The exam has two parts multiple choice and an essay. Follow the instructions for each part and submit the completed exam to your Assignments folder by Sunday, October 20. Answer each of the following multiple-choice questions. Highlight, underline, make bold or type the letter of the correct answer following the statement.
1. HRS strategy:
A. Is the set of priorities a firm uses to align its resources, policies, and programs with its strategic business plan.
B. Is the result of an analysis of the future availability of abort and future labor requirements, tempered by an analysis of external conditions.
C. Is the process of identifying top talent, both within functions and corporate-wide, to develop pools of talent for critical positions, and to Identify development plans for key leaders.
D. Provides an overall direction and focus for the organization as a whole, including for each functional area of the business.
2. All of the following statements about competency models are true EXCEPT:
A. They attempt to identify variables related to overall organizational fit.
B. Their level of rigor ND documentation Is more likely to enable them to withstand the close scrutiny of a legal challenge.
C. They attempt to Identify personality characteristics consistent with the organization’s vision.
D. Their focus is on the full range of knowledge, skills, abilities, and other characteristics that are needed for effective performance on the job, and that characterize exceptional performers.
3. When implementing recruitment activities, initial consideration should be given to a company’s especially for filling Jobs above the entry level.
A. Minority groups
B. Errant employees
C. Women workforce
D. Foreign subsidiaries
4. What is the advantage of using job performance as a Job analysis method?
A. This method can provide information about standard as well as nonstandard and mental work.
B. Direct exposure to Jobs can provide a richer, deeper understanding of Job requirements than workers’ descriptions of what they do.
C. With this method there is exposure to actual job tasks as well as to the physical, environmental, and social demands of the job.
D. This method focuses directly on what people do in their Jobs, and thus it provides insight into job dynamics.
5. Setting a planning horizon, assessing current performance and readiness for rumination, Identifying replacement candidates for key positions, Identifying career- goals are steps in .
A. Employee development.
B. Developing a readiness grid.
C. Succession planning.
D. Workforce supply forecasting.
6. Which of the following statements about a tight labor market is true?
A. The labor markets for word processors and telemarketers have been fairly tight.
B. There is downward pressure on wages in such a market.
C. The demand by employers exceeds the available supply of workers.
D. There is reducing pressure for wage increases for sewing machine operators.
7. Promotion-from-within policies must coupled with a company philosophy that permits employees to consider available opportunities within the organization.
A. Comply with all state laws
B. Respect seniority position
C. Receive strong top management support
D. Anticipate training needs
8. If employers fail to check closely enough on a prospective employee who then commits a crime in the course of performing his/her Job duties, they can be held liable for:
A. Quid pro quo.
B. Negligent hiring.
C. Loss of consortium.
D. Hostile environment.
9. In terms of recruitment sources among employers, which of the following observations is true?
A. Formal contacts are used widely and effectively at all occupational levels.
B. Use of public employment services increases as required skills levels increase.
C. The internal market is a major recruitment source except for skilled workers.
D. Larger firms are the most frequent users of walk-ins, write-ins, and the internal market.
10. Which of the following statements about Rasps is true?
A. Job performance rates are lower for those who receive an RIG.
B. Meta-analysis shows that Rasps improve retention rates, on average, by 5 percent.
C. It requires that cruisers tell applicants the pleasant and unpleasant aspects of the Job.
D. Job acceptance rates are higher for those who receive an RIP.
11. The stage of an organization’s growth is concerned with fighting for market share and building excellence in the management team.
13. Which of the following selection methods is based on the assumption that the best predictor of future behavior is past behavior?
A. Leaderless-group discussion
B. Projective test
C. Business game
D. Personal-history data
14. The extent to which competencies learned in training can be applied on the Job is termed:
A. Applicability of training.
B. Simulation of training.
C. Transfer of training.
D. Reinforcement of training.
15. This can be thought of as a kind of compass, one that indicates a person’s actual direction as well as a person’s desired direction.
A. Management by objectives
B. Forced distribution
C. Central tendency
D. Performance management
16.When there is a clear link between organizational goals and performance standards for a particular Job, the appraisal system is said to exhibit:
17. If a rater is asked to assess an employee’s performance over a 6- to 12-month period, ratings may result, especially if information has been stored in a rater’s memory according to irrelevant, overoptimistic, or otherwise faulty categories.
18. What is the purpose of the assessment phase of training?
A. To design the environment in which to achieve the objectives of the training program.
B. To define what it is the employee should learn in relation to desired Job behaviors.
C. To choose methods and techniques carefully and deliver them systematically.
D. To establish indicators of success training, as well as on the Job.
19. The level of training needs analysis that focuses on identifying whether training
20. The impact of training on is the most significant, but most difficult, effect to demonstrate.
A. Trainee self-esteem
B. Organizational results
D. Action learning Complete both essays
Following the scenarios below, submit a well-crafted essay of approximately 400-500 words, highlighting key issues for consideration as well as answering the question(s) used at the end of the scenario. Your response should contain all the components of any well-written essay?introduction, body, conclusion and references?and should follow PAP guidelines for citing references. Please submit your essay on this exam sheet (do not submit a separate document). You do not have to have a title page or running head; otherwise, your essay should follow PAP guidelines as noted previously.
Essay No. 1 Ensuring that the right people are hired and placed in the right Jobs is critical to an organization’s success. You are the HRS Director for Baroque, Inc. , an upscale clothing tore with locations across the United States specializing in party and formal wear for men and women. The company has decided to hire four Regional Managers to oversee the organization’s four sales areas?Northeast (based in New York, NY), Southeast (based in Dallas, TX), Upper Midwest (based in Chicago, IL), and West (based in San Francisco, CA).
The ideal candidate for the Regional Manager position will have a minimum of 5 years of direct sales experience including supervising others and have a solid understanding of profit and loss (P&L) statements as well as effectively managing employees. Since the Regional Manager position is a new role in the organization, the UP of HRS has asked you to prepare a recruiting and staffing approach to ensure the best candidates are sourced and hired for these important positions. He also wants to make sure that no legal challenges arise as a result of filling these positions. What approach(sees) would you recommend?
Essay No. 2 alma Goode Just completed a training program for new store managers at Baroque, Inc. (see No. 1 above) and thinks the program was a waste of time. She’s never formally managed people before, and she expected to come away with some solid lolls and techniques that would help her in her new role. Instead, she sat through two days of “death by Power Point” with an outside consultant spewing high-level management theory that was difficult to relate to the everyday situations alma encounters in her new role. Lama’s come to you as the HRS Director to register her complaint…
ND it’s not the first time you’ve had complaints about the training program. The program was already in place when you started with Baroque two years ago, and you know it’s time to take a serious look at the program and redesign it to more fully meet the needs of new store managers. You’ve also noticed that associate turnover at the store levels has increased over the past year and you have the voluntary turnover. You’ve already talked to the UP of HRS about revamping the program and he’s given you the green light to put together a recommendation for his review. You want to make sure that the new program is effective and encompasses principles that enhance learning. You know the UP of HRS will want to see a detailed plan for the program before he agrees to implement it.
What will be your recommendation to the UP of HRS? Essay No. 1 One of the main responsibilities of a company’s HRS Department is to ensure that scant positions are filled with intelligent, competent and reliable employees. The HRS Department must identify qualified employees in order to promote Baroque’s growth in this competitive market. According to Socio (2013, p. 27) “…. Recruitment begins with a clear statement of objectives, based on the number and types of knowledge, skills, abilities, and other characteristics that an organization needs to achieve its strategic business objectives. ” As Baroque’s HRS Director, I must establish recruiting and staffing policies that will make the hiring process more effective and successful. In order to ensure that the best applicants are sourced and hired for this position, I recommend that we begin the recruiting process by examining the labor markets in the four identified regions.
We must also specify the number of new employees needed and the anticipated start date. The Job description must clearly describe the nature of Baroque, the minimum qualifications necessary to fulfill this position, the duties and responsibilities associated with this position, the benefits of working for Baroque, and the address and contact information where applicants should send their resume. I suggest that initial consideration should be given to qualified internal employees. For example, current district managers, who are already familiar with company policies and procedures, would have the opportunity for a promotion.
As Socio (2013) notes on p. 208, “… Firms with a reputation for consistent neglect of in house talent find it difficult to attract new employees and retain experienced ones. ” I believe that providing qualified in-house employees with the opportunity to move up will enable Baroque to retain competent staff members, while simultaneously Baroque. I recommend that Baroque implement the pure diversity-based recruiting principle out of the four possible company postures to ensure that qualified individuals are not excluded based on past or present discrimination.
I believe that Baroque should employ the most qualified individuals, regardless of race, sex, age or disability. In addition, Baroque must perform realistic Job previews in order to reduce the turnover rate. Baroque must also consider implications for management practices when recruiting in order to avoid potentially long term negative publicity for the company. With respect to staffing, I recommend a business strategy to determine the company’s developmental stage before making staff decisions. As Baroque expands across the United States, we must consider its stage of development: embryonic, high-growth, mature or aging.
Staffing decisions must be aligned to the company’s stage of development in order to ensure success. I also recommend that we communicate the culture of the company to potential applicants and clearly address the kinds of competencies that are required to make every aspect of our company successful. With respect to the screening process, I recommend that Baroque thoroughly investigate potential applicants. Baroque would require the applicant to provide recommendations and references. In addition, I believe Baroque should obtain consent to conduct criminal background checks and authorization to contact former employers.
Criminal background checks are crucial in order to avoid negligent hiring. I also recommend that Baroque obtain additional information from potential applicants such as driving records, credit standing, and any refusals of bonds or exclusions from the government. Lastly, in order to avoid any legal challenges, Baroque must properly consider common law, application of regulations, test validity and the drug-free workplace. Essay No. 2 I recommend that Baroque revamp the training program for store managers in a number of ways. Baroque must offer training and development programs that are both engaging and informative.
At the current time, Baroque’s training program is theoretical and monotonous. Establishing an effective training and development program will improve employees’ managerial skills, boost employee morale, and prevent voluntary associate turnover. In order to successfully redesign the training program, the HRS Department must evaluate the current training program on both a macro and micro level. Baroque must identify the causes contributing to the current training program’s ineffectiveness. The HRS Department must evaluate whether the outside consultant’s training adequately prepares new managers for the demands of the Job.
In this case, it does not appear that Baroque’s current training program successfully fulfills its goals. Baroque’s HRS Department must also research what types of training have been successful in the past and what the needs of this current training program appear to be. Socio (2013, p. 322) notes that “To be maximally effective, training programs should follow a three-phase sequence: needs assessment, implementation, and evaluation. ” Training programs must offer more than increased knowledge; they must also provide trainees with hands-on experience and the opportunity to learn from others’ experiences.
When determining our desired outcome, we must analyze our organization, demographic, business operations, and our employees. After analyzing these factors, we must work learn from our training program (e. G. Skills, knowledge). After establishing our desired outcome, we must strategically develop a plan to achieve our desired outcome. Using the solution based method, we will create a training program that ill accomplish our goals. As Socio (2013) notes on p. 301, “… Once training needs have been identified, the next step is to structure the training environment for maximum learning… O be most effective, skill learning should include four essential ingredients: 1. Goal setting 2. Behavior modeling 3. Practice and feedback should be included for training to be most effective. ” Training programs should be engaging, informative, and pragmatic.
For example, alma Goode felt as if she could not connect to the power point presentations and was unable to utilize the material presented to lawful her managerial duties. In order to remedy this situation, I recommend that Baroque institute on- the Job training, including orientation training and on the Job coaching. I also recommend including gender and sexual harassment training so that managers are well-versed with respect to legal issues that may arise in the workplace. Lastly, I suggest that we elicit trainee feedback immediately after the training program. This will provide trainees with an opportunity to raise any questions or concerns that were not answered during the training session. In order o assess the long term efficacy of the training program, I recommend that we elicit trainee feedback 30, 60, and 90 days after the conclusion of the training.
This will enable us to assess whether trainees have successfully applied what they learned during training and development as well as the overall value of the training. After gathering this data, we will be able to identify any shortfalls in our training program and make the required changes. We can also evaluate the effectiveness of our training program in the following ways: whether business goals were achieved, customer retention, employee turnover, repeat sales based on solution/service, and employees’ feedback via surveys. Training and development programs are critical to a company’s long-term success. Instituting an effective and engaging training program will improve Baroque’s overall growth, minimize voluntary associate turnover, and enhance management capabilities.
- Socio, W. F (2013). Managing human resources: productivity, quality of work life, profits. New York, NY: McGraw-Hill/Larkin.
- Bennett-Alexander, D. And Hartman, L. (2012). Employment law for business (7th Deed. ). New York, NY: McGraw-Hill/Larkin.