Industrial and Labor Relations Exam Preparation Guide
Course Introduction
Industrial and Labor Relations examines the complex dynamics between employers, employees, labor unions, and government within the workplace. The course explores the historical development and current structures of labor markets, collective bargaining processes, dispute resolution, labor law, and employee rights. Through case studies and analysis, students gain insight into how labor relations shape organizational outcomes, influence economic and social policies, and respond to technological and global changes. By understanding the perspectives of both management and labor, students develop a comprehensive view of strategies to foster productive and equitable working environments.
Recommended Textbook
Human Resource Management 9th Edition by
Raymond Andrew Noe
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16 Chapters
1602 Verified Questions
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Page 2
Chapter 1: Human Resource Management: Gaining a Competitive Advantage
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Sample Questions
Q1) When an HR professional is evaluated on how well she embraces inclusion and how effectively she works with diverse populations, she is being evaluated on her competency in _____.
A)organizational navigation
B)HR technical expertise and practice
C)global and cultural effectiveness
D)business acumen
E)critical evaluation
Answer: C
Q2) _____ refers to a systematic planned strategic effort by a company to attract, retain, develop, and motivate highly skilled employees and managers.
A)Performance appraisal
B)Workforce analytics
C)Talent management
D)Training and development
E)Employee engagement
Answer: C
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Page 3
Chapter 2: Strategic Human Resource Management
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Q1) The one-way linkage level:
A)is the lowest level of integration.
B)restricts companies from considering human resource issues while formulating strategic plan.
C)is multifaceted, based on continuing rather than sequential interaction.
D)often leads to strategic plans that companies cannot successfully implement.
E)segregates the Human Resources Management department from other components of the strategic management process.
Answer: D
Q2) _____ is a process that primarily addresses the competitive challenges an organization faces.
A)Operational management
B)Transactional management
C)Management by objectives
D)Process mapping
E)Strategic management
Answer: E
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Page 4
Chapter 3: The Legal Environment: Equal Employment Opportunity
and Safety
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Sample Questions
Q1) The Occupational Safety and Health Act requires employers to keep records of deaths, injuries, and illnesses if they have _____ or more full-time or part-time employees.
A)100
B)50
C)51
D)11
E)25
Answer: D
Q2) In a mixed-motive case, the plaintiff acknowledges that some discriminatory motive existed but argues that the same hiring decision would have been reached even without the discriminatory motive.
A)True
B)False
Answer: False
Q3) Section 1982 of the Civil Rights Act granted all persons the same property rights as white citizens.
A)True
B)False
Answer: True
Page 5
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Chapter 4: The Analysis and Design of Work
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Q1) Which of the following questions should be addressed right after the inputs required for production have been established?
A)What materials, data, and information are needed?
B)What special equipment, facilities, and systems are needed?
C)What knowledge, skills, and abilities are needed by those performing the tasks?
D)What tasks are required in the production of the output?
E)What product, information, or service is provided?
Q2) Job analysis refers to the process of getting detailed information about jobs.
A)True
B)False
Q3) The perceptual-motor approach to job design focuses on:
A)physical capabilities and limitations.
B)mental capabilities and limitations.
C)behavioral patterns and attitudinal variables.
D)efficiency and time management.
E)meaningfulness and job satisfaction.
Q4) Discuss the three activities performed as part of a work-flow analysis.
Q5) Describe job design and job redesign. Explain the elements required for effectively designing jobs.
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Chapter 5: Human Resource Planning and Recruitment
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Q1) There were demotions from the _____ job category.
A)HR assistant
B)HR administrator
C)HR practitioner
D)HR coordinator
E)HR officer
Q2) Is the argument that "call center" staffing is the only type of work being offshored valid?
A)No, because countries to where jobs are being offshored are facing a shortage of skilled labor and are refusing "call center" jobs.
B)Yes, because the level of education and infrastructure does not support high-end support jobs like reading X-rays and other medical tests.
C)Yes, because the state of online security and privacy is less advanced in developed countries.
D)No, because figures have shown that countries like China and India are trying to climb the skill ladder of available work.
E)Yes, because in order to maintain employment rates in their own countries, companies avoid offshoring jobs.
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7
Chapter 6: Selection and Placement
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Q1) A _____ is defined as a dialogue initiated by one or more persons to gather information and evaluate the qualifications of an applicant for employment.
A)selection interview
B)focused group interview
C)physical ability test
D)cognitive ability test
E)brainstorming session
Q2) The concept of _____ suggests that similar groups of people whose scores differ by only a small amount all be treated as having the same score.
A)attribution error
B)probability distribution
C)standard deviation
D)groupthink
E)banding
Q3) A measure can be valid without being reliable.
A)True
B)False
Q4) Define content validation. What are its advantages and disadvantages?
Q5) Define reliability and validity and discuss the relationship between both.
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Chapter 7: Training
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Q1) In which of the following phases do employees receive language training and an orientation to the new country's culture and customs?
A)On-site phase
B)Predeparture phase
C)Postdeparture phase
D)Repatriation phase
E)Offshore phase
Q2) There is no evidence to support the direct relationship between diversity and business.
A)True
B)False
Q3) In general, designs that use pretraining and posttraining measures of outcomes and include a comparison group reduce the risk that factors other than training itself are responsible for the evaluation results.
A)True
B)False
Q4) Discuss the ways in which an investment in training can help a company gain a competitive advantage.
Q5) Discuss the six stages in the training design process.
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Chapter 8: Performance Management
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Q1) The comparative approach to performance management increases the problems of leniency, central tendency, and strictness.
A)True
B)False
Q2) In the graphic rating scale, the rater:
A)defines performance dimensions by developing behavioral anchors associated with different levels of performance.
B)defines the relevant performance dimensions and then develops statements representing good, average, and poor performances along each dimension.
C)considers one employee at a time, circling the number that signifies how much of that trait the individual has.
D)identifies and provides descriptions of competencies that are common for an entire occupation, organization, job family, or a specific job.
E)compares every employee with every other employee in the work group, giving an employee a score of 1 every time he or she is considered the higher performer.
Q3) What are competencies? Explain a competency model.
Q4) What is upward feedback?
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Chapter 9: Employee Development
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Q1) Which of the following is true of employees' movements across an organization?
A)A transfer always includes a raise in pay and position.
B)A promotion usually does not include a raise in pay or responsibility.
C)A transfer usually includes an increase in responsibility and authority.
D)A promotion usually occurs across different departments of the organization.
E)A downward move may involve a move to another position at the same level.
Q2) _____ refers to the process of identifying and tracking high-potential employees.
A)Career management
B)Talent management
C)Action planning
D)Resource planning
E)Succession planning
Q3) Most mentoring relationships develop informally as a result of interests or values shared by the mentor and protégé.
A)True
B)False
Q4) Discuss the glass ceiling and its probable causes.
Q5) Discuss the Myers-Briggs Type Indicator.
Q6) Briefly explain how assessment centers work, and list a few of their uses.
Page 11
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Chapter 10: Employee Separation and Retention
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Q1) Which of the following determinants of procedural justice requires that the procedure is consistent with prevailing moral standards in terms of invasion of privacy or deception?
A)Bias suppression
B)Correctability
C)Representativeness
D)Ethicality
E)Consistency
Q2) Which of the following happens in the mediation stage of an alternative dispute resolution?
A)The two people in conflict attempt to arrive at a settlement together.
B)A panel composed of representatives from the same level hears the case.
C)A neutral third party hears the case via a nonbinding process.
D)A professional arbitrator hears the case and resolves it unilaterally.
E)The judiciary system steps in to resolve the dispute based on the suit filed.
Q3) One of the major interventions aimed at reducing job dissatisfaction by increasing job complexity is job enrichment.
A)True
B)False
Q4) Define job satisfaction and describe the three aspects of job satisfaction.
Page 12
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Chapter 11: Pay Structure Decisions
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Q1) The disadvantage of using pay grade approach is that it increases the administrative burden of setting separate rates of pay for hundreds of different jobs.
A)True
B)False
Q2) Which of the following is an example of an equal employment opportunity regulation that prohibits sex- and race-based differences in employment outcomes such as pay, unless justified by business necessity?
A)2009 Lilly Ledbetter Fair Pay Act
B)Title VII of the Civil Rights Act
C)Equal Pay Act of 1963
D)Taft-Hartley Act
E)Mann Act
Q3) Organizations usually develop a market pay policy line based on the key jobs for which there are both job evaluation and market pay survey data available.
A)True
B)False
Q4) What labor-related factors should be considered when deciding where to locate production?
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Page 13
Chapter 12: Recognizing Employee Contributions With Pay
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Q1) Valence of pay outcomes should change according to different pay systems.
A)True
B)False
Q2) Discuss any five governance practices that support director independence from management.
Q3) _____ perception is the perceived link between effort and performance.
A)Reinforcement
B)Actual
C)Expectancy
D)Agency
E)Equity
Q4) In a merit increase grid, the _____ determines the size and frequency of pay increases.
A)time spent in the current pay grade
B)overall profitability of the company
C)employees' seniority
D)compa-ratio of employees
E)the skills developed by the employee
Q5) Discuss the organization strategies of concentration and growth and how they influence pay dimensions.
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Chapter 13: Employee Benefits
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Q1) Which one of the following is an active wellness program?
A)Raising awareness of health-related issues
B)Counselors providing tailored programs
C)Centers for physical fitness
D)Athletic trainers present in company gyms
E)Informing people on health-related topics
Q2) _____ plans permit employees to defer compensation on a pretax basis.
A)Supplemental benefit
B)Section 401(k)
C)Money purchase
D)Specified retirement benefit
E)Profit sharing
Q3) Insurance risks can be more easily pooled in smaller groups.
A)True
B)False
Q4) Defined contribution plans insulate employees from investment risks, which are borne by the company.
A)True
B)False
Q5) Discuss the purpose, benefits, and drawbacks of flexible spending accounts.
Page 15
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Chapter 14: Collective Bargaining and Labor Relations
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Q1) List the four elements of industrial systems described by John Dunlop.
Q2) The management of an organization is less able to afford a strike when the: A)product is non-perishable in nature.
B)organization is capital intensive.
C)replacement workers are scarce.
D)company has more than one production unit.
E)demand for its product is strong.
Q3) In a collective bargaining contract, factors related to shift operations and hazardous work are typically covered under the _____ provision.
A)wage determination
B)job or income security
C)special groups
D)plant operations
E)paid and unpaid leave
Q4) What are the seven areas in which the management of a company has to prepare itself before entering contract negotiations with a union?
Q5) What criteria do arbitrators use to reach a decision?
Q6) How did the National Labor Relations Act impact labor relations?
Q7) Under what conditions is the management of a company most able to take a strike?
Page 16
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Chapter 15: Managing Human Resources Globally
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Q1) Which of the following is likely to be valued in a culture with a long-term orientation?
A)Tradition
B)History
C)Social obligations
D)Persistence
E)Respect for the past
Q2) People are expected to look after the interests of the larger community in individualist cultures.
A)True
B)False
Q3) According to Hofstede, a country's economic health is positively correlated with
A)feminist cultures
B)cultures with no uncertainty avoidance
C)individualist cultures
D)cultures with high power distance
E)collectivist cultures
Q4) List the four components of total pay packages.
Q5) Explain how the human capital makes a country attractive in the global arena.
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Chapter 16: Strategically Managing the HRM Function
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Q1) Which of the following corresponds to identifying the process stage of the reengineering process?
A)Considering whether jobs can be combined
B)Developing models and choosing prototype
C)Asking process owners to be part of the team
D)Considering the exceptions to be dealt with
E)Considering if all the steps in the process are necessary
Q2) _____ systems provide employees with an equitable return for their investment of skills and effort.
A)Selection
B)Training and development
C)Performance management
D)Reward
E)Administrative
Q3) One of the main disadvantages of outsourced providers is their inability to learn unique innovations from one company and transfer them to another company.
A)True
B)False
Q4) Discuss the three broad functions that technology has been used for in HRM.
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