Chapter04雷蒙德第七版HumanResourceManagementWord下载.docx
- 文档编号:22005010
- 上传时间:2023-02-02
- 格式:DOCX
- 页数:24
- 大小:25.61KB
Chapter04雷蒙德第七版HumanResourceManagementWord下载.docx
《Chapter04雷蒙德第七版HumanResourceManagementWord下载.docx》由会员分享,可在线阅读,更多相关《Chapter04雷蒙德第七版HumanResourceManagementWord下载.docx(24页珍藏版)》请在冰豆网上搜索。
6.Asanoptionforavoidinganexpectedlaborshortage,theuseofnewexternalhiresisfastandthetermsofrevocabilityarehigh.
7.Inthepastdecade,thetypicalorganizationalresponsetoasurplusoflaborhasbeendownsizing,whichisfast,buthighinhumansuffering.
8.Thetypicalorganizationalresponsetoalaborshortagehasbeeneitherhiringtemporaryemployeesoroutsourcing,responsesthatarefastandhighinrevocability.
9.Oneofthereasonsorganizationsengagedindownsizingwasthat,foreconomicreasons,manyfirmschangedthelocationofwheretheydidbusiness.
10.Despitethefactthatbabyboomersareapproachingretirement,earlyindicatorsshowthisgrouphasnointentionofretiring.
11.Anadvantageofemployingtemporaryworkersisthatitfreesthefirmfrommanyadministrativetasksandfinancialburdensassociatedwithbeingthe"
employerofrecord."
12.Outsourcingisalogicalchoicewhenafirmdoesnothavecertainexpertiseandisunwillingtoinvestthetimeandefforttodevelopit.
13.Increasingly,"
callcenter"
staffingistheonlytypeofworkthatisbeingoffshored.
14.Employerspreferhiringandtrainingnewemployeesratherthanhavingtopayworkersextraforovertimeproduction.
15.Acomparisonoftheproportionofworkersinprotectedsubgroupswiththeproportionthateachsubgrouprepresentsintherelevantlabormarketiscalledaworkforceutilizationreview.
16.Thegoalofrecruitingissimplytogeneratelargenumbersofapplicants.
17.Characteristicsofajobvacancyarelessimportantthanrecruitersorrecruitingsourceswhenitcomestopredictingjobchoice.
18.Researchindicatesthatjobapplicantsfindcompanieswithdueprocesspoliciesmoreattractivethancompanieswithemployment-at-willpractices.
19.Imageadvertisingisofteneffectivebecausejobapplicantsdevelopideasaboutthegeneralreputationofthefirmandthenthisspillsovertoinfluencetheirexpectationsaboutthenatureofspecificjobsattheorganization.
20.Recruitingadvertisementsinnewspapersandperiodicalstypicallygeneratemoredesirablerecruitsthandirectapplicationsorreferrals.
21.Privateemploymentagenciesserveprimarilyblue-collarworkers,whilepublicemploymentagenciesmostlydealwithwhite-collarworkers.
22.Newspaperadsgeneratethelargestnumberofrecruits,butrelativelyfewofthesearequalifiedfortheposition.
23.Recruiterstendtobeviewedbyjobseekersaslesscrediblewhentheyarepersonnelspecialistsratherthansubjectmatterexpertsinthejobbeingfilled.
24.Whenapplicants'
reactionstorecruitersareexamined,ageandgenderarethetwotraitsthatstandoutthemost.
25.Researchindicatesthatrealisticjobpreviewsdolowerexpectationsandcanhelpreducefutureturnoverintheworkforce.
MultipleChoiceQuestions
26.Thefirststepinthehumanresourceplanningprocessis_____.
A.forecasting
B.goalsetting
C.programimplementation
D.programevaluation
E.groupthink
27.Theprocessofattemptingtoascertainthesupplyanddemandforvarioustypesofhumanresourcesiscalled_____.
A.goalsetting
B.downsizing
C.programevaluations
D.forecasting
E.implementation
28.Whichofthefollowingisanadvantageofstatisticalforecastingmethods?
A.Theyareparticularlyusefulifimportanteventsthatoccurinthelabormarkethavenohistoricalprecedent.
B.Theyareparticularlyusefulindynamicenvironments.
C.Theyprovidepredictionsthataremuchmoreprecisethanjudgmentalmethods.
D.Smallcompaniesthatcannotaffordtheirowntestingprogramsrelyonstatisticalforecastingmethodstorecruittemporaryemployees.
E.Intheeventofalegaldispute,theyaremoreacceptableasevidencebyjuries.
29.Whichofthefollowingdifferentiatesstatisticalforecastingmethodsfromjudgmentalforecastingmethods?
A.Judgmentalmethodsareoflessusethanstatisticalmethodsincasesthathavehistoricalprecedence.
B.Statisticalmethodsallowforcompleterelianceonaninferenceaboutthefuturewhichjudgmentalmethodsdonot.
C.Judgmentalmethodsgivepredictionsthataremuchmoreprecisethanthosethatcouldbeachievedthroughstatisticalmethods.
D.Undertherightconditions,statisticalmethodsaremorepreciseforcapturinghistorictrendsinacompany'
sdemandforlaborthanjudgmentalmethods.
E.Forecastingonthesupplysideshouldusestatisticalmethodswhileonthedemandsideshouldusejudgmentalmethods.
30.Aleadingindicatoris:
A.aninformalwayofmeasuringthepurchasingpowerparitybetweentwocurrencies.
B.ameasurementofconsumerconfidence,whichisdefinedasthedegreeofoptimismonthestateoftheeconomy.
C.aneconomicindicatorfoundbyaddingtheunemploymentratetotheinflationrateofaneconomy.
D.anindicatortomeasurechangesinthepricelevelofconsumergoodsandservicespurchasedbyhouseholds.
E.anobjectivemeasurethataccuratelypredictsfuturelabordemand.
31.Statisticalplanningmodelsalmostalwayshavetobecomplementedby_____.
A.competitorinformation
B.subjectivejudgments
C.transitionalmatrices
D.futurepredictionofthestateoftheeconomy
E.historicalprecedence
32.A(n)_____showstheproportionofemployeesindifferentjobcategoriesatdifferenttimes.
A.employeetaskdiagram
B.transitionalmatrix
C.jobevaluationdiagram
D.taskrolematrix
E.leadingindicator
33.Refertothefollowinghypotheticaltransitionalmatrixforanautopartsmanufacturer.
Howmanyofthetotalassistantmanagersemployedin2001werepromotedtothemanagerialpositionin2004?
A.95%
B.8%
C.5%
D.87%
E.83%
34.Refertothefollowinghypotheticaltransitionalmatrixforanautopartsmanufacturer.
Employeesofwhichofthefollowingjobcategorieswerenotpromotedatallin2004?
A.Salesrepresentative
B.Assistantmanager
C.Clerical
D.Creditanalyst
E.Creditspecialist
35.Refertothefollowinghypotheticaltransitionalmatrixforanautopartsmanufacturer.
Inwhichofthefollowingjobcategoriesweretheredemotions?
A.Assistantmanagers
B.Creditspecialist
D.Loanofficer
E.Manager
36.Refertothefollowinghypotheticaltransitionalmatrixforanautopartsmanufacturer.
Howmanycreditsspecialistsemployedin2001werepromotedtothecategoryofloanofficersin2004?
A.70%
B.20%
D.50%
E.90%
37.Refertothefollowinghypotheticaltransitionalmatrixforanautopartsmanufacturer.
Whichofthefollowingjobcategoriessawthehighestpercentofitsemployeesgetpromotedin2004?
A.Salesrepresentatives
B.Managers
C.Creditspecialists
D.Loanofficers
E.Clerks
38.Whichofthefollowingistrueabouttransitionalmatrices?
A.Atransitionalmatrixcanonlybereadfromtoptobottom.
B.Transitionalmatricesprovideacomparisonoftheproportionofworkersinprotectedsubgroupswiththeproportionthateachsubgrouprepresentsintherelevantlabormarket.
C.Transitionalmatricesprovideanobjectivemeasureoftheeffectivenessofanorganization'
shumanresourcerecruitmentpolicy.
D.Transitionalmatricesareextremelyusefulforchartinghistoricaltrendsinacompany'
ssupplyoflabor.
E.Transitionalmatricesshowtheincreaseinproductivityofemployeesoveraperiodoftime.
39.Thegoalsthataresetinthehumanresourceplanningprocessshouldcomedirectlyfrom:
A.mid-levelmanagerswhotendtobemostintouchwiththeorganization'
sneeds.
B.theresultsarrivedatbyforecastingmethods.
C.theanalysisofthelaborsupplyanddemand.
D.thestrategicchoicesmadebythecompany'
stop-levelmanagers.
E.thefeedbackprovidedbytheorganization'
scustomers.
40.Thepurposeofsettingspecificquantitativegoalsis:
A.tomakesurethatemployeesareheldaccountableforachievingthestatedgoals.
B.toascertainwhetherornotthecompanyhassuccessfullyavoidedanypotentiallaborsurplusesorshortages.
C.tocollectdataaboutcurrentemployeesandmeasuretheirperformances.
D.tofocusattentionontheproblemandprovideabenchmarkfordeterminingtherelativesuccessofanyprogramsaimedatredressingapendinglaborshortageorsurplus.
E.topredictareaswithintheorganizationwheretherewillbefuturelaborshortagesorsurpluses.
41.Asoftwarecompanyisseekingtoaddressaprojectedlaborshortagebyselectingfromanumberofpossibleoptionsaimedatredressingt
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- Chapter04 雷蒙德第七版HumanResourceManagement 雷蒙德 第七 HumanResourceManagement