Exam 11: Human Resource Management: Finding and Keeping the Best Employees

The first step in the human resources planning process is to:

Which of the following statements describes the relationship between employee training and employee development?

An employment appraisal may include a 360-degree review, which is an appraisal that includes job-related and non-job-related comments from a range of employees.

Sun Valley Produce finds it needs more workers during harvest times than at other times of the year. Hiring contingent workers could be an efficient way for Sun Valley to meet its temporary employment needs.

When you collect information about a particular job title, including how the job is performed and what it takes to perform the job, you are conducting a job analysis.

Charlie is the director for a small nonprofit company that provides jobs for disabled Americans. One of his most time-consuming responsibilities is finding companies that are willing to hire his company to perform tasks such as bulk mailings and other small jobs that his employees can do in a reasonable amount of time. He needs to recruit an outside sales representative who can dedicate time to meeting with other firms and selling the services of the nonprofit operation. Charlie's nonprofit is similar to a small business with a small amount of funds dedicated toward such a sales position. Under the circumstances, which of the following strategies may be a suitable approach to finding a good sales representative?

The time when all employees must be present in a flextime plan is referred to as:

Employees sometimes prefer increases in fringe benefits rather than increases in wages or salaries, because many fringe benefits are not subject to taxes.

After preparing a job analysis, the next step in the human resource planning process is to:

Mini-Case Dee Pozitt had been the assistant HR director at Fleesum Financial Services for a bit more than a year when the company's HR director was injured in a sky-diving accident. Because of his injuries the director would be unable to work for several months. Howie Fleesum, the company's CEO, decided to name Dee the acting director of human resources. Though she had been at the firm for a shorter period of time than most other managers, he felt that her position as the director's assistant had given her insights into the company's human resource issues that the other managers lacked. He also was very impressed by the glowing performance appraisal Dee recently received from the director, her peers, and even subordinates. Before accepting the position as acting director, Dee made sure that Mr. Fleesum recognized her authority to implement some major changes in policies she and the director had been planning before his accident. The changes were intended to make the company more responsive to the needs of employees, thus improving morale and reducing worker turnover. Although Dee was sorry the director was injured, she was pleased that Mr. Fleesum had confidence in her and was willing to give her the authority to implement important new programs. The only aspect of her opportunity that worried her was the resentment and hostility she sensed from a few of the older, more experienced managers. One of the most hostile coworkers was a fellow named Mort Gage. Dee decided she had better talk to Mort and find out why he was so upset. -Fleesum recently began using cross-functional teams. Dee wants to make sure the teams collaborate effectively, but also wants to avoid stifling individual initiative. One method she could use to achieve this goal would be to:

Janie worked in the student bookstore of a community college. The store was quite large and offered a variety of items besides books and school supplies. Although she liked the retail atmosphere, there was little opportunity for advancement because the three persons in management positions were doing well in their jobs and not planning to retire very soon. When the college opened a new branch, Janie seized the opportunity to be reassigned to the new location and manage the smaller operation. Her change was not a promotion, it was considered a(n) __________; however, it served to improve her morale because she was performing more tasks and had greater responsibility than at the previous bookstore.

Bob says he has achieved his "dream job." As an engineer for a major defense systems company, he is responsible for using sophisticated airplane and weaponry equipment that creates the exact conditions that a professional may experience if he/she uses the equipment in a real-life situation. He spends several hours each day performing ____________.

If you aspire to become a sous chef, you will pursue several types of training and development. Your __________ will include learning how to perform as a line chef, as you work your way through pastry, grill, pantry, and sauté. The only way you will learn the variations in the line jobs is to experience them! As a(n) _________, you will work alongside another sous chef for a few years in order to learn how to juggle all the middle-management type of activities expected of this professional. Your ____________ training will be extensive, as you go to culinary school, attend a community college, and/or take management classes to help you learn to minimize conflict in the kitchen as well as improve the productivity of those you manage.

A firm would implement a policy of holding exit interviews if it wanted to:

___________ is the process of training and educating employees to become good managers and then developing their managerial skills over time.

By doing a quick, one-minute search, an HR specialist determined who in her company knew programming language C++. The specialist used the company's database to retrieve the information; however, this information should also be part of the HR planning process, as found in _______________.

The __________, which is developed from the previous four steps of the human resource planning process, addresses how the firm will accomplish a wide array of human resource functions such as recruiting, selecting, training and developing, appraising, compensating, and scheduling its employees.

Highly compensated executives sometimes prefer fringe benefits such as club memberships, company cars, and more vacation time, as opposed to higher salaries because most often these benefits are not taxable income.

Airlines, banks, hospitals and many other service organizations are so labor intensive that the cost of labor is their primary cost of operations.

The most common reason for hiring contingent workers is that they improve worker morale.