Question 1

The number of workforce separations during the month divided by the total number of employees at mid-month, expressed as a percentage, is a measure of the:

Accepted Answer

A)  absenteeism rate. 
B)  resignation rate. 
C)  avoidable turnover rate. 
D)  separation rate. 
A)  absenteeism rate. 
B)  resignation rate. 
C)  avoidable turnover rate. 
D)  separation rate.

Question 2

A well-conducted employee attitude survey can have substantial benefits for the organisation. These include all of the following EXCEPT:

Accepted Answer

A)  clarifying for the employee just how dissatisfied they are. 
B)  the generation of a large number of development suggestions. 
C)  discovery of unknown grievances. 
D)  evidence for changes in policy and practice. 
A)  clarifying for the employee just how dissatisfied they are. 
B)  the generation of a large number of development suggestions. 
C)  discovery of unknown grievances. 
D)  evidence for changes in policy and practice.

Question 3

Identify and explain the steps involved in conducting an employee attitude survey.

Accepted Answer

An attitude survey is a systematic metho

Question 4

'Separation rate', 'resignation rate', and 'avoidable turnover' are measures of:

Accepted Answer

A)  absenteeism. 
B)  satisfaction. 
C)  motivation. 
D)  employee turnover. 
A)  absenteeism. 
B)  satisfaction. 
C)  motivation. 
D)  employee turnover.

Question 5

Benchmarking HR practices serves a number of purposes including:

Accepted Answer

A)  identification of HR areas where performance can be improved. 
B)  it can be used to create a need for change. 
C)  it enables an organisation to learn from those that excel in an HR practice. 
D)  all of the options listed. 
A)  identification of HR areas where performance can be improved. 
B)  it can be used to create a need for change. 
C)  it enables an organisation to learn from those that excel in an HR practice. 
D)  all of the options listed.

Question 6

Generating a meaningful set of measures that can be tracked over time indicates:

Accepted Answer

A)  how the HRIS can be used to full advantage. 
B)  how well the HR function is performing in terms of relative productivity and cost-effectiveness. 
C)  the HR manager's ability to generate and analyse objective results. 
D)  a reduced dependence on qualitative results to demonstrate perceived effectiveness. 
A)  how the HRIS can be used to full advantage. 
B)  how well the HR function is performing in terms of relative productivity and cost-effectiveness. 
C)  the HR manager's ability to generate and analyse objective results. 
D)  a reduced dependence on qualitative results to demonstrate perceived effectiveness.

Question 7

An approach to the HR audit which compares the firm with another firm to uncover areas of poor performance is probably using the:

Accepted Answer

A)  outside authority approach. 
B)  comparative approach. 
C)  compliance approach. 
D)  statistical approach. 
A)  outside authority approach. 
B)  comparative approach. 
C)  compliance approach. 
D)  statistical approach.

Question 8

Which of the following would NOT be an indicator of the HR outcome of competence?

Accepted Answer

A)  Abilities 
B)  Knowledge 
C)  Skills 
D)  Creativity 
A)  Abilities 
B)  Knowledge 
C)  Skills 
D)  Creativity

Question 9

When a management by objectives approach is applied in the HR area, the audit can:

Accepted Answer

A)  rely upon supervisors to ensure that objectives are met. 
B)  identify deviations from laws and company policies or procedures. 
C)  generate numerical standards against which activities and program can be evaluated. 
D)  compare actual results with stated objectives. 
A)  rely upon supervisors to ensure that objectives are met. 
B)  identify deviations from laws and company policies or procedures. 
C)  generate numerical standards against which activities and program can be evaluated. 
D)  compare actual results with stated objectives.

Question 10

Australian studies have identified a relationship between absenteeism and all of the following factors EXCEPT:

Accepted Answer

A)  poor interpersonal communication. 
B)  job boredom. 
C)  time of the year. 
D)  poor management-employee relations. 
A)  poor interpersonal communication. 
B)  job boredom. 
C)  time of the year. 
D)  poor management-employee relations.

Question 11

Which of the following is NOT a major step in conducting an attitude survey?

Accepted Answer

A)  Questionnaire development 
B)  Validation 
C)  Data analysis 
D)  Retesting to check validity 
A)  Questionnaire development 
B)  Validation 
C)  Data analysis 
D)  Retesting to check validity

Question 12

What is the HR scorecard? What are the main benefits and criticisms of this technique?

Accepted Answer

The HR scorecard is a measurement system

Question 13

A national survey into absence rates shows that the overall absence attributed to sickness and accidents is:

Accepted Answer

A)  4 per cent. 
B)  15 per cent. 
C)  25 per cent. 
D)  32 per cent. 
A)  4 per cent. 
B)  15 per cent. 
C)  25 per cent. 
D)  32 per cent.

Question 14

To demonstrate HR's strategic contribution, the HR scorecard highlights:

Accepted Answer

A)  cost control and value creation. 
B)  cost control and attitude surveys. 
C)  productivity improvements and labour turnover. 
D)  quality and productivity measures. 
A)  cost control and value creation. 
B)  cost control and attitude surveys. 
C)  productivity improvements and labour turnover. 
D)  quality and productivity measures.

Question 15

Cascio has identified three main sources of the costs of employee absenteeism. Which of the following is NOT one of these sources?

Accepted Answer

A)  Costs associated with absentees themselves 
B)  Costs associated with managing problems of absenteeism 
C)  Costs associated with the attitude of remaining employees to absentees 
D)  Additional costs such as machine down-time, overtime for replacement workers 
A)  Costs associated with absentees themselves 
B)  Costs associated with managing problems of absenteeism 
C)  Costs associated with the attitude of remaining employees to absentees 
D)  Additional costs such as machine down-time, overtime for replacement workers

Question 16

Measures that focus on historical performance are:

Accepted Answer

A)  lagging indicators. 
B)  strategic indicators. 
C)  leading indicators. 
D)  technical indicators. 
A)  lagging indicators. 
B)  strategic indicators. 
C)  leading indicators. 
D)  technical indicators.

The number of workforce separations during the month divided by the total number of employees at mid-month, expressed as a percentage, is a measure of the:

A well-conducted employee attitude survey can have substantial benefits for the organisation. These include all of the following EXCEPT:

Identify and explain the steps involved in conducting an employee attitude survey.

'Separation rate', 'resignation rate', and 'avoidable turnover' are measures of:

Benchmarking HR practices serves a number of purposes including:

Generating a meaningful set of measures that can be tracked over time indicates:

An approach to the HR audit which compares the firm with another firm to uncover areas of poor performance is probably using the:

Which of the following would NOT be an indicator of the HR outcome of competence?

When a management by objectives approach is applied in the HR area, the audit can:

Australian studies have identified a relationship between absenteeism and all of the following factors EXCEPT:

Which of the following is NOT a major step in conducting an attitude survey?

What is the HR scorecard? What are the main benefits and criticisms of this technique?

A national survey into absence rates shows that the overall absence attributed to sickness and accidents is:

To demonstrate HR's strategic contribution, the HR scorecard highlights:

Cascio has identified three main sources of the costs of employee absenteeism. Which of the following is NOT one of these sources?

Measures that focus on historical performance are:

Strategic Human Resource Management

Human Resource Planning

Human Resource Information Management Systems

Human Resource Management and the Law

Job Analysis, Job Design and Quality of Work Life

Recruiting Human Resources

Employee Selection

Appraising and Managing Performance

Human Resource Development

Career Planning and Development

Rewarding Human Resources

Industrial Relations

Employee Health and Safety

Managing Diversity

International Human Resource Management

Filters

Exam 16: Assessing HRM Effectiveness

The number of workforce separations during the month divided by the total number of employees at mid-month, expressed as a percentage, is a measure of the:

A well-conducted employee attitude survey can have substantial benefits for the organisation. These include all of the following EXCEPT:

Identify and explain the steps involved in conducting an employee attitude survey.

'Separation rate', 'resignation rate', and 'avoidable turnover' are measures of:

Benchmarking HR practices serves a number of purposes including:

Generating a meaningful set of measures that can be tracked over time indicates:

An approach to the HR audit which compares the firm with another firm to uncover areas of poor performance is probably using the:

Which of the following would NOT be an indicator of the HR outcome of competence?

When a management by objectives approach is applied in the HR area, the audit can:

Australian studies have identified a relationship between absenteeism and all of the following factors EXCEPT:

Which of the following is NOT a major step in conducting an attitude survey?

What is the HR scorecard? What are the main benefits and criticisms of this technique?

A national survey into absence rates shows that the overall absence attributed to sickness and accidents is:

To demonstrate HR's strategic contribution, the HR scorecard highlights:

Cascio has identified three main sources of the costs of employee absenteeism. Which of the following is NOT one of these sources?

Measures that focus on historical performance are:

Strategic Human Resource Management

Human Resource Planning

Human Resource Information Management Systems

Human Resource Management and the Law

Job Analysis, Job Design and Quality of Work Life

Recruiting Human Resources

Employee Selection

Appraising and Managing Performance

Human Resource Development

Career Planning and Development

Rewarding Human Resources

Industrial Relations

Employee Health and Safety

Managing Diversity

International Human Resource Management

Filters