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习题及答案
Chapter
01
Human
Resource
Management:
Gaining
a
Competitive
Advantage
Answer
Key
True / False Questions
1.
(p. 5)
Companies have historically
looked at HRM as a means to contribute to
profitability, quality,
and other
business goals through enhancing and supporting
business operations.
FALSE
2.
(p. 5)
The
human resource department is most likely to
collaborate with other company functions
on outplacement, labor law compliance,
testing, and unemployment compensation.
FALSE
3.
(p. 6)
The
three product lines of HR include a)
administrative services and transactions, B)
financial
services, and c) strategic
partners.
FALSE
4.
(p. 9)
The
amount of time that the HRM function devotes to
administrative tasks is decreasing, and
its roles as a strategic business
partner, change agent, and employee advocate are
increasing.
TRUE
5.
(p.
9)
Advances in technology have allowed
HR services to be offered more on a self-service
basis
than in the past.
TRUE
6.
(p. 9)
HR
functions related to areas such as employee
development, performance management, and
organizational development are
outsourced most frequently.
FALSE
7.
(p. 11)
Evidence-based HR provides managers with data to
make decisions, instead of just relying on
intuition.
TRUE
8.
(p. 14)
Stakeholders of a company are shareholders, the
community, customers, employees, and all
of the other parties that have an
interest in seeing that the company succeeds.
TRUE
9.
(p. 19)
Companies are now more and more interested in
using intangible assets and human capital
as a way to gain an advantage over
competitors.
TRUE
10.
(p. 22)
A
learning organization places the highest emphasis
on completion of formal employment
training.
FALSE
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11.
(p.
22)
The psychological contract
describes what an employee expects to contribute
and what the
company will provide to
the employee in return for these contributions.
TRUE
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12.
(p. 25)
The
use of alternative work arrangements, which
include independent contractors, on-call
workers, temporary workers, and
contract company workers, is shrinking.
FALSE
13.
(p. 27)
To
be
effective,
balanced
scorecards
must
be
customized
by
companies
to
fit
different
market situations,
products, and competitive environments.
TRUE
14.
(p. 27)
The
balanced
scorecard
should
not
be
used
to
link
the
company's
human
resource
management activities to the company's
business strategy.
FALSE
15.
(p.
30)
Corporate cultures within companies
that successfully implement TQM typically
emphasize
individualism, hierarchy,
accountability, and profits.
FALSE
16.
(p. 31)
ISO
9000
certification
is
an
integral
component
of
W.
Edwards
Deming's
quality
control
process.
FALSE
17.
(p.
34)
The skills and motivation of a
company's internal labor force determine the need
for training
and
development
practices
and
the
effectiveness
of
the
company's
compensation
and
reward
systems.
TRUE
18.
(p. 37)
Because the workforce is predicted to become more
uniform in terms of age, ethnicity, and
racial background, it is likely that
one set of values will characterize all employees.
FALSE
19.
(p.
39)
Cultural diversity can provide a
company competitive advantage regarding problem-
solving.
TRUE
20.
(p. 42)
The
Sarbanes-Oxley Act of 2002 sets strict rules for
corporate behavior and sets heavy fines
and prison terms for noncompliance.
TRUE
21.
(p. 43)
Every
business must be prepared to deal with the global
economy.
TRUE
22.
(p. 48)
One
of the disadvantages of technology is that it does
not allow older workers to postpone
retirement.
FALSE
23.
(p. 51)
E-HRM
is
more
applicable
to
practices
associated
with
recruiting
and
training
than
those
associated with
analysis and design work, selection, and
compensation and benefits.
FALSE
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24.
(p.
54)
An HR dashboard is a series of
indicators that managers and employees have access
to on
the company intranet or human
resource information system.
TRUE
25.
(p. 58)
Compensating human resources involves measuring
employees' performance.
FALSE
Multiple
Choice Questions
26.
(p. 4)
_____
refers to a company's ability to maintain and gain
market share in its industry.
A.
Outsourcing
B.
Competitiveness
C.
Self-service
D.
Empowerment27.
(p. 4)
_____
refers
to
the
policies,
practices,
and
systems
that
influence
employees'
behavior, attitudes, and performance.
A.
Total quality management
B.
Financial management
C.
Human resource management
D.
Production and operations
management
28.
(p. 5)
Strategic HR management includes
all but one of the following. Name the exception.
A.
Financial planning
B.
Training and development
C.
Performance management
D.
Recruiting
talent
29.
(p.
6)
Which of the following is NOT a
responsibility of HR departments?
A.
Recruiting
B.
Benefits
C.
Community relations
D.
Production and
operations
30.
(p. 6)
Which
of the following is NOT a product line of human
resources?
A.
Administrative services and transactions
B.
Strategic partner
C.
Human capital partner
D.
Business partner
services
31.
(p. 8)
Which
of the following best describes a cultural
steward?
A.
Shapes the
organization.
B.
Delivers
results with integrity.
C.
Facilitates change.
D.
Recognizes business trends and their impact on the
business.
32.
(p. 8)
A
strategic architect is one who:
A.
facilitates change.
B.
recognizes business
trends and their impact on the business.
C.
implements workplace
policies conducive to work environment.
D.
develops talent and
designs reward systems.
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33.
(p. 9)
Giving
employees online access to information about HR
issues such as training, benefits, and
compensation is known as:
A.
outsourcing.
B.
continuous learning.
C.
self-service.
D.
strategic
planning.
34.
(p. 9)
The
practice of having another company (a vendor,
third-party provider, consultant) provide
services traditionally associated with
the administrative role of HR is known as:
A.
e-commerce.
B.
empowering.
C.
outsourcing.
D.
benchmarking.
35.
(p. 10)
Traditionally, the HRM department was primarily
a(n):
A.
proactive agency.
B.
finance expert.
C.
employer advocate.
D.
administrative expert.
36.
(p. 11)
Which
of the following statements about evidence-based
HR is FALSE?
A.
It helps
show that the money invested in HR programs is
justified and that HR is contributing to the
company's goals and objectives.
B.
It emphasizes that HR is
being transformed from a broad corporate
competency to a specialized,
stand-
alone
function
in
which
human
resources
and
line
managers
build
partnerships
to
gain
competitive advantage.
C.
It requires collecting
data on such metrics as productivity, turnover,
accidents, employee attitudes
and
medical costs and showing their relationship with
HR practices.
D.
It
refers
to
demonstrating
that
human
resources
practices
have
a
positive
influence
on
the
company's
bottom line or key stakeholders.37.
(p.
12-13)
Which one of the following
statements about
the HR profession is
FALSE?
A.
A college degree
is required of HR specialists, but not of
generalists.
B.
Generalists
usually
perform
the
full
range
of
HRM
activities,
including
recruiting,
training,
compensation, and employee relations.
C.
Professional
certification in HRM is less common than
membership in professional associations.
D.
The primary professional
organization for HRM is the Society for Human
Resource Management.
38.
(p.
13)
All of the following competitive
challenges faced by companies will increase the
importance
of human resource management
EXCEPT:
A.
the global
challenge.
B.
the challenge
of sustainability.
C.
the
political challenge.
D.
the
technology challenge.
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39.
(p.
14)
_____ refers to the ability of a
company to survive and succeed in a dynamic
competitive
environment.
A.
Outsourcing
B.
Empowerment
C.
Sustainability
D.
Resource
management
40.
(p. 14)
Sustainability includes all of the following
EXCEPT:
A.
expanding into
foreign markets.
B.
the
ability to deal with economic and social changes.
C.
engaging in responsible
and ethical business practices.
D.
providing
high-quality
products
and
services.41.
(p. 19)
Which
of
the
following
statements
about
intangible assets is FALSE?
A.
They include human
capital.
B.
They are less
valuable than physical assets.
C.
They are equally or even
more valuable than financial assets.
D.
They are difficult to
duplicate or imitate.
42.
(p. 20)
Tacit
knowledge is an example of _____ capital.
A.
social
B.
customer
C.
human
D.
intellectual
43.
(p. 21)
Which
of the following is NOT true of knowledge workers?
A.
They
often
contribute
specialized
knowledge
that
their
managers
may
not
have,
such
as
information about customers.
B.
They have many job
opportunities.
C.
They are
in high demand because companies need their
skills.
D.
They contribute
to the company through manual labor and
intellectual labor.
44.
(p.
21)
Empowering is defined as:
A.
the movement of women and
minorities into managerial positions.
B.
giving employees
responsibility and authority to make decisions
regarding all aspects of product
development or customer service.
C.
leading employees by the
strength of one's charisma.
D.
the act of continually
learning and improving one's skills and abilities.
45.
(p. 22)
A(n)
_____
contract
describes
what
an
employee
expects
to
contribute
and
what
the
company
will provide to the employee for these
contributions.
A.
employer
B.
employee
C.
psychological
D.
job
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46.
(p.
25)
All of the following are examples
of alternative work arrangements EXCEPT:
A.
independent contractors.
B.
current labor force.
C.
on-call workers.
D.
temporary
workers.47.
(p. 27)
The
balanced scorecard:
A.
is
similar to most measures of company performance.
B.
uses indicators important
to the company's strategy.
C.
is a standardized
instrument of company performance.
D.
should not be applied to
HR practices.
48.
(p. 27)
The
balanced scorecard presents a view of company
performance from the perspective of:
A.
its customers only.
B.
its employees only.
C.
its employees and
customers only.
D.
its
employees, customers, and shareholders.
49.
(p. 28)
According
to
the
financial
perspective
of
the
balanced
scorecard,
which
of
the
following
questions should be answered?
A.
How do customers see us?
B.
Can we continue to
improve and create value?
C.
What must we excel at?
D.
How do we look to shareholders?
50.
(p. 28)
Increasingly,
companies
are
trying
to
meet
shareholder
and
general
public
demands
that
they
be
more
socially,
ethically,
and
environmentally
responsible.
Thus,
companies
are recognizing
the
importance of:
A.
a
balanced scorecard approach to business.
B.
diversity.
C.
total quality management.
D.
social responsibility.
51.
(p. 30)
TQM
focuses on:
A.
designing
processes to meet the needs of external customers
only.
B.
reducing
variability in the product or service.
C.
preventing errors rather
than correcting errors.
D.
tying pay to employees' total output less rejects
52.
(p. 31)
senior
executives
create
and
sustain
corporate
citizenship,
customer
focus,
clear
values,
and
expectations,
and
promote
quality
and
performance
excellence
is
the
definition
for
which Malcolm Baldrige National Quality
Award criterion?
A.
Strategic planning
B.
Workforce focus
C.
Customer
and market focus
D.
Leadership
Malcolm
Baldrige
National
Quality
Award
is
an
award
established
in
1987
to
promote
quality
awareness, to recognize quality
achievements of U.S. companies, and to publicize
successful quality
strategies.
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53.
(p.
33)
Which one of the following is NOT
true of the Six Sigma process?
A.
The objective of the
process is to create a total business focus on
serving the customer.
B.
Training is an important component of the process.
C.
The process is one of
seven categories evaluated within the Malcolm
Baldrige Quality Award.
D.
The process involves measuring, analyzing,
improving, and controlling processes once they
have
been brought within six quality
standards.
54.
(p. 33)
Which
of following holds TRUE for lean thinking?
A.
It is a way to do more
with less effort, time, equipment, and space.
B.
It is a way to compete
for quality awards and certification.
C.
It includes offering no-
frills goods and services to customers.
D.
It is working for zero
inventories.
55.
(p. 34)
The skills and motivation of a
company's _____ labor force determine the need for
training
and
development
practices
and
the
effectiveness
of
the
company's
compensation
and
reward
systems.
A.
projected
B.
secondary
C.
external
D.
internal
56.
(p. 34-37)
Which of the following
statements about the composition of the U.S. labor
force in the
next decade is TRUE?
A.
Labor force growth is
greater than at any other time in U.S. history.
B.
The largest proportion of
the labor force is expected to be in the
16-to-24-year age group.
C.
There will be fewer white males than minorities or
women in the labor force.
D.
The number of
57.
(p.
35)
Which of the following statements
about older workers is FALSE?
A.
Worker performance and
learning are adversely affected by aging.
B.
The aging labor force
means companies are likely to employ a growing
share of older workers.
C.
An emerging trend is for qualified older workers
to ask to work part-time or for only a few months
at a time as a means to transition to
retirement.
D.
Older
employees are willing and able to learn new
technology.
58.
(p. 37)
Baby boomers:
A.
like the latest
technology, are ambitious and goal-oriented, and
seek meaningful work.
B.
want to be noticed, respected, and involved.
C.
tend to be uncomfortable
challenging the status quo and authority.
D.
value unexpected rewards
for work accomplishments, opportunities to learn
new things, praise,
recognition, and
time with the manager.
59.
(p. 38)
Regardless of their background,
most employees' value:
A.
the ability to challenge the status quo.
B.
simplistic tasks
requiring few skills.
C.
managerial positions.
D.
work that leads to self-fulfillment.
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60.
(p.
38-39)
To
successfully
manage
a
diverse
workforce,
managers
need
to
develop
all
of
the
following skills EXCEPT:
A.
providing performance
feedback that is based on values rather than
objective outcomes.
B.
communicating effectively with employees from a
wide variety of cultural backgrounds.
C.
coaching employees of
different ages, educational backgrounds,
ethnicity, physical ability, and race.
D.
recognizing and
responding to generational issues.
61.
(p. 39)
Managing cultural diversity involves:
A.
enforcing EEO rules.
B.
creating separate career
tracks for employees with families.
C.
establishing a strong
affirmative action policy.
D.
creating a workplace that
makes it comfortable for employees of all
backgrounds to be creative
and
innovative.
62.
(p.
39)
How
diversity
issues
are
managed
in
companies
has
implications
for
all
the
following
EXCEPT:
A.
knowing how to learn.
B.
creativity.
C.
retaining
good employees.
D.
problem
solving.
63.
(p.
39)
Managing cultural diversity can
provide a competitive advantage by:
A.
decreasing the number of
available women and minorities in the company's
labor pool.
B.
helping
women
and
minorities
understand
they
must
conform
to
organizational
norms
and
expectations.
C.
helping companies produce better decisions by
including all employees' perspectives and
analysis.
D.
identifying
product markets on which the company should focus
64.
(p. 39)
In
managing cultural diversity, which of the
following would improve the level of creativity
thereby providing competitive advantage
to an organization?
A.
Diversity of perspectives and less emphasis on
conformity to norms of the past.
B.
Those
with
the
best
reputations
for
managing
diversity
will
win
the
competition
for
the
best
personnel.
C.
An
implication
of
the
multicultural
model
for
managing
diversity
is
that
the
system will
become
less determinate, less standardized,
and therefore more fluid.
D.
Heterogeneity in decisions and problem-solving
groups potentially produces better
decisions.
65.
(p. 39)
Which
of
the
following
cultural
diversity
arguments
states
that
companies
with
the
best
reputations for managing diversity will
win the competition for the best personnel?
A.
System flexibility
argument
B.
Marketing
argument
C.
Employee
attraction and retention argument
D.
Problem-solving
argument
66.
(p. 39)
Diversity is important for tapping all of the
following skills of employees EXCEPT:
A.
cultural skills.
B.
communication skills.
C.
creativity.
D.
homogeneous
thinking.
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67.
(p. 40)
What
areas of the legal environment have influenced HRM
practices over the past 25 years?
A.
Equal employment
opportunity, safety and health, pay and benefits,
privacy, and job security.
B.
Executive
compensation,
pay
and
benefits,
workers'
compensation,
safety
and
health,
and
job
security.
C.
Product
liability,
workers'
compensation,
equal
employment
opportunity,
safety
and
health,
and
labor
relations.
D.
Equal
employment
opportunity,
patent
infringement,
workers'
compensation,
safety
and
health,
and job
security.
68.
(p.
40-41)
There will likely be continued
discussion, debate, and possible legislation in
all but one of
the following areas in
companies. Name the exception.
A.
Genetic testing
B.
Glass ceiling
C.
Employment-at-will
D.
Design of physical work
environment
69.
(p.
41)
Litigation involving job security
will have a major influence on human resource
management
practices because:
A.
work rules, recruitment
practices, and performance evaluation systems
might falsely communicate
lifetime
employment agreements that the company does not
intend to honor during layoffs.
B.
adjustments of test
scores to meet affirmative action requirements are
now illegal.
C.
employees
now bear the burden of proof in discrimination
cases.
D.
compensation
awards for discrimination claims have
increased.
70.
(p. 41)
Which of the following is one
of the four ethical principles of a successful
company?
A.
Managers assume
all responsibility for the actions of the company.
B.
It has a strong profit
orientation.
C.
Customer,
client, and vendor relationships emphasize mutual
benefits.
D.
It does not
produce products that can be used for violent
purposes.
71.
(p.
42)
Which
legislation
act
sets
new
strict
rules
for
business
especially
as
regards
accounting
practices?
A.
Human Rights Act of 1994
B.
Reverse Discrimination
Act of 1990
C.
Sarbanes-
Oxley Act of 2002
D.
Corruption and Practices Act of 2000
72.
(p.
43)
Which of the following is NOT a
standard that human resource managers must satisfy
for
practices to be ethical?
A.
Managers must treat
employees as family.
B.
Human resource practices must result in the
greatest good for the largest number of people.
C.
Employment practices must
respect basic human rights of privacy, due
process, and free speech.
D.
Managers must treat employees and customers
equitably and fairly.
73.
(p. 45)
Exporting jobs from developed
to less developed countries is known as:
A.
insourcing.
B.
offshoring.
C.
importing.
D.
onshoring.
74.
(p. 47)
Exporting jobs to rural parts of the United States
is referred to as:
A.
insourcing.
B.
offshoring.
C.
importing.
D.
onshoring
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75.
(p.
48)
Which of the following statements
about technology is FALSE?
A.
The Internet allows
employees to locate and gather resources,
including software, reports, photos,
and videos.
B.
Technology does not allow older workers to
postpone retirement.
C.
The
Internet gives employees instant access to experts
whom they can communicate with.
D.
Technology has made
equipment easier to operate, helping companies
cope with skill shortages.
76.
(p. 49)
Which
of the following is NOT typically true of work
teams?
A.
They are used to
increase employee responsibility and control.
B.
They use cross-training
to give employees knowledge on a wide range of
skills.
C.
They frequently
select new team members and plan work schedules.
D.
They
assume
all
of
the
activities
reserved
for
managers
such
as
controlling,
planning,
and
coordinating activities.
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77.
(p.
49)
Which of the following is NOT
recommended for supporting work teams?
A.
Reducing flexibility and
interaction between employees to maintain high
productivity.
B.
Giving
employees formal performance feedback.
C.
Linking compensation and
rewards with performance.
D.
Allowing employees to participate in planning
changes in equipment, layout, and work
methods.
78.
(p. 49)
All of the
following statements about cross training are true
EXCEPT:
A.
it provides
teams' maximum flexibility.
B.
it helps in measuring
employees' performance.
C.
it trains employees in a wide range of skills.
D.
employees can fill any of
the roles needed to be performed on the team.
79.
(p. 50)
Company
X
has
offices
around
the
globe.
Its
teams
are
separated
by
time,
geographic
distance,
culture
and/or
organizational
boundaries,
and
almost
rely
exclusively
on
technology
for
interaction between team members. Its
teams are:
A.
virtual
teams.
B.
geographically-
concentrated teams.
C.
lean
teams.
D.
teleworker
teams.
80.
(p.
50-51)
Adaptive organizational
structures emphasize:
A.
efficiency, decision making by managers, and the
flow of information from top to bottom of the
organization.
B.
a
core
set
of
values,
and
elimination
of
boundaries
between
managers,
employees,
and
organizational
functions.
C.
clear
boundaries
between
managers,
employees,
customers,
vendors,
and
the
functional
areas,
and a constant state of learning.
D.
internal linking,
external linking, diversification, and a core set
of values.
81.
(p. 51)
Which
of
the
following
is
FALSE
about
high-
involvement,
adaptive
organizational
structures?
A.
Employees are in a
constant state of learning and performance
improvement.
B.
Employees
are free to move wherever they are needed in a
company.
C.
Line employees
are trained to specialize in one job in order to
maximize efficiency.
D.
Previously
established
boundaries
between
managers,
employees,
customers,
and
vendors
are
abandoned.
82.
(p. 51)
Employees
in
geographically
dispersed
locations
can
work
together
in
virtual
teams
using
video, e-mail, and the
Internet. This e-HRM implication refers to which
aspect of HR?
A.
Recruiting
B.
Analysis and design of
work
C.
Selection
D.
Compensation and
benefits
*******
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****
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83.
(p. 52)
From
the manager's perspective, an HRIS can be used to
perform primarily all but one of the
following. Name the exception.
A.
Support strategic
decision making
B.
Avoid
litigation
C.
Evaluate
programs and policies
D.
Motivate employees
84.
(p.
54)
A(n)
_____
is
a series of indicators or metrics that managers
and employees have access to
on the
company intranet or human resource information
system.
A.
HR dashboard
B.
balanced scorecard
C.
web portal
D.
Intranet
85.
(p. 54)
All
of the following HR practices support high-
performance work systems EXCEPT:
A.
employees participate in
selection process.
B.
jobs
are designed to use a variety of skills.
C.
employee rewards are
related to company performance.
D.
individuals tend to work
separately.
86.
(p. 56)
Which
one
of
the
following
is
NOT
associated
with
managing
the
human
resource
environment?
A.
Linking HRM practices to the company's business
objectives.
B.
Identifying
human
resource
requirements
through
human
resource
planning,
recruitment,
and
selection.
C.
Ensuring that HRM
practices comply with federal, state, and local
laws.
D.
Designing work that
motivates and satisfies the employee as well as
maximizes customer service,
quality,
and productivity.
87.
(p.
56)
Economic value is traditionally
associated with all of the following EXCEPT:
A.
equipment.
B.
technology.
C.
facilities.
D.
HRM practices.
88.
(p. 57)
A
company's human resource acquisition requirements
are influenced by all of the following
EXCEPT:
A.
terminations.
B.
customer
demands for products and services.
C.
motivation and
satisfaction of employees.
D.
promotions.
***************************
**************************************************
**
************************
**************************************************
*****
89.
(p.
58)
Managing the assessment and
development of human resources involves all of the
following
EXCEPT:
A.
measuring employees'
performance.
B.
creating an
employment relationship and work environment that
benefits both the company and
the
employee.
C.
recruiting
employees and placing them in jobs that best use
their skills.
D.
identifying
employees' work interests, goals, and values, and
other career issues.
90.
(p. 58)
Besides interesting work, _____ are the most
important incentives that companies can offer
to its employees.
A.
training for future work
roles
B.
beneficial work
environments
C.
support for
nonwork activities
D.
pay
and benefits
Essay Questions
91.
(p.
8)
Name and discuss the competencies
that HR professionals need.
定义并讨论人力资源专业人员需要的能力
1.
Credible
activist:
delivers
results
with
integrity,
shares
information,
builds
trusting
relationships,
and influences others, providing candid
observation, taking appropriate risks.
2. Cultural steward: facilitates
change, develops and values the culture, and helps
employees navigate
the culture.
3. Talent manager/organizational
designer: develops talent, designs reward systems,
and shapes the
organization.
4. Strategic architect: recognizes
business trends and their impact on the business,
evidence-based
HR, and develops people
strategies that contribute to the business
strategy.
5. Business ally: understands
how the business makes money and the language of
the business.
6.
Operational
executor:
implements
workplace
policies,
advances
HR
technology,
and
administers
day-to-day work
of managing people.
92.
(p.
9-10)
How has the role of HRM changed
in recent years? Discuss three trends that are
changing
the HRM function. Why have
these roles changed?
近年来，
HR
M
的角色发生了怎样的变化
?
讨论三个
改变人力资源管理功能的趋势。
为什么这些角
色会改变
?
******************
**************************************************
***********
***************
**************************************************
**************
The amount
of time that the HRM function devotes to
administrative tasks is decreasing, and its roles
as a strategic business partner, change
agent, and employee advocate are increasing. One
trend seen
today
is
that
the
role
of
HRM
in
administration
is
decreasing
as
technology
is
used
for
many
administrative
purposes,
such
as
managing
employee
records
and
allowing
employees
to
get
information
about
and
enroll
in
training,
benefits,
and
other
programs.
Another
trend
is
that
outsourcing of the administrative role
is occurring quite frequently. Additionally, HRM
is becoming
more
proactive
and
less
reactive.
Roles
such
as
practice
development
and
strategic
business
partnering have increased.
HRM roles have changed because managers
see HRM as the most important lever for companies
to
gain competitive advantage over both
domestic and foreign competitors.
93.
(p.
21)
What is meant by empowering and
what type of training must be conducted to make it
effective?
什么是授权，什么类型的培训是为了使它更有效
?
Empowering
means
giving
employees
responsibility
and
authority
to
make
decisions
regarding
all
aspects
of
product
development
or
customer
service.
Employees
are
then
held
accountable
for
products and services; in return, they
share the resulting rewards and losses of the
results.
For empowerment to succeed,
managers must be trained to link employees to
resources within and
outside the
company, help employees interact with their fellow
employees and managers throughout
the
company, and ensure that employees are updated on
important issues and cooperate with each
other. Employees must also be trained
to use the Web, e-mail, and other tools for
communicating,
collecting, and sharing
information.
94.
(p.
27)
Discuss the balanced scorecard
approach of measuring stakeholder performance.
讨论衡量涉众性能的平衡计分卡方法。
The balanced scorecard:
1.
Is based on the degree to which stakeholder needs
are satisfied.
2. Brings together most
measures needed to be competitive.
3.
Gives employees a framework to link their goals to
organizational goals.
4. Is used to
link HR activities to business strategy.
5. Evaluates how much HR is helping to
meet strategic objectives.
95.
(p.
31)
Discuss the Malcolm Baldrige
National Quality Award including its purpose, the
application
process, the criteria used
for evaluation, and the advantages associated with
the award.
讨论
Malcolm Baldri
ge
国家质量奖，包括它的目的、申请过程、评估的标准以及与该奖项相关的
优势。
***************
**************************************************
**************
************
**************************************************
*****************
Established to promote quality
awareness:
1. Company fills out
detailed application with basic information about
the company location, markets
and
products, as well as in-depth presentation of how
the company addresses specific criteria related
to quality improvement.
2.
Board of examiners evaluates the application. All
applicants receive written feedback summarizing
company strengths and needs for
improvements. Three awards may be given annually
in each of five
categories:
manufacturing, service, small businesses,
education, and health care.
Criteria
used:
1.
Leadership
—
120 pts
2. Customer and market
focus
—
85 pts
3.
Workforce focus
—
85 pts
4. Measurement, analysis, and knowledge
management
—
90 pts
5. Strategic
planning
—
85 pts
6. Process
management
—
85 pts
7. Business
results
—
450 pts
Overall
research
suggests
the
award
has
had
a
positive
impact
on
overall
company
performance,
including:
1. Better
employee relations.
2. Increased
productivity.
3. Customer satisfaction.
4. Market share.
96.
(p.
38-39)
What sorts of activities does
managing cultural diversity involve? Discuss four
of the six
ways (arguments) that
managing cultural diversity can provide a
competitive advantage
.
管理文化
多样性的活动包括哪些活动
?
讨论管理文化多样性的六种方式<
/p>
(
论点
)
中的四
种可以提
供竞争优势。
Activities include:
1.
Creating an organizational culture that values
diversity
2. Ensuring that HRM systems
are bias-free
3. Facilitating higher
career involvement of women
4.
Promoting knowledge and acceptance of cultural
differences
5. Ensuring involvement in
education both within and outside the company
6. Dealing with employees' resistance
to diversity
Competitive advantages
associated with diversity
1.
Cost
argument
—
As
organizations
become
more
diverse,
the
cost
of
a
poor
job
in
integrating
workers will
increase. Those who handle this well will thus
create cost advantages over those who do
not.
2.
Employee
attraction
and
retention
argument
—
Companies
will
develop
reputations
as
good
companies
for women and minorities to work for and therefore
they will attract the best from these
groups
of
individuals.
This
will
be
especially
important
as
the
labor
pool
shrinks
and
changes
composition.
3.
Marketing
argument
—
The
insight
and
cultural
sensitivity
of
employees
with
roots
in
other
countries
or
different
ethnic
groups
will
help
both
in
multinational
organizations
as
well
as
when
marketing to
subpopulations domestically.
4.
Creativity
argument
—
Creativity should
be improved by diversity of perspectives and less
emphasis
on conformity to norms of the
past.
5.
Problem-solving
argument
—
Wider
range
of
perspectives
and
more
thorough
critical
analysis
of
issues will lead to more
heterogeneity in decisions and problem-solving
groups.
6.
System
flexibility
argument
—
System
will
become
less
determinate,
less
standardized,
and
more
fluid, which should
create greater flexibility to react to
environmental changes.
*******************************************
************************************
<
/p>
****************************************
***************************************
97.
(p. 40)
What five main areas of the
legal environment have influenced human resource
management over the past 25 years?
在过去的
25
年里，法律环境的五个主要领域
对人力资源管理产生了怎样的影响
?
The five
main areas of the legal environment that have
influenced HRM over the past 25 years are
equal employment opportunity
legislation, employee safety and health, employee
pay and benefits,
employee privacy, and
job security.
98.
(p.
51)
Define electronic human resource
management (e-HRM) and indicate its implications
for
five HRM practices.
定义电
子人力资源管理
(e-HRM)
，并指出它对
< br>5
个人力资源管理实践的影响。
Electronic
human
resource
management
(e-HRM)
refers
to
the
processing
and
transmission
of
digitized information
used in HRM, including text, sound, and visual
images, from one computer or
electronic
device to another.
Implications
include:
1. Analysis and design of
work
—
Employees in
geographically dispersed locations can work
together
in virtual teams using video,
e-mail, and the Internet.
2.
Recruiting
—
Post job openings
online. Candidates can apply for jobs online.
3.
Training
—
Online training can
bring training to employees anywhere, anytime.
4.
Selection
—
Online
simulations,
including
tests,
videos,
and
e-mails
that
measure
job
candidate's
abilities to
deal with real-life business challenges.
5.
Compensation
and
benefits
—
Employee
can
review
salary
and
bonus
information
and
seek
information about and
enroll in benefit plans.
99.
(p. 49-50)
Discuss how HR
practices support the use of new technology and
work designs.
讨论人力资源实践如何支持新技术和工作设计的使用。
Teams are used to perform work.
Employees participate in the selection process.
Employees receive
formal
performance
feedback
and
are
actively
involved
in
the
performance-improvement
process.
Ongoing training is
emphasized and rewarded. Employees' rewards and
compensation relates to the
company's
financial
performance.
Equipment
and
work
processes
are
structured
to
encourage
maximum
flexibility and interaction among employees.
Employees participate in planning changes in
equipment,
layout,
and
work
methods.
Work
design
allows
employees
to
use
a
variety
of
skills.
Employees understand
how their jobs contribute to the finished product
or service.
100.
(p. 56-58)
Outline the four dimensions
of human resource management practices, including
specific examples of human resource
practices within each area.
概述人力资源管理实践
的四个方面，包括每个领域的人力资源实践的具体例子。
<
/p>
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***************************
**************************************************
**
1.
Managing
the
human
resource
environment.
Managing
internal
and
external
environmental
factors
allow
employees
to
make
the
greatest
possible
contribution
to
company
productivity
and
competitiveness.
Examples include:
a) Ensuring that HRM
practices are in legal compliance.
b)
Designing
work
that
motivates
employees
and
that
maximizes
customer
service,
quality,
and
productivity.
c) Linking HRM
practices to the company's business objectives.
2. Acquiring and preparing human
resources. Number and type of employees influenced
by customer
needs,
terminations,
promotions,
and
retirements.
Need
to
predict
the
number
and
types
of
employees needed and identify current
or potential employees to fill those needs.
Examples include:
a) Human resource
planning.
b) Recruiting employees.
c) Selecting employees.
d)
Training employees.
3.
Assessment
and
development
of
human
resources.
Managers
must
ensure
employees
have
the
necessary skills to perform current and
future jobs. Work may be redesigned to be done by
teams.
Companies need to create a
supportive work environment. Examples include:
a) Measuring employee performance.
b) Preparing employees for future work
roles.
c) Identifying employees' work
interests, goals, and values.
4.
Compensating human resources. Pay and benefits are
important incentives to offer employees in
exchange
for
contributing
to
productivity,
quality,
and
customer
service.
Also
used
to
reward
employees' membership and attract new
employees. Examples include:
a)
Creating pay systems.
b) Rewarding
employee contributions.
c) Providing
employees with benefits.
翻译
第
01
章人力资源管理：得到一支竞争的利益答案钥匙
真实的│错误的疑问
1.
（
p.5)
公司已经在历史上看
HRM
为成为穿过提高而且支援商务行动的因素收益性、
质量和其他商务目标
的一个方法。
错误的
2.
（
p.5)
人力资源部门最有可能在他业辅导服务上有其他公司功能合作，劳动法律服
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