Managing Human Resources 8th Canadian Edition By Monica Belcourt – Test Bank

 

 

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Sample Questions

 

 

Indicate whether the statement is true or false.

 

1. A job consists of different duties and responsibilities performed by one person.   a. True   b. False

 

2. Job analysis is an important step toward ensuring an organization’s HR practices are valid and job-related.   a. True   b. False

 

3. Job analysis is the process of obtaining information about jobs by determining what the duties, tasks, or activities of those jobs are.   a. True   b. False

 

4. Job design is concerned with changing, modifying, and enriching jobs in order to capture the talents of employees while improving performance.   a. True   b. False

 

5. Adding more meaningful tasks to an employee’s job in an effort to make it more rewarding is an example of job enrichment.   a. True   b. False

 

6. Employee empowerment grows in an organizational culture that promotes satisfaction, support, and recognition.   a. True   b. False

 

7. Industrial engineering is a technique of job design that is concerned with efficiency and behavioural considerations of a job.   a. True   b. False

 

8. Job design should facilitate the achievement of organizational goals while recognizing the capabilities and needs of those who are to perform it.   a. True   b. False

 

9. Employee involvement groups (EIs) are groups of highly trained individuals using consensus decision making to perform independent job tasks and solve problems.   a. True   b. False

 

10. Discrepancies between knowledge, skills, and abilities (KSAs) and job requirements provide clues to training needs.   a. True   b. False

 

11. Human resource information systems have limited potential to impact the job analysis process.   a. True   b. False

 

12. At Eastman Kodak Company, teams are responsible for manufacturing entire product lines. This type of team is referred to as a “task force.”   a. True   b. False

 

13. The critical incident method focuses on employee behaviours critical to job success.   a. True   b. False

 

14. The job characteristics model suggests that the motivated, satisfied, and productive employee is one who (1) experiences meaningful work; (2) experiences responsibility for work outcomes; and (3) has knowledge of the results of his or her work activities.   a. True   b. False

 

15. Job design is concerned with changing, modifying, and enriching jobs in order to capture the talents of employees while improving performance.   a. True   b. False

 

16. The real advantage of job enrichment is that it applies to all employees.   a. True   b. False

 

17. The critical incidents method of job analysis is based on interviewing the job incumbent/employee.   a. True   b. False

 

18. Most job descriptions include a job title, a job identification section, and a job duties section.   a. True   b. False

 

19. Job sharing is effective for employees who desire to phase in to retirement.   a. True   b. False

 

20. In the job characteristics model, skill variety refers to the amount of freedom held by the employee to schedule work and perform activities.   a. True   b. False

 

21. Empowerment encourages employees to become innovators and managers of their own work.   a. True   b. False

 

22. Job design considers organizational objectives, industrial engineering considerations, ergonomic concerns, and job descriptions.   a. True   b. False

 

23. The job title is of psychological importance as well as descriptive.   a. True   b. False

 

24. Job enrichment is a way of increasing employee empowerment.   a. True   b. False

 

25. Common methods of analyzing jobs include interviews, questionnaires, observation, and diaries.   a. True   b. False

 

26. An example of a job-related specification might be to require three to five years’ experience for a job as senior compensation analyst.   a. True   b. False

 

27. All group-based work techniques have two things in common: enhancing communication and increasing synergy.   a. True   b. False

 

28. Relying on generic job descriptions tends to reduce role ambiguity.   a. True   b. False

 

29. Ultimately, the purpose of job analysis is to value a job and establish its pay rate.   a. True   b. False

 

30. Inherent in the concept of work teams is that employees, not managers, are in the best position to contribute to work performance.   a. True   b. False

 

31. To promote uniformity across organizations, the National Occupational Classification should be used as the sole source for classifying jobs.   a. True   b. False

 

32. Managers cite one of the reasons for implementing compressed workweek schedules as that it can improve employee job satisfaction and morale.   a. True   b. False

 

33. Job enrichment incorporates the behavioural needs of employees into their jobs.   a. True   b. False

 

34. A statement of the different duties, tasks, and responsibilities of a job is known as a job description.   a. True   b. False

 

35. As a manager, if you designed a job so that an employee could perform the job from beginning to end according to the job characteristics model, you would be creating task identity.   a. True   b. False

 

36. Employees participate in flextime when they do entirely different jobs on a rotating schedule.   a. True   b. False

 

37. When writing a job description, it is essential to use statements that are terse, direct, and simply worded.   a. True   b. False

 

38. The competency-based approach to job analysis focuses on standard job duties, tasks, and the like.   a. True   b. False

 

39. Job analysis is now considered outdated because it can’t keep up with the current state of change in today’s fast-paced work world.   a. True   b. False

 

40. A problem with job descriptions is that they tend to broaden the scope of activities performed by a jobholder.   a. True   b. False

 

41. Job specifications usually cover two areas: (1) the skill required to perform the job and (2) the level of autonomy inherent in the position.   a. True   b. False

 

42. Job enrichment can improve employee performance in cases of dissatisfaction with pay and benefits.   a. True   b. False

 

43. There are many methods of job analysis and many different ways of compiling the data, but all of the methods rely on some form of employee/job incumbent interview.   a. True   b. False

 

44. Employee interviewing is the most accurate method of job analysis because the employee is least likely to exaggerate essential job functions.   a. True   b. False

 

45. The standard format for job descriptions is contained in the Dictionary of Occupational Titles.   a. True   b. False

 

46. Adjustments in work schedules are considered to be a part of job analysis and job design.   a. True   b. False

 

47. Job specifications describe the duties, tasks, and responsibilities performed on the job and therefore play a key role in performance appraisal.   a. True   b. False

 

48. Telecommuting is the use of personal computers, networks, and other communications technology to do work in the home that is traditionally done in the workplace.   a. True   b. False

 

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

 

49. What is a key objective of the National Occupational Classification compiled by the federal government?   a. It helps to speed up audits by the government.   b. It allows for greater uniformity of job titles and job descriptions across the country.   c. It serves as the base for the Job Classification Guide.   d. It transforms career planning.

 

50. What is the typical method used by organizations to design compressed work weeks?   a. giving employees the work to do at home   b. giving a free day off   c. increasing the number of hours worked per day   d. giving a week off every month

 

51. An owner of a mall-based retail shop chain has asked front-line sales associates to attend a twice-yearly all-day meeting where they share ideas about possible new products, innovations, and ideas about improving work flow. What is the owner most likely attempting to implement?   a. job involvement   b. job enrichment   c. brainstorming   d. a culture audit

 

52. According to the work of Herzberg, which of the following methods can managers use to enrich the jobs of employees?   a. improving pay   b. increasing benefits   c. adding more responsibility to jobs   d. improving leadership

 

53. What is often cited as the most important factor contributing to the success of employee involvement groups?   a. team pay and benefits   b. appropriate job design   c. organizational design   d. comprehensive training of employees

 

54. Which of the following is an example of an employee involvement group?   a. a group of employees who come together once a year to brainstorm new workflow ideas   b. a group of employees who meet after work hours to discuss their interest in hiking and other outdoor activities   c. a group of employees who are allowed to take specialized training courses in statistical analysis   d. a group of employees who meet weekly to brainstorm a sequel to a popular product line

 

55. Which of the following is an example of a job specification?   a. To be a grocery store cashier, you need to know how to work a cash register, know the rules of the store, and know basic math.   b. To be a grocery store cashier, you have to deal with the public and be able to stand on your feet for long hours.   c. A grocery store cashier assists customers in paying for their grocery items and answering questions about products.   d. A grocery store cashier is responsible for making sure items are bagged or tagged, and that all customers pay for their items.

 

Scenario 4.1 Mike Brassington is the CEO of Canada Steel, a firm that produces steel products for a global market. To improve on one of its products that has received some criticisms on its quality, Canada Steel wants to put together a team that will involve different people in the organization, across different departments, so as to utilize their skills in a manner that would be more productive than if they worked separately. Mike has two ideas on how to design these teams. First, he can put together a group of experienced people from different departments (e.g., marketing, engineering, etc.) to solve the problem (Team 1). Second, he can allow interested employees to have online discussions voluntarily (Team 2). He also has to decide on how to measure the success of the team’s efforts.

 

56. Refer to Scenario 4.1. According to the textbook, what is a potential challenge for Team 1?   a. different cultures among group members   b. leadership support   c. Web/Internet support   d. determining compensation for team accomplishments

 

57. If the criteria used to evaluate employee performance are vague and not job related, what is the most likely result?   a. The organization can be charged with unfair discrimination.   b. The organization can suffer productivity losses.   c. The organization can suffer from bad publicity.   d. The organization can suffer from lack of trust and commitment from employees.

 

58. Sally is interviewing an employee, asking him to describe his job, how it is performed, what work is done, and what tools and equipment are used. What style of job analysis is Sally performing?   a. the critical incidents style of job analysis   b. the task analysis style of job analysis   c. the PAQ style of job analysis   d. the occupation classification style of job analysis

 

59. What is the main difference between job analysis and job design?   a. Job analysis looks at jobs as they currently are; job design is about reorganizing work.   b. Job analysis is required to ensure that HR functions are based on sound and valid data; job design is focused on compensation and the financial worth of the work.   c. Job analysis is a process; job design is a function.   d. Job analysis is the study of jobs as currently performed; job design is concerned with changing job structures to improve efficiency.

 

Scenario 4.1 Mike Brassington is the CEO of Canada Steel, a firm that produces steel products for a global market. To improve on one of its products that has received some criticisms on its quality, Canada Steel wants to put together a team that will involve different people in the organization, across different departments, so as to utilize their skills in a manner that would be more productive than if they worked separately. Mike has two ideas on how to design these teams. First, he can put together a group of experienced people from different departments (e.g., marketing, engineering, etc.) to solve the problem (Team 1). Second, he can allow interested employees to have online discussions voluntarily (Team 2). He also has to decide on how to measure the success of the team’s efforts.

 

60. Refer to Scenario 4.1. What is the term for the first type of team Mike is considering, where he will put together different people from different units (Team 1)?   a. a self-directed team   b. a process improvement team   c. a virtual team   d. a quality improvement team

 

61. What is a key advantage of division of labour in organizations?   a. improved efficiency   b. less need for managers   c. greater creativity   d. increased employee autonomy

 

62. In a newspaper ad, Company A stated that for the HRIS Supervisor’s job, the following are required: an appropriate university degree, five years of corporate experience, and working knowledge of statistical analysis and software.” What are these requirements an example of?   a. a job requirement   b. a job description   c. a position   d. a job specification

 

63. What is the ultimate purpose of job analysis?   a. to make sure that societal decisions are fair   b. to increase performance and productivity of the organization   c. to have a sense of what employees should be or are doing in their jobs   d. to organize work in a meaningful way

 

Scenario 4.1 Mike Brassington is the CEO of Canada Steel, a firm that produces steel products for a global market. To improve on one of its products that has received some criticisms on its quality, Canada Steel wants to put together a team that will involve different people in the organization, across different departments, so as to utilize their skills in a manner that would be more productive than if they worked separately. Mike has two ideas on how to design these teams. First, he can put together a group of experienced people from different departments (e.g., marketing, engineering, etc.) to solve the problem (Team 1). Second, he can allow interested employees to have online discussions voluntarily (Team 2). He also has to decide on how to measure the success of the team’s efforts.

 

64. Refer to Scenario 4.1. Which of the following is NOT a way for Mike to measure the success of the team?   a. through the level of cooperation and trust of team members   b. through whether the goals of the team are achieved   c. through the pay increases of the team   d. through the way in which conflicts are resolved

 

65. What is a position?   a. a group of related activities and duties   b. the different duties and responsibilities performed by one employee   c. a statement of the knowledge, skills, and abilities required to perform work   d. a statement of the tasks, duties, and responsibilities associated with work

 

66. There could be legal challenges if specific performance requirements of a job are not based on which of the following?   a. best practices in industry   b. peer evaluations   c. interview data   d. valid job-related criteria

 

67. What is a job specification?   a. a statement of the knowledge, skills, and abilities required to perform the job   b. a statement of the tasks, duties, and responsibilities associated with the job   c. a group of related activities and duties   d. the different duties and responsibilities performed by one employee

 

68. In discussing how jobs can be enriched, Frederick Hertzberg suggested several factors that can help in this process. Which of the following is NOT one such factor?   a. increasing the level of difficulty of the job   b. allowing employees to retain more authority over work outcomes   c. adding new tasks to the job that require employee growth   d. increasing the pay for work done

 

69. What do we call the type of work schedule in which employees can adjust their daily starting and quitting times, provided that they work a certain number of hours per day or week?   a. a compressed workweek   b. a shorter workweek   c. a flextime arrangement   d. an adaptable schedule

 

70. What is the most important difference between competency-based analysis and all other forms of job analysis discussed in the textbook?   a. Competency-based analysis is better at keeping pace with the quickly changing nature of work.   b. Competency-based analysis relies solely on information obtained from job incumbents.   c. Competency-based analysis focuses on how the job is currently done.   d. Competency-based analysis requires a very high degree of training on the part of the analyst.

 

71. Why is job analysis considered the cornerstone of HRM?   a. because the information collected serves many HRM functions   b. because it is done in a scientifically sound and valid way   c. because the information comes from job incumbents who know the job the best   d. because it is required by law

 

72. Company A is planning to set up a “virtual team” for a project. Which of the following is the best advice for this team to be successful?   a. Team members should be selected based on certain personal characteristics such as a collaborative mindset.   b. All team members should understand advanced computer and telecommunications technology so that breakdowns in communication do not occur frequently.   c. Team members should all have Skype accounts.   d. Team members should NOT meet in person.

 

73. Team synergy is heightened when team members engage in behaviours such as support, active listening, consensus decision making, and which of the following?   a. disagreement   b. prioritizing options   c. charismatic leadership   d. unanimity

 

74. Which of the following is NOT a method to conduct job analysis?   a. task inventory development   b. the critical incident method   c. the position analysis questionnaire   d. divisional job analysis

 

75. Employee empowerment is a technique of involving employees in their work through which of the following processes?   a. development   b. inclusion   c. team building   d. banding

 

76. Which of the following is a downside of job sharing?   a. increased compensation   b. less innovation   c. potential distrust among employees   d. reduced employee appraisals

 

77. Which of the following is most correct when it comes to job analysis?   a. Artificial inflation of job duties must always be double-checked against the NOC.   b. A job analyst must weigh information obtained from the NOC above incumbent data.   c. A job analyst must weigh manager information more heavily than job incumbent data.   d. More information about the job is always better.

 

78. What factors does Herzberg describe as key to enriching jobs?   a. pay, promotion, pension, purpose, and perks   b. achievement, recognition, growth, responsibility, and performance of the whole job   c. safety needs, social needs, self-esteem needs, and self-actualization   d. skill variety, task identity, task significance, autonomy, and feedback

 

79. Which of the following is most likely to result in a successful telecommuting situation?   a. The telecommuters have to check in frequently throughout the day to let their managers know exactly what they are working on and how it is going.   b. The managers who are trained in formalized telecommuting procedures make random calls to the telecommuters at home to ensure all is going well and work is getting done.   c. The telecommuters are expected to attend regular on-site meetings and are trained in technical aspects of telecommuting.   d. Telecommuting is only allowed when the work at hand does not involve interaction of any kind.

 

Scenario 4.2 CanBank is a new financial institution with a workforce that values work–life balance. The CEO, Aren Ami, wants to experiment with different work schedules so as to address the needs of the employees. He is considering several options: a four-day, 40-hour workweek; allowing employees to choose start and end times for the workday provided they work a certain number of hours per week; allowing two or more employees to perform a job normally done by one person; and allowing some employees to do work from home that is normally done in the office. The CEO knows that there are pros and cons of each option that he has to weigh.

 

80. Refer to Scenario 4.2. What is the term for the option where employees choose start and end times for their workdays provided they work a specified number of hours in the week?   a. job sharing   b. telecommuting   c. shortened workweek   d. flextime

 

81. Refer to Scenario 4.2. What is the term for the option where employees work four-day, 40-hour workweeks?   a. flextime   b. telecommuting   c. job sharing   d. compressed workweek

 

82. Behavioural-based job design studies focus on two key simultaneous outcomes. What are these?   a. organizational efficiency and employee job satisfaction   b. organizational efficiency and effectiveness   c. organizational restructuring and job design   d. employee autonomy and job design

 

83. What is an important drawback of allowing employees to telecommute?   a. difficulty in developing appropriate performance standards   b. less work?0?life balance   c. increased work conflict   d. increased absenteeism

 

84. What is the concept called when “the interaction and outcome of team members are greater than the sum of their individual efforts”?   a. optimal performance   b. positive culture   c. energy   d. synergy

 

Scenario 4.2 CanBank is a new financial institution with a workforce that values work–life balance. The CEO, Aren Ami, wants to experiment with different work schedules so as to address the needs of the employees. He is considering several options: a four-day, 40-hour workweek; allowing employees to choose start and end times for the workday provided they work a certain number of hours per week; allowing two or more employees to perform a job normally done by one person; and allowing some employees to do work from home that is normally done in the office. The CEO knows that there are pros and cons of each option that he has to weigh.

 

85. Refer to Scenario 4.2. Which of the following is NOT a reason cited for flextime?   a. improving organizational culture   b. meeting the challenges of age diversity   c. improving customer service by extending operating hours   d. improving quality of employees’ work

 

86. “The IT specialist is responsible for the smooth running of all staff computers” is most likely an excerpt from which of the following?   a. a job description   b. a job specification   c. a job analysis   d. a job position

 

87. Which of the following job analysis methods utilize “interviews”?   a. critical incidents, PAQ, and competency-based analysis   b. critical incidents and competency based analysis   c. task analysis and competency-based analysis   d. PAQ, task analysis, and critical incidents

 

88. What can result from generically written job descriptions?   a. restructuring   b. openness to change   c. role ambiguity   d. role precision

 

Scenario 4.1 Mike Brassington is the CEO of Canada Steel, a firm that produces steel products for a global market. To improve on one of its products that has received some criticisms on its quality, Canada Steel wants to put together a team that will involve different people in the organization, across different departments, so as to utilize their skills in a manner that would be more productive than if they worked separately. Mike has two ideas on how to design these teams. First, he can put together a group of experienced people from different departments (e.g., marketing, engineering, etc.) to solve the problem (Team 1). Second, he can allow interested employees to have online discussions voluntarily (Team 2). He also has to decide on how to measure the success of the team’s efforts.

 

89. Refer to Scenario 4.1. Which of the following occurs when the interaction and outcome of team members is greater than the sum of their individual parts?   a. job sharing   b. cooperation   c. synergy   d. team enrichment

 

90. Which of the following is NOT a synergistic team characteristic?   a. support   b. consensus   c. acceptance   d. agreement

 

91. What do we call an analysis in which the emphasis is placed on characteristics of successful performers rather than standard duties?   a. a person-based job analysis   b. a competency-based analysis   c. a performance-based job analysis   d. a team-based analysis

 

92. According to the job characteristics model, what three psychological states of a jobholder result in motivated, satisfied, and productive employees?   a. meaningfulness of work, responsibility for completion of a whole identifiable piece of work, and knowledge of work results   b. meaningfulness of work, task significance, and autonomy   c. meaningfulness of work, responsibility for outcomes, and fair compensation   d. meaningfulness of work, responsibility for outcomes, and knowledge of work results

 

93. In doing its job analyses, ABC Company, interviews its accountants on the factors that contribute to their success as accountants in the firm. Which job analytic technique is being used by the company?   a. competency-based analysis   b. task inventory analysis   c. critical incident method   d. the position analysis questionnaire