人力資源管理期末復(fù)習(xí)題

Chapter1:IntroductiontoHumanResourceManagement

MultipleChoice

1.Thebasicfunctionsofmanagementincludeallofthefollowingexcept.

a.planning

b.organizing

c.motivating

d.leading

e.staffing

(c;moderate)

2.Themanagementprocessismadeupofbasicfunctions.

a.three

b.four

c.five

d.eight

e.ten

(c;moderate)

3.Whichbasicfunctionofmanagementincludesestablishinggoalsand

standards,developingrulesandprocedures,andforecasting?

a.planning

b.organizing

c.motivating

d.leading

e.staffing

(a;easy)

4.Whatspecificactivitieslistedbelowarepartoftheplanningfunction?

a.givingeachsubordinateaspecifictask

b.recruitingprospectiveemployees

c.traininganddevelopingemployees

d.developingrulesandprocedures

e.alloftheabove

(d;moderate)

5.Linspendsmostofhertimeatworksettinggoalsandstandardsand

developingrulesandprocedures.WhichfunctionofmanagementdoesLin

specializein?

a.planning

b.organizing

c.motivating

d.leading

e.staffing

(a;easy)

HumanResourceManagement:AnAsianPerspective(SecondEdition)

6.Whichbasicfunctionofmanagementincludesdelegatingauthorityto

subordinatesandestablishingchannelsofcommunication?

a.planning

b.organizing

c.motivating

d.leading

e.staffing

(b;easy)

7.Whatspecificactivitieslistedbelowarepartoftheorganizingfunction?

a.givingeachsubordinateaspecifictask

b.recruitingprospectiveemployees

c.traininganddevelopingemployees

d.developingrulesandprocedures

e.alloftheabove

(a;moderate)

8.Whichbasicfunctionofmanagementincludesselectingemployees,setting

performancestandards,andcompensatingemployees?

a.planning

b.organizing

c.motivating

d.leading

e.staffing

(e;easy)

9.Whatspecificactivitieslistedbelowarepartofthestaffingfunction?

a.givingeachsubordinateaspecifictask

b.maintainingmorale

c.recruitingprospectiveemployees

d.developingrulesandprocedures

e.bothbandc

(c;moderate)

10.Whichbasicfunctionofmanagementincludessettingstandardssuchasales

quotasandqualitystandards?

a.planning

b.organizing

c.controlling

d.leading

e.staffing

(c;easy)

11.Whatspecificactivitieslistedbelowarepartofthecontrollingfunction?

a.givingeachsubordinateaspecifictask

b.recruitingprospectiveemployees

c.traininganddevelopingemployees

d.developingrulesandprocedures

e.checkingtoseehowactualperformancecompareswithstandards

(e;moderate)

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12.istheprocessofacquiring,training,appraising,andcompensating

employees,andattendingtotheirlaborrelations,healthandsafety,and

fairnessconcerns.

a.HumanResourceManagement

b.LaborRelations

c.IndustrialPsychology

d.OrganizationalBehavior

e.OrganizationalHealthandSafetyManagement

(a;easy)

13.Humanresourcemanagementis.

a.theconceptsandtechniquesusedtocontrolpeopleatwork

b.theprocessoforganizingworkactivities

c.theprocessofidentifyingcountrieswithcheaperlaborcostsandrelocating

jobstothosecountries

d.theprocessofacquiring,training,appraising,andcompensating

employees,andattendingtotheirlaborrelations,healthandsafety,and

fairnessconcerns

e.alloftheabove

(d;moderate)

14.istherighttomakedecisions,todirecttheworkofothers,andtogive

orders.

a.Leadership

b.Authority

c.Delegation

d.Management

e.Responsibility

(b;easy)

15.areauthorizedtodirecttheworkofsubordinates.

a.Linemanagers

b.Staffmanagers

c.Leaders

d.Advisoryboardmembers

e.Alloftheabove

(a;easy)

16.areresponsibleforassistingandadvisinglinemanagersinareaslike

recruiting,hiring,andcompensation.

a.Humanresourcemanagers

b.Staffmanagers

c.Linemanagers

d.EEOofficers

e.Boardmembers

(a;easy)

HumanResourceManagement:AnAsianPerspective(SecondEdition)

17.Effectivehumanresourcemanagementcouldincludeallofthefollowing

responsibilitiesexcept.

a.placingtherightpersonintherightjob

b.trainingemployees

c.controllinglaborcosts

d.protectingemployees,health

e.allareresponsibilitiesnecessaryforeffectivehumanresourcemanagement

(e;moderate)

18.Humanresourcemanagersgenerallyexertwithinthehumanresources

departmentandoutsidethehumanresourcesdepartment.

a.lineauthority;impliedauthority

b.staffauthority;lineauthority

c.lineauthority;staffauthority

d.functionalcontrol;authoritariancontrol

e.staffauthority;specificauthority

(a;difficult)

19.Linemanagersrespecttheknowledgehumanresourcemanagershaveinareas

suchastestingandaffirmativeaction.Consequently,humanresource

managerscaninfluencelinemanagersthrough.

a.lineauthority

b.functionalcontrol

c.impliedauthority

d.explicitauthority

e.humancapital

(c;moderate)

20.Whichofthefollowingresponsibilitiesdohumanresourcemanagersfulfillin

theirroleasemployeeadvocates?

a.establishguidelinesforhowmanagementshouldbetreatingemployees

b.providesupportforemployeescontestingunfairpractices

c.representemployees,interestsasappropriate

d.alloftheabove

e.noneoftheabove

(d;moderate)

21.Allofthefollowingareexamplesofhumanresourcejobdutiesexcept_____.

a.recruiter

b.equalemploymentopportunitycoordinator

c.financialadvisor

d.compensationmanager

e.laborrelationsspecialist

(c;moderate)

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22.Whichofthefollowingjobtitlesindicatesapositioninhumanresources?

a.recruiter

b.jobanalyst

c.trainingspecialist

d.EEOcoordinator

e.alloftheabove

(e;easy)

23.Whichofthefollowingtasksrelatedtorecruitingandhiringisnottypically

handledbyHRstaff?

a.specifynecessaryjobqualifications

b.developpoolofqualifiedapplicants

c.conductinitialscreeninginterviews

d.administertests

e.explainbenefitspackages

(a;easy)

24.Theexpertiseofhumanresourcedepartmentsbecameindispensablewiththe

a.introductionofemploymentlaws

b.passingofequalemploymentlaws

c.increaseofwomenintheworkforce

d.movementofjobstocountrieswithcheaperlaborcosts

e.bothaandb

(e;moderate;p.9)

25.referstothetendencyoffirmstoextendtheirsales,ownership,and/or

manufacturingtonewmarketsabroad.

a.Expansion

b.Marketdevelopment

c.Globalization

d.Exportgrowth

e.Diversification

(c;easy)

26.Mostpeoplewhoareclassifiedasnontraditionalworkersare.

a.contingentworkers

b.independentcontractors

c.jobsharing

d.workingmultiplejobs

e.caringforanelderlyparent

(b;difficult)

27.Whichofthefollowingisatypeofnontraditionalworker?

a.contingentworkers

b.part-timeworkers

c.peopleworkinginalternativeworkarrangements

d.peoplewithmultiplejobs

e.alloftheabove

(e;moderate)

HumanResourceManagement:AnAsianPerspective(SecondEdition)

28.Jaktakesonvariousprojectsasanindependentcontractor.Heworkson

severalprojectsforavarietyofcompanies.Whenaprojectiscomplete,he

movesontoanotherproject,oftenwithadifferentcompany.Jakisatypeof

a.contingentworker

b.collateralworker

c.manager

d.consultant

e.noneoftheabove

(a;moderate)

29.Sarasandhermother,AnnshareoneflightattendantjobatJetAirlines.Saras

andAnncouldbeclassifiedas.

a.flex-timeworkers

b.contingentworkers

c.nontraditionalworkers

d.traditionalworkers

e.noneoftheabove

(c;easy)

30.Whattermreferstotheknowledge,education,training,skills,andexpertiseof

afirm'sworkers?

a.humanresources

b.humancapital

c.intangibleassets

d.knowledgeassets

e.intellectualproperty

(b;moderate)

31.Whichofthefollowingdemographicissuesrepresentsachallengeforhuman

resourcemanagers?

a.increasinglydiverseworkforce

b.agingworkforce

c.increasinguseofcontingentworkers

d.bothaandb

e.alloftheabove

(d;moderate;p.13)

32.Theproportionofwomenintheworkforceisprojectedto.

a.increasesignificantlyoverthecomingdecade

b.decreaseasmorewomendecidetostayhomewithchildren

c.stopgrowing

d.increaseatadecreasingrate

e.decreaseatanincreasingrate

(c;difficult)

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33.Overthenextfewyears,employersmayfaceaseverelaborshortagebecause

a.therearefewerpeopleenteringthejobmarketthanthereareretiringbaby

boomers

b.one-thirdofmarriedwomenarenotinthelaborforce

c.Olderworkerswillrepresent11%ofthelaborforce

d.peoplearelivinglonger

e.alloftheabove

(a;difficult)

34.Whattacticwillemployerslikelyhavetotaketofillopeningsleftbyretiring

employees?

a.institutingflexibleworkhours

b.providingeldercare

c.hiringmorewomen

d.rehiringretirees

e.loweringtheretirementage

(d;difficult)

35.Aisacompany'splanforhowitwillbalanceitsinternalstrengthsand

weaknesseswithexternalopportunitiesandthreatsinordertomaintaina

competitiveadvantage.

a.SWOTanalysis

b.missionstatement

c.strategy

d.tactic

e.scorecard

(c;easy)

36.Theperformanceofhumanresourcedepartmentsisevaluatedbasedon.

a.measurableevidenceofefficiency

b.measurableevidenceofeffectiveness

c.anecdotalevidence

d.qualitativemeasuresofsuccess

e.bothaandb

(e;moderate)

37.Quantitativeperformancemeasuresusedbyhumanresourcemanagersto

assessoperationsarecalled.

a.ratios

b.benchmarks

c.metrics(指標(biāo)、度量)

d.grades

e.goals

(c;moderate)

HumanResourceManagement:AnAsianPerspective(SecondEdition)

38.Themetriccanbeusedasameasurementtoshowimprovementsto

savingsinrecruitmentandretentioncosts.

a.absencerate

b.costperhire

c.HRexpensefactor

d.humancapitalROI

e.timetofill

(b;moderate)

39.Whichmetricindicatesthecostofhealthcareperemployeebyprovidingthe

percapitacostofemployeebenefits?

a.HRexpensefactor

b.humancapitalROI

c.healthcarecostsperemployee

d.humancapitalvalueadded

e.revenuefactor

(c;moderate)

40.Themetricviewshumanresourceexpensesinrelationtothetotal

operatingexpensesoftheorganization.

a.HRexpensefactor

b.humancapitalROI

c.healthcarecostsperemployee

d.humancapitalvalueadded

e.revenuefactor

(a;moderate)

41.areausefultoolfordeterminingwhyemployeesareleavingan

organization.

a.Governmentlaborreports

b.Exitinterviews

c.Benchmarks

d.HRportals

e.Turnoverrates

(b;easy)

42.Whichofthefollowinghumanresourcepracticescanbeusefulinreducing

workers'compensationcostperemployee?

a.safetytraining

b.disabilitymanagement

c.safetyincentives

d.alloftheabove

e.aandbonly

(d;moderate)

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43.Whichmetricviewsemployeesascapitalratherthanasanexpense?

a.timetofill

b.traininginvestment

c.HRexpensefactor

d.revenuefactor

e.noneoftheabove

(d;difficult)

44.Themeasurestherateatwhichemployeesleavethecompany.

a.turnovercosts

b.turnoverrate

c.timetofill

d.costperhire

e.absencerate

(b;moderate)

45.Whenmanagersusemetricstoassessperformanceandthendevelopstrategies

forcorrectiveaction,theyareperformingthefunctionofmanagement.

a.planning

b.leading

c.staffing

d.controlling

e.organizing

(d;difficult)

46.Thetermmeanscontributinginameasurablewaytoachievingthe

company'sstrategicgoals.

a.competitiveadvantage

b.achievementsuccess

c.valuecreation

d.successmetric

e.noneoftheabove

(c;moderate)

47.Managersusea(n)tomeasuretheHRfunction'seffectivenessand

efficiencyinproducingemployeebehaviorsthecompanyneedstoachieveits

strategicgoals.

a.metric

b.HRScorecard

c.benchmark

d.highperformanceworksystem

e.MBOformat

(b;easy)

HumanResourceManagement:AnAsianPerspective(SecondEdition)

48.Metricscanbecomparedagainsttoevaluateanorganization's

performance.

a.lastyear'smetric

b.competitor'smetric

c.surveydata

d.nationalstandard

e.alloftheabove

(e;easy)

49.TheRevenueFactorisequalto.

a.revenuedividedbythetotalnumberoffull-timeequivalents(FTE)

b.totaldayselapsedtofillrequisitionsdividedbythenumberhired

c.revenueminusoperatingexpenseminuscompensationandbenefitcost

dividedbythetotalnumberoffull-timeequivalents(FTE)

d.HRexpensedividedbythetotaloperatingexpense

e.advertisingplusagencyfeesplusemployeereferralsplustravelcostsof

applicantplusrelocationcostsplusrecruiterpayandbenefitsdividedby

numberofhires

(a;difficult)

50.TheHRexpensefactorisequalto.

a.revenuedividedbythetotalnumberoffull-timeequivalents(FTE)

b.totaldayselapsedtofillrequisitionsdividedbythenumberhired

c.revenueminusoperatingexpenseminuscompensationandbenefitcost

dividedbythetotalnumberoffull-timeequivalents(FTE)

d.HRexpensedividedbythetotaloperatingexpense

e.advertisingplusagencyfeesplusemployeereferralsplustravelcostsof

applicantplusrelocationcostsplusrecruiterpayandbenefitsdividedby

numberofhires

(d;difficult)

51.Thecostperhireisequalto.

a.revenuedividedbythetotalnumberoffull-timeequivalents(FTE)

b.totaldayselapsedtofillrequisitionsdividedbythenumberhired

c.revenueminusoperatingexpenseminuscompensationandbenefitcost

dividedbythetotalnumberoffull-timeequivalents(FTE)

d.HRexpensedividedbythetotaloperatingexpense

e.advertisingplusagencyfeesplusemployeereferralsplustravelcostsof

applicantplusrelocationcostsplusrecruiterpayandbenefitsdividedby

numberofhires

(e;moderate)

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52.Thehumancapitalvalueaddedisequalto.

a.revenuedividedbythetotalnumberoffull-timeequivalents(FTE)

b.totaldayselapsedtofillrequisitionsdividedbythenumberhired

c.revenueminusoperatingexpenseminuscompensationandbenefitcost

dividedbythetotalnumberoffull-timeequivalents(FTE)

d.HRexpensedividedbythetotaloperatingexpense

e.advertisingplusagencyfeesplusemployeereferralsplustravelcostsof

applicantplusrelocationcostsplusrecruiterpayandbenefitsdividedby

numberofhires

(c;difficult)

53.Whatmetricevaluatesretentioneffortsbyanorganization?

a.turnovercosts

b.turnoverrate

c.costperhire

d.absencerate

e.bothaandb

(e;easy)

54.Firmscanusetheasabenchmarkforthecostperhiremetric.

a.Governmentemploymentreport

b.CostPerHireStaffingMetricsSurvey

c.EmployerCostsfbrEmployeeCompensationReport

d.GovernmentJobTurnoverReport

e.Noneoftheabove

(b;easy)

55.Firmscanusetheasabenchmarkforthetimetofillmetric.

a.Governmentemploymentreport

b.CostPerHireStaffingMetricsSurvey

c.EmployerCostsfbrEmployeeCompensationReport

d.GovernmentJobTurnoverReport

e.Noneoftheabove

(b;difficult)

56.Theconcisemeasurementsystemusedbycompaniestoshowthequantitative

standardsthefirmusestomeasureHRactivities,employeebehaviorsresulting

fromtheactivities,andthestrategicallyrelevantorganizationaloutcomesof

thoseemployeebehaviorsiscalleda(n).

a.evaluationsystem

b.HRscorecard

c.appraisalsystem

d.evaluationbenchmark

e.annualreport

(b;moderate)

HumanResourceManagement:AnAsianPerspective(SecondEdition)

57.Whenseekingtoimprovetheworkers?compensationcostperemployee

metric,humanresourcemanagersshouldanalyze.

a.typesofinjuries

b.injuriesbydepartment

c.injuriesbyjobtype

d.changesininjuriesovertime

e.alloftheabove

(e;easy)

58.InwhichareamustHRmanagersbeproficientinordertoperformwellin

today'senvironment?

a.HRproficiencies

b.businessproficiencies

c.leadershipproficiencies

d.learningproficiencies

e.alloftheabove

(e;moderate)

59.Makwantstoreportthevalueoftheknowledge,skill,andperformanceofthe

organization'sworkforce.Toillustratehowemployeesaddvaluetoan

organization,Makshouldusethemetric.

a.revenuefactor

b.humancapitalvalueadded

c.traininginvestment

d.HRexpensefactor

e.intangibleassets

(b;moderate)

60.OfthefourcategoriesofproficienciesnecessaryforHRmanagers,whichone

referstotraditionalknowledgeandskillsinareassuchasemployeeselection,

training,andcompensation?

a.HRproficiencies

b.businessproficiencies

c.leadershipproficiencies

d.learningproficiencies

e.staffingproficiencies

(a;moderate)

61.OfthefourcategoriesofproficienciesnecessaryforHRmanagers,whichone

referstoknowledgeofstrategicplanning,marketing,production,andfinance?

a.HRproficiencies

b.businessproficiencies

c.leadershipproficiencies

d.learningproficiencies

e.staffingproficiencies

(b;moderate)

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62.OfthefourcategoriesofproficienciesnecessaryforHRmanagers,whichone

referstotheabilitytoworkwithandleadmanagementgroups?

a.HRproficiencies

b.businessproficiencies

c.leadershipproficiencies

d.learningproficiencies

e.staffingproficiencies

(c;moderate)

63.SuHanisanHRmanagerforalargecompany.TheMBAdegreesheearned

priortotakingthispositionhasbeenhelpfultoherbecauseitpreparedherto

betterunderstandtheroleofstrategicplanning,marketing,production,and

financeincreatingaprofitableorganization.Whichcategoryofproficiency

hasSu'sMBApreparedherfor?

a.HRproficiencies

b.businessproficiencies

c.leadershipproficiencies

d.learningproficiencies

e.staffingproficiencies

(b;moderate)

64.Mohanisparticularlygoodatstayingabreastofnewtechnologiesand

practicesaffectinghumanresourcesmanagement.Whichproficiencyis

Mohanskilledin?

a.HRproficiencies

b.businessproficiencies

c.leadershipproficiencies

d.learningproficiencies

e.staffingproficiencies

(d;moderate)

65.Whichofthefollowingtypesoflawsdoesnotaffectthedecisionsofhuman

resourcemanagers?

a.equalemploymentlaws

b.occupationalsafetyandhealthlaws

c.laborlaws

d.advertisingregulations

e.alloftheaboveaffectthedecisionsofhumanresourcemanagers

(d;difficult)

66.setguidelinesregardinghowthecompanywritesitsrecruitingads,

whatquestionsitsjobinterviewersask,andhowitselectscandidatesfor

trainingprogramsorevaluatesitsmanagers.

a.Equalemploymentlaws

b.Occupationalsafetyandhealthlaws

c.Laborlaws

d.Advertisingregulations

e.FairnessinEmploymentregulations

(a;moderate)

HumanResourceManagement:AnAsianPerspective(SecondEdition)

67.setguidelinesregardingsafetypracticesatwork.

a.Equalemploymentlaws

b.Occupationalsafetyandhealthlaws

c.Laborlaws

d.Advertisingregulations

e.FairnessinEmploymentregulations

(b;moderate)

68.WhichofthefollowingHRactivitiesmaybeoutsourcedtospecialistservice

providers?

a.administrationof401(k)pensionplans

b.employeeassistance/counselingplans

c.retirementplanning

d.backgroundchecks

e.alloftheabove

(e;moderate)

69.Companiesmayusea(n)toprovideemployeeswithasingleaccess

pointorgatewayonacompany'sintranettoallhumanresourceinformation.

a.database

b.HRportal

c.datawarehouse

d.www

e.URL

(b;easy)

70.ABCorpstreamlineditsannualbenefitspackageenrollmentsbydigitizingand

aggregatingtheformerpaperbenefitsreports,electronicspreadsheets,and

benefitsummariesandprovidingthematerialsatasinglelocationonthe

companyintranet.ABCorpisusinga(n).

a.database

b.HRportal

c.datawarehouse

d.customerrelationshipmanagementsystem

e.outsourcingmodel

(b;moderate)

Chapter3:StrategicHumanResourceManagementandtheHRScorecard

MultipleChoice

1.Aisthecompany'splanforhowitwillmatchitsinternalstrengths

andweaknesseswithexternalopportunitiesandthreatstomaintaina

competitiveadvantage.

a.strategicplan

b.situationanalysis

c.environmentalscan

d.SWOTanalysis

e.tacticalplan

(a;easy;p.78)

2.Whichofthefollowingisnotpartofstrategicplanning?

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a.evaluatingthefirm9sinternalandexternalsituation

b.definingthebusinessanddevelopingamission

c.translatingthemissionintostrategicgoals

d.craftingacourseofaction

e.implementingstrategies

(e;moderate;p.78)

3.Thepurposeofastrategicplanittoidentifywaystocreateormaintaina(n)

a.differentialadvantage

b.competitiveadvantage

c.instrumentaladvantage

d.successfactor

e.alloftheabove

(b;moderate;p.79)

4.Whatisthefirststepinthestrategicmanagementprocess?

a.performexternalandinternalaudits

b.definethebusinessanditsmission

c.translatethemissionintostrategicgoals

d.formulateastrategy

e.implementthestrategy

(b;easy;p.79)

5.Aisageneralstatementofintendeddirectionthatevokesemotional

feelingsinorganizationmembers.

a.mission

b.strategicplan

c.codeofethics

d.vision

e.noneoftheabove

(d;easy;p.79)

6.Visionstatementsfocusonthe.

a.past

b.present

c.future

d.alloftheabove

e.noneoftheabove

(c;easy;p.79)

7.Alaysoutwhatabusinessstrivestobewhilethelaysout

whatitshouldbenow.

a.mission;vision

b.vision;mission

c.dream;vision

d.goal;accomplishment

e.CEO;CFO

(b;easy;p.80)

HumanResourceManagement:AnAsianPerspective(SecondEdition)

8.Definingthebusinessisthestepinthestrategicmanagement

process.

a.first

b.second

c.third

d.fourth

e.fifth

(a;moderate;p.79)

9.Performingexternalandinternalauditsisthestepinthestrategic

managementprocess.

a.first

b.second

c.third

d.fourth

e.fifth

(b;moderate;p.80)

10.Thethirdstepinthestrategicmanagementprocessis.

a.performexternalandinternalaudits

b.definethebusinessanditsmission

c.formulatenewbusinessandmissionstatements

d.formulateastrategy

e.implementthestrategy

(c;easy;p.80)

ThesalesdirectoratWebMDisdevelopinggoalsregardingsalesrevenuetargets

andthenumberofnewmedical-relatedcontentproviderslikehospitalsand

HMOsitmustsignupperyear.Whichstepofthestrategicmanagementprocess

isWebMDworkingon?

f.performexternalandinternalaudits

g.definethebusinessanditsmission

h.translatethemissionintostrategicgoals

i.formulateastrategy

j.implementthestrategy

(c;moderate;p.80)

11.Lastyear,GeneralMotorsbeganacompany-widestrategytoimproveproduct

qualityandcustomersatisfaction.RecentreportsshowthatGM'sproduct

recallsforthefirsthalfoftheyeararehigherthanfortheentirepreviousyear.

GMexplainsthatthefiguressupportthecorporatecommitmenttoqualityand

satisfaction.WhichstepofthestrategicmanagementprocessisGMcurrently

dealingwith?

a.performexternalandinternalaudits

b.definethebusinessanditsmission

c.translatethemissionintostrategicgoals

d.formulateastrategy

e.evaluateperformance

(e;moderate;p.81)

12.Aservestocommunicatewhoacompanyisandwhatitdoes.

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a.mission

b.strategicplan

c.codeofethics

d.vision