Deck 3: Human Resource Planning

Question 1

Karen Liu recently accepted the position of Department Chair of the Department of Business at her university. She quickly realized that one of the very important jobs related to her role, was the need to make good human resource decisions as this affected the Department's ability to offer, schedule, and meet student needs for courses in all three academic terms per year. The mission statement of the university specifies a clear commitment to meeting the needs of all stakeholders, and in particular, being student centered is a priority. Due to the distinct rise in the number of students wishing to pursue a degree in business in recent years, this had placed an increasing stress on resources to meet student demand for courses and course sections. In particular, student feedback had indicated that course waitlists were long, that many students were unable to enter into their preferred courses, and that students wished that more courses were offered in three hour blocks or in the evening to allow them easier work scheduling. As she looked at course offerings and schedules from last year, and considered her current teaching faculty, she wondered how she would tackle the huge job of course planning for the next academic year.

-Karen is considering using a fairly simple and quick method of estimating future faculty needs.She is thinking of looking at past course needs trends and relating that to how many faculty members are required.She would be using

A)extrapolation
B)nominal group technique
C)budget and planning analysis
D)the Delphi technique
E)transition matrices

Answer 1

extrapolation

Question 2

Karen Liu,Chair of the Department of Business,was relieved to have completed her human resource planning exercise for the year.She quite proudly looked at the resulting course schedule for the upcoming three academic terms.She was successful in scheduling a wide range of courses,at times that students preferred them,with more courses offered in three hour blocks or in the evening as requested.After submitting her human resource plan to her Dean,she received an urgent telephone call from the Dean's office indicating that she could not use the number of contract faculty that her plan required.Contract faculty members were valuable resources to the Department.These faculty members were normally not full time,hired on a course by course basis,and since they often had full time jobs,were most available to teach in three hour blocks or in the evenings.Unfortunately,the university maintained a contractual requirement that restricted the use of contract faculty to 35% of all courses taught in the Department,and in the university overall.
Karen decided to use Markov analysis to aid her in her revised human resource plan,since it is particularly useful in organizations where

A)the external environment is unstable and unpredictable
B)internal (strategic)changes are complex and on-going
C)internally the movement of jobs and/or people is not fluctuating rapidly
D)rapid response is needed to social and legal challenges
E)economic conditions are changing quickly

Answer 2

C

Question 3

Karen Liu recently accepted the position of Department Chair of the Department of Business at her university. She quickly realized that one of the very important jobs related to her role, was the need to make good human resource decisions as this affected the Department's ability to offer, schedule, and meet student needs for courses in all three academic terms per year. The mission statement of the university specifies a clear commitment to meeting the needs of all stakeholders, and in particular, being student centered is a priority. Due to the distinct rise in the number of students wishing to pursue a degree in business in recent years, this had placed an increasing stress on resources to meet student demand for courses and course sections. In particular, student feedback had indicated that course waitlists were long, that many students were unable to enter into their preferred courses, and that students wished that more courses were offered in three hour blocks or in the evening to allow them easier work scheduling. As she looked at course offerings and schedules from last year, and considered her current teaching faculty, she wondered how she would tackle the huge job of course planning for the next academic year.

-In making her argument for the hire of more faculty members,Karen relied on the assistance of the __________ program that allowed her to quantify the value of additional faculty members to the university.

A)Human Resource Accounting
B)Human Resource Auditing
C)Human Relations Accounting
D)Human Relations Accountability
E)Human Relations Auditing

Answer 3

Human Resource Accounting

Question 4

Karen Liu recently accepted the position of Department Chair of the Department of Business at her university. She quickly realized that one of the very important jobs related to her role, was the need to make good human resource decisions as this affected the Department's ability to offer, schedule, and meet student needs for courses in all three academic terms per year. The mission statement of the university specifies a clear commitment to meeting the needs of all stakeholders, and in particular, being student centered is a priority. Due to the distinct rise in the number of students wishing to pursue a degree in business in recent years, this had placed an increasing stress on resources to meet student demand for courses and course sections. In particular, student feedback had indicated that course waitlists were long, that many students were unable to enter into their preferred courses, and that students wished that more courses were offered in three hour blocks or in the evening to allow them easier work scheduling. As she looked at course offerings and schedules from last year, and considered her current teaching faculty, she wondered how she would tackle the huge job of course planning for the next academic year.

-Karen also needs to estimate her internal supply of available faculty members.As faculty members are specialists in their respective fields,they are not interchangeable.This is why she is very grateful that ________________ are available for her reference.

A)replacement charts
B)skills inventories
C)Markov analysis
D)transition summaries
E)management inventories

Question 5

Karen Liu recently accepted the position of Department Chair of the Department of Business at her university. She quickly realized that one of the very important jobs related to her role, was the need to make good human resource decisions as this affected the Department's ability to offer, schedule, and meet student needs for courses in all three academic terms per year. The mission statement of the university specifies a clear commitment to meeting the needs of all stakeholders, and in particular, being student centered is a priority. Due to the distinct rise in the number of students wishing to pursue a degree in business in recent years, this had placed an increasing stress on resources to meet student demand for courses and course sections. In particular, student feedback had indicated that course waitlists were long, that many students were unable to enter into their preferred courses, and that students wished that more courses were offered in three hour blocks or in the evening to allow them easier work scheduling. As she looked at course offerings and schedules from last year, and considered her current teaching faculty, she wondered how she would tackle the huge job of course planning for the next academic year.

-Since the Department is growing to a great extent,and student numbers and demand for courses is expanding,the Department is facing a

A)human resource shortage
B)demographic challenge
C)human resource surplus
D)labour market division
E)human resource division

Question 6

Karen Liu recently accepted the position of Department Chair of the Department of Business at her university. She quickly realized that one of the very important jobs related to her role, was the need to make good human resource decisions as this affected the Department's ability to offer, schedule, and meet student needs for courses in all three academic terms per year. The mission statement of the university specifies a clear commitment to meeting the needs of all stakeholders, and in particular, being student centered is a priority. Due to the distinct rise in the number of students wishing to pursue a degree in business in recent years, this had placed an increasing stress on resources to meet student demand for courses and course sections. In particular, student feedback had indicated that course waitlists were long, that many students were unable to enter into their preferred courses, and that students wished that more courses were offered in three hour blocks or in the evening to allow them easier work scheduling. As she looked at course offerings and schedules from last year, and considered her current teaching faculty, she wondered how she would tackle the huge job of course planning for the next academic year.

-Up to this point,prior to Karen Liu taking the Chair position,it appears that the Department of Business is at what level of Human resource planning activities?

A)Level 1
B)Level 2
C)Level 3
D)Level 4
E)Level 5

Question 7

Karen Liu recently accepted the position of Department Chair of the Department of Business at her university. She quickly realized that one of the very important jobs related to her role, was the need to make good human resource decisions as this affected the Department's ability to offer, schedule, and meet student needs for courses in all three academic terms per year. The mission statement of the university specifies a clear commitment to meeting the needs of all stakeholders, and in particular, being student centered is a priority. Due to the distinct rise in the number of students wishing to pursue a degree in business in recent years, this had placed an increasing stress on resources to meet student demand for courses and course sections. In particular, student feedback had indicated that course waitlists were long, that many students were unable to enter into their preferred courses, and that students wished that more courses were offered in three hour blocks or in the evening to allow them easier work scheduling. As she looked at course offerings and schedules from last year, and considered her current teaching faculty, she wondered how she would tackle the huge job of course planning for the next academic year.

-Karen found that the job of identifying appropriate faculty members to be assigned to particular courses a huge task.It became evident that it would have been helpful to have a HRIS in place in the Department.As always,keeping any information system up to date can be time consuming.For this purpose,she would have appreciated a(n)____________ intranet function which would allow faculty members to access and view their own records and make changes and update where applicable.

A)enterprise-wide systems
B)internet system
C)manager self-service
D)employee self-service
E)internal computer network

Question 8

Karen Liu recently accepted the position of Department Chair of the Department of Business at her university. She quickly realized that one of the very important jobs related to her role, was the need to make good human resource decisions as this affected the Department's ability to offer, schedule, and meet student needs for courses in all three academic terms per year. The mission statement of the university specifies a clear commitment to meeting the needs of all stakeholders, and in particular, being student centered is a priority. Due to the distinct rise in the number of students wishing to pursue a degree in business in recent years, this had placed an increasing stress on resources to meet student demand for courses and course sections. In particular, student feedback had indicated that course waitlists were long, that many students were unable to enter into their preferred courses, and that students wished that more courses were offered in three hour blocks or in the evening to allow them easier work scheduling. As she looked at course offerings and schedules from last year, and considered her current teaching faculty, she wondered how she would tackle the huge job of course planning for the next academic year.

-To deal with her increasing faculty member needs,a viable option for Karen is to

A)phased retirement offers
B)transfer out faculty
C)use attrition
D)hire contract workers
E)offer job sharing

Question 9

Karen Liu recently accepted the position of Department Chair of the Department of Business at her university. She quickly realized that one of the very important jobs related to her role, was the need to make good human resource decisions as this affected the Department's ability to offer, schedule, and meet student needs for courses in all three academic terms per year. The mission statement of the university specifies a clear commitment to meeting the needs of all stakeholders, and in particular, being student centered is a priority. Due to the distinct rise in the number of students wishing to pursue a degree in business in recent years, this had placed an increasing stress on resources to meet student demand for courses and course sections. In particular, student feedback had indicated that course waitlists were long, that many students were unable to enter into their preferred courses, and that students wished that more courses were offered in three hour blocks or in the evening to allow them easier work scheduling. As she looked at course offerings and schedules from last year, and considered her current teaching faculty, she wondered how she would tackle the huge job of course planning for the next academic year.

-When considering the questions: how many faculty members Karen needs,when Karen needs them (i.e.which term are the faculty resources required),and for which courses does Karen need them,relates to which step of the Human Resource Planning Process?

A)Establish Program Evaluation
B)Develop HR objectives
C)Assess internal and external supply of resources
D)Forecast demand for resources
E)Design and implement HRM programs

Question 10

Karen Liu,Chair of the Department of Business,was relieved to have completed her human resource planning exercise for the year.She quite proudly looked at the resulting course schedule for the upcoming three academic terms.She was successful in scheduling a wide range of courses,at times that students preferred them,with more courses offered in three hour blocks or in the evening as requested.After submitting her human resource plan to her Dean,she received an urgent telephone call from the Dean's office indicating that she could not use the number of contract faculty that her plan required.Contract faculty members were valuable resources to the Department.These faculty members were normally not full time,hired on a course by course basis,and since they often had full time jobs,were most available to teach in three hour blocks or in the evenings.Unfortunately,the university maintained a contractual requirement that restricted the use of contract faculty to 35% of all courses taught in the Department,and in the university overall.
Clearly,Karen will need to look at hiring more full time tenure track faculty members for her Department to meet the growing demand.When Karen estimates the external supply of faculty member human resources,she will need to examine

A)labour market trends
B)possible promotions
C)sales projections
D)budget figures
E)the internal workforce