Question 1

In the context of the CHRM application tool, which of the following best describes the interaction between the internal and external environments?

Accepted Answer

A)   the internal environment influences what happens in the external environment
B)   the external environment influences what happens in the internal environment
C)   there is a two-way interaction between the internal and external environments
D)   there is no interaction between the internal and external environments B

Question 2

Tsui's multiple constituency model recognises that strategies adopted by an organisation may not satisfy all of its stakeholders.

Accepted Answer

A) True 
 B)False  True

Question 3

The co-adaptive human resource decision making (CHRM) framework does not consider environment factors beyond the organisation's control.

Accepted Answer

A) True 
 B)False  False

Question 4

In which of the following philosophies would the manager concentrate on closely monitoring and controlling employees?

Accepted Answer

A)   the traditional or transactional philosophy
B)   the paternalistic philosophy
C)   the commitment philosophy
D)   the collaborative philosophy

Question 5

HRM and SHRM each have a different focus and connection to the organisation's overall strategy.These are:

Accepted Answer

A)   HRM is reactive and follows organisational strategy while SHRM is proactive and informs organisational strategy
B)   HRM is proactive and future-focused while SHRM is reactive and short-term focused
C)   HRM is reactive and informs organisational strategy while SHRM is proactive and follows organisational strategy
D)   HRM is proactive and short-term focused while SHRM is reactive and future-focused

Question 6

Which paradigms or assumptions changed the emphasis from production and efficiency to focus on the importance of both people and production concerns in the organisation?

Accepted Answer

A)   the human relations movement and behavioural sciences approach
B)   the scientific management perspective and human relations movement
C)   the behavioural sciences approach and the scientific management perspective
D)   the human relations movement, the behavioural sciences approach and the scientific management perspective

Question 7

Jackson and Schuler (1995) suggest that a variety of macro-level environmental characteristics influence the adoption of particular organisational HRM practices, policies and philosophies.

Accepted Answer

A) True 
 B)False

Question 8

The three types of capital that are associated with organisations having a competitive advantage are:

Accepted Answer

A)   cultural capital, finance capital, management capital
B)   human capital, management capital, organisational capital
C)   societal capital, human resource capital, cultural capital
D)   social capital, cultural capital, human capital

Question 9

Klatt, Murdick, and Schuster's (1978) model represents:

Accepted Answer

A)   an integrative framework for understanding HRM in context
B)   a framework for analysing HRM and industrial relations at the level of the firm
C)   a human resource system in the business environment
D)   a system of strategic human resource management

Question 10

The fifth step of the CHRM application tool is to implement the plan.During the implementation of a complex high risk plan employees will:

Accepted Answer

A)   most likely be highly resistant to the plan
B)   very easily adapt to the changes
C)   readily accept the decision to change
D)   make threats to management and leave the organisation

Question 11

Effective HRM requires all of the following processes: environmental scanning, problem and opportunity identification, implementation and evaluation in relation to core activities.

Accepted Answer

A) True 
 B)False

Question 12

Organisational strategy is the result of organisational decisions about the goals, purpose, objectives and directions of the company and the way to realise these.

Accepted Answer

A) True 
 B)False

Question 13

List the negative outcomes of ineffective human resource practices in an organisation.

Accepted Answer

The answer of List the negative outcomes of ineffective human...

Question 14

Describe the steps of the SHRM Application Tool.

Accepted Answer

The answer of Describe the steps of the SHRM Application...

Question 15

Tsui's multiple constituency model (1990) recognises that:

Accepted Answer

A)   an organisation has a number of constituents (or stakeholders)  and thus when an organisation takes a course of action that satisfies one constituent it is possible that other constituents will not be satisfied
B)   an individual has a number of skills and aligns these with the organisations key strategies to allow the best course of action to take place
C)   employees are the way of the future and creating a work environment that impacts negatively on this stakeholder can affect worklife balance
D)   both a and c

Question 16

When an organisation has a competitive advantage it finds it difficult to maintain customers, it should increase its market share and achieve its strategic goals.

Accepted Answer

A) True 
 B)False

Question 17

The fourth step of the CHRM application tool is to devise plan and success criteria.When evaluating alternatives to deal with the problem or realise an opportunity the organisation should:

Accepted Answer

A)   assess the suitability, accountability and feasibility of the alternative
B)   assess the accountability, acceptability and feasibility of the alternative
C)   assess the suitability, acceptability and feasibility of the alternative
D)   assess the accountability, suitability and acceptability of the alternative

Question 18

During the fourth step of the CHRM application tool, when establishing success criteria, Rausch (2003) suggested one factor that is important for effective managerial decisions is:

Accepted Answer

A)   to communicate the plan clearly to the employees
B)   to gain acceptance of the plan from all stakeholders participating in the plan
C)   to achieve coordination of all employees
D)   to ensure employees are satisfied with the decision

Question 19

For HRM to be effective it must:

Accepted Answer

A)   take a strategic approach to people management and align policies and practices with the organisational strategy
B)   consider the impact on stakeholders and use intelligent decision-making processes
C)   balance the needs of both the employee and the organisation so that each benefits
D)   all of the above

Question 20

The internal environment of a firm includes organisational ownership, size, strategy, structure, culture, history and resources.

Accepted Answer

A) True 
 B)False

Exam 1: Effective Strategic Human Resource Management: Principles and Processes

In the context of the CHRM application tool, which of the following best describes the interaction between the internal and external environments?

Tsui's multiple constituency model recognises that strategies adopted by an organisation may not satisfy all of its stakeholders.

The co-adaptive human resource decision making (CHRM) framework does not consider environment factors beyond the organisation's control.

In which of the following philosophies would the manager concentrate on closely monitoring and controlling employees?

HRM and SHRM each have a different focus and connection to the organisation's overall strategy.These are:

Which paradigms or assumptions changed the emphasis from production and efficiency to focus on the importance of both people and production concerns in the organisation?

Jackson and Schuler (1995) suggest that a variety of macro-level environmental characteristics influence the adoption of particular organisational HRM practices, policies and philosophies.

The three types of capital that are associated with organisations having a competitive advantage are:

Klatt, Murdick, and Schuster's (1978) model represents:

The fifth step of the CHRM application tool is to implement the plan.During the implementation of a complex high risk plan employees will:

Effective HRM requires all of the following processes: environmental scanning, problem and opportunity identification, implementation and evaluation in relation to core activities.

Organisational strategy is the result of organisational decisions about the goals, purpose, objectives and directions of the company and the way to realise these.

List the negative outcomes of ineffective human resource practices in an organisation.

Describe the steps of the SHRM Application Tool.

Tsui's multiple constituency model (1990) recognises that:

When an organisation has a competitive advantage it finds it difficult to maintain customers, it should increase its market share and achieve its strategic goals.

The fourth step of the CHRM application tool is to devise plan and success criteria.When evaluating alternatives to deal with the problem or realise an opportunity the organisation should:

During the fourth step of the CHRM application tool, when establishing success criteria, Rausch (2003) suggested one factor that is important for effective managerial decisions is:

For HRM to be effective it must:

The internal environment of a firm includes organisational ownership, size, strategy, structure, culture, history and resources.