音乐兴趣小组活动教案

人力资源 TRUE OR FALSE HR Introduction 1. Strategic analysis is typically used to assess the organization’s job-related needs and the capabilities of its current workforce. ( F ) 2. Preventing overstaffing and subsequent layoff costs is one of the benefits of Human Resource Planning. ( T ) 3. Staff managers are authorized to direct the work of subordinates and are directly in charge of accomplishing the organization’s basic goals. ( F ) 4. Human resource managers are generally staff managers. ( T ) 5. Staff managers are always someone’s boss. ( F ) 6. In small organizations, line managers may carry out all personnel duties without the assistance of a human resource staff. ( T ) 7. Human resource managers assist in hiring, training, evaluating, rewarding, counseling, promoting, and hiring employees. ( T ) 8. The division of human resource responsibilities for line managers and staff managers varies from organization to organization. ( T) 9. As firms seek to keep costs down, there has been a shift to using more traditional workers. ( F ) 10. With the aging of its workforce, America is facing a demographic shift as significant as the massive entry of women into the workforce that began in the 1960s. ( T ) 11. Human resource management creates value for an organization by engaging in activities that produce the employee behaviors the company needs to achieve its strategic goals. ( T ) 12. The training investment factor measures the total training cost for all employees taken as a whole. (F ) 13. Turnover rate and turnover costs can both be improved with retention efforts. ( T ) 14. HR should seek to increase the workers’ compensation cost per employee by eliminating such practices as disability management. (F ) 15. The most important proficiency of the four highlighted in the text for human resource managers is law proficiency. ( F ) 16. Equal employment laws lay out what a supervisor can and cannot say and do when dealing with labor unions. ( F ) 17. Ethical issues such as workplace safety, security of employee records, comparable work, and employee privacy rights are all related to human resource management. ( T ) HR Strategy 1. The human resource function in organizations today is vital to the smooth operation of the business, but is not influenced by the organization’s strategy. (F) 2. Scientific management is concerned with how to structure individual jobs to maximize efficiency and productivity. (T) 3. Hawthorne studies research program revealed that human behavior plays an important role in organizations. (T) 4. An organization’s decision to expand its operations through growth is an example of business level of strategy. (F) 5. The three steps in the job analysis process are determining information needs, selecting the job analysis method, and determining responsibilities for the job analysis. (T) 6. Operations managers, financial mangers, and marketing managers are considered as staff managers. (F) 7. A prospector strategy works best in a stable environment, where the organization continually focus on new products and markets while avoiding a long-term commitment to any single technology. (F) 8. A company’s HR strategy is a type of competitive strategy. (F) 9. Consolidation keeps the company’s strategy up to date by assessing progress toward strategic goals and taking corrective action as needed. (F) 10. HR managers need to support corporate productivity and performance improvement efforts. (T) JOB ANALYSIS 1. Job analysis produces information used for writing job descriptions and job specifications. (T) 2. Functional job analysis technique consists of rating dimensions presumed to reflect cognitive, psychomotor, and sensory abilities. (F) 3. The first step in the job analysis is to determine the type and nature of information needs, including the nature of the information to be obtained. (T) 4. Strategic analysis is typically used to assess the organization’s job-related needs and the capabilities of its current workforce. (F) 5. When interviewed during the gathering of job analysis data, the immediate supervisor may provide exaggerated information about a job’s complexity or importance. (F) 6. Providing a clear job progression for employees is identified as a benefit of using job families. (T) 7. The first step in human resource planning is to forecasting the demand for human resources. (T) 8. Qualitative approaches are more appropriate than quantitative approaches when one seeks to compare jobs for pay purposes. (F) 9. Job enlargement refers to redesigning jobs in a way that increases responsibility and achievement. (F) 10. Job analysis experts are concerned that in high performance work environments in which employers need workers to seamlessly move from job to job and exercise self-control, job descriptions based on lists of job-specific duties may actually inhibit the flexible behavior companies need. (T) SELECTION 1. Not understanding the organization’s culture would be considered an organizational disadvantage of using temporary workers. (T) 2. Preventing overstaffing and subsequent layoff costs is one of the benefits of Human Resource Planning. (T) 3. Work experience cannot provide sufficient evidence of and individual’s employability, as that individual has demonstrated his or her ability to successfully hold work positions in the past. (T) 4. Preventing the ripple effect would be considered an advantage of internal recruiting. (F) 5. Cognitive ability tests are usually written quizzes or work simulation that are designed to measure the applicant’s master of a particular set of job-related skills. (F) 6. Internal recruiting might not be a source to motivate the existing employees. (F) 7. A realistic job preview is a technique for ensuring that job seekers understand the actual nature of the jobs available to them. The use of a RJP can maximize the problems associated with new employees’ unrealistically high expectations. (F) 8. Skills and abilities are selection criteria more directly relate to specific qualifications and capabilities of an individual to perform a specific job. (T) 9. Job posting is probably the most common method organizations use for internal recruiting. (T) 10. Effective recruiting results in a large number of applicants. (F) TRAINING & APPRIASAL 1. It is necessary to assess the needs of the organization’s training program from two different levels, job level and individual level. (F) 2. Job instruction training is a step-by-step self-learning method which uses a textbook, computer, or the Internet. (F) 3. Orientation refers to the methods used to give new or present employees the skills they need to perform their jobs. (F) 4. “Have the manager balance positive and negative feedback” would not be a method of improving the performance feedback process (F) 5. Performance appraisal allows for the assessment of employees’ future performance levels. (F) 6. The “ultimate” goal of performance appraisal is to determine equitable rewards. (F) 7. The alternation ranking method combines the benefits of narratives, critical incidents, and quantified scales by anchoring a rating scale with specific behavioral examples of good or poor performance. (F) 8. The basic problem with rankings is that while it is not difficult to identify the extreme good and bad performers, it is difficult to differentiate meaningfully between the others. (T) 9. 360-degree feedback is generally used for development purposes, rather than for pay increases. (T) 10. Performance appraisal helps the organization assess how much employee performance improves as a result of training. (F) 11. The steps in the performance management process in a typical organization, in order from first to last, are: establish duties, establish standard, and observe performance, document performance, rate performance. (T) 12. “Choosing the most critical incidents on which to base goals” is the most critical factor in setting up a goal-based performance appraisal system? (F) 13. Performance appraisal allows the organization to assess the quality of its selection process (T) 14. The steps in performance management process include establish duties and standard, observe performance, document performance and rate performance. (T) 15. An advantage of the simple ranking method of performance appraisal is easy to use for a large number of employees. （F） COMPENSATION 18. Maslow’s hierarchy of needs theory of motivation is the most well-known because empirical research has supported its value over time. (F) 19. The standard hour plan is like the piece rate plan except instead of getting a rate per piece, the employee gets a premium equal to the percent by which his or her performance exceeds the standard. (T;) 20. All merit increases are cumulative in that they become a part of an employee’s base salary. (F) 21. Most firms have annual bonus plans aimed at motivating the short-term performance of managers and executives. (T) 22. A key advantage of employee stock ownership plans is that the company gets a tax advantage equal to the fair market value of the shares that are transferred to the trustee and can also claim an income tax deduction for dividends paid on ESOP-owned stock. (T) 23. Financial benefits like employer-paid insurance and vacations are not a part of employee compensation. (F) 24. The favor of pay secrecy reduces potential resentment. (T) 25. Work completed is the basis upon which wages are calculated and paid (F) 26. Stock option cause the executive’s compensation to be tied to the firm’s stock price performance. (T) 27. External equity refers to how fair the job’s pay rate is, when compared to other jobs within the same company. (F) 28. The primary advantage of broadbanding is that it provides greater flexibility into employee assignments. (T) 29. Indirect payments that contribute to an employee’s compensation include variable pay like commissions and bonuses. (F) 30. Job classification is the simplest of the job evaluation methods. (F) 31. If an employee earns an incentive in the form of a prize or cash award, the value of the award is not included when calculating the employee’s overtime pay. (F) 32. Most firms have annual bonus plans aimed at motivating the short-term performance of managers and executives. (T) PAGE 1