Current Trends And Cases In Hrm Set 2
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This set of Current Trends and Cases in HRM Multiple Choice Questions & Answers (MCQs) focuses on Current Trends And Cases In Hrm Set 2
Q1 | New businesses start every year. These start-ups are risky ventures, as nearlyfail in their first year of operation.
- 10%
- 25%
- 35%
- 40%
- 50%
Q2 | Out of the number of small businesses that start every year, only will survivea decade.
- 5%
- 10%
- 15%
- 20%
- 25%
Q3 | Organizational culture:
- is often shaped by HRM practices.
- can be defined in terms of the right or wrong culture.
- is made up of a number of elements such as norms, behaviors, values, etc.
- refers to basic assumptions and beliefsshared by members of an organization.
- isthe non-pervasive climate or atmosphere within which people work.
Q4 | An organization’s culture consists of a number of separate elements, such as:
- technology use.
- ethical dilemmas.
- labor unions.
- employee work habits.
- the working environment climate or feel.
Q5 | A company’s organization culture does NOT manifest in:
- the relationships among the employees.
- worker safety.
- the employees’ uniforms, or lack thereof.
- organizational challenges.
- pay for performance.
Q6 | The increased use of technology for telecommuting raises a number of issues for human resources, such as:
- privacy rights regarding the data used by telecommuters.
- more layers of management to watch/monitor telecommuters.
- monitoring performance and overtime pay.
- outsourcing work rather than using fulltime employees.
- labor costs, as telecommuting is quite expensive.
Q7 | A critical ethical issue for HR managers related to technology use in workenvironments is:
- the increase in authoritarian management due to organizational restructuring.
- the improper use of proprietary data.
- self-managed work teams misusing technology to their own personal ends.
- overly close supervision of technology users.
- “window sitting.”
Q8 | The impact of technology on organizational structure can be seen in the:
- return of pyramidal structure due to the ease of transferring information between levels.
- increase in authoritarian management in order to control access to technology and information.
- changing nature of labor relations.
- decrease in employees working at home.
- ability of top management to bypass middle managers and deal directly with firstline managers.
Q9 | Since companies can now monitor their employees’ use of the Internet and e-mail, which of the following is a legislative concern?
- The decrease in employee productivity.
- Privacy issues regarding individuals.
- The “fuzzy line” between what could be seen as obscene to some people but harmless slang to others.
- The use of this information to plan surprise birthday parties for employees.
- The potential for the information to be used to compile mailing lists for different corporations.
Q10 | Knott’s Construction builds one house every month. Mr. Knotts and Scott perform all the structural work themselves while they subcontract the plumbing and electrical work. This subcontracting is an example of:
- organizational restructuring.
- the rise of the service sector.
- the growth of the small business.
- time efficiency.
- outsourcing.
Q11 | Outsourcing presents a number of challenges to Human Resources in that:
- it raises labor costs while lowering production costs.
- a firm is still accountable for the actions of its subcontractors, but it exercises less control over them.
- employees require close monitoring by HRM, as subcontractors tend to take on less work than they can handle, meaning more subcontractors doing less work.
- it increases customer use of service centers because customers tend to be more satisfied with subcontractors than with regular employee service representatives.
- all of the above
Q12 | Rudy is writing a report about the individual challenges his firm is facing. Which of the following would Rudy NOT include in his report?
- use of an employee’s credit history in determining her competency.
- whether to increase fit between employees and their jobs.
- whether to discipline an employee for excessive use of the Internet.
- whether to outsource a specific job to a firm with more employees.
- how to determine individuals’ performance in their respective jobs.
Q13 | The relationship of the individual challenges HRM faces to the organizational challenges HRM faces:
- is one of little, if any, importance.
- is one of reciprocity. Each affects the other.
- is relevant in only a few challenges.
- is similar to the relationship of labor relations to the use of technology.
- poses a significant ethical dilemma to HR managers.
Q14 | The matching of people to the organization, not just to a job, is:
- important, but not the critical task it was once thought to be since studies show that personality has little to do with success.
- creating ethical dilemmasfor corporations in today’s legal environment.
- a significant part of an organization’s social responsibility.
- getting easier through the use of technology.
- increasingly important as studies show executive personalities as well as their competencies can affect company performance.
Q15 | A study of small high-technology firms shows that they should hire people who are:
- very well organized and structured.
- experienced in administration and organization since the company will probably lack these skills.
- able to handle high uncertainty and rapid change in exchange for the satisfaction of possible future payoffs.
- experienced in working with large corporations, preparing the company for its transition to be a major player in its market.
- technically competent and should disregard personality issues.
Q16 | Creating and implementing ethics codes has generally:
- significantly decreased the number of ethical issues being raised in companies.
- made decision making for managers much more clear cut.
- increased employee satisfaction with management.
- caused an actual increase in ethical violations within companies.
- caused employees to see their managers as acting in ways inconsistent with these ethical codes.
Q17 | When it comes to managers dealing with ethical issues, it is safe to say that:
- what is ethical or unethical is seldom clear cut.
- issues clearly resolve themselves into right and wrong choices.
- the implementation of ethical codes has significantly helped managers with their ethical struggles.
- employee expectations are on the decline.
- business, unlike other areas of life, generally has clear choices about what to do or not to do in ethical situations.
Q18 | Karl is trying to improve company productivity by focusing on employee competence. Karl is focusing on the factor of productivity.
- motivation
- ethical
- quality of work life
- empowerment
- ability
Q19 | You are talking with a manager about one of his employees, Tom. The manager describes Tom as a person who has a strong desire to do the best possible job and put in the maximum effort to perform his assigned tasks. The manager is describing Tom’s:
- abilities.
- capabilities.
- motivation.
- career path.
- productivity level.
Q20 | One goal of empowerment is:
- to decrease employee dependence on superiors.
- to let managers create distance from the employees.
- to encourage employees to take more responsibility for their own work.
- to emphasize external control in the function of the company.
- a and c
Q21 | One of your best MIS people left to work for a competitor. When she left, she took with her a partially completed proposal for an enhanced MIS system that would reduce costs and increase the speed of handling information. You’ve just experienced:
- empowerment.
- an organizational restructuring.
- a competitive advantage.
- brain drain.
- the results of the glass ceiling.
Q22 | Many profitable American companies eliminate jobs ever year. This trend can beattributed to which of the following factors?
- The need for fewer service and production workers in a more technological society.
- The increasing dissatisfaction of firms with long-term employees.
- Increasing competition in industry.
- Companies’ need for more diverse work communities.
- Increasing union membership.
Q23 | Strategic Human Resource Planning is:
- the process of responding appropriately to HRM problems as they arise.
- the process of winning the commitment of line management to support HRM practices.
- the process of formulating HR strategies and establishing programs to implement them.
- largely the responsibility of HRM professionals with minimal input by line management.
- a dying practice as more companies move to TQM.
Q24 | Strategic Human Resource Planning provides a number of benefits to a company, such as:
- providing strategies for responding to problems and crises as they arise.
- relieving middle managers of their HRM responsibilities.
- blurring the difference between line and staff management.
- reducing costs by diversifying the company’s goals and objectives.
- helping to identify the gap between a company’s current situation and vision.
Q25 | Molly heads a large company that has just experienced a major brain drain. She immediately increases compensation to new employees and gives each employee with over 10 year experience an extra 3 days of paid vacation per year. This is an example of:
- strategic HR planning.
- proactive HR strategy.
- reactive HR strategy.
- a knee-jerk reaction.
- downsizing.