Title: Human Resources Management



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Type: E

Title: Human Resources Management

1. Failure to deal with human needs in an organization can have a negative impact on effectiveness. List three negative effects discussed in the text.

a. underperformance, increasing rates of employee attrition, and underutilization of employee capabilities and talents


Title: Human Resources Management

2. Which of the following is not a core assumption of the human resources philosophy?

a. People and organizations need each other.

b. Organizations exist to serve human needs.

c. If the fit between individual and organization is poor, only the individual suffers.

*d. All of the above are core assumptions of the human resources philosophy.


Type: E

Title: Human Resources Management

3. Explain the law of diminishing returns.

a. Adding new personnel positions may increase unit productivity to a certain point. However, without additional resources to support new staff (e.g., office space, supervisory resources), productivity will begin to decrease even as new personnel are added.


Type: E

Title: Organizational Capacity

4. What four factors must an organization consider in relation to its capacity to add additional staff?

a. existing staff levels, fiscal resources, supervisory resources, and physical resources and administrative support


Type: E

Title: Training

5. Give an example of how a frontline staff member in a golf pro shop could be cross-trained.

a. The staff member may be trained in a variety of job roles, including guest services, retail, and hospitality, to increase flexibility in job scheduling and to maximize her or his potential within the organization.


Type: E

Title: Personnel Needs

6. Considering personnel needs primarily based on position and technical qualifications is most appropriate under what conditions?

a. when job skills are highly specialized, when training or employee development is cost prohibitive or difficult, when there are multiple candidates for a position who meet the desired skill sets for the position


Type: E

Title: Personnel Needs

7. For an organization, what are the benefits of hiring based on desired qualities rather than specific technical skills?

a. creates flexibility in times of shifting demand, can render issues of motivation moot, creates alignment between employee and organizational values


Type: E

Title: Job Announcements

8. List the purposes of a job announcement.

a. provides notification of the position, provides a template for candidate selection, and serves as a marketing tool for the organization


Type: E

Title: Recruitment

9. What is the most targeted method of candidate recruitment?

a. using personal and professional networks


Type: E

Title: Recruitment

10. What is the least targeted form of candidate recruitment?

a. advertising on generic job search Web sites


Type: E

Title: Selection

11. List and briefly describe the three major formats for face-to-face interviews.

a. individual interviews, group interviews, and assessment centers


Type: E

Title: Orientation and Training

12. What should be included in a general organizational orientation program for new employees?

a. organizational values; organizational structure; work-related policies, procedures, and rules; facility tours; compensation and benefits; and bonding or esprit de corps


Type: E

Title: Orientation and Training

13. What should be included in a job-specific orientation program?

a. time with supervisor, scope and duties, office space and resources, and staff introductions


Title: Orientation and Training

14. Which of the following statements is most accurate?

a. Employee training and employee development are essentially the same concepts.

b. Employee training is a broader concept than employee development.

c. Training should be employee driven.

*d. Employee development should be employee initiated.


Type: E

Title: Performance Appraisal

15. What benefits accrue from performance appraisal?

a. provide feedback on performance; provide opportunities for ongoing learning and education; stimulate employee motivation; help make decisions related to commendation, promotion, discipline, or termination; draw connections between employee’s individual job performance and unit or organizational goals


Type: E

Title: Performance Appraisal

16. Give an example of formal performance appraisal and an example of informal performance appraisal.

a. formal appraisal: a written evaluation with objective and subjective measures of an employee’s performance provided by the supervisor

informal appraisal: meetings to discuss progress, pats on the back, constructive criticism
Type: E

Title: Performance Appraisal



17. What is a 360-degree appraisal?

a. the use of a variety of voices—including peers, superiors, subordinates, and clients—to evaluate an individual

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