Labour Relations
Study Guide Questions
Course Introduction
Labour Relations explores the complex relationship between employers, employees, and the organizations that represent them, such as unions and management. The course covers the historical development of labour movements, collective bargaining processes, labour law, dispute resolution, and the key roles of government, unions, and employers in the workplace. Students will examine case studies and contemporary issues surrounding industrial relations, negotiation strategies, labour-management conflict, and the evolving nature of work in a globalized environment. Emphasis is placed on understanding rights and responsibilities, as well as practical applications for fostering healthy, productive workplace relationships.
Recommended Textbook
Recruitment and Selection in Canada 6th Edition by Victor M. Catano
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10 Chapters
720 Verified Questions
720 Flashcards
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Chapter 1: An Introduction to Recruitment and Selection
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69 Flashcards
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Sample Questions
Q1) Two external factors that affect the HR system are economic and legal context.
A)True
B)False
Answer: True
Q2) Why do growing numbers of employers require their human resources professionals to have CHRP designations?
A) Certified human resources professionals must adhere to a code of ethics that dictates standards of performance.
B) Certified human resources professionals clearly understand all legislation.
C) Certified human resources professionals can enforce organizational conflict-of-interest policies and ethical codes of conduct.
D) Certified human resources professionals are certified in their HR field of expertise, which requires less post-secondary education.
Answer: A
Q3) Ethical decision making is always clear-cut.
A)True
B)False
Answer: False
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3
Chapter 2: Foundations of Recruitment and Selection I
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63 Flashcards
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Sample Questions
Q1) Refer to Figure 2.1. What occurs if the selection system does not have utility?
A) The job should be reanalyzed.
B) The selection system should be reviewed.
C) The selection system should be implemented.
D) The selection system should be validated.
Answer: A
Q2) What concept is defined as the predicted average performance score of a subgroup?
A) subgroup prediction
B) differential prediction
C) systematic prediction
D) performance prediction
Answer: B
Q3) Which of the following is NOT a reason to use practice-based selection approaches?
A) fit with organizational culture
B) comfort with the process
C) consistency of the process
D) flexibility and speed
Answer: C
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Page 4
Chapter 3: Foundations of Recruitment and Selection II
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74 Flashcards
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Sample Questions
Q1) Direct discrimination occurs when an employer adopts a practice or rule that on its face discriminates on a prohibited ground.
A)True
B)False
Answer: True
Q2) To which of the following designated groups does employment equity apply?
A) women, visible minorities, Aboriginal peoples, and people with disabilities
B) visible minorities, Aboriginal peoples, and people with disabilities
C) immigrants, First Nations people, and people with physical handicaps
D) Aboriginal peoples, people with disabilities, and international students
Answer: A
Q3) Which of the following is an example of effective practices for nondiscriminatory recruiting?
A) posting job advertisements in-house only
B) relying solely on seniority when promoting employees
C) relying on word-of-mouth advertising
D) using outreach recruiting
Answer: D
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5
Chapter 4: Job Analysis and Competency Models
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Sample Questions
Q1) Work analysis involves techniques that emphasize work outcomes and descriptions of the various tasks performed to accomplish these outcomes.
A)True
B)False
Q2) Refer to Scenario 4-1. What major strategic focus in employee selection could distinguish Scribe Engineering as a high-performing organization rather than an underperformer?
A) a linkage between organizational goals and short-term organizational needs
B) a linkage between organizational goals and long-term organizational needs
C) a linkage between organizational and human resource planning needs
D) a linkage between long-term organizational and human resource goals
Q3) What job analysis method is adopted by organizations that operate in a rapidly changing environment in which jobs change regularly?
A) dynamic job analysis
B) competency-based analysis
C) team-based analysis
D) work-oriented analysis
Q4) Describe one job analysis method.
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Chapter 5: Recruitment, Selection, and Job Performance
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Sample Questions
Q1) Explain how human rights relate to performance appraisal processes.
Q2) With respect to criterion measures, what is one disadvantage of practicality?
A) The measures are applicable only if the criterion measure is available.
B) The measures are influenced by the supervisor's bias.
C) The measures do not meet the standards of reliability and validity.
D) The measures are not consistently applied, given changes in personnel.
Q3) John Campbell and his associates have developed a theory of work performance. Campbell proposes that the behaviours that people are expected to exhibit as part of their job appear to fall into eight job performance dimensions. You are applying for a position as an HRM. Describe and give an example of two performance dimensions from Campbell's model that you believe would be major performance components required of a HRM. Describe how these performances are expressed in relation to an organization's mission and goals. How could this desired performance be measured? What criteria could be used? What determines individual differences in Campbell's eight job performance components? Why would you perform more effectively and efficiently than another candidate?
Q4) The usefulness of selection measures is assessed by how well they predict performance.
A)True
B)False
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Chapter 6: Recruitment
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Sample Questions
Q1) Which term defines a set of potential candidates who may be interested in, and who are likely to apply for, a specific job?
A) members of a protected group
B) the labour market
C) a contingent workforce
D) an applicant pool
Q2) Refer to Scenario 6-2. Upon what should BCH's nursing recruitment decisions be based?
A) an assessment of the labour market
B) new health legislation
C) organizational and job analyses
D) review of mission statement
Q3) Ensuring accurate job expectations during the recruitment and selection process helps develop a good organization-job fit between the person and the organization.
A)True
B)False
Q4) Choose an organization you are familiar with. Describe three constraints affecting the organization's recruitment and selection process.
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Page 8
Chapter 7: Selection I: Applicant Screening
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Sample Questions
Q1) Which screening method could OMC use to screen for written communication skills?
A) a short writing test
B) an employment interview
C) a written aptitude test
D) a cover letter
Q2) If you had 500 applicants for 10 positions, what is the selection ratio?
A) 50 percent
B) 5 percent
C) 2 percent
D) 1 percent
Q3) Refer to Scenario 7-1. The MOA reference check questions are designed to obtain standardized information on all the MOA applicants. Which of the following is NOT an example of this type of question?
A) How long, and in what capacity, have you known the applicant?
B) Can you provide me with an example of how the applicant exercised organization and time management?
C) Can you provide me with an example of when the applicant used intuition? What actions did he or she take? What was the result?
D) Can you tell me about the applicant's strengths and weaknesses?
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Page 9
Chapter 8: Selection II: Testing and Other Assessments
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Sample Questions
Q1) What is the term for an individual's degree of proficiency or competency on a given task that develops through performing the task?
A) knowledge
B) ability
C) attribute
D) skill
Q2) Positive drug test results always lead to dismissal of the tested employee from the job.
A)True
B)False
Q3) Which of the following concepts refers to an enduring, general trait or characteristic on which people differ and that they bring to a work situation?
A) aptitude
B) attribute
C) ability
D) attitude
Q4) It is important to evaluate the effectiveness of selection tests. Define all the ways in which one might compare integrity tests.
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Page 10
Chapter 9: Selection III: Interviewing
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Sample Questions
Q1) Write an interviewer training workshop agenda that includes the major content areas that should be addressed in a structured interviewer training program for managers. What areas would you emphasize? What training methods would you use to ensure learning is transferred to future interviews?
Q2) Before the interview begins, the interviewer already has an impression of the applicant and the degree to which the applicant appears suitable or unsuitable for the position.
A)True
B)False
Q3) An organization would like to use a structured interview in which the applicants are asked to describe what they did in given situations in the past. What type of interview will the organization use?
A) behaviour description interview
B) situational interview
C) comprehensive structured interview
D) behavioural sample interview
Q4) As an HRM, what is the first step you would take at the interview stage of the selection process? What are employment interviews best suited to assess?
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Chapter 10: Decision Making
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63 Flashcards
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Sample Questions
Q1) Which of the following is NOT related to the statistical composite approach?
A) collecting both judgmental and statistical data
B) combining data statistically
C) combining the ratings or scores in a formula or regression equation
D) combining data in a judgmental manner
Q2) What are some of the constraints facing managers during the selection process?
Q3) The belief that unswerving eye contact reveals honesty, directness, and confidence is an example of an implicit theory.
A)True
B)False
Q4) Which concept refers to the value, in terms of increased validity, of adding a particular predictor to an existing selection system?
A) referent validity
B) coefficient validity
C) external validity
D) incremental validity
Q5) Describe one of the major challenges facing HR professionals with respect to recruitment and selection.
Q6) What are some of the advantages of group decision making in selection?
Page 12
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