Deck 2: Human Resource Planning

Question 1

The focus of human resource planning is on:

A) labour demand and labour supply.
B) matching internal and external labour sources.
C) matching internal and external labour costs.
D) balancing financial and organisational needs.

Answer 1

labour demand and labour supply.

Question 2

Organisations with too many low-skilled and poorly qualified employees:

A) are more likely to be the target of unexpected corporate takeovers and mergers.
B) will need to outsource or decentralise many of the important HR functions.
C) may face obstacles when introducing new technology and other change initiatives.
D) will find themselves under strong trade union pressure to increase training budgets.

Answer 2

may face obstacles when introducing new technology and other change initiatives.

Question 3

Which of the following generations in the Australian workforce is motivated by long-term job security, promotion and salary?

A) Generation X
B) Generation Y
C) Baby boomers
D) Veterans

Answer 3

Baby boomers

Question 4

Improved childcare facilities, the increased availability of part-time work, and maternity leave are a reflection of:

A) changing social attitudes towards work.
B) increasing numbers of women in the workforce.
C) attempts to reduce levels of employee absenteeism.
D) the requirements of EEO legislation.

Question 5

Trade unions in Australia, Hong Kong and the USA have opposed moves by companies to recruit overseas on the grounds that:

A) trade unions do not exist in the countries where employees are sought.
B) other countries do not allow their companies to recruit overseas.
C) it is unpatriotic and allows competition from cheap labour countries.
D) wages in other countries are generally higher than local companies pay.

Question 6

Quantitative HR forecasting technique is primarily used by:

A) theoreticians and professional HR planners in large organisations.
B) theoreticians and professional HR planners in small organisations.
C) in-house functional managers rather than expert HR consultants.
D) all levels of HR managers in organisations both large and small.

Question 7

HR surpluses, shortages and career blockages are the focus of which approach to HR planning?

A) Qualitative approach
B) Reactive approach
C) Instrumental approach
D) Quantitative approach

Question 8

According to the human resource planning process presented by Stone, the first step is to:

A) determine the number and type of jobs to be filled.
B) examine human resource inventory levels and trends.
C) identify critical internal labour shortages.
D) employ experienced external HR consultants.

Question 9

The technique which involves building complex computer models to simulate future events based on probability and multiple assumptions is:

A) trend projection.
B) econometric modelling.
C) time-line analysis.
D) projected growth analysis.

Question 10

Trend projections are based on the assumption that:

A) statistical relationships remain predictable over time.
B) data needs to be adjusted for changing situations.
C) the future will be a continuation of the past.
D) qualitative statistical tools are strong predictors.

Question 11

The Delphi technique aims to:

A) collect information that supports the staffing decisions of management.
B) review the ideas of an expert in relation to projected employment trends.
C) integrate the independent opinions of experts by eliminating personal influence and discussion.
D) bring together a group of experts so that a range of issues and alternatives can be addressed.

Question 12

Which forecasting technique uses team members to independently generate as many solutions to a HRP problem as possible?

A) Econometric forecasting
B) The Delphi technique
C) The nominal group technique
D) Trend projections

Question 13

Which of the following methods is used to forecast the supply of internal human resources?

A) Expert opinion
B) Nominal group technique
C) Turnover analysis
D) Trend projection

Question 14

The skills inventory allows the HR manager to do all of the following EXCEPT:

A) identify where qualified external labour sources can be found.
B) identify qualified employees for different jobs in the organisation.
C) determine which skills are present or lacking in the organisation.
D) assess longer-term recruitment, selection and development requirements.

Question 15

One of the strengths of the nominal group technique is that:

A) is far less costly to implement than the Delphi technique and more reliable.
B) it has wide international acceptance and support and a strong track record.
C) it counterbalances attempts by an individual to dominate decision making.
D) it uses a range of quantitative HR tools to improve the decision making process.

Question 16

A skills inventory can benefit employees by:

A) giving them access to their personal employment records.
B) keeping an accurate record of bonus and leave entitlements.
C) making regular performance appraisal reviews unnecessary.
D) allowing the HR manager to fill positions by internal promotion.

Question 17

Replacement charts are used to identify:

A) how often succession planning activities need to be reviewed and evaluated.
B) present incumbents and potential replacements for given organisational positions.
C) which positions are no longer necessary when the current incumbent leaves the organisation.
D) which positions can be replaced by machines due to advances in production technology.

Question 18

Which of the following techniques for forecasting the internal supply of human resources is concerned with the filling of key management and professional vacancies?

A) Replacement charts
B) Succession planning
C) Markov analysis
D) Skills inventory

Question 19

Replacement charts are primarily used with which type of employees?

A) Technical, professional and managerial
B) Sales and marketing specialists
C) Administrative front-office staff
D) Contract and casually employed staff

Question 20

Succession planning stresses the development of high-potential employees and:

A) makes uses of sophisticated quantitative HR planning techniques.
B) usually requires the use of external experienced consultants.
C) has largely replaced the use of replacement charts in organisations.
D) takes a long term view of the organisation's HR needs.

Question 21

The number of people who leave an organisation due to resignation, retirement, death or disability, retrenchment or termination is known as:

A) employee loss.
B) downsizing.
C) employee departure.
D) labour turnover.

Question 22

Markov analysis:

A) uses a mathematical technique to forecast the availability of internal job candidates.
B) focuses on the development of high potential employees to guarantee their readiness for promotion.
C) uses the opinions of experts to identify internal candidates for promotion.
D) identifies existing employees who should be released due to poor performance.

Question 23

When a matrix is developed to show the probability of an employee moving from one job to another in an organisation, or leaving the organisation, this requires the use of:

A) econometric modelling.
B) turnover analysis.
C) Markov analysis.
D) succession planning.

Question 24

The use of Markov analysis requires:

A) a knowledge of the techniques of regression analysis.
B) the use of replacement charts and succession planning.
C) a maximum of 20 employees in any one job classification.
D) a minimum of 50 employees in any one job classification.

Question 25

To accurately forecast the availability of external human resources, the HR manager must monitor and respond to:

A) changes in business strategy.
B) demographic changes.
C) changes to skill requirements.
D) changes in government regulations.

Question 26

The country with 20 per cent of its population aged 65 or over is:

A) China.
B) India.
C) Australia.
D) Japan.

Question 27

Which of the following is NOT a demographic change affecting the external supply of labour?

A) The ageing population
B) Increased female participation rate
C) Increases in school retention rates
D) Increasing turnover rates

Question 28

Competitive pressures, changes in technology and outsourcing have all contributed to the trend toward:

A) the multiskilling of the workforce.
B) the casualisation of the workforce.
C) high turnover rates.
D) the mobility of the workforce.

Question 29

The process of subcontracting work to an outside company that specialises in and is more efficient at that kind of work is known as:

A) specialising.
B) consulting.
C) de-skilling.
D) outsourcing.

Question 30

The 457 visa scheme:

A) is criticised by some sectors in the community because it grants permanent residency to foreign workers.
B) generally applies to non-skilled workers.
C) has been resisted by trade unions for fear that the wages and conditions of Australian workers will be eroded and the power of trade unions will be weakened.
D) mostly applies to guest workers from South-East Asia and the Pacific Islands.

Question 31

Employees can be targeted for separation and termination may be selected on the basis of:

A) age.
B) seniority.
C) timing.
D) cost.

Question 32

If the termination process is perceived by management, employees and trade unions as fair, then this is known as which type of justice?

A) Distributive
B) Procedural
C) Interactional
D) Socially responsible

Question 33

If an HR manager concentrates on meeting short-term replacement needs it can result in:

A) significant cost savings.
B) quantity and quality problems.
C) up-to-date employee skills.
D) improved job satisfaction.

Question 34

Linking HR planning with organisational strategy allows the HR manager:

A) to understand the role he/she plays within the organisation.
B) to influence the future structure of the organisation's management.
C) to anticipate and influence the future HR requirements of the organisation.
D) to more clearly understand the impact of increased global competition.

Question 35

Qualitative HR forecasting using the estimates of experts is popular because:

A) it is more sophisticated than quantitative techniques of forecasting.
B) it is far more reliable than quantitative techniques of forecasting.
C) it is simple, cheap and fast for organisations to implement.
D) there is a ready supply of skilled people expert in forecasting.

Question 36

A major criticism of replacement charts is that they:

A) are expensive to produce and statistically invalid.
B) are based upon outdated assumptions about the workforce.
C) focus attention on current not future skills and positions.
D) focus attention on the future not current skills and positions.

Question 37

Management development and succession planning are considered superfluous by many organisations because of:

A) the labour surplus for specialist, skilled positions.
B) the more highly educated nature of the current workforce.
C) the costs involved in developing a mobile workforce.
D) rapid changes in business and a mobile job market.

Question 38

Succession planning will become merely an academic exercise producing only static charts unless it:

A) has the support of all levels of management in the organisation.
B) uses a number of dynamic sophisticated quantitative planning tools.
C) has an effective appraisal and needs-based training programs.
D) increasing turnover rates.

Question 39

The practice of managers developing their own replacements has been found to be:

A) successful and cost efficient.
B) ad hoc and subjective.
C) objective and well-structured.
D) difficult to implement and monitor.

Question 40

Effective development of managers requires:

A) employing outside external consultants with relevant job experience.
B) employing a specialist trainer to identify company training needs.
C) the use of a computer based forms of individual needs assessment.
D) identifying appropriate learning experiences via relevant job assignments.

Question 41

Critics of casualisation of the workforce have argued that it:

A) hinders workforce flexibility.
B) marginalises employees in terms of career, training and benefits.
C) increases managerial responsibilities.
D) adversely affects worker satisfaction.

Question 42

Which of the following is NOT an advantage associated with knowledge workers being employed on a contingent basis?

A) Varied and interesting work
B) Long term career prospects
C) Flexibility to enable effective balancing of work and personal commitments.
D) The opportunity to work for a variety of organisations in a range of different industries.

Question 43

Quinn and Hilmer argue that by strategically outsourcing and emphasising a company's core competencies:

A) managers can leverage their firm's skills and resources for increased competitiveness.
B) resources can then be allocated to improved marketing and financial activities.
C) the need for any future HR planning techniques will be greatly diminished.
D) a closer integration with globalisation trends in employment practices is possible.

Question 44

Which of the following HR activities would not be outsourced?

A) Recruitment
B) Payroll
C) Retirement services
D) Performance management

Question 45

Given that human resource planning is the cornerstone of all HRM activity, it is astounding how many organisations:

A) continue to use contractors to carry out the planning exercise.
B) fail to provide for such activities in their budget allocations.
C) perceive the activity as little more than a headcount.
D) prefer qualitative planning methods to the quantitative techniques.

Question 46

The HR plan:

A) is increasingly being developed by external consultants with extensive HR experience.
B) affects all HR activities, and is a strategic link between organisational and HRM objectives.
C) serves as a broad guideline for the employment and placement of human resources.
D) is a superfluous activity that adds nothing of value to the management of an organisation and its ability to achieve its strategic objectives.

Question 47

A measure of the effectiveness of HR planning is whether:

A) it positively affects the organisation's share price.
B) it gains increased recognition at top management levels.
C) the right people are available at the right time.
D) employee turnover rates are significantly reduced.

Question 48

Which of the following is NOT a termination cause?

A) GFC
B) Technology
C) Getting older
D) Outsourcing

Question 49

What is one of the disadvantages of terminating employees from a firm?

A) The organisation may lose employees it would prefer to keep
B) The organisation saves on costs
C) The organisation is more efficient
D) The organisation is more productive

Question 50

Which is NOT a factor to consider before commencing a termination program?

A) Timing
B) Cost
C) Selection
D) Outsourcing

Question 51

Stone argues that human resource planning should be closely linked to the organisation's objectives. How does effective human resource planning support the achievement of an organisation's objectives?

Question 52

Human resource planning involves an analysis of both the internal and external supply of labour. Discuss the difference between these two areas of analysis and examine why both are necessary for human resource planning to be accurate and effective.

Question 53

How does accurate human resource planning assist an organisation in its recruitment and selection activities?

Question 54

You have been asked to prepare some human resource forecasts for Correctional Services Officers for the Department of Corrective Services. What factors will affect the demand for and supply of these officers?

Question 55

What do you consider to be the major problems in human resource planning?

Question 56

Identify and discuss some of the major factors that need to be considered before commencing a termination program.