人力资源管理双语课后习题及翻译

人力资源管理英文版第15版课后案例答案第一题根据课后案例，假设你是一家跨国公司的人力资源经理，请回答以下问题：1.你认为什么是有效的绩效评估系统？一个有效的绩效评估系统应该具备以下特点：–全面：评估系统应该涵盖员工的各项工作职责和能力指标，以确保评估结果准确反映员工的工作表现。

–公正：评估系统应该建立在公正、客观的基础上，避免主观偏见和个人喜好。

–有效：评估系统应该能够准确评估员工的绩效，给出有意义的评估结果，能够帮助管理者制定适当的激励措施和培训计划。

–可操作性：评估系统应该能够为员工提供明确的改进方向和指导意见，以帮助他们提升工作表现。

2.你认为公司应该如何使用绩效评估结果？公司可以根据绩效评估结果采取以下措施：–奖励和激励：对绩效优秀的员工进行奖励和激励，如薪资调整、奖金、晋升等，以激发员工的积极性和工作动力。

–培训和发展：根据绩效评估结果，为绩效较差的员工提供相应的培训和发展机会，帮助他们提升工作能力和表现。

–职位调整：对于绩效欠佳的员工，可以考虑进行岗位调整或优化组织结构，以更好地发挥员工的潜力和能力。

–反馈和改进：及时向员工反馈绩效评估结果，并与员工一起制定改进计划和目标，帮助他们实现个人和组织的共同发展。

第二题根据课后案例，假设你是一家互联网公司的人力资源经理，请回答以下问题：1.你认为如何吸引和留住优秀的技术人才？要吸引和留住优秀的技术人才，可以考虑以下策略：–提供具有竞争力的薪酬和福利待遇，包括高薪、股票期权、灵活的工作时间等，以吸引人才并体现对其价值的认可。

–创建良好的工作环境和团队氛围，包括开放的沟通渠道、合理的工作压力和平衡的工作与生活。

–提供广阔的发展空间和职业晋升机会，让员工感受到个人成长的价值和机会。

–强调公司文化和价值观的契合度，吸引那些与公司价值观相符的技术人才。

–提供具有挑战性和创新性的项目和任务，满足技术人才的求知欲和成就感。

2.你认为如何构建有效的绩效管理系统？要构建有效的绩效管理系统，可以采取以下措施：–设定明确的绩效目标和标准，与员工进行充分的沟通和共识，确保双方对绩效评估的标准和期望有清晰的认知。

人力资源管理相关英汉互译人力资源管理在现代化的企业管理中具有不可替代的重要性，它是企业战略的核心之一。

在人力资源管理的实践过程中，许多技术术语是经常被使用的，为了更好地掌握和应用这些术语，我们需要学习和理解相关的英汉互译。

以下是一些人力资源管理相关英汉互译的示例：1. Human resource management（人力资源管理）这个词汇是人力资源管理领域最基本的术语，也是其最核心的内容之一。

它涉及到员工招聘、培训、绩效管理、薪酬管理、福利管理等方面。

2. Job analysis（岗位分析）岗位分析是指对某一职位进行深入研究，以及对该职位需要的工作职责、技能、知识、经验、教育背景等方面进行梳理和分析。

3. Compensation and benefits（薪酬与福利）薪酬与福利是人力资源管理中的两大重要方面。

薪酬是指公司为员工提供的报酬，包括薪水、奖金、津贴等。

福利则是指公司为员工提供的其他补贴，包括医疗、保险、假期、职工宿舍等。

4. Performance management（绩效管理）绩效管理是指对员工在工作中的表现进行评估和记录，帮助企业和员工掌握自己的工作效率和成长方向。

5. Organizational Development（组织发展）组织发展是指企业为了适应市场变化、实现战略目标等而采取的各种组织行为和管理手段，以提高组织的生产力和活力。

6. Recruitment and selection（招聘与选拔）招聘与选拔是指企业为了满足业务发展需要，从外部招聘和选拔适合岗位的人才，以填补新的或空缺职位。

7. Training and development（培训与发展）培训与发展是指为员工提供各种培训和发展机会，以帮助他们提高技能、知识和职业发展，提高整体组织绩效。

8. Employee motivation（员工激励）员工激励是指为了调动员工的工作积极性、提高工作热情和效率，采取的各种激励措施和管理手段。

Leaders need personal capabilityThe second critical tent pole of leadership is the personal capability the leader possesses. These personal capabilities are not skills that would typically be described as leadership skills, yet our research proves they must be in place for any individual to be perceived as a strong leader. Here are some of these individual capabilities:⏹Technical knowledge. The best leaders have at least a working knowledge of thetechnological side of the business.⏹Product knowledge. Great leaders need a thorough understanding of what theorganization produces and why it is superior to competitive products.⏹Problem analysis and problem-solving skills. These skills include the ability to defineproblems, analyze them, and come up with solid recommendations for resolving complex issues.⏹Professional skills. Excellent leaders must be able to write intelligently and concisely,make compelling presentations, organize their work efficiently, monitor progress, and work without close supervision.⏹Innovation. This refers to a leader's ability to have a fresh outlook in approaching aproblem, to shake loose from old methods, and see new possibilities.⏹Initiative. The best leaders see if something is falling between the cracks andimmediately step in to make certain it is handled.⏹Effective use of information technology. Great leaders set an example in theconsistent use of e-mail, powerful software applications, and any technology that escalates performance.Career experts, Gene Dalton and Paul Thompson, explain that the most successful leaders progress through a series of four career stages, which cannot be skipped. Stage one is the time when individuals must prove they can learn the business and develop a solid foundation of technical expertise. In stage two, individuals continue to build technical skills and become independent contributors. By stage three, they become wentors-developing the careers and expertise of others. In stage four, they become organizational visionaries—leading the organization in new directions.Too often, leaders reach a position they've been seeking and start to coast—believing the learning phase of their career is over. They assume that there is a time for learning and a time for execution, and they are done learning. The best leaders never quit learning.Here are some techniques to maximize your personal capability:Understand the technology: Employees can see through attempts to cover up your lack of knowledge. Get up to speed by asking questions. Be willing to admit what you don't know.Perfect professional Skills: Managers can't manage unless they can communicate.Try new things: Great managers innovate and take initiative. They think outside the box and don't hesitate to experiment."Leadership cannot be delegated to others."—John H. Zenger and Joseph FolkmanFocus on resultsLeadership is ultimately about producing results. This is the third leadership tent pole. Leaders can have talent and character, but unless they produce sustained, impressive results for their organization, they simply are not good leaders.One study of 1000 managers showed that the best managers translate ideas into action. They push to take the next step forward by bringing energy, enthusiasm, and urgency to their role. They continually look for ways to improve. These leaders are in the driver's seat, with a foot on the accelerator—pressed to the floorboard most of the time.How do leaders focus on results? Extraordinary leaders do the following:⏹Establish stretch goals for their people.⏹Take personal responsibility for the outcomes of the group.⏹Provide ongoing feedback and coaching to their people.⏹Set lofty targets for the group to achieve.⏹Personally sponsor an initiative or action.⏹Initiate new programs, projects, processes, client relationships, or technology.⏹Focus on organization goals and ensure that they are translated into actions by theirdepartment.⏹Operate with speed and intensity; accelerate the pace of the group.⏹Champion the cause of the customer.⏹Balance long-term and short-term objectives.The best leaders get things accomplished, even under duress. They choose the right goals and follow through.These are some ways to bring about results:Know What the organization expects: Ask, "What does the organization expect from my department?" "From me personally?" The answers can be quite eye-opening.Stay fOCUSed On long-ternr results: We've all seen executives who can make earnings soar—temporarily. Extraordinary leaders resist the urge to sacrifice long-term for short-term results. They keep the welfare of the organization ahead of their own personal agendas.Take action: Extraordinary leaders wake up in the morning with a plan and put it into effect. They don't always wait for permission before moving ahead. Instead, they simply try new things."Leaders who aren't getting results aren't truly leading."—David Ulrich, Jack Zenger, and Norm SmallwoodCultivate interpersonal skillsThe fourth essential tent pole of leadership is interpersonal skills. Along with the central tent pole representing character, it probably holds the most canvas. This leadership skill has become more important over time, especially since the demise of the "command and control" styles of leadership. Of all the competencies, interpersonal skills seem to make the most difference in whether leaders are considered extraordinary.To develop strong interpersonal skills, leaders must do the following:Communicate powerfully and prolifically. Extraordinary leaders don't hoard new insights. They tell people! These leaders give their work group a sense of direction and purpose. They help people understand how their work contributes to the goals of the organization. They err on the side of telling people too much.Inspire others to high performance. Great leaders energize people to go the extra mile. They set stretch goals that motivate people to accomplish more than they think is possible.Build trust. Superstar leaders act so that others trust them. They balance their concern for productivity and results with sensitivity to employees' needs and problems. When conflicts arise, they deal with employees' feelings as well as the technical aspects of the issue. They stay approachable.Develop others. The most remarkable leaders support others' growth by giving honest and constructive feedback, balancing correc tive with positive evaluations. They stay tuned to what is happening in employees' careers. They let others grow, even if it means letting them leave the department.Collaborate and develop strong teams. Excellent leaders know not to insulate themselves from other team members and departments. They keep in touch, so thatcooperative urges beat out competitive urges. They cultivatetheir team members' ability to work with diverse people.Some key points for mastering people skills include:Involve Others in communication: One of the best ways to communicate is to get others to communicate! Interestingly, the worst communicators focus solely on getting their message across. The best communicators check people's reactions and get their ideas.Train everyone to be a leader: These days, leadership often gets passed around in a group. The person with the loftiest title and supposed power is no longer the one with all the answers. Believe that others are capable of great accomplishments and then watch them follow through.TO develop Others, develop yourself: The best leaders create space for their employees to move up from below by raising their own performance. Their efforts not only set the example, but also blaze a clear path for others to follow."If we treat people as they are, wemake them worse, but if we treat themas they ought to be, we help thembecome what they are capable ofbecoming."—Johann Wolfgang von GoetheLead organizational changeThe ability to lead organizational change is the fifth tent pole of extraordinary leadership. The best leaders inspire people to rally around a change, while poor leaders have to push, cajole, or even threaten employees to accept change. A turbulent business environment puts leaders to the test: excellent leaders can turn a significant change into a pleasant journey, while poorly led change might be better described as a "trip through hell." With most organizations today in a constant state of change—from dramatic growth to downsizing and restructuring—leaders must be able to skillfully shepherd organizations in new strategic directions.We're not talking about slight tactical shifts in current management processes or procedures. Caretaker managers can keep things going on a steady path. But if the organization is to rise to a significantly higher level of performance, extraordinary leaders must be able to sense the direction of the market and alter the fundamental business model. They must be able to envision and create a new organization culture.How do extraordinary leaders approach this task? The challenge in accomplishing change is not only to provide strong direction, but also to get people involved in making the change work. The most effective leaders are able to strike a balance between directing change and involving others.Leaders with strong directing tendencies are often prepared with well-organized plans that they communicate clearly. They maintain control, but sometimes end up with employees feeling that changes are being done to them but not with them. The end result is that employees resist change and start to distrust management.On the other hand, leaders who favor involving others in change sometimes fail to provide enough direction, leaving employees confused about their roles and what they need to do to keep the change moving forward. Sometimes leaders who tend toward involving others are simply unwilling to take risks or make tough decisions.Our research shows clearly that both sets of behaviors are necessary for a leader to manage change effectively. Leaders need to help their people understand the specific details of the change and also help them feel involved so they will feel committed to the change.Leading organizational change requires that you:Create the Overarching Vision:Using your knowledge of the external environment, determine which trends to pursue and which to ignore. Stay involved in critical decisions. Use your influence to shape their outcome.Translate the vision into specific objectives: In order to make the strategic vision happen, break it down to the level of specific tasks and expectations for individual workers. It is up to you to determine how resources will be allocated. You must establish the norms that will shape the culture.Balance the need for direction with the need to involve others: Build support for your vision by getting people on board."Some people grin and bear it. Others smile and change it."—Unknown领导者需要个人能力领导能力中第二根重要的支杆是领导者所拥有的个人能力。

人力资源管理-Unit-英文-习题与答案————————————————————————————————作者：————————————————————————————————日期：2Chapter 2: Equal Opportunity and the LawMultiple Choice1.Every time you advertise a job opening, interview, test or select a candidate orappraise an employee, you should be aware of:a.equal employment opportunity lawb.anti-discrimination lawc.criminal lawd.both a and be.both a and c(d; moderate)2.The _____ Amendment to the US Constitution states, “no person shall bedeprived of life, liberty, or property, without due process of the law.”a.Firstb.Fifthc.Tenthd.Thirteenthe.Fourteenth(b; moderate)3.The _____ Amendment to the US Constitution makes it illegal for any state to“make or enforce any law which shall abridge the pr ivileges and immunities of citizens of the United States.”a.Firstb.Fifthc.Tenthd.Thirteenthe.Fourteenth(e; moderate)4.Which Amendment to the US Constitution is generally viewed as barringdiscrimination based on sex, national origin, or race?a.Firstb.Fifthc.Tenthd.Thirteenthe.Fourteenth(e; moderate)5.In the US, Title VII of the Civil Rights Act prohibits discrimination based onall of the following characteristics except _____.a.raceb.sexual orientationc.colord.religione.national origin(b; moderate)196.In the US, the _____ made it unlawful to discriminate in pay on the basis ofsex when jobs involve equal work, require equivalent skills, effort, and responsibility, and are performed under similar working conditions.a.Title VIIb.Equal Pay Actc.Executive Order (US President)d.Age Discrimination in Employment Acte.13th Amendment to the US Constitution(b; moderate)7.Which of the following factors is not an acceptable basis for different pay forequal work under the US Equal Pay Act?a.genderb.seniority systemc.merit pay systemd.quality of productione.all are unacceptable factors(a; moderate)8.The US EEOC guidelines define sexual harassment as:a.unwelcome sexual advancesb.requests for sexual favorsc.verbal sexual conductd.physical sexual conducte.all the above(e; moderate)9. In the US, when is sexual harassment a violation of sex harassment law?a.when such conduct has the purpose or effect of substantially interferingwith a person’s work performanceb.when such conduct has the purpose or effect of creating an intimidating,hostile, or offensive work environmentc.when a crime of violence is motivated by genderd.both a and be.all of the above(d; moderate)10. In the US, _____ exists when an employer treats an individual differentlybecause that individual is a member of a particular race, religion, gender, or ethnic group.a. Disparate treatmentb. Disparate impactc. Unintentional discriminationd. Adverse impacte. Prima facie(a; easy)2011. In the US, _____ refers to the total employment process that results in asignificantly higher percentage of a protected group in the candidate population being rejected for employment, placement, or promotion.a.disparate treatmentb.disparate impactc.unintentional discriminationd.adverse impacte.prima facie(d; easy)12. In the US, employers primarily use bona fide occupational qualification(BFOQ) as a defense against charges of discrimination based on _____.a.raceb.sexual orientationc.aged.gendere.all of the above(c; easy)13. In the US, religion may be used as a BFOQ if _____.a. a religious organization requires employees to share its religionb.an employer does not want to honor an employee’s religious holidaysc.hiring a person to teach in a nondenominational schoold.all of the abovee.none of the above(a; moderate)14. Which of the following characteristics could serve as a BFOQ depending onthe nature of the job requirements?a.ageb.genderc.national origind.religione.all of the above(e; easy)15. Organizations can measure diversity by using _____.a.equal employment hiring metricsb.employee attitude surveysc.management and employee evaluationsd.focus groupse.all of the above(e; moderate)16. Diversity management includes the following step(s):a.provide strong leadershipb.assess the situationc.provide diversity trainingd. a and be.a, b and c(e; moderate)2117. In providing strong leadership in diversity management, the CEO of acompany musta.take a personal interestb.become the role modelc.talk to every workerd. a and be.a, b and c(d; moderate; )18. In a company, the tools to measuring diversity include the following:a.equal employment hiring and retention metricsb.employee attitude surveyc.employee evaluationd. a and be.a, b and c(e; moderate)19. The objectives of diversity training include the following:a.make employees aware of value differencesb.build self esteem of the different ethnic groupsc.create a friendly atmosphere in the companyd. a and be.a, b and c(e; moderate)20. In Australia, employees are protected against discrimination at the workplaceby laws at the:a.federal levelb.state levelpany leveld. a and be.all of the above(d; moderate)21. In Australia, employees who have been discriminated against by an employermay complain to the:a.Human Rights and Equal Opportunity Commissionb.Ministry of Laborc.Prime Ministerd.Parliamente.All of the above(a; easy)22. In Hong Kong, the Sex Discrimination Ordinance covers the following:a.work situationb.non-work situationc.special situationd. a and be.a, b and c(d; easy)2223. In Hong Kong, the Equal Opportunities Commission provides employers witha code of practice on:a.job advertisementsb.job titlespensationd.promotione.all of the above(e; moderate)24. In Indonesia, under the employment law, pregnant women have the followingrights:a.they cannot be dismissedb.they can return to their job after maternity leavec.they can have six months of maternity leaved. a and be.a, b and c(d; moderate)\25. In Japan, the Labor Standards Law prohibits the following:a.discrimination based on nationalityb.discrimination based on creedc.discrimination based on social statusd. a and be.a, b and c(e; easy)26. In Singapore, the Code of Responsible Employment Practices encouragesself-regulation on the part of employers in:a.recruitmentb.selectionc.appraisald.traininge.all of the above(e; easy)27. In Singapore, the Code of Responsible Employment Practices recommendsthat employers should not discriminate employees based on:a. raceb. religionc. aged. gendere. all of the above(e; easy)2328. In Singapore, the Code of Responsible Employment Practices is recommendedby:a. Singapore National Employers Federationb. Singapore Business Federationc. National Trades Union Congressd. The governmente. a, b, and c(e; moderate)29. Candidates for employment should be selected based on the following:a.meritb.experiencec.capabilityd. a and be.a, b, and c(e; easy)30. Selection criteria should be consistently applied to the following aspect(s) ofemployment:a.recruitmentb.trainingc.appraisald. a and be.a, b, and c(e; easy)31. In South Korea, the Labor Standards Act prohibits employers fromdiscrimination against workers by:a.genderb.nationalityc.religiond.social statuse.all of the above(e; easy)32. In South Korea, under the Aged Employment Promotion Act, it isrecommended that companies with over 300 workers should have a minimum ____ percent of their workers in the above-55 age group.a.Threeb.Fivec.Tend.Fifteene.Twenty(a; moderate)2433. In Malaysia, under the Code of Practice for the Prevention and Handling ofSexual Harassment at the Workplace, the Ministry of Manpower has:a.special division to deal with harassment casesb.the power to jail any person accused of sexual harassmentc.the power to fine any person accused of sexual harassmentd.the power to compensate the victim of sexual harassmente.all of the above(a; easy)34. In Thailand, under the Labor Protection Act, women may:a.sue employers for passing sexist remarksb.sue colleagues for passing sexist remarksc.seek compensation from the governmentd. a and be.none of the above(d; easy)True/ False35.Managers in non-U.S. companies must be aware of equal employmentopportunity laws in the US and in countries where they do business. (T; easy) 36.U.S. citizens working overseas for U.S. companies do not have the same equalemployment opportunity protection as those working within U.S. borders. (F;easy)37.In the U.S., equal employment opportunity laws were only introduced a fewyears ago. (F; easy)38.Managing diversity means maximizing diversity’s potential advantages whileminimizing the potential barriers that can undermine the functioning of a diverse workforce. (T; easy)39.Equal employment opportunity practices have become necessary because oflegal requirements. (T; easy)40.Equal employment opportunity practices have become necessary because ofglobalization. (T; moderate)41.Equal employment opportunity practices have become necessary because ofchanges in workforce demographics. (T; moderate)42.In most countries, the workforce consists of people from different ethnic origins.(T; moderate)43.Global companies actively recruit and maintain a diverse workforce to tap thetalents from different ethnic groups (T; moderate)44.Managing diversity implies that companies are exploiting workers fromdifferent ethnic groups (F; difficult)2545.Managing diversity involves only compulsory management action. (F;moderate)46.Managing diversity involves only voluntary management action. (F; moderate)47.Managing diversity involves both compulsory and voluntary management action.(T; moderate)48.Managing diversity involves more than just employing workers of differentethnic origins. (T; difficult)49.In most countries, there are laws to prevent discrimination at the workplace (T;easy)50.Diversity management training should include inter-group conflict managementskills. (T; moderate)51.In diversity management practices, supervisors must be trained to deal withinter-group conflict. (T; moderate)52.Training foreign workers in their own language will help them to be moresensitive to ethnic differences. (T, difficult)53.Teaching foreign workers how to speak English will help them to be moresensitive to other cultures. (T; difficult)54.Having employees from different backgrounds helps the company to understanddifferent customer preferences. (T; moderate)55.Having employees from different ethnic groups helps the company to project amulti-cultural image. (T; moderate)56.It is expensive to maintain a multi-cultural workforce. (F; moderate)57.Workplace diversity makes strategic sense. (T; easy)58.Equal employment opportunity is the same as affirmative action. (F; moderate)59.Equal employment opportunity means giving every person an equal chance toget a job. (T; easy)60.The objective of affirmative action is to eliminate past effects of pastdiscrimination. (T; moderate)61.Affirmative action implies giving privileges to some protected groups. (T;difficult)62.Managing diversity is voluntary. (T; moderate)63.Affirmative action programs are mandatory. (T; moderate)2664.In Australia, there are laws to ensure that only Australians are not discriminatedagainst in the workplace. (F; easy)65.In Australia, employees who have been discriminated against by an employermay complain to the Human Rights and Equal Opportunity Commission. (T;easy)66.In Australia, non-Australian employees are not protected against discrimination.(F; difficult)67.In Hong Kong, advertisements that specify gender or marital status are barred.(T; moderate)68.In Hong Kong, the Sex Discrimination Ordinance deals only with discriminationbased on the grounds of sex. (F; moderate)69.In Hong Kong, the Sex Discrimination Ordinance deals with discriminationbased on the grounds of sex, marital status and pregnancy. (T; moderate)70.In Hong Kong, the Sex Discrimination Ordinance covers only work situations.(F; moderate)71.In Hong Kong, it is illegal to have different titles for men and women doing thesame work. (T; moderate)72.In Hong Kong, the Family Status Ordinance protects persons who areresponsible for taking care of their family members. (T; moderate)73.In Hong Kong, the Equal Employment Commission has to power to investigatenon-compliance with the law. (T; easy)74.In Indonesia, there are no anti-discrimination laws for female employees. (T;easy)75.In Indonesia, as there are no anti-discrimination laws, employers may dismisspregnant workers. (F; moderate)76.In Japan, the Equal Employment Opportunity Law provides equality inopportunities concerning recruitment, payment, promotion and training between male and female workers. (T; easy)77.In Japan, the Labor Standards Law prohibits only discrimination in wages andwork hours. (F; moderate)78.Singapore is a multi-racial, multi-religious and multi-cultural society. (T; easy)79.In Singapore, the Code of Responsible Employment Practices helps employersto promote responsible employment practices. (T; easy)80.In Singapore, the Code of Responsible Employment Practices is issued by thegovernment. (F; moderate)2781.In Singapore, employers may be jailed for not complying with the Code ofResponsible Employment Practices. (F; difficult)82.In Singapore, workers may sue their employers under the Code of ResponsibleEmployment Practices. (F; difficult)83.In South Korea, under the Aged Employment Promotion Act, all companiesmust employ some workers in the above-55 age group. (F; moderate)84.In South Korea, under the Employment Promotion Act for the Handicapped, allcompanies must employ some handicapped workers. (F; moderate)85.In South Korea, the Labor Standard Act prohibits employers fromdiscrimination against workers by gender, nationality, religion or social status.(T; easy)86.In Malaysia, the Code of Practice for the Prevention and Handling of SexualHarassment at the Workplace provides a mechanism for redress. (T; moderate) 87.In Malaysia, the Ministry of Human Resources has a special division to handlesexual harassment cases. (T; moderate)88.In Malaysia, the government encourages trade unions to include sexualharassment clauses in the collective agreements. (T; easy)89.In Thailand, women are protected under the Labor Protection Law. (T;moderate)90.In Thailand, women workers may sue their colleagues for making sexist remarksat the workplace. (T; moderate)91.In order to attract the best candidates, employers should adoptnon-discriminatory HR practices. (T; easy)92.Employers should apply non-discriminatory criteria only for some aspects ofemployment. (F; easy).93.Criteria and terms of employment should be made known to all employees. (T;moderate)94.There are business situations where a person’s race may be a requirement for thejob. (T; difficult)95.There are business situations where a person’s national origin may be arequirement for the job. (T; difficult)28Essay/ Short Answer96.What are the five sets of voluntary organizational activities that support thesuccess of a diversity management program? (moderate)Answer: The activities are to provide strong leadership, assess the situation, provide diversity training and education, change culture and management systems, and evaluate the diversity management program.97.Several Asian countries have introduced anti-discrimination laws that make itunlawful to treat a person unfairly because of certain attributes. Give two examples.Answer: In Japan, the Labor Standards Law prohibits discrimination in wages, work hours and other labor conditions because of nationality, creed or social status. In South Korea, its Labor Standard Act prohibits employers from discrimination against workers by gender, nationality, religion, or social status.98.What is the purpose of introducing the Code of Responsible EmploymentPractices in Singapore?Answer: To help employers promote responsible employment practices regardless of race, religion, age, gender, marital status, disability or factors which are not relevant to the job.99.In some business situations, a person’s race, nationality or religion may be arequirement for a job. Give some examples.Answer: a) When the employee is recruit to deal with clients of a specific language group. b) When the employee has to handle food or products that are not permitted by some religions (e.g. Muslims are not allowed to handle pork;Hindus do not eat beef).29。

习题及答案Chapter 01 Human Resource Management: Gaining a Competitive Advantage Answer KeyTrue / False Questions1. (p. 5) Companies have historically looked at HRM as a means to contribute to profitability, quality, and other business goals through enhancing and supporting business operations.FALSE2. (p. 5) The human resource department is most likely to collaborate with other company functions on outplacement, labor law compliance, testing, and unemployment compensation.FALSE3. (p. 6) The three product lines of HR include a) administrative services and transactions, B) financial services, and c) strategic partners.FALSE4. (p. 9) The amount of time that the HRM function devotes to administrative tasks is decreasing, and its roles as a strategic business partner, change agent, and employee advocate are increasing. TRUE5. (p. 9) Advances in technology have allowed HR services to be offered more on a self-service basis than in the past.TRUE6. (p. 9) HR functions related to areas such as employee development, performance management, and organizational development are outsourced most frequently.FALSE7. (p. 11) Evidence-based HR provides managers with data to make decisions, instead of just relying on intuition.TRUE8. (p. 14) Stakeholders of a company are shareholders, the community, customers, employees, and all of the other parties that have an interest in seeing that the company succeeds.TRUE9. (p. 19) Companies are now more and more interested in using intangible assets and human capital as a way to gain an advantage over competitors.TRUE10. (p. 22) A learning organization places the highest emphasis on completion of formal employment training.FALSE11. (p. 22) The psychological contract describes what an employee expects to contribute and what the company will provide to the employee in return for these contributions.TRUE12. (p. 25) The use of alternative work arrangements, which include independent contractors, on-call workers, temporary workers, and contract company workers, is shrinking.FALSE13. (p. 27) To be effective, balanced scorecards must be customized by companies to fit different market situations, products, and competitive environments.TRUE14. (p. 27) The balanced scorecard should not be used to link the company's human resource management activities to the company's business strategy.FALSE15. (p. 30) Corporate cultures within companies that successfully implement TQM typically emphasize individualism, hierarchy, accountability, and profits.FALSE16. (p. 31) ISO 9000 certification is an integral component of W. Edwards Deming's quality control process.FALSE17. (p. 34) The skills and motivation of a company's internal labor force determine the need for training and development practices and the effectiveness of the company's compensation and reward systems.TRUE18. (p. 37) Because the workforce is predicted to become more uniform in terms of age, ethnicity, and racial background, it is likely that one set of values will characterize all employees.FALSE19. (p. 39) Cultural diversity can provide a company competitive advantage regarding problem-solving. TRUE20. (p. 42) The Sarbanes-Oxley Act of 2002 sets strict rules for corporate behavior and sets heavy fines and prison terms for noncompliance.TRUE21. (p. 43) Every business must be prepared to deal with the global economy.TRUE22. (p. 48) One of the disadvantages of technology is that it does not allow older workers to postpone retirement.FALSE23. (p. 51) E-HRM is more applicable to practices associated with recruiting and training than those associated with analysis and design work, selection, and compensation and benefits.FALSE24. (p. 54) An HR dashboard is a series of indicators that managers and employees have access to on the company intranet or human resource information system.TRUE25. (p. 58) Compensating human resources involves measuring employees' performance.FALSEMultiple Choice Questions26. (p. 4) _____ refers to a company's ability to maintain and gain market share in its industry.A. OutsourcingB. CompetitivenessC. Self-serviceD. Empowerment27. (p. 4) _____ refers to the policies, practices, and systems that influence employees' behavior, attitudes, and performance.A. Total quality managementB. Financial managementC. Human resource managementD. Production and operations management28. (p. 5) Strategic HR management includes all but one of the following. Name the exception.A. Financial planningB. Training and developmentC. Performance managementD. Recruiting talent29. (p. 6) Which of the following is NOT a responsibility of HR departments?A. RecruitingB. BenefitsC. Community relationsD. Production and operations30. (p. 6) Which of the following is NOT a product line of human resources?A. Administrative services and transactionsB. Strategic partnerC. Human capital partnerD. Business partner services31. (p. 8) Which of the following best describes a cultural steward?A. Shapes the organization.B. Delivers results with integrity.C. Facilitates change.D. Recognizes business trends and their impact on the business.32. (p. 8) A strategic architect is one who:A. facilitates change.B. recognizes business trends and their impact on the business.C. implements workplace policies conducive to work environment.D. develops talent and designs reward systems.33. (p. 9) Giving employees online access to information about HR issues such as training, benefits, and compensation is known as:A. outsourcing.B. continuous learning.C. self-service.D. strategic planning.34. (p. 9) The practice of having another company (a vendor, third-party provider, consultant) provide services traditionally associated with the administrative role of HR is known as:A. e-commerce.B. empowering.C. outsourcing.D. benchmarking.35. (p. 10) Traditionally, the HRM department was primarily a(n):A. proactive agency.B. finance expert.C. employer advocate.D. administrative expert.36. (p. 11) Which of the following statements about evidence-based HR is FALSE?A. It helps show that the money invested in HR programs is justified and that HR is contributing to the company's goals and objectives.B. It emphasizes that HR is being transformed from a broad corporate competency to a specialized, stand-alone function in which human resources and line managers build partnerships to gain competitive advantage.C. It requires collecting data on such metrics as productivity, turnover, accidents, employee attitudes and medical costs and showing their relationship with HR practices.D. It refers to demonstrating that human resources practices have a positive influence on the company's bottom line or key stakeholders.37. (p. 12-13) Which one of the following statements about the HR profession is FALSE?A. A college degree is required of HR specialists, but not of generalists.B. Generalists usually perform the full range of HRM activities, including recruiting, training, compensation, and employee relations.C. Professional certification in HRM is less common than membership in professional associations.D. The primary professional organization for HRM is the Society for Human Resource Management.38. (p. 13) All of the following competitive challenges faced by companies will increase the importance of human resource management EXCEPT:A. the global challenge.B. the challenge of sustainability.C. the political challenge.D. the technology challenge.39. (p. 14) _____ refers to the ability of a company to survive and succeed in a dynamic competitive environment.A. OutsourcingB. EmpowermentC. SustainabilityD. Resource management40. (p. 14) Sustainability includes all of the following EXCEPT:A. expanding into foreign markets.B. the ability to deal with economic and social changes.C. engaging in responsible and ethical business practices.D. providing high-quality products and services.41. (p. 19) Which of the following statements about intangible assets is FALSE?A. They include human capital.B. They are less valuable than physical assets.C. They are equally or even more valuable than financial assets.D. They are difficult to duplicate or imitate.42. (p. 20) Tacit knowledge is an example of _____ capital.A. socialB. customerC. humanD. intellectual43. (p. 21) Which of the following is NOT true of knowledge workers?A. They often contribute specialized knowledge that their managers may not have, such as information about customers.B. They have many job opportunities.C. They are in high demand because companies need their skills.D. They contribute to the company through manual labor and intellectual labor.44. (p. 21) Empowering is defined as:A. the movement of women and minorities into managerial positions.B. giving employees responsibility and authority to make decisions regarding all aspects of product development or customer service.C. leading employees by the strength of one's charisma.D. the act of continually learning and improving one's skills and abilities.45. (p. 22) A(n) _____ contract describes what an employee expects to contribute and what the company will provide to the employee for these contributions.A. employerB. employeeC. psychologicalD. job46. (p. 25) All of the following are examples of alternative work arrangements EXCEPT:A. independent contractors.B. current labor force.C. on-call workers.D. temporary workers.47. (p. 27) The balanced scorecard:A. is similar to most measures of company performance.B. uses indicators important to the company's strategy.C. is a standardized instrument of company performance.D. should not be applied to HR practices.48. (p. 27) The balanced scorecard presents a view of company performance from the perspective of:A. its customers only.B. its employees only.C. its employees and customers only.D. its employees, customers, and shareholders.49. (p. 28) According to the financial perspective of the balanced scorecard, which of the following questions should be answered?A. How do customers see us?B. Can we continue to improve and create value?C. What must we excel at?D. How do we look to shareholders?50. (p. 28) Increasingly, companies are trying to meet shareholder and general public demands that they be more socially, ethically, and environmentally responsible. Thus, companies are recognizing the importance of:A. a balanced scorecard approach to business.B. diversity.C. total quality management.D. social responsibility.51. (p. 30) TQM focuses on:A. designing processes to meet the needs of external customers only.B. reducing variability in the product or service.C. preventing errors rather than correcting errors.D. tying pay to employees' total output less rejects52. (p. 31) "How senior executives create and sustain corporate citizenship, customer focus, clear values, and expectations, and promote quality and performance excellence" is the definition for which Malcolm Baldrige National Quality Award criterion?A. Strategic planningB. Workforce focusC. Customer and market focusD. LeadershipMalcolm Baldrige National Quality Award is an award established in 1987 to promote quality awareness, to recognize quality achievements of U.S. companies, and to publicize successful quality strategies.53. (p. 33) Which one of the following is NOT true of the Six Sigma process?A. The objective of the process is to create a total business focus on serving the customer.B. Training is an important component of the process.C. The process is one of seven categories evaluated within the Malcolm Baldrige Quality Award.D. The process involves measuring, analyzing, improving, and controlling processes once they have been brought within six quality standards.54. (p. 33) Which of following holds TRUE for lean thinking?A. It is a way to do more with less effort, time, equipment, and space.B. It is a way to compete for quality awards and certification.C. It includes offering no-frills goods and services to customers.D. It is working for zero inventories.55. (p. 34) The skills and motivation of a company's _____ labor force determine the need for training and development practices and the effectiveness of the company's compensation and reward systems.A. projectedB. secondaryC. externalD. internal56. (p. 34-37) Which of the following statements about the composition of the U.S. labor force in the next decade is TRUE?A. Labor force growth is greater than at any other time in U.S. history.B. The largest proportion of the labor force is expected to be in the 16-to-24-year age group.C. There will be fewer white males than minorities or women in the labor force.D. The number of "baby boom" workers will increase faster than any other age group.57. (p. 35) Which of the following statements about older workers is FALSE?A. Worker performance and learning are adversely affected by aging.B. The aging labor force means companies are likely to employ a growing share of older workers.C. An emerging trend is for qualified older workers to ask to work part-time or for only a few months at a time as a means to transition to retirement.D. Older employees are willing and able to learn new technology.58. (p. 37) Baby boomers:A. like the latest technology, are ambitious and goal-oriented, and seek meaningful work.B. want to be noticed, respected, and involved.C. tend to be uncomfortable challenging the status quo and authority.D. value unexpected rewards for work accomplishments, opportunities to learn new things, praise, recognition, and time with the manager.59. (p. 38) Regardless of their background, most employees' value:A. the ability to challenge the status quo.B. simplistic tasks requiring few skills.C. managerial positions.D. work that leads to self-fulfillment.60. (p. 38-39) To successfully manage a diverse workforce, managers need to develop all of the following skills EXCEPT:A. providing performance feedback that is based on values rather than objective outcomes.B. communicating effectively with employees from a wide variety of cultural backgrounds.C. coaching employees of different ages, educational backgrounds, ethnicity, physical ability, and race.D. recognizing and responding to generational issues.61. (p. 39) Managing cultural diversity involves:A. enforcing EEO rules.B. creating separate career tracks for employees with families.C. establishing a strong affirmative action policy.D. creating a workplace that makes it comfortable for employees of all backgrounds to be creative and innovative.62. (p. 39) How diversity issues are managed in companies has implications for all the following EXCEPT:A. knowing how to learn.B. creativity.C. retaining good employees.D. problem solving.63. (p. 39) Managing cultural diversity can provide a competitive advantage by:A. decreasing the number of available women and minorities in the company's labor pool.B. helping women and minorities understand they must conform to organizational norms and expectations.C. helping companies produce better decisions by including all employees' perspectives and analysis.D. identifying product markets on which the company should focus64. (p. 39) In managing cultural diversity, which of the following would improve the level of creativity thereby providing competitive advantage to an organization?A. Diversity of perspectives and less emphasis on conformity to norms of the past.B. Those with the best reputations for managing diversity will win the competition for the best personnel.C. An implication of the multicultural model for managing diversity is that the system will become less determinate, less standardized, and therefore more fluid.D. Heterogeneity in decisions and problem-solving groups potentially produces better decisions.65. (p. 39) Which of the following cultural diversity arguments states that companies with the best reputations for managing diversity will win the competition for the best personnel?A. System flexibility argumentB. Marketing argumentC. Employee attraction and retention argumentD. Problem-solving argument66. (p. 39) Diversity is important for tapping all of the following skills of employees EXCEPT:A. cultural skills.B. communication skills.C. creativity.D. homogeneous thinking.67. (p. 40) What areas of the legal environment have influenced HRM practices over the past 25 years?A. Equal employment opportunity, safety and health, pay and benefits, privacy, and job security.B. Executive compensation, pay and benefits, workers' compensation, safety and health, and job security.C. Product liability, workers' compensation, equal employment opportunity, safety and health, and labor relations.D. Equal employment opportunity, patent infringement, workers' compensation, safety and health, and job security.68. (p. 40-41) There will likely be continued discussion, debate, and possible legislation in all but one of the following areas in companies. Name the exception.A. Genetic testingB. Glass ceilingC. Employment-at-willD. Design of physical work environment69. (p. 41) Litigation involving job security will have a major influence on human resource management practices because:A. work rules, recruitment practices, and performance evaluation systems might falsely communicate lifetime employment agreements that the company does not intend to honor during layoffs.B. adjustments of test scores to meet affirmative action requirements are now illegal.C. employees now bear the burden of proof in discrimination cases.D. compensation awards for discrimination claims have increased.70. (p. 41) Which of the following is one of the four ethical principles of a successful company?A. Managers assume all responsibility for the actions of the company.B. It has a strong profit orientation.C. Customer, client, and vendor relationships emphasize mutual benefits.D. It does not produce products that can be used for violent purposes.71. (p. 42) Which legislation act sets new strict rules for business especially as regards accounting practices?A. Human Rights Act of 1994B. Reverse Discrimination Act of 1990C. Sarbanes-Oxley Act of 2002D. Corruption and Practices Act of 200072. (p. 43) Which of the following is NOT a standard that human resource managers must satisfy for practices to be ethical?A. Managers must treat employees as family.B. Human resource practices must result in the greatest good for the largest number of people.C. Employment practices must respect basic human rights of privacy, due process, and free speech.D. Managers must treat employees and customers equitably and fairly.73. (p. 45) Exporting jobs from developed to less developed countries is known as:A. insourcing.B. offshoring.C. importing.D. onshoring.74. (p. 47) Exporting jobs to rural parts of the United States is referred to as:A. insourcing.B. offshoring.C. importing.D. onshoring75. (p. 48) Which of the following statements about technology is FALSE?A. The Internet allows employees to locate and gather resources, including software, reports, photos, and videos.B. Technology does not allow older workers to postpone retirement.C. The Internet gives employees instant access to experts whom they can communicate with.D. Technology has made equipment easier to operate, helping companies cope with skill shortages.76. (p. 49) Which of the following is NOT typically true of work teams?A. They are used to increase employee responsibility and control.B. They use cross-training to give employees knowledge on a wide range of skills.C. They frequently select new team members and plan work schedules.D. They assume all of the activities reserved for managers such as controlling, planning, and coordinating activities.77. (p. 49) Which of the following is NOT recommended for supporting work teams?A. Reducing flexibility and interaction between employees to maintain high productivity.B. Giving employees formal performance feedback.C. Linking compensation and rewards with performance.D. Allowing employees to participate in planning changes in equipment, layout, and work methods.78. (p. 49) All of the following statements about cross training are true EXCEPT:A. it provides teams' maximum flexibility.B. it helps in measuring employees' performance.C. it trains employees in a wide range of skills.D. employees can fill any of the roles needed to be performed on the team.79. (p. 50) Company X has offices around the globe. Its teams are separated by time, geographic distance, culture and/or organizational boundaries, and almost rely exclusively on technology for interaction between team members. Its teams are:A. virtual teams.B. geographically-concentrated teams.C. lean teams.D. teleworker teams.80. (p. 50-51) Adaptive organizational structures emphasize:A. efficiency, decision making by managers, and the flow of information from top to bottom of the organization.B. a core set of values, and elimination of boundaries between managers, employees, and organizational functions.C. clear boundaries between managers, employees, customers, vendors, and the functional areas, and a constant state of learning.D. internal linking, external linking, diversification, and a core set of values.81. (p. 51) Which of the following is FALSE about high-involvement, adaptive organizational structures?A. Employees are in a constant state of learning and performance improvement.B. Employees are free to move wherever they are needed in a company.C. Line employees are trained to specialize in one job in order to maximize efficiency.D. Previously established boundaries between managers, employees, customers, and vendors are abandoned.82. (p. 51) Employees in geographically dispersed locations can work together in virtual teams using video, , and the Internet. This e-HRM implication refers to which aspect of HR?A. RecruitingB. Analysis and design of workC. SelectionD. Compensation and benefits83. (p. 52) From the manager's perspective, an HRIS can be used to perform primarily all but one of the following. Name the exception.A. Support strategic decision makingB. Avoid litigationC. Evaluate programs and policiesD. Motivate employees84. (p. 54) A(n) _____ is a series of indicators or metrics that managers and employees have access to on the company intranet or human resource information system.A. HR dashboardB. balanced scorecardC. web portalD. Intranet85. (p. 54) All of the following HR practices support high-performance work systems EXCEPT:A. employees participate in selection process.B. jobs are designed to use a variety of skills.C. employee rewards are related to company performance.D. individuals tend to work separately.86. (p. 56) Which one of the following is NOT associated with managing the human resource environment?A. Linking HRM practices to the company's business objectives.B. Identifying human resource requirements through human resource planning, recruitment, and selection.C. Ensuring that HRM practices comply with federal, state, and local laws.D. Designing work that motivates and satisfies the employee as well as maximizes customer service, quality, and productivity.87. (p. 56) Economic value is traditionally associated with all of the following EXCEPT:A. equipment.B. technology.C. facilities.D. HRM practices.88. (p. 57) A company's human resource acquisition requirements are influenced by all of the following EXCEPT:A. terminations.B. customer demands for products and services.C. motivation and satisfaction of employees.D. promotions.89. (p. 58) Managing the assessment and development of human resources involves all of the following EXCEPT:A. measuring employees' performance.B. creating an employment relationship and work environment that benefits both the company and the employee.C. recruiting employees and placing them in jobs that best use their skills.D. identifying employees' work interests, goals, and values, and other career issues.90. (p. 58) Besides interesting work, _____ are the most important incentives that companies can offer to its employees.A. training for future work rolesB. beneficial work environmentsC. support for nonwork activitiesD. pay and benefitsEssay Questions91. (p. 8) Name and discuss the competencies that HR professionals need.定义并讨论人力资源专业人员需要的能力1. Credible activist: delivers results with integrity, shares information, builds trusting relationships, and influences others, providing candid observation, taking appropriate risks.2. Cultural steward: facilitates change, develops and values the culture, and helps employees navigate the culture.3. Talent manager/organizational designer: develops talent, designs reward systems, and shapes the organization.4. Strategic architect: recognizes business trends and their impact on the business, evidence-based HR, and develops people strategies that contribute to the business strategy.5. Business ally: understands how the business makes money and the language of the business.6. Operational executor: implements workplace policies, advances HR technology, and administers day-to-day work of managing people.92. (p. 9-10) How has the role of HRM changed in recent years? Discuss three trends that are changing the HRM function. Why have these roles changed?近年来，HRM的角色发生了怎样的变化?讨论三个改变人力资源管理功能的趋势。

Chapter 1: Introduction to Human Resource ManagementMultiple Choice1.The basic functions of management include all of the following except _____.a.planninganizingc.motivatingd.leadinge.staffing(c; moderate)2.The management process is made up of _____ basic functions.a.threeb.fourc.fived.eighte.ten(c; moderate)3.Which basic function of management includes establishing goals andstandards, developing rules and procedures, and forecasting?a.planninganizingc.motivatingd.leadinge.staffing(a; easy)4.What specific activities listed below are part of the planning function?a.giving each subordinate a specific taskb.recruiting prospective employeesc.training and developing employeesd.developing rules and procedurese.all of the above(d; moderate)5.Lin spends most of her time at work setting goals and standards anddeveloping rules and procedures. Which function of management does Lin specialize in?a.planninganizingc.motivatingd.leadinge.staffing(a; easy)6.Which basic function of management includes delegating authority tosubordinates and establishing channels of communication?a.planninganizingc.motivatingd.leadinge.staffing(b; easy)7.What specific activities listed below are part of the organizing function?a.giving each subordinate a specific taskb.recruiting prospective employeesc.training and developing employeesd.developing rules and procedurese.all of the above(a; moderate)8.Which basic function of management includes selecting employees, settingperformance standards, and compensating employees?a.planninganizingc.motivatingd.leadinge.staffing(e; easy)9.What specific activities listed below are part of the staffing function?a.giving each subordinate a specific taskb.maintaining moralec.recruiting prospective employeesd.developing rules and procedurese.both b and c(c; moderate)10.Which basic function of management includes setting standards such a salesquotas and quality standards?a.planninganizingc.controllingd.leadinge.staffing(c; easy)11.What specific activities listed below are part of the controlling function?a.giving each subordinate a specific taskb.recruiting prospective employeesc.training and developing employeesd.developing rules and procedurese.checking to see how actual performance compares with standards(e; moderate)12._____ is the process of acquiring, training, appraising, and compensatingemployees, and attending to their labor relations, health and safety, and fairness concerns.a.Human Resource Managementbor Relationsc.Industrial Psychologyanizational Behavioranizational Health and Safety Management(a; easy)13.Human resource management is _____.a.the concepts and techniques used to control people at workb.the process of organizing work activitiesc.the process of identifying countries with cheaper labor costs and relocatingjobs to those countriesd.the process of acquiring, training, appraising, and compensatingemployees, and attending to their labor relations, health and safety, andfairness concernse.all of the above(d; moderate)14._____ is the right to make decisions, to direct the work of others, and to giveorders.a.Leadershipb.Authorityc.Delegationd.Managemente.Responsibility(b; easy)15._____ are authorized to direct the work of subordinates.a.Line managersb.Staff managersc.Leadersd.Advisory board memberse.All of the above(a; easy)16._____ are responsible for assisting and advising line managers in areas likerecruiting, hiring, and compensation.a.Human resource managersb.Staff managersc.Line managersd.EEO officerse.Board members(a; easy)17.Effective human resource management could include all of the followingresponsibilities except _____.a.placing the right person in the right jobb.training employeesc.controlling labor costsd.protecting employees’ healthe.all are responsibilities necessary for effective human resource management(e; moderate)18.Human resource managers generally exert _____ within the human resourcesdepartment and _____ outside the human resources department.a.line authority; implied authorityb.staff authority; line authorityc.line authority; staff authorityd.functional control; authoritarian controle.staff authority; specific authority(a; difficult)19.Line managers respect the knowledge human resource managers have in areassuch as testing and affirmative action. Consequently, human resource managers can influence line managers through _____.a.line authorityb.functional controlc.implied authorityd.explicit authoritye.human capital(c; moderate)20.Which of the following responsibilities do human resource managers fulfill intheir role as employee advocates?a.establish guidelines for how management should be treating employeesb.provide support for employees contesting unfair practicesc.represent employees’ interests as appropriated.all of the abovee.none of the above(d; moderate)21.All of the following are examples of human resource job duties except _____.a.recruiterb.equal employment opportunity coordinatorc.financial advisorpensation managerbor relations specialist(c; moderate)22.Which of the following job titles indicates a position in human resources?a.recruiterb.job analystc.training specialistd.EEO coordinatore.all of the above(e; easy)23.Which of the following tasks related to recruiting and hiring is not typicallyhandled by HR staff?a.specify necessary job qualificationsb.develop pool of qualified applicantsc.conduct initial screening interviewsd.administer testse.explain benefits packages(a; easy)24.The expertise of human resource departments became indispensable with the_____.a.introduction of employment lawsb.passing of equal employment lawsc.increase of women in the workforced.movement of jobs to countries with cheaper labor costse.both a and b(e; moderate; p. 9)25._____ refers to the tendency of firms to extend their sales, ownership, and/ormanufacturing to new markets abroad.a.Expansionb.Market developmentc.Globalizationd.Export growthe.Diversification(c; easy)26.Most people who are classified as nontraditional workers are _____.a.contingent workersb.independent contractorsc.job sharingd.working multiple jobse.caring for an elderly parent(b; difficult)27.Which of the following is a type of nontraditional worker?a.contingent workersb.part-time workersc.people working in alternative work arrangementsd.people with multiple jobse.all of the above(e; moderate)28.Jak takes on various projects as an independent contractor. He works onseveral projects for a variety of companies. When a project is complete, he moves on to another project, often with a different company. Jak is a type of _____.a.contingent workerb.collateral workerc.managerd.consultante.none of the above(a; moderate)29.Saras and her mother, Ann share one flight attendant job at Jet Airlines. Sarasand Ann could be classified as _____.a.flex-time workersb.contingent workersc.nontraditional workersd.traditional workerse.none of the above(c; easy)30.What term refers to the knowledge, education, training, skills, and expertise ofa firm’s workers?a.human resourcesb.human capitalc.intangible assetsd.knowledge assetse.intellectual property(b; moderate)31.Which of the following demographic issues represents a challenge for humanresource managers?a.increasingly diverse workforceb.aging workforcec.increasing use of contingent workersd.both a and be.all of the above(d; moderate; p. 13)32.The proportion of women in the workforce is projected to _____.a.increase significantly over the coming decadeb.decrease as more women decide to stay home with childrenc.stop growingd.increase at a decreasing ratee.decrease at an increasing rate(c; difficult)33.Over the next few years, employers may face a severe labor shortage because_____.a.there are fewer people entering the job market than there are retiring babyboomersb.one-third of married women are not in the labor forcec.Older workers will represent 11% of the labor forced.people are living longere.all of the above(a; difficult)34.What tactic will employers likely have to take to fill openings left by retiringemployees?a.instituting flexible work hoursb.providing elder carec.hiring more womend.rehiring retireese.lowering the retirement age(d; difficult)35. A _____ is a company’s plan for how it will balance its internal strengths andweaknesses with external opportunities and threats in order to maintain a competitive advantage.a.SWOT analysisb.mission statementc.strategyd.tactice.scorecard(c; easy)36.The performance of human resource departments is evaluated based on _____.a.measurable evidence of efficiencyb.measurable evidence of effectivenessc.anecdotal evidenced.qualitative measures of successe.both a and b(e; moderate)37.Quantitative performance measures used by human resource managers toassess operations are called _____.a.ratiosb.benchmarksc.metricsd.gradese.goals(c; moderate)38.The _____ metric can be used as a measurement to show improvements tosavings in recruitment and retention costs.a.absence rateb.cost per hirec.HR expense factord.human capital ROIe.time to fill(b; moderate)39.Which metric indicates the cost of health care per employee by providing theper capita cost of employee benefits?a.HR expense factorb.human capital ROIc.health care costs per employeed.human capital value addede.revenue factor(c; moderate)40.The _____ metric views human resource expenses in relation to the totaloperating expenses of the organization.a.HR expense factorb.human capital ROIc.health care costs per employeed.human capital value addede.revenue factor(a; moderate)41._____ are a useful tool for determining why employees are leaving anorganization.ernment labor reportsb.Exit interviewsc.Benchmarksd.HR portalse.Turnover rates(b; easy)42.Which of the following human resource practices can be useful in reducingworkers’ compensation cost per employee?a.safety trainingb.disability managementc.safety incentivesd.all of the abovee. a and b only(d; moderate)43.Which metric views employees as capital rather than as an expense?a.time to fillb.training investmentc.HR expense factord.revenue factore.none of the above(d; difficult)44.The _____ measures the rate at which employees leave the company.a.turnover costsb.turnover ratec.time to filld.cost per hiree.absence rate(b; moderate)45.When managers use metrics to assess performance and then develop strategiesfor corrective action, they are performing the _____ function of management.a.planningb.leadingc.staffingd.controllinganizing(d; difficult)46.The term _____ means contributing in a measurable way to achieving thecompany’s strategic goals.petitive advantageb.achievement successc.value creationd.success metrice.none of the above(c; moderate)47.Ma nagers use a(n) _____ to measure the HR function’s effectiveness andefficiency in producing employee behaviors the company needs to achieve its strategic goals.a.metricb.HR Scorecardc.benchmarkd.high performance work systeme.MBO format(b; easy)48.Metrics can be compared against _____ to evaluate an organization’sperformance.st year’s metricpetitor’s metricc.survey datad.national standarde.all of the above(e; easy)49.The Revenue Factor is equal to _____.a.revenue divided by the total number of full-time equivalents (FTE)b.total days elapsed to fill requisitions divided by the number hiredc.revenue minus operating expense minus compensation and benefit costdivided by the total number of full-time equivalents (FTE)d.HR expense divided by the total operating expensee.advertising plus agency fees plus employee referrals plus travel costs ofapplicant plus relocation costs plus recruiter pay and benefits divided bynumber of hires(a; difficult)50.The HR expense factor is equal to _____.a.revenue divided by the total number of full-time equivalents (FTE)b.total days elapsed to fill requisitions divided by the number hiredc.revenue minus operating expense minus compensation and benefit costdivided by the total number of full-time equivalents (FTE)d.HR expense divided by the total operating expensee.advertising plus agency fees plus employee referrals plus travel costs ofapplicant plus relocation costs plus recruiter pay and benefits divided bynumber of hires(d; difficult)51.The cost per hire is equal to _____.a.revenue divided by the total number of full-time equivalents (FTE)b.total days elapsed to fill requisitions divided by the number hiredc.revenue minus operating expense minus compensation and benefit costdivided by the total number of full-time equivalents (FTE)d.HR expense divided by the total operating expensee.advertising plus agency fees plus employee referrals plus travel costs ofapplicant plus relocation costs plus recruiter pay and benefits divided bynumber of hires(e; moderate)52.The human capital value added is equal to _____.a.revenue divided by the total number of full-time equivalents (FTE)b.total days elapsed to fill requisitions divided by the number hiredc.revenue minus operating expense minus compensation and benefit costdivided by the total number of full-time equivalents (FTE)d.HR expense divided by the total operating expensee.advertising plus agency fees plus employee referrals plus travel costs ofapplicant plus relocation costs plus recruiter pay and benefits divided bynumber of hires(c; difficult)53.What metric evaluates retention efforts by an organization?a.turnover costsb.turnover ratec.cost per hired.absence ratee.both a and b(e; easy)54.Firms can use the _____ as a benchmark for the cost per hire metric.ernment employment reportb.Cost Per Hire Staffing Metrics Surveyc.Employer Costs for Employee Compensation Reporternment Job Turnover Reporte.None of the above(b; easy)55.Firms can use the _____ as a benchmark for the time to fill metric.ernment employment reportb.Cost Per Hire Staffing Metrics Surveyc.Employer Costs for Employee Compensation Reporternment Job Turnover Reporte.None of the above(b; difficult)56.The concise measurement system used by companies to show the quantitativestandards the firm uses to measure HR activities, employee behaviors resulting from the activities, and the strategically relevant organizational outcomes of those employee behaviors is called a(n) _____.a.evaluation systemb.HR scorecardc.appraisal systemd.evaluation benchmarke.annual report(b; moderate)57.When seeking to improve the workers’ compensation cost per employeemetric, human resource managers should analyze _____.a.types of injuriesb.injuries by departmentc.injuries by job typed.changes in injuries over timee.all of the above(e; easy)58.In which area must HR managers be proficient in order to perform well intoday’s environment?a.HR proficienciesb.business proficienciesc.leadership proficienciesd.learning proficienciese.all of the above(e; moderate)59.Mak wants to report the value of the knowledge, skill, and performance of theorganization’s workforce. To illustrate how employees add value to an organization, Mak should use the _____ metric.a.revenue factorb.human capital value addedc.training investmentd.HR expense factore.intangible assets(b; moderate)60.Of the four categories of proficiencies necessary for HR managers, which onerefers to traditional knowledge and skills in areas such as employee selection, training, and compensation?a.HR proficienciesb.business proficienciesc.leadership proficienciesd.learning proficienciese.staffing proficiencies(a; moderate)61.Of the four categories of proficiencies necessary for HR managers, which onerefers to knowledge of strategic planning, marketing, production, and finance?a.HR proficienciesb.business proficienciesc.leadership proficienciesd.learning proficienciese.staffing proficiencies(b; moderate)62.Of the four categories of proficiencies necessary for HR managers, which onerefers to the ability to work with and lead management groups?a.HR proficienciesb.business proficienciesc.leadership proficienciesd.learning proficienciese.staffing proficiencies(c; moderate)63.Su Han is an HR manager for a large company. The MBA degree she earnedprior to taking this position has been helpful to her because it prepared her to better understand the role of strategic planning, marketing, production, and finance in creating a profitable organization. Which category of proficiency has Su’s MBA prepared her for?a.HR proficienciesb.business proficienciesc.leadership proficienciesd.learning proficienciese.staffing proficiencies(b; moderate)64.Mohan is particularly good at staying abreast of new technologies andpractices affecting human resources management. Which proficiency is Mohan skilled in?a.HR proficienciesb.business proficienciesc.leadership proficienciesd.learning proficienciese.staffing proficiencies(d; moderate)65.Which of the following types of laws does not affect the decisions of humanresource managers?a.equal employment lawsb.occupational safety and health lawsbor lawsd.advertising regulationse.all of the above affect the decisions of human resource managers(d; difficult)66._____ set guidelines regarding how the company writes its recruiting ads,what questions its job interviewers ask, and how it selects candidates for training programs or evaluates its managers.a.Equal employment lawsb.Occupational safety and health lawsbor lawsd.Advertising regulationse.Fairness in Employment regulations(a; moderate)67._____ set guidelines regarding safety practices at work.a.Equal employment lawsb.Occupational safety and health lawsbor lawsd.Advertising regulationse.Fairness in Employment regulations(b; moderate)68.Which of the following HR activities may be outsourced to specialist serviceproviders?a.administration of 401 (k) pension plansb.employee assistance/ counseling plansc.retirement planningd.background checkse.all of the above(e; moderate)panies may use a(n) _____ to provide employees with a single accesspoint or gateway on a company’s intranet to all human resource information.a.databaseb.HR portalc.data warehoused.wwwe.URL(b; easy)70.AB Corp streamlined its annual benefits package enrollments by digitizing andaggregating the former paper benefits reports, electronic spreadsheets, and benefit summaries and providing the materials at a single location on the company intranet. AB Corp is using a(n) _____.a.databaseb.HR portalc.data warehoused.customer relationship management systeme.outsourcing model(b; moderate)True/ False71.Staff managers are authorized to direct the work of subordinates and aredirectly in charge of acco mplishing the organization’s basic goals. (F; easy)72.Human resource managers are generally staff managers. (T; easy)73.Staff managers are always someone’s boss. (F; moderate)74.In small organizations, line managers may carry out all personnel dutieswithout the assistance of a human resource staff. (T; moderate)75.Human resource managers assist in hiring, training, evaluating, rewarding,counseling, promoting, and hiring employees. (T; easy)76.When human resource managers make sure employees can contest unfairpractices, they are carrying out an innovator role. (F; easy)77.The division of human resource responsibilities for line managers and staffmanagers varies from organization to organization. (T; moderate)78.As firms seek to keep costs down, there has been a shift to using moretraditional workers. (F; easy)79.With the aging of its workforce, America is facing a demographic shift assignificant as the massive entry of women into the workforce that began in the 1960s. (T; moderate)80.As baby boomers retire from the workforce, there will be more peopleentering the labor pool than leaving it. (F; easy)81.Ratios are quantitative performance measures used to assess operations. (F;moderate)82.The HR Scorecard is a concise measurement system which shows thequantitative standards the firm used to measure the effectiveness and efficiency of human resource activities. (T; moderate)83.Human resource management creates value for an organization by engaging inactivities that produce the employee behaviors the company needs to achieve its strategic goals. (T; moderate)84.Unlike other divisions, such as research and development, in an organization,the HR function is not evaluated on the extent to which it creates value for the company. (F; easy)85.The absence rate is focused on more than any other metric used in an HRScorecard. (F; easy)86.Human capital ROI reports the return on investment ratio for employees. (T;easy)87.The revenue factor shows employees as an expense rather than as capital. (F;moderate)88.The time to fill metric illustrates the efficiency of the firm’s recruitingfunction. (T; moderate)89.The training investment factor measures the total training cost for allemployees taken as a whole. (F; moderate)90.The acronym FTE used in many of the HR metrics stands for foreign ortemporary employees. (F; easy)91.Turnover rate and turnover costs can both be improved with retention efforts.(T; easy)92.HR should seek to increase the workers’ compensation cost per employee byeliminating such practices as disability management. (F; moderate)93.The most important proficiency of the four highlighted in the text for humanresource managers is law proficiency. (F; moderate)94.Equal employment laws lay out what a a can and cannot say and do whendealing with labor unions. (F; moderate)95.Employment laws are intended to curb erroneous corporate financial reporting.(F; moderate)96.Because of employment laws, HR managers must now review and approve afirm’s financial statements. (F; moderate)97.Human resource managers must have MBA degrees to be promoted to HRdirectors. (F; easy)98.ASP is a special wireless technology used to synchronize various electronictools like cellular phones and PCs and facilitate employee access to employer online HR services. (F; moderate)99.Ethical issues such as workplace safety, security of employee records,comparable work, and employee privacy rights are all related to human resource management. (T; moderate)100.HR portals represent a form of outsourcing. (F; moderate)Essay/ Short Answer101.What are the five basic functions of management? Explain some of the specific activities involved in each function. Is one function more important for human resource management? (easy)Answer: The five basic functions are planning, organizing, staffing, leading, and controlling. Planning activities include establishing goals and standards, developing rules and procedures, and developing plans and forecasting.Organizing activities include giving specific task assignments to subordinates, establishing departments, delegating authority to subordinates, and establishing channels of authority and communication. Staffing activities include determining what type of people should be hired, recruiting prospective employees, and setting performance standards. Leading activities include maintaining morale and motivating subordinates. Controlling activities include setting standards such as sales quotas, and quality standards and taking corrective action as needed. Staffing is the function most readily related to human resource management. However, HR managers actually perform all 5 functions.102.Explain the difference between line authority and staff authority. What type of authority do human resource managers have? (moderate)Answer: Authority is the right to make decisions, to direct the work of others, and to give orders. Line managers are authorized to direct the work of subordinates and are directly in charge of accomplishing the organization’s basic goals. Staff managers are authorized to assist and advise line managers in accomplishing these basic goals. Human resource managers are usually staff managers because they are responsible for assisting and advising line managers in areas like recruiting, hiring, and compensation. However, human resource managers do have line authority within their own department.103.Human resource managers carry out three distinct functions. List and explain the three functions. (moderate)Answer: The three functions include a line function, a coordination function, and a staff or service function. HR managers exert line authority within the HR department because they direct the activities of the people in that department. HR managers also coordinate personnel activities. In the service function, HR managers assist in hiring, training, evaluating, rewarding, counseling, promoting, and firing employees. They also administer benefit programs and help line managers comply with EEO, occupational health and safety, and labor laws.104.Explain the meaning of the term nontraditional worker. Provide an example.(easy)Answer: Nontraditional workers include those who hold multiple jobs, or who are contingent or part-time, or people working in alternative work arrangements, or who work as independent contractors.105.Some countries are becoming an hour-glass societies. Explain how this change could negatively affect the labor supply and the retirement system. (difficult)Answer: The hour-glass metaphor is used to describe a society whose population is wider in older residents and in children but thinner for people in the workforce. When drawn, the shape resembles an hour-glass. As baby boomers retire, the shape of the American population more closely resembles an hour-glass. There are fewer people to take the jobs that baby boomers left behind. This creates two problems. First, the labor pool is smaller. This creates more demand for retirees, foreign labor, and younger workers. Second, it means that there are fewer people working and supplying funds to the social security system. This threatens the viability of the system funding the retirement of the baby boomers.。

Unit1An Overview Of Human Resource Management组织需要一些有效率的东西：物质资源、金融资源、营销能力和人力资源。

虽然这些对组织效率来说都很重要，但是最有可能提供潜在竞争优势的因素是人力资源如何管理这些资源。

工业技术、财政学和顾客联系（市场）都可以被模仿，基本的管理人员也可以被模仿，但是最有效率的组织发现了独特的方法去吸引、保留和激励雇员——即一种难以被模仿的策略。

在《人的竞争优势》这篇华丽的文章中，Jeffrey Pfeffer 举了西南航空公司这个例子。

思考一下…西南航空公司的股票在1972和1992年间有最好的回报。

可以确定的是它的成功并不是从规模经济中得到的。

在1992年，西南航空公司公司有13.1亿的收入，并且在美国的的客运市场中仅仅占到了2.6%的份额…西南航空公司（问题句）的成功是因为它有多渠道的低成本资金——的确，它是美国负债经营最少的航空公司之一。

西南的飞机，波音737，对它的竞争对手来说都能轻易获得。

它不是任何一个大型计算机化预定保留系统的成员，它没有独特先进的技术，并且卖的是本质上的日常用品——低成本，经济型航空服务，在价格上有着别的竞争者无法压敌的优势。

西南航空公司大部分的价格优势来源于它的非常有生产力、非常受激励，顺便说一下，还有统一的劳动力。

与美国的航空公司相比，根据1991年的统计，西南航空公司飞机的服务人员很少（79：131），每个雇员所能应对的乘客比一般的航空公司多（1891082：1339995）。

他表明80%的起降可以在15分钟完成，而其他公司平均需要45分钟，这些设备的利用率给了它一个巨大的生产力优势。

它在乘客服务上也提供了特别水平的服务。

西南公司曾经荣获航空公司的三连冠（最佳准点率、最低行李丢失率、最少乘客抱怨率）9次。

没有一个竞争对手赶得上。

关于西南航空公司的描述证明了一个生动的例子来表明发挥的作用——人力资源——在迎接21世纪的挑战中决定组织竞争力和效率。

Unit 1 An Overview of Human Resource ManagementKEY TO EXERCISES (I)1.The success of Southwest Airlines comes from managing people effectively, acombination of a number of important but less visible aspects of operations.2.In the traditional, the “Human Resource Management” were called “personnel”.3.Some employees attempted to start unions for strike for improved conditionsbefore 1900.4.The importance of collective bargaining and union /management relationsfollowing the labor unions’ rise to power in the 1940s and 1950s expanded the responsibilities of the personnel area in many organizations, especially those in manufacturing , utilities, and transportation .5.They are “ organizational restructuring ” and “workforce diversity ”.6.Much of the responsibility for safety had been subcontracted to Boeing, andNASA’s safety culture had become ‘reactive, complacent and dominated by unjustified optimism, displaying no interest in understanding a problem and its implications ’.Besides, the enormous cost may be the greatest culprits.7.Self-service refers to giving employees control of HR transactions.Self-service also fits with the changing psychological contract—employees are expected to take greater responsibility for their own careers. Self-service is being used for a wide range of HR services including training course catalogs and course enrollment, benefits enrollment and inquiries, and attitude surveys.8.These duties include:1)Respecting persons and not using them solely as means to one’s own ends2)Not doing any harm3)Telling the truth4)Keeping promises5)Treating people fairly and not without discrimination6)Not depriving people of basic rights9.“Bad apple ” tells about that some individuals are simply predisposed to behaveunethically and should be weeded out by the selection process.10.HR benchmarking is the process of comparing one’s HR practices with those ofanother firm, particularly a competitor ,as a way to outperform the competition.Unit 2 Strategic Human Resource ManagementKEY TO EXERCISES (I)1.It takes the notion of HRM as a strategic , integrated and coherent approach and develops that in line with the concept of strategic management.2.Strategy: The determination of the long-term goals and objectives of and enterprise , and the adoption if courses of action and the allocation of resources necessary for carrying out those goals.Characteristics:First , it is forward looking.The second characteristic is that the organizational capability of a firm depends on its resource capacity.The third characteristic of strategy is strategic fit-the need when developing HR.3.The formulation of corporate strategy is best described as a process for developing a sense of direction , making the best use of resources and ensuring strategic fit. It has often been described as a logical , step-by-step affair , the outcome of which is a formal written statement that provides a definitive guide to the organization’s intentions.4.The rise and fall of strategic planning.5.The fundamental aim of strategic HRM is to generate organizational capability by ensuring that the organization has skilled , engaged , committed and well-motivated employees it needs to achieve sustained competitive advantage.6.Strategic HRM is based on two key concepts , namely , the resource-based view and strategic fit.7.To a very large extent, the philosophy and approaches to strategic HRM are underpinned by the resource-based view. This states that it is the range of resources in an organization , including its human resources, that produces its unique character and creates competitive advantage.8.Valuable , rare , imperfectly imitable and non-substitutable.9.First , vertically , it entails the linking of human resource management practices with the strategic management process of the organization . Second , horizontally , it emphasizes the coordination or congruence among the various human resource management practices.10.1.employment security;2.selective hiring;3.self-managed teams;4.high compensations contingent on performance;5. training to provide a skilled and motivated workforce;6.reduction of status differentials;7.sharing information.11.There are examples in virtually every industry of firms that have very distinctive management practices... Distinctive human resource practices shape the core competencies that determine how firms compete.12.The best approach is in line with contingency theory . It emphasizes that HRstrategies should be congruent with the context and circumstances of the organization.13.“Bundling”is the development and implementation of several HR practices together so that they are interrelated and therefore complement and reinforce each other.14.The problem with the bundling approach is that of deciding what is the best way to relate different practices together.Unit 3 Human Resource PlanningKEY TO EXERCISES (I)1. HR planning is the process of analyzing and identifying the need for and availability of human resources so that the organization can meet its objectives.2.Typical HR Planning Responsibilities.HR Unit : Participates in strategic planning process for overall organization ; Identifies HR strategic ; Designs HR planning data systems managers on staffing needs ; Implements HR plan as approved by top management.Managers: Identify supply-and-demand needs for each division/department ; Review/discuss HR planning information with HR specialists ; Monitor HR plan with departmental plans ; Integrate HR plan with departmental plans ; Monitor HR plan to identify changes needed ; Review employee succession plans associated with HR plan.3.One factor often affecting the planning of HR activities in small firms is family considerations.The key to a successful transition of a business from one generation to another is having a clearly identified HR plan.4.The steps in the HR planning process are shown in Figure 3.2. Notice that the HR planning process begins with considering the organizationalObjectives and strategies . Then both external and internal assessments of HR needs and supply sources must be done and forecasts developed.5.Factors to consider include the current level of employee knowledge , skills , and abilities in an organization and the expected vacancies resulting from retirement , promotion , transfer ,sick leave , or discharge.6.①Upper management has a better view of the human resource dimensions of business decisions. ②HR costs may be lower because management can anticipate imbalances before they become unmanageable and expensive. ③More time is available to locate talent because needs are anticipated and before the actual staffing is required . ④Better opportunities exist to include women and minority groups in future growth plans . ⑤Development of managers can be better planned.7.At the heart of strategic planning is the knowledge gained from scanning theexternal environment for changes.8.Workforce Composition and Work Patterns ; Government Influences ; Geographic and Competitive Conditions ; Economic Conditions.9.Analyzing the jobs that will need to be done and the skills of people currently available to do them is the next part of HR planning.10.①Individual employee demographics ; ②Individual career progression ;③Individual performance date.Unit 4 Job Analysis and DesignKEY TO EXERCISES (I)1.Job design receives attention for three major reasons:1)job design can influence performance in certain jobs, especially those whereemployee motivation can make a substantial difference.2)Job design can affect job satisfaction.3)Job design can impact both physical and mental health.2.They are five types of works that one firm include, and they are :1)Full-time employees2)Part-time employees3)Independent contractors4)Temporary workers5)Contingent workers3.One approach for designing or redesigning jobs is to simplify the job tasks andresponsibilities. Several other approaches also have been used as part of job design. There are :job enlargement and job enrichment ;job rotation; job sharing.4.There are several advantages to job rotation with one being that it develops anemployee’s capabilities for doing several different jobs.5.While job design attempts to develop jobs that fit effectively into the flow of theorganization work, the more narrow focus of job analysis centers on using a formal system to gather date about what people do in their jobs.6.The purposes of job analysis are as following:1)Work activities and behaviors2)Interactions with others3)Performance standards4)Financial and budgeting impact5)Machines and equipment used6)Working condition7)Supervision given and received8)Knowledge, skills, and abilities needed7.The job analysis responsibilities are include two typical divisions ,they are :HR UNIT1)Coordinates job analysis2)Writes job descriptions and specifications for review by managers3)Periodically reviews job descriptions and specifications4)Reviews managerial input to ensure accuracy5)May seek assistance from outside experts for difficult or unusual analyses 8.1) Task-based job analysis is the most common form and focuses on the tasks,duties, and responsibilities performed in a job.Competencies are individual capabilities that can be linked to performance by individuals or teams.2) Unlike the traditional task-based approach to analyzing jobs, the competencyapproach considers how knowledge and skills are used.Unlike the traditional task-based job analysis, one purpose of the competency approach is to influence individual and organizational behaviors in the future.The competency approach may be broadly focused on behaviors, rather than just on task, duties, and responsibilities. Some of the more comprehensive comprehensive competency-based job analysis components may extensively include knowledge, skills, abilities, and personality characteristics.9.There are five methods of job analysis : Observation, WORK SAMPLING,EMPLOYEE DIAR/LOG, Interviewing, and Questionnaires.10.The typical areas covered in a job analysis questionnaire are :11.O*net is a database compiled by the U.S., but not specifically a job analysis.Unit 6 The Recruitment ProcessKEY TO EXERCISES (I)1．What is recruitment?It is a process of searching for prospective employees and stimulating them to apply for jobs in the organization.2．What is the difference between recruitment and selection?Technically speaking the function of recruitment precedes the selection function and it includes only finding，developing the sources of prospective employees and attracting them to apply for jobs in an organization，whereas the selection is the process of finding out the most suitable candidate to the job out of the candidates attracted. Formal definition of recruitment would give clear-cut idea about the function of recruitment.3．What are the objectives of recruitment?1) To attract people with multi-dimensional skills and experiences that suit the present and future organizational strategies.2) To induct outsiders with a new perspective to lead the company.3) To infuse fresh blood at all levels of the organization.4）To develop an organizational culture that attracts competent people to the company.5）To search or head hunt people whose skills fit the company’s values6）To devise methodologies for assessing psychological traits.7）To seek out non-conventional development grounds of talent.8）To search for talent globally and not just within the company.9）To design entry salary that competes on quality but not on quantum.10）To anticipate and find people for positions that does not exist yet. 4．What is the relationship between recruitment policy and personnel policy of the same organization?Recruitment policy of any organization is derived from the personnel policy of the same organization. In other words, the former is a part of the latter.5．What are the merits of centralized recruitment?1) Average cost of recruitment per candidate/unit should be relatively less due to economies of scale.2) It would have more expertise available to it.3）It can ensure broad uniformly among human resources of various units/zones in respect of education, skill, knowledge, talent etc.4）It would generally be above malpractices, abuse of powers, favourites, bias etc.5）It would facilitate interchangeability of staff among various units/zones.6）It enables the line managers of various units and zones to concentrate on their operational activities by relieving them from the recruitment functions.7）It enables the organizations to have centralized selection procedures, promotional and transfer procedure etc.8）It ensures the most effective and suitable placement to candidates9）It enables centralized training programs which further brings uniformity and minimizes average cost of staff.6．What are the merits of decentralized recruitment?1) The unit concerned concentrates only on those sources/places where it normally gets the suitable candidates, As such the cost of recruitment would be relatively less.2) The unit gets most suitable candidates as it is well aware of the requirements of the jobs regarding cultural, traditional, family background aspects, local factors, social factors etc.3) Units can recruit candidates as and when they are required without any delay.4) The units would enjoy freedom in finding out, developing the sources, in selecting and employing the techniques to stimulate the candidates.5) The unit would relatively enjoy advantage about the availability of information, control and feedback and various functions/processes of recruitment.6) The unit would enjoy better familiarity and control over the employees it recruits rather than on employees selected by the central recruitment agency. 7．What factors could affect recruitment?Both internal and external factors affect recruitment. The external factors include supply of and demand for human resources, employment opportunities and/or unemployment rate, labour market conditions, political, legal requirement and government policies, social factors, information systems etc.The internal factors include the company’s pay package including salary, fringe benefits and incentives, quality of work life, organizational culture, career planning and growth opportunities, size of the company, company’s product/services, geographical spread of the company’s operat ions viz., local, national or global, company’s growth rate, rote of Trade Unions and cost of recruitment.8．What are the advantages and disadvantages of internal recruiting?The advantages of internal recruiting are recruiting costs, motivation and familiarity. The disadvantages of internal recruiting are inbreeding, EEO Criteria and more training.9．Why do organizations prefer internal sources?1) Internal recruitment can be used as a technique of motivation.2) Morale of the employees can be improved.3) Suitability of the internal candidates can be judged better than the external candidates as “known devils are better than unknown angels.”4) Loyalty, commitment, a sense of belongingness, and security of the present employees can be enhanced.5) Employees’ p sychological needs can be met by providing an opportunity for advancement.6) Employees’ economic needs for promotion, higher income can be satisfied.7) Cost of selection can be minimized.8) Cost of training ,induction, orientation, period of adaptability to the organization can be reduced.9) Trade unions can be satisfied.10) Social responsibility towards employees may be discharged.11) Stability of employment can be ensured.10. What is the purpose of an interview?The purpose of an interview is to give the selector a chance to assess you and for you to demonstrate your abilities and personality. It’s also an opportunity for you to assess them and to make sure the organization and position are right for you. 11. How many kinds of executive search firms are there? What are they?Two. They are retainer firms and contingency firms.UNIT 13 Employee Benefits and ServicesKEY TO EXERCISES (I)1、Unlike pay for performance and other incentive plans1)benefits and services are available to works as long as they are employed byan organization .2)incentives intended to motivate employees , but benefits and services , cancreate more favorable attitudes towards the business , which can improve commitment and organizational performance in the longer term.2、Benefit can be divided into the following categories:1)Pension schemes (they are generally regarded as the most importantemployee benefit;)2)Personal security (There are benefits that enhance the individual’s personaland family security with regard to illness , health , accident or life insurance;)3)Financial assistance (Loans , house purchase schemes ,relocation assistanceand discounts on company goods or services;)4)Personal needs (Entitlements that recognize the interface between work anddomestic needs or responsibilities.)3、1) They are unemployment insurance , social security , and workers’compensation.2) Unemployment insurance provides income benefits for unemployed individuals in specific instances . Workers are unemployed through no fault of their own must meet eligibility requirements of their state . Social security: all individuals are eligible for Medicare at the age of 65 , regardless of whether they have retired or not . The goal of the pension portion of the Social Security system was to provide income to retired people . Workers’ compensation: Employees who incur expenses as a result of job-related illnesses or accidents receive a degree of financial protection from worker’s compensation benefits.4、1) Three major forms of insurance are involved : health , life ,and disability income replacement.2) Cover employees who have accidents at work that leave them unable to work , temporarily or permanently ,with payments supplementing benefits form workers’compensation and social security.5、1) A 401(k) plan is a defined contribution retirement plan that allows workers to save for retirement in account in equities , fixed-income securities , and bonds .2) Process: An employee chooses to defer a portion of his current pay , and instead sets that money aside in a retirement account . Over the course if the employee’s working career , his contributions will continue going into his account on a regular basis, allowing him to take advantage of dollar-coat averaging and hopefully earn an adequate investment return . Upon retirement employee will be able to withdraw form the accumulated balance to provide a revenue stream (to supplement Social Security and any other pension benefit ). At that time , the money withdrawn will be subject to income taxes.6、In a defined benefit pension plan , the employee upon retirement receives anannuity , a fixed stream of payments .The defined contribution plans are those in which the employer agrees to contribute a sum of money , based on a formula specified within the plan , into an individual account for each participant .2)7、1) There have : Child and elder care ; Wellness programs ; Flexible Benefits Plans and Reimbursement Accounts .2) Child and elder care: Some organizations are taking this concept a step further and including elder care as part of the benefits package.Wellness programs: Employers are searching for innovative ways to control health care costs , reduce absenteeism , and improve worker productivity.Flexible Benefits Plans and Reimbursement Accounts: With the continued escalation in the cost of benefits and the diversity of the labor force.8、1) A flexible (cafeteria) benefits plan allows employees to choose between two or more types of benefits. Reimbursement account or flexible spending accounts provide funds from which employees pay for expenses not covered by the regular benefits package.2) Funds can be allocated for un-reimbursed health care , child care , and for elderly or disabled relatives.9、To manage the benefits program effectively , certain steps are necessary .1) Step 1 . Set Objectives and Strategy for Benefits.2) Step 2 . Involve Participants .3) Step 3 . Communicate Benefits.4) Step 4 . Monitor Costs Closely.Unit 14 Managing Human Resources in a Foreign SubsidiaryKEY TO EXERCISES (I)1、1) An enterprise that has an interlocking network of subsidiaries in several countries.2) In the 1950s and 1960s , most large multinational companies operating in the world were American . They operated in a world economy relatively sale from competition from firms of other nationalities . In the 1970s an particularly in the 1980s , the world of international business became far more complex and competitive . In the 1990s , the nature of international business is truly global in nature , with it possible for a French firm to manufacture a product in Fermate in a plant partially staffed by U.S and Belgian nationals and with most of the product being sold in Britain.2、The role of a subsidiary HR manager is to develop HR practices that are (1) acceptable within the local culture and (2) acceptable to management at the MNC’s headquarters.《人力资源管理专业英语》课后习题答案3、One of our guiding principles is that our restaurants should always be a reflection of the communities they serve - not only the individuals we employ and the culture and ethnicity of those communities , but also the employment practices .4、The balancing of these two requirements is a difficult task.1) whether subsidiary HR managers are home , host or third country nationals , they bring their own “cultural baggage ,”which may affect their ability to accommodate cultural differences in the host work force .2) Employees in a subsidiary may consist of a mixture of home , host and third country nationals - all with their own distinct cultural backgrounds and preferences.3) The subsidiary’s HR manager must help all employees adapt to the HR patrices operating in the subsidiary , even though these practices may be derived from their cultures very from their own.5、The following sub actions on subsidiary HR planning , staffing ,training , performance appraisal , and compensation describe the difficulties faced by the subsidiary HR manager in developing effective HR systems . They are discussed along with other problems facing the HR manager that are not exclusively cultural in nature .6、These individuals tend to “stay in the family” and work for Japanese , not foreign , employers . Although during the downturn in the Japanese economy during the early 1990s this attitude became less prevalent , it still remains a problem .7、In India, the caste system could make it inappropriate to hire someone from a lower caste to supervise employees of a higher caste.8、A subsidiaries HR manager should consider Chinese students take a passive role in learning ,and the very active, high-participation methods often used in Western training programs would be inappropriate.9、AMZ looked for locals with English language ability and the ability to betrained .Once selected, these employees were trained in Australia for three months by Aussie financial experts.AMZ hopes to establish a larger program for Vietnamese employs in which they are trained in Australia and then returned back to AMZ’s operations in Vietnam.10、11、MBO generates risk for both parties due to uncertainty about the subordinate’s ability and motivation to achieve performance objectives. The role of managers in French firms is to eliminate risk and uncertainty and plan the methods to achieve the firm’s objectives.MBO increases persons risk.12、An American HR manager in a foreign subsidiary must make decisions as to whether it is ethical to have discrimination in one part of the MNC but not in another.11。

习题及答案Chapter 01 Human Resource Management: Gaining a Competitive Advantage Answer KeyTrue / False Questions1. (p. 5) Companies have historically looked at HRM as a means to contribute to profitability, quality, and other business goals through enhancing and supporting business operations.FALSE2. (p. 5) The human resource department is most likely to collaborate with other company functions on outplacement, labor law compliance, testing, and unemployment compensation.FALSE3. (p. 6) The three product lines of HR include a) administrative services and transactions, B) financial services, and c) strategic partners.FALSE4. (p. 9) The amount of time that the HRM function devotes to administrative tasks is decreasing, and its roles as a strategic business partner, change agent, and employee advocate are increasing. TRUE5. (p. 9) Advances in technology have allowed HR services to be offered more on a self-service basis than in the past.TRUE6. (p. 9) HR functions related to areas such as employee development, performance management, and organizational development are outsourced most frequently.FALSE7. (p. 11) Evidence-based HR provides managers with data to make decisions, instead of just relying on intuition.TRUE8. (p. 14) Stakeholders of a company are shareholders, the community, customers, employees, and all of the other parties that have an interest in seeing that the company succeeds.TRUE9. (p. 19) Companies are now more and more interested in using intangible assets and human capital as a way to gain an advantage over competitors.TRUE10. (p. 22) A learning organization places the highest emphasis on completion of formal employment training.FALSE11. (p. 22) The psychological contract describes what an employee expects to contribute and what the company will provide to the employee in return for these contributions.TRUE12. (p. 25) The use of alternative work arrangements, which include independent contractors, on-call workers, temporary workers, and contract company workers, is shrinking.FALSE13. (p. 27) To be effective, balanced scorecards must be customized by companies to fit different market situations, products, and competitive environments.TRUE14. (p. 27) The balanced scorecard should not be used to link the company's human resource management activities to the company's business strategy.FALSE15. (p. 30) Corporate cultures within companies that successfully implement TQM typically emphasize individualism, hierarchy, accountability, and profits.FALSE16. (p. 31) ISO 9000 certification is an integral component of W. Edwards Deming's quality control process.FALSE17. (p. 34) The skills and motivation of a company's internal labor force determine the need for training and development practices and the effectiveness of the company's compensation and reward systems.TRUE18. (p. 37) Because the workforce is predicted to become more uniform in terms of age, ethnicity, and racial background, it is likely that one set of values will characterize all employees.FALSE19. (p. 39) Cultural diversity can provide a company competitive advantage regarding problem-solving. TRUE20. (p. 42) The Sarbanes-Oxley Act of 2002 sets strict rules for corporate behavior and sets heavy fines and prison terms for noncompliance.TRUE21. (p. 43) Every business must be prepared to deal with the global economy.TRUE22. (p. 48) One of the disadvantages of technology is that it does not allow older workers to postpone retirement.FALSE23. (p. 51) E-HRM is more applicable to practices associated with recruiting and training than those associated with analysis and design work, selection, and compensation and benefits.FALSE24. (p. 54) An HR dashboard is a series of indicators that managers and employees have access to on the company intranet or human resource information system.TRUE25. (p. 58) Compensating human resources involves measuring employees' performance.FALSEMultiple Choice Questions26. (p. 4) _____ refers to a company's ability to maintain and gain market share in its industry.A. OutsourcingB. CompetitivenessC. Self-serviceD. Empowerment27. (p. 4) _____ refers to the policies, practices, and systems that influence employees' behavior, attitudes, and performance.A. Total quality managementB. Financial managementC. Human resource managementD. Production and operations management28. (p. 5) Strategic HR management includes all but one of the following. Name the exception.A. Financial planningB. Training and developmentC. Performance managementD. Recruiting talent29. (p. 6) Which of the following is NOT a responsibility of HR departments?A. RecruitingB. BenefitsC. Community relationsD. Production and operations30. (p. 6) Which of the following is NOT a product line of human resources?A. Administrative services and transactionsB. Strategic partnerC. Human capital partnerD. Business partner services31. (p. 8) Which of the following best describes a cultural steward?A. Shapes the organization.B. Delivers results with integrity.C. Facilitates change.D. Recognizes business trends and their impact on the business.32. (p. 8) A strategic architect is one who:A. facilitates change.B. recognizes business trends and their impact on the business.C. implements workplace policies conducive to work environment.D. develops talent and designs reward systems.33. (p. 9) Giving employees online access to information about HR issues such as training, benefits, and compensation is known as:A. outsourcing.B. continuous learning.C. self-service.D. strategic planning.34. (p. 9) The practice of having another company (a vendor, third-party provider, consultant) provide services traditionally associated with the administrative role of HR is known as:A. e-commerce.B. empowering.C. outsourcing.D. benchmarking.35. (p. 10) Traditionally, the HRM department was primarily a(n):A. proactive agency.B. finance expert.C. employer advocate.D. administrative expert.36. (p. 11) Which of the following statements about evidence-based HR is FALSE?A. It helps show that the money invested in HR programs is justified and that HR is contributing to the company's goals and objectives.B. It emphasizes that HR is being transformed from a broad corporate competency to a specialized, stand-alone function in which human resources and line managers build partnerships to gain competitive advantage.C. It requires collecting data on such metrics as productivity, turnover, accidents, employee attitudes and medical costs and showing their relationship with HR practices.D. It refers to demonstrating that human resources practices have a positive influence on the company's bottom line or key stakeholders.37. (p. 12-13) Which one of the following statements about the HR profession is FALSE?A. A college degree is required of HR specialists, but not of generalists.B. Generalists usually perform the full range of HRM activities, including recruiting, training, compensation, and employee relations.C. Professional certification in HRM is less common than membership in professional associations.D. The primary professional organization for HRM is the Society for Human Resource Management.38. (p. 13) All of the following competitive challenges faced by companies will increase the importance of human resource management EXCEPT:A. the global challenge.B. the challenge of sustainability.C. the political challenge.D. the technology challenge.39. (p. 14) _____ refers to the ability of a company to survive and succeed in a dynamic competitive environment.A. OutsourcingB. EmpowermentC. SustainabilityD. Resource management40. (p. 14) Sustainability includes all of the following EXCEPT:A. expanding into foreign markets.B. the ability to deal with economic and social changes.C. engaging in responsible and ethical business practices.D. providing high-quality products and services.41. (p. 19) Which of the following statements about intangible assets is FALSE?A. They include human capital.B. They are less valuable than physical assets.C. They are equally or even more valuable than financial assets.D. They are difficult to duplicate or imitate.42. (p. 20) Tacit knowledge is an example of _____ capital.A. socialB. customerC. humanD. intellectual43. (p. 21) Which of the following is NOT true of knowledge workers?A. They often contribute specialized knowledge that their managers may not have, such as information about customers.B. They have many job opportunities.C. They are in high demand because companies need their skills.D. They contribute to the company through manual labor and intellectual labor.44. (p. 21) Empowering is defined as:A. the movement of women and minorities into managerial positions.B. giving employees responsibility and authority to make decisions regarding all aspects of product development or customer service.C. leading employees by the strength of one's charisma.D. the act of continually learning and improving one's skills and abilities.45. (p. 22) A(n) _____ contract describes what an employee expects to contribute and what the company will provide to the employee for these contributions.A. employerB. employeeC. psychologicalD. job46. (p. 25) All of the following are examples of alternative work arrangements EXCEPT:A. independent contractors.B. current labor force.C. on-call workers.D. temporary workers.47. (p. 27) The balanced scorecard:A. is similar to most measures of company performance.B. uses indicators important to the company's strategy.C. is a standardized instrument of company performance.D. should not be applied to HR practices.48. (p. 27) The balanced scorecard presents a view of company performance from the perspective of:A. its customers only.B. its employees only.C. its employees and customers only.D. its employees, customers, and shareholders.49. (p. 28) According to the financial perspective of the balanced scorecard, which of the following questions should be answered?A. How do customers see us?B. Can we continue to improve and create value?C. What must we excel at?D. How do we look to shareholders?50. (p. 28) Increasingly, companies are trying to meet shareholder and general public demands that they be more socially, ethically, and environmentally responsible. Thus, companies are recognizing the importance of:A. a balanced scorecard approach to business.B. diversity.C. total quality management.D. social responsibility.51. (p. 30) TQM focuses on:A. designing processes to meet the needs of external customers only.B. reducing variability in the product or service.C. preventing errors rather than correcting errors.D. tying pay to employees' total output less rejects52. (p. 31) "How senior executives create and sustain corporate citizenship, customer focus, clear values, and expectations, and promote quality and performance excellence" is the definition for which Malcolm Baldrige National Quality Award criterion?A. Strategic planningB. Workforce focusC. Customer and market focusD. LeadershipMalcolm Baldrige National Quality Award is an award established in 1987 to promote quality awareness, to recognize quality achievements of U.S. companies, and to publicize successful quality strategies.53. (p. 33) Which one of the following is NOT true of the Six Sigma process?A. The objective of the process is to create a total business focus on serving the customer.B. Training is an important component of the process.C. The process is one of seven categories evaluated within the Malcolm Baldrige Quality Award.D. The process involves measuring, analyzing, improving, and controlling processes once they have been brought within six quality standards.54. (p. 33) Which of following holds TRUE for lean thinking?A. It is a way to do more with less effort, time, equipment, and space.B. It is a way to compete for quality awards and certification.C. It includes offering no-frills goods and services to customers.D. It is working for zero inventories.55. (p. 34) The skills and motivation of a company's _____ labor force determine the need for training and development practices and the effectiveness of the company's compensation and reward systems.A. projectedB. secondaryC. externalD. internal56. (p. 34-37) Which of the following statements about the composition of the U.S. labor force in the next decade is TRUE?A. Labor force growth is greater than at any other time in U.S. history.B. The largest proportion of the labor force is expected to be in the 16-to-24-year age group.C. There will be fewer white males than minorities or women in the labor force.D. The number of "baby boom" workers will increase faster than any other age group.57. (p. 35) Which of the following statements about older workers is FALSE?A. Worker performance and learning are adversely affected by aging.B. The aging labor force means companies are likely to employ a growing share of older workers.C. An emerging trend is for qualified older workers to ask to work part-time or for only a few months at a time as a means to transition to retirement.D. Older employees are willing and able to learn new technology.58. (p. 37) Baby boomers:A. like the latest technology, are ambitious and goal-oriented, and seek meaningful work.B. want to be noticed, respected, and involved.C. tend to be uncomfortable challenging the status quo and authority.D. value unexpected rewards for work accomplishments, opportunities to learn new things, praise, recognition, and time with the manager.59. (p. 38) Regardless of their background, most employees' value:A. the ability to challenge the status quo.B. simplistic tasks requiring few skills.C. managerial positions.D. work that leads to self-fulfillment.60. (p. 38-39) To successfully manage a diverse workforce, managers need to develop all of the following skills EXCEPT:A. providing performance feedback that is based on values rather than objective outcomes.B. communicating effectively with employees from a wide variety of cultural backgrounds.C. coaching employees of different ages, educational backgrounds, ethnicity, physical ability, and race.D. recognizing and responding to generational issues.61. (p. 39) Managing cultural diversity involves:A. enforcing EEO rules.B. creating separate career tracks for employees with families.C. establishing a strong affirmative action policy.D. creating a workplace that makes it comfortable for employees of all backgrounds to be creative and innovative.62. (p. 39) How diversity issues are managed in companies has implications for all the following EXCEPT:A. knowing how to learn.B. creativity.C. retaining good employees.D. problem solving.63. (p. 39) Managing cultural diversity can provide a competitive advantage by:A. decreasing the number of available women and minorities in the company's labor pool.B. helping women and minorities understand they must conform to organizational norms and expectations.C. helping companies produce better decisions by including all employees' perspectives and analysis.D. identifying product markets on which the company should focus64. (p. 39) In managing cultural diversity, which of the following would improve the level of creativity thereby providing competitive advantage to an organization?A. Diversity of perspectives and less emphasis on conformity to norms of the past.B. Those with the best reputations for managing diversity will win the competition for the best personnel.C. An implication of the multicultural model for managing diversity is that the system will become less determinate, less standardized, and therefore more fluid.D. Heterogeneity in decisions and problem-solving groups potentially produces better decisions.65. (p. 39) Which of the following cultural diversity arguments states that companies with the best reputations for managing diversity will win the competition for the best personnel?A. System flexibility argumentB. Marketing argumentC. Employee attraction and retention argumentD. Problem-solving argument66. (p. 39) Diversity is important for tapping all of the following skills of employees EXCEPT:A. cultural skills.B. communication skills.C. creativity.D. homogeneous thinking.67. (p. 40) What areas of the legal environment have influenced HRM practices over the past 25 years?A. Equal employment opportunity, safety and health, pay and benefits, privacy, and job security.B. Executive compensation, pay and benefits, workers' compensation, safety and health, and job security.C. Product liability, workers' compensation, equal employment opportunity, safety and health, and labor relations.D. Equal employment opportunity, patent infringement, workers' compensation, safety and health, and job security.68. (p. 40-41) There will likely be continued discussion, debate, and possible legislation in all but one of the following areas in companies. Name the exception.A. Genetic testingB. Glass ceilingC. Employment-at-willD. Design of physical work environment69. (p. 41) Litigation involving job security will have a major influence on human resource management practices because:A. work rules, recruitment practices, and performance evaluation systems might falsely communicate lifetime employment agreements that the company does not intend to honor during layoffs.B. adjustments of test scores to meet affirmative action requirements are now illegal.C. employees now bear the burden of proof in discrimination cases.D. compensation awards for discrimination claims have increased.70. (p. 41) Which of the following is one of the four ethical principles of a successful company?A. Managers assume all responsibility for the actions of the company.B. It has a strong profit orientation.C. Customer, client, and vendor relationships emphasize mutual benefits.D. It does not produce products that can be used for violent purposes.71. (p. 42) Which legislation act sets new strict rules for business especially as regards accounting practices?A. Human Rights Act of 1994B. Reverse Discrimination Act of 1990C. Sarbanes-Oxley Act of 2002D. Corruption and Practices Act of 200072. (p. 43) Which of the following is NOT a standard that human resource managers must satisfy for practices to be ethical?A. Managers must treat employees as family.B. Human resource practices must result in the greatest good for the largest number of people.C. Employment practices must respect basic human rights of privacy, due process, and free speech.D. Managers must treat employees and customers equitably and fairly.73. (p. 45) Exporting jobs from developed to less developed countries is known as:A. insourcing.B. offshoring.C. importing.D. onshoring.74. (p. 47) Exporting jobs to rural parts of the United States is referred to as:A. insourcing.B. offshoring.C. importing.D. onshoring75. (p. 48) Which of the following statements about technology is FALSE?A. The Internet allows employees to locate and gather resources, including software, reports, photos, and videos.B. Technology does not allow older workers to postpone retirement.C. The Internet gives employees instant access to experts whom they can communicate with.D. Technology has made equipment easier to operate, helping companies cope with skill shortages.76. (p. 49) Which of the following is NOT typically true of work teams?A. They are used to increase employee responsibility and control.B. They use cross-training to give employees knowledge on a wide range of skills.C. They frequently select new team members and plan work schedules.D. They assume all of the activities reserved for managers such as controlling, planning, and coordinating activities.77. (p. 49) Which of the following is NOT recommended for supporting work teams?A. Reducing flexibility and interaction between employees to maintain high productivity.B. Giving employees formal performance feedback.C. Linking compensation and rewards with performance.D. Allowing employees to participate in planning changes in equipment, layout, and work methods.78. (p. 49) All of the following statements about cross training are true EXCEPT:A. it provides teams' maximum flexibility.B. it helps in measuring employees' performance.C. it trains employees in a wide range of skills.D. employees can fill any of the roles needed to be performed on the team.79. (p. 50) Company X has offices around the globe. Its teams are separated by time, geographic distance, culture and/or organizational boundaries, and almost rely exclusively on technology for interaction between team members. Its teams are:A. virtual teams.B. geographically-concentrated teams.C. lean teams.D. teleworker teams.80. (p. 50-51) Adaptive organizational structures emphasize:A. efficiency, decision making by managers, and the flow of information from top to bottom of the organization.B. a core set of values, and elimination of boundaries between managers, employees, and organizational functions.C. clear boundaries between managers, employees, customers, vendors, and the functional areas, and a constant state of learning.D. internal linking, external linking, diversification, and a core set of values.81. (p. 51) Which of the following is FALSE about high-involvement, adaptive organizational structures?A. Employees are in a constant state of learning and performance improvement.B. Employees are free to move wherever they are needed in a company.C. Line employees are trained to specialize in one job in order to maximize efficiency.D. Previously established boundaries between managers, employees, customers, and vendors are abandoned.82. (p. 51) Employees in geographically dispersed locations can work together in virtual teams using video, e-mail, and the Internet. This e-HRM implication refers to which aspect of HR?A. RecruitingB. Analysis and design of workC. SelectionD. Compensation and benefits83. (p. 52) From the manager's perspective, an HRIS can be used to perform primarily all but one of the following. Name the exception.A. Support strategic decision makingB. Avoid litigationC. Evaluate programs and policiesD. Motivate employees84. (p. 54) A(n) _____ is a series of indicators or metrics that managers and employees have access to on the company intranet or human resource information system.A. HR dashboardB. balanced scorecardC. web portalD. Intranet85. (p. 54) All of the following HR practices support high-performance work systems EXCEPT:A. employees participate in selection process.B. jobs are designed to use a variety of skills.C. employee rewards are related to company performance.D. individuals tend to work separately.86. (p. 56) Which one of the following is NOT associated with managing the human resource environment?A. Linking HRM practices to the company's business objectives.B. Identifying human resource requirements through human resource planning, recruitment, and selection.C. Ensuring that HRM practices comply with federal, state, and local laws.D. Designing work that motivates and satisfies the employee as well as maximizes customer service, quality, and productivity.87. (p. 56) Economic value is traditionally associated with all of the following EXCEPT:A. equipment.B. technology.C. facilities.D. HRM practices.88. (p. 57) A company's human resource acquisition requirements are influenced by all of the following EXCEPT:A. terminations.B. customer demands for products and services.C. motivation and satisfaction of employees.D. promotions.89. (p. 58) Managing the assessment and development of human resources involves all of the following EXCEPT:A. measuring employees' performance.B. creating an employment relationship and work environment that benefits both the company and the employee.C. recruiting employees and placing them in jobs that best use their skills.D. identifying employees' work interests, goals, and values, and other career issues.90. (p. 58) Besides interesting work, _____ are the most important incentives that companies can offer to its employees.A. training for future work rolesB. beneficial work environmentsC. support for nonwork activitiesD. pay and benefitsEssay Questions91. (p. 8) Name and discuss the competencies that HR professionals need.定义并讨论人力资源专业人员需要的能力1. Credible activist: delivers results with integrity, shares information, builds trusting relationships, and influences others, providing candid observation, taking appropriate risks.2. Cultural steward: facilitates change, develops and values the culture, and helps employees navigate the culture.3. Talent manager/organizational designer: develops talent, designs reward systems, and shapes the organization.4. Strategic architect: recognizes business trends and their impact on the business, evidence-based HR, and develops people strategies that contribute to the business strategy.5. Business ally: understands how the business makes money and the language of the business.6. Operational executor: implements workplace policies, advances HR technology, and administers day-to-day work of managing people.92. (p. 9-10) How has the role of HRM changed in recent years? Discuss three trends that are changing the HRM function. Why have these roles changed?近年来，HRM的角色发生了怎样的变化?讨论三个改变人力资源管理功能的趋势。