Resumo HRM Midterm 2
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Chapter 4 (Defining, Analyzing, and Designing the Work) JOB
: A group of related activities and duties POSITION
: Specific duties and responsibilities performed by only one employee WORK
: Tasks or activities that need to be completed ROLE
: The part played by an employee within an organization and the associated expected behaviours The Manager’s and the Employee’s Role in Defining Work: •
Manager is the primary individual who determines what work is to be performed and in what order •
Manager has an active role in determining skills and abilities needed to successfully perform work •
Employee contributes by providing information that may be known only by the person doing the job Job Description:
A document that lists the tasks, duties, and responsibilities of a job to be performed along with the skills, knowledge, and abilities or competencies needed to successfully perform the work. Components:
I. Job title II. Reports to III. Date IV. Written and approved by V. Summary VI. Duties and Responsibilities VII. Job Specification VIII. Performance Standards Problems With Job Descriptions: •
Quickly become out of date •
May not contain standards of performance •
Poorly written, using vague rather than specific terms •
May not address expected behaviours and can be the basis for conflict, including union grievances Writing Clear and Specific Job Descriptions: •
Use statements that are concise, direct, and simply worded •
Use action-oriented verbs and present tense •
Job descriptions must match job requirements Legal Considerations for Job Descriptions: •
Consider Human Rights Legislation •
Specific performance requirements based upon valid job-related criteria •
Appropriate and acceptable ways to describe a job You are the HR person for a small business enterprise and oversee hiring as part of an expansion. You want to be sure that you hire the right people for the new positions. The first question that comes to mind is how to identify exactly whom you are looking for. Job Analysis:
Process of obtaining information about jobs by determining the duties, tasks, or activities and the skills, knowledge, and abilities associated with the jobs Performing Job Analysis: •
Individual interviews •
Questionnaire •
Diary/Work log •
Observation Uses of Information from Job Analysis: •
Recruitment
•
Selection •
Performance Management •
Training and Development •
Health and Safety •
Compensation Job Analysis in a Changing Environment: •
Future-oriented/Strategically-oriented •
Competency-based approach •
Living job/role description Designing the Job: •
Responsibility of manager •
Designed to achieve organizational objectives •
Well-designed jobs can also achieve employee goals Job Characteristics Model: I. Skill variety II. Task identity III. Task significance IV. Autonomy V. Feedback Designing Work for Enhanced Contributions: •
Enhancing collaboration •
Enhancing synergy •
Employee empowerment Þ
Ownership Þ
Risk-taking Þ
Information sharing Þ
Responsibility Employee Teams: •
Groups of employees who assume a greater role in the production or service process •
Can be self-managed where they set own work schedules and deal directly with customers Role of Management: •
Need to be clear on what is expected of managers and necessary skills •
Attention to organizational structure •
Team leaders versus managers Future Design of Work: •
Non-traditional employment forms such as contract work, telework, e-work •
Use and convergence of social, mobile, and cloud computing technologies •
Dynamic and fluid relationships •
More attention needed in job crafting to ensure organization context and culture is part of design Chapter 5 (Planning For, Recruiting, and Selecting Employees) Human Resource Planning:
Process to ensure that an organization has people available (employed) who have the right competencies, and that these people are being effectively utilized in the right capacities in order for the company to achieve its desired objectives. •
Ensures that the people required to run the company are being used where and when they are needed to accomplish the organization’s goals
•
Links to the organization’s strategic plan •
Key to business success in Canada because of changes in the make-up of the workforce and the skills required to do the work •
Important even during economic difficulties Approaches to HR Planning: Trend analysis: Þ
Quantitative approach Management forecasts: Þ
Opinions based on knowledge Staffing tables: Þ
Graphic representations of internal jobs Markov analysis: Þ
Tracks pattern of employee movements Skills inventory: Þ
Information on current employees Results of HR Planning: •
Usable information about the demand for and supply of employees •
Demand and supply also function of general economy Recruitment:
The process of locating and encouraging people to apply for jobs Employment Branding:
An organization’s reputation as an employer Advantages of Recruiting from Within: •
Rewards for past performance •
Makes use of people who already know the organization •
Motivates other employees •
Helps achieve diversity initiatives Methods of Locating Qualified Internal Job Candidates: •
Human Resources Management Systems •
Succession Planning •
Internal Job Posting Limitations of Recruiting from Within the Organization: •
May not have people with specialized training or expertise when needed •
May not have people with broad enough experiences •
May need new ideas and perspectives Recruiting Outside the Organization (1 of 3): Advantages: •
Acquire unique skills needed by the company •
Acquire unique perspectives and experiences Disadvantages:
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•
Don’t know person’s performance/capabilities •
Person doesn’t know company and/or industry •
Salary constraints limit supply of candidates •
Legislative requirements (i.e., employment equity) limit supply of candidates The choice depends on labour market. Can include a variety of ways such as: •
Advertisements •
Internet •
Social media •
Employment agencies •
Educational institutions •
Open houses and job fairs •
Employee referrals •
Unsolicited applications and resumés •
Professional organizations •
Unions Legal Requirements: •
Bona Fide Occupational Qualification •
Systemic Discrimination •
Employment Equity •
Diversity Selection:
Selection is the process of choosing from the pool of applicants and hiring individuals who are best able to fulfill the requirements of the job Reliability
: The degree to which selection procedures provide consistent and comparable outcomes over time Validity
: How well a selection procedure measures what it is intended to measure Sources of Information about applicants: •
Application forms •
Resumés •
Interviews Interviewing Methods: •
One-on-one •
Panel •
Telephone •
Technology-based Interview Questions: •
Structured questions Þ
Behavioural description interview (BDI) Þ
Situational questions •
Unstructured questions Interview Guidelines: •
Establish an interview plan •
Establish and maintain rapport •
Be an active listener •
Pay attention to nonverbal cues •
Provide information as freely and honestly as possible •
Separate facts from inferences •
Recognize biases and stereotypes
•
Avoid illegal questions •
Standardize the questions asked Employment Assessments: •
Cognitive ability tests •
Personality and interest inventories •
Emotional intelligence/Emotional and social competence •
Physical ability tests •
Job sample tests •
Substance abuse (drug and alcohol) testing Þ
Job related/Clear and legitimate purpose Þ
Administered in a reasonable manner Þ
Candidate must be informed Reference Checking: •
Questionable in relation to providing predictability of good performance •
Concern about liability •
Even with questions and concerns, still a good approach Making the Hiring Decision: •
Summary forms/checklists •
Well-structured •
Clinical versus statistical approach •
Manager’s decision •
Notifying the candidate Evaluating Selection Process: •
Yield ratios •
Selection ratios •
Source analysis •
Cost per hire •
Time to hire Chapter 6 (Orienting, Training, and Developing Employees) Orientation:
A structured process for new employees to become familiar with the organization and their work; critical to socialization, which is the embedding of organizational values, beliefs, and accepted behaviours Training:
The acquisition of skills, behaviours, and abilities to perform current work Development:
The acquisition of skills, behaviours, and abilities to perform future work or to solve an organizational problem Benefits of Orientation: •
Lower turnover •
Increased productivity •
Improved employee morale and identification with the company •
Lower training costs •
Facilitation of learning •
Reduction of anxiety Orientation: •
Continuous process
•
Cooperative endeavour •
Careful planning •
Attention to Occupational Health & Safety Training and Development: Instructional Systems Design (ADDIE) 1. Needs A
ssessment 2. Program D
esign 3. Program D
evelopment 4. Training Delivery or I
mplementation 5. E
valuation of Training Phase 1: Conducting the Needs Assessment •
How important is this issue to the success of the organization? •
What competencies do employees need? •
What competencies do employees have? •
What is the gap between the need and the have? •
Organizational level •
Task level •
Person level Phase 2: Designing the Program •
Instructional goals •
Trainee characteristics •
Learning principles Learning Principles: •
Clear outcomes •
Relevance •
Activity •
Solving problems •
Feedback Phase 3: Developing the Program •
Create content •
Beta testing program •
Review by subject expert or benchmarking Phase 4: Implementing the Program •
Examine what is to be learned •
Determine who will be the trainer •
Consideration of required skills and abilities to train Training Methods (1 of 3): •
On-the-job training •
Apprenticeship training •
Co-operative and internship programs •
Classroom instruction •
Self-directed learning Training Methods (2 of 3): •
Audio visual
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•
Simulation •
E-learning •
Special projects or tasks •
Seminars and conferences Training Methods (3 of 3): •
Case studies •
Management games •
Role-playing •
Coaching Phase 5: Evaluating the Program •
Reactions •
Learning •
Behaviour •
Results Training Focus: •
Basic skills •
Teamwork •
Investment Career Development: •
Dynamic process •
Individuals responsible for own career planning •
Organization responsible for supplying information and providing support •
Organizational needs linked with individual needs •
Creating favourable conditions •
Management support •
Goal setting •
HRM practices •
Mentorship
2023-11-08, 9
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27 AM
Review Test Submission: Chapter 4: Review Quiz – HRM 1281 C
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Review Test Submission: Chapter 4: Review Quiz
HRM 1281 C
Chapter 4 Review Quiz
Review Test Submission: Chapter 4: Review Quiz
User
Andressa Melissa Mendes Lobo
Course
HRM 1281 C
Test
Chapter 4: Review Quiz
Started
10/21/23 10:49 AM
Submitted
10/21/23 11:05 AM
Due Date
10/22/23 11:59 PM
Status
Completed
Attempt Score
20 out of 20 points Time Elapsed
15 minutes
Results Displayed
All Answers, Submitted Answers, Correct Answers
Question 1
Selected
Answer:
d.
Answers:
a.
b.
c.
d.
What are reasons the line manager should take the primary role
in defining work?
The line manager determines the tasks and activities
and in what order.
The line manager determines the tasks to be
performed and the rate of compensation.
The line manager is responsible for defining
performance standards and rate of pay.
The line manager knows what knowledge the job
requires and the rate of pay.
The line manager determines the tasks and activities
and in what order.
Question 2
1 out of 1 points
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Selected Answer:
c. Answers:
a. b. c. d. In what order should the statements in the duties and
responsibilities section of the job description be written?
in order of importance
in order of time consumption
in alphabetical order
in order of importance
order is not important in this section
Question 3
Selected Answer:
d. Answers:
a. b. c. d. According to the job characteristics model, what should be
considered when designing a job?
skill variety and task significance
task intensity and skill variety
individuality and task significance
autonomy and task intensity
skill variety and task significance
Question 4
Selected
Answer:
a.
Answers:
a.
b.
c.
How does job analysis differ from job design?
Job analysis is concerned with verifiable and objective
information while job design reflects subjective
opinions.
Job analysis is concerned with verifiable and objective
information while job design reflects subjective
opinions.
Job analysis and job design can be used
interchangeably.
Job analysis can be done by an HR professional
whereas job design requires a subject matter expert.
1 out of 1 points
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d.
Job analysis is concerned with an ideal scenario
whereas job design is concerned with verifiable and
objective information.
Question 5
Selected Answer:
c. Answers:
a. b. c. d. By comparing the knowledge, skills, and abilities (KSAs)
identified by job analysis with those that employees bring to the
job, managers can determine the gap that exists. What is this
information especially useful for?
training needs
determining the job’s salary scale
union negotiations
training needs
establishing selection criteria
Question 6
Selected Answer:
b. Answers:
a. b. c. d. In the act of designing, who provides information about the job
and its requirements?
job incumbent
head of HR
job incumbent
CEO
job analyst
Question 7
Selected
Answer:
a.
Answers:
a.
In which HRM activity can the data collected during job analysis
be used?
evaluating the performance of the job incumbent
evaluating the performance of the job incumbent
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b. c.
d.
determining the career path of the employee
determining how well an employee can work in a
team environment
ensuring an organization’s compliance with
Employment Equity legislation
Question 8
Selected Answer:
c. Answers:
a. b. c. d. Ensuring there is a good person–job fit and a good person–
organization fit is a desired outcome of which HRM process?
job design
job analysis
job restructuring
job design
job defining
Question 9
Selected Answer:
b. Answers:
a. b. c. d. How many duties and responsibilities are usually listed in a job
description?
10-15
5-9
10-15
16-20
21-30
Question 10
Selected
Answer:
d.
In addition to facilitating the achievement of organizational
objectives, what else should job design do?
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Answers:
a.
b.
c.
d.
recognize the needs and capabilities of those who will
perform the job
determine how to make the best use of the
employees, given their skills and competencies
recognize that more can be achieved when
employees work in a brick and mortar structure
focus on the changing needs of the employees when
they are working remotely
recognize the needs and capabilities of those who will
perform the job
Question 11
Selected
Answer:
b.
Answers:
a.
b.
c.
d.
What are some examples of job information that is collected
during a job analysis?
tasks, responsibilities, experience required,
performance standards
wage rate and bonuses, education level, job
satisfaction
tasks, responsibilities, experience required,
performance standards
employee engagement, on-the-job training
requirements, employee expectations
working conditions, injury reports, safety concerns
and violations
Question 12
In the future, what will companies use to describe the work to be
done instead of focusing on job descriptions?
1 out of 1 points
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Selected Answer:
d. Answers:
a. b. c. d. work profiles
position
roles
competencies
work profiles
Question 13
Selected Answer:
b. Answers:
a. b. c. d. The job specification that a truck driver must be male, is an
example of what?
discrimination
harassment
discrimination
inclusion and diversity
exploitation
Question 14
Selected
Answer:
a.
Answers:
a.
b.
c.
d.
Job analysis is more than just determining the duties/tasks, skills
and abilities associated with the job. Which of the following is
important to job analysis?
that the organization’s goals and strategies be
known and understood
that the organization’s goals and strategies be
known and understood
that HR is involved in all aspects of job analysis
that employees understand what is expected of
them
that job design and role expectations are
communicated
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Question 15
Selected
Answer:
c.
Answers:
a.
b.
c.
d.
What are job descriptions?
written documents that list the different duties, tasks,
and responsibilities that make up a job including the
skills, knowledge and competencies required to
successfully perform the work
written documents that list the educational
background and skills required to do the job
written documents that list the work experience
required to do a job including the duties, tasks and
responsibilities that make up the job
written documents that list the different duties, tasks,
and responsibilities that make up a job including the
skills, knowledge and competencies required to
successfully perform the work
written documents that list the performance standards
required to successfully complete a job
Question 16
Selected Answer:
a. Answers:
a. b. c. d. The output from a job analysis provides information for which
HRM activity?
compensation
compensation
production planning and expediting
employee disciplinary actions
employee exit surveys
Question 17
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Selected Answer:
c. Answers:
a. b. c. d. For which section of the job description would information be
provided by asking questions such as “What tasks do you
perform every day”?
duties and responsibilities
standards of performance
summary
duties and responsibilities
job specifications
Question 18
Selected
Answer:
b.
Answers:
a.
b.
c.
d.
How can the results of a performance evaluation impact a job
description?
The job description may need to be updated if the
standards of performance are no longer valid.
Job descriptions are seldom updated, regardless of
the performance evaluation results.
The job description may need to be updated if the
standards of performance are no longer valid.
The evaluation may prove that the specifications on
the job description attracted an over-competent
employee.
The evaluation may prove that the specifications on
the job description attracted an incompetent
employee.
Question 19
Selected Answer:
b. In which job analysis approach do the manager and employee
ensure that substantial changes in duties, responsibilities, skills,
and other work characteristics are documented on an ongoing
basis?
living job description approach
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Review Test Submission: Chapter 4: Review Quiz – HRM 1281 C
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Answers:
a. b. c. d. change management approach
living job description approach
performance approach
dynamic approach
Question 20
Selected
Answer:
c.
Answers:
a.
b.
c.
d.
In what type of a work environment might an employee team be
inappropriate?
where job tasks require specialized, individual
expertise
where there needs to be a single decision-making
where collaboration and knowledge-sharing are
not required
where job tasks require specialized, individual
expertise
where privacy and confidentiality are paramount
←
OK
1 out of 1 points
2023-11-08, 9
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28 AM
Review Test Submission: Chapter 5 Review – HRM 1281 C
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Review Test Submission: Chapter 5 Review
HRM 1281 C
Chapter 5 Review Quiz
Review Test Submission: Chapter 5 Review
User
Andressa Melissa Mendes Lobo
Course
HRM 1281 C
Test
Chapter 5 Review
Started
10/26/23 11:08 PM
Submitted
10/26/23 11:14 PM
Due Date
10/29/23 11:59 PM
Status
Completed
Attempt Score
15 out of 15 points Time Elapsed
5 minutes
Results Displayed
All Answers, Submitted Answers, Correct Answers
Question 1
Selected
Answer:
d. Answers:
a. b.
c. d. What can employee transfers within an organization achieve?
protect employees from layoffs
encourage employee empowerment
reward employees who were unsuccessful in obtaining a
promotion
increase the motivation of poor performers
protect employees from layoffs
Question 2
Selected
Answer:
b.
Answers:
a.
What information is important to have when making selection decisions?
details that will predict job performance of the candidate
information about the educational background of the
candidate
1 out of 1 points
1 out of 1 points
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b.
c. d.
details that will predict job performance of the candidate
a personality profile of the candidate
an overview of the positions previously held by the
candidate
Question 3
Selected
Answer:
a.
Answers:
a.
b.
c.
d.
How does effective HR planning assist an organization that has made a
strategic decision to move into a new market?
It helps the organization to ensure that it has the people with the
right skills to get into the market.
It helps the organization to ensure that it has the people with the
right skills to get into the market.
It outlines information about the compensation levels of
competitors in the new market.
It removes the need for managers to evaluate their current
labour costs.
It provides information about the objectives the organization is
attempting to achieve.
Question 4
Selected
Answer:
b.
Answers:
a. b.
c.
What are two emerging trends in employee selection practices?
mobile platforms and increased use of social networks
online application systems and video resumes
mobile platforms and increased use of social networks
increased use of social networks and employee referrals
1 out of 1 points
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Review Test Submission: Chapter 5 Review – HRM 1281 C
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d. video interviewing and conference calls
Question 5
Selected Answer:
c. Answers:
a. b. c. d. Executive search firms typically charge the employer which percentage of the
annual salary for the position to be filled?
30 percent to 40 percent
15 percent to 25 percent
20 percent to 35 percent
30 percent to 40 percent
45 percent to 60 percent
Question 6
Selected Answer:
b. Answers:
a. b. c. d. If a manager estimates that they require at least six more employees to handle
the business, what are they experiencing?
shortage of labour
lack of skills inventory
shortage of labour
natural attrition
labour force shift
Question 7
Selected Answer:
b. Answers:
a. b. c. d. If a local gourmet bakery needed to hire two new employees, a baker and a
server, where would recruitment efforts be focused?
within the city
among her current staff
within the city
on national job boards
across the province
1 out of 1 points
1 out of 1 points
1 out of 1 points
2023-11-08, 9
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Review Test Submission: Chapter 5 Review – HRM 1281 C
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Question 8
Selected Answer:
c. Answers:
a. b. c. d. If an organization needed to replace someone who will be absent for 6 weeks,
what might it do to find someone to undertake the work during that time?
Contact a temporary workers agency.
Start the recruitment process.
Consult the department’s succession plan.
Contact a temporary workers agency.
Place an ad in the city’s daily online newspaper.
Question 9
Selected Answer:
d. Answers:
a. b. c. d. What are two techniques used to assess the internal supply of labour?
staffing tables and Markov analysis
vacancy analysis and Markov analysis
Markov analysis and job analysis
staffing tables and vacancy analysis
staffing tables and Markov analysis
Question 10
Selected Answer:
d. Answers:
a. b. c. d. What is employment branding?
an organization’s reputation as an employer
a recruitment technique
how an organization begins the recruitment process
a critical task
an organization’s reputation as an employer
Question 11
Selected Answer:
b. In what type of organization does HR planning happen more systematically?
medium-sized and larger organizations
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Answers:
a. b. c. d. entrepreneurial organizations
medium-sized and larger organizations
small organizations
organizations with rapidly changing environments
Question 12
Selected Answer:
a. Answers:
a. b. c. d. What are the 2 approaches used when preparing interview questions?
structured and unstructured
structured and unstructured
structured and clinical
clinical and unstructured
unstructured and statistical
Question 13
Selected
Answer:
c.
Answers:
a. b. c.
d. What does recruiting from within enable an organization to do?
make use of the people who already know the organization and
the contribution they have made
locate and encourage all potential job applicants
broaden the pool of qualified applicants
make use of the people who already know the organization and
the contribution they have made
simplify the application of its HR practices and policies
Question 14
Selected
Answer:
c. Answers:
a. What does employee promotion within an organization achieve?
It rewards employees for past performance.
It protects the organization from discrimination suits.
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2023-11-08, 9
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28 AM
Review Test Submission: Chapter 5 Review – HRM 1281 C
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b.
c. d. It removes some pressure from HR to fill outstanding job
vacancies.
It rewards employees for past performance.
It reduces compensation budgets.
Question 15
Selected
Answer:
a.
Answers:
a.
b. c. d. What is an advantage of using temporary workers?
greater flexibility in maintaining proper staffing levels
greater flexibility in maintaining proper staffing levels
little training is required
ease of fit with permanent employees
increased employee loyalty
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2023-11-08, 9
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29 AM
Review Test Submission: Chapter 6 Review – HRM 1281 C
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Review Test Submission: Chapter 6 Review
HRM 1281 C
Chapter 6 Review Quiz
Review Test Submission: Chapter 6 Review
User
Andressa Melissa Mendes Lobo
Course
HRM 1281 C
Test
Chapter 6 Review
Started
11/3/23 11:53 AM
Submitted
11/3/23 12:05 PM
Due Date
11/5/23 11:59 PM
Status
Completed
Attempt Score
15 out of 15 points Time Elapsed
12 minutes
Results Displayed
All Answers, Submitted Answers, Correct Answers
Question 1
Selected Answer:
b. Answers:
a. b. c. d. In which phase of the instructional systems design approach to
training is information about a store receiving an excessive
number of customer complaints particularly important?
needs assessment
Evaluation
needs assessment
training delivery
training design
Question 2
Selected Answer:
a. Answers:
a. b. Experts define an illiterate individual as one having what level of
education?
Grade 6 or less
Grade 6 or less
Grade 9
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2023-11-08, 9
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29 AM
Review Test Submission: Chapter 6 Review – HRM 1281 C
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c. d. Grade 10
Grade 11
Question 3
Selected Answer:
c. Answers:
a. b. c. d. Computer sales staff tend to be self-learners who prefer reading
a manual and practicing on a computer. Which phase of the
instructional systems design approach to training occurs when
computer sales staff read manuals and practice on a computer?
training delivery
training design
training motivation
training delivery
needs assessment
Question 4
Selected
Answer:
c.
Answers:
a.
b.
c.
d. How do students benefit from a co-op program?
Students can demonstrate to prospective employers
that they have work experience.
Some students offer to work for no pay in exchange
for experience.
Students can be given assignments that other
employees don’t want.
Students can demonstrate to prospective employers
that they have work experience.
They get minimum wage.
Question 5
How should career development programs be viewed in an
organization?
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2023-11-08, 9
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29 AM
Review Test Submission: Chapter 6 Review – HRM 1281 C
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Selected
Answer:
d.
Answers:
a.
b.
c.
d.
As a dynamic process that meets the needs of the
employees and the organization.
As giving managers more control over their
subordinates.
As an opportunity for advancement within their fields.
As a way to reduce the need for succession planning
at a higher level.
As a dynamic process that meets the needs of the
employees and the organization.
Question 6
Selected Answer:
d. Answers:
a. b. c. d. A manufacturing company provides training on an “as needed”
basis and ensures that it is linked to actual work experiences.
Which phase of the instructional systems design approach to
training is being used in this situation?
training design
needs assessment
training delivery
evaluation
training design
Question 7
Selected
Answer:
c.
Answers:
a.
b. Organizations frequently refer to “intellectual capital” as their
competitive advantage. What is intellectual capital?
the combination of human capital and
organizational support
individual learning and organizational development
human capital and individual competencies
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2023-11-08, 9
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29 AM
Review Test Submission: Chapter 6 Review – HRM 1281 C
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c.
d.
the combination of human capital and
organizational support
organizational learning potential leading to
organizational knowledge
Question 8
Selected
Answer:
d. Answers:
a.
b.
c. d. How might the manager gather a more complete picture of the
potential training needs after receiving an excessive number of
customer complaints about slow service from some staff?
conduct organizational, task, and job analyses
design and evaluate a customer service training
program
complete a needs analysis by meeting with all the
counter crew employees
establish customer service training objectives
conduct organizational, task, and job analyses
Question 9
Selected
Answer:
c.
Answers:
a.
b.
c.
A manager's orientation checklist should include which of the
following?
formal greeting and an overview of training to be
received (when and why)
a formal greeting and signing the employment
contract
overview of health and safety expectations and
social committee activities
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2023-11-08, 9
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Review Test Submission: Chapter 6 Review – HRM 1281 C
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d. formal greeting and an overview of training to be
received (when and why)
a casual meeting with key department heads
Question 10
Selected Answer:
c. Answers:
a. b. c. d. In the skilled trades, what type of training is used in which new
workers entering the industry are given thorough instruction in
the practical and theoretical aspects of the trade, both on and off
the job?
apprenticeship training
co-operative training
internship training
apprenticeship training
vestibule training
Question 11
Selected Answer:
a. Answers:
a. b. c. d. How must training and development programs be approached in
order to contribute to the organization’s overall goals?
in a systematic way
in a systematic way
with or without the manager's support
doing an organizational analysis
streamlining organizational development
Question 12
Selected Answer:
b. Answers:
a. Increased productivity, improved employee morale, identification
with the company, and reduced anxiety are all benefits of which
HR process?
orientation
effective job design
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Review Test Submission: Chapter 6 Review – HRM 1281 C
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b. c. d. orientation
good hiring practices
strong organizational development
Question 13
Selected Answer:
b. Answers:
a. b. c. d. According to employers, what is a benefit of a formal orientation
process?
facilitation of learning
higher wages
facilitation of learning
better employees
less interpersonal conflict
Question 14
Selected Answer:
b. Answers:
a. b. c. d. Organizational analysis, task analysis, and person analysis are
part of what phase of the instructional systems design approach
to training and development?
needs assessment
goal analysis
needs assessment
training and development
evaluation
Question 15
Selected Answer:
a. Answers:
a. b. c. On what does orientation focus?
socialization
socialization
a one-day event
training
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Review Test Submission: Chapter 6 Review – HRM 1281 C
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Wednesday, November 8, 2023 9:29:28 AM MST
d. retention
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