c1

Student: ___________________________________________________________________________
1. The people in organizations are considered human resources who:
A. create objectives and accomplishments
B. are inanimate resources
C. are quantified on the balance sheet
. have limited value to a compan!
". are considered b! all organizations as their most important assets

#. $ncreasingl! top managers are recognizing that long%term organizational success depends upon an
organization&s
A. infrastructure
B. human resources
C. investment strateg!
. environment
". rules and policies

'. (ome of the most successful Canadian organizations are those that motivate their emplo!ees b!
A. pa!ing above averages wages
B. allowing them to use the e)ecutive washroom
C. encouraging them to meet organizational challenges creativel!
. having an first%name polic! onl! at all levels
". providing fle)ible wor*ing hours

+. Among the major challenges facing Canadian business toda! are all the following e)cept
A. economic challenges
B. demographic challenges
C. cultural challenges
. legal challenges
". transportation challenges

,. A compan! that shows concern for the environment is responding to which t!pe or organizational challenge
A. technological
B. ph!sical infrastructure
C. demographic
. cultural
". social

-. Canadian businesses currentl! face three critical economic challenges
A. global trade. productivit! improvement and computerization
B. productivit! improvement. transportation issues and demographic changes
C. government legislation. global trade and survival during a recessionar! c!cle
. gross profit margins. inventor! control and minimum wage requirements
". survival during a recessionar! c!cle. productivit! improvements and global trade

/. uring a recessionar! period. the following challenges face 01 managers e)cept
A. planning and implementing of emplo!ee la!offs
B. see*ing wage concessions
C. facilitating emplo!ee counseling
. formulating crisis management policies
". increase compensation pac*ages

2. $nternational trade has alwa!s been critical to Canada&s prosperit! and in fact Canada e)ports. on a per capita
basis
A. a great deal. though less than the 3nited (tates
B. more than the 3nited (tates but less than 4apan
C. more than both 4apan and the 3nited (tates
. a great deal. though less than 4apan
". more than the 3nited (tates and 4apan combined

5. $n #66,. a global competitive ran*ing placed Canada as the ,th most competitive nation in the world.
however. toda! we are ran*ed 77777777
A. first
B. third
C. eighth
. tenth
". twentieth

16. $n order to capture the growing mar*et opportunities abroad. Canadian firms must
A. continuousl! increase wages at home
B. increase the costs of production
C. lobb! government to remove minimum wage and social securit! benefits
. e)pand plants into countries closer to customers
". e)port all manufacturing overseas

11. 8ne of the great competitive advantages of the world&s low%cost trading nations is
A. plentiful natural resources
B. liberal democratic governments
C. a vast amount of highl! s*illed and9or cheap labour
. non%unionized infrastructures
". management%friendl! unions

1#. :roductivit! refers to
A. ratio of an organization&s inputs to its outputs
B. ratio of an organization&s outputs to its inputs
C. ratio of an organization&s labour costs to its outputs
. ratio of an organization&s labour costs to its revenue
". ratio of an organization&s outputs to its labour costs

1'. 8ne major challenge facing Canadian managers is
A. *eeping wages down to developing world standards
B. decreasing qualit! to save mone! without losing sales
C. increasing advertising costs
. decreasing focus on emplo!ment legislation
". improving productivit! while maintaining a high qualit! of wor* life

1+. :roductivit! improvements ;e.g.the use of technolog! and computerization< has. over the last two decades.
cost about 77777777 manufacturing jobs in Canada
A. 1,6 666
B. #,6 666
C. ',6 666
. +,6 666
". ,,6 666

1,. 8utsourcing implications for human resource managers ma! include
A. initiating or increasing outplacement activities
B. more rela)ed and amiable union negotiations
C. increased emplo!ee morale
. the need for increased office space
". increasing the size of the internal wor*force

1-. Contracting out organizational tas*s to outside agencies to reduce costs is referred to as
A. outplacing
B. tas* enrichment
C. tas* enlargement
. outsourcing
". process management

1/. 8ne of the major technological changes that have revolutionized Canadian business is
A. automation
B. diversit!
C. the =orth American >ree Trade Act
. email
". the s*illed wor*force

12. "mplo!ees who can wor* from their home are referred to as
A. electronicall! enabled wor*ers
B. distance wor*ers
C. telecommuters
. home wor*ers
". out%office wor*ers

15. Computerized technolog! has facilitated the following *e! developments in organizations e)cept
A. fle)ibilit! in wor* design
B. more effective *nowledge management
C. reduction in need for concrete policies and procedures
. large amounts of data can be processed for managers
". innovation in operations resulting in cost reduction

#6. Computerization enables organizations to
A. improve their operational efficienc!. regardless of other factors
B. ma*e information available with great speed
C. get constantl! accurate information
. receive less information
". no longer need to rel! on people

#1. A major obstacle to telecommuting is
A. the lac* of computers
B. that conservative managers fear loss of control
C. man! home offices are located too far from corporate headquarters
. limited office space
". that man! people do not have access to transportation

##. The effects of computerization on companies varies but in general it results in
A. non%traditional mar*eting strategies
B. reduced inventor! controls
C. fewer communication tools
. less streamlining of data
". fewer human resource practices and procedures

#'. The reason;s< that organizations automate is ;are<
A. speed
B. better customer service
C. operational fle)ibilit!
. higher qualit! standards
". all are reasons for automation

#+. emographic challenges facing organizations in the twent!%first centur! currentl! include all the following
e)cept
A. increasing number of women in the wor*force
B. a shift towards service. technical and *nowledge wor*ers
C. increasing emplo!ment of older wor*ers
. increase in part%time9contract wor*ers
". computerization

#,. 8rganizations face man! demographic challenges. including all the following e)cept
A. automation
B. increasing number of *nowledge wor*ers
C. older wor*ers
. better educated wor*ers
". more women emplo!ees

#-. The fastest growing t!pe of wor*er in Canada over the last twent!%five !ears has been
A. service wor*ers
B. factor! wor*ers
C. *nowledge wor*ers
. data wor*ers
". health care wor*ers

#/. ?nowledge wor*ers
A. transmit *nowledge
B. manipulate *nowledge
C. produce *nowledge
. run automated assembl! lines
". are another name for *nowledgeable service wor*ers

#2. The difference between data occupations and *nowledge occupations is that data wor*ers
A. produce *nowledge
B. use. transmit. or manipulate *nowledge
C. use computers far more than *nowledge wor*ers
. are non%information wor*ers
". wor* as scientists or engineers

#5. 8ver the last few decades the educational attainment of Canadians has
A. remained stable
B. decreased slightl!
C. increased dramaticall!
. is not measurable b! human resource managers
". lead to an increased drop out rate

'6. The following is ;are< true in regards to the education of Canadians
A. over +,@ have a college or universit! degree
B. over ,6@ ;age 1- or over< are functionall! illiterate
C. about +,@ are either functionall! illiterate or can onl! deal with simple. uncomplicated material
. a little less than 16@ drop out of school before the! graduate
". over -,@ of all Canadians go to private schools

'1. The pressures of retaining older wor*ers present the following challenges to 01 managers e)cept
A. e)panded retirement benefits
B. variable wor* schedules
C. coordination of government benefits with compan! benefits
. retraining programs
". ensuring a balance of male and female wor*ers

'#. Ahat industr! has a relativel! large share of older wor*ersB
A. the construction industr!
B. the service industr!
C. the hospitalit! industr!
. the media industr!
". the high technolog! industr!

''. An increasing emplo!ment trend in Canada is
A. to require wor*ers over the age of -, to retire
B. that data wor*ers are growing at a faster pace than *nowledge wor*ers
C. to hire more part%time and contract wor*ers
. that fewer females are entering the wor* force
". that requirements for educational attainment have stabilized

'+. Cultural challenges facing Canadian human resource managers include
A. attitudes towards wor*
B. a decreasingl! diverse wor*force
C. an increase in reliance on government regulations
. global competition
". unionization

',. All the below are common to most human resource departments e)cept
A. developing job descriptions
B. establishing disciplinar! s!stems
C. administering compensation s!stems
. ensuring compliance with relevant legal requirements
". develop all managerial reports within an organization

'-. The *e! objectives of a human resource management department can be categorized as
A. organizational and management objectives
B. societal objectives and organizational objectives
C. emplo!ee and management objectives
. emplo!ee objectives and societal objectives
". societal objectives. organizational objectives. and emplo!ee objectives

'/. (trategic human resource management refers specificall! to
A. lin*ing human resource procedures to organizational goals. emplo!ee needs. and societal demands
B. tactical methods and procedures to achieve specific strategies
C. developing *nowledge wor*ers in order to enhance corporate profits
. human resource planning for corporate ta*e%overs
". strategicall! placed advertising for recruiting top qualit! emplo!ees

'2. All of the following are steps in strategic human resource management planning e)cept
A. environmental anal!sis
B. anal!sis of organizational strengths and culture
C. e)amination of organizational mission and goals
. union%management negotiations
". awareness of organizational strategies

'5. The first step in strategic human resource planning is
A. implementation of human resource strategies
B. review and evaluation of human resource strategies
C. anal!sis of organizational mission and goals
. environmental anal!sis
". anal!sis of organizational strategies

+6. The second step in strategic human resource planning is
A. implementation of human resource strategies
B. review and evaluation of human resource strategies
C. anal!sis of organizational mission and goals
. environmental anal!sis
". anal!sis of organizational strategies

+1. $n formulating strateg!. the human resource department must focus on all the following e)cept
A. planning for ph!sical office space
B. attracting human resources
C. emplo!ee placement. development and evaluation
. emplo!ee motivation and rewards
". maintaining high performance

+#. :roactive human resource strategies refers to
A. strategies that anticipate human resource challenges
B. strategies that respond to human resource problems
C. strategies that encouraging emplo!ees to handle their own problems
. strategies that predict future mar*et share of the compan!
". strategies that help the compan! adopt technological changes

+'. The dail! responsibilit! for most human resource management activities lies with
A. each and ever! manager
B. the human resource department
C. the C"8 or compan! president
. the emplo!ee him9her%self
". the compan! securit! officer

++. Ahen a human resource decision ma*er responds to a personnel problem. this is an e)ample
A. proactive management
B. anticipated reaction management
C. reactive management
. conte)tual management
". management b! objectives

+,. Cenerall!. the size of a human resource department depends largel! on
A. whether or not an organization is unionized
B. the diversit! of the emplo!ee population
C. the nature of the business
. government regulations and legal requirements
". the size of the organization

+-. =ormall!. under most decision ma*ing situations. human resource departments have 7777777777 within the
organization
A. line authorit!
B. functional authorit!
C. empowered authorit!
. staff authorit!
". transit authorit!

+/. 8ne difference between the job responsibilities of a line manager and a human resource manager is that a
line manager would li*el! not
A. discipline emplo!ees
B. coach emplo!ees
C. decide on pa! raises or bonuses ;where contractuall! permitted<
. negotiate with unions
". implement organizational change

+2. 8rganizational character refers to
A. an organization&s histor! and culture onl!
B. an organization&s histor!. culture. philosoph!. and unique wa! of doing things
C. the personal character of an organization&s C"8
. the internal la!out and design of space
". an organization&s logo and its product and promotional literature

+5. Two of the more noteworth! factors that are related to an organization&s character are
A. technolog! and managerial philosoph!
B. managerial philosoph! and the ph!sical infrastructure
C. the ph!sical infrastructure and technolog!
. an organization&s strategic positioning and its ph!sical infrastructure
". social demographics and the legal environment

,6. $n the last thirt! !ears the number of human resource managers in Canada has ;roughl!<
A. increased five%fold
B. increased ten%fold
C. tripled
. doubled
". decreased

,1. To deal effectivel! with ever%increasing challenges. successful human resources managers must displa! the
following competencies e)cept
A. a master! of their organization&s business
B. a master! of human resource management tools
C. an intimate *nowledge of their organization&s financial procedures
. a superior abilit! to direct and manage change
". high personal credibilit!

,#. 0uman 1esource departments are focused e)clusivel! on helping organizations achieve their goals.
True >alse

,'. :eople are the common element in all social organizations.
True >alse

,+. (ome of the challenges that Canadian businesses currentl! face are legal. economic and demographic in
nature.
True >alse

,,. Canada is becoming an important global pla!er in high tech and non%traditional e)ports.
True >alse

,-. Capitalist economies go through growth and boom c!cles.
True >alse

,/. To attract and involve highl! s*illed. innovative emplo!ees. reactionar! 01 practices have to be adopted.
True >alse

,2. Toda! Canadian business faces three critical economic challenges: global trade. productivit! improvement
and survival during a recessionar! c!cle.
True >alse

,5. $n the first decade of the twent!%first centur! the three critical economic challenges facing Canadian
business are global trade. automation and technological advancements.
True >alse

-6. :roductivit! refers to the ratio of an organization&s outputs to its inputs.
True >alse

-1. The ratio of an organization&s inputs to its outputs is referred to as its productivit!.
True >alse

-#. 0uman resource managers must be prepared to compromise the emplo!ees qualit! of wor*ing life in order
to improve productivit!.
True >alse

-'. 8ne means of improving productivit! is to produce more with fewer wor*ers.
True >alse

-+. $n a recent global competitiveness ran*ing. Canada placed fourteenth. as the most competitive nation
worldwide.
True >alse

-,. $n the last decade. Canadian productivit! is consistentl! outpacing that of the 3(.
True >alse

--. Technological challenges to Canadian business include both computerization and the shift towards
*nowledge wor*ers.
True >alse

-/. Computerization and automation are two major technological challenges facing Canadian business.
True >alse

-2. Computerization has reduced the need for concrete policies and procedures relating to performance
e)pectations.
True >alse

-5. 1easons for organizations automating activities include speed. better customer service. and increased
qualit!.
True >alse

/6. =egotiations with unions ma! prove to be more challenging because of the pace of computerization and
automation.
True >alse

/1. Current demographic trends include the increasing number of women and older wor*ers in the wor*force.
True >alse

/#. The participation rate of Canadian women in the wor*force is lower than several other industrial nations.
True >alse

/'. Toda!&s wor*force can be divided into two main categories: information and non%information wor*ers.
True >alse

/+. The demand for *nowledge wor*ers is li*el! to stabilize over the ne)t decade.
True >alse

/,. 1oughl! one million Canadians fall into the lowest literac! level.
True >alse

/-. The abolition of mandator! retirement has eliminated the challenges of an aging wor*force.
True >alse

//. Cultural challenges facing Canadian business toda! include ethnic diversit!. demographics. and
computerization.
True >alse

/2. Ceneration Ders fear boredom while Eers mistrust business practices.
True >alse

/5. Canada&s ethnic and cultural diversit! has often been referred to as a melting pot.
True >alse

26. 0istoricall!. Americans have alwa!s been far more positive than Canadians to government participation in
economic and social activities.
True >alse

21. 0uman resource management aims to improve emplo!ee productivit! while also attempting to achieve other
social and individual emplo!ee objectives.
True >alse

2#. The aim of an! human resource department is to contribute to overall organizational effectiveness.
True >alse

2'. An emplo!ee&s desire to achieve personal goals is outside of the scope of effective human resource
strategies.
True >alse

2+. (trategies are t!picall! formulated at three levels: business. corporate. and functional.
True >alse

2,. 0uman resource strategies must alwa!s be careful that the! remain independent of the organizational
strateg! and mission.
True >alse

2-. An organizational anal!sis and an environmental anal!sis are two process steps in formulating a human
resource strateg!.
True >alse

2/. 0uman resource strategies should onl! be formed after a careful loo* at organizational strengths and
wea*nesses.
True >alse

22. Ceneric organizational strategies can include differentiation. e)pansion. or cost leadership strategies.
True >alse

25. Among activities that a human resource department must focus on are placement. motivation. and
productivit!.
True >alse

56. Ahen decision%ma*ers respond to human resource problems. this is referred to as proactive management.
True >alse

51. Fanaging proactivel! means anticipating and correcting problems before a problem arises.
True >alse

5#. A human resource department is usuall! created when the 01 activities become a burden to the other
departments.
True >alse

5'. Fost human resource departments are service departments with line authorit!.
True >alse

5+. $nitiating disciplinar! matters. implementing motivational strategies and providing on%the%job training are
all responsibilities of a human resource manager.
True >alse

5,. To be effective. human resource managers must recognize the constraints placed on them b! the culture and
character of the organizational.
True >alse

5-. Certification ma*es human resource management a profession.
True >alse

5/. There are a series of steps that must be completed in order for 01 personnel to achieve the CC01A
designation.
True >alse

52. $n contrast to inanimate resources. such as capital. the people of an organization represent the organization&s
7777777777.
7777777777777777777777777777777777777777

55. The best managed and most successful Canadian organizations ensure emplo!ees meet organizational
challenges 777777777777777.
7777777777777777777777777777777777777777

166. Fore and more top managers are realizing that organizational success depends upon effective management
of 7777777777.
7777777777777777777777777777777777777777

n161. The economic challenges facing Canadian business toda! include global trade. productivit!
improvements and 7777777777777 77777777777777 7777777777777777 777777777777.
7777777777777777777777777777777777777777

16#. Capitalist economies go through boom and 77777777 c!cles.
7777777777777777777777777777777777777777

16'. The technological challenges facing Canadian business include 7777777777 and automation.
7777777777777777777777777777777777777777

16+. Canada e)ports much 7777777777 than either the the 3nited (tates or 4apan.
7777777777777777777777777777777777777777

16,. 7777777777 refers to the ratio of an organization&s outputs to its inputs.
7777777777777777777777777777777777777777

16-. A major challenge for Canadian managers is maintaining a high qualit! of wor* life while improving
7777777777.
7777777777777777777777777777777777777777

16/. 3sing fewer resources to produce the same amount and qualit! of goods or services 7777777777
productivit!.
7777777777777777777777777777777777777777

162. Ahen discussing the productivit! ratio. people. capital and materials are referred to as 7777777777.
7777777777777777777777777777777777777777

165. 8ne means to measure emplo!ee productivit! is to use 7777777777 per wor*er or per wor* hour.
7777777777777777777777777777777777777777

116. Two popular means to achieve higher productivit! levels are 777777777 77777777777 and redesign of
jobs.
7777777777777777777777777777777777777777

111. 8ne potential downside to continuous productivit! improvement is that more outputs can be produced with
fewer 7777777777.
7777777777777777777777777777777777777777

11#. To maintain our high standard of living. Canadian companies must be able to maintain and improve world
7777777777777777777.
7777777777777777777777777777777777777777

11'. 3pdating 77777777777 to increase productivit! is a high priorit! tas* for Canadian managers.
7777777777777777777777777777777777777777

11+. Computers have allowed some emplo!ees. *nown as 7777777777 to wor* without leaving their homes.
7777777777777777777777777777777777777777

11,. 777777777777 7777777777777 is the process of capturing organizational *nowledge and ma*ing it
available for sharing and building new *nowledge.
7777777777777777777777777777777777777777

11-. The two major technological challenges facing Canadian business are 77777777777 and 777777777.
7777777777777777777777777777777777777777

11/. 8ne advantage of automation. it is said. is that machines never as* for raises. nor ever go out on 7777777.
7777777777777777777777777777777777777777

112. Ahen discussing automation it can be argued that automation is not alwa!s the best answer for a
compan!&s 7777777777 problems.
7777777777777777777777777777777777777777

115. $ncreasing numbers of women in the wor*force. better educated wor*ers. and older emplo!ees all represent
7777777777 challenges to Canadian business.
7777777777777777777777777777777777777777

1#6. Those people involved in the production of ideas or e)pert opinion. such as a scientist or consultant. are
called 7777777777.
7777777777777777777777777777777777777777

1#1. 8ne of the issues facing 01 managers regarding the age of the Canadian wor*force. has been called the
777777 77777777 77777777 b! Facleans.
7777777777777777777777777777777777777777

1##. 7777777777 are freelancers. who are not part of an organization&s regular wor* force and are remunerated
on a project or service basis.
7777777777777777777777777777777777777777

1#'. The growth rate of 7777777777%time emplo!ment has been higher than that of 7777777777%time jobs in
Canada over the last ten !ears.
7777777777777777777777777777777777777777

1#+. Ceneration 7777777 are unfazed b! power and authorit! while 777777777 are impressed and attracted b!
it.
7777777777777777777777777777777777777777

1#,. "thnic diversit! is a 7777777777 challenge for Canadian businesses.
7777777777777777777777777777777777777777

1#-. 0istoricall!. Canadians have alwa!s been more positive about government 7777777777 in economic
activities than Americans.
7777777777777777777777777777777777777777

1#/. 8ne major objectve of an! human resource department is to contribute to organizational 777777777.
7777777777777777777777777777777777777777

1#2. Gargescale. futureoriented. integrated planning to achieve organizational objectives and respond to the
organization&s competitive environments is called 7777777777.
7777777777777777777777777777777777777777

1#5. (tep 1 in strategic human resource management is an 7777777777 anal!sis.
7777777777777777777777777777777777777777

1'6. (tep # in strategic human resource planning is an anal!sis of organizational 7777777777 and 7777777777.
7777777777777777777777777777777777777777

1'1. The third step in planning a human resource strateg! is to e)amine the organization&s 77777777 and
7777777777.
7777777777777777777777777777777777777777

1'#. 1eviewing an organization&s 7777777777 is the fourth step in strategic human resource planning.
7777777777777777777777777777777777777777

1''. Choice and implementation of human resource strategies is step H 7777777777 in strategic 01 planning.
7777777777777777777777777777777777777777

1'+. >irms can pursue at least three generic strateg! formats: A cost leadership strateg!. a differentiation
strateg!. and a 7777777777 strateg!.
7777777777777777777777777777777777777777

1',. $n order to maintain and increase emplo!ee productivit!. emplo!ee 7777777777 is a concern in human
resource strateg! planning.
7777777777777777777777777777777777777777

1'-. 7777777777 is done in organizations to forecast the future demand for and suppl! of emplo!ees.
7777777777777777777777777777777777777777

1'/. 7777777777 is the process of finding and attracting capable job applicants.
7777777777777777777777777777777777777777

1'2. The 7777777777 process is a series of specific steps used to decide which recruits should be hired and
aims to match job requirements and applicants& capabilities.
7777777777777777777777777777777777777777

1'5. The 01 activit! that evaluates the performance of the emplo!ees is called 7777777777.
7777777777777777777777777777777777777777

1+6. $n man! organizations. emplo!ees ma! decide to join a union. Ahen this occurs. human resource
management is confronted with a new situation: 7777777777 relations.
7777777777777777777777777777777777777777

1+1. 1eview and evaluation of human resource strategies is necessar! to provide 777777777777 on whether the
strateg! is effective or needs correcting.
7777777777777777777777777777777777777777

1+#. 7777777777 human resource management occurs when decision%ma*ers anticipate and correct potential
problems.
7777777777777777777777777777777777777777

1+'. Ahen decision%ma*ers respond to human resource problems. rather than anticipate them. this is an
e)ample of 7777777777 human resource management.
7777777777777777777777777777777777777777

1++. Aithin an organization. 01 departments are 7777777777 departments that e)ist to assist emplo!ees.
managers. and the organization.
7777777777777777777777777777777777777777

1+,. Cenerall!. human resource departments onl! hold 7777777777 authorit! within an organization.
7777777777777777777777777777777777777777

1+-. The best people managers never forget that the! are alwa!s dealing with 7777777777. and not things.
7777777777777777777777777777777777777777

1+/. 7777777777 is the product of all the organization&s features: its emplo!ees. its objectives. its technolog!. it
size. its age. it unions. its policies. its successes. and its failures.
7777777777777777777777777777777777777777

1+2. The 777777777 77777777 of 7777777777 7777777777 777777777777 is the collaborative effort of the 01
Associations across Canada.
7777777777777777777777777777777777777777

1+5. The professional designation for human resource personnel is 7777777777 7777777777 777777777
777777777777.
7777777777777777777777777777777777777777

1,6. escribe the challenges facing Canadian organizations.




1,1. Ahat is the definition of productivit!B 0ow can we improve itB 0ow do we measure itB




1,#. iscuss the implications of outsourcing. Ahat is outplacementB 0ow is it related to outsourcingB




1,'. Ahat are the advantages of computerizationB escribe its impact on organizations.




1,+. Automation had a major impact on organizations. Ahat are its effectsB The te)t sa!s. that automation is not
the answer to all of Canada&s problems. Ah! notB




1,,. Canadian companies face a number of demographic challenges. escribe at least '.




1,-. Canadian companies face a number of cultural challenges. iscuss.




1,/. iscuss what it means to manage 01 strategicall!.




1,2. escribe the steps in strategic 01F.




1,5. efine and describe the four archet!pical 01 strategies discussed in the te)t.




1-6. iscuss the five major groups of activities in the implementation of a 01F strateg!.




1-1. Gist the components of the model of strategic 01F.




1-#. raw a diagram of the 01 department of ;1< a small organization and. ;#< of a large organization and label
the possible positions in both.




1-'. The 01 department should act proactivel!. iscuss.




1-+. Ahat is the difference between staff. line. and functional authorit!B iscuss.




1-,. escribe the four professional competencies required of 01 managers.




c1 ?e!

1. (p. 3) The people in organizations are considered human resources who:
A. create objectives and accomplishments
B. are inanimate resources
C. are quantified on the balance sheet
. have limited value to a compan!
". are considered b! all organizations as their most important assets

Difficulty: Medium
Objective: #2
Schwind - h!pte" #$ #$

#. (p. 3) $ncreasingl! top managers are recognizing that long%term organizational success depends upon an
organization&s
A. infrastructure
B. human resources
C. investment strateg!
. environment
". rules and policies

Difficulty: %!&y
Objective: #2
Schwind - h!pte" #$ #2

'. (p. 3) (ome of the most successful Canadian organizations are those that motivate their emplo!ees b!
A. pa!ing above averages wages
B. allowing them to use the e)ecutive washroom
C. encouraging them to meet organizational challenges creativel!
. having an first%name polic! onl! at all levels
". providing fle)ible wor*ing hours

Difficulty: %!&y
Objective: #2
Schwind - h!pte" #$ #3

+. (p. 3-') Among the major challenges facing Canadian business toda! are all the following e)cept
A. economic challenges
B. demographic challenges
C. cultural challenges
. legal challenges
E. transportation challenges

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #'

,. (p. 3) A compan! that shows concern for the environment is responding to which t!pe or organizational
challenge
A. technological
B. ph!sical infrastructure
C. demographic
. cultural
E. social

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #(

-. (p. ') Canadian businesses currentl! face three critical economic challenges
A. global trade. productivit! improvement and computerization
B. productivit! improvement. transportation issues and demographic changes
C. government legislation. global trade and survival during a recessionar! c!cle
. gross profit margins. inventor! control and minimum wage requirements
E. survival during a recessionar! c!cle. productivit! improvements and global trade

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #)

/. (p. ') uring a recessionar! period. the following challenges face 01 managers e)cept
A. planning and implementing of emplo!ee la!offs
B. see*ing wage concessions
C. facilitating emplo!ee counseling
. formulating crisis management policies
E. increase compensation pac*ages

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #*

2. (p. () $nternational trade has alwa!s been critical to Canada&s prosperit! and in fact Canada e)ports. on a per
capita basis
A. a great deal. though less than the 3nited (tates
B. more than the 3nited (tates but less than 4apan
C. more than both 4apan and the 3nited (tates
. a great deal. though less than 4apan
". more than the 3nited (tates and 4apan combined

Difficulty: +!"d
Objective: #$
Schwind - h!pte" #$ #,

5. (p. () $n #66,. a global competitive ran*ing placed Canada as the ,th most competitive nation in the world.
however. toda! we are ran*ed 77777777
A. first
B. third
C. eighth
. tenth
". twentieth

Difficulty: +!"d
Objective: #$
Schwind - h!pte" #$ #-

16. (p. () $n order to capture the growing mar*et opportunities abroad. Canadian firms must
A. continuousl! increase wages at home
B. increase the costs of production
C. lobb! government to remove minimum wage and social securit! benefits
D. e)pand plants into countries closer to customers
". e)port all manufacturing overseas

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #$#

11. (p. )) 8ne of the great competitive advantages of the world&s low%cost trading nations is
A. plentiful natural resources
B. liberal democratic governments
C. a vast amount of highl! s*illed and9or cheap labour
. non%unionized infrastructures
". management%friendl! unions

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #$$

1#. (p. )) :roductivit! refers to
A. ratio of an organization&s inputs to its outputs
B. ratio of an organization&s outputs to its inputs
C. ratio of an organization&s labour costs to its outputs
. ratio of an organization&s labour costs to its revenue
". ratio of an organization&s outputs to its labour costs

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #$2

1'. (p. *) 8ne major challenge facing Canadian managers is
A. *eeping wages down to developing world standards
B. decreasing qualit! to save mone! without losing sales
C. increasing advertising costs
. decreasing focus on emplo!ment legislation
E. improving productivit! while maintaining a high qualit! of wor* life

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #$3

1+. (p. ,) :roductivit! improvements ;e.g.the use of technolog! and computerization< has. over the last two
decades. cost about 77777777 manufacturing jobs in Canada
A. 1,6 666
B. #,6 666
C. ',6 666
. +,6 666
". ,,6 666

Difficulty: +!"d
Objective: #$
Schwind - h!pte" #$ #$'

1,. (p. ,) 8utsourcing implications for human resource managers ma! include
A. initiating or increasing outplacement activities
B. more rela)ed and amiable union negotiations
C. increased emplo!ee morale
. the need for increased office space
". increasing the size of the internal wor*force

Difficulty: +!"d
Objective: #$
Schwind - h!pte" #$ #$(

1-. (p. ,) Contracting out organizational tas*s to outside agencies to reduce costs is referred to as
A. outplacing
B. tas* enrichment
C. tas* enlargement
D. outsourcing
". process management

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #$)

1/. (p. ,) 8ne of the major technological changes that have revolutionized Canadian business is
A. automation
B. diversit!
C. the =orth American >ree Trade Act
. email
". the s*illed wor*force

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #$*

12. (p. -) "mplo!ees who can wor* from their home are referred to as
A. electronicall! enabled wor*ers
B. distance wor*ers
C. telecommuters
. home wor*ers
". out%office wor*ers

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #$,

15. (p. --$#) Computerized technolog! has facilitated the following *e! developments in organizations e)cept
A. fle)ibilit! in wor* design
B. more effective *nowledge management
C. reduction in need for concrete policies and procedures
. large amounts of data can be processed for managers
". innovation in operations resulting in cost reduction

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #$-

#6. (p. ,) Computerization enables organizations to
A. improve their operational efficienc!. regardless of other factors
B. ma*e information available with great speed
C. get constantl! accurate information
. receive less information
". no longer need to rel! on people

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #2#

#1. (p. -) A major obstacle to telecommuting is
A. the lac* of computers
B. that conservative managers fear loss of control
C. man! home offices are located too far from corporate headquarters
. limited office space
". that man! people do not have access to transportation

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #2$

##. (p. $#) The effects of computerization on companies varies but in general it results in
A. non%traditional mar*eting strategies+
B. reduced inventor! controls
C. fewer communication tools
. less streamlining of data
". fewer human resource practices and procedures

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #22

#'. (p. $#-$$) The reason;s< that organizations automate is ;are<
A. speed
B. better customer service
C. operational fle)ibilit!
. higher qualit! standards
E. all are reasons for automation

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #23

#+. (p. $$-$)) emographic challenges facing organizations in the twent!%first centur! currentl! include all the
following e)cept
A. increasing number of women in the wor*force
B. a shift towards service. technical and *nowledge wor*ers
C. increasing emplo!ment of older wor*ers
. increase in part%time9contract wor*ers
E. computerization

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #2'

#,. (p. $$-$)) 8rganizations face man! demographic challenges. including all the following e)cept
A. automation
B. increasing number of *nowledge wor*ers
C. older wor*ers
. better educated wor*ers
". more women emplo!ees

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #2(

#-. (p. $2) The fastest growing t!pe of wor*er in Canada over the last twent!%five !ears has been
A. service wor*ers
B. factor! wor*ers
C. *nowledge wor*ers
. data wor*ers
". health care wor*ers

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #2)

#/. (p. $2) ?nowledge wor*ers
A. transmit *nowledge
B. manipulate *nowledge
C. produce *nowledge
. run automated assembl! lines
". are another name for *nowledgeable service wor*ers

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #2*

#2. (p. $2) The difference between data occupations and *nowledge occupations is that data wor*ers
A. produce *nowledge
B. use. transmit. or manipulate *nowledge
C. use computers far more than *nowledge wor*ers
. are non%information wor*ers
". wor* as scientists or engineers

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #2,

#5. (p. $3) 8ver the last few decades the educational attainment of Canadians has
A. remained stable
B. decreased slightl!
C. increased dramaticall!
. is not measurable b! human resource managers
". lead to an increased drop out rate

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #2-

'6. (p. $') The following is ;are< true in regards to the education of Canadians
A. over +,@ have a college or universit! degree
B. over ,6@ ;age 1- or over< are functionall! illiterate
C. about +,@ are either functionall! illiterate or can onl! deal with simple. uncomplicated material
. a little less than 16@ drop out of school before the! graduate
". over -,@ of all Canadians go to private schools

Difficulty: +!"d
Objective: #$
Schwind - h!pte" #$ #3#

'1. (p. $() The pressures of retaining older wor*ers present the following challenges to 01 managers e)cept
A. e)panded retirement benefits
B. variable wor* schedules
C. coordination of government benefits with compan! benefits
. retraining programs
E. ensuring a balance of male and female wor*ers

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #3$

'#. (p. $() Ahat industr! has a relativel! large share of older wor*ersB
A. the construction industr!
B. the service industr!
C. the hospitalit! industr!
. the media industr!
". the high technolog! industr!

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #32

''. (p. $)) An increasing emplo!ment trend in Canada is
A. to require wor*ers over the age of -, to retire
B. that data wor*ers are growing at a faster pace than *nowledge wor*ers
C. to hire more part%time and contract wor*ers
. that fewer females are entering the wor* force
". that requirements for educational attainment have stabilized

Difficulty: +!"d
Objective: #$
Schwind - h!pte" #$ #33

'+. (p. $)) Cultural challenges facing Canadian human resource managers include
A. attitudes towards wor*
B. a decreasingl! diverse wor*force
C. an increase in reliance on government regulations
. global competition
". unionization

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #3'

',. (p. 2#) All the below are common to most human resource departments e)cept
A. developing job descriptions
B. establishing disciplinar! s!stems
C. administering compensation s!stems
. ensuring compliance with relevant legal requirements
E. develop all managerial reports within an organization

Difficulty: Medium
Objective: #2
Schwind - h!pte" #$ #3(

'-. (p. 2#) The *e! objectives of a human resource management department can be categorized as
A. organizational and management objectives
B. societal objectives and organizational objectives
C. emplo!ee and management objectives
. emplo!ee objectives and societal objectives
E. societal objectives. organizational objectives. and emplo!ee objectives

Difficulty: Medium
Objective: #2
Schwind - h!pte" #$ #3)

'/. (p. 22) (trategic human resource management refers specificall! to
A. lin*ing human resource procedures to organizational goals. emplo!ee needs. and societal demands
B. tactical methods and procedures to achieve specific strategies
C. developing *nowledge wor*ers in order to enhance corporate profits
. human resource planning for corporate ta*e%overs
". strategicall! placed advertising for recruiting top qualit! emplo!ees

Difficulty: Medium
Objective: #2
Schwind - h!pte" #$ #3*

'2. (p. 23-2,) All of the following are steps in strategic human resource management planning e)cept
A. environmental anal!sis
B. anal!sis of organizational strengths and culture
C. e)amination of organizational mission and goals
D. union%management negotiations
". awareness of organizational strategies

Difficulty: Medium
Objective: #3
Schwind - h!pte" #$ #3,

'5. (p. 23) The first step in strategic human resource planning is
A. implementation of human resource strategies
B. review and evaluation of human resource strategies
C. anal!sis of organizational mission and goals
D. environmental anal!sis
". anal!sis of organizational strategies

Difficulty: Medium
Objective: #3
Schwind - h!pte" #$ #3-

+6. (p. 23) The second step in strategic human resource planning is
A. implementation of human resource strategies
B. review and evaluation of human resource strategies
C. anal!sis of organizational mission and goals
. environmental anal!sis
". anal!sis of organizational strategies

Difficulty: %!&y
Objective: #3
Schwind - h!pte" #$ #'#

+1. (p. 2)-2*) $n formulating strateg!. the human resource department must focus on all the following e)cept
A. planning for ph!sical office space
B. attracting human resources
C. emplo!ee placement. development and evaluation
. emplo!ee motivation and rewards
". maintaining high performance

Difficulty: %!&y
Objective: #3
Schwind - h!pte" #$ #'$

+#. (p. 3#) :roactive human resource strategies refers to
A. strategies that anticipate human resource challenges
B. strategies that respond to human resource problems
C. strategies that encouraging emplo!ees to handle their own problems
. strategies that predict future mar*et share of the compan!
". strategies that help the compan! adopt technological changes

Difficulty: Medium
Objective: #3
Schwind - h!pte" #$ #'2

+'. (p. 3#) The dail! responsibilit! for most human resource management activities lies with
A. each and ever! manager
B. the human resource department
C. the C"8 or compan! president
. the emplo!ee him9her%self
". the compan! securit! officer

Difficulty: %!&y
Objective: #'
Schwind - h!pte" #$ #'3

++. (p. 3#) Ahen a human resource decision ma*er responds to a personnel problem. this is an e)ample
A. proactive management
B. anticipated reaction management
C. reactive management
. conte)tual management
". management b! objectives

Difficulty: +!"d
Objective: #'
Schwind - h!pte" #$ #''

+,. (p. 3$) Cenerall!. the size of a human resource department depends largel! on
A. whether or not an organization is unionized
B. the diversit! of the emplo!ee population
C. the nature of the business
. government regulations and legal requirements
E. the size of the organization

Difficulty: Medium
Objective: #'
Schwind - h!pte" #$ #'(

+-. (p. 32) =ormall!. under most decision ma*ing situations. human resource departments have 7777777777
within the organization
A. line authorit!
B. functional authorit!
C. empowered authorit!
D. staff authorit!
". transit authorit!

Difficulty: +!"d
Objective: #'
Schwind - h!pte" #$ #')

+/. (p. 33 (fi. $-$')) 8ne difference between the job responsibilities of a line manager and a human resource manager
is that a line manager would li*el! not
A. discipline emplo!ees
B. coach emplo!ees
C. decide on pa! raises or bonuses ;where contractuall! permitted<
D. negotiate with unions
". implement organizational change

Difficulty: +!"d
Objective: #'
Schwind - h!pte" #$ #'*

+2. (p. 3') 8rganizational character refers to
A. an organization&s histor! and culture onl!
B. an organization&s histor!. culture. philosoph!. and unique wa! of doing things
C. the personal character of an organization&s C"8
. the internal la!out and design of space
". an organization&s logo and its product and promotional literature

Difficulty: %!&y
Objective: #'
Schwind - h!pte" #$ #',

+5. (p. 3') Two of the more noteworth! factors that are related to an organization&s character are
A. technolog! and managerial philosoph!
B. managerial philosoph! and the ph!sical infrastructure
C. the ph!sical infrastructure and technolog!
. an organization&s strategic positioning and its ph!sical infrastructure
". social demographics and the legal environment

Difficulty: Medium
Objective: #'
Schwind - h!pte" #$ #'-

,6. (p. 3() $n the last thirt! !ears the number of human resource managers in Canada has ;roughl!<
A. increased five%fold
B. increased ten%fold
C. tripled
. doubled
". decreased

Difficulty: Medium
Objective: #(
Schwind - h!pte" #$ #(#

,1. (p. 3() To deal effectivel! with ever%increasing challenges. successful human resources managers must displa!
the following competencies e)cept
A. a master! of their organization&s business
B. a master! of human resource management tools
C. an intimate *nowledge of their organization&s financial procedures
. a superior abilit! to direct and manage change
". high personal credibilit!

Difficulty: %!&y
Objective: #(
Schwind - h!pte" #$ #($

,#. (p. 3) 0uman 1esource departments are focused e)clusivel! on helping organizations achieve their goals.
FALSE

Difficulty: %!&y
Objective: #2
Schwind - h!pte" #$ #(2

,'. (p. 3) :eople are the common element in all social organizations.
TRUE

Difficulty: %!&y
Objective: #2
Schwind - h!pte" #$ #(3

,+. (p. 3) (ome of the challenges that Canadian businesses currentl! face are legal. economic and demographic in
nature.
TRUE

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #('

,,. (p. () Canada is becoming an important global pla!er in high tech and non%traditional e)ports.
TRUE

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #((

,-. (p. ') Capitalist economies go through growth and boom c!cles.
FALSE

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #()

,/. (p. )) To attract and involve highl! s*illed. innovative emplo!ees. reactionar! 01 practices have to be
adopted.
FALSE

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #(*

,2. (p. ') Toda! Canadian business faces three critical economic challenges: global trade. productivit!
improvement and survival during a recessionar! c!cle.
TRUE

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #(,

,5. (p. ') $n the first decade of the twent!%first centur! the three critical economic challenges facing Canadian
business are global trade. automation and technological advancements.
FALSE

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #(-

-6. (p. )) :roductivit! refers to the ratio of an organization&s outputs to its inputs.
TRUE

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #)#

-1. (p. )) The ratio of an organization&s inputs to its outputs is referred to as its productivit!.
FALSE

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #)$

-#. (p. )) 0uman resource managers must be prepared to compromise the emplo!ees qualit! of wor*ing life in
order to improve productivit!.
FALSE

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #)2

-'. (p. *) 8ne means of improving productivit! is to produce more with fewer wor*ers.
TRUE

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #)3

-+. (p. () $n a recent global competitiveness ran*ing. Canada placed fourteenth. as the most competitive nation
worldwide.
FALSE

Difficulty: +!"d
Objective: #$
Schwind - h!pte" #$ #)'

-,. (p. *) $n the last decade. Canadian productivit! is consistentl! outpacing that of the 3(.
FALSE

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #)(

--. (p. ,) Technological challenges to Canadian business include both computerization and the shift towards
*nowledge wor*ers.
FALSE

Difficulty: +!"d
Objective: #$
Schwind - h!pte" #$ #))

-/. (p. ,) Computerization and automation are two major technological challenges facing Canadian business.
TRUE

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #)*

-2. (p. ,--) Computerization has reduced the need for concrete policies and procedures relating to performance
e)pectations.
FALSE

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #),

-5. (p. $#-$$) 1easons for organizations automating activities include speed. better customer service. and increased
qualit!.
TRUE

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #)-

/6. (p. $$) =egotiations with unions ma! prove to be more challenging because of the pace of computerization and
automation.
TRUE

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #*#

/1. (p. $2-$)) Current demographic trends include the increasing number of women and older wor*ers in the
wor*force.
TRUE

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #*$

/#. (p. $2) The participation rate of Canadian women in the wor*force is lower than several other industrial
nations.
FALSE

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #*2

/'. (p. $2) Toda!&s wor*force can be divided into two main categories: information and non%information wor*ers.
TRUE

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #*3

/+. (p. $2-$3) The demand for *nowledge wor*ers is li*el! to stabilize over the ne)t decade.
FALSE

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #*'

/,. (p. $') 1oughl! one million Canadians fall into the lowest literac! level.
FALSE

Difficulty: +!"d
Objective: #$
Schwind - h!pte" #$ #*(

/-. (p. $() The abolition of mandator! retirement has eliminated the challenges of an aging wor*force.
FALSE

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #*)

//. (p. $)) Cultural challenges facing Canadian business toda! include ethnic diversit!. demographics. and
computerization.
FALSE

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #**

/2. (p. $*) Ceneration Ders fear boredom while Eers mistrust business practices.
TRUE

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #*,

/5. (p. $-) Canada&s ethnic and cultural diversit! has often been referred to as a melting pot.
FALSE

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #*-

26. (p. $-) 0istoricall!. Americans have alwa!s been far more positive than Canadians to government participation
in economic and social activities.
FALSE

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #,#

21. (p. 2#) 0uman resource management aims to improve emplo!ee productivit! while also attempting to achieve
other social and individual emplo!ee objectives.
TRUE

Difficulty: %!&y
Objective: #2
Schwind - h!pte" #$ #,$

2#. (p. 2$) The aim of an! human resource department is to contribute to overall organizational effectiveness.
TRUE

Difficulty: %!&y
Objective: #2
Schwind - h!pte" #$ #,2

2'. (p. 2$) An emplo!ee&s desire to achieve personal goals is outside of the scope of effective human resource
strategies.
FALSE

Difficulty: Medium
Objective: #2
Schwind - h!pte" #$ #,3

2+. (p. 22) (trategies are t!picall! formulated at three levels: business. corporate. and functional.
TRUE

Difficulty: Medium
Objective: #2
Schwind - h!pte" #$ #,'

2,. (p. 22) 0uman resource strategies must alwa!s be careful that the! remain independent of the organizational
strateg! and mission.
FALSE

Difficulty: Medium
Objective: #2
Schwind - h!pte" #$ #,(

2-. (p. 23) An organizational anal!sis and an environmental anal!sis are two process steps in formulating a human
resource strateg!.
TRUE

Difficulty: Medium
Objective: #2
Schwind - h!pte" #$ #,)

2/. (p. 22) 0uman resource strategies should onl! be formed after a careful loo* at organizational strengths and
wea*nesses.
TRUE

Difficulty: Medium
Objective: #2
Schwind - h!pte" #$ #,*

22. (p. 2') Ceneric organizational strategies can include differentiation. e)pansion. or cost leadership strategies.
FALSE

Difficulty: Medium
Objective: #3
Schwind - h!pte" #$ #,,

25. (p. 2)-2*) Among activities that a human resource department must focus on are placement. motivation. and
productivit!.
TRUE

Difficulty: Medium
Objective: #'
Schwind - h!pte" #$ #,-

56. (p. 3#) Ahen decision%ma*ers respond to human resource problems. this is referred to as proactive
management.
FALSE

Difficulty: Medium
Objective: #'
Schwind - h!pte" #$ #-#

51. (p. 3#) Fanaging proactivel! means anticipating and correcting problems before a problem arises.
TRUE

Difficulty: %!&y
Objective: #'
Schwind - h!pte" #$ #-$

5#. (p. 3#) A human resource department is usuall! created when the 01 activities become a burden to the other
departments.
TRUE

Difficulty: Medium
Objective: #'
Schwind - h!pte" #$ #-2

5'. (p. 32) Fost human resource departments are service departments with line authorit!.
FALSE

Difficulty: +!"d
Objective: #'
Schwind - h!pte" #$ #-3

5+. (p. 33 /i. $-$') $nitiating disciplinar! matters. implementing motivational strategies and providing on%the%job
training are all responsibilities of a human resource manager.
FALSE

Difficulty: +!"d
Objective: #'
Schwind - h!pte" #$ #-'

5,. (p. 3') To be effective. human resource managers must recognize the constraints placed on them b! the culture
and character of the organizational.
TRUE

Difficulty: %!&y
Objective: #'
Schwind - h!pte" #$ #-(

5-. (p. 3(-3)) Certification ma*es human resource management a profession.
FALSE

Difficulty: Medium
Objective: #(
Schwind - h!pte" #$ #-)

5/. (p. 3)) There are a series of steps that must be completed in order for 01 personnel to achieve the CC01A
designation.
FALSE

Difficulty: Medium
Objective: #(
Schwind - h!pte" #$ #-*

52. (p. 3) $n contrast to inanimate resources. such as capital. the people of an organization represent the
organization&s 7777777777.
human resources

Difficulty: %!&y
Objective: #2
Schwind - h!pte" #$ #-,

55. (p. 3) The best managed and most successful Canadian organizations ensure emplo!ees meet organizational
challenges 777777777777777.
creatively

Difficulty: %!&y
Objective: #2
Schwind - h!pte" #$ #--

166. (p. 3) Fore and more top managers are realizing that organizational success depends upon effective
management of 7777777777.
human resources

Difficulty: %!&y
Objective: #2
Schwind - h!pte" #$ #$##

161. (p. ') The economic challenges facing Canadian business toda! include global trade. productivit!
improvements and 7777777777777 77777777777777 7777777777777777 777777777777.
survival during recessionary cycles

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #$#$

16#. (p. ') Capitalist economies go through boom and 77777777 c!cles.
ust

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #$#2

16'. (p. ,) The technological challenges facing Canadian business include 7777777777 and automation.
com!uteri"ation

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #$#3

16+. (p. () Canada e)ports much 7777777777 than either the the 3nited (tates or 4apan.
more

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #$#'

16,. (p. )) 7777777777 refers to the ratio of an organization&s outputs to its inputs.
!roductivity

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #$#(

16-. (p. )) A major challenge for Canadian managers is maintaining a high qualit! of wor* life while improving
7777777777.
!roductivity

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #$#)

16/. (p. )) 3sing fewer resources to produce the same amount and qualit! of goods or services 7777777777
productivit!.
increases

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #$#*

162. (p. )) Ahen discussing the productivit! ratio. people. capital and materials are referred to as 7777777777.
in!uts

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #$#,

165. (p. *) 8ne means to measure emplo!ee productivit! is to use 7777777777 per wor*er or per wor* hour.
out!ut

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #$#-

116. (p. *) Two popular means to achieve higher productivit! levels are 777777777 77777777777 and redesign of
jobs.
#or$!lace innovation

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #$$#

111. (p. *) 8ne potential downside to continuous productivit! improvement is that more outputs can be produced
with fewer 7777777777.
#or$ers or !eo!le or em!loyees

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #$$$

11#. (p. ,) To maintain our high standard of living. Canadian companies must be able to maintain and improve
world 7777777777777777777.
com!etitiveness

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #$$2

11'. (p. *) 3pdating 77777777777 to increase productivit! is a high priorit! tas* for Canadian managers.
technology

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #$$3

11+. (p. -) Computers have allowed some emplo!ees. *nown as 7777777777 to wor* without leaving their
homes.
telecommuters

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #$$'

11,. (p. -) 777777777777 7777777777777 is the process of capturing organizational *nowledge and ma*ing it
available for sharing and building new *nowledge.
%no#ledge &anagement

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #$$(

11-. (p. ,) The two major technological challenges facing Canadian business are 77777777777 and 777777777.
com!uteri"ation'automation

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #$$)

11/. (p. $#) 8ne advantage of automation. it is said. is that machines never as* for raises. nor ever go out on
7777777.
stri$e

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #$$*

112. (p. $$) Ahen discussing automation it can be argued that automation is not alwa!s the best answer for a
compan!&s 7777777777 problems.
!roductivity

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #$$,

115. (p. $$-$)) $ncreasing numbers of women in the wor*force. better educated wor*ers. and older emplo!ees all
represent 7777777777 challenges to Canadian business.
demogra!hic

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #$$-

1#6. (p. $2) Those people involved in the production of ideas or e)pert opinion. such as a scientist or consultant.
are called 7777777777.
$no#ledge #or$ers

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #$2#

1#1. (p. $() 8ne of the issues facing 01 managers regarding the age of the Canadian wor*force. has been called
the 777777 77777777 77777777 b! Facleans.
old age crisis

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #$2$

1##. (p. $)) 7777777777 are freelancers. who are not part of an organization&s regular wor* force and are
remunerated on a project or service basis.
contract (or contingent) #or$ers

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #$22

1#'. (p. $)) The growth rate of 7777777777%time emplo!ment has been higher than that of 7777777777%time jobs
in Canada over the last ten !ears.
!art'*ull

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #$23

1#+. (p. $*) Ceneration 7777777 are unfazed b! power and authorit! while 777777777 are impressed and attracted
b! it.
+ers'oomers

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #$2'

1#,. (p. $)) "thnic diversit! is a 7777777777 challenge for Canadian businesses.
cultural

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #$2(

1#-. (p. $-) 0istoricall!. Canadians have alwa!s been more positive about government 7777777777 in economic
activities than Americans.
!artici!ation'involvement

Difficulty: %!&y
Objective: #$
Schwind - h!pte" #$ #$2)

1#/. (p. 2#) 8ne major objectve of an! human resource department is to contribute to organizational 777777777.
e**ectiveness

Difficulty: %!&y
Objective: #2
Schwind - h!pte" #$ #$2*

1#2. (p. 22) Gargescale. futureoriented. integrated planning to achieve organizational objectives and respond to the
organization&s competitive environments is called 7777777777.
strategy or strategic !lanning

Difficulty: %!&y
Objective: #2
Schwind - h!pte" #$ #$2,

1#5. (p. 23) (tep 1 in strategic human resource management is an 7777777777 anal!sis.
environmental

Difficulty: %!&y
Objective: #2
Schwind - h!pte" #$ #$2-

1'6. (p. 23) (tep # in strategic human resource planning is an anal!sis of organizational 7777777777 and
7777777777.
mission (,) goals

Difficulty: %!&y
Objective: #2
Schwind - h!pte" #$ #$3#

1'1. (p. 2') The third step in planning a human resource strateg! is to e)amine the organization&s 77777777 and
7777777777.
strengths (,) culture

Difficulty: %!&y
Objective: #2
Schwind - h!pte" #$ #$3$

1'#. (p. 2') 1eviewing an organization&s 7777777777 is the fourth step in strategic human resource planning.
strategies

Difficulty: %!&y
Objective: #2
Schwind - h!pte" #$ #$32

1''. (p. 2() Choice and implementation of human resource strategies is step H 7777777777 in strategic 01
planning.
-'*ive

Difficulty: %!&y
Objective: #2
Schwind - h!pte" #$ #$33

1'+. (p. 2() >irms can pursue at least three generic strateg! formats: A cost leadership strateg!. a differentiation
strateg!. and a 7777777777 strateg!.
*ocus

Difficulty: %!&y
Objective: #2
Schwind - h!pte" #$ #$3'

1',. (p. 2*) $n order to maintain and increase emplo!ee productivit!. emplo!ee 7777777777 is a concern in
human resource strateg! planning.
motivation

Difficulty: %!&y
Objective: #3
Schwind - h!pte" #$ #$3(

1'-. (p. 2)) 7777777777 is done in organizations to forecast the future demand for and suppl! of emplo!ees.
human resource !lanning

Difficulty: %!&y
Objective: #'
Schwind - h!pte" #$ #$3)

1'/. (p. 2)) 7777777777 is the process of finding and attracting capable job applicants.
Recruitment

Difficulty: %!&y
Objective: #'
Schwind - h!pte" #$ #$3*

1'2. (p. 2)) The 7777777777 process is a series of specific steps used to decide which recruits should be hired and
aims to match job requirements and applicants& capabilities.
selection

Difficulty: %!&y
Objective: #'
Schwind - h!pte" #$ #$3,

1'5. (p. 2)) The 01 activit! that evaluates the performance of the emplo!ees is called 7777777777.
!er*ormance a!!raisal

Difficulty: %!&y
Objective: #'
Schwind - h!pte" #$ #$3-

1+6. (p. 2*) $n man! organizations. emplo!ees ma! decide to join a union. Ahen this occurs. human resource
management is confronted with a new situation: 7777777777 relations.
union (laour)management

Difficulty: %!&y
Objective: #'
Schwind - h!pte" #$ #$'#

1+1. (p. 2,) 1eview and evaluation of human resource strategies is necessar! to provide 777777777777 on
whether the strateg! is effective or needs correcting.
*eedac$

Difficulty: %!&y
Objective: #'
Schwind - h!pte" #$ #$'$

1+#. (p. 3#) 7777777777 human resource management occurs when decision%ma*ers anticipate and correct
potential problems.
!roactive

Difficulty: %!&y
Objective: #'
Schwind - h!pte" #$ #$'2

1+'. (p. 3#) Ahen decision%ma*ers respond to human resource problems. rather than anticipate them. this is an
e)ample of 7777777777 human resource management.
reactive

Difficulty: %!&y
Objective: #'
Schwind - h!pte" #$ #$'3

1++. (p. 32) Aithin an organization. 01 departments are 7777777777 departments that e)ist to assist emplo!ees.
managers. and the organization.
service

Difficulty: %!&y
Objective: #'
Schwind - h!pte" #$ #$''

1+,. (p. 32) Cenerall!. human resource departments onl! hold 7777777777 authorit! within an organization.
sta**

Difficulty: %!&y
Objective: #'
Schwind - h!pte" #$ #$'(

1+-. (p. 32) The best people managers never forget that the! are alwa!s dealing with 7777777777. and not things.
!eo!le or human eings

Difficulty: %!&y
Objective: #'
Schwind - h!pte" #$ #$')

1+/. (p. 3') 7777777777 is the product of all the organization&s features: its emplo!ees. its objectives. its
technolog!. it size. its age. it unions. its policies. its successes. and its failures.
.rgani"ational character

Difficulty: %!&y
Objective: #'
Schwind - h!pte" #$ #$'*

1+2. (p. 3)) The 777777777 77777777 of 7777777777 7777777777 777777777777 is the collaborative effort of
the 01 Associations across Canada.
canadian council human resource associations

Difficulty: %!&y
Objective: #(
Schwind - h!pte" #$ #$',

1+5. (p. 3)) The professional designation for human resource personnel is 7777777777 7777777777 777777777
777777777777.
certi*ied human resources !ro*essionals

Difficulty: %!&y
Objective: #(
Schwind - h!pte" #$ #$'-

1,6. (p. 3-2#) escribe the challenges facing Canadian organizations.
Answers will var!

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #$(#

1,1. (p. )-,) Ahat is the definition of productivit!B 0ow can we improve itB 0ow do we measure itB
Answers will var!

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #$($

1,#. (p. ,) iscuss the implications of outsourcing. Ahat is outplacementB 0ow is it related to outsourcingB
Answers will var!

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #$(2

1,'. (p. ,-$#) Ahat are the advantages of computerizationB escribe its impact on organizations.
Answers will var!

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #$(3

1,+. (p. $#-$$) Automation had a major impact on organizations. Ahat are its effectsB The te)t sa!s. that
automation is not the answer to all of Canada&s problems. Ah! notB
Answers will var!

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #$('

1,,. (p. $$-$)) Canadian companies face a number of demographic challenges. escribe at least '.
Answers will var!

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #$((

1,-. (p. $)-2#) Canadian companies face a number of cultural challenges. iscuss.
Answers will var!

Difficulty: Medium
Objective: #$
Schwind - h!pte" #$ #$()

1,/. (p. 22) iscuss what it means to manage 01 strategicall!.
Answers will var!

Difficulty: Medium
Objective: #2
Schwind - h!pte" #$ #$(*

1,2. (p. 22-2-) escribe the steps in strategic 01F.
Answers will var!

Difficulty: Medium
Objective: #3
Schwind - h!pte" #$ #$(,

1,5. (p. 2*-2,) efine and describe the four archet!pical 01 strategies discussed in the te)t.
Answers will var!

Difficulty: Medium
Objective: #3
Schwind - h!pte" #$ #$(-

1-6. (p. 2)-2*) iscuss the five major groups of activities in the implementation of a 01F strateg!.
Answers will var!

Difficulty: Medium
Objective: #'
Schwind - h!pte" #$ #$)#

1-1. (p. 23-2, &ee /i.u"e $--) Gist the components of the model of strategic 01F.
Answers will var!

Difficulty: Medium
Objective: #3
Schwind - h!pte" #$ #$)$

1-#. (p. 3$ &ee /i.u"e& $-$20 $-$3) raw a diagram of the 01 department of ;1< a small organization and. ;#< of a large
organization and label the possible positions in both.
Answers will var!

Difficulty: Medium
Objective: #'
Schwind - h!pte" #$ #$)2

1-'. (p. 3#) The 01 department should act proactivel!. iscuss.
Answers will var!

Difficulty: Medium
Objective: #'
Schwind - h!pte" #$ #$)3

1-+. (p. 32) Ahat is the difference between staff. line. and functional authorit!B iscuss.
Answers will var!

Difficulty: Medium
Objective: #'
Schwind - h!pte" #$ #$)'

1-,. (p. 3() escribe the four professional competencies required of 01 managers.
Answers will var!

Difficulty: Medium
Objective: #(
Schwind - h!pte" #$ #$)(

c1 (ummar!
!te.1"y # 1f 2ue&ti1n&
ifficult!: "as! /2
ifficult!: 0ard 1+
ifficult!: Fedium /'
8bjective: H1 51
8bjective: H# #/
8bjective: H' 16
8bjective: H+ '6
8bjective: H, /
(chwind % Chapter 61 1-,