Question 103. The labor supply for an organization is how many workers are availa

103. The labor supply for an organization is how many workers are available with the required skills to meet company needs.

104. Labor demand is the number of employees who are seeking employment.

105. A firm that terminates employees during a laborer surplus suffers no consequences under federal law.

106. Quantitative forecasting techniques are especially useful for new organizations that lack historical staffing information.

107. To forecast labor demand and supply, a firm must have historical staffing data.

108. Qualitative forecasting techniques permit the firms to incorporate any factors or conditions the forecaster wishes to consider.

109. Qualitative forecasting techniques tend to be less accurate than quantitative forecasting techniques.

110. Effective recruiting requires HR to determine the characteristics for effective job performance and then measure applicants against that criteria.

111. The hiring process begins with deciding who should make selection decisions.

112. Cut scores can be used to make final decisions regarding employee selection.

113. The HR department should take sole responsibility to recruit, select, and socialize new employees.

114. Richard has a very high motivation to perform a job well but is somewhat inept. He should be hired because his motivation may help to offset his ability.

115. Former employees are generally a poor choice for re-hiring due to resentment that they may hold against the employer.

116. The present job market for graduating college students is at one of the best peaks ever.

117. One source of new hires is a firm’s current customers.

118. The appropriateness of recruiting sources can be evaluated by the type of job to be filled, the state of the economy, or the cost of using the source.

119. Workers who make up nontraditional labor pools often lack the experience, education, and social experience typically found in traditional labor pools.

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120. The best way to recruit protected-class job applicants is to target those individuals with a recruiting message designed for them.

121. Selection tools should be reliable and valid. By reliable, we mean that the tool measures consistently across time and evaluators. By valid, we mean that scores from the tools correspond to actual job performance.

122. Letters of recommendation are among the best predictors of future job performance.

123. Personality tests, while valid and reliable, are not generally accepted as legally defensible in the selection process.

124. In an interview, worker-requirement questions assess a candidate’s response to a particular work situation.

125. Unstructured interviews are more effective than structured interviews at screening out unsuitable job candidates.

126. John is subjectively evaluating all applicant information prior to making a hiring decision. He is using a clinical approach in the selection process.

127. The best legal defense of a selection process is its reliability measure.

128. If an employer does not thoroughly check information provided by a potential employee who later commits a crime while an employee, the company can be held liable for a “negligent hire.”

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