldagesecurity.
9) Workerscompensationisineffecta________insuranceplantohelpemployeeswith 9)
work-relatedinjuriesorillnessesgetwellandreturntowork.
A) pension
B) bureaucratic
C) guaranteed
D) nofault
E) nocost
10) Allpartiesagreethatthebestwaytomanageworkerscompensationclaimsoverthelongtermis: 10)

A) reducingbenefits.
B) institutingemployeepremiums.
C) accidentprevention.
D) betterclaimsmonitoring.
E) privatizationofworkerscompensation.
11) AbacusTruckingLtd.hasexperiencedariseinworkerscompensationclaimsoverthepastyear. 11)

YouaretheHumanResourcesprofessionalwhohasbeenaskedwhatthecompanycandoto
reducethenumberofclaims.Yourespondthatthefollowingarestepsthecompanyshouldtake
EXCEPT:
A) instituteeffectivehealthandsafetyprograms.
B) complywithgovernmentsafetystandards.
C) disciplineworkerswhohavemorethanoneworkerscompensationclaim.
D) providecareercounselingtoguideemployeesintolessstrenuousorstressfuljobs.
E) instituterehabilitationprogramsforinjuredorillworkers.
12) Individualizedbenefitplansallowedbysomeemployersinordertoaccommodateemployee 12)

preferencesforbenefitsareknownas:
A) family-friendlybenefits.
B) perquisitebenefitsplans.
C) flexiblebenefitsprograms.
D) constrainedbenefitsplans.
E) individualizedbenefitsplans.
2
13) Abenefitthatprovidespaytoanemployeewhenhe/sheisoutofworkbecauseofanon -work 13)
relatedinjuryorillnessiscalled:
A) short-termdisability/sickleave.
B) workerscompensation.
C) unemploymentpay.
D) hospitalizationbenefits.
E) severancepay.
14) Anemployertactictominimizetheproblemofemployeesexcessiveuseofsickdayswould 14)

A) increasingthenumberofsickdaysforemployees.
B) aggressivelyinvestigatingallabsences.
C) holdingcashprizelotteriesforemployeeswithperfectattendance.
D) buyingbackunusedsickleaveattheendoftheyear.
E) callingtheabsentemployeesattheirhomes.
15) Theamountoftimeoffprovidedforbereavementleavevariesbyjurisdiction,andalsodepends 15)

on:
A) theclosenessoftherelationshipbetweentheemployeeandthedeceased.
B) thelocationofthefuneral.
C) theemployeeslengthofservice.
D) familycircumstances.
E) thereasonforthedeath.
16) Oneormoreofparental,paternity,andadoptionleavesareprovidedineachCanadian 16)

jurisdiction.Theseleavesrangefrom________weeksto________weeks.
A) 2,15 B) 12,24 C) 8,52 D) 9,25 E) 6,12
17) EmployeesinOntarioandthefederaljurisdictionmaybeeligiblefor________incertain 17)

terminationsituations,inadditiontopayinlieuofnotice.
A) unemploymentpay
B) severancepay
C) noticepay
D) terminalpay
E) exitpay
18) Anemployerisrequiredtoprovideadvancenoticetoanemployeewhoseemploymentisbeing 18)

terminated,unlesstheemployeeisworkingonashort-termcontractor:
A) amasslayoffisoccurring.
B) theemployeeworksoutdoors.
C) theemployeeisbeingfiredforjustcause.
D) thecompanyisshuttingdown.
E) theemployeeiseligibleforearlyretirement.
19) Someprovincesrequireadditionalterminationpaywhenmasslayoffsoccur.Theamountof 19)

additionalpaydependson:
A) theemployeeslengthofservice.
B) thelevelofunemploymentintheregion.
C) thereasonsforthelayoff.
D) thetimeofyear.
E) thenumberofemployeesbeinglaidoff.
3
20) Atypeoflifeinsuranceprovidingforlowerratesthanforindividualinsurance,andincludingall 20)
employees,regardlessofhealthorphysicalcondition,iscalled:
A) wholelifeinsurance.
B) terminsurance.
C) endowmentinsurance.
D) grouplifeinsurance.
E) universallifeinsurance.
21) Grouplifeinsuranceisusuallyprovidedintheamountof: 21)

A) $100,000.
B) twoyearssalary.
C) oneyearssalary.
D) $25,000.
E) fiveyearssalary.
22) Thebenefitthatprovidesafixedlump-sumbenefitinadditiontolifeinsurancebenefitswhen 22)

deathisaccidentalis:
A) majormedicalinsurance.
B) healthinsurance.
C) accidentaldeathanddismembermentinsurance.
D) survivorsbenefit.
E) dentalcoverage.
23) Criticalillnessinsuranceprovides: 23)

A) adeductibleexpenseperyearthatgivesmoneyforexpensivenewdrugs.
B) coverageforprescriptiondrugs.
C) coverageprovidingafixedlump-sumbenefitinadditiontolifeinsurancebenefitswhen
deathisaccidental.
D) moneytoanemployeepaidinincrementalsforcriticalillness.
E) coverageprovidingalump-sumbenefittoanemployeewhoisdiagnosedwitha
life-threateningillness.
24) Thebenefitsthatformthecornerstoneofalmostallbenefitsprogramsare: 24)

A) lifeinsuranceandlong-termdisability.
B) lifeinsuranceandsupplementaryhealthcare/medicalinsurance.
C) long-termdisabilityandpensionplan.
D) lifeinsuranceandpensionplan.
E) lifeinsurance,long-termdisability,andsupplementaryhealthcare/medicalinsurance.
25) Employersprovidesupplementaryhealthcare/medicalinsurancetoprovideprotectionfor 25)

employeesagainstthefollowingcostsEXCEPT:
A) physiciansfees.
B) medicalsupplies.
C) privatedutynursing.
D) prescriptiondrugs.
E) physiotherapy.
4
26) Commonhealth-relatedinsuranceplansotherthansupplementaryhealthcare/medicalinsurance 26)
includethefollowing:
A) visioncare;hearingaids;dentalcare.
B) visioncare;physiotherapy.
C) grouplegalinsurance.
D) visioncare;psychologicalcounseling;dentalinsurance.
E) chronicillnessbenefits;visioncare;dentalcare.
27) Theamountofhealth/dentalexpensesanemployeemustpaybeforeinsurancebenefitswillbe 27)

paidiscalled:
A) workerscompensation.
B) dentalcoverage.
C) coinsurance.
D) lifeinsurance.
E) thedeductible.
28) ThebiggestissuefacingbenefitsmanagersinCanadatodayis: 28)

A) workerscompensationcosts.
B) AIDScoverage.
C) pensionfunding.
D) increasinghealthcarebenefitcosts.
E) retireebenefits.
29) Themainreasonsforincreasinghealthcarebenefitcostsare: 29)

A) psychiatricdisabilitiesandAIDS.
B) risingdrugutilizationandexpensivenewdrugs.
C) increasinguseofexpensivenewdrugs,risingdrugutilization,andcostcuttingreductions
inprovincialhealthcareplans.
D) increasingworkerscompensationclaimsforoccupationalillness,andexpensivenewdrugs.
E) costcuttinginprovincialhealthcareplans,andtheAIDSepidemic.
30) Canadianemployerspayabout________%ofallhealthcareexpensesinCanada,mostofwhichis 30)

forprescriptiondrugs.
A) 50 B) 30 C) 36 D) 40 E) 25
31) Agoldenparachuteisanexecutiveperkintheformofasalaryguaranteeinthefollowing 31)

circumstances:
A) deathoftheexecutiveinawork-relatedaccident.
B) targetingofthecompanyforacquisitionormerger.
C) terminationofemployment.
D) divorcefromspouse.
E) overseastransfer.
32) Thepercentageofexpenses(inexcessofthedeductible)thatarepaidforbytheinsuranceplanis 32)

calledthe:
A) insuredamount.
B) assessment.
C) uninsuredamount.
D) coinsurancelevel.
E) premium.
5
33) Thesimplestapproachtoreducinghealthbenefitcostsistoincreasetheamountofhealthcare 33)
costspaidby:
A) employees.
B) smokers.
C) thefederalgovernment.
D) provincialgovernments.
E) workerscompensationplans.
34) ApproachestohealthcarebenefitcostreductionincludethefollowingEXCEPT: 34)

A) increasetheamountofhealthcarecostspaidbyemployees.
B) increasinggovernmentsubsidies.
C) publisharestrictedlistofdrugsthatwillbepaidforundertheplan.
D) risk-assessmentprograms.
E) healthpromotion.
35) EmployerscanreducethecostofretireebenefitsinthefollowingwaysEXCEPT: 35)

A) tighteningeligibilityrequirements.
B) increasingdeductibles.
C) increasingretireecontributions.
D) increasingcostspaidbyworkerscompensation.
E) reducingmaximumpayouts.
36) Executiveperquisitesareusuallyprovidedto: 36)

A) executiveswithbasesalariesof$100,000ormore.
B) onlyafewtopexecutives.
C) headofficeexecutives.
D) theCEOandthepresident.
E) allexecutives.
37) Disabilitymanagementisa: 37)

A) reactive,employer-centredprocess.
B) proactive,employee-centredprocess.
C) proactive,employer-centredprocess.
D) processthatcoordinatestheactivitiesofemployerandemployee.
E) proactive,employer-centredprocessthatcoordinatesactivitiesoftheemployer,the
insurancecompany,andhealthcareproviders.
38) Effectivedisabilitymanagementprogramsinclude: 38)

A) remedialprograms.
B) arequiredcompanymedical.
C) monitoringsickleaveplans.
D) monitoringworkerscompensation.
E) earlyandsafereturn-to-workpolicies.
39) Oneofthemostcommonapproachestoreturningaworkerwithadisabilitytoworkis: 39)

A) providingadditionalcompensation.
B) providingterminationpay.
C) reducedworkduties.
D) preventionprograms.
E) earlyassessmentandintervention.
6
40) Costsassociatedwithmentalhealthproblemsrelateto: 40)
A) youngerworkers.
B) short-termdisabilityandincreaseddrugusage.
C) short-andlong-termdisability.
D) increaseddrugusage.
E) long-termdisabilityandincreaseddrugusage.
41) Thefastestgrowingoccupationaldisabilitiesare: 41)

A) chronicfatigue.
B) backproblems.
C) repetitivestraininjuries.
D) psychiatric.
E) HIV/AIDS-related.
42) Themostcommonpsychiatricdisabilityis: 42)

A) schizophrenia.
B) obsessive-compulsivedisorder.
C) depression.
D) multiplepersonalitydisorder.
E) anxietyattacks.
43) AHarvardUniversitystudyprojectsthat,by2020,________willbecomethebiggestsourceoflost 43)

workdaysindevelopedcountries.
A) occupationalillness
B) work-relatedillness
C) depression
D) anxietyattacks
E) psychiatricillness
44) Manycompaniesaretryingtoreducethecostofpsychiatricdisabilitiesinthefollowingways 44)

EXCEPT:
A) peersupportgroups.
B) employmenttesting.
C) preventionprograms.
D) earlyinterventionprograms.
E) psychiatriccounseling.
45) Unlikegovernment-providedretirementbenefits,employer -sponsoredpensionplansare: 45)

A) easilymanaged.
B) pre-funded.
C) investedinforeignsecurities.
D) restrictedtodeferredprofitsharing.
E) formalized.
46) Atypeofpensionplanthatcontainsaformulafordeterminingretirementbenefitssothatthe 46)

actualbenefitstobereceivedaredefinedaheadoftimeiscalleda:
A) deferredprofit-sharingplan.
B) moneypurchasepensionplan.
C) definedbenefitpensionplan.
D) definedcontributionpensionplan.
E) retirementplan.
7
47) Atypeofpensionplanthatspecifieswhatcontributiontheemployerwillmaketoaretirementor 47)
savingsfundsetupfortheemployeeiscalleda:
A) retirementplan.
B) definedcontributionpensionplan.
C) government-sponsoredplan.
D) deferredprofit-sharingplan.
E) definedbenefitpensionplan.
48) Atypeofretirementplanthatdoesnotguaranteetheeventualpensionbenefitanemployeewill 48)

receiveatretirement,butonlywhattheemployeeandemployercontributionstotheplanwillbe,
iscalleda:
A) deferredprofit-sharingplan.
B) definedcontributionpensionplan.
C) retirementplan.
D) definedbenefitpensionplan.
E) government-sponsoredplan.
49) Apensionplaninwhichacertainamountofprofitiscreditedtoeachemployeesaccount,payable 49)

atretirement,termination,ordeath,isa:
A) grouppensionplan.
B) groupRRSP.
C) definedcontributionplan.
D) deferredprofit-sharingplan.
E) definedbenefitpensionplan.
50) GroupRRSP/DPSPcombinationsarepopularinKerriescompanyandcommonlypopularin 50)

Canada.Kerriefoundthisoutbecause:
A) theyincreaseseverancepayments.
B) membershipisautomaticuponbeginningemployment.
C) notaxispaiduntilmoneyisreceivedfromtheplansatthetimeofemployeesdeath.
D) notaxispaidatall.
E) employersprovidecontributiontothem.
51) Inacontributorypensionplan,contributionsaremadeby: 51)

A) boththeemployerandtheemployee.
B) theemployeronly.
C) thegovernmentandtheemployer.
D) thegovernmentandtheemployee.
E) theemployeeonly.
52) Definedbenefitplansareexpectedtoremaininlargeorganizationswithanormof: 52)

A) layoffs.
B) highturnover.
C) unionization.
D) longtenure.
E) earlyretirementincentives.
8
53) Aprovisioninpensionplansreferringtothemoneycontributedbytheemployerthathasbeen 53)
placedinapensionfundandcannotbeforfeitedforanyreasonis:
A) investing.
B) stockholderequity.
C) non-funding.
D) vesting.
E) bonding.
54) Inmostprovinces,employerpensionplancontributionsmustbevestedoncetheemployeehas 54)

completed________yearsofservice.
A) 5 B) 4 C) 2 D) 3 E) 1
55) Apensionprovisionwherebyemployeeswhochangejobscantransferthelumpsumvalueofthe 55)

pensiontheyhaveearnedtoalocked-inRRSPortheirnewemployerspensionplanis:
A) portability.
B) anon-locked-inprovision.
C) flexiblepensions.
D) vesting.
E) non-funding.
56) Onceanemployeeisvested,heorshewillnotreceiveanybenefitfromthepensionplanuntil: 56)

A) 30yearsofservice.
B) termination.
C) changingjobs.
D) disability.
E) retirement.
57) Family-friendlybenefitsoptionsincludethefollowingEXCEPT: 57)

A) subsidiesforpaidparentalleave.
B) outsourcingbenefitsadministration.
C) acasualdresscode.
D) alternativetransportationoptions.
E) telecommuting.
58) Employerswhoofferadefinedcontributionpensionplanmustpaycarefulattentiontotheir 58)

obligationtoeducateandinformplanmembersabout:
A) pensionbenefitsformula.
B) pensioninvestments.
C) pensionportability.
D) pensionvesting.
E) earlyretirementincentives.
59) Employersmustpaycarefulattentiontotheirobligationtoeducateplanmembersaboutpension 59)

investment.Theymustalso:
A) providesessions.
B) inform.
C) providequarterlybulletins.
D) advise.
E) cousel.
9
60) Theloominglabourshortagewhenbabyboomersstartretiringisresultinginemployersseekingto 60)
retainolderemployees.Melsorganizationisexperiencingthisissue.Oneprogramtosupportthis
issueis:
A) supplementalemployeeretirementplans.
B) phasedretirement.
C) RRSPs.
D) definedcontributionpensionplans.
E) definedbenefitpensionplans.
61) ThefollowingarepersonalservicesthatmostemployeesneedatonetimeoranotherEXCEPT: 61)

A) employeeassistanceplans.
B) creditunions.
C) social/recreationalopportunities.
D) counseling.
E) clericalservices.
62) ThefollowingarecounselingservicesemployersareprovidingtotheiremployeesEXCEPT: 62)

A) financialcounseling.
B) real-estatecounseling.
C) familycounseling.
D) careercounseling.
E) preretirementcounseling.
63) Aformalemployerprogramforprovidingemployeeswithcounselingand/ortreatmentprograms 63)

forproblemssuchasmentalhealthissues,marital/familyproblems,legalproblemsorstressis
calleda(n):
A) rehabilitationprogram.
B) employeeservicesbenefit.
C) employeeassistanceprogram.
D) legalaidbenefits.
E) AAandNAprogram.
64) Ajob-relatedservicesbenefitthatisdesignedtohelpemployeeswhomusthelpelderlyparentsor 64)

relativeswhoarenotfullyabletocareforthemselvesisknownas:
A) agingcare.
B) personalcare.
C) eldercare.
D) on-siteeldercare.
E) familymedicalcare.
65) ThenumberofEAPsinCanadaisgrowingbecausetheyareaproactivewayfororganizationsto 65)

reduce:
A) disciplinarycosts.
B) counselingcosts.
C) supervisorytrainingcosts.
D) employeeservicescosts.
E) disabilitycosts.
10
66) Thefollowingarevarioussocialandrecreationalopportunitiesextendedtotheemployees 66)
EXCEPT:
A) athleticevents.
B) craftactivities.
C) pre-retirementcounseling.
D) annualsummerpicnics.
E) parties.
67) Basedonsurveydata,thefollowingarebenefitstoemployerswhoinstitutesubsidizeddaycare 67)

centresEXCEPT:
A) lowerturnover.
B) lowerperformanceappraisals.
C) enhancedrecruitment.
D) increasedproductivity.
E) loweredabsenteeism.
68) Todate,theevidenceregardingtheactualeffectsofemployer -sponsoredchildcareonemployee 68)

absenteeism,turnover,productivity,recruitment,orjobsatisfactionis:
A) positive,withrespecttoreducingobstaclesincomingtoworkandimprovingworkers
attitudes.
B) negative,inrespecttoemployeesattitudes.
C) neutral,withsomepositiveandsomenegativeeffects.
D) positive,withrespecttoincreasingobstaclesincomingtowork.
E) positive,withoutconsiderationofobstaclesorattitudestowardwork.
69) Employeebenefitsareavailabletospecificemployeesanddonotincludehealthandlifeinsurance, 69)

vacationsandchildcarefacilities.
70) TheEIprogramisfundedsolelybycontributionsfromeligibleemployees. 70)
71) Unemploymentbenefitsaremeantforworkerswhoareunabletoworkthroughnofaultoftheir 71)

own.
72) TheCanada/QuebecPensionPlanprovidesthreetypesofbenefits:retirementincome,survivor 72)

benefits,anddisabilitybenefits.
73) Theprovincialandfederalgovernmentsbothcontributefundsforworkerscompensation. 73)
74) Eligibilityrequirementsforvacations(inexcessofthelegislatedminimumamount)varyfromfirm 74)

tofirm.
75) Unpaidleavesofabsencearecostlessforemployers. 75)
76) Employeeswhoworkduringthenoticeperiodprovidedbytheemployerbeforeemploymentis 76)

terminatedreceivealumpsumpaymentcalledpayinlieuofnotice.
77) Mostgrouplifeinsuranceplanscontainaprovisionforincludingallemployeesregardlessof 77)

healthorphysicalcondition.
11
78) Accidentaldeathanddismembermentcoverageprovidesannuitypaymentsinadditiontolife 78)
insurancebenefitswhendeathisaccidental.
79) Employersarenotrequiredtodiscloseliabilitiesrelatedtoretireebenefits. 79)
80) Adefinedbenefitpensionplancontainsaformula. 80)
81) Melaniehasadefinedcontributionpensionplan.Shewillknowtheactualbenefitsshewillget 81)

aheadoftime.
82) Eldercareisdesignedtohelpolderemployeeswhoarenotfullyabletocareforthemselves. 82)
83) Someemployersprovidesubsidizedemployeetransportation. 83)
84) Aflexiblebenefitsplanmayincludecertainnon-optionalitems. 84)
85) Brieflydescribethefourmajorgovernment -sponsoredemployeebenefitsinCanada.
86) Listsomeoftheemployeebenefitsthatanemployermayoffer.
87) Explainthekeypolicyissuestobeconsideredwhenanemployerdevelopsapensionplantomeethis/herown
uniqueneeds.
88) Brieflyoutlinethevarioustypesofexecutiveperquisites.
89) Explaintheadvantagesanddisadvantagesofflexiblebenefitsplans.
90) Explainthreestrategiesforreducinghealth-benefitcosts.
91) Discussthedifferencesbetweenadefinedbenefitandadefinedcontributionpensionplan.
92) ExplainwhatanEAPoffersemployees.
12
AnswerKey
Testname:UNTITLED13
1) C
Topic: TheStrategicRoleofEmployeeBenefits
Skill: Recall
2) E
Topic: BenefitsAdministration
Skill: Applied
3) B
Skill: Applied
4) E
Skill: Recall
5) A
Topic: Government-SponsoredBenefits
Skill: Recall
6) B
Skill: Recall
7) D
Skill: Recall
8) B
Skill: Recall
9) D
Skill: Recall
10) C
Skill: Recall
11) C
Skill: Applied
12) C
Topic: FlexibleBenefitsPrograms
Skill: Recall
13) A
Topic: VoluntaryEmployee-BasedBenefits
Skill: Recall
14) A
Skill: Recall
15) A
Skill: Recall
16) C
Skill: Recall
13
AnswerKey
Testname:UNTITLED13
17) B
Skill: Recall
18) C
Skill: Recall
19) E
Skill: Recall
20) D
Skill: Recall
21) B
Skill: Recall
22) C
Skill: Recall
23) E
Skill: Recall
24) E
Skill: Recall
25) A
Skill: Recall
26) A
Skill: Recall
27) E
Skill: Recall
28) D
Skill: Recall
29) C
Skill: Recall
30) B
Skill: Recall
31) B
Topic: EmployeeServices
Skill: Recall
32) D
Skill: Recall
14
AnswerKey
Testname:UNTITLED13
33) A
Skill: Applied
34) B
Skill: Recall
35) D
Skill: Applied
36) B
Skill: Recall
37) E
Skill: Recall
38) E
Skill: Recall
39) C
Skill: Recall
40) C
Skill: Recall
41) D
Skill: Recall
42) C
Skill: Recall
43) C
Skill: Recall
44) B
Skill: Recall
45) B
Skill: Recall
46) C
Skill: Recall
47) B
Skill: Recall
48) B
Skill: Recall
15
AnswerKey
Testname:UNTITLED13
49) D
Skill: Recall
50) C
Skill: Applied
51) A
Skill: Recall
52) D
Skill: Recall
53) D
Skill: Recall
54) C
Skill: Recall
55) A
Skill: Recall
56) E
Skill: Recall
57) B
Skill: Recall
58) B
Skill: Recall
59) B
Skill: Recall
60) B
Skill: Recall
61) E
Skill: Recall
62) B
Skill: Recall
63) C
Skill: Recall
64) C
Skill: Recall
16
AnswerKey
Testname:UNTITLED13
65) E
Skill: Recall
66) C
Skill: Recall
67) B
Skill: Recall
68) A
Skill: Recall
69) FALSE
Skill: Recall
70) FALSE
Skill: Recall
71) TRUE
Skill: Recall
72) TRUE
Skill: Recall
73) FALSE
Skill: Recall
74) TRUE
Skill: Recall
75) FALSE
Skill: Recall
76) FALSE
Skill: Recall
77) TRUE
Topic: VoluntaryEmployer-SponsoredBenefits
Skill: Recall
78) FALSE
Skill: Recall
79) FALSE
Skill: Recall
80) TRUE
Skill: Recall
17
AnswerKey
Testname:UNTITLED13
81) FALSE
Skill: Recall
82) FALSE
Skill: Recall
83) TRUE
Skill: Recall
84) TRUE
Skill: Recall
85) EmploymentInsurance(EI): providesincomebenefitsifapersonisunabletoworkthroughnofaultofhisorher
own.
Canada/QuebecPensionPlan(C/QPP): programsthatprovidethreetypesofbenefitsretirementincome,
survivor/deathbenefits,anddisabilitybenefits.Benefitsarepayableonlytoworkerswhomakecontributionstothe
plansand/ortheirfamilymembers.
WorkersCompensation: providesincomeandmedicalbenefitstovictimsofwork-relatedaccidentsorillnesses
and/ortheirdependents,regardlessoffault.
Vacations&Holidays: providesminimumamountofpaidvacation,usually2weeksperyear.
Skill: Recall
86) Vacationsandholidays;short-termdisability/sickleave;payonterminationofemployment;lifeinsurance;
supplementaryhealthcare/medicalinsurance;long-termdisabilityinsurance;dentalinsurance;retirementbenefits.
Topic: Government-SponsoredBenefits +VoluntaryEmployer-SponsoredBenefits
Skill: Recall
87) Membershiprequirements -whatageoryearsofservicedoemployeesneedtobecomeeligible?
Benefitformula -tiespensiontoemployeesfinalearnings.
Retirementrequirements -standardorearlyretirementoptions.
Funding-whethertheplanwillbecontributoryornoncontributory.
Vesting-atwhattimewillemployermoneyplacedinthepensionfundnotbeforfeitedforanyreason.
Portability -transfermoneytoanotheremployerspensionplanortoalocked -inRRSPuponterminationof
employment.
Skill: Applied
88) managementloans;salaryguarantees/goldenparachutes;financialcounseling;relocationbenefits;outplacement
assistance;chauffeur-drivenlimousines;companyjetsandyachts;clubmemberships;fitnessprograms;company
cars;conciergeservice;Caribbeanvacationproperty;executivediningroom;taxassistance;expenseaccounts;season
tickets;creditcards;subsidizedchildrenseducation.
Skill: Recall
89) Advantages: employeeschoosebenefitspackagesthatbestsatisfytheiruniqueneeds;flexiblebenefitshelpfirmsmeet
thechangingneedsofachangingworkforce;increasedinvolvementofemployeesandfamiliesimproves
understandingofbenefits;flexibleplansmakeintroductionofnewbenefitslesscostly;costcontainment(the
organizationsetsadollarmaximumandtheemployeeschoosewithinthatconstraint).
Disadvantages:employeesmakebadchoicesandfindthemselvesnotcoveredforpredictableemergencies;
administrativeburdensandexpensesincrease;adverseselection(employeesonlypickbenefitstheywilluse,andthe
highbenefitutilizationincreasescosts).
Skill: Recall
18
AnswerKey
Testname:UNTITLED13
90) increasetheamountofhealth -carecostspaidbyemployees;restrictthedrugscoveredtothoseonapublishedlist;

healthpromotion.
Skill: Recall
91) Adefinedbenefitpensionplancontainsaformulafordeterminingretirementbenefits.Itismostbeneficialfor
long-termserviceemployees.Employersmustprovidethefinalpensionnotwithstandingthepensionshealth.The
actualbenefitstobereceivedaredefinedaheadoftime.Adefinedcontributionpensionplanspecifieswhat
contributiontheemployerwillmaketoaretirementfundsetupfortheemployee.Thisplandoesnotdefinethe
eventualbenefitamount,onlytheperiodiccontributiontotheplan.Theemployeeisresponsibleforthefinalpension
amount.Inadefinedbenefitpensionplan,theemployeeknowsaheadoftimewhathisorherretirementbenefitswill
beonretirement.Withadefinedcontributionplan,theemployeecannotbesureofhisorherretirementbenefitsuntil
retirement,whenhisorhershareofthemoneyinthefundisusedtobuyanannuity.
Skill: Recall
92) AnEAP(EmployeeAssistancePlan)isaformalemployerprogramthatprovidesemployeeswithconfidential
counselingand/ortreatmentprogramsforproblemssuchasmentalhealthissues,marital/familyproblems,work/life
balanceissues,stress,legalproblems,substanceabuseetc.
Skill: Recall
19
Exam
Name___________________________________
1) Safetyandaccidentpreventionconcernsmanagersbecause: 1)
A) ofglobalcompetition.
B) customerserviceisextremelyimportant.
C) work-relatedaccidentsfiguresarestaggering.
D) cuttingcostsisessential.
E) employeesneedtobemotivated.
2) A2005IPSO-ReidpollconductedforWorkSafeBCandtheAssociationofWorkersCompensation 2)
BoardsofCanadafoundthat________percentofCanadiansbelievethatworkplaceaccidentsare
inevitable.
A) 64 B) 52 C) 50 D) 75 E) 61
3) Occupationalhealthandsafetylegislationisbasedontheprincipleof: 3)
A) duediligence.
B) education.
C) jointresponsibility.
D) complexity.
E) participation.
4) Occupationalhealthandsafetylegislationfallsintothreecategories.Oneofthecategoriesis: 4)
A) safetyinspections.
B) workplaceinjuries.
C) rulesforspecificindustries.
D) protectiveclothing.
E) WHMIS.
5) Theduediligencerequirementinoccupationalhealthandsafetylegislationrequiresthatevery 5)
reasonableprecautiontoensurethehealthandsafetyofworkersbetakenby:
A) employers.
B) government.
C) employersandemployees.
D) employees.
E) safetyassociations.
6) Ifemployeeshavereasonablecausetobelievethatworkisdangerous,theyhavetherightunder 6)
healthandsafetylegislationto:
A) ignoretheirconcern.
B) refusetodothework.
C) filealawsuitagainstthecompany.
D) asksomeoneelsetodothework.
E) gostraighttothecompanypresidentandcomplain.
1
7) Asupervisorataminesitesentemployeesreportingtohimintothemineeventhoughhehad 7)
readareportstatingthatundergroundtremorswerelikelytooccurduringthetimethatthe
employeeswereinthemine.Threehoursintotheemployeesworkshiftasignificanttremor
occurredcausingpartoftheminetocollapse.Oneemployeewaskilledandthreeotherswere
seriouslyinjured.Underwhatlawcouldthesupervisorbechargedwithacriminaloffense?
A) OccupationalHealthandSafetyAct
B) HumanRightslegislation
C) TheCriminalCode
D) EmploymentstandardsLegislation
E) EmploymentStandardsAct
8) Thefunctionofjointhealthandsafetycommitteesistoprovidea________atmospherewhere 8)
managementandlabourcanworktogethertoensureasafeandhealthyworkplace.
A) collegial
B) non-adversarial
C) supportive
D) directive
E) structured
9) MostoccupationalhealthandsafetylegislationinCanadahasthefollowingfeaturesincommon 9)
EXCEPT:
A) jointhealthandsafetycommittees.
B) responsibilitiesandrightsofemployersandemployees.
C) employeedrugtesting.
D) enforcementofoccupationalhealthandsafetylaws.
E) controloftoxicsubstances.
10) HealthandsafetyhazardcontrolcanbeachievedbythefollowingEXCEPT: 10)

A) addressingsafetyissuesbeforeaccidentshappen.
B) refusingtodounsafework.
C) establishingprocedurestoensurethatapotentialhazardwillnotreoccur.
D) identifyingwaysinwhichahazardoussituationcanbepreventedbyworkers.
E) addressingsafetyissuesbeforeinjuriesoccur.
11) TheresponsibilitiesofoccupationalhealthandsafetycommitteesincludethefollowingEXCEPT: 11)

A) disseminationofinformationabouthealthandsafetylawsandregulations.
B) payingforsafetycertificationprograms.
C) accidentinvestigation.
D) hazardidentification.
E) investigationofemployeecomplaints.
12) OccupationalhealthandsafetyinspectorshavethefollowingpowersEXCEPT: 12)

A) tocarryoutsafetyinspectionsofworkplaces.
B) toimposejailterms.
C) toissueorderstostopemissionofcontaminants.
D) toenteraworkplaceatanytimewithoutawarrantorpriornotification.
E) toissueorderstostopwork.
2
13) YouareanewlyhiredhumanresourcesprofessionalataCanadianBorderServicesofficelocated 13)
neartheHalifaxPort.Employeesoftenhavetoboardcontainershipsandsearchtheircargo.To
whichlawdoyoulookforCanada-widestandardsonhazardousmaterialsintheworkplace:
A) MSDS. B) BillC-45. C) OHSA. D) WHMIS. E) VDT/RSI.
14) ThecomponentsofWHMISare: 14)

A) labellingofhazardousmaterial;publicinformationsessions;MSDS.
B) labellingofhazardousmaterial;MSDS;employeetraining.
C) publicinformationsessions;MSDS;employeetraining.
D) labellingofhazardousmaterial;employeetraining.
E) MSDS;employeetraining.
15) EveryjurisdictioninCanadahasaninterlacedweboflegislation,including: 15)

A) healthandsafety;humanrights;labourrelations;employmentstandards.
B) healthandsafety;WHMIS;employmentstandards.
C) healthandsafety;humanrights.
D) humanrights;labourrelations;employmentstandards.
E) labourrelations;employmentstandards.
16) Mostsafetyexpertsagreethatsafetycommitmentmustbeginwith: 16)

A) middlemanagement.
B) therank-and-fileemployee.
C) topmanagement.
D) workteams.
E) thelinesupervisor.
17) Anattempttoreduceunsafeactsbyworkerswillmeetwithlittlesuccesswithoutthecommitment 17)

ofthecriticallinkinthechainofmanagement,namely:
A) competitors.
B) governmentofficials.
C) companypresidents.
D) safetyinspectors.
E) first-linesupervisors.
18) Thefollowingarethemaincausesofaccidentsinorganizations: 18)

A) ineffectivehealthandsafetycommittees;costcutting.
B) chanceoccurrences;unsafeconditions;unsafeactsonthepartofemployees.
C) unsafeconditions;costcutting.
D) unsafeactsonthepartofemployees.
E) chanceoccurrences;unsafeconditions.
19) Mechanicalandphysicalconditionsthatcauseaccidentsarereferredtoas: 19)

A) hazards.
B) toxicsubstances.
C) safetyrisks.
D) perils.
E) unsafeconditions.
3
20) ThefollowingareunsafeconditionsinaplantEXCEPT: 20)
A) defectiveequipment.
B) hazardousproceduresin,on,oraroundmachinesorequipment.
C) improperilluminationsuchasglareandinsufficientlight.
D) improperlyguardedequipment.
E) computersthatarenotprotectedfromviruses.
21) CommonindicatorsofjobhazardsincludethefollowingEXCEPT: 21)

A) lowlevelsofabsenteeismandturnover.
B) employeecomplaints.
C) poorproductquality.
D) increasednumberofaccidents.
E) employeemodificationstoworkstations.
22) Inadditiontounsafeconditions,thefollowingarework-relatedfactorsthatcontributeto 22)

accidents:
A) psychologicalclimateoftheworkplace;workitself.
B) thejobitself;workschedule;psychologicalclimateoftheworkplace.
C) workschedule;psychologicalclimateoftheworkplace.
D) workschedule;thejobitself.
E) noneoftheabove.
23) AccordingtotheAssociationofWorkersCompensationBoardsofCanada,in2007therewere 23)

________deathsand317,524injuriesresultingfromaccidentsatwork.
A) 500 B) 25 C) 1055 D) 250 E) 15,000
24) Manyexpertsbelievethatthepsychologicalclimateoftheworkplaceaffects: 24)

A) theaccidentrate.
B) teamwork.
C) theexternalenvironmentalworkforce.
D) themanagementrightsclause.
E) labourrelations.
25) Mostsafetyexpertsandmanagersknowthatitisimpossibletoeliminateaccidentsjustby 25)

reducing:
A) high-techfirms.
B) hoursofwork.
C) unsafeconditions.
D) grossdomesticproduct.
E) automationintheworkplace.
26) Accidentscanbecausedbybehaviourtendenciesandundesirableattitudesthatresultin: 26)

A) at-riskbehaviours.
B) accident-proneacts.
C) unsafehumanconditions.
D) occupationalhazards.
E) unsafeacts.
4
27) Personalcharacteristicssuchaspersonalityandmotivationserveasthebasisforcertainunsafe 27)
behaviourtendencies,suchas:
A) focusingondetailratherthanthebigpicture.
B) decidingwhethertojoinornotjoinalabourunion.
C) creatinghumanresourceplansandenvironmentalforces.
D) formulatingpolicyandcreatingnorms.
E) thetendencytotakerisks.
28) Apersonwhoisaccidentproneononejobmaynotbeonadifferentjobthusaccidentproneness 28)

is:
A) unchanging.
B) age-related.
C) inherited.
D) situational.
E) consistent.
29) Accidentsaregenerallymostfrequentbetweentheagesof17and28,decliningthereaftertoreach 29)

alow:
A) inthelatetwentiesandthirties.
B) inthelatefortiesandfifties.
C) atage65.
D) inthelatefiftiesandsixties.
E) inthelatethirtiesandforties.
30) Oneresearcherconcludesthataworkerwhoreactsmorequicklythanhe/shecanperceiveis: 30)

A) asafeworker.
B) definitelynotaccidentprone.
C) morelikelytohaveaccidents.
D) nobetteroffwithrespecttofrequencyofaccidentsthanothers.
E) lesslikelytohaveaccidents.
31) Youarethenewhumanresourcesprofessionalataplasticsmanufacturingcompany.Inimproving 31)

theworkplacehealthandsafetyprogram,whichbasicactivitiesshouldyoufocuson?
A) healthylabour-managementrelations
B) reducingunsafeconditionsandunsafeacts
C) turmoilandmoraleintheplant
D) pro-unionornon-unionvoting
E) policiesandprocedureswithinthedepartment
32) Youarethenewhumanresourcesprofessionalataplasticsmanufacturingcompany.Whichofthe 32)

followingtestshumantraitsthatmightberelatedtoaccidentsonaspecificjob,andcouldbeused
todeterminewhethertestscoresarerelatedtoaccidentsonthejob?
A) self-awarenesstests
B) literacytests
C) emotionalstabilityandpersonalitytests
D) intelligencetests
E) measuresofmuscularcoordinationandvisualskills
5
33) Youarethenewhumanresourcesprofessionalataplasticsmanufacturingcompanyandyouare 33)
taskedwithdesigningthefirmsnewsafetytrainingprogram.Thisprogramshouldincludethe
followingEXCEPT:
A) developmentofworkerawarenessabouthealthandsafetyissues.
B) computer-integratedmanufacturing.
C) emphasisonappropriateworkplacebehaviour.
D) instructionsonsafeworkpracticesandprocedures.
E) warningsofpotentialhazards.
34) AministhemanagerofanautopartsmanufacturingplantinOakville,Ontario.Theplanthas 34)

experiencedariseinworkplaceinjuriesoverthepastyear.Aminisconsideringwhichquestionshe
canaskduringcandidateinterviews.WhichofthefollowingquestionswouldNOTposealegal
risktothecompanyifheaskedit?
A) Haveyoueverbeeninjuredatwork?
B) Haveyousufferedfromaworkplacerelatedillness?
C) Doyouknowofanyreasonthatyouwouldnotbeabletoperformtheessentialfunctionsof
thisjob?
D) Howmanyworkerscompensationclaimshaveyoufiled?
E) Areyoucurrentlybeingcompensatedforaworkplaceinjury?
35) Unsafeactscanbereducedbyusingabehaviouralapproach,specifically: 35)

A) positivereinforcement.
B) behaviourmodification.
C) extinction.
D) discipline.
E) negativereinforcement.
36) Oneofthemostconsistentfindingsintheliteratureisthatsuccessfulsafetyprogramsrequire: 36)

A) achievement.
B) strongmanagementcommitment.
C) employeeteams.
D) careerdevelopment.
E) behaviourmodification.
37) SeniormanagementcommitmenttosafetyisdemonstratedinthefollowingwaysEXCEPT: 37)

A) givingthecompanysafetyofficerhighrankandstatus.
B) includingsafetytraininginnewworkerstraining.
C) givingsafetymattershighpriorityincompanymeetings.
D) minimizingtheorganizationsinvestmentinsafetyequipment.
E) seniormanagersbeingpersonallyinvolvedinsafetyactivitiesonaroutinebasis.
38) Workerscompensationpremiumsforemployersareproportionalto: 38)

A) thelocationoftheworkplace.
B) thevarietyofdifferentjobsbeingdonebyworkers.
C) thenumberofworkerscompensationclaims(experiencerate).
D) thenumberofemployeesinthefirm.
E) thesafetyreputationofthefirm.
6
39) Afteraworkplaceaccidentoccurs,theemployercanreduceworkerscompensationclaimsinthe 39)
followingwaysEXCEPT:
A) makeitcleartotheworkerthattheemployerisinterestedintheemployeeandhisorher
fearsandquestions.
B) telltheworkertotakeasmuchtimeoffasnecessary.
C) fileanyrequiredaccidentreports.
D) documenttheaccident.
E) providefirstaidandensurethattheinjuredworkergetsmedicalattention.
40) Perhapsthemostimportantandeffectivethingthatanemployercandotoreduceworkers 40)

compensationcostsistodevelopanaggressive:
A) healthandsafetyprogram.
B) accidentinvestigationprogram.
C) accident-reportingprogram.
D) loss-controlprogram.
E) return-to-workprogram.
41) Wellnessprogramstakea________approachtoemployeewell -being,asopposedtoEAPs,which 41)

takea________toemployeehealthissues.
A) proactive,reactive
B) reactive,reactive
C) proactive,proactive
D) reactive,proactive
E) noneoftheabove
42) Aprogramthattakesaproactiveapproachtoemployeehealthandwell -beingiscalled: 42)

A) aloss-controlprogram.
B) anemployeewellnessprogram.
C) anemployeeassistanceprogram.
D) workplaceaccommodation.
E) managementbyobjectives.
43) Anumberofhealth -relatedissuesandchallengescanundermineemployeeperformanceatwork. 43)

TheseincludethefollowingEXCEPT:
A) alcoholismandsubstanceabuse.
B) smoking.
C) employeewelfareprograms.
D) workplaceviolence.
E) workplacetoxins.
44) Maikeisasupervisorofateamofoilrigworkers.Shehasdiscoveredthattwoofherdirectreports 44)

haveasubstanceabuseproblem.Whichofthefollowingactionsshouldshetake?
A) Makeawrittenrecordofobservedbehaviourandfollow -uponeachincident.
B) Troubledemployeesshouldbeescortedtotheorganizationalpsychologistsofficefor
counseling.
C) SheshouldasktheemployeestoseetheHRrepresentativesincesupervisorsareneverthe
companysfirstlineofdefensewithemployeesubstanceabuseissues.
D) Regardlessofsuspicionofsubstanceabuse,onlyfocusontheworktobeperformedbythe
employee.
E) Firetheemployeesiftheyareunfittowork.
7
45) Thefollowingarethetraditionaltechniquesusedfordealingwithworkeralcoholismand 45)
substanceabuseproblemsEXCEPT:
A) in-housecounselling.
B) disciplining.
C) discharge.
D) referraltoanoutsideagency.
E) outplacementcounselling.
46) Specificactionsthatemployerscantaketodealwithemployeealcoholismincludethefollowing 46)

EXCEPT:
A) in-housecounsellingthroughtheHRdepartmentormedicalstaff.
B) useoftreatmentcentres.
C) useofoutsideagenciessuchasclinicsandAA.
D) referraltoEAPprograms.
E) takingpersonalresponsibilityfortheemployee.
47) InCanada,whendealingwithalcoholandsubstanceabuse,employersmustbalanceconflicting 47)

legalobligationsfromoccupationalhealthandsafetylegislationand:
A) WHMIS.
B) humanrightsandprivacylaws.
C) employmentstandardslegislation.
D) CharterofRightsandFreedoms.
E) employmentequity/payequitylegislation.
48) Anemployersbestapproachindealingwithsubstanceabuseisaclear,well-communicatedpolicy 48)

basedonthefollowingcomponentsEXCEPT:
A) employeeaccesstoconfidentialassistanceprograms.
B) supervisorytraining.
C) azerotolerancepolicy.
D) disciplinarymeasuresforinfractions.
E) prohibitionofalcoholanddruguseduringworkhours,andcompanyspecialevents.
49) Therearetwomainsourcesofjobstress: 49)

A) personalfactorsandunclearcompanydirection.
B) environmentalfactorsandpoorsupervision.
C) personalfactorsandinconsistentperformancemanagement.
D) havingalackofcontroloverworkandenvironmentalfactors.
E) environmentalfactorsandpersonalfactors.
50) TheconsequencesofjobstressincludethefollowingEXCEPT: 50)

A) anger.
B) accidents.
C) anxiety.
D) depression.
E) jobsatisfaction.
8
51) Toolittlestresscancreate: 51)
A) boredomandapathy.
B) anxiety.
C) accidents.
D) employeecommitment.
E) creativity.
52) AbacusInc.,aminingcompany,recentlypolleditsemployeesaboutthelevelofstressthey 52)

experienceatwork.Thesurveyindicatedthat45%ofemployeesexperiencemoderatetohigh
levelsofstress.Whichofthefollowingwouldnotbeanappropriatemeasureformanaging
workplacestressatthiscompany?
A) Insistonstrictdeadlinesforallworkprojects.
B) Providecareerplanningtoensuretheemployeemovestowardajobthatmakessensein
termsofhisorheraptitude.
C) Useattitudesurveystoidentifyorganizationalsourcesofstress.
D) Monitoreachemployeesperformancetoidentifysymptomsofstress.
E) Ensureeffectiveperson-jobmatch.
53) Thetotaldepletionofphysicalandmentalresourcescausedbyexcessivestrivingtoreachsome 53)

unrealisticwork-relatedgoalisreferredtobytheterm:
A) emotionalinstability.
B) obsessive-compulsivedisorder.
C) nervousbreakdown.
D) burnout.
E) stress-relatedillness.
54) Virtuallyalloftheenergiesofburnoutvictimsarefocusedon: 54)

A) commitmenttotheorganization.
B) attainingunrealisticwork-relatedgoals.
C) clientproblems.
D) familymatters.
E) gettingapromotion.
55) Theartoffittingtheworkstationandworktoolstotheindividualisknownas: 55)

A) retooling.
B) workplaceaccommodation.
C) ergonomics.
D) duediligence.
E) retrofitting.
56) WarningsignsofrepetitivestraininjuryincludethefollowingEXCEPT: 56)

A) headaches.
B) frequentdroppingoftools.
C) numbnessandtinglinginfingertips.
D) handsfallingasleep.
E) tightnessorstiffnessinthehands,elbow,wrists,shoulderandneck.
9
57) Ergonomicswillbecomemoreandmoreimportantastheworkforceagesandrequires 57)
accommodationofphysicalchangesinthefollowingEXCEPT:
A) cardiovascularcapacity.
B) muscularstrength.
C) toleranceforpain.
D) vision.
E) handfunction.
58) Short-termeyeproblemslikeburning,itching,andtearingaswellaseyestrainandeyesoreness 58)

arecommoncomplaintsamong:
A) humanresourcesmanagers.
B) accountantsandbookkeepers.
C) industrialengineers.
D) students.
E) videodisplayoperators.
59) Generalrecommendationsregardingtheuseofvideodisplayoperatorsincludethefollowing 59)

EXCEPT:
A) workstationdesignedformaximumflexibility.
B) adequateemployeerestbreakseveryhour.
C) glarereductionwithdevicessuchasantiglareshadesoverwindowsandterminalscreens.
D) completepreplacementvisionexam.
E) maximumamountofsunlight.
60) Theleadingcauseofwork-relateddeathsaroundtheworldis: 60)

A) accidents/violence.
B) communicablediseases.
C) cancer.
D) mentaldisorders.
E) noneoftheabove.
61) Thereisanerroneousperceptionthatcancer -causingagentsintheworkplaceare: 61)

A) increasingcostsforemployers.
B) affectingmenandwomeninthesameway.
C) disappearing.
D) affectingmanagementspositionincollectivebargaining.
E) increasinginsignificance.
62) Ingeneral,whencomparedtonon-smokingemployees,smokersexhibitthefollowing 62)

characteristicsEXCEPT:
A) greaterriskofoccupationalaccidents.
B) endangeringofcoworkerswhobreathesmokyair.
C) higherdisabilityclaims.
D) reducedproductivity.
E) higherturnover.
10
63) SmokingintheworkplacecreatesthefollowingcostsforanemployerEXCEPT: 63)
A) highersupplementaryhealthcare/medicalinsurancecosts.
B) reducedproductivity.
C) significantlygreaterriskofoccupationalaccidents.
D) increasedattendance.
E) higherdisabilityinsurancecosts.
64) Victimsofworkplaceviolencearegenerally: 64)

A) postalworkers.
B) womeninhealthcareprofessions.
C) conveniencestoreclerks.
D) policeofficers.
E) constructionworkers.
65) Anemployermaybesueddirectlybythevictimofanemployeesviolentactonthebasisof: 65)

A) maliceandlarceny.
B) blackmailandduress.
C) employeediscrimination.
D) negligenceinhiring.
E) insufficientsecurity.
66) ThefollowingarestepsemployerscantaketoreducetheincidenceofworkplaceviolenceEXCEPT: 66)

A) enhancingsecurityarrangements.
B) promotingunstructuredsecuritysystems.
C) trainingforviolencereduction.
D) improvingemployeescreening.
E) institutingaworkplaceviolencepolicy.
67) Employees,areresponsiblefortakingreasonablecaretoprotecttheirownhealthandsafetyandin 67)

mostcases,thatoftheirco-workers.
68) Theduediligencerequirementforemployeesmandatesthattheytakeeveryreasonable 68)

precautiontoensuretheirownhealthandsafety.
69) Thefunctionofjointhealthandsafetycommitteesistoprovideanon -adversarialatmosphere 69)

wheremanagementandlabourcanworktogethertoensureasafeandhealthyworkplace.
70) Governmenthealthandsafetyinspectorsmayenteraworkplaceatanytime,providedtheyhave 70)

awarrantandgivepriornotification.
71) Canadiancorporateexecutivesanddirectorsmaybehelddirectlyresponsibleforworkplace 71)

injuries.
72) WHMISistheoutcomeofacooperativeeffortbetweenCanada,theUnitedStatesofAmericaand 72)

Mexico.
73) Mostsafetyexpertsagreethatsafetycommitmentmustbeginwithhourlyemployees. 73)
11
74) Inadditiontounsafeworkingconditions,otherwork-relatedfactorscontributetoaccidents,such 74)
asthejobitself,workschedulesandthepsychologicalclimateoftheworkplace.
75) Anemployeewhoseperceptualskillisatalowerlevelthanhisorhermotorskillisarelativelysafe 75)

worker.
76) Visionisrelatedtoaccidentfrequencyformanyjobs,sinceworkerswhohavehighvisualskills 76)

havefewerinjuriesthanthosewhodonot.
77) Safetyprogramsbasedonpositivereinforcementhaveimprovedsafetyatwork. 77)
78) HRmanagershaveanimportantroletoplayincommunicatingtheimportanceofhealthand 78)

safetytoseniormanagementbydemonstratinghowitaffectsthebottomline.
79) Employersshouldinquireabouttheworkerscompensationhistoryofjobapplicantsinorderto 79)

avoidhiringaccident-proneindividuals.
80) Theappropriatetimetobegincontrollingworkerscompensationclaimsisbeforetheaccident 80)

happens,notafter.
81) Supervisorsarethecompanysfirstlineofdefenseincombatingsubstanceabuseintheworkplace, 81)

andtheymustactascompanydetectives.
82) Employeedrugtestingcanbeusedinvirtuallyallwork-relatedcircumstances. 82)
83) Ergonomicsistheartoffittingtheworkstationandworktotheindividual. 83)
84) Employeeswhosmokehaveasignificantlylowerriskofoccupationalaccidentsthandosmokers. 84)
85) Employerscanbefoundliablefortheviolentactsoftheiremployees. 85)
86) SeveralstudiessuggestthatatestsuchastheEmployeeReliabilityInventory(ERI)canhelp 86)

employersreduceunsafeactsatwork.
87) DescribethethreecategoriesofoccupationalhealthandsafetylawsinCanada.
88) Listanddescribethethreebasicrightsofemployeesunderthejointresponsibilitymodelofoccupationalhealth
andsafety.
89) Brieflydiscussthethreebasiccausesofaccidentsintheworkplace.
90) Identifyanddiscusshowpersonalfactorsinfluenceemployeeaccidentbehaviour.
91) AministhemanagerofanautopartsmanufacturingplantinOakville,Ontario.Theplanthasexperienceda
riseinworkplaceinjuriesoverthepastyear.DiscusswhatAminshouldfocusontopreventaccidentsinthe
workplace.
12
92) Identifythetraditionalmethodsfordealingwithalcoholanddrugproblemsatwork.
93) Discussseveralmethodsemployerscanusetopreventandcontrolworkplaceviolence.
13
AnswerKey
Testname:UNTITLED14
1) C
Topic: StrategicImportanceofOccupationalHealthandSafety
Skill: Recall
2) E
Skill: Recall
3) C
Topic: BasicFactsAboutOccupationalHealthandSafetyLegislation
Skill: Recall
4) C
Skill: Recall
5) A
Skill: Recall
6) B
Skill: Applied
7) C
Skill: Applied
8) B
Skill: Recall
9) C
Skill: Recall
10) B
Skill: Recall
11) B
Skill: Recall
12) B
Skill: Recall
13) D
Skill: Applied
14) B
Skill: Recall
15) A
Skill: Recall
16) C
Skill: Recall
14
AnswerKey
Testname:UNTITLED14
17) E
Skill: Recall
18) B
Topic: WhatCausesAccidents?
Skill: Recall
19) E
Skill: Recall
20) E
Skill: Applied
21) A
Skill: Applied
22) B
Skill: Applied
23) C
Skill: Recall
24) A
Skill: Recall
25) C
Skill: Recall
26) E
Skill: Recall
27) E
Skill: Recall
28) D
Skill: Applied
29) D
Skill: Recall
30) C
Skill: Recall
31) B
Topic: HowtoPreventAccidents
Skill: Applied
32) E
Skill: Recall
15
AnswerKey
Testname:UNTITLED14
33) B
Skill: Applied
34) C
Skill: Applied
35) A
Skill: Recall
36) B
Skill: Recall
37) D
Skill: Recall
38) C
Skill: Recall
39) B
Skill: Recall
40) E
Skill: Recall
41) A
Topic: EmployeeWellnessPrograms
Skill: Recall
42) B
Skill: Recall
43) C
Skill: Applied
44) A
Topic: OccupationalHealthandSafetyIssuesandChallenges
Skill: Applied
45) E
Skill: Recall
46) E
Skill: Recall
47) B
Skill: Recall
48) C
Skill: Recall
16
AnswerKey
Testname:UNTITLED14
49) E
Skill: Recall
50) E
Skill: Recall
51) A
Skill: Recall
52) A
Skill: Applied
53) D
Skill: Recall
54) B
Skill: Recall
55) C
Skill: Recall
56) A
Skill: Recall
57) C
Skill: Recall
58) E
Skill: Recall
59) E
Skill: Recall
60) C
Skill: Recall
61) C
Skill: Recall
62) E
Skill: Recall
63) D
Skill: Recall
64) B
Skill: Recall
17
AnswerKey
Testname:UNTITLED14
65) D
Skill: Recall
66) B
Skill: Recall
67) TRUE
Skill: Recall
68) FALSE
Skill: Recall
69) TRUE
Skill: Recall
70) FALSE
Skill: Recall
71) TRUE
Skill: Recall
72) FALSE
Skill: Recall
73) FALSE
Skill: Recall
74) TRUE
Skill: Recall
75) FALSE
Skill: Recall
76) TRUE
Skill: Recall
77) TRUE
Skill: Recall
78) TRUE
Skill: Recall
79) FALSE
Skill: Recall
80) TRUE
Skill: Recall
18
AnswerKey
Testname:UNTITLED14
81) FALSE
Skill: Recall
82) FALSE
Skill: Recall
83) TRUE
Skill: Recall
84) FALSE
Skill: Recall
85) TRUE
Skill: Recall
86) TRUE
Skill: Recall
87) Generalhealthandsafetyrules;rulesforspecificindustries(suchasmining);rulesrelatedtospecifichazards(suchas
asbestos).
Skill: Recall
88) 1.Therighttoknowaboutworkplacehazards.
2.Therighttoparticipateintheoccupationalhealthandsafetyprocess.
3.Therighttorefuseunsafeworkifthereisreasonablecausetobelievethattheworkisdangerous.
Skill: Recall
89) Chanceoccurrences(suchaswalkingpastaplate-glasswindowjustassomeonehitsaball);unsafeconditions(such
asdefectiveequipment);actsonthepartofemployees(suchashorseplay).
Skill: Recall
90) Personalitytraitsmaydistinguishaccident-proneworkersonjobsinvolvingrisk.Lackofmotorskillsmaydistinguish
accident-proneworkersonjobsinvolvingcoordination.
Manyhumantraitshavebeenfoundtoberelatedtoaccidentrepetitioninspecificsituations.
Skill: Recall
91) Reduceunsafeconditions ;
Reduceunsafeacts ;
Trainingandeducation (trainemployeestobesafetyconscious);
Positivereinforcement ;
Top-managementcommitment (enforcesafetyrules);
Monitorworkoverloadandstress .
Skill: Applied
92) Disciplineusedforalcoholics;dischargeusedforalcoholicsandpersonswithdrugproblems;in-housecounsellingfor
emotionaldisorders;referraltooutsideagency.
Skill: Recall
19
AnswerKey
Testname:UNTITLED14
93) Instituteaworkplaceviolencepolicy;heightensecuritymeasures;improveemployeescreening;provideworkplace
violencetraining;learnguidelinesfordealingwithangryemployees.
Skill: Recall
20
Exam
Name___________________________________
1) Managementofemployeerelationshasshiftedawayfromafocusonemployeedisciplinetoa 1)
focuson:
A) protectingemployeesprivacy.
B) healthandsafety.
C) one-waycommunication.
D) managingdismissalsandlayoffs.
E) employeeengagement.
2) Helenafeelsthatheremployersprocessfordecidingonpayincreasesisnotfair.Helenais 2)
concernedwithwhichofthefollowingcomponentsoforganizationaljustice:
A) distributivejustice.
B) proceduraljustice.
C) payequity.
D) allocationaljustice.
E) interactionaljustice.
3) Suggestionprogramshaveseveralbenefits.Theneteffectis: 3)
A) theyletmanagementcontinuallymonitoremployeesconcerns.
B) theymakeitclearthatemployeeshaveseveralchannelsthroughwhichtogetresponses.
C) theyletmanagementcontinuallymonitoremployeesfeelings.
D) theymakeitclearthatemployeeshaveseveralchannelsthroughwhichtocommunicate.
E) thereislesslikelihoodthatsmallproblemswillgrowintobigones.
4) Questionnairesthatregularlyaskemployeestheiropinionsaboutthecompany,managementand 4)
worklifearecalled:
A) employeetrainingprograms.
B) employeedevelopmentprograms.
C) employeesamplingsurveys.
D) employeeparticipationprograms.
E) employeeopinionsurveys.
5) TheEmployeeFeedbackSystemisanemployeesatisfactionsurveycoveringthefollowing 5)
EXCEPT:
A) coworkercohesion.
B) recruitmentpolicies.
C) qualityfocus.
D) jobsatisfaction.
E) employeecommitment.
1
6) Traditionalemployeecommunicationmediasuchasnewslettersarebeingreplacedwiththe 6)
followingEXCEPT:
A) email.
B) intranets.
C) videos.
D) electronicbulletinboards.
E) verbalpresentations.
7) WhichofthefollowingisNOTconsideredtobepersonalinformationaboutanemployeeand 7)
thereforeNOTprotectedunderprivacylegislation?
A) ergonomicassessmentinformation.
B) homeaddress.
C) bankaccountnumber.
D) employeejobtitle.
E) performancereviewrating.
8) The________governsthecollection,use,anddisclosureofpersonalinformationacrossCanada, 8)
includingemployerscollectionanddisseminationofpersonalinformationaboutemployees.
A) PersonalVideoSurveillanceandElectronicsDocumentsAct(PVSEDA)
B) PersonalInformationProtectionandElectronicDocumentsAct(PIPEDA)
C) CanadianPrivacyLegislationAct(CPLA)
D) EmployeePrivacyandDignityintheWorkplaceAct(EPDWA)
E) ThereisnosuchlegislationinCanada.
9) Withrespecttoemployeerelations,expertsgenerallydefineorganizationaljusticeintermsofthree 9)
components.Onecomponentis:
A) top-downcommunicationjustice.
B) interjustice.
C) fairtreatmentjustice.
D) distributivejustice.
E) constructivejustice.
10) Proceduraljusticerefersto: 10)

A) fairnessininterpersonalinteractionsbytreatingotherswithrespect.
B) managersconductingtheirinterpersonaldealings.
C) highlypublicizedvehiclesthroughwhichemployeescanappeal.
D) thefairnessoftheprocessusedtomakeadecision.
E) thefairnessandjusticeoftheoutcomeofadecision.
11) WhichofthefollowingistrueofrecentresearchdoneinrespecttoretirementinCanada? 11)

A) Menaremorelikelytoseekoutnewchallengesafterretirement.
B) Womenfindthepsychologicaltransitiontoretirementeasierthanmendo.
C) Organizationsarepromotingearlyretirementasameansofdealingwiththeupcoming
labourshortage.
D) Veryfewfirmscurrentlyofferretirementcounseling.
E) Womenfindthepsychologicaltransitiontoretirementharderthanmendo.
2
12) Alayoffoccurswherethefollowingcondition(s)arepresent: 12)
A) thereisapermanentseveringoftheemploymentrelationship.
B) theownerandPresidentdecides,foreconomicandpersonalreasons,toshutdownthe
businesspermanently.
C) thereisnoworkandmanagementintendstorecalltheemployeeswhenworkisavailable
again.
D) thereisanissueofpoorperformanceandapermanentseveringoftheemployment
relationship.
E) thereisnoworkandthereisapermanentseveringoftheemploymentrelationship.
13) Moderntechnologicaladvanceshaveputemployersaccessto,andmonitoringof,informationon 13)

apotentialcollisioncoursewithemployees:
A) privacyrights.
B) rightsandfreedoms.
C) accesstoinformation.
D) humanrights.
E) needtoknow.
14) Asoftwarefirmhaslostamajorclientandasaresultmustdownsizeitsworkforce.Whichofthe 14)

followingisNOTabestpracticeinhandlingdownsizingoftheworkforce?
A) Thehumanresourcesprofessionalshoulddecidewhereandwhentodeliverthenoticeina
groupsetting.
B) Remainingemployeesshouldbetoldwhateffectthedownsizingwillhaveonthem.
C) Remainingemployeesshouldbetoldthereasonsthatthedownsizingishappening.
D) Thehumanresourcesprofessionalshouldreviewapplicablegroupterminationlawsto
determinehowmuchnoticeisrequired.
E) Departmentmanagersshouldbetrainedindeliveringthetoughnewshumanely.
15) Aprocedureintendedtocorrectanemployeesbehaviourbecausearuleorprocedurehasbeen 15)

violatediscalled:
A) punitiveaction.
B) penaladjustment.
C) discipline.
D) behaviourmodification.
E) rehabilitation.
16) Afairandjustdisciplineprocessisbasedonthefollowingprerequisite(s): 16)

A) asetofclearrulesandregulations;asystemofprogressivepenalties;asystemofguided
procedures.
B) asystemofguidedprocedures.
C) asystemofprogressivepenaltiesandanappealsprocess.
D) asetofrulesandregulations;asystemofprogressivepenalties;anappealsprocess.
E) anappealsprocess.
17) Thefollowingissuesshouldbeincludedinasetofrulesandregulationsregardingdiscipline 17)

EXCEPT:
A) transferofonesjob.
B) drinkingonthejob.
C) destructionofcompanyproperty.
D) insubordination.
E) theft.
3
18) ThefollowingareprogressivepenaltiesanemployermayuseforeffectivedisciplineEXCEPT: 18)
A) writtenwarnings.
B) dischargefromthejob.
C) suspensionfromthejob.
D) oralwarnings.
E) lossofvacation.
19) Aprocessthathelpsensurethatdisciplineisappliedfairlyandequitablyiscalleda(n): 19)

A) grievanceprocedure.
B) appealsprocess.
C) justiceanddignityprocedure.
D) wildcatstrike.
E) managementlockout.
20) Involuntaryterminationofanemployeesemploymentwiththefirmiscalled: 20)

A) insubordination.
B) sufficientcause.
C) justcause.
D) misconduct.
E) dismissal.
21) Employeedismissalshouldoccuronlyafteractionhasbeentakento: 21)

A) rehabilitatetheemployee.
B) transfertheemployee.
C) suspendtheemployee.
D) demotetheemployee.
E) promotetheemployee.
22) Deliberateandwillfulviolationoftheemployersrulesisthedefinitionof: 22)

A) sabotage.
B) misconduct.
C) unsatisfactoryperformance.
D) groundsfordismissal.
E) behaviourmodification.
23) Willfuldisregardordisobedienceofthebosssauthorityorlegitimateordersandcriticizingthe 23)

bossinpublicisknownas:
A) insubordination.
B) jobspecialization.
C) sabotage.
D) consulting.
E) reprimanding.
24) Thefollowingactsareconsideredinsubordination,wheneverandwherevertheyoccur,EXCEPT: 24)

A) criticizingthebossinpublic.
B) deliberatedefianceofclearly-statedcompanypolicies,rules,regulations,andprocedures.
C) strictadherencetothechainofcommand.
D) flat-outdisobedienceoforrefusaltoobeythebosssorders,particularlyinfrontofothers.
E) directdisregardofthebosssauthority.
4
25) Thefollowingactsareconsideredinsubordination,wheneverandwherevertheyoccur,EXCEPT: 25)
A) showingdisregardforthechainofcommandbygoingaroundtheimmediatesupervisoror
managerwithacomplaint,suggestion,orpoliticalmanoeuvre.
B) blatantlyfollowingthebosssunreasonableinstructions.
C) leadingorparticipatinginanefforttoundermineandremovethebossfrompower.
D) contemptuousdisplayofdisrespect,suchasmakinginsolentcomments;and,more
importantly,portrayingthesefeelingsintheattitudeshownwhileonthejob.
E) publiccriticismoftheboss.
26) Employeesareoftenhiredunderanimpliedcontractwheretheunderstandingisthatthe 26)

employmentisforanindefiniteperiodoftime,andmaybeterminatedbyeitherpartyonly:
A) whenjustcauseexists.
B) whentheymutuallyagreetoterminatetheemploymentrelationship.
C) atwill.
D) whenreasonablenoticeisgiven.
E) whentheprobationaryperiodisover.
27) JustcausefordismissalisusuallyconsideredtoincludethefollowingEXCEPT: 27)

A) insubordination.
B) incompetence.
C) alcoholism.
D) fighting.
E) disobedience.
28) Ifthereisnoemploymentcontractandjustcauseisnotpresent,thenaterminationwithout 28)

reasonablenoticeisconsideredunfairandisknownas:
A) atwilltermination.
B) invalid.
C) quasi-legal.
D) acontractviolation.
E) wrongfuldismissal.
29) Anemployeedismissalthatdoesnotcomplywiththelawordoesnotcomplywithawrittenor 29)

impliedcontractualarrangementisreferredtoas:
A) wrongfuldismissal.
B) acontractviolation.
C) furloughinganemployee.
D) firinganemployee.
E) atwilltermination.
30) Inwrongfuldismissalcases,courtsgenerallyawardnoticebasedonthefollowingEXCEPT: 30)

A) theemployeeslengthofservice.
B) theemployeessalary.
C) theleveloftheemployeesjob.
D) theemployeesage.
E) theemployeesfamilyresponsibilities.
5
31) ThefollowingareexpertrecommendationsforavoidingwrongfuldismissalsuitsEXCEPT: 31)
A) documentalldisciplinaryaction.
B) includetwomembersofmanagementintheterminationmeeting.
C) donotallegejustcausefordismissalunlessitcanbeproven.
D) useterminationlettersinallcases,clearlystatingthesettlementoffer.
E) reassurenewemployeesthattheycanonlybedismissedforjustcause.
32) Ifawrongfuldismissalsuitistakenagainsttheorganization,itshould: 32)

A) neverinvestigateforotherimproperconduct.
B) retainalawyerrightaway.
C) allegecauseinallcases.
D) discusspossiblelettersofreferencewithalawyer.
E) neveroffertosettle.
33) ConstructivedismissalcanbeconsideredtooccurinthefollowingcircumstancesEXCEPT: 33)

A) forcedresignation.
B) forcedtermination.
C) forcedtransfer.
D) reductioninpayandbenefits.
E) demotion.
34) Thevendettaeffectis: 34)

A) anincreaseinwrongfuldismissalclaimsasnegativetreatmentbecomesextreme.
B) improperdocumentationofwrongfuldismissalclaims.
C) frequentwrongfuldismissalclaims.
D) wrongfuldismissalclaimscomingfromunionizedemployees.
E) wrongfuldismissalclaimscomingfromseniormanagement.
35) Theinterviewinwhichanemployeeisinformedofthefacthe/shehasbeendismissediscalled 35)

the:
A) atwillinterview.
B) nonpunitiveinterview.
C) exitinterview.
D) punitiveinterview.
E) terminationinterview.
36) Inthesecondstepoftheterminationinterview,themanagershould: 36)

A) smileandbefriendly;however,bedirect.
B) beginwithsmalltalk.
C) gettothepointbyinformingthepersonofthedecision.
D) gettothepoint;however,reassuretheemployeethiswasnotthemanagersdecision.
E) moveslowlybutpositivelythroughtheinterview.
37) Inthethirdstepoftheterminationinterview,themanagershould: 37)

A) gettothepoint;however,reassuretheemployeethiswasnotthemanagersdecision.
B) takeatleast20minutesfortheinterview.
C) gettothepointbyinformingthepersonofthedecision.
D) smileandbefriendly;however,bedirect.
E) remembertodescribethesituationratherthanattackingtheemployeepersonally.
6
38) Thesixthstepintheterminationinterviewprocessis: 38)
A) identifythenextstep.
B) describethesituation.
C) listen.
D) reviewallelementsoftheseverancepackage.
E) anoutplacementcounsellingmeeting.
39) Iftheemployeewhoisterminatedreactswithhostilityandanger,HayAssociatessuggeststhe 39)

terminationinterviewershouldrespondby:
A) remainingobjectivewhileprovidinginformationonanyoutplacementorcareercounselling
tobeprovided.
B) takingasubjectiveapproach.
C) becomingdefensive.
D) deferringmentionofthecounsellingprocess.
E) confrontingtheanger.
40) Inaterminationinterview,donotpromiseanythingbeyondwhatiscontainedintheseverance 40)

package.Theterminationshouldbecomplete:
A) whentheinvestigationiscomplete.
B) whentheterminatedpersonleavestheinterview.
C) beforetheinterviewcommences.
D) whentheinvestigationhasbegun.
E) firstthingduringtheinterview.
41) Asystematicprocessbywhichaterminatedpersonistrainedandcounselledinthetechniquesof 41)

self-appraisalandsecuringanewpositioniscalled:
A) anoutplacementinterview.
B) self-awarenesstraining.
C) anexitinterview.
D) aterminationinterview.
E) outplacementcounselling.
42) Lawsthatrequireanemployertonotifyemployeesintheeventthattheemployerdecidesto 42)

terminateagroupofemployeesarecalled:
A) employmentterminationlaws.
B) notificationlaws.
C) groupterminationlaws.
D) privacylaws.
E) atwilllaws.
43) Theamountofnoticerequiredtobegiventoemployeesundergroupterminationlawsvariesby 43)

jurisdictionandwith:
A) thetypeofworkperformedbytheemployees.
B) thetypeofindustry.
C) thenumberofemployeesbeingterminated.
D) thetimeofyear.
E) theunemploymentrateintheregion.
7
44) Thetemporarywithdrawalofemploymentforworkersbasedoneconomicorbusinessreasonsis 44)
called:
A) adownsizing.
B) aringofdefence.
C) partialtermination.
D) voluntarytimeoff.
E) alayoff.
45) Alayoff,inwhichworkersaresenthomeforatime,isasituationinwhichthefollowing 45)

conditionsarepresentEXCEPT:
A) thereisnoworkavailablefortheemployees.
B) managementexpectstheno -worksituationtobetemporary.
C) managementexpectsthattheno -worksituationislikelytobeshort-term.
D) managementintendstorecalltheemployeeswhenworkisagainavailable.
E) employeeswillacceptvacationpay.
46) Detailedproceduresthatusuallyuseemployeeseniorityinordertodeterminewhowillbelaidoff 46)

ifnoworkisavailablearereferredtoas:
A) voluntarytimeoffprocedures.
B) defensiveprocedures.
C) seniorityprocedures.
D) layoffprocedures.
E) bumping/layoffprocedures.
47) Analternativetolayoffsinwhichallemployeesagreetoreductionsinpayinordertokeep 47)

everyoneworkingiscalleda:
A) bumpwithpay.
B) contingentemployment.
C) voluntarytimeoffwithreductioninpay.
D) ring-of-defence.
E) voluntaryreductioninpayplan.
48) Analternativetolayoffsinwhichsomeemployeesagreetotaketimeoffinordertoreducethe 48)

employerspayrollandavoidtheneedforalayoffiscalled:
A) voluntaryreductioninpaywithtimeoff.
B) aringofdefence.
C) voluntarytimeoff.
D) bumpingwithtimeoff.
E) contingentemployment.
49) Onewaytoavoidlayoffsistohiretemporarysupplementalemployeeswiththeunderstanding 49)

thattheirworkisofatemporarynaturewheretheymaybelaidoffatanytime.Thesetemporary
employeesarecalled:
A) temporaryemployeedefence.
B) contingentemployees.
C) voluntaryemployees.
D) continuousemployees.
E) therings-of-defence.
8
50) Theprocessofreducing,usuallydramatically,thenumberofpeopleemployedbythefirmis 50)
referredtoas:
A) jobspecialization.
B) divisionofwork.
C) reengineering.
D) downsizing.
E) masslayoffs.
51) AcriticalresponsibilityofHRmanagersinanydownsizingistoensurethatthebadnewsis 51)

deliveredina(n)________manner.
A) relaxed
B) emotional
C) expeditious
D) humane
E) abrupt
52) Whenhandlingamergeroracquisition,managersshould: 52)

A) avoidtheappearanceofdomination.
B) remainbusinesslikeandprofessionalinalldealings.
C) createasolidfoundationforfutureemployeeengagement.
D) avoidtheappearanceofpower.
E) Therearenoexceptionstothepointslistedabove.
53) Formanyretirees,maintainingasenseofidentityandself -worth________isthesinglemost 53)

importanttasktheywillface.
A) insemi-retirement
B) withoutafull-timejob
C) withreducedworkschedules
D) regardingfinances
E) withapart-timejob
54) RetirementeducationandplanningfirmsprovideservicesincludingthefollowingEXCEPT: 54)

A) computertraining.
B) healthissues.
C) lifestylegoals.
D) relationshipissues.
E) financialplanning.
55) A2006StatisticsCanadareportentitledNewFrontiersofResearchonRetirement identifiedsome 55)

majorchangesexpectedinthemanagementoftheretirementprocess.Theyinclude:
A) jointretirementbecominganissueformanydual-incomecouples.
B) genderequityinretirementdecisions.
C) maintainingastandardoflivinginretirementforall.
D) expecteddecreaseintheflexibilityofretirementarrangements.
E) noneoftheabove.
56) Somefirmsgiveemployeesextensivedataontheperformanceofandprospectsfortheir 56)

operation,inordertomakeemployeesfeelcommitted.
9
57) Asystemofprogressivepenaltiesusuallyinvolveswarnings(verbalandwritten),suspensions 57)
(paidand/orunpaid)anddischarge.
58) Amanagershouldnotprovidetheemployeewithanycontroloverthedisciplinaryprocessand 58)

outcome.
59) Areasonfordismissalofanemployeecanbeclassifiedaseitherunsatisfactoryperformanceor 59)

misconduct;lackofqualificationsforthejobmaynotbeareason.
60) Leadingorparticipatinginanefforttoundermineandremovethebossfrompowerwouldnotbe 60)

consideredanactofinsubordination.
61) Thestepsinaterminationinterviewinclude:planningtheinterviewcarefully,gettingtothepoint, 61)

describingthesituation,doingthemajorityoftalking.
62) Outplacementmeanstheemployertakesresponsibilityforplacingtheterminatedpersoninanew 62)

job.
63) Groupterminationlawsrequireemployerswhoareterminatingalargegroupofemployeestogive 63)

themmorenoticethanrequireduponterminationofanindividualemployee.
64) Alayoffreferstoasituationwhenthereisapermanentshortageofworkforemployeesand 64)

managementdoesnotintendtorecalltheemployeesforworkasitbecomesavailable.
65) Alternativestolayoffsincludevoluntaryreductioninpayplans,voluntarytimeoff,andtheuseof 65)

contingentemployees.
66) Firmsarenowprovidingpreretirementcounsellingtoemployeeswhoareabouttoretire,covering 66)

matterssuchasfinancialplanning,relationshipissuesandhealthissues.
67) Formanyretirees,maintainingasenseofidentityandself -worthisthesinglemostimportanttask 67)

theywillface.
68) Identifyandbrieflydescribethreefoundationsofafairandjustdisciplineprocess.
69) Identifyanddiscussthefourbasesforemployeedismissal.
70) Identifyanddiscussthestepstobefollowedinaterminationinterview.
71) Identifythethreeconditionsthatmaybepresentwhenalayoffoccurs.
72) Explainthealternativestolayoffs.
73) Identifycommontopicscoveredinpre-retirementcounselling.
10
AnswerKey
Testname:UNTITLED15
1) E
Topic: StrategicImportanceofEffectiveEmployeeRelations
Skill: Recall
2) B
Skill: Applied
3) E
Topic: EffectiveEmployeeCommunication
Skill: Recall
4) E
Skill: Recall
5) B
Skill: Recall
6) E
Skill: Recall
7) D
Topic: RespectingEmployeePrivacy
Skill: Recall
8) B
Skill: Applied
9) D
Skill: Recall
10) D
Skill: Recall
11) B
Topic: PreservingDignityintheRetirementProcess
Skill: Applied
12) C
Topic: FairTreatmentinLayoffsandDownsizing
Skill: Applied
13) A
Skill: Recall
14) A
Skill: Applied
15) C
Topic: FairnessinDisciplineandDismissals
Skill: Recall
16) D
Skill: Recall
11
AnswerKey
Testname:UNTITLED15
17) A
Skill: Recall
18) E
Skill: Recall
19) B
Skill: Recall
20) E
Skill: Recall
21) A
Skill: Recall
22) B
Skill: Applied
23) A
Skill: Recall
24) C
Skill: Applied
25) B
Skill: Applied
26) D
Skill: Recall
27) C
Skill: Recall
28) E
Skill: Recall
29) A
Skill: Recall
30) E
Skill: Recall
31) E
Skill: Recall
32) D
Skill: Recall
12
AnswerKey
Testname:UNTITLED15
33) B
Skill: Recall
34) A
Skill: Recall
35) E
Skill: Recall
36) C
Skill: Recall
37) E
Skill: Recall
38) A
Skill: Recall
39) A
Skill: Recall
40) B
Skill: Recall
41) E
Skill: Recall
42) C
Skill: Recall
43) C
Skill: Recall
44) E
Skill: Recall
45) E
Skill: Recall
46) E
Skill: Recall
47) E
Skill: Recall
48) C
Skill: Recall
13
AnswerKey
Testname:UNTITLED15
49) B
Skill: Recall
50) D
Skill: Recall
51) D
Skill: Recall
52) E
Skill: Recall
53) B
Skill: Recall
54) A
Skill: Recall
55) A
Skill: Recall
56) TRUE
Topic: EmployeeEngagement
Skill: Recall
57) TRUE
Skill: Recall
58) FALSE
Skill: Recall
59) FALSE
Skill: Recall
60) FALSE
Skill: Recall
61) FALSE
Skill: Recall
62) FALSE
Skill: Recall
63) TRUE
Skill: Recall
64) FALSE
Skill: Recall
14
AnswerKey
Testname:UNTITLED15
65) TRUE
Skill: Recall
66) TRUE
Skill: Recall
67) TRUE
Skill: Recall
68) Aclearsetofrulesandregulations addressingtheft,destructionofcompanyproperty,drinking,and
insubordination.
Asystemofprogressivepenalties ,usuallyconsistingofwarnings(verbalandwritten),suspensions(paidand/or
unpaid)anddischarge.
Theappealsprocess.
Skill: Recall
69) Unsatisfactoryperformance -failuretoperformormeetprescribedstandardsofjob.
Misconduct-willfulviolationofrules,includingstealing,rowdyism,orinsubordination.
Lackofqualifications -incapableofdoingthework.
Changedrequirementsofthejob ,orjobelimination.
Skill: Recall
70) Step1:PlantheInterview
Carefullyschedulethemeetingonadayearlyintheweek,andtrytoavoidFridays,pre -holidays,andvacation
times
Havetheemployeeagreement,humanresourcesfile,andreleaseannouncement(internaland
external)preparedinadvance
Beavailableatatimeaftertheinterviewincasequestionsorproblemsarise,andhavephonenumbersreadyfor
medicalorsecurityemergencies
Step2:GettothePoint
Assoonastheemployeearrives,givethepersonamomenttogetcomfortableandtheninformhimorherofthe
decision.
Step3:DescribetheSituation Briefly
Inthreeorfoursentences,explainwhythepersonisbeingletgo.
Forinstance,Productioninyourareaisdown4percent,andwearecontinuingtohavequalityproblems.Wehave
talkedabouttheseproblemsseveraltimesinthepastthreemonths,andthesolutionsarenotbeingfollowedthrough.
Wehavetomakeachange.
Remembertodescribethesituationratherthanattackingtheemployeepersonally.
Step4:Listen
Itisimportanttocontinuetheinterviewuntilthepersonappearstobetalkingfreelyandreasonablycalmlyabout
thereasonsforhisorherterminationandtheseverancepackagethatheorsheistoreceive.
Step5:ReviewAllElementsoftheSeverancePackage
Describeseverancepayments,benefits,andthewayinwhichreferenceswillbehandled.However,underno
conditionsshouldanypromisesorbenefitsbeyondthosealreadyintheseverancepackagebeimplied
Theterminationshouldbecompletewhenthepersonleaves.
Step6:IdentifytheNextStep
Theterminatedemployeemaybedisoriented,soexplainwhereheorsheshouldgoonleavingtheinterview.
Remindthepersonwhomtocontactatthecompanyregardingquestionsabouttheseverancepackageorreferences.
Skill: Recall
15
AnswerKey
Testname:UNTITLED15
71) Thereisnoworkavailable fortheemployeewhoisbeingsenthome.

Managementexpectstheno -worksituationtobetemporaryandshort -term.
Managementintendstorecall employeeswhenworkisavailable.
Skill: Recall
72) Voluntaryreductioninpayplan;accumulationofvacationtimetotakeduringslowperiods;voluntarytimeoff;
contingentemployees.
Skill: Recall
73) Lifestylegoals,financialplanning,relationshipissues,andhealthissues.
Skill: Recall
16
Exam
Name___________________________________
1) Thetermlabour-managementrelationsrefersto: 1)
A) theprocessofcontractnegotiations.
B) theprocessofadministeringacollectiveagreement.
C) relationsbetweenunionmembers.
D) theprocessoflabour-managementcontractnegotiationsandtheprocessofadministeringa
collectiveagreement.
E) relationsbetweenfrontlinemanagersandemployeesonly.
2) Thenegotiationsthattakeplacebetweenalabourunionandanemployertoarriveata 2)
mutually-acceptablecollectiveagreementareknownas:
A) contractadministration.
B) contractbargaining.
C) collectivebargaining.
D) contractratification.
E) unionorganizing.
3) Ina________,collectivebargainingisacceptedasanappropriatemechanismforestablishing 3)
workplacerules.
A) unionsubstitutionapproach
B) unionacceptancestrategy
C) proactivehumanresourcesapproach
D) unionavoidancestrategy
E) unionsuppressionapproach
4) BargaininghascommencedattheAirportAuthorityinVancouver.Themanagementbargaining 4)
teamhasasitsmandatetostriveforamutuallyacceptablecollectiveagreement.Thisisan
exampleof:
A) unionavoidancestrategy.
B) labourrelationsstrategy.
C) unionacceptancestrategy.
D) proactivehumanresourcesapproach.
E) unionsubstitutionapproach.
5) Specificstrategiesadoptedbyorganizationsusingtheunionsubstitutionapproachinclude: 5)
A) avoidingaunionatallcosts.
B) pay,benefitsandworkingconditionsequaltoorbetterthanthoseinunionizedfirms.
C) viewingtheunionasthelegitimaterepresentativeofthefirmsemployees.
D) acceptingcollectivebargainingasanappropriatemechanismforestablishingtermsand
conditionsofemployment.
E) preventingaunionfromgainingafoothold.
1
6) Becomingsoresponsivetoemployeesneedsthatthereisnoincentiveforunionizationis 6)
associatedwithwhichapproachtolabourrelations?
A) positivelabourrelations.
B) unionavoidance.
C) unionsuppression.
D) unionacceptance.
E) unionsubstitution.
7) Anorganizingdrivehasbegunatabusybranchofabank.Themanagerswishtoavoidaunionat 7)
allcosts.Thisapproachtolabourrelationsis:
A) toughbargaining.
B) unionavoidance.
C) unionsuppression.
D) unionsubstitution.
E) unionacceptance.
8) Canadaslabourlawshavetwokeypurposes,whichare: 8)
A) providingacommonsetofrulesforfairnegotiationsandprotectingpublicinterest.
B) ensuringtherighttounionizeorremainunion-free.
C) specifyingmanagementrightsandunionrights.
D) protectingunionrightsandmanagementrights.
E) balancingtherightsofthepublicandprotectionofpublicwelfare.
9) CommoncharacteristicsamonglabourrelationslegislationinallCanadianjurisdictionsincludeall 9)
ofthefollowingEXCEPT:
A) establishmentofalabourrelationsboardortheequivalent.
B) proceduresthatmustbefollowedbyoneorbothpartiesbeforeastrikeorlockoutislegal.
C) aminimumtermofsixmonthsforallcollectiveagreements.
D) prohibitionofstrikesorlockoutsduringthelifeofacollectiveagreement.
E) therequirementthatdisputesovermattersarisingfrominterpretationofthecollective
agreementbesettledbybindingarbitration.
10) EachofthefollowingisacomponentofbusinessunionismEXCEPT: 10)

A) seekinggreaterjobsecurity.
B) achievingbetterworkingconditions.
C) negotiatingforbetterpayandbenefits.
D) lobbyingforlegislativechangespertainingtosecurityissuesandworkingconditions.
11) Convincingpoliticiansoftheneedforstricterandmorecomprehensivehealthandsafety 11)

legislationismostcloselyassociatedwith:
A) pre-strikeactivity.
B) informationpicketing.
C) socialunionism.
D) businessunionism.
E) politicalunionism.
2
12) Speakingoutonproposedlegislativereformsismostcloselyassociatedwith: 12)
A) pre-strikeactivity.
B) businessunionism.
C) informationpicketing.
D) politicalunionism.
E) socialunionism.
13) Anassociationofpersonsperformingacertaintypeofskillortradeiscalled: 13)

A) aninternationalunion.
B) anindependentlocalunion.
C) acraftunion.
D) anindustrialunion.
E) aprovincialfederationoflabour.
14) Thelabourorganizationthat,traditionally,representedalloftheunskilledandsemi-skilled 14)

workersinaparticularorganizationorindustryisknownas:
A) aprovincialfederationoflabour.
B) anindependentlocalunion.
C) anindustrialunion.
D) acraftunion.
E) alocal/districtlabourcouncil.
15) AlabourunionwithbranchesandmembersinbothCanadaandtheUnitedStates,theheadoffice 15)

ofwhichisintheUnitedStates,isknownas:
A) aregionalunion.
B) anindustrialunion.
C) aninternationalunion.
D) amemberoftheAFL -CIO.
E) anationalunion.
16) WhichofthefollowingstatementsabouttheAFL-CIOandCLCistrue? 16)

A) Thelocal/districtlabourcouncilsbelongtoboththeCLCandAFL-CIO.
B) TheAFL-CIOisthemajorcentrallabourorganizationinCanada.
C) ThepurposeoftheCLCissocialreform
D) MostinternationalandnationalunionsbelongtotheCLC.
E) TheAFL-CIOandCLCoperateindependently,andhavenocommoninterests.
17) TheCNTUisthe: 17)

A) parentunionoftheCLC.
B) QuebeccounterpartoftheCLC.
C) parentunionoftheOntarioFederationofLabour.
D) largestcharteredlocalunioninCanada.
E) AmericancounterpartoftheCLC.
3
18) Aunionstewardis: 18)
A) aunionmemberelectedbyworkersinaparticularareaofafirmtoactastheirunion
representative.
B) amanagementmemberelectedbyworkersinanareaofafirmtoactastheirunion
representative.
C) aunionmemberelectedbymanagementtoactastheunionrepresentative.
D) aunionmemberworkingwithanairline.
E) aunionmemberwhoisappointedbymanagementtoactastheunionrepresentative.
19) Themostimportantpartoftheunionstructureforhumanresourcesmanagersisthe: 19)

A) local.
B) provincial/territorialfederationoflabour.
C) nationalunion.
D) centralorregionaloffice.
E) local/districtlabourcouncil.
20) FactorsaccountingforunionmembershiptrendsinCanadaincludeallofthefollowingEXCEPT: 20)

A) theincreaseinservicesector.
B) adeclineinemploymentinindustriesthathavetraditionallybeenhighlyunionized.
C) moreeffectiveHRpracticesinnon-unionizedfirms.
D) increaseinwhite-collarjobs.
21) Whichofthefollowingstatementsabouttheunionizationofwhite-collarworkersisFALSE? 21)

A) Thelackofjobsecurityrelatedtodownsizingandprivatizationhasledtoincreasedinterest
inunionizationamongwhite-collarworkers.
B) Inthepast,manywhite -collaremployeesfeltlittleperceivedneedtounionize.
C) Inmanyfirms,payandbenefitsimprovementsnegotiatedbytheunionwereextendedto
non-unionemployeesasamatterofcourse.
D) Toattractwhite-collarworkers,unionshavechangedtheirfocusandbargainingpriorities.
E) Unionshaverecentlybeenincreasingtheireffortstoorganizeblue-collarworkers.
22) Thelabourrelationsprocessconsistsof________steps,asoutlinedinthetext. 22)

A) 8 B) 7 C) 3 D) 6 E) 5
23) Workersprimarilyseekunionizationwhen: 23)

A) theyareextremelydissatisfied.
B) theyareunhappywiththelocationofthefirm.
C) theyaredissatisfiedandbelievethatitisonlythroughcollectiveactionthatthefactors
causingdissatisfactioncanbechanged.
D) theyprimarilywantcareeradvancement.
E) aunionorganizerconvincesthemofthebenefitsofunionization.
24) Duringaunionorganizingdrive,theemployerispermittedtodothefollowing: 24)

A) forbidthedistributionofunionliteratureoncompanyproperty.
B) shutdownoperationstoavoidunionization.
C) participateinunionformation.
D) forbidthedistributionofunionliteratureoncompanypropertyandstatenon-threatening
opinionsaboutunions.
E) disciplineanemployeeforwantingtojointheunion.
4
25) Beingaunionmemberalsohasanimpactonfemaleworkersabilitytoachieve: 25)
A) payequity.
B) unionequity.
C) careerequity.
D) employmentequity.
E) noneoftheabove.
26) StepsintheunionizingprocesstypicallyincludeallofthefollowingEXCEPT: 26)

A) formationofanin-houseorganizingcommittee.
B) anall-outpubliccampaign.
C) avote.
D) theoutcome:certification,recognition,orrejection.
E) employee/unioncontact.
27) Afull-timeemployeeoftheunion,whoseroleistoplanandexecuteunionmembership 27)

recruitmentcampaigns,isknownas:
A) aregionalrepresentative.
B) achiefsteward.
C) thelocalpresident.
D) aunionorganizer.
E) abusinessagent.
28) Whoisresponsibleforcontactingemployees,presentingthecaseforunionization,andsigningup 28)

members?
A) theunionorganizer
B) theregionalrepresentative
C) thebusinessagent
D) thein-houseorganizingcommittee
E) thepresidentofthelocal/districtlabourcouncil
29) Underthelaw,employersaregrantedtherighttodoallofthefollowinginresponsetoa 29)

unionizationattemptEXCEPT:
A) expresstheirviewsandopinionsregardingunions.
B) increasewages,makepromotions,andtakeotherHRactions,aslongastheywoulddoso
duringthenormalcourseofbusiness.
C) prohibitdistributionofunionliteratureontheirownpropertyoncompanytime.
D) statetheirpositionregardingthedesirabilityofremainingnon-union.
E) requireemployeestoattendsessionsatwhichtheirpositionispresented.
30) Whichofthefollowingstatementsaboutregularcertificationistrue? 30)

A) ThemajorityofunioncertificationsinCanadaarebasedontheresultsofasecretballotvote.
B) AutomaticcertificationispermittedinallCanadianjurisdictions.
C) Theevidenceofsupportrequiredtoapplyforcertificationrangesfrom40to50percent
dependingonjurisdiction.
D) Signedauthorizationcardsalongwithanapplicationforcertificationarerequired.
E) Togaincertification,thevotingresultsmustindicatethatmorethan20percentofthe
potentialbargainingunitmembersareinsupportoftheunion.
5
31) AllofthefollowingstatementsaboutunioncertificationaretrueEXCEPT: 31)
A) Inalljurisdictions,inorderforauniontobecertified,morethan50percentofthepotential
bargainingunitmembersmustbeinsupportoftheunion.
B) Ifaunionlosesarepresentationvote,anotherelectioncannotbeheldamongthesame
employeesforatleastayear.
C) Inthosejurisdictionswithautomaticcertification,ifthelevelofsupportisnotsufficientfor
suchcertification,butisaboveaspecifiedminimumlevel,theLRB(orequivalent)willorder
arepresentationvote.
D) Inmostjurisdictions,LRBscangrantautomaticcertification.
E) RepresentationvotesaresupervisedbytheLRB(orequivalent).
32) Analternativemechanismforcertification,usedinsituationsinwhichthereisevidenceof 32)

irregularitiesearlyinanorganizingcampaign,suchasunfairmanagementpractices,isknownas:
A) automaticcertification.
B) arepresentationvote.
C) apre-hearingvote.
D) arbitratedcertification.
E) voluntaryrecognition.
33) Theprocesswherebyaunionislegallydeprivedofitsofficialrecognitionastheexclusive 33)

bargainingagentforagroupofemployeesisknownas:
A) decertificationduetofraud.
B) automaticdecertification.
C) voluntarydecertification.
D) terminationofavoluntarily-recognizedunion.
E) decertification.
34) Ifitisdeterminedthataunionobtaineditscertificationthroughfraudulentacts: 34)

A) thisisknownasterminationonabandonment.
B) theLRB(orequivalent)willholdadecertificationelection.
C) theunionwillbedecertifiedimmediately.
D) thecollectiveagreementremainsineffectuntilareplacementhasbeennegotiated.
E) theunionsfateisdeterminedthroughasecret-ballotelection.
35) AllofthefollowingstatementsaboutterminationofbargainingrightsaretrueEXCEPT: 35)

A) Thedecertificationprocessgenerallyinvolvesasecret-ballotelection.
B) Membersmayapplyfordecertificationiftheyaredissatisfiedwiththeperformanceofa
union.
C) ItispossibleforalabouruniontonotifytheLRB(orequivalent)thatitnolongerwishesto
representtheemployeesinaparticularbargainingunit.
D) Generally,membersmayapplyfordecertificationiftheunionhasfailedtonegotiatea
collectiveagreementwithinoneyearofcertification.
E) Aunionisautomaticallydecertifiedwhenacollectiveagreementisnotnegotiatedwithinone
yearofcertification.
6
36) Theprocessbywhichaformalcollectiveagreementisestablishedbetweenlabourand 36)
managementisknownas:
A) conciliation.
B) collectivebargaining.
C) collectivenegotiating.
D) contractbargaining.
E) contractratification.
37) Thefinaloutcomeofthecollectivebargainingprocessisshaped,toalargeextent,by: 37)

A) thechoiceofbargainingrepresentatives.
B) thequalityofpre-negotiationsplanning.
C) thelegislativecontext.
D) thenumberofbargainingteammembers.
E) theskillofthenegotiations.
38) Duringpreparationfornegotiationsunionsgenerallyholdameetingthatisopentoallbargaining 38)

unitmembersatwhich:
A) unionstrategicplansarediscussed.
B) memberssubmitwrittenproposals.
C) managementpresentsitsproposals.
D) individualmembershavetheopportunitytosuggestitemsforinclusioninuniondemands.
E) informationisgivenbythebusinessagent.
39) Theareadefinedbytheresistancepointsofeachside,inwhichcompromiseispossible,asisthe 39)

attainmentofasettlementsatisfactorytobothparties,isknownasthe:
A) distributivebargainingrange.
B) areaofpotentialsettlement.
C) bargainingrange.
D) settlementrange.
E) bargainingzone.
40) Thesettlementrangeisbetween: 40)

A) PartyBsresistancepointandPartyAstargetpoint.
B) PartyAsresistancepointandPartyBstargetpoint.
C) PartyAstargetpointandPartyBstargetpoint.
D) PartyBsresistancepintandPartyBstargetpoint.
E) PartyBsresistancepointandPartyAsresistancepoint.
41) Theapproachtobargainingoftentypifiedaswin-loseisknownas: 41)

A) concessionary.
B) productivity.
C) interest-based.
D) integrative.
E) distributive.
7
42) Theapproachthatisappropriatewhendealingwithmonetaryissues,butmaybeusedwhenthere 42)
isahistoryofdistrustandadversarialrelations,isknownas________bargaining.
A) productivity
B) concessionary
C) mutualgains
D) integrative
E) distributive
43) Whichtypeofbargainingischaracterizedbythreedistinctcomponents:theinitialpoint,thetarget 43)

point,andtheresistancepoint?
A) integrative
B) distributive
C) productivity
D) mutualgains
E) concessionary
44) Anegotiatingstrategyinwhichthepossibilityofwin-win,lose-win,andlose-loseoutcomesis 44)

recognized,andthereisacknowledgementthatachievingawin-winoutcomewilldependon
mutualtrustandproblemsolving,isknownas________bargaining.
A) interest-based
B) mutualgains
C) distributive
D) concessionary
E) integrative
45) Wageratesandvacationentitlementsaremorelikelytobefixed -sumissuesthatarehandledby 45)

_________bargaining.
A) concessionary
B) mutualgains
C) productivity
D) distributive
E) interest-based
46) Theobjectiveof________bargainingistoestablishacreativenegotiatingrelationshipthatbenefits 46)

labourandmanagement.
A) concessionary
B) productivity
C) integrative
D) mutualgains
E) distributive
47) Bargainingthatisaimedatseekingwin-winsolutionstolabourrelationsissuesis________ 47)

bargaining.
A) integrative
B) unionacceptance
C) productivity
D) distributive
E) mutualgains
8
48) WhichofthefollowingstatementsaboutratificationisFALSE? 48)
A) Iftheproposedcollectiveagreementisrejected,astrikeistheinevitableresult.
B) Insomejurisdictions,ratificationisrequiredbylaw.
C) Whenaratificationvoteisheld,allmembersofthebargainingunit,whetherornottheyare
tradeunionmembers,havetherighttocastaballot.
D) Ifanyofthebargainingunitmembersvoteinfavouroftheproposalitreplacesanyprior
agreement.
E) Theresultsofaratificationvotehaveasignificantimpact.
49) Memoofsettlementis: 49)

A) summaryoftermsandconditionsagreedtobytheparties.
B) proposalsfornegotiation.
C) managmentsagreementtobargainwiththeunion.
D) signedcollectiveagreement.
E) unionsagreementtobargainwithmanagement.
50) Theuseofaneutralthirdpartytoassistanorganizationandtheunionrepresentingagroupofits 50)

employeestocometoamutuallysatisfactorycollectiveagreementisknownas:
A) LRBintervention.
B) rightsarbitration.
C) interestarbitration.
D) conciliation.
E) mediation.
51) Afavourablestrikevotemeans: 51)

A) managementmaybemorewillingtomakeconcessions.
B) goingonstrikewouldnotinvolveahighrisk.
C) astrikewilloccurwithinaspecifiedperiodoftime.
D) anadvantageformanagement.
E) astrikeisinevitable.
52) EachofthefollowingstatementsaboutlockoutsistrueEXCEPT: 52)

A) theymayhaveanegativeimpactonnonstrikingemployees.
B) theyarelegallypermissibleinonlyafewCanadianjurisdictions.
C) puttingpressureontheunionnegotiatingteamtoagreetothetermsandconditionsoffered
bymanagement.
D) theycandamageanorganizationspublicimage.
E) lockoutsarenotawidelyusedstrategyinCanada.
53) Theimpositionofthefinaltermsofacollectiveagreementoccursthroughtheprocessknownas: 53)

A) finalofferselection.
B) rightsarbitration.
C) mediation-arbitration.
D) interestarbitration.
E) arbitration.
9
54) Theprocessinvolvedinsettlingadisputewhenspeciallegislationispassedorderingstrikingor 54)
locked-outemployeesbacktoworkisknownas:
A) finalofferselection.
B) mediation-arbitration.
C) arbitration.
D) interestarbitration.
E) rightsarbitration.
55) SituationsinwhichinterestarbitrationmaybeinvolvedincludeallofthefollowingEXCEPT: 55)

A) negotiationsinvolvingpublicservantsinsomejurisdictions.
B) negotiationsinvolvingfirefightersinmostjurisdictions.
C) negotiationsinvolvingpoliceofficersinmostjurisdictions.
D) negotiationsinvolvingnursinghomeemployeesinmostjurisdictions.
56) Thesectionofthecollectiveagreementthatidentifiestherecognizedtradeunionandclarifiesits 56)

rightsandresponsibilitiesastheexclusivebargainingagentfortheemployeesinthebargaining
unitisknownasthe________clause.
A) bargainingunitdescriptor
B) unionrights
C) unionrecognition
D) unionsecurity
E) unionexclusivity
57) Themostrestrictiveformofunionsecurityisknownas: 57)

A) maintenance -of-membership.
B) duesshop.
C) unionshop.
D) closedshop.
E) openshop.
58) Atypeofunionsecurityarrangementinwhichunionmembershipandduespaymentare 58)

mandatoryconditionsofemploymentisknownas:
A) theRandformula.
B) closedshop.
C) duesshop.
D) maintenance -of-membership.
E) unionshop.
59) Whichtypeofunionsecurityarrangementrecognizesthefactthattheunionmustrepresentall 59)

employeesinthebargainingunit,whetherornottheychoosetobelongtotheunion?
A) theRandformula
B) openshop
C) closedshop
D) maintenance -of-membership
E) unionshop
10
60) Atypeofsecurityarrangementinwhichtheindividualswhowerebargainingunitmembersatthe 60)
timeofcertificationarenotobligedtojointheunionisreferredtoasa:
A) modifiedunionshop.
B) maintenance -of-membershiparrangement.
C) unionshop.
D) RandFormula.
E) duesshop.
61) Anyrightsnotlimitedbythemanagementrightsclauseare: 61)

A) reservedtomanagement.
B) negotiable.
C) reservedtotheunion.
D) knownasmanagementprerogatives.
E) knownasunionprerogatives.
62) AllCanadianjurisdictionsrequirethatcollectiveagreementscontainaclauseprovidingfor: 62)

A) surfacebargaining.
B) adisciplinaryprocess.
C) patternbargaining.
D) mediation.
E) finalandbindingsettlementbyarbitrationofalldisputesarisingoutofthecollective
agreement.
63) Managersoftenprefertoplacegreaterweighton________,whileunionswantmoreemphasis 63)

placedon________.
A) attitude,seniority
B) ability/merit,seniority
C) certification,merit
D) loyalty,seniority
E) physicalability,merit
64) Inmanycollectiveagreements,seniorityisthegoverningfactorinlayoffsanda(n)________factor 64)

intransfersandpromotions.
A) first
B) sufficient
C) determining
D) unique
E) important
65) Theprimarypurposeofthegrievanceprocedureisto: 65)

A) resolveissuesthatwerenotanticipatedbythoseatthebargainingtable.
B) interpretthecontractlanguage.
C) ensuretheapplicationofthecontractwithadegreeofjusticeforbothparties.
D) serveasacommunicationsdevice.
E) calltotheattentionofunionandmanagementleadersareasofthecontractrequiring
clarificationormodificationinsubsequentnegotiations.
11
66) Thefinalandbindingprocess,throughwhichdisputesarisingoutoftheinterpretationor 66)
applicationofacollectiveagreementaresettled,isknownas:
A) arbitration.
B) interestarbitration.
C) mediationarbitration.
D) finalofferselection.
E) rightsarbitration.
67) Katesorganizationisnowunionized,sotheHRdepartmentwillhirea: 67)

A) labourrelationsspecialist.
B) trainingspecialist.
C) linemanager.
D) recruitmentspecialist.
E) compensationspecialist.
68) UnionizationimpactsHRMinthefollowingway: 68)

A) managementhasmorefreedomtomakedecisions.
B) recordkeepingisdecentralized.
C) aunionstewardmustdesign50%ofallHRpolicies.
D) HRPoliciesmustbeconsistentwiththetermsofthecollectiveagreement.
E) theHRdepartmentbecomessmaller.
69) Demonstratinggenuineconcernforemployeewell-beingisbestdescribedas: 69)

A) holdingajointtrainingprogramtoexplaincontractamendments.
B) fairtreatmentandcommunicationgoingwellaboveandbeyondtherequirementsofthe
collectiveagreement.
C) extendingthecourtesyofpriorconsultation.
D) institutinganopen-doorpolicy.
E) usingthird-partyassistance.
70) Thegroupofemployeesinafirm,plant,orindustrythathasbeenrecognizedbyanemployeror 70)

certifiedbyaLRBasappropriateforcollectivebargainingpurposesisknownasalabourunion.
71) Collectivebargainingisthenegotiationsthattakeplacebetweenmanagementandemployees 71)

directly.
72) Thebasisofafirmslabourrelationsstrategyisthedecisiontoacceptoravoidunions. 72)
73) Aproactivehumanresourcesapproachislikelytoresultinlabour-managementcooperationorat 73)

leastaharmoniousrelationshipbetweenunionandmanagement.
74) TheprimarygoalofthelabourunionsactiveinCanadaistoobtainjobsecurityfortheirmembers. 74)
75) Globalcompetitionandtechnologicaladvancesposechallengesfortheunionmovementin 75)

Canada.
76) Forthemostpart,Canadahasasystemofgrass -rootsunionism. 76)
12
77) UnionmembershipinCanadahasbeendecliningrapidlyasapercentageofboththecivilian 77)
labourforceandnon-agriculturalpaidworkers.
78) Inpreparationforbargaining,unionsgenerallyholdameetingthatisopentoallbargainingunit 78)

members,atwhichindividualshavetheopportunitytosuggestitemsforinclusioninunions
demands.
79) Anoff-sitesettingispreferredfornegotiationsbecauseitminimizesdisruptions,interruptions, 79)

andmisinterpretations.
80) Theactualsettlementrangeincontractnegotiationsgenerallyliesinthebargainingzone,between 80)

managementstargetandresistancepoints.
81) Productivitybargainingisthestrategyusedwhenemployersareexperiencingsevereeconomic 81)

problemscausedbyageneraleconomicrecessionorfinancialdifficulties.
82) Integrativebargainingisanapproachthatassumesthatawin-winsolutioncanbefound. 82)
83) Awildcatstrikemaybelegalorillegal,dependingonitstiming. 83)
84) Unlikeconciliatorsandmediators,arbitratorscanimposeasettlement. 84)
85) Theremustbeaclauseineverycollectiveagreementforbiddingstrikesorlockoutsduringthelife 85)

ofthecontract.
86) Thegrievanceprocedureprovidestheopportunityfortheinterpretationofcontractlanguage. 86)
87) Therearegenerallyfourinternalstepspriortoarbitration. 87)
88) Differentiatebetweenbusinessandsocialunionism.
89) DescribethecurrentchallengestotheCanadianlabourmovementandexplainhowunionsaredealingwith
them.
90) DiscusstheimpactofunionizationonHRM.
91) Differentiatebetweeninterestarbitrationandrightsarbitrationandexplaintheuseofeach.
92) Describethepurposesofagrievanceprocedure.
93) AministhenewVPofLabourRelationsatatelecomminicationscompanywhichhasahistoryofpoor
labour-managementrelations.Describethestrategiesyourecommendheusetoassistinbuildinganeffective
andmorepositivelabour-managementrelationship.
13
AnswerKey
Testname:UNTITLED16
1) D
Topic: IntroductiontoLabourRelations
Skill: Applied
2) C
Skill: Recall
3) B
Skill: Applied
4) C
Skill: Applied
5) B
Skill: Applied
6) E
Skill: Applied
7) C
Skill: Applied
8) A
Skill: Recall
9) C
Skill: Applied
10) E
Skill: Applied
11) D
Skill: Applied
12) E
Skill: Recall
13) C
Skill: Recall
14) C
Skill: Recall
15) C
Skill: Recall
16) D
Skill: Recall
14
AnswerKey
Testname:UNTITLED16
17) B
Skill: Recall
18) A
Skill: Recall
19) A
Skill: Recall
20) E
Skill: Applied
21) E
Skill: Applied
22) E
Topic: LabourRelationsProcess
Skill: Recall
23) C
Skill: Recall
24) D
Skill: Applied
25) A
Skill: Recall
26) B
Skill: Applied
27) D
Skill: Recall
28) D
Skill: Recall
29) E
Skill: Recall
30) D
Skill: Recall
31) A
Skill: Recall
32) C
Skill: Recall
15
AnswerKey
Testname:UNTITLED16
33) E
Skill: Recall
34) C
Skill: Recall
35) E
Skill: Applied
36) B
Skill: Recall
37) B
Skill: Recall
38) D
Skill: Recall
39) E
Skill: Recall
40) E
Skill: Applied
41) E
Skill: Recall
42) E
Skill: Recall
43) B
Skill: Recall
44) E
Skill: Recall
45) D
Skill: Applied
46) C
Skill: Recall
47) E
Skill: Recall
48) A
Skill: Applied
16
AnswerKey
Testname:UNTITLED16
49) A
Skill: Recall
50) D
Skill: Recall
51) A
Skill: Applied
52) B
Skill: Applied
53) D
Skill: Recall
54) D
Skill: Recall
55) E
Skill: Recall
56) C
Skill: Recall
57) D
Skill: Recall
58) E
Skill: Recall
59) A
Skill: Recall
60) A
Skill: Recall
61) A
Skill: Applied
62) E
Skill: Recall
63) B
Skill: Recall
64) C
Skill: Recall
17
AnswerKey
Testname:UNTITLED16
65) C
Skill: Recall
66) E
Skill: Recall
67) A
Topic: ImpactofUnionizationonHRM
Skill: Applied
68) D
Skill: Applied
69) B
Skill: Recall
70) TRUE
Skill: Recall
71) FALSE
Skill: Recall
72) TRUE
Skill: Recall
73) FALSE
Skill: Recall
74) FALSE
Skill: Recall
75) TRUE
Skill: Recall
76) TRUE
Skill: Recall
77) FALSE
Skill: Recall
78) TRUE
Skill: Recall
79) TRUE
Skill: Recall
80) TRUE
Skill: Recall
18
AnswerKey
Testname:UNTITLED16
81) FALSE
Skill: Recall
82) TRUE
Skill: Recall
83) TRUE
Skill: Recall
84) TRUE
Skill: Recall
85) TRUE
Skill: Recall
86) TRUE
Skill: Recall
87) FALSE
Skill: Recall
88) Businessunionismreferstotheactivitiesoflabourunionsfocusingoneconomicandwelfareissues,includingpay
andbenefits,jobsecurity,andworkingconditions.Includedinbusinessunionismisnegotiatingforgreaterjob
security,improvedeconomicconditions,andbetterworkingconditions.
Socialunionism referstotheactivitiesofunionsdirectedatfurtheringtheinterestsoftheirmembersbyinfluencing
thesocialandeconomicpoliciesofgovernmentsatalllevels.Theobjectivesofsocialunionismareoftenaccomplished
bylobbyingandspeakingoutonproposedlegislativereforms,suchastheintroductionofemploymentequity
legislationoramendmentstoLRacts.
Skill: Recall
89) GlobalCompetition Increasedglobalcompetitionandmassiveimportationofconsumerelectronics,cars,clothing,
textiles,andshoeshasledtojoblossesforCanadianunionmembers.Canadianunionswerehighlyopposedto
NAFTA,claimingCanadianjobswouldbelosttolow-wageMexicanworkers,aswellastotheanti-union
environmentthatexistsinmanyU.S.states.Someunionshavetakenmoredirectaction.TheUnitedElectrical
Workers,forexample,subsidizedorganizersatMexicanplantsoftheU.S. -ownedGeneralElectriccompany.
TechnologicalChange Technologicaladvanceshavedecreasedtheeffectivenessofstrikesinsomesectors,because
highlyautomatedorganizationscanremainfullyoperationalwithminimalstaffinglevelsduringworkstoppages.
Evenmoresignificantisthefactthatimprovementsincomputertechnologyhaveloweredthedemandformany
blue-collarworkers,andresultedinadeclineinunionmembershipintheauto,steel,andothermanufacturing
industries.E-commercework(suchasprocessingcreditcardclaims)ishighlyportable,andcanbeshifted,almost
literally,atthetouchofabuttonfromonecentretoanotherevenoverseas.Todealwithsuchthreats,someunions
havenegotiatedcollectiveagreementprotectionforworkerswhoseskillsarethreatenedbytechnological
obsolescence.
PrivatizationandtheUnionizationofWhite -collarEmployees,Managers,andProfessionals Inthepast,many
white-collaremployeestendedtoidentifymorewithownersormanagersthanwiththeirblue -collarcolleagues,
oftenenjoyingcertainprivilegesandstatussymbolsavailabletosalariedemployeesonly.Becausetheimprovements
inpay,benefits,andworkingconditionsthatwerenegotiatedbytheunionrepresentingtheirblue-collarcoworkers
wereoftenextendedtothemasamatterofcourse,therewaslittleperceivedneedtounionize.Inrecentyears,
however,thegrowthinthesizeofmanypublic-andprivate-sectororganizationshastendedtodistancethemfrom
management,whichhasmadeunionizationmoreattractive.Increasingdifficultiesinattemptingtoresolvegrievances,
19
AnswerKey
Testname:UNTITLED16
combinedwithalackofjobsecurityrelatedtodownsizinginallsectors,aswellastheprivatizationofservicesranging
fromhydrotohomecare,hasalsoledtoincreasedinterestinunionizationamongwhite -collarworkers.
Inresponsetothethreatstojobsecurityposedbydownsizing,privatization,andpublic-privatepartnerships,andthe
decreaseinmembershipnumbersassociatedwiththedeclineinblue -collarjobs,unionsstartedtoincreasetheir
effortstoorganizewhite-collaremployees.Service-orientedorganizations,suchasinsuranceagencies,banks,retail
stores,fast-foodchains,andgovernmentagencies,havebeentargetedfororganizingcampaigns.Evensmall
businessesarebeingorganized.Toattractwhite-collaremployees,unionshavechangedtheirfocusandbargaining
priorities.Inadditiontofocussingmoreonequityandfamilyissues,unionsarealsocapitalizingonthehealthand
safetyrisksassociatedwithwhite-collarjobs,suchastheeffectsofworkingatvideodisplayterminalsforlongperiods
oftime,andthepotentialforrepetitivestraininjuryassociatedwiththejobsofclericalworkersandcashiers.
Anothergroupthathasbeentargetedforunionizationincludesmanagersandprofessionals.Ofparticularappealto
theseemployeesistheunionsdesiretoprotectthejobsecurityofthoserepresented,somethingthathasbeen
seriouslythreatenedduetoextensivedownsizinginbothpublic-andprivate-sectororganizations.
InnovativeWorkplacePractices Inworkplacesinwhichemployeesparticipateindecisionmaking,haveahigh
degreeofautonomyandlittlesupervision,andarepaidbasedontheirperformanceortheknowledge/skillstheyhave
attained,theremaybelessperceivedneedforaunion.Someindividualsarguethatsuchinnovativeworkplace
practicesassemi-autonomousworkteams,skill-basedpay,profitsharingandemployeestockownershipplans
undermineunionpowerbycooptingemployeesandaligningemployeeinterestswiththoseofmanagement.Onthe
otherhand,inworkplacesinwhichtheunionshavesupportedsuchchanges,theendresultmaybebetter
communicationandmorecooperation,awin-winsituation.
Skill: Recall
90) OrganizationalStructure Onceanorganizationisunionized,theHRdepartmentistypicallyexpandedbythe
additionofanLRspecialistorsection.Inalargefirmwithanumberofbargainingunits,humanresourcesandlabour
relationsmayformtwodivisionswithinabroaderdepartment,oftencalledindustrialrelationsorlabourrelations.
ManagementDecisionMaking Unionleadersaretypicallyinvolvedindecisionspertainingtoanyissuesthatwill
affectbargainingunitmembers,suchassubcontractingofwork,productivitystandards,andjobcontent.While
managementcontinuestoclaimexclusiverightsovercertainmatters,unionleadersmaychallengetheserights.
CentralizationofRecordKeepingandStandardizationofDecisionMaking Unionizationgenerallyresultsin
greatercentralizationofemployeerecordkeepingandstandardizationofdecisionmakingtoensureequity,
consistency,anduniformity.MorecentralizedcoordinationistypicallyrequiredintheenforcementofHRpoliciesand
procedures,forexample,whichcreatesanexpandedroleformembersoftheLRdepartment,asdoestheincreased
needfordocumentationtosupportdecisions.
SupervisoryAuthorityandResponsibility Themajorimpactofunionizationisatthefirst-linelevel,sinceitisthe
supervisorswhoareresponsibleforday-to-daycontractadministration.Greaterstandardizationofdecisionmaking
andcentralizationofrecordkeepingmayleadsupervisorstofeeltheyhavelostsomeoftheirauthority,whichcan
causeresentment,especiallysincetheyinevitablyfindthatunionizationresultsinanincreaseintheirresponsibilities.
Supervisorsareoftenrequiredtoproducemorewrittenrecordsthaneverbefore,sincedocumentationiscriticalat
grievanceandarbitrationhearings.Theymustensurethatalloftheirdecisionsandactionsareinaccordancewiththe
termsofthecollectiveagreement.Evendecisionsthatabidebytheagreementmaybechallengedbytheunion.
Skill: Recall
20
AnswerKey
Testname:UNTITLED16
91) Interestarbitration involvestheuseofanoutsidethirdpartytoimposethetermsofacollectiveagreement.Theright

tointerestarbitrationisconferredbylawonthosewhoarenotpermittedtostrike,asisthecasewithhospitaland
nursinghomeemployees,policeofficersandfirefightersinmostjurisdictions,andpublicservantsinsome.Interest
arbitrationisalsoinvolvedwhenspeciallegislationispassed,orderingstrikingorlocked-outpartiesbacktowork,due
topublichardship.
Rightsarbitration resolvesadisagreementbetweenanorganizationandtheunionrepresentingitsemployeeswith
regardtotheinterpretationorapplicationofoneormoreclausesinthecollectiveagreement.
Skill: Recall
92) Theprimarypurposeofagrievanceprocedureistoensuretheapplicationofthecontractwithadegreeofjusticefor
bothparties.Thereareanumberofrelated,secondarypurposes,aswell:
providingtheopportunityfortheinterpretationofcontractlanguage,suchasthemeaningofsufficientability.
servingasacommunicationsdevice,throughwhichmanagerscanbecomeawareofemployeeconcernsandareas
ofdissatisfaction.
bringingtotheattentionoftheunionleaders,managementleaders,orboth,thoseareasofthecontractrequiring
clarificationormodificationinsubsequentnegotiations.
Skill: Recall
93) Institutinganopen -doorpolicyWhenthekeymanagersinvolvedinlabour-managementrelationswelcome
employeesintotheirofficeatodiscussanyproblemsorconcerns,andemployeesfeelcomfortableindoingso,many
issues:canberesolvedinformally.Forexample,ifthepresidentofthelocalknowsthatheorshecanapproachtheLR
managerofftherecordandthatanythingdiscussedinsuchsessionswillbekeptstrictlyconfidential,fewer
grievancesandamoretrustingandharmoniousrelationshipoftenresult.
Extendingthecourtesyofpriorconsultation Whileeverymanagementdecisiondoesnotrequireunionapproval,if
anyactionsthatmightaffectunionmembersarediscussedwiththeunionexecutivefirst,thelikelihoodofgrievances
isgreatlyreduced.
Demonstratinggenuineconcernforemployeewell -beingWhenmanagersaregenuinelyconcernedabout
employeewell-being,anddemonstratethatconcern,mutualtrustandrespectareoftenestablished.Thisinvolvesfair
treatmentandcommunicationgoingwellaboveandbeyondtherequirementsofthecollectiveagreement.
Formingjointstudycommittees Forminglabour/managementcommitteestoinvestigateandresolvecomplexissues
canleadtoinnovativeandcreativesolutions,aswellasabetterrelationship.
Holdingjointtrainingprograms Whenacontractisfirstsigned,itcanbebeneficialtoholdajointtrainingprogram
toensurethatsupervisorsandunionstewardsarefamiliarwiththetermsandconditionsspecifiedthereinand
understandtheintentofthenegotiatingteams.Suchtrainingcanreducemisunderstandingsandthelikelihoodof
disagreementregardinginterpretationofcontractlanguage.Jointtrainingprogramscanalsobeextremelyhelpfulin
buildingthecooperationnecessarytodealmoreeffectivelywithotheremployment -relatedissuesofconcerntoboth
parties,suchasemployeehealthandsafety.
Meetingregularly Whetherrequiredbythecollectiveagreementorvoluntarilyinstituted,regularlyscheduled
union-managementmeetingscanresultinmoreeffectivecommunicationandtheresolutionofproblems/concerns
beforetheybecomeformalgrievanceissues.
Usingthird-partyassistance Tobuildabetterrelationship,itisoftenbeneficialtobringinaconsultantora
governmentagencyrepresentativetohelpidentifycommongoalsandobjectivesandwaysinwhichtrustand
communicationcanbestrengthened.
Skill: Recall
21
Exam
Name___________________________________
1) Oneofthemostimportantbusinessfunctionsforexecutingglobalstrategyis: 1)
A) marketing.
B) manufacturing.
C) humanresources.
D) researchanddevelopment.
E) finance.
2) Asaresultofinternationalization,companiesmustincreasinglybemanaged: 2)
A) top-down.
B) globally.
C) inadecentralizedmanner.
D) fromheadoffice.
E) throughteamwork.
3) Whensendingemployeesabroad,employersmustaddresssuchpracticalissuesas: 3)
A) knowledgedissemination.
B) assignmentletters.
C) developingtalentonaglobalbasis.
D) naturalization.
E) deployment.
4) Thenumberoneconcernwhenitcomestoemployeerelocationsis: 4)
A) relocationassistance.
B) familyissues.
C) candidateselection.
D) candidateassessment.
E) costprojections.
5) BrianistheDirectorofHRforaglobalsoftwaredevelopmentcompany.Heisadvisingthe 5)
DirectorofSalesastowhichofthesalesmanagerstosendtoleadthesalesdepartmentinIndia.
WhichofthefollowingarekeytraitsBrianshouldconsiderinadvisingonthebestcandidatefor
theexpatriateassignment?
A) interpersonalskillsandculturalsensitivity
B) interpersonalskills,culturalsensitivity,andflexibility
C) agreeableness
D) culturalsensitivityonly
E) Therearenospecifictraitsthatarehelpfultoconsider.
6) Expatriatefailureis: 6)
A) re-assimilatingtheexpatriate.
B) repatriation.
C) rare.
D) failuretorecovercostofinvestmentonanexpatriate.
E) earlyreturnfromanexpatriateassignment.
1
7) Themostlikelydestinationforaforeignassignmenttodayis: 7)
A) Russia.
B) Brazil.
C) Mexico.
D) Singapore.
E) PeoplesRepublicofChina.
8) Wide-rangingcustomsthatvaryfromcountrytocountrydemandingcorrespondingdifferencesin 8)
HRpracticesamongacompanysforeignsubsidiaryare:
A) balanceofpayments.
B) culturaldifferences.
C) tradedeficits.
D) foreigntrade.
E) tradesurpluses.
9) Inawell-knownstudybyProfessorGeertHofstedeoninternationalculturaldifferences,the 9)
extenttowhichthelessinfluentialmembersofinstitutionsacceptandexpectthatpowerwillbe
distributedunequallyisreferredtoas:
A) politicaldifferences.
B) powerdistance.
C) religiouspractices.
D) needforpower.
E) legaldistinctions.
10) AfindingfromthestudyoninternationalculturaldifferencesperformedbyProfessorGeert 10)

Hofstedewhichreferstothedegreetowhichtiesbetweenpersonsarenormallylooseratherthan
closeisknownas:
A) religiousvs.sacrimoniouspractices.
B) loose-tighttension.
C) individualismvs.collectivism.
D) mercantilismvs.tradeisolation.
E) legalpracticesvs.bribery.
11) Thefollowingarefactorsthatdemandadaptingpersonnelpoliciesandprocedurestothe 11)

differencesamongcountriesinwhichsubsidiariesarebasedEXCEPT:
A) culturalfactors.
B) economicfactors.
C) importtaxrates
D) industrialrelationsfactors.
E) labourcostfactors.
12) ItissuggestedthatHRstaffmembersinaforeignsubsidiaryarebestdrawnfrom: 12)

A) homecountrycitizens.
B) parentcountrycitizens.
C) host-countrycitizens.
D) third-countrynationals.
E) locals.
2
13) Insocialistcountries,HRpracticestendtoshifttowardpreventingunemployment,evenatthecost 13)
of:
A) civilliberties.
B) careerdevelopment.
C) long-rangeplanning.
D) efficiency.
E) freedomofexpression.
14) Highlabourcostscanrequireafocusonefficiencyandonhumanresourcepracticesaimedat 14)

improving:
A) selectionpractices.
B) employeeturnover.
C) absenteeismrates.
D) grievanceprocedures.
E) employeeperformance.
15) Therelationshipbetweentheworker,theemployer,andthelabourunionisreferredtoas: 15)

A) productionmanagement.
B) reengineeringofwork.
C) empowermentofemployees.
D) humanresourcesmanagement.
E) industrialrelations.
16) Theprocesswherebyemployeeshavealegalrighttoavoiceinsettingcompanypoliciesis: 16)

A) strategicalliance.
B) codetermination.
C) jointventuring.
D) careerdevelopment.
E) reengineeringofwork.
17) BrianistheDirectorofHRforacarmanufacturer.HemustadvisetheV.PofOperationsasto 17)

whethertheplantmanagerinIndiashouldbealocalemployeeinsteadofanexpatriatemanager.
Whichofthefollowingincludestheadvantagesofhiringlocaltalentforthisrole:
A) localtalentislikelytohavegreatermanagementexperience.
B) expatriatesmayemphasizeshorttermprojects.
C) itisgenerallylessexpensiveandthecorporationmaybeviewedlocallyasabettercitizen.
D) itisgenerallylessexpensiveandexpatriatesmayemphasizeshorttermprojects.
E) itisgenerallylessexpensive.
18) Humanresourcesmanagersmustconsidertheimpactofintercountrydifferencesonhuman 18)

resourceoperationsconducted:
A) domestically.
B) locally.
C) intrafirm.
D) acrossCanada.
E) globally.
3
19) Canadiancompanieshavereportedlowfailureratesforemployeesonforeignassignments 19)
relativetoothercountries,particularly:
A) Japan.
B) Britain.
C) Sweden.
D) Germany.
E) theUnitedStates.
20) Three-quartersofU.S.multinationalcompaniesexperienceexpatriateassignmentfailureratesof: 20)

A) 40%-50%.
B) 15%-25%.
C) 30%-40%.
D) 10%-20%.
E) 5%andunder.
21) Theprimaryreasonforexpatriatefailureisnotinadequatetechnicalcompetencebut: 21)

A) inabilitytocopewithoverseasproduction.
B) languagebarriers.
C) difficultyofthenewassignment.
D) personalorfamilyproblems.
E) lackofskilledpersonnel.
22) Someorganizationshavemovedawayfromfull -scalerelocationofanemployeeandhisorher 22)

familytootheralternativesincluding:
A) rotatingforeignassignments.
B) dualhouseholdsinthedestinationcountry.
C) short-termassignmentsofbetweensixmonthsandoneyearwithfrequenthomeleave.
D) jobsharingonforeignassignments.
E) frequentshort-termbusinesstrips.
23) Thecitizensofacountrywhohavejobsinthehomecountryarereferredtoas: 23)

A) locals.
B) third-countrynationals.
C) expatriates.
D) illegalimmigrants.
E) home-countrynationals.
24) Thenoncitizensofthecountriesinwhichtheyareworkingarereferredtoas: 24)

A) illegalaliens.
B) home-countrynationals.
C) locals.
D) third-countrynationals.
E) expatriates.
25) Thecitizensofthecountryinwhichthemultinationalcompanysheadquartersisbasedare 25)

referredtoas:
A) home-countrynationals.
B) expatriates.
C) third-countrynationals.
D) illegalaliens.
E) locals.
4
26) Thecitizensofacountryotherthantheparentorthehostcountryarereferredtoas: 26)
A) home-countrynationals.
B) expatriates.
C) illegalimmigrants.
D) locals.
E) third-countrynationals.
27) Expatriatesrepresentaminorityofmanagers;thus,mostmanagerialpositionsarefilledby: 27)

A) third-countrynationals.
B) second-countrynationals.
C) home-countynationals.
D) illegalaliens.
E) locals.
28) Thefollowingarereasonstorelyonlocal,hostcountrymanagementforfillingtheforeign 28)

subsidiarysmanagementranksEXCEPT:
A) preferenceofemployeestonotworkinaforeigncountry.
B) themultinationalcorporationmaybeseenasabettercitizen.
C) lowercostsincurredwithlocalmanagement.
D) lowercostsincurredwithexpatriates.
E) preferenceofgovernmentforthenativizationoflocalmanagement.
29) Themajorreasonforusingexpatriatesforstaffingsubsidiaryoperationsis: 29)

A) greaterfamiliaritywithculture.
B) technicalcompetence.
C) betterrelationshipswithlocalcustomers.
D) greaterunderstandingoftheforeignlaws.
E) lowercostsincurredwithexpatriates.
30) Multinationalsassignhome-countrynationalsfromtheirheadquartersstaffabroadonthe 30)

assumptionthatthesemanagersare:
A) eagertofaceanewchallenge.
B) morelikelytoimplementinstructionsfromheadquarters.
C) multilingual.
D) familiarwithcustomersabroad.
E) motivatedtoadapttoanewculture.
31) Multinationalfirmstopexecutivesareoftencategorizedinthefollowingclasses: 31)

A) homocentric;polycentric.
B) ethnocentric;polycentric;geocentric.
C) ethnocentric;homocentric;multicentric.
D) polycentric;biocentric.
E) geocentric;ecocentric.
5
32) Thetypeofcorporationwheretheprevailingattitudeisthatthehomecountryattitudes, 32)
managementstyle,knowledge,evaluationcriteria,andmanagersaresuperiortoanythingthehost
countrymayhavetoofferisknownasa(n):
A) polycentricbusiness.
B) ethnocentricorganization.
C) multicentriccorporation.
D) geocentricorganization.
E) homocentricbusiness.
33) Thetypeofcorporationwherethereisaconsciousbeliefthatonlyhostcountrymanagerscanever 33)

reallyunderstandthecultureandbehaviourofthehostcountrymarketisknownasa(n):
A) multicentriccorporation.
B) polycentriccorporation.
C) homocentricbusiness.
D) ethnocentricorganization.
E) geocentricorganization.
34) Thetypeoforganizationwhereitisassumedthatmanagementcandidatesmustbesearchedfor 34)

onaglobalbasisbecausethebestmanagerforanyspecificpositionanywhereontheglobemaybe
foundinanyofthecountriesinwhichthefirmoperatesisknownasa(n):
A) ethnocentriccorporation.
B) polycentriccorporation.
C) multicentricorganization.
D) geocentricorganization.
E) homocentricbusiness.
35) Thestaffingpolicyinwhichallkeymanagementpositionsarefilledbyparent-countrynationalsis 35)

knownas:
A) ethnocentric.
B) polycentric.
C) geocentric.
D) homocentric.
E) multicentric.
36) ThefollowingarereasonsforusingethnocentricpoliciesinstaffingsubsidiariesEXCEPT: 36)

A) maintainingaunifiedcorporateculture.
B) transferringtheparentfirmscorecompetenciestoaforeignsubsidiarymoreexpeditiously.
C) tightercontrol.
D) maintainingadiversecorporateculture.
E) lackofqualifiedhost-countryseniormanagementtalent.
37) Thepolicyinwhichtheforeignsubsidiaryisstaffedwithhost-countrynationalsandits 37)

home-officeheadquarterswithparent-countrynationalsisknownas:
A) polycentric.
B) geocentric.
C) ethnocentric.
D) homocentric.
E) multicentric.
6
38) Realtex,aninternationalresortdevelopmentcompanyhasastaffingpolicywhichseeksthebest 38)
peopleforkeyjobsthroughouttheorganization,regardlessofnationality.Realtexhasthe
followingtypeofstaffingpolicy:
A) multicentric.
B) ethnocentric.
C) geocentric.
D) polycentric.
E) homocentric.
39) Thefollowingaretraitsthatmanagersshouldpossesswhenassigneddomesticallyandoverseasin 39)

ordertobesuccessfulEXCEPT:
A) exploitiveskills.
B) motivation.
C) adaptability.
D) technicalskills.
E) relationalskills.
40) Thefollowingaredemandsthatanexpatriatemanagermayencounteronforeignassignment 40)

EXCEPT:
A) familyadjustmentpressures.
B) learninganewlanguage.
C) culturaldifferenceswiththeforeigncountry.
D) orientationandtrainingindevelopingamanagerialstyle.
E) thestressofbeingaloneinaforeignland.
41) Accordingtoastudyonthesuccessofinternationalassignees,jobknowledgeandmotivation 41)

mayincludethefollowingEXCEPT:
A) creativity.
B) managerialability.
C) administrativeskills.
D) respect.
E) organizationalability.
42) Accordingtoastudyonthesuccessofinternationalassignees,relationalskillsincludethe 42)

followingEXCEPT:
A) kindness. B) respect. C) tact. D) creativity. E) courtesy.
43) Accordingtoastudyonthesuccessofinternationalassignees,flexibility/adaptabilitymayinclude 43)

thefollowingtraitsEXCEPT:
A) resourcefulness.
B) emotionalstability.
C) flexibility.
D) interestinforeigncountries.
E) abilitytodealwithstress.
7
44) Accordingtoastudyonthesuccessofinternationalassignees,familysituationincludesthe 44)
followingEXCEPT:
A) adaptabilityoffamily.
B) adaptabilityofspouse.
C) stablemarriage.
D) willingnessofspousetoliveabroad.
E) spousesneutralopinion.
45) Themostimportantfactorperceivedbyinternationalassigneesthatcontributestosuccessina 45)

foreignassignmentis:
A) familysituation.
B) jobknowledge.
C) relationalskills.
D) extraculturalopenness.
E) confidence.
46) Therecruitingtoolusedinselectingmanagersforaforeignassignmentwhichassessesthefamilys 46)

probablesuccessinhandlingtheforeigntransferisreferredtoas:
A) jobtraining.
B) situationalinterviews.
C) on-the-jobinterviewing.
D) organizationaldevelopment.
E) adaptabilityscreening.
47) Theprocesswherethepotentialassigneeandhisorherfamilyareexposedtoinformationthatcan 47)

beexpectedonthenewjobisknownas:
A) realisticjobpreviews.
B) jobenlargement.
C) organizationaldevelopment.
D) orientation.
E) managementbyobjectives.
48) Atoolthatcanbeusedtomoreeffectivelyselectemployeesforoverseasassignmentsisa: 48)

A) languagetest.
B) jobanalysis.
C) jobdescription.
D) pencil-and-papertest.
E) jobspecification.
49) Anexampleofanassessmenttoolthatfocusesontheaptitudesandpersonalitycharacteristicsof 49)

successfulinternationalcandidatesisthe:
A) Myers-BriggsTypeIndicator.
B) JobEvaluationAssessment.
C) OverseasAssignmentInventory.
D) TrueColoursAssessment.
E) PerformanceIndicatorAssessment.
8
50) Thereisgenerally________systematictrainingforoverseasassignments. 50)
A) extensive
B) littleorno
C) standardized
D) considerable
E) toomuch
51) Thefirststepinensuringtheforeignassigneessuccessis: 51)

A) jobenrichment.
B) successionplanning.
C) jobpreviews.
D) screening.
E) humanresourceplanning.
52) Aprocessforensuringsuccessformanagersinoverseasassignmentsis: 52)

A) occupationalhealthandsafetytraining.
B) overseas-orientedtraining.
C) performanceappraisal.
D) jobenrichment.
E) jobanalysis.
53) Afour-stepapproachtospecialtrainingforoverseascandidatesincludesthefollowingsteps 53)

EXCEPT:
A) awarenessofculturaldifferences.
B) language,adjustment,andadaptation.
C) factualknowledgeaboutthetargetcountry.
D) familydynamics.
E) attitudesandhowtheyinfluencebehaviour.
54) Afirmcanbringtogethermanagersfromfar -flungsubsidiariesandsteepthemforaweekinthe 54)

firmscherishedvaluesandcurrentstrategyandpoliciesinanattempttobuild:
A) compliancewiththefirmsrules.
B) interpersonalskillsforteamwork.
C) espritdecorps.
D) aunifyingcorporateculture.
E) commitmenttothefirm.
55) Themostcommonmethodforformulatingexpatriatepay,toequalizepurchasingpoweracross 55)

countries,isatechniqueknownasthe:
A) balanceofpaymentsapproach.
B) balancesheetapproach.
C) balanceoftrademethod.
D) incomestatementapproach.
E) balancedpayapproach.
9
56) Thebalancesheetapproachforformulatingexpatriatepayusesthefollowinghome -country 56)
groupsofexpensesEXCEPT:
A) reserve.
B) goodsandservices.
C) jobevaluation.
D) housing.
E) incometaxes.
57) Inthebalancesheetapproach,basesalarywillnormallybeinthesamerangeasthemanagers: 57)

A) performanceappraisal.
B) peers.
C) foreigncountrysalary.
D) annualbonus.
E) home-countrysalary.
58) Apaymentmadetocompensateamanagerforculturalandphysicaladjustmentsthatheorshe 58)

willhavetomakeiscalleda(n):
A) overseasincentive.
B) housingallowance.
C) mobilitypremium.
D) educationallowance.
E) overseasbonus.
59) Aninternationalcompensationtrendusedtorewardmanagersis: 59)

A) perquisites.
B) anannualbonus.
C) apiecewageincentive.
D) variablepay.
E) alumpsumbonus.
60) InternationalEAPscantreatcommonreactionstocultureshock,includingthefollowingEXCEPT: 60)

A) depression.
B) chronicfatigue.
C) homesickness.
D) irritability.
E) maritalstress.
61) TheexpatriateperformanceappraisalprocesscouldbeimprovedinthefollowingwaysEXCEPT: 61)

A) Stipulatetheassignmentsdifficultylevel.
B) Dontappraisetheexpatriatemanageronquantifiablecriteriaonlyincludeotherssuchas
insightintotheinterdependenciesofdomesticandforeignoperations.
C) Modifyperformanceappraisalcriteriatofittheoverseasposition.
D) Usebehaviourallyanchoredratingscales.
E) Weighttheevaluationmoretowardtheon-sitemanagersappraisalthanthehome -country
managersperceptions.
10
62) SomeimportantdifferencesbetweenlabourrelationspracticesinEuropeandNorthAmerica 62)
A) timehorizon.
B) employerorganization
C) unionrecognition
D) labour-managementcontracts.
E) centralization.
63) Codetermination,ormandatoryworkerrepresentationonanenterprisesboardofdirectors,is 63)

especiallyprevalentin:
A) Sweden. B) Mexico. C) Japan. D) Germany. E) Italy.
64) Acommitteeinwhichplantworkersconsultwithmanagementaboutcertainissuesorshareinthe 64)

governanceoftheworkplaceiscalleda(n):
A) workscouncil.
B) codeterminationcommittee.
C) workersrightscommittee.
D) jointlabour-managementcommittee.
E) enterprisemanagementcommittee.
65) Kidnapandransominsuranceisarapidlygrowingbenefit.Theinsurancepolicyusuallycovers: 65)

A) aconsultanttohandlemedia;vacationcompensation;ransomreimbursement;kidnapaid;
securitycompanyfees.
B) riskoflosingjob;inconveniencecompensation;securitycompanyfees;ransompayment;
professionalnegotiators.
C) comprehensivepresscoverage;costofsurvivalandescapetraining;lostsalary;pensionfor
family.
D) comprehensivepresscoverage;lostsalary;professionalnegotiators;pensionforfamily;
ransompayment.
E) aconsultanttohandlemedia,law,andfamilycommunications;lostsalary;professional
negotiators;securitycompanyfees.
66) ________hasbecomeawayoflifeincountriesinLatinAmerica,whichposesaspecialthreatto 66)

expatriates.
A) Kidnapping
B) Streetcrime
C) Drugtrafficking
D) Cartheft
E) Homeinvasions
67) Theprocessofmovingbacktotheparentcompanyandcountryfromtheforeignassignmentand 67)

returningtoonesfamilyandfamiliarsurroundingsisknownas:
A) reengineering.
B) repatriation.
C) acclimatization.
D) expatriation.
E) confiscation.
11
68) Repatriationreferstothe: 68)
A) processofmovinghomethenbacktothehostcountry.
B) processofmovingfamilybacktothehomecountry.
C) processofmovingbacktotheparentcompanyandcountryfromtheforeignassignment.
D) processofbecomingathird-countrynational.
E) processofmovingfromonecountrytoanother.
69) Toreduceproblemsassociatedwithrepatriation,thefollowingstepscanbetakenEXCEPT: 69)

A) assignasponsor.
B) assigntheemployeetoanotherinternationalposition.
C) writearepatriationagreement.
D) offerfinancialsupport.
E) providecareercounselling.
70) Recentresearchindicatesthatworkforcemobilityprogramsandhowefficientlytheyaremanaged 70)

hasadirectimpactoncompanyprofits.
71) ManagementoftheHRfunctioninmultinationalcompaniesiscomplicatedenormouslybythe 71)

needtoadaptHRpoliciesandprocedurestothedifferencesamongcountriesinwhicheach
subsidiaryisbased.
72) DifferencesincultureexplainwhyincentiveplansinJapantendtofocusontheworkgroup,while 72)

intheWest,thefocusisusuallyonindividualworkerincentives.
73) Ahighdegreeofsensitivityandempathyfortheculturalandattitudinaldemandsofcoworkers 73)

hasverylittleimportancewhenselectingemployeestostaffoverseasoperations.
74) Industrialrelations,andspecificallytherelationshipbetweentheworker,theunion,andthe 74)

employer,varydramaticallyfromcountrytocountryandhaveanenormousimpactonHR
managementpractices.
75) Expatriateassignmentsusuallyfailbecausethepersoncannotaccommodatetothetechnical 75)

demandsofthejob.
76) Expatriatesarenoncitizensofthecountriesinwhichtheyareworking. 76)
77) Third-countrynationalsarecitizensofacountryotherthantheparentorhostcountry. 77)
78) Geocentrism,rarelyseen,assumesthatmanagementcandidatesmustbesearchedfor 78)

domestically.
79) Apolycentricstaffingpolicywouldbemoreexpensivethansendingexpatriatesabroad. 79)
80) Respect,courtesyandtact,displayofrespect,andkindnessweresomeoftheitemscomprisingthe 80)

relationalskillsfactorforinternationalassignees.
12
81) Adaptabilityscreeningaimstoassessthefamilysprobablesuccessinhandlingtheforeigntransfer 81)
andtoalertthecoupletopersonalissuesthattheforeignmovemayinvolve.
82) Internationalhumanresourcesmanagersspeakaboutavoidingcultureshockinmuchthesame 82)

wayasusingrealisticjobpreviewstoavoidrealityshockamongnewemployeesathome.
83) Accordingtoonemanagementconsultant,thereisgenerallylittleornosystematicselectionand 83)

trainingforassignmentsoverseas.
84) Determiningequitablewageratesinmanycountriesisasimplematter. 84)
85) InternationalEAPscanhelpexpatriateswithmentalhealth,whichisoftenaffectedbythestressful 85)

relocationprocess.
86) Toimprovetheexpatriateappraisalprocess,theevaluationshouldbeweightedmoretowardthe 86)

home-sitemanagersperceptionsthantowardtheon -sitemanagersappraisal.
87) Uponrepatriation,aformerexpatriatefamilymayundergoasortofreversecultureshock. 87)
88) Identifyandexplainthedifferentclassificationsofinternationalmanagers.
89) Describethedifferentinternationalstaffingpoliciesthatamultinationalcorporationmayemphasizewithtop
executives.
90) GraciellaisthenewDirectorofHRforasoftdrinkmanufacturerwithofficesin7countries.Afterthelast
performanceappraisalprocesssheheardfromexpatriatemanagersthatquestionedthefairnessoftheprocess.
DiscusswhatstepsGraciellashouldtaketoimprovetheexpatriateperformanceappraisalprocess.
91) DiscussimportantdifferencesbetweenlabourrelationspracticesinEuropeandNorthAmericawhen
organizationsopensubsidiariesabroad.
92) Discussstepsthatcanbetakentoprotectthesecurityofbusinesspeopleabroad.
93) Discussstepsthatcanbetakentoassistintherepatriationprocess.
13
AnswerKey
Testname:UNTITLED17
1) C
Topic: TheGlobalizationofBusinessandStrategicHR
Skill: Recall
2) B
Skill: Recall
3) B
Skill: Recall
4) B
Skill: Recall
5) B
Skill: Applied
6) E
Topic: WhyExpatriateAssignmentsFail
Skill: Recall
7) E
Skill: Recall
8) B
Topic: HowIntercountryDifferencesAffectHRM
Skill: Recall
9) B
Skill: Recall
10) C
Skill: Recall
11) C
Skill: Recall
12) C
Skill: Recall
13) D
Skill: Recall
14) E
Skill: Applied
15) E
Skill: Recall
16) B
Skill: Recall
14
AnswerKey
Testname:UNTITLED17
17) C
Topic: SelectionforGlobalAssignments
Skill: Applied
18) E
Skill: Recall
19) E
Skill: Recall
20) A
Skill: Recall
21) D
Skill: Recall
22) C
Skill: Recall
23) A
Skill: Recall
24) E
Skill: Recall
25) A
Skill: Recall
26) E
Skill: Recall
27) E
Skill: Recall
28) D
Skill: Recall
29) B
Skill: Recall
30) B
Skill: Recall
31) B
Skill: Recall
32) B
Skill: Recall
15
AnswerKey
Testname:UNTITLED17
33) B
Skill: Recall
34) D
Skill: Recall
35) A
Skill: Recall
36) D
Skill: Recall
37) A
Skill: Recall
38) C
Skill: Applied
39) A
Skill: Recall
40) D
Skill: Recall
41) D
Skill: Recall
42) D
Skill: Recall
43) D
Skill: Recall
44) E
Skill: Recall
45) A
Skill: Recall
46) E
Skill: Recall
47) A
Skill: Recall
48) D
Skill: Recall
16
AnswerKey
Testname:UNTITLED17
49) C
Skill: Recall
50) B
Skill: Recall
51) D
Topic: MaintainingGlobalEmployees
Skill: Recall
52) B
Skill: Recall
53) D
Skill: Recall
54) D
Skill: Recall
55) B
Skill: Recall
56) C
Skill: Recall
57) E
Skill: Recall
58) C
Skill: Recall
59) D
Topic: ManagingGlobalEmployees
Skill: Recall
60) B
Skill: Recall
61) D
Skill: Recall
62) A
Skill: Recall
63) D
Skill: Recall
64) A
Skill: Recall
17
AnswerKey
Testname:UNTITLED17
65) E
Skill: Recall
66) A
Skill: Recall
67) B
Topic: Repatriation
Skill: Recall
68) C
Topic: Repatriation
Skill: Recall
69) B
Topic: Repatriation
Skill: Recall
70) TRUE
Skill: Recall
71) TRUE
Skill: Recall
72) TRUE
Skill: Recall
73) FALSE
Skill: Recall
74) TRUE
Skill: Recall
75) FALSE
Skill: Recall
76) TRUE
Skill: Recall
77) TRUE
Skill: Recall
78) FALSE
Skill: Recall
79) FALSE
Skill: Recall
80) TRUE
Skill: Recall
18
AnswerKey
Testname:UNTITLED17
81) TRUE
Skill: Recall
82) TRUE
Skill: Recall
83) TRUE
Skill: Recall
84) FALSE
Skill: Recall
85) TRUE
Skill: Recall
86) FALSE
Skill: Recall
87) TRUE
Topic: Repatriation
Skill: Recall
88) Localsarecitizensofthecountrieswheretheyareworking.
Expatriates arenoncitizensofthecountriesinwhichtheyareworking.
Home-countrynationals arecitizensofthecountryinwhichthemultinationalcompanysheadquartersisbased.
Third-countrynationals arecitizensofacountryotherthantheparentcompanyorhostcountry.
Skill: Recall
89) Ethnocentricstaffingpolicyisoneinwhichallkeymanagementpositionsarefilledbyparent-countrynationals.
Polycentric -orientedfirmswouldstaffforeignsubsidiarieswithhost-countrynationalsanditshome-office
headquarterswithparent-countrynationals.
Geocentricstaffingpolicyseeksthebestpeopleforkeyjobsthroughouttheorganization,regardlessofnationality.
Skill: Recall
90) Stipulatetheassignmentsdifficultylevel.
Weighttheevaluationmoretowardtheon-sitemanagersappraisalthantowardthehome -sitemanagersdistant
perceptionsoftheemployeesperformance.
Thehome-sitemanagerdoestheactualwrittenappraisal;havehimorheruseaformerexpatriatefromthesame
overseaslocationtoprovidebackgroundadviceduringtheappraisalprocess.
Adaptthenormalperformancecriteriausedforthatparticularpositiontofittheoverseaspositionandcharacteristics
ofthatparticularlocale.togivetheexpatriatemanagercreditforrelevantinsightsintothefunctioningoftheoperation
andspecificallytheinterdependenciesofthedomesticandforeignoperations.
Skill: Recall
91) Importantdifferencesincludecentralization;unionstructure;employerorganization;unionrecognition;union
security;labour-managementcontracts;contentandscopeofbargaining;grievancehandling;strikes;governments
role;andworkerparticipation.
Skill: Recall
19
AnswerKey
Testname:UNTITLED17
92) Provideexpatriateswithgeneraltrainingabouttravellingandlivingabroad.
Havetravellersarriveatairportsasclosetodeparturetimeaspossible.
Equiptheexpatriatescarandhomewithadequatesecuritysystem.
Haveemployeesvarytheirdepartureandarrivaltimesandtakedifferentroutestoandfromwork.
Keepemployeescurrentoncrimeandotherproblems.
Trainemployeestoremainconfidentatalltimes:bodylanguagecanattractperpetrators.
Skill: Recall
93) Writingrepatriationagreements
Assigningasponsor-employeeshouldbeassignedasponsor/mentor(e.g.aseniormanagerattheparentfirms
homeoffice)
Providingcareercounselling
Keepingcommunicationopen
Offeringfinancialsupport
Developingreorientationprograms
Buildinginreturntrips.
Topic: Repatriation
Skill: Recall
20

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Exam

10) RitaistheHRDirectorofamanufacturingcompany.Sherecentlyundertookresearchtoidentify 10)

11) TheHRmanagerofSmith&Yucompanywasheavilyinvolvedinadownsizingexerciseofthe 11)

13) AstheHRconsultantofanewlyformedcompany,Arunhasplannedapresentationfortheline 13)

14) Theprevailingatmosphereorinternalweatherthatexistsinanorganizationanditsimpacton 14)

15) RevlexInc.hasdecidedtoallowitsfrontlineworkerstomakedecisionsregardingtheorderingof 15)

16) JoeBrownwashiredbyamanufacturingfirmasasupervisor.Duringhisfirstfewweeksasa 16)

17) Economicdownturnsaregenerallyassociatedwith: 17)

19) ExternalenvironmentalinfluenceshavingadirectorindirectinfluenceonHRMincludewhichof 19)

20) Theratioofanorganizationsoutputssuchasgoodsanditsinputssuchascapitaliswhichofthe 20)

21) Whenunemploymentratesfall: 21)

22) MortgageFinancialneedstorecruit10employeesforaperiodofthreemonthstoassistitsteamof 22)

23) Thecharacteristicsoftheworkforceareknownas: 23)

25) Anyattributethathumansarelikelytousetotellthem,thatpersonisdifferentfromme,and 25)

26) Babyboomers: 26)

27) CharacteristicsofGenerationXemployeesinclude: 27)

28) TheSandwichGenerationrefersto: 28)

29) IfyouweretheHRadvisorofacompanywherethemajorityoftheworkforceconsistedof 29)

31) Canadianswhoarefunctionallyilliterateare: 31)

32) Approximately________percentoftheCanadianpopulationcouldbemembersofvisible 32)

33) Whichofthefollowingstatementsistrue? 33)

34) Technologicaladvancesinmanufacturinghave: 34)

35) Whichofthefollowingjobsarelikelytoincreaseinthemarketasaresultoftechnological 35)

37) YouaretheDirectorofHumanResourcesatarealestatedevelopmentcompanybasedinToronto. 37)

38) YouaretheHRgeneralistofanationalrailway.Whichemploymentlegislationwouldyoureferto 38)

39) WhichofthefollowingapplytoemployersandemployeesacrossCanada? 39)

40) Thetendencyoffirmstoextendtheirsalesormanufacturingtonewmarketsabroadisknownas: 40)

41) Theglobalizationofmarketsandmanufacturinghasvastlyincreased: 41)

43) WhichofthefollowingwasgivenemphasisinFrederickTaylorstheoryonHRM? 43)

44) Managementpracticesinthelate1800sandearly1900semphasized: 44)

45) MaryParkerFollettwasa: 45)

46) Themanagementphilosophybasedonthebeliefthatattitudesandfeelingsofworkersare 46)

47) TheHawthorneStudiesarecloselylinkedwith: 47)

48) WhichofthefollowingstatementsistrueoftheHawthorneStudies? 48)

50) Intheearly1900s,personneladministration,asitwasthencalled: 50)

51) Thesecondphaseofpersonnelmanagementarrivedinthe1930swith: 51)

52) IfyouwereanHRprofessionalinthe1940sor1950syouwouldlikelyhavehadthefollowing 52)

53) Thethirdmajorphaseinpersonnelmanagementwasadirectresultof: 53)

54) Thethirdphaseofpersonnelmanagementwasconcernedlargelywith: 54)

55) ThefourthphaseofHRMisongoing.Currentmanagementthinkingholdsthat: 55)

57) ThebroadobjectivesofHRassociationsacrossthecountryinclude: 57)

58) TheCanadiannationalbodythroughwhichallprovincialandspecialistHRassociationsare 58)

59) Payoffsassociatedwithproperlyimplementedethicsprogramsinclude: 59)

60) Theimplied,enforced,orfeltobligationofmanagers,actingintheirofficialcapacities,toserveor 60)

61) Takingastandonanti-animaltesting,humanrightsprotection,andenvironmentalconservationis 61)

62) ThegoalofHRMistoalignpeoplepracticestoorganizationalstrategytoproducebehaviours 62)

64) AnHRprofessionalcanbuildemployeeengagementbycoachinglinemanagerstobuildtrusting 64)

65) Managementcanloseitsauthorityandpowerbyempoweringitsemployees. 65)

66) HRprofessionalsareincreasinglyexpectedbytheiremployerstobechangeagentswholeadthe 66)

67) Thegrowingemphasisoneducationandhumancapitalreflectsseveralsocialandeconomic 67)

68) Recentresearchindicatesthatthereisastrongpositiverelationshipbetweenemployee 68)

69) Technologicaladvanceswillcontinuetoshiftemploymentfromsomeoccupationstoothers,while 69)

70) HRMhasevolvedoverthelastfewdecadesduetoeconomicforcessuchasglobalization, 70)

71) AsanHRprofessionalintodaysorganizations,youneedtobeconcernedwithethicalissuessuch 71)

74) Organizationculture consistsofthecorevalues,beliefs,andassumptionsthatarewidelysharedbymembersofan

10) TheCharterofRightsandFreedomsandtherightsitcontainssuchasfreedomofassociation 10)

11) WhichofthefollowingstatementsabouttheCharterofRightsandFreedomsistrue? 11)

13) AlljurisdictionsinCanadaprohibitdiscriminationonthegroundsof: 13)

14) Acompanyinthemanufacturingsectorterminatedanemployeebecauseshewaspregnantand 14)

15) Deliberatelyrefusingtohire,train,orpromoteanindividualonthebasisofageisanexampleof: 15)

16) Anationalrailwayhasasafetyrulethatallemployeesworkingintherailyardmustwear 16)

17) Requestingthatanemploymentagencyreferonlymalecandidatesforconsiderationas 17)

19) Refusingtohireamanconvictedandpardonedforadrug -relatedoffenceasacounsellorata 19)