26 May Question 1. The flawed assumption underlying the creation of the “Job B
Question
1. The flawed assumption underlying the creation of the “Job Bank” at GM, Ford and Chrysler in the 1980s was that
| a. | the excess workers could be retrained for new “high tech” positions in the auto plants that would be created as the car manufacturing process was automated. |
| b. | the auto unions would trade job training for laid-off workers for reductions in the pension plans for retired auto workers thus reducing the labor cost burden per car. |
| c. | the Job Bank would be a temporary benefit to employees who took voluntary severance packages that would be phased out as the manufacturers achieved the optimal workforce size. |
| d. | demand for American-made cars would increase and the excess workers could return to their factory jobs. |
2. ____ refers to organizational use of employees to gain or keep a competitive advantage resulting in greater organizational effectiveness.
| a. | Manpower planning |
| b. | Strategic HR management |
| c. | HR forecasting |
| d. | Operational HR |
3. Which of the following statements is FALSE?
| a. | The organization’s existing employees limit the organization’s choice of strategy. |
| b. | Organizations survive and grow by choosing the strategy that will allow them to achieve low costs and innovative products. |
| c. | Most competitive strategies depend heavily on the quality of the organization’s human capital. |
| d. | Organizations in which the CEO dominates the selection of the organization’s strategy are less successful than organizations in which strategy is developed by a formal committee process. |
4. In order to add value to the human capital of the organization,
| a. | HR must have good metrics about the HR side of the business. |
| b. | HR managers must be focused on reducing the total cost of labor. |
| c. | the HR function must form the interface between the external environment of the organization and its internal environment. |
| d. | HR policies and practices should result in the workforce with the minimum quantity and maximum quality needed to achieve productivity goals. |
5. In order for any organizational strategy to work, the HR strategy must
| a. | align with the “one best way” to achieve worker productivity. |
| b. | move beyond the traditional HR focus on effectiveness and efficiency. |
| c. | generate the right people in the right place at the right time. |
| d. | develop the needed human competencies in the organization’s existing workforce. |
6. Georgiana, the vice president of HR in an Ohio-based firm, is in a meeting with the other top level corporate executives. They are discussing whether it is a good strategy for the firm to open a branch in Amsterdam. In her role as head of HR, Georgiana must
| a. | warn the executives against operating in the European Union due to restrictive labor laws. |
| b. | frankly communicate whether the firm’s current human resources have the capabilities to handle such a strategy. |
| c. | raise the ethical issues of opening a branch in a country known for legalization of soft drugs, prostitution, and other “alternative lifestyles.” |
| d. | meet the strategy’s requirement no matter what the current state of the company’s human resources. |
7. As an HR consultant calling on businesses, you can expect that
| a. | most of the organizations will have a strong link between overall strategic planning and HR. |
| b. | most the organizations will not monitor effectiveness and productivity statistics. |
| c. | fewer than one-quarter of the businesses will have an HR strategy. |
| d. | top management of most of the firms actively assesses HR on its strategic contributions to the organization. |
8. All of the following are considered HR best practices EXCEPT
| a. | paying employees high wages and incentives. |
| b. | high focus on training and cross-training employees. |
| c. | allowing workforce levels to fluctuate with product/service demand. |
| d. | promoting employees from within. |
9. As an ambitious young HR professional, you want to advance to the top HR executive position in your organization by having the perspective and expertise to contribute to the strategic planning process. You should
| a. | hone your skills in a technical HR area such as compensation or HR information systems. |
| b. | learn the financials of your organization and the key drivers of its success. |
| c. | learn to think like a lawyer because most HR functions are driven by employment law. |
| d. | ask to be transferred into areas of the organization that are proven training grounds for top executives, such as finance and marketing. |
10. A ____ is a unique capability that creates high value and differentiates the organization from its competition.
| a. | core competency |
| b. | critical capability |
| c. | value-creating characteristic |
| d. | competitive advantage |
11. “The shared values and beliefs of a workforce” is called the organizational
| a. | climate. |
| b. | culture. |
| c. | atmosphere. |
| d. | persona. |
12. Which of the following is TRUE in forming HR strategy?
| a. | The past is irrelevant. |
| b. | The past can help predict the future. |
| c. | The present is the best guide to the future. |
| d. | The impact of strategy is limited to the present. |
13. As vice-president of HR, you are helping your company’s executive committee plan a highly-experimental manufacturing process. It will be using unusual, non-traditional technology and work structure to produce an innovative product. There is a significant possibility the venture will fail, but if it is successful, the profits will be immense. Your company has manufactured a related product line for over 50 years using traditional methods. With your knowledge of organizational culture you suggest that
| a. | it would be best to try this process in an existing plant with senior employees selected to form the core workforce. |
| b. | since this is a new manufacturing process, the appropriate HR policies and procedures will not be apparent until the plant is actually up and operating. |
| c. | although a new location would be best, it is important that HR policies and practices promote the organization’s traditional and unique culture in the new plant. |
| d. | it would be best to try this process with new employees in a separate location with new HR policies and practices. |
14. Clement, the director of HR for an engineering firm, has noticed a high level of turnover by key engineers. In his investigation, he has found that they are moving to competing organizations for similar pay and benefits. Clement should
| a. | increase the number of engineers hired to offset the high turnover rate. |
| b. | be more careful to hire engineers with a stable employment history. |
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