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INSTANT DOWNLOAD COMPLETE TEST BANK WITH ANSWERS

 

 

Strategic Human Resources Planning 6th Edition by Monica Belcourt  – Test Bank

 

 

Sample  Questions

 

Indicate whether the statement is true or false.

 

1. According to the Society for Human Resources Management, more than 75 percent of its companies use virtual work.

a. True
b. False

 

2. Emerging economies such as China and India have many workers who are willing to work longer hours for less pay than workers in developed countries such as Canada.

a. True
b. False

 

3. The labour market influences an organization’s ability to implement strategy.

a. True
b. False

 

4. There are more households in Canada with children than without.

a. True
b. False

 

5. Canadian newspapers and magazines provide a good source of information for HR professionals.

a. True
b. False

 

6. A collective agreement is an example of common law.

a. True
b. False

 

7. According to the textbook, it has been estimated that one in ten jobs in Canada is related to international trade.

a. True
b. False

 

8. The ease of transferring information electronically has made concerns about safeguarding company secrets and intellectual property relatively worry-free.

a. True
b. False

 

9. A drop in demand for contingent, temporary, and contract employees can predict an economic slowdown.

a. True
b. False

 

10. One of the challenges facing environmental scanners is that so much change is happening in so many areas that it is difficult to isolate critical events from insignificant ones.

a. True
b. False

 

11. The baby boomers are the most important demographic factor that should be monitored by HR professionals.

a. True
b. False

 

12. Stakeholders are also known as constituent groups.

a. True
b. False

 

13. Canadian HR trends lag three to five years behind U.S. trends.

a. True
b. False

 

14. Economic climate may influence different industries and businesses in a different way and to a different extent.

a. True
b. False

 

15. When HR managers group together and try to change legislation, they are taking a reactive stance.

a. True
b. False

 

16. Environmental scanning is the frequent monitoring of trends affecting the organization in the external environment.

a. True
b. False

 

17. In order to increase diversity with visible minorities, organizations can use inclusion programs such as customizing their communication styles and benefits.

a. True
b. False

 

18. Key issues for unions include job security, income security, working hours, and inflation protection.

a. True
b. False

 

19. American HR publications are not applicable to Canadian companies because what happens in the U.S. is not relevant to Canada.

a. True
b. False

 

20. According to the text, only 13 percent of organizations were able to learn about their competitors’ moves early enough to respond to them.

a. True
b. False

 

21. “Baby Boomers” are those who were born in between World War I and World War II.

a. True
b. False

 

22. Professional consultants provide a limited source of information for HR professionals who are developing organizational strategies.

a. True
b. False

 

23. Every HR function has the potential to become managed electronically.

a. True
b. False

 

24. Whether in Vancouver or New Delhi, managers are influenced by the culture in which they operate.

a. True
b. False

 

25. The employer–employee relationship is governed by a legal framework that includes common law, contract law, and criminal law.

a. True
b. False

 

Indicate the answer choice that best completes the statement or answers the question.

 

26. According to the text, what are some of the major HR trends that were difficult to forecast more than twenty years ago?

a. e-learning, online recruitment, and technology
b. mandatory retirement, localization, and ethics
c. brain drain, diversity, and work-life balance
d. downsizing, outsourcing, and telecommuting

 

27. In light of the Occupy Wall Street protests, what are two major issues that human resources departments need organizations to address?

a. Organizations need to comply with labour legislation and reduce executive bonuses.
b. Organizations need to ensure pay equity and discourage high-risk executive behaviours.
c. Organizations need to increase hiring of disadvantaged groups and monitor executive compensation.
d. Organizations need to continue to support globalization and communicate ethical violations of executives.

 

28. What timeframe is most relevant for HR strategists?

a. 2 to 3 years
b. 5 to 6 years
c. 9 to 10 years
d. 12 to 13 years

 

29. How many years does Canada lag behind the U.S. in identifying HR trends?

a. 1 to 2 years
b. 2 to 3 years
c. 4 to 5 years
d. 6 to 7 years

 

30. Green Septic and Water Systems Inc.
Green Septic and Water Systems Inc., a British Columbia-based company, designs and manufactures innovative recycled plastic septic and water holding systems that are sold to projects in more than 20 countries. Its primary business is rotational moulding of polyethylene products, including water/chemical tanks, rainwater tanks, septic tanks, traffic safety barricades, and secure bicycle lockers. Regulation septic and chemical holding tanks are certified by the Canadian Standards Association. Green Septic and Water Systems Inc. hires people based on their specialized technical skills and on their broader innovation and communication skills. The company recruits both nationally and globally. It also continues to provide training to its employees in leading-edge septic and water holding systems technology and provide workplace environments that encourage innovation. The company defines its mission and strategy as being competitive through leading-edge technical ability. Green Septic and Water Systems Inc. gathers information about its environment in order to exploit opportunities or cope with threats.What internal organizational factors are influencing Green Septic and Water Systems Inc.’s human resource planning?

a. technological advances
b. legislation
c. demographic and social concerns
d. staffing policies

 

31. What is demographics?

a. the study of social influences
b. the study of economic climate
c. the study of geographic migration
d. the study of population statistics

 

32. Which of the following would NOT help governments improve the climate for job creation?

a. increasing public debt
b. creating balanced labour legislation
c. increasing job-training opportunities
d. providing tax incentives

 

33. If an organization is debating over “doing the right thing” with respect to laying off some of the staff in a department because it is less expensive to outsource the work, what type of issue is the organization dealing with?

a. political
b. ethical
c. social
d. economic

 

34. What makes protecting intellectual property and safeguarding company secrets more difficult?

a. ease of transferring technology
b. built-in obsolescence of technology
c. the small number of employees who control the technology
d. accessibility to technology day and night

 

35. What statement depicts the importance of the labour market and its influence on an organization’s ability to implement strategy?

a. The labour market is the most important demographic factor that should be monitored.
b. The labour market is the most important economic factor that should be monitored.
c. The labour market is the most important social factor that should be monitored.
d. The labour market is the most important global factor that should be monitored.

 

36. What are the most important factors to consider when scanning the environment in strategic planning?

a. the competition, customers, rival firms, new entrants, substitutes, suppliers, and external labour supply
b. the competition, the global landscape, rival firms, new entrants, substitutes, suppliers, and external labour supply
c. the competition, the global landscape, rival firms, new entrants, the business context, suppliers, and external labour supply
d. the competition, customers, rival firms, the workforce, substitutes, suppliers, and external labour supply

 

37. Green Septic and Water Systems Inc.
Green Septic and Water Systems Inc., a British Columbia-based company, designs and manufactures innovative recycled plastic septic and water holding systems that are sold to projects in more than 20 countries. Its primary business is rotational moulding of polyethylene products, including water/chemical tanks, rainwater tanks, septic tanks, traffic safety barricades, and secure bicycle lockers. Regulation septic and chemical holding tanks are certified by the Canadian Standards Association. Green Septic and Water Systems Inc. hires people based on their specialized technical skills and on their broader innovation and communication skills. The company recruits both nationally and globally. It also continues to provide training to its employees in leading-edge septic and water holding systems technology and provide workplace environments that encourage innovation. The company defines its mission and strategy as being competitive through leading-edge technical ability. Green Septic and Water Systems Inc. gathers information about its environment in order to exploit opportunities or cope with threats.Green Septic and Water Systems Inc. gathers information about its environment in order to exploit opportunities or cope with threats. What is this called?

a. environmental scanning
b. SWOT
c. environmental reporting
d. strategic analysis

 

38. What type of law is the Charter of Rights and Freedoms an example of?

a. contract law
b. constitutional law
c. common law
d. criminal law

 

39. Green Septic and Water Systems Inc.
Green Septic and Water Systems Inc., a British Columbia-based company, designs and manufactures innovative recycled plastic septic and water holding systems that are sold to projects in more than 20 countries. Its primary business is rotational moulding of polyethylene products, including water/chemical tanks, rainwater tanks, septic tanks, traffic safety barricades, and secure bicycle lockers. Regulation septic and chemical holding tanks are certified by the Canadian Standards Association. Green Septic and Water Systems Inc. hires people based on their specialized technical skills and on their broader innovation and communication skills. The company recruits both nationally and globally. It also continues to provide training to its employees in leading-edge septic and water holding systems technology and provide workplace environments that encourage innovation. The company defines its mission and strategy as being competitive through leading-edge technical ability. Green Septic and Water Systems Inc. gathers information about its environment in order to exploit opportunities or cope with threats.What important environmental concerns and/or opportunities would influence Green Septic and Water Systems Inc.’s strategic planning?

a. environmental concerns of customers
b. globalization and localization
c. competitive intelligence
d. employees’ attitudes toward environmental health

 

40. How long did it take for the World Wide Web to reach fifty million users?

a. 4 years
b. 6 years
c. 8 years
d. 10 years

 

41. Although the majority of companies have vision statements that emphasize diversity, what percentage of these companies failed to allocate resources for diversity programs?

a. 54 percent
b. 64 percent
c. 74 percent
d. 84 percent

 

42. According to the textbook, what percentage of HR functions has the potential to become managed electronically?

a. 25 percent
b. 50 percent
c. 75 percent
d. 100 percent

 

43. A new regulation issued by the government requires certain safety training of employees. What is the major environmental factor that will affect the company’s HR strategy in this case?

a. economics
b. globalization
c. demographics
d. legislation

 

44. Green Septic and Water Systems Inc.
Green Septic and Water Systems Inc., a British Columbia-based company, designs and manufactures innovative recycled plastic septic and water holding systems that are sold to projects in more than 20 countries. Its primary business is rotational moulding of polyethylene products, including water/chemical tanks, rainwater tanks, septic tanks, traffic safety barricades, and secure bicycle lockers. Regulation septic and chemical holding tanks are certified by the Canadian Standards Association. Green Septic and Water Systems Inc. hires people based on their specialized technical skills and on their broader innovation and communication skills. The company recruits both nationally and globally. It also continues to provide training to its employees in leading-edge septic and water holding systems technology and provide workplace environments that encourage innovation. The company defines its mission and strategy as being competitive through leading-edge technical ability. Green Septic and Water Systems Inc. gathers information about its environment in order to exploit opportunities or cope with threats.​What would be one of Green Septic and Water Systems Inc.’s most significant current business challenges?

a. diverse languages and cultures
b. human resource planning
c. the global economy
d. the environment

 

45. In what way are HRM responsibilities affected by the economic climate?

a. They are concerned about balancing complicated issues related to diversity management.
b. They must know the various legislation and workplace quality and safety standards.
c. They must ensure privacy, ethics, and culture management policies.
d. They are concerned about the effect of unemployment and interest rates on HR planning.

 

46. What is the most influential effect of technology on organizations and HRM?

a. enhanced automated services and access to information
b. increased use of contract employment
c. increased concerns about ethical practices
d. increased issues related to diversity management

 

47. What is an external environmental factor facing organizations and human resource management?

a. employee work–life balance initiatives and programs
b. company compensation and reward systems
c. economic climate
d. competitive intelligence

 

48. What is another name for stakeholders?

a. company shareholders
b. business owners
c. constituent groups
d. lobby groups

 

49. Green Septic and Water Systems Inc.
Green Septic and Water Systems Inc., a British Columbia-based company, designs and manufactures innovative recycled plastic septic and water holding systems that are sold to projects in more than 20 countries. Its primary business is rotational moulding of polyethylene products, including water/chemical tanks, rainwater tanks, septic tanks, traffic safety barricades, and secure bicycle lockers. Regulation septic and chemical holding tanks are certified by the Canadian Standards Association. Green Septic and Water Systems Inc. hires people based on their specialized technical skills and on their broader innovation and communication skills. The company recruits both nationally and globally. It also continues to provide training to its employees in leading-edge septic and water holding systems technology and provide workplace environments that encourage innovation. The company defines its mission and strategy as being competitive through leading-edge technical ability. Green Septic and Water Systems Inc. gathers information about its environment in order to exploit opportunities or cope with threats.​Green Septic and Water Systems Inc. regularly monitors major external environmental forces influencing its organization. What is this process called?

a. demand forecasting
b. influence analysis
c. exception reporting
d. environmental scanning

 

50. Which of the following is a source of information that human resource professionals may rely on when scanning and monitoring an organization’s external environment?

a. scenario planning
b. conference and seminars
c. strategic indicators
d. competitive indicators

 

51. Green Septic and Water Systems Inc.
Green Septic and Water Systems Inc., a British Columbia-based company, designs and manufactures innovative recycled plastic septic and water holding systems that are sold to projects in more than 20 countries. Its primary business is rotational moulding of polyethylene products, including water/chemical tanks, rainwater tanks, septic tanks, traffic safety barricades, and secure bicycle lockers. Regulation septic and chemical holding tanks are certified by the Canadian Standards Association. Green Septic and Water Systems Inc. hires people based on their specialized technical skills and on their broader innovation and communication skills. The company recruits both nationally and globally. It also continues to provide training to its employees in leading-edge septic and water holding systems technology and provide workplace environments that encourage innovation. The company defines its mission and strategy as being competitive through leading-edge technical ability. Green Septic and Water Systems Inc. gathers information about its environment in order to exploit opportunities or cope with threats.​Green Septic and Water Systems Inc. monitors demographic and labour market trends as well as technological and IT changes. Which of the following is it most likely performing?

a. a competitive environment scan
b. an environment scan
c. a strategic plan
d. a labour market scan

 

52. Green Septic and Water Systems Inc.
Green Septic and Water Systems Inc., a British Columbia-based company, designs and manufactures innovative recycled plastic septic and water holding systems that are sold to projects in more than 20 countries. Its primary business is rotational moulding of polyethylene products, including water/chemical tanks, rainwater tanks, septic tanks, traffic safety barricades, and secure bicycle lockers. Regulation septic and chemical holding tanks are certified by the Canadian Standards Association. Green Septic and Water Systems Inc. hires people based on their specialized technical skills and on their broader innovation and communication skills. The company recruits both nationally and globally. It also continues to provide training to its employees in leading-edge septic and water holding systems technology and provide workplace environments that encourage innovation. The company defines its mission and strategy as being competitive through leading-edge technical ability. Green Septic and Water Systems Inc. gathers information about its environment in order to exploit opportunities or cope with threats.Green Septic and Water Systems Inc. systematically monitors key indicators that may affect its organization. Which of the following is a most important key indicator that Green Septic and Water Systems Inc. monitors?

a. safety technical advances
b. competitive intelligence
c. Canadian Standards Association (CSA)
d. safety policies and procedures

 

53. Green Septic and Water Systems Inc.
Green Septic and Water Systems Inc., a British Columbia-based company, designs and manufactures innovative recycled plastic septic and water holding systems that are sold to projects in more than 20 countries. Its primary business is rotational moulding of polyethylene products, including water/chemical tanks, rainwater tanks, septic tanks, traffic safety barricades, and secure bicycle lockers. Regulation septic and chemical holding tanks are certified by the Canadian Standards Association. Green Septic and Water Systems Inc. hires people based on their specialized technical skills and on their broader innovation and communication skills. The company recruits both nationally and globally. It also continues to provide training to its employees in leading-edge septic and water holding systems technology and provide workplace environments that encourage innovation. The company defines its mission and strategy as being competitive through leading-edge technical ability. Green Septic and Water Systems Inc. gathers information about its environment in order to exploit opportunities or cope with threats.What external organizational factors are influencing Green Septic and Water Systems Inc.’s human resource planning?

a. compensation policies
b. human resource information systems
c. global economy
d. environmental practices and procedures

 

54. What trend is occurring in the labour market with baby boomers?

a. Baby boomers may be eligible for retirement but will delay it.
b. Baby boomers will be the only generation to have organizational pensions.
c. Baby boomers will live longer than younger generations.
d. Baby boomers require greater accommodations in the workplace.

 

55. Which of the following HR publications is published in Canada?

a. HR Magazine
b. People Management
c. Personnel Journal
d. Workplace Today

 

56. Which demographic change is of concern to organizations and human resource professionals?

a. compensation and benefits
b. information systems
c. health and safety policies
d. older workers

 

57. According to the Global Wood Group, which of the following is NOT part of its environmental scanning?

a. external consultants and trainers
b. trade publications
c. professional associations
d. current legislation

 

58. Given its more than 50 percent of market share over 50 years ago, why did General Motors (“GM”) fail?

a. GM did not cut fixed operating costs deeply enough.
b. GM did not understand how external factors interact.
c. GM did not look for clues to explain its efficiencies.
d. GM did not forecast the number of cars sold in China.

 

59. What does an organization do once it has completed its environmental scan?

a. It alters the perceptions of stakeholders to match the scan.
b. It modifies the goals and objectives of the organization.
c. It analyzes the external environment further for more details.
d. It determines the impact on the organization.

 

60. Which of the following is a source of information that human resource professionals may rely on when developing strategies and determining their likely impact on the organization?

a. publications
b. professional designations
c. Delphi analysis
d. nominal group technique

 

61. If the HR manager has noticed growth in flows of trade and financial capital across borders, what major environmental factor is the HR manager concerned with?

a. economics
b. labour force
c. globalization
d. demographics

 

62. Green Septic and Water Systems Inc.
Green Septic and Water Systems Inc., a British Columbia-based company, designs and manufactures innovative recycled plastic septic and water holding systems that are sold to projects in more than 20 countries. Its primary business is rotational moulding of polyethylene products, including water/chemical tanks, rainwater tanks, septic tanks, traffic safety barricades, and secure bicycle lockers. Regulation septic and chemical holding tanks are certified by the Canadian Standards Association. Green Septic and Water Systems Inc. hires people based on their specialized technical skills and on their broader innovation and communication skills. The company recruits both nationally and globally. It also continues to provide training to its employees in leading-edge septic and water holding systems technology and provide workplace environments that encourage innovation. The company defines its mission and strategy as being competitive through leading-edge technical ability. Green Septic and Water Systems Inc. gathers information about its environment in order to exploit opportunities or cope with threats.​The Vice President of HR at Green Septic and Water Systems Inc. is focused on ensuring that Green Septic and Water Systems Inc. is staffed with the most effective human resources to achieve the organization’s strategic goals. Which term best characterizes the Vice President of HR’s role?

a. operational
b. strategic
c. staffing
d. administrative

 

63. Green Septic and Water Systems Inc.
Green Septic and Water Systems Inc., a British Columbia-based company, designs and manufactures innovative recycled plastic septic and water holding systems that are sold to projects in more than 20 countries. Its primary business is rotational moulding of polyethylene products, including water/chemical tanks, rainwater tanks, septic tanks, traffic safety barricades, and secure bicycle lockers. Regulation septic and chemical holding tanks are certified by the Canadian Standards Association. Green Septic and Water Systems Inc. hires people based on their specialized technical skills and on their broader innovation and communication skills. The company recruits both nationally and globally. It also continues to provide training to its employees in leading-edge septic and water holding systems technology and provide workplace environments that encourage innovation. The company defines its mission and strategy as being competitive through leading-edge technical ability. Green Septic and Water Systems Inc. gathers information about its environment in order to exploit opportunities or cope with threats.Green Septic and Water Systems Inc. believes its weakness is its performance in the U.S.A. It has also determined that it is missing an opportunity by not yet branching into children’s plastic kayaks. In addressing these questions, what type of analysis/review is Green Septic and Water Systems Inc. conducting?

a. a SWOT analysis
b. an analysis of the company’s internal weaknesses
c. a revenue analysis in order to see what chances it can take
d. a review of the company’s strategic plans

 

64. What is the purpose of stakeholder groups?

a. to generate shareholder wealth and to ensure their investments are paid dividends
b. to manage diverse groups of individuals who shape the perceptions of the organization
c. to follow the actions of the organization and to lobby to have their interests satisfied
d. to influence HR strategy and practices by withholding their votes at the annual meeting

 

65. What are the four stages that can be used to analyze the external environment?

a. scanning, monitoring, forecasting, assessing
b. monitoring, forecasting, assessing, extrapolating
c. scanning, forecasting, monitoring, analyzing
d. monitoring, scanning, assessing, extrapolating

 

66. Green Septic and Water Systems Inc.
Green Septic and Water Systems Inc., a British Columbia-based company, designs and manufactures innovative recycled plastic septic and water holding systems that are sold to projects in more than 20 countries. Its primary business is rotational moulding of polyethylene products, including water/chemical tanks, rainwater tanks, septic tanks, traffic safety barricades, and secure bicycle lockers. Regulation septic and chemical holding tanks are certified by the Canadian Standards Association. Green Septic and Water Systems Inc. hires people based on their specialized technical skills and on their broader innovation and communication skills. The company recruits both nationally and globally. It also continues to provide training to its employees in leading-edge septic and water holding systems technology and provide workplace environments that encourage innovation. The company defines its mission and strategy as being competitive through leading-edge technical ability. Green Septic and Water Systems Inc. gathers information about its environment in order to exploit opportunities or cope with threats.​What issues does globalization raise for Green Septic and Water Systems Inc.’s human resource planning?

a. balancing complicated issues related to language and communication
b. differences in country legislations and business practices
c. concerns about privacy, ethics, and culture
d. employee concerns about compensation and outsourcing

 

67. Which of the following is a forecasting method that human resource professionals may rely on when generating predictions about an organization’s future?

a. scenario planning
b. professional consultants
c. strategic indicators
d. competitive indicators

 

68. What are the key issues that unions hope to resolve on behalf of their members?

a. telecommuting, flextime, job sharing, and workplace privacy
b. asset-backed pensions, job satisfaction, career planning, and diversity
c. wages, work–life balance, quality of life, and environmental friendliness
d. job security, income security, working hours, and inflation protection

 

69. If a group of HR managers decides to lobby government in order to change the legislation in their favour, what type of stance is the group taking?

a. reactive
b. passive
c. proactive
d. recursive

 

70. A company wants to change its strategy to include “high tech” services. The HR manager then discovers that there is a shortage of technologically trained people and informs the CEO that the company may have to abandon its new strategy. What is the major environmental factor that has affected the company’s strategy implementation?

a. technology
b. labour force
c. globalization
d. legislation

 

71. When was the North American Free Trade Agreement (NAFTA) established?

a. 1974
b. 1984
c. 1994
d. 2004

 

72. Green Septic and Water Systems Inc.
Green Septic and Water Systems Inc., a British Columbia-based company, designs and manufactures innovative recycled plastic septic and water holding systems that are sold to projects in more than 20 countries. Its primary business is rotational moulding of polyethylene products, including water/chemical tanks, rainwater tanks, septic tanks, traffic safety barricades, and secure bicycle lockers. Regulation septic and chemical holding tanks are certified by the Canadian Standards Association. Green Septic and Water Systems Inc. hires people based on their specialized technical skills and on their broader innovation and communication skills. The company recruits both nationally and globally. It also continues to provide training to its employees in leading-edge septic and water holding systems technology and provide workplace environments that encourage innovation. The company defines its mission and strategy as being competitive through leading-edge technical ability. Green Septic and Water Systems Inc. gathers information about its environment in order to exploit opportunities or cope with threats.​What are the technological concerns that affect Green Septic and Water Systems Inc.’s human resource planning?

a. increased contracting out, outsourcing, and employee leasing
b. concerns about privacy, ethics, and culture
c. complicated issues related to language and communication
d. operational (i.e., automation), enhanced services, and increased access to information

 

73. WestJet Airlines studies the websites of other airlines for information about their strategic plans. What forecasting approach is the company using to obtain information about its competitors?

a. impact analysis
b. competitive intelligence
c. strategic indicators
d. competitive indicators

 

74. Which of the following is NOT one of the top-ten trends that will have a strategic impact on the workplace?

a. increasing employee rights due to legislation
b. increasing global competition for jobs
c. increasing complexity of legal compliance
d. increasing growth in national deficit

 

75. What are two environmental factors facing organizations?

a. global economy and demographics
b. organizational culture and employee assistance
c. human resource planning and training
d. labour relations and organizational culture

 

76. According to Statistics Canada, nine percent of managers are now unionized. What are the two main reasons that managers are becoming part of unions?

a. to deal with compensation and workload issues
b. to deal with organizational stress and burnout
c. to deal with work–life balance and vacations
d. to deal with overload and promotions

 

77. Which of the following is NOT a factor in determining the number of people available for work?

a. percentage of women in the workforce
b. unemployment rate
c. geographic migration
d. graduation rates from educational institutions

 

 

78. Describe three actions that can be taken by HR managers to cope with economic uncertainty

 

79. Identify and briefly describe the four criteria suggested for HR planners to use for identifying significant trends.

 

80. Define “stakeholders” and identify five major stakeholders influencing strategy in today’s workplace.

 

81. Illustrate the environmental analysis process.

 

82. Identify and briefly describe the four stages that HR planners use to analyze the external environment.

 

83. Identify and describe two of the six environmental factors affecting HRM.

 

84. Identify and briefly describe the four sources that HR planners use to keep current with business and HR trends.

 

85. Identify three challenges in environmental scanning.

 

Indicate whether the statement is true or false.

 

1. A regression analysis is a linear equation between a single causal variable and multiple dependent variables.

a. True
b. False

 

2. According to the textbook, typical estimates for scenario forecasting are organized into optimistic, realistic, and pessimistic scenarios.

a. True
b. False

 

3. In the simple regression prediction model, X represents the independent variable.

a. True
b. False

 

4. If there are several dependent variables, then the regression is referred to as multivariate regression analysis.

a. True
b. False

 

5. Regression analysis is a very effective quantitative forecasting technique for all time horizons.

a. True
b. False

 

6. In an impact analysis, current trends are analyzed by a panel of experts to predict future HR demand.

a. True
b. False

 

7. In a simple regression, Y is the independent variable.

a. True
b. False

 

8. Scenario forecasting is based on the premise that, because the future course of events is not known with certainty, it is necessary to develop several plausible sets of outcomes.

a. True
b. False

 

9. In a simple regression equation, there is an assumption of linearity between the independent and dependent variables.

a. True
b. False

 

10. In a trend analysis, it is necessary to extrapolate data related to historical changes.

a. True
b. False

 

11. The Delphi technique is a quantitative method for deriving detailed assumptions of long-run HR demand.

a. True
b. False

 

12. HR demand refers to the future need for the firm’s skills requirements, the types of jobs and the number of positions that must be filled for the firm to implement its strategy.

a. True
b. False

 

13. Unlike trend analysis, impact analysis relies on subjective, but expert, judgments.

a. True
b. False

 

14. Trend analyses are complex since they require the analysis of multiple variables.

a. True
b. False

 

15. The demand for human capital resources is determined by the strategic and operational requirements of the firm or business unit.

a. True
b. False

 

16. According to the article entitled “Projecting Labour Demand in Canada,” management occupations will feel the most intense pressure from immigration.

a. True
b. False

 

17. HR budgets are a qualitative method of HR demand forecasting that estimates the number and types of personnel required by the organization.

a. True
b. False

 

18. The first step in the nominal group technique is to select the experts.

a. True
b. False

 

19. A staffing table forecasts the total HR demand required for operational or short-run time periods.

a. True
b. False

 

20. A ratio analysis is a quantitative method of projecting HR demand by analyzing the relationship between an operational index and the number of employees required.

a. True
b. False

 

21. Multivariate regression and other similar modelling/programming models depend on large amounts of reliable data.

a. True
b. False

 

22. Times series models use past data to predict future demand. They can range from very simple to highly complex.

a. True
b. False

 

23. Another name for the scenario forecast method is the projection forecast method.

a. True
b. False

 

24. Perceived status differences may influence how experts express their views when forecasting in face-to-face groups.

a. True
b. False

 

25. A regression analysis is a form of time series design that uses the data from the current year (period) to predict next year’s (period’s) demand, reflecting a linear relationship.

a. True
b. False

 

26. A deficiency of the Delphi technique is that the results cannot be verified statistically.

a. True
b. False

 

27. The last stage in the nominal group technique is a secret vote that determines the highest ranking for the group’s HR demand solution.

a. True
b. False

 

28. In the Delphi method experts do not meet, but they do in the nominal group technique.

a. True
b. False

 

Indicate the answer choice that best completes the statement or answers the question.

 

29. How do the experts finally agree on a solution in the nominal group technique?

a. by defending their perspectives
b. by voting for the best estimate
c. by lobbying the other group members
d. by ranking the solutions with a secret vote

 

30. An organization wants to use a qualitative demand forecasting method. Which of the following is a qualitative method?

a. trend analysis
b. nominal group technique
c. HR budget
d. staffing table

 

31. In a simple regression prediction model, what does B represent?

a. dependent variable
b. constant or intercept
c. slope of the linear relationship between X and Y
d. independent variable

 

32. An organization wants to use a quantitative demand forecasting method. Which of the following is NOT a quantitative method?

a. trend analysis
b. Delphi technique
c. regression analysis
d. staffing table

 

33. If you want to determine the total HR demand requirement for operational or short-run time periods, what type of information should you gather?

a. staffing table
b. HR budget
c. impact analysis
d. envelope/scenario forecasts

 

34. What federal government agency provides expert information for labour demand forecasting?

a. National Occupational Classification
b. Citizenship and Immigration Canada
c. Conference Board of Canada
d. Statistics Canada

 

35. According to the textbook, when the Delphi technique was used to identify competencies for research chef, which of the following was NOT a topic for consideration?

a. factors that differentiate successful from unsuccessful research chefs
b. years of experience for successful and unsuccessful research chefs
c. skills and knowledge needed to be a successful research chef
d. tasks that differentiate a successful research chef from an ordinary chef

 

36. Tim Hortons integrates digitized data from all the corporate functions, including marketing, operations, finance, and HR, as well as information from social media sources such as Facebook and LinkedIn, and more. What is this data called?

a. HR data
b. research data
c. big data
d. quantitative data

 

37. Why are assumptions necessary when implementing the steps of the nominal group technique?

a. to minimize the chance that expert estimates will be misinterpreted
b. to make sure that the group is not dominated by one expert estimate
c. to eliminate the necessity for experts to defend their estimates
d. to ensure the validity and confidentiality of the expert estimates

 

38. An organization wants to determine the total HR demand requirement for long-run time periods. What would be the best way to gather this information?

a. use staffing tables
b. use an HR budget
c. use impact analysis
d. use scenario forecasts

 

39. ​Canadian Engineering Shortages

According to a new Engineers Canada labour market projection report, there are currently labour shortages in a number of engineering occupations, particularly civil, mechanical, electrical, and electronic engineers, as well as a shortage of computer engineers at both the provincial and national levels. Occupation data sourced from the Canadian National Household Survey and the Canadian Labour Force Survey indicate that engineering occupations’ employment and wages are increasing faster than in other occupations. Unemployment is very low, less than one percent for many engineering occupations, relative to historical data and to other occupation data. Replacement demand for engineers will be particularly relevant over the next decade as the baby boom generation retires. Economic activity is generating a stronger demand for engineers in Western Canada than in Eastern Canada.

Out of the fourteen different engineering occupations, the forecast for civil engineers is particularly high. It is projected that there will be an average of 2 500 job openings for civil engineers annually over the next five years. Growth in industries that employ civil engineers will generate about 1 000 of these openings each year. Another 1 500 of these job openings will be related to the replacement of retiring workers, given the high average age of 48 years old for civil engineers.

What would be the most effective strategy to deal with the engineering shortages?

a. utilize job sharing arrangements
b. increase engineering school graduates
c. use flexible contract arrangements
d. use internal transfers

 

40. Canadian Engineering Shortages

According to a new Engineers Canada labour market projection report, there are currently labour shortages in a number of engineering occupations, particularly civil, mechanical, electrical, and electronic engineers, as well as a shortage of computer engineers at both the provincial and national levels. Occupation data sourced from the Canadian National Household Survey and the Canadian Labour Force Survey indicate that engineering occupations’ employment and wages are increasing faster than in other occupations. Unemployment is very low, less than one percent for many engineering occupations, relative to historical data and to other occupation data. Replacement demand for engineers will be particularly relevant over the next decade as the baby boom generation retires. Economic activity is generating a stronger demand for engineers in Western Canada than in Eastern Canada.

Out of the fourteen different engineering occupations, the forecast for civil engineers is particularly high. It is projected that there will be an average of 2 500 job openings for civil engineers annually over the next five years. Growth in industries that employ civil engineers will generate about 1 000 of these openings each year. Another 1 500 of these job openings will be related to the replacement of retiring workers, given the high average age of 48 years old for civil engineers.

 

What would you call the process described in this scenario?

a. strategic human resource management
b. human resource planning
c. linking human resource management with strategic planning
d. human resource supply techniques

 

41. What would be the first step in HR forecasting once an organization has identified its organizational goals, objectives, and plans?

a. to examine data from a variety of perspectives
b. to determine the overall demand requirements for personnel (i.e., what staff are needed, when, and where)
c. to assess in-house skills and other internal supply characteristics
d. to determine the net demand requirements that must be met from external environmental supply sources

 

42. Which of the following is NOT considered a benefit of the nominal group technique?

a. supports brainstorming
b. lower costs and time
c. equal participation
d. reliable and valid

 

43. Which of the following is NOT typically considered to be an expert for HR forecasting?

a. union staff members
b. line employees
c. university researchers
d. business consultants

 

44. ​Canadian Engineering Shortages

According to a new Engineers Canada labour market projection report, there are currently labour shortages in a number of engineering occupations, particularly civil, mechanical, electrical, and electronic engineers, as well as a shortage of computer engineers at both the provincial and national levels. Occupation data sourced from the Canadian National Household Survey and the Canadian Labour Force Survey indicate that engineering occupations’ employment and wages are increasing faster than in other occupations. Unemployment is very low, less than one percent for many engineering occupations, relative to historical data and to other occupation data. Replacement demand for engineers will be particularly relevant over the next decade as the baby boom generation retires. Economic activity is generating a stronger demand for engineers in Western Canada than in Eastern Canada.

Out of the fourteen different engineering occupations, the forecast for civil engineers is particularly high. It is projected that there will be an average of 2 500 job openings for civil engineers annually over the next five years. Growth in industries that employ civil engineers will generate about 1 000 of these openings each year. Another 1 500 of these job openings will be related to the replacement of retiring workers, given the high average age of 48 years old for civil engineers.

 

The situation described in this scenario can be referred to as a tight labour market. What occurs in a tight labour market?

a. The supply of labour exceeds the demand for labour.
b. Labour supply and demand creates tension in the labour market.
c. The demand for labour exceeds the supply of labour.
d. Supply and demand create labour shortages.

 

45. What is the most common operational index used by organizations in a trend analysis?

a. sales level
b. units produced
c. clients served
d. production hours

 

46. What stage in the nominal group technique would typically ask a question like, “What will ABC Corporation’s demand for production workers be in the year 2017?”

a. select the experts
b. meet face to face
c. define the question
d. discuss demand estimates

 

47. ​Canadian Engineering Shortages

According to a new Engineers Canada labour market projection report, there are currently labour shortages in a number of engineering occupations, particularly civil, mechanical, electrical, and electronic engineers, as well as a shortage of computer engineers at both the provincial and national levels. Occupation data sourced from the Canadian National Household Survey and the Canadian Labour Force Survey indicate that engineering occupations’ employment and wages are increasing faster than in other occupations. Unemployment is very low, less than one percent for many engineering occupations, relative to historical data and to other occupation data. Replacement demand for engineers will be particularly relevant over the next decade as the baby boom generation retires. Economic activity is generating a stronger demand for engineers in Western Canada than in Eastern Canada.

Out of the fourteen different engineering occupations, the forecast for civil engineers is particularly high. It is projected that there will be an average of 2 500 job openings for civil engineers annually over the next five years. Growth in industries that employ civil engineers will generate about 1 000 of these openings each year. Another 1 500 of these job openings will be related to the replacement of retiring workers, given the high average age of 48 years old for civil engineers.

What do the Canadian National Household Survey and the Canadian Labour Force Survey reports attempt to do?

a. predict the future demand and supply for a wide variety of Canadian occupations
b. predict the future demand growth for a wide variety of Canadian occupations
c. estimate the future demand and supply for Canadian workers
d. predict the future demand and supply for Canadian engineering workers

 

48. What type of analysis presupposes that a linear relationship exists between sales and the number of employees?

a. ratio
b. multivariate
c. trend
d. regression

 

49. The Oakland Athletics baseball team used statistical cause-and-effect models for HR planning. What do cause-and-effect models assume?

a. that there is an ongoing relationship between independent and dependent variables
b. that the extrapolated trends will influence future supply and demand
c. that the time horizon used for the models is most conducive to short-term forecasts
d. that the subjective judgment of experts supports the forecasts

 

50. An organization wants to determine its total HR demand requirement for operational or short-run time periods. What would be the best way to gather this information?

a. use staffing tables
b. use Markov analysis
c. use impact analysis
d. use scenario forecasts

 

51. What would be two human resource qualitative forecasting demand techniques?

a. regression analysis and trend/ratio analysis techniques
b. extrapolation and transition matrices techniques
c. scenario planning and nominal group techniques
d. budget analysis and skills inventory techniques

 

52. In the Delphi technique, why do the experts NOT meet face-to-face?

a. They do not have the time.
b. They want to lower costs.
c. They worry about groupthink.
d. They lack communication expertise.

 

53. Typically, how is most of the expert information gathered using the Delphi technique?

a. interviews
b. discussion groups
c. teleconferencing
d. questionnaires

 

54. If HR specialists use multiple predictor estimates of the future demand for personnel based on a variety of differing assumptions about how future events will unfold, what type of forecasting technique or analysis are they using?

a. Delphi technique
b. nominal technique
c. impact analysis
d. scenario forecast

 

55. An organization is using multiple predictor estimates of the future demand for human resources based on a variety of differing assumptions about how future events will unfold. What type of forecasting technique or analysis is it using?

a. Delphi technique
b. nominal technique
c. impact analysis
d. scenario forecast

 

56. What would be two human resource quantitative forecasting demand techniques?

a. regression analysis and trend projection techniques
b. extrapolation and transition matrices techniques
c. indexation and replacement chart techniques
d. budget analysis and skills inventory techniques

 

57. Which forecasting technique provides a long-run qualitative forecast where experts meet and give their assessments about the future?

a. Delphi technique
b. critical incident technique
c. repatriation technique
d. nominal group technique

 

58. What type of analysis reveals the historical relationship between the operational index and the demand for labour?

a. correlation
b. multivariate
c. trend
d. regression

 

59. What method of estimating HR demand extrapolates historical organizational indices to forecast future personnel needs?

a. trend analysis
b. ratio analysis
c. cohort analysis
d. impact analysis

 

60. Tiger Boots, a footwear retailer, is currently determining its HR demand using ratio analysis. What would be a key operational index used by Tiger Boots in a ratio analysis?

a. sales level
b. human resources
c. clients served
d. production hours

 

61. ​Canadian Engineering Shortages

According to a new Engineers Canada labour market projection report, there are currently labour shortages in a number of engineering occupations, particularly civil, mechanical, electrical, and electronic engineers, as well as a shortage of computer engineers at both the provincial and national levels. Occupation data sourced from the Canadian National Household Survey and the Canadian Labour Force Survey indicate that engineering occupations’ employment and wages are increasing faster than in other occupations. Unemployment is very low, less than one percent for many engineering occupations, relative to historical data and to other occupation data. Replacement demand for engineers will be particularly relevant over the next decade as the baby boom generation retires. Economic activity is generating a stronger demand for engineers in Western Canada than in Eastern Canada.

Out of the fourteen different engineering occupations, the forecast for civil engineers is particularly high. It is projected that there will be an average of 2 500 job openings for civil engineers annually over the next five years. Growth in industries that employ civil engineers will generate about 1 000 of these openings each year. Another 1 500 of these job openings will be related to the replacement of retiring workers, given the high average age of 48 years old for civil engineers.

The growth in demand for civil engineering occupations has been strong due to the rising needs associated with the high number of retiring workers. Although countless challenges influence the demand for engineering professionals, what is the primary cause of demand in this case?

a. external factors
b. demographic factors
c. labour market factors
d. organizational factors

 

62. ​Canadian Engineering Shortages

According to a new Engineers Canada labour market projection report, there are currently labour shortages in a number of engineering occupations, particularly civil, mechanical, electrical, and electronic engineers, as well as a shortage of computer engineers at both the provincial and national levels. Occupation data sourced from the Canadian National Household Survey and the Canadian Labour Force Survey indicate that engineering occupations’ employment and wages are increasing faster than in other occupations. Unemployment is very low, less than one percent for many engineering occupations, relative to historical data and to other occupation data. Replacement demand for engineers will be particularly relevant over the next decade as the baby boom generation retires. Economic activity is generating a stronger demand for engineers in Western Canada than in Eastern Canada.

Out of the fourteen different engineering occupations, the forecast for civil engineers is particularly high. It is projected that there will be an average of 2 500 job openings for civil engineers annually over the next five years. Growth in industries that employ civil engineers will generate about 1 000 of these openings each year. Another 1 500 of these job openings will be related to the replacement of retiring workers, given the high average age of 48 years old for civil engineers.

 

Indicators suggest that the demand for engineering occupations currently exceeds supply at the provincial and national levels. What is this estimate of demand and supply called?

a. strategic human resource management
b. human resource planning
c. human resource estimating techniques
d. human resource forecasting techniques

 

63. When trying to forecast the number of employee hours required for work in a retail store during December, the HR planner used last December’s ratio of total sales to total hours worked as the basis for an estimate for the current year’s needs. What forecasting model is the HR planner using to predict future HR demand?

a. times series model
b. regression model
c. projection model
d. production model

 

64. Which forecasting technique would an organization use if it wanted to conduct a long-run qualitative forecast in which experts meet and give their assessments about the future?

a. Delphi technique
b. critical incident technique
c. repatriation technique
d. nominal group technique

 

65. ​Canadian Engineering Shortages

According to a new Engineers Canada labour market projection report, there are currently labour shortages in a number of engineering occupations, particularly civil, mechanical, electrical, and electronic engineers, as well as a shortage of computer engineers at both the provincial and national levels. Occupation data sourced from the Canadian National Household Survey and the Canadian Labour Force Survey indicate that engineering occupations’ employment and wages are increasing faster than in other occupations. Unemployment is very low, less than one percent for many engineering occupations, relative to historical data and to other occupation data. Replacement demand for engineers will be particularly relevant over the next decade as the baby boom generation retires. Economic activity is generating a stronger demand for engineers in Western Canada than in Eastern Canada.

Out of the fourteen different engineering occupations, the forecast for civil engineers is particularly high. It is projected that there will be an average of 2 500 job openings for civil engineers annually over the next five years. Growth in industries that employ civil engineers will generate about 1 000 of these openings each year. Another 1 500 of these job openings will be related to the replacement of retiring workers, given the high average age of 48 years old for civil engineers.

What human resource technique is being used to gather the data for the Engineers Canada labour market projection report?

a. human resource occupational planning
b. human resource Markov analysis
c. human resource audits
d. human resource forecasting

 

66. What do you call the observed relationship between the independent and dependent variables?

a. causal
b. direct
c. linear
d. indirect

 

67. What is another name for the dependent variable in the simple regression prediction model?

a. causal variable
b. target variable
c. linear variable
d. random variable

 

68. According to the textbook, what is one disadvantage of the Delphi technique?

a. groupthink
b. shyness
c. time and costs
d. communication

 

69. Which of the following demand forecasting methods is NOT a quantitative method?

a. trend analysis
b. Delphi technique
c. regression analysis
d. staffing table

 

70. What technique should be used if you want all the participants to have equal participation in the sessions and to minimize dominance, personal attacks, and defensive behaviour?

a. Delphi technique
b. critical incident technique
c. repatriation technique
d. nominal group technique

 

71. In the Delphi technique, why does the project coordinator continue to issue questionnaires to the experts?

a. Current information has not been optimal, and so further information is required.
b. Additional information still needs to be gathered regarding the predetermined questions.
c. Information gathered to date has not led the group to make a consensual decision.
d. Current information is insufficient in some way that is required to make future supply estimates.

 

72. There are six steps associated with the Delphi technique for HR demand forecasting. What is the first step?

a. identify the experts, terms, and time horizon
b. issue the first round of questionnaires
c. select the experts
d. define and refine the issue or question

 

73. An organization wants to determine the total HR demand requirement for long-run time periods. What would be the best way to gather this information?

a. use staffing tables
b. use movement analysis
c. use impact analysis
d. use scenario forecasts

 

 

74. Analyze Case Incident: “Canadian Engineering Shortages.” Using the information you know about forecasting HR demand, what advice would you offer to Engineers Canada to address the replacement demand for engineers over the next decade

 

75. Describe what an “expert” demand forecast is and list five different types of experts who could be involved. Identify and describe two different types of expert forecasting methods.

 

76. What are some the advantages and disadvantages of the Delphi technique, where experts do NOT meet face-to-face?

 

77. Describe how HR Budgets and staffing tables are applied in HR demand forecasting.

 

78. What is envelope/scenario forecasting? Describe some of its features.

 

79. Describe the process of scenario planning, including its strengths and limitations in determining HR demand.

 

80. Describe trend analysis and outline the steps involved in conducting this forecasting method. What are the most common operational indices used by organizations?
Indicate whether the statement is true or false.

 

1. Mentors are almost always more senior people who volunteer within an organization, while coaches are volunteers from outside the organization

a. True
b. False

 

2. According to Peter Drucker, only one quarter of organizations know who would take charge if their CEO resigned today.

a. True
b. False

 

3. HR should own the talent management process in order to mitigate three types of risk to the organization: vacancy risk, readiness risk, and performance risk.

a. True
b. False

 

4. Succession management is needed even when retirements and company sellouts are predictable.

a. True
b. False

 

5. Role competencies are characteristics, such as thinking skills, that every member of the organization is expected to possess.

a. True
b. False

 

6. According to the textbook, one reason to recruit externally is that CEOs who are recruited from the outside delivered annual returns 3.7 percent higher than insiders.

a. True
b. False

 

7. Core competencies are characteristics, such as business knowledge, shared by different positions within an organization

a. True
b. False

 

8. A common use of job rotation is to take a functional generalist, such as an accountant, and rotate this individual through specialist areas, such as HR and production, in preparation for management.

a. True
b. False

 

9. If a contract is transactional in nature, it will list the responsibilities of each party in the employer–employee relationship.

a. True
b. False

 

10. In succession management, there must be a pipeline for talent only for critical roles such as the CEO and senior management.

a. True
b. False

 

11. Replacement planning is the process of finding replacement employees for key managerial positions.

a. True
b. False

 

12. According to the textbook, one benchmarking organization suggests that effective organizations have 1.3 candidates for each key role.

a. True
b. False

 

13. The succession management process links replacement planning and management development.

a. True
b. False

 

14. Once high-potential or star employees are discovered, it is important for an organization to communicate to them that they are valued and have leadership potential, while at the same time making commitments to their promised career progression.

a. True
b. False

 

15. The goals of succession management programs are to identify and prepare future leaders and to ensure business growth.

a. True
b. False

 

16. One way of quickly orienting a new employee is to place him or her in a new department every few weeks.

a. True
b. False

 

17. According to the textbook, about one half of the HR managers surveyed in 2011 didn’t consider grooming potential leaders a high priority.

a. True
b. False

 

18. Cisco uses the 3E Model for management development, which represents Experience, Exposure, and Education.

a. True
b. False

 

19. An acceleration pool is a group of candidates whose development an organization wishes to accelerate.

a. True
b. False

 

20. Counselling and friendship are two benefits derived from mentorship.

a. True
b. False

 

21. Before considering developmental opportunities and experiences to develop managers, two main questions should be asked: “Are leaders born or made?” and “Should leaders be bought or made?”

a. True
b. False

 

22. There are two approaches to identifying the characteristics of a successful manager: experience-based and competency-based.

a. True
b. False

 

23. Peter Drucker said that “most managers are born, not made!”

a. True
b. False

 

24. Traditional approaches to management development included a senior leadership course and one developmental assignment.

a. True
b. False

 

25. Job rotation includes both lateral and vertical moves within an organization.

a. True
b. False

 

Indicate the answer choice that best completes the statement or answers the question.

 

26. What is a traditional approach to succession analysis?

a. chain effect analysis
b. replacement analysis
c. HR supply analysis
d. movement analysis

 

27. Demographic trends predict even greater shortages in the market supply due to retiring baby boom generation workers. What HR supply analysis method is therefore assuming much greater importance?

a. staffing inventories
b. HRMS database
c. succession planning
d. movement analysis

 

28. Which of the following development method tests high-potential employees by giving them an assignment in addition to their regular duties?

a. formal experience
b. job rotation
c. mentoring
d. action learning

 

29. What is the first step in the succession management process?

a. identify high-potential employees
b. identify the skills and competencies needed
c. align succession management plans with strategy
d. provide developmental opportunities and experiences

 

30. Which employee characteristic is NOT typically associated with the process of succession management?

a. skilled
b. trained
c. available
d. reliable

 

31. What two approaches are used to identify the characteristics of successful managers?

a. task-based and knowledge-based
b. job-based and competency-based
c. skill-based and curriculum-based
d. market-based and value-based

 

32. What is the final step in the succession management process?

a. identify high-potential employees
b. identify the skills and competencies needed
c. monitor succession management
d. provide developmental opportunities and experiences

 

33. Why must high-potential employees be given a reason to stay within an organization?

a. because they have fragile egos and need positive affirmation
b. because jobs are scarce and they need to hang onto them
c. because career planning effectively eliminates job searches
d. because competition for leadership talent is so intense

 

34. If a job requires proficiency in Facebook, what is this proficiency called?

a. a competency
b. an attribute
c. a skill
d. an ability

 

35. What is the normal planning time horizon for succession planning?

a. one month
b. one quarter
c. one year
d. two years

 

36. According to the textbook, why do some CEOs develop a talent management culture?

a. to develop talent at the top where it is most needed
b. to develop talent at all levels of an organization
c. to develop talent branding more than company branding
d. to develop talent in-house before competitors do

 

37. Which organization cited in the textbook has a six-hour replacement strategy if its CEO dies suddenly?

a. Target
b. Walmart
c. Apple
d. McDonald’s

 

38. Which of the following is NOT a way in which succession planning is linked to effective HR planning?

a. It enables smooth internal employee movement and continuity.
b. It improves employee opportunities for management.
c. It supports new organizational structures and flexibility.
d. It motivates employees and promotes them for performance.

 

39. According to a McKinsey study, what fraction of HR directors at top-performing companies constantly search for talented executives?

a. one tenth
b. one quarter
c. one third
d. one half

 

40. Which of the following is NOT considered to be one of the most common development methods?

a. special assignments
b. job rotations
c. mentoring
d. active learning

 

41. Why are Canada’s family businesses facing a leadership crisis?

a. lack of business planning
b. lack of environmental scanning
c. lack of organizational goals
d. lack of succession planning

 

42. According to the textbook, why have many Canadian dynasties failed?

a. because their heirs were incapable of managing the business
b. because they did not monitor the external environment
c. because they expanded too quickly into global markets
d. because they were unaware of anticipated mergers and acquisitions

 

43. After an organization has identified the skills and competencies needed to meet its HR plans, what would be the next step in the succession management process?

a. identifying high-potential employees
b. monitoring and evaluating the employees’ skills development
c. aligning succession management plans with strategy
d. providing developmental opportunities and experiences

 

44. After an organization has identified high-potential employees, what would be the next step in the succession management process?

a. evaluating and monitoring the high-potential employees
b. identifying the skills and competencies needed
c. aligning succession management plans with strategy
d. providing developmental opportunities and experiences

 

45. Which of the following is NOT a competency identified by Catano and his colleagues?

a. knowledge competencies
b. distinctive competencies
c. role competencies
d. core competencies

 

46. What is the typical time period that succession management focuses on, beyond immediate replacements?

a. one year
b. two years
c. three years
d. ten years

 

47. What negative consequence might result if there is a delay in naming a successor when a key executive, such as a CEO, suddenly quits?

a. decreased operating performance for up to two years
b. increased recruitment and selection of middle managers
c. decreased opportunities for management development
d. increased likelihood that the successor will be a family member

 

48. If a board of directors brings in an outsider to lead the company, what message is it sending to the shareholders and employees?

a. None of the internal candidates is proficient.
b. The old way of doing things is going to change.
c. The performance review process is inadequate.
d. The internal candidates are all new as well.

 

49. Which of the following is a benefit to the organization as a result of using external coaches?

a. collaborating with the individual and enhancing personal values
b. promoting greater focus and clarity to enhance goal achievement
c. reducing learning time in order to optimize skills and competencies
d. changing attitudes and skills for long-term sustainability

 

50. What can HR professionals do to manage the risks associated with succession management?

a. promote a culture of talent management
b. encourage development only for key positions
c. identify historic gaps in competencies
d. develop successors for all organizational positions

 

51. What are two motivational benefits of job rotation?

a. opportunity for advancement and training
b. job satisfaction and job enlargement
c. feeling appreciated and valued
d. reduction of boredom and fatigue

 

52. Which of the following is a risk that would be managed by HR professionals when considering succession management?

a. talent pool risk
b. leadership risk
c. potential risk
d. readiness risk

 

53. What is one way that replacement planning has evolved into succession management?

a. improving the data collection
b. improving the evaluation system
c. improving the HR supply
d. improving the stability of jobs

 

54. Which of the following is NOT a typical lag measure used in succession management?

a. decreased number of bosses as talent developers
b. increased ratio of internal to external hires in key positions
c. increased average number of candidates for key positions
d. decreased average number of positions with no successors

 

55. According to MDS, a medical supply company, why does the company hire talent even when there are no openings available?

a. Recruitment is strategic.
b. The company can pay less.
c. The hiree can work two jobs.
d. Someone is about to be fired.

 

56. According to the textbook, what are two emerging career management concepts?

a. organizational identity, and inward and political mindset
b. self-directed career responsibility and horizontal career progression
c. role of manager as coach and benefit of focusing on job security
d. loyalty to profession and family and implicit employment contract

 

57. In succession planning, what would be the starting point for HR planning?

a. the job position
b. the organization’s strategy
c. the employees’ competencies
d. the role of the manager and employees

 

58. What does the succession management process link with replacement planning?

a. business continuity
b. management retention
c. management development
d. changing environmental demands

 

59. Which of the following is NOT considered to be a downside of employee rotations?

a. increased time spent learning new jobs
b. cost of errors while learning new jobs
c. loss of efficiency while learning new jobs
d. increased fatigue while learning new jobs

 

60. According to the textbook, what are two emerging career management concepts?

a. organizational identity and implicit employment contract
b. employer career responsibility and horizontal career progression
c. formal training and job security
d. loyalty to profession and family, and meaningful contributions

 

61. In replacement planning, what would be the starting point for HR planning?

a. the job
b. the strategy of the organization
c. employees’ competencies
d. position replacements

 

62. What is one way that replacement planning has evolved into succession management?

a. expanded the data collection
b. expanded the time horizon
c. expanded the HR role
d. expanded the jobs requirements

 

63. After an organization has aligned its succession management with the organization’s strategy, what would be the next step in the succession management process?

a. identifying high-potential employees
b. identifying the skills and competencies needed
c. aligning the organization’s strategy with HR strategy
d. providing developmental opportunities and experiences

 

64. According to the CEO of Maritime Life Insurance, what is the best indicator of whether an employee is ready for a top position?

a. education
b. intelligence
c. rotation
d. attitude

 

65. A replacement chart has potential management successors coded to indicate their future availability. If a manager is coded “PN,” what does this represent?

a. preferred nominee
b. professional development needed
c. promotable now
d. practicum needed

 

66. In the textbook, what reason is given why the majority of companies still use traditional and passive instructional techniques for management development, although they are the least effective?

a. because these techniques are cheaper than external ones
b. because these techniques are fast and easy to use
c. because these techniques are controlled by the company
d. because these techniques are customized to the company

 

67. In a succession/replacement chart, potential successors can be coded to indicate their availability. If an employee is coded “RD,” what does this represent?

a. retention desired
b. ready with development
c. return to division
d. requires downsizing

 

68. Why would an organization want to conduct succession planning?

a. It provides for business continuity and future direction during inevitable change.
b. It supports employee resiliency and career development.
c. It is costly and time-consuming but increases employee commitment and motivation.
d. It is costly and time-consuming but increases organizational efficiency and productivity.

 

69. Which technique is often used by organizations to test whether high-potential employees have management potential?

a. give them a special assignment
b. give them a greater workload
c. give them a training opportunity
d. give them a performance review

 

70. If an organization wishes to identify high-potential employees, which of the following is a typical approach that might be used?

a. replacement tables
b. replacement charts
c. permanent replacements
d. supply replacements

 

71. In flat organizations, where promotions are rare, what preferred developmental method is used?

a. job enlargement
b. job enrichment
c. job rotation
d. job sharing

 

72. Which of the following would NOT be a risk that would be managed by HR professionals when considering succession management?

a. transition risk
b. vacancy risk
c. potential risk
d. readiness risk

 

73. What is one way that replacement planning has evolved into succession management?

a. broadened the HRM systems
b. broadened the assessment process
c. broadened the HR role
d. broadened the focus to be more strategic

 

 

74. Why is succession management so important in today’s workplace?

 

75. Describe how replacement planning has evolved into succession management.

 

76. What are the five steps in the succession management process?

 

77. A succession management approach should track not only on internal candidates but also external candidates. Discuss the advantages and disadvantages of internal and external candidates? Which method is preferred?

 

78. What are three of the key characteristics that are critical to the perceptions of the effectiveness of succession management?

 

79. Identify an organization you are familiar with (such as from your work experience or from the course textbook). Discuss why the organization has succession planning.

 

80. What is the difference between succession management and replacement planning?
Indicate whether the statement is true or false.

 

1. Organizational defensive routines can insulate an organization from examining its mental models.

a. True
b. False

 

2. An open system receives inputs from its internal environment and the external subsystems that interact with one another.

a. True
b. False

 

3. When managers and employees examine the assumptions they have used to arrive at a point of view, they are using mental model learning that enables them to bypass the assumptions that may be locking them into a particular frame of mind.

a. True
b. False

 

4. “Freezing” is a stage in the change process that involves a trial-and-error process of taking action to move the firm through the intended change.

a. True
b. False

 

5. Organizational learning is an approach to learning that applies double-loop learning and an attempt to understand how the entire system may be affected by change.

a. True
b. False

 

6. An open system refers to how organizational internal subsystems interact with one another.

a. True
b. False

 

7. Force-field analysis is a framework for analyzing a problem that seeks to identify all the relevant factors and stakeholders that are acting to either sustain the current state or to move away from the current state.

a. True
b. False

 

8. Double-loop learning involves questioning the tacit assumptions and attributions that
people have around their decision making.

a. True
b. False

 

9. Personal mastery allows knowledge from any individual in the organization to become incorporated into the firm’s culture and processes.

a. True
b. False

 

10. Both single-loop and double-loop learning are methods of learning that involve questioning current assumptions, examining problems from different perspectives, and questioning the validity of the problems.

a. True
b. False

 

11. Personal mastery learning is an attempt to solve a problem using a single strategy.

a. True
b. False

 

12. The interconnected nature of organizational structures, processes, practices, members, and the changing environment renders the prediction of change outcomes a practical impossibility.

a. True
b. False

 

13. Negative feedback is the kind of information that a system uses to determine if its purpose is suited for its environment.

a. True
b. False

 

14. “Freezing” is a stage in the change process that involves the development of a shared understanding among stakeholders that a particular change is necessary.

a. True
b. False

 

15. Force-field analysis is an approach to understanding and changing individual or group perceptions and behaviours by seeking to understand the interdependent forces that act on individuals or groups and that motivate them toward certain courses of action and restrain them from others.

a. True
b. False

 

16. The most difficult stage in the change process is to achieve full buy-in from all stakeholders.

a. True
b. False

 

17. Positive feedback is the kind of information that tells whether the system is achieving its goal.

a. True
b. False

 

18. “Unfreezing” is an initial stage in an organizational change process.

a. True
b. False

 

19. “Moving” is a stage in the change process that involves putting policies, practices, and structures in place to establish new norms around an organizational change.

a. True
b. False

 

20. Mental model is the understanding of one’s purpose and the development of a personal vision.

a. True
b. False

 

21. Positive feedback can help an organization to determine if it should be producing 1 000 scarves a week and what styles of scarves it should be producing.

a. True
b. False

 

22. In organizational settings, single-loop learning involves questioning the extent to which the strategy itself and the systems and structures that implement the strategy support the underlying purpose of the organization.

a. True
b. False

 

23. Systems thinking views change issues within the framework of the entire organization.

a. True
b. False

 

24. Research suggests that up to 70 percent of organizational change efforts fail.

a. True
b. False

 

25. Organizations are complex, closed systems that both influence and are influenced by
their environment.

a. True
b. False

 

Indicate the answer choice that best completes the statement or answers the question.

 

26. Which type of learning can prevent the learner from developing an understanding of underlying or root issues of a workplace problem?

a. single-loop learning
b. open -system learning
c. organizational learning
d. double-loop learning

 

27. Which of the following pairs of elements defines a learning organization?

a. action learning and mental models
b. shared vision and personal mastery
c. team learning and organizational learning
d. systems thinking and psychological safety

 

28. Which element of a learning organization helps individual workers’ knowledge structures to navigate the information in their work environment?

a. personal mastery
b. mental models
c. shared vision
d. systems thinking

 

29. What is the most difficult stage in the change process?

a. diagnosing what needs to change
b. recognizing the need for change
c. planning and preparing for change
d. implementing and sustaining the change

 

30. There are three basic models that form the basis of most models of change. What are the three models?

a. planned change, emergent change, and cultural change
b. generic change, planned change, and emergent change
c. generic change, planned change, and cultural change
d. innovative change, emergent change, and cultural change

 

31. Once the need for change has been identified, what would be the next step in the change process?

a. to plan and prepare for change
b. to implement the change
c. to sustain the change
d. to motivate the workforce

 

32. Which element of a learning organization combines individual ideas and team efforts to arrive at something that could not have been achieved by the individual on his or her own?

a. team learning
b. mental models
c. shared vision
d. systems thinking

 

33. A change initiative is undertaken to improve organizational efficiency, productivity, and/or competitiveness. This affects the size of the firm’s workforce, its costs, and its work processes. Which type of change initiative is this?

a. outsourcing
b. acquisitions
c. downsizing
d. restructuring

 

34. Organizational change has occurred in a company in response to new leadership directives and different strategic plans. What level of development is creating this change?

a. industrial level
b. firm level
c. individual level
d. societal level

 

35. Many change models recognize that the change process comprises several critical periods of change. What is the first period?

a. diagnosing what is needed for organizational change
b. planning and preparing for the change
c. identifying the need for change and ensuring buy-in from all stakeholders
d. continuously managing and sustaining the change

 

36. What type of feedback would a small restaurant use to determine if it has met its goals?

a. performance feedback
b. productivity feedback
c. negative feedback
d. positive feedback

 

37. Which element of organizational learning views change issues within the framework of the entire organization?

a. shared vision
b. systems thinking
c. team learning
d. mental models

 

38. Once the organization’s need for change has been identified and has the buy-in from all stakeholders, what is the next step in the change process?

a. reviewing the need for change
b. diagnosing what needs to change
c. planning and preparing for change
d. implementing and sustaining the change

 

39. Which type of learning is typified by encouraging participation in decision making and open expression of conflicting views, using valid information and widespread and open testing of evaluations?

a. systems thinking
b. double-loop learning
c. single-loop learning
d. team learning

 

40. Organizational change occurs in response to multiple level developments. Retail stores are providing online shopping in response to the growing number of customers that are increasingly shopping and purchasing products online. What level of development are these retail stores attempting to adapt to?

a. individual level
b. societal level
c. industrial level
d. firm level

 

41. What type of feedback would a technology company use to determine the number of laptops to produce?

a. negative feedback
b. performance feedback
c. production feedback
d. positive feedback

 

42. Which of the following elements comprise organizational learning?

a. personal mastery and mental models
b. shared vision and action learning
c. team learning and organizational-level learning
d. systems thinking and sense of urgency

 

43. From which point of view does an open-system perspective view the organization?

a. from the point of view of an individual subsystem and its interaction with its environment
b. from the point of view of groups of subsystems and their interaction with their environment
c. from the point of view of the organization as a whole and its interaction with its environment
d. from the point of view of the organization’s departments and their interaction with their environment

 

44. An organization’s change initiative is characterized by change in the organization’s culture and in the attitudes and values of its employees. The goal is to reduce costs and enhance quality. Which type of change initiative is this?

a. downsizing
b. systematic change
c. restructuring
d. mergers

 

 

45. What is the purpose of force-field analysis in the change management process?

 

46. Force-field analysis can be used to decide whether a change is appropriate and, if so, what actions should be taken to move toward the new direction. List the seven steps in the force-field analysis process.

 

47. Change occurs as a form of adaptation and as a result of learning, and so the most important attributes that an organization can develop in order to promote emergent change are those of a learning organization. Define organizational learning and the five elements it comprises.

 

48. Describe John Kotter’s eight-step model of change.

 

49. The generic change model recognizes that the change process comprises several critical periods of change. Using an example, discuss one of these periods of change.

 

50. Identify an organization you are familiar with (such as from your work experience or from the course textbook). As the HRM responsible for moving the organization through an organizational change, what steps would you follow?

 

51. Many change models recognize that the change process comprises several critical stages of change. List these stages of change and discuss the most difficult stage in the change process (also referred to as the generic model of change).

OR

Many change models recognize that the change process comprises several critical stages of change. List these stages of change and discuss the first stage in the change process (also referred to as the generic model of change).

 

52. Discuss the two uses of force-field analysis and their benefits to the change management process.

 

53. Describe Kurt Lewin’s three-step model of planned organization change

 

54. Edgar Schein expanded on Lewin’s three-step model by suggesting that the process of unfreezing requires three conditions to unfreeze current behaviours. Describe these three conditions.

OR

Describe the three conditions that will help reduce resistance to organizational change efforts.

Indicate whether the statement is true or false.

 

1. To maintain security in foreign countries, it is important for Canadian organizations to establish close relationships with embassies, consultants, chambers of commerce, and high commissions.

a. True
b. False

 

2. Parent-country nationals are individuals from the subsidiary country who know the foreign cultural environment well.

a. True
b. False

 

3. The adaptive IHRM approach has the highest internal fit.

a. True
b. False

 

4. Many authors believe that there are three areas of competencies that are necessary for cross-cultural adjustment: self-maintenance, relationship, and perceptual.

a. True
b. False

 

5. There is a global trend of union density decrease.

a. True
b. False

 

6. Antecedent factors of cross-cultural adjustment include items such as cultural knowledge, stress-management skills, and psychological flexibility.

a. True
b. False

 

7. If the needs and goals of one component are consistent with the needs and goals of another component, then the two components are said to fit.

a. True
b. False

 

8. Cross-cultural training for global managers and their accompanying relatives plays a crucial role in the post-assignment process common to IHRM.

a. True
b. False

 

9. A multinational strategy involves having unique products and services for each geographical area where the company has outlets across the globe.

a. True
b. False

 

10. Perceptual competencies refer to the capacity to understand why foreigners behave the way they do and to make correct attributions about the reasons for their behavior.

a. True
b. False

 

11. The five-factor personality model has been demonstrated as irrelevant to expatriate adjustment because it is based on North American research.

a. True
b. False

 

12. In the article entitled “The Would-be Pioneer,” the main issue for HR professional Linda Myers was that she was that she was not a Korean man.

a. True
b. False

 

13. A multidomestic strategy promotes a price-sensitive perspective with limited emphasis
on cultural differences.

a. True
b. False

 

14. The exportive IHRM approach transfers home HRM systems to foreign subsidiaries without modifying or adapting to the local environment.

a. True
b. False

 

15. An adaptive IHRM approach does not focus on local laws.

a. True
b. False

 

16. Trainability refers to an individual’s ability to acquire certain skills to a desired level of performance.

a. True
b. False

 

17. If management wants to adopt a global strategy for the organization, this would involve introducing culturally sensitive products in chosen countries with the least amount of cost.

a. True
b. False

 

18. A multidomestic strategy is a strategy that concentrates on the development of foreign markets by selling to foreign nationals.

a. True
b. False

 

19. Compensation to expatriates for goods and services, housing, and taxes, are the three outlay categories where the least discrepancies can arise for an organization.

a. True
b. False

 

20. An integrative IHRM approach combines home HR practices with local practices.

a. True
b. False

 

21. When an individual leaves his or her home country to work in a foreign country, this individual is considered a repatriate.

a. True
b. False

 

22. The Four Seasons’ “Golden Rule” was not successfully implemented in its other locations outside North America because it was culturally sensitive and value-laden.

a. True
b. False

 

23. Companies adopting a global strategy strive to adopt HRM systems for foreign subsidiaries that are consistent with the local economic, political, and legal environment.

a. True
b. False

 

24. A key disadvantage of home-based compensation policies is that international staff may be paid different salaries than expatriate staff performing the same function.

a. True
b. False

 

25. Most organizations involved in international operations do not have well-developed repatriation processes for their expatriate employees.

a. True
b. False

 

26. When an individual moves to a foreign country to work, the individual may experience repatriation, which refers to the overwhelming sense of alienation with the new culture.

a. True
b. False

 

27. A multinational strategy concentrates on the development of foreign markets by selling to foreign nationals.

a. True
b. False

 

Indicate the answer choice that best completes the statement or answers the question.

 

28. What is one disadvantage of increased use of parent-country nationals?

a. lack of knowledge of the corporate culture
b. potential unfamiliarity with the cultural norms of the host country
c. limited familiarity with the firm’s own operations
d. limited cross-cultural preparation

 

29. What was the major finding that the 2011 Global Relocation Trends Survey reported?

a. There is an increasing wage gap between home-country and third-country nationals.
b. Reverse culture shock upon repatriation leads to several serious consequences for the employee and organization.
c. Most companies do not have repatriation strategies linked to career management and retention.
d. Many global managers are remaining as international employees for the duration of their careers.

 

30. What do you call a company’s employees who are natives of a country other than those in which the company’s headquarters and its subsidiaries are situated?

a. home-country nationals
b. third-country nationals
c. parent-country nationals
d. host-country nationals

 

31. What is one disadvantage of increased use of home-country nationals?

a. lack of knowledge of the corporate culture
b. limited familiarity with the firm’s own operations
c. potential unfamiliarity with the cultural norms of the host country
d. lack of knowledge of the parent-country’s culture

 

32. Which of the following is typically excluded from an expatriate’s compensation package?

a. goods and services
b. shipment and storage
c. food and clothing
d. taxes and insurance

 

33. According to a Canadian survey, what is the greatest major challenge that management faces with international relocation?

a. family and tax issues
b. dual-income spouses
c. terrorism and security
d. hardship allowances

 

34. What is one of the internal factors with which international HR planning must fit?

a. local economy
b. host-country culture
c. competitors’ strategies
d. existing HR system

 

35. What did Colgate-Palmolive Co. do to capitalize on its expatriate skills?

a. It created a global succession-planning database.
b. It developed cross-cultural training for critical incidents.
c. It committed funds to improve failed expatriate assignments.
d. It improved its pre-assignment and post-assignment communication.

 

36. What type of strategy deals with internationalization by exporting goods abroad as a means of seeking new markets?

a. multidomestic
b. domestic
c. multinational
d. global

 

37. In general, why have levels of union density declined throughout the world?

a. Unions do not represent all interests in a global society.
b. Politicization of unions has been linked to local governments.
c. Union organizations have been decentralized and fragmented.
d. Union power has been eroded, and negative public sentiment towards unions has increased.

 

38. What type of strategy results in the standardization around the world of an organization’s products and services in order to gain efficiency?

a. multidomestic
b. domestic
c. global
d. multinational

 

39. Which of the following is NOT one of the factors outlined in the five-factor model of personality, which is used to demonstrate the probability of expatriate adjustment in overseas assignments?

a. introversion
b. openness
c. agreeableness
d. conscientiousness

 

40. When an individual returns to his or her home headquarters or home subsidiaries after working in a foreign country, what is this process called?

a. enculturation
b. repatriation
c. culture shock
d. alienation

 

41. What is the main reason that companies have NOT benefited from expatriate training?

a. Expatriates have had their training needs evaluated and assessed.
b. Expatriates have clarified their purpose and goals of training.
c. Expatriates are selected too quickly and receive little training.
d. Expatriates have had training programs designed to meet their needs.

 

42. In the multidomestic stage of internationalization, what single perspective is a trademark of this stage?

a. ethnocentric perspective
b. polycentric perspective
c. geocentric perspective
d. egocentric perspective

 

43. What are the three international training approaches promoted by the textbook?

a. case studies, lecture-based briefings, vicarious learning
b. information giving, behavioural modelling, experiential forms of training
c. role-playing, field experiences, sensitivity training
d. culture assimilators, on-the-job, area studies

 

44. What is one benefit of cross-cultural training?

a. self-development
b. self-monitoring
c. self-sacrifice
d. self-adjustment

 

45. Which class of workers is NOT involved in Canada’s union structure?

a. industrial
b. craft
c. conglomerate
d. professional

 

46. Which of the following is NOT considered to be a symptom of reverse culture shock?

a. increased levels of anxiety about the adjustment to returning home
b. increased satisfaction with the standard of living upon returning home
c. decreased interest from co-workers in hearing about the repatriate’s experiences
d. decreased use of the repatriate’s international knowledge, skills, and abilities (KSAs) upon returning home

 

47. What do you call individuals from the subsidiary country who know the foreign cultural environment well?

a. home-country nationals
b. third-country nationals
c. parent-country nationals
d. host-country nationals

 

48. Canada’s workforce diversity produces a wide range of HR-related challenges for international placements. Which of the following is typical of those challenges?

a. increased number of younger workers
b. employees with disabilities
c. cultural assimilation in the new country
d. family and divorce issues for expatriates

 

49. Which type of training plays a crucial role in the pre-assignment process for an expatriate?

a. field experiences
b. behavioural modelling
c. on-the-job training
d. cross-cultural training

 

50. Which of the following is a key challenge influencing HR practices within an international context?

a. domestic strategy
b. cultural assimilation in the new country
c. security
d. family and divorce issues for expatriates

 

51. Which of the following is NOT typically found in an organization’s approach to international compensation?

a. region-based policy
b. global-based policy
c. host-based policy
d. home-based policy

 

52. What type of strategy concentrates on the development of foreign markets by selling to foreign nationals?

a. multidomestic
b. domestic
c. multinational
d. global

 

53. When an individual moves to a foreign country to work, the individual may experience an overwhelming sense of alienation from the new culture. What is this experience called?

a. depression
b. culture shock
c. ethnocentrism
d. post-traumatic stress

 

54. In 2010, which country had the highest unionization rate in the world?

a. Canada
b. Germany
c. Finland
d. Sweden

 

55. What is one advantage of increased use of home-country nationals?

a. They are well versed in a company’s needs and norms.
b. They are familiar with the parent-country culture.
c. They have greater familiarity with the host-country culture.
d. They require lower relocation costs.

 

56. If an individual has an ability to acquire certain skills to a desired level of performance, what is this capability called?

a. pliability
b. flexibility
c. trainability
d. adaptability

 

57. Which of the following is a key challenge influencing HR practices within an international context?

a. increased number of younger workers
b. employment legislation
c. cultural assimilation in the new country
d. family and divorce issues for expatriates

 

58. Which dimension of cross-cultural competencies refers to the ability to substitute sources of reinforcement when necessary and deal with alienation and isolation?

a. relationship competencies
b. self-maintenance competencies
c. perceptual competencies
d. stress management competencies

 

59. What is one advantage of increased use of third-country nationals?

a. They are well versed in a company’s needs and norms.
b. They are familiar with the parent-country culture.
c. They have greater familiarity with the host-country culture.
d. They are familiar with a company’s corporate culture.

 

60. What is one advantage of increased use of parent-country nationals?

a. They are well versed in a company’s needs and norms.
b. They are familiar with the host-country culture.
c. They have greater familiarity with the host-country’s management practices.
d. They require lower relocation costs.

 

61. If a company is looking for a strategy that would create the highest internal fit, which International Human Resources Management (“IHRM”) approach should be chosen?

a. exportive IHRM approach
b. adaptive IHRM approach
c. integrative IHRM approach
d. global IHRM approach

 

62. What is the host-based policy approach for international compensation?

a. policy that links the base salary to the salary structure of the home country but retains the host-country salary structure for other international supplements
b. policy that links the base salary to the salary structure of the local country but retains the global-country salary structure for other international supplements
c. policy that links the base salary to the salary structure of the home country but retains the parent-country salary structure for other international supplements
d. policy that links the base salary to the salary structure of the host country but retains the home-country salary structure for other international supplements

 

63. What is one disadvantage of increased use of third-country nationals?

a. lack of knowledge of the corporate culture
b. limited familiarity with the firm’s own operations
c. potential unfamiliarity with the cultural norms of the host country
d. lack of understanding of the subsidiary’s needs

 

64. If a company introduces culturally sensitive products in chosen countries with the least amount of cost, what type of strategy is the company adopting?

a. multinational
b. multidomestic
c. global
d. domestic

 

65. If a company looks for a strategy that combines home HR practices with local practices and selects the most qualified people for the appropriate positions, which international human resources management (“IHRM”) approach should it choose?

a. integrative IHRM approach
b. adaptive IHRM approach
c. exportive IHRM approach
d. global IHRM approach

 

66. What are individuals called who are from headquarters and are highly familiar with the firm’s products and services, as well as with its corporate culture?

a. host-country nationals
b. home-country nationals
c. third-country nationals
d. parent-country nationals

 

67. Which strategy has French lodging giant ACCOR followed for its U.S. subsidiaries in order to attract and retain local employees?

a. global IHRM strategy
b. integrative IHRM strategy
c. exportive IHRM strategy
d. adaptive IHRM strategy

 

 

68. Define strategic international human resources planning and strategic international human resources management.

 

69. Identify and briefly explain the three different approaches to SIHRM.

 

70. What is cross-cultural training (“CCT”)? What are the benefits of CCT? What are the five steps that must be planned and implemented to ensure successful training?

 

71. What is repatriation? What are some of the issues facing repatriates?

 

72. What are three of the key challenges facing strategic international HRM?

 

73. Discuss one advantage and one disadvantage of the use of home-country nationals, parent-country nationals, and third-country nationals.

 

74. Discuss three factors that enhance cross-cultural adjustment.
Indicate whether the statement is true or false.

 

1. In the U.K., most HR managers cited in an outsourcing survey were dissatisfied with the frequency and quality of the communication from the supplier.

a. True
b. False

 

2. When HR activities are outsourced to foreign countries, this is called HRO, or human resources outsourcing.

a. True
b. False

 

3. Recruiting is an HR function that is most likely to be outsourced.

a. True
b. False

 

4. Outsourcing is a special organizational function that does not require a cost–benefit analysis.

a. True
b. False

 

5. There is a new trend for organizations to outsource absence management because claims are complex, confidential, and medically oriented.

a. True
b. False

 

6. When selecting an outsourcing company, reference checks should be done to verify the quality of its previous work.

a. True
b. False

 

7. Technology has been an important driver of the outsourcing trend.

a. True
b. False

 

8. Typically a company will outsource its HR functions if the labour laws and regulations governing employees are too complex for the company’s current level of expertise.

a. True
b. False

 

9. Two disadvantages of outsourcing include the potential disintegration of an organization’s culture and the loss of control over proprietary knowledge.

a. True
b. False

 

10. Outsourcing is a contractual relationship for the provision of business services by any available provider with relevant expertise.

a. True
b. False

 

11. Quality improvement is typically cited as a benefit of outsourcing, and therefore it is written into the outsourcing contract.

a. True
b. False

 

12. The major information risk to the HR department when using outsourcing is the potential for violations of confidential employee data.

a. True
b. False

 

13. The real sources of competitive advantage are not products but management’s ability to consolidate skills and technologies into competencies to adapt to changing circumstances.

a. True
b. False

 

14. The two most frequent causes of outsourcing problems are poor service definition and cost overruns.

a. True
b. False

 

15. Emerging research on outsourcing low-value, routine activities demonstrated that HR staff did not focus more on strategic or higher-value work.

a. True
b. False

 

16. A competency is a combination of technology, management, and collective learning.

a. True
b. False

 

17. Organizations that outsource achieve a ratio of 1:100 (one HR person to 100 employees).

a. True
b. False

 

18. Because an outsourced function is not as visible to the employees as an in-house function, there may be issues of confidentiality.

a. True
b. False

 

19. Outsourcing can result in an organization’s employees losing some of its KSAOs.

a. True
b. False

 

20. According to the textbook, in 2010, approximately 50 percent of all large Canadian companies outsourced some HR services.

a. True
b. False

 

21. For an organization, the major information security risk is the loss of personnel information.

a. True
b. False

 

22. Activities that are most likely to be outsourced include ones that are repetitive, predictable, and infrequent.

a. True
b. False

 

23. According to one survey in the textbook, about 80 percent of companies reported that outsourcing service agreements did not reduce overall costs.

a. True
b. False

 

24. The most important deliverables to SaskCentral when it was searching for an outsourcing solution included accuracy, knowledge of legislation, and cost-effectiveness.

a. True
b. False

 

Indicate the answer choice that best completes the statement or answers the question.

 

25. What are two primary risks associated with outsourcing?

a. increased costs and displaced workers
b. impact on public and private relations
c. service and security
d. loss of strategic and operational control

 

26. Once an organization has selected a vendor, what would be the next step in managing outsourcing?

a. cost–benefit analysis
b. reviewing policies
c. negotiating the contract
d. monitoring the arrangement

 

27. What happened to Schwinn, a U.S. bicycle manufacturer?

a. Its outsourcing vendor, Giant Manufacturing in Taiwan, stole its confidential employee information, which resulted in many lawsuits against Schwinn.
b. Its outsourcing vendor, Giant Manufacturing in Taiwan, became insolvent and was unable to fulfill its annual order for Schwinn.
c. Its outsourcing vendor, Giant Manufacturing in Taiwan, became a competitor and damaged Schwinn’s business.
d. Its outsourcing vendor, Giant Manufacturing in Taiwan, used lower quality materials to make Schwinn’s bikes, which increased product defects.

 

28. What other HR strategy provides a negative impact on employees similar to that of outsourcing?

a. acquisitions
b. restructuring
c. mergers
d. divestitures

 

29. What is the first step in managing outsourcing?

a. cost–benefit analysis
b. selecting the vendor
c. negotiating the contract
d. monitoring the arrangement

 

30. What are two primary reasons why organizations outsource?

a. financial savings and strategic focus
b. strategic focus and restructuring
c. access to advanced technology and ability to service remote locations
d. improved internal and external service levels

 

31. What percentage of HR professionals resist outsourcing because they worry about losing their jobs?

a. one-tenth
b. one-quarter
c. one-third
d. one-half

 

32. What is one of the primary risks associated with outsourcing?

a. increased costs
b. decreased employee morale
c. impact on public relations
d. loss of strategic control

 

33. Which organizational activity performs better than outsourcing with respect to cost savings?

a. management by objectives
b. balanced scorecard
c. re-engineering
d. continuous improvement

 

34. Which of the following activities is most likely to be outsourced by organizations?

a. confidential activities
b. HR strategy activities
c. employee layoff activities
d. rule-based activities

 

35. When selecting a vendor, an organization needs a description of the responsibilities to be outsourced and an invitation to potential providers to present their proposal for carrying out the job. What is this called?

a. vendor checklist
b. supplier sequencing
c. request for proposal
d. sender request

 

36. What was the public relations consequence for a catering company that had been outsourced by British Airways when 70 000 passengers were stranded at Heathrow Airport in the U.K.?

a. brand image damage
b. bankruptcy
c. no known consequences
d. decreased business

 

37. Which of the following is NOT a function of the evaluation team in an outsourcing decision?

a. analyzing bids
b. applying due diligence
c. choosing the vendor
d. negotiating the contract

 

38. Why do large organizations rarely outsource their entire HR departments?

a. Outsourcers specialize in market niches and so no one company does all functions.
b. Organizations do not wish to relinquish total control over all HR functions.
c. Organizations have different cultures than their outsourcing vendors.
d. Outsourcers need to be monitored, and this extra time has associated costs.

 

39. Which of the following HR functions is most likely to be outsourced by organizations?

a. HR planning
b. HR strategy
c. pension administration
d. restructuring

 

40. Which of the following characteristics is NOT typically used to help determine whether an organization should outsource?

a. reliance on technology
b. routine activity frequently undertaken
c. cost-effectiveness
d. accessibility from remote sites

 

41. Which of the following HR functions is NOT likely to be outsourced by organizations?

a. training and development
b. strategic planning
c. benefits administration
d. recruitment

 

42. Nike focuses on its competencies in product design and outsources other competencies. What is this competency product design called?

a. non-core competencies
b. worker competencies
c. core competencies
d. transactional competencies

 

43. Once an organization has negotiated the outsourcing contract, what would be the next step in managing outsourcing?

a. cost–benefit analysis
b. selecting the vendor
c. reviewing policies
d. monitoring the arrangement

 

44. Which of the following outsourcing functions carries a potential risk of information being leaked?

a. payroll and benefits
b. software development
c. recruitment
d. pension administration

 

45. Which company reduced the headcount in its head office from 40 employees in 1994 to 12 employees today due to outsourcing?

a. TransCanada
b. Gow Corp.
c. Avenor
d. Pratt & Whitney

 

46. In an outsourcing arrangement, what typically happens to the employees who currently do the outsourced function in-house?

a. They are fired.
b. They quit or retire.
c. They move to another company.
d. They transfer to other functions.

 

47. Which of the following health and safety activities are most likely outsourced?

a. employee assistance and wellness programs
b. hazard recognition and risk assessment
c. health and safety policies and procedures
d. workplace hazard controls

 

48. Which core competency does Nike retain in-house while outsourcing nearly everything else?

a. product design
b. financial analysis
c. customer service
d. employee recruitment

 

49. When rumours of potential outsourcing plans surface in an organization, what might managers expect next?

a. productivity losses
b. customer service disruptions
c. media attention
d. more formal communication

 

50. Why do cost overrides with outsourcing occur more frequently than projected?

a. Information technology is deemed a compatible system.
b. Client demands are outside of the standard vendor package.
c. Organizations are inexperienced with vendor selection.
d. Vendors will make contracts that are biased in their favour.

 

51. What are the two most frequent causes of outsourcing problems?

a. reduction of costs, vendor incompetence
b. excessive time, lack of technology
c. organizational politics, reduced employee morale
d. poor service definition, weak management processes

 

52. What are two primary reasons why organizations outsource?

a. strategic and transactional focus
b. access to specialized expertise and advanced technology
c. access to specialized expertise and ability to service remote locations
d. organizational politics and restructuring

 

53. According to the textbook, why did CIBC make the decision to outsource major portions of its HR functions?

a. to downsize employees and increase efficiency
b. to avoid capital expenses and increase cultural fit
c. to cut costs and increase productivity
d. to improve service and increase automation

 

54. Why have many western nations outsourced activities to India?

a. increasing pool of outsourcing companies
b. large English-speaking population
c. relatively stable legal system
d. committed and loyal workforce

 

55. What can a company do to reduce the risk of an outsourcing company entering the market and becoming a competitor?

a. outsource non-core work
b. erect strategic blocks
c. establish trust
d. monitor the outsource arrangement

 

56. What function does a stay-back team perform?

a. It negotiates the outsourcing contract.
b. It conducts a cost–benefit analysis.
c. It monitors the outsourcing arrangement.
d. It selects the outsourcing vendor.

 

57. According to the textbook, why were 30 percent of outsourcing arrangements NOT renewed?

a. because of an incompetent outsourcer
b. because cost savings were not achieved
c. because employees resisted change
d. because productivity suffered

 

58. What were two HR functions that Avenor Inc. of Montreal outsourced?

a. preliminary interviews and training needs analysis
b. pensions and payroll administration
c. program delivery and executive salary negotiations
d. wellness programs and strategic HR planning

 

59. Which of the following is a key reason why an organization would outsource?

a. to produce deliverables
b. to undertake complex business activities
c. to improved service levels
d. to improve organizational knowledge activities

 

60. A core competency can be defined in four different ways. Three of those definitions are: (1) activities traditionally performed internally; (2) activities critical to business success; (3) activities creating current or potential competitive advantage. What is the fourth way that core competency can be defined?

a. activities that will influence future growth
b. activities that will increase profitability
c. activities that will result in innovation
d. activities that will reduce debt load

 

61. Why is it important to outsource transactional work?

a. It adds value to non-core activities.
b. It frees up management’s time.
c. It reduces transaction time.
d. It is repetitive, predictable, and easily duplicated.

 

62. What is one service risk to an organization in having a company provide outsourcing arrangements?

a. The vendor might have a less personal relationship with employees.
b. The outsourcer might allow changes to the contract.
c. The vendor might limit certain proprietary technology.
d. The outsourcer might have a disruption of service.

 

63. What is an essential first step that an organization must undertake with its outsourcing vendor when negotiating the contract?

a. making sure that there is a termination clause
b. checking references using the vendor’s current clients
c. establishing benchmarks for current service levels
d. projecting a budget for cost savings

 

64. Why are specialized outsource vendors more efficient in their offering of training than many organizations?

a. Outsourcers can achieve economies of scale.
b. Outsourcers can charge for every transaction.
c. Outsourcers can maximize their capital.
d. Outsourcers can provide uninterrupted service.

 

 

65. Describe three advantages for small businesses to outsource their HR functions.

 

66. Describe three activities that organizations are most likely to outsource.

 

67. What are some considerations in managing an outsourced service or program? Describe two in detail.

 

68. Comment on the quote “not a single company can afford to even try and be the first in everything.” Define and give an example of core work and non-core work.

 

69. Define outsourcing.

 

70. List and briefly explain three risks associated with outsourcing.

 

71. Why do organizations outsource? List three of the six primary reasons.