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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 4

Q1 | HR strategies that fit a company’s focus strategy would be:
  • similar to those of a Miles and Snow defender strategy.
  • the same as those of a Miles and Snow prospector strategy.
  • identical to those of a company using a differentiation strategy.
  • identical to those of a company using a low-cost strategy.
  • between those of a differentiation and a low-cost strategy.
Q2 | Firms that display a defender strategy generally:
  • encourage risk-taking behaviors.
  • rank very low in job security.
  • encourage reliability over innovation.
  • recruit externally.
  • do not provide much upward mobility for employees.
Q3 | Firmsthat are high on uncertainty or that operate in volatile environments wouldbenefit most from HR strategies that involve:
  • variable pay and flexibility.
  • control emphasis and fixed pay.
  • centralized pay decisions and explicit job descriptions.
  • internal recruitment and a formal hiring process.
  • high dependency on superiors and uniform appraisal procedures.
Q4 | Firms that are low on uncertainty and change and that operate in stable environmentswould benefit most from HR strategies that involve:
  • variable pay and flexibility.
  • control emphasis and fixed pay.
  • loose work planning and flexibility.
  • external recruitment and an informal hiring process.
  • low dependency on superiors and tailored appraisal procedures.
Q5 | A firm considering the volatility of its product market, the degree of change that its product is experiencing over the passing of time, and the number of competitors with which it is competing is probably examining its HR strategy’s:
  • fit with organizational characteristics.
  • fit with organizational capabilities.
  • customized appraisals within the market.
  • fit with the environment.
  • defender capabilities.
Q6 | An organization’s “personality” consists of five characteristics, which include:
  • empowerment strategies.
  • its ability to outsource its work processes.
  • strategies for managing the work and family roles of its employees.
  • itsresponse to legislation.
  • the firm’s market posture.
Q7 | Thurmont’s steel mill is considering a new HR strategy. Which of the following couldbe considered an important element of the basic strategy?
  • Fostering moral commitment among the employees.
  • Discouraging informal socializing.
  • Implementing job-specific training.
  • Implementing generic job training.
  • Instituting more flexible HR strategies.
Q8 | Stacey notes that her firm is risk averse, operates with a flexible, delegating management style, and is outwardly focused. Stacey’s observations describe which organizational characteristic of a company?
  • Its production process for converting inputs into outputs.
  • The firm’s market posture.
  • Its organizational structure.
  • The firm’s management philosophy.
  • The organization’s overall personality.
Q9 | A firm that encourages an entrepreneurial climate may do which of the following:
  • display informal hiring strategies.
  • display a strong top-down managerial preference.
  • discourage innovation and risk taking.
  • ignore HR strategies.
  • rely on employees’ moral commitment to the firm.
Q10 | Mona is interested in buying a new computer. She has heard that Shell processors are on the low end of the cost spectrum and that the company offers an excellent warranty. Mona is focused on the firm’s:
  • fit with the market.
  • distinctive competencies.
  • consumer appreciation.
  • fit with organizational capabilities.
  • consumer enjoyment.
Q11 | The role of HR is to:
  • alleviate the personnel management responsibility from managers.
  • develop technical expertise to win more management battles than it loses.
  • mind its own business and leave the understanding and running of the business to the line managers.
  • support and help managers perform their jobs.
  • all of the above
Q12 | A company can take a number of steps to foster an effective relationship between managers and HR, such as:
  • focusing on the technical side of productivity and teaching it to HR.
  • hiring outside consultants to assist HR in implementing its programs.
  • requiring some management experience as part of HR professionals’ training.
  • developing a tough minded, win/lose mentality among HR professionals.
  • mandating after-work socializing among HR professionals and line managers.
Q13 | An HR department needs to develop several competencies in order to become a full strategic partner, such as:
  • followership: the ability to do what line managers want and need.
  • a fully developed set of qualitative skills to offset the quantitative focus of line management.
  • the ability to think tactically.
  • content skills.
  • knowledge of the business.
Q14 | Carson is gathering information for an HR audit. Which of the following areas should he be concerned with?
  • HR strategies’ fit with the environment.
  • potential for brain drain and discontent among employees.
  • the technology available to the employees.
  • increasing employee interdependence.
  • the risk-taking tendencies of the managers.
Q15 | The Society for Human Resource Management (SHRM) offers which of the following to the HR field?
  • An honorary doctorate in Human Resources to HR professionals who have been in the business for over 30 years.
  • Special benefit packages to all members.
  • The opportunity for HR professionals to be certified at the Professional Human Resources (PHR) or the Senior Professional Human Resources (SPHR) level.
  • Subsidized HR auditsto members’ firms.
  • Specialized managerial training to Fortune 500 companies’ HR professionals.
Q16 | Refer to Case 1.1. The change in the workforce at Caplin is an example of theenvironmental challenge of:
  • decentralization.
  • skillshortages.
  • globalization.
  • workforce diversity.
  • rapid change.
Q17 | Refer to Case 1.1. Caplin’s discussion of costs, quality, and capabilities shows that they are trying to address:
  • the organizational challenge of competitive position.
  • the environmental challenge of rapid change.
  • the individual challenge of matching the individual and the organization/job.
  • the benefits of strategic HR planning.
  • their strategic HR choices.
Q18 | Refer to Case 1.1. The discussion about people’s work habits represents the organizational challenge for HR of:
  • the problems with empowerment.
  • outsourcing.
  • organizational culture.
  • the use of technology.
  • the ethics and social responsibility of employers.
Q19 | Refer to Case 1.1. The closing discussion about supporting the literacy program is an example of a company grappling with:
  • the individual challenge of empowerment.
  • the organizational challenge of workforce diversity.
  • the environmental challenge of rapid change.
  • the individual challenge of social responsibility.
  • none of the above
Q20 | Refer to Case 1.2. One clear benefit of this strategic planning session is:
  • the explicit communication of company goals.
  • identification of HR constraints and capabilities.
  • an exploitation of the company’s distinctive capabilities.
  • identification of the gap between the current situation and a future vision.
  • the development of a reactive mindset.
Q21 | Refer to Case 1.2. The HR strategies suggested are examples of one way to addressthe strategic HR planning challenge of:
  • creating a common bond among the management team.
  • coping with the environment.
  • avoiding excessive concentration on day-to-day problems.
  • combining intended and emergent strategies.
  • reinforcing overall business strategy.
Q22 | Refer to Case 1.2. If this firm chooses to also address its employee relations, itshould:
  • look at its policy on union avoidance or support.
  • develop policies to protect employee interests.
  • decentralize policy formation.
  • provide continuing support to employees who left the company involuntarily.
  • promote from within.
Q23 | Refer to Case 1.2. The HR strategies suggested are examples of:
  • intended strategies.
  • emergent strategies.
  • business environment-oriented strategies.
  • quality of work life strategy.
  • business unit strategy.
Q24 | Refer to Case 1.2. The HR strategies suggested are examples of the strategic HRchoice in the area of:
  • work flows.
  • staffing.
  • compensation.
  • employee relations.
  • performance appraisal.
Q25 | Refer to Case 1.3. Which of the following HR strategies would support the company’s business strategy?
  • Explicit job descriptions.
  • Self-managing work teams.
  • Intense supervision of labor.
  • Emphasis on technical qualifications and skills.
  • Job-based pay.