Talent Management
Chapter Exam Questions
Course Introduction
Talent Management is a dynamic course that explores the strategies and practices organizations use to attract, develop, motivate, and retain high-performing employees. Covering key topics such as workforce planning, talent acquisition, succession planning, performance management, and employee development, the course equips students with practical tools to address talent gaps and build a sustainable competitive advantage. Through case studies and real-world applications, students gain insights into aligning talent management initiatives with organizational goals in an increasingly competitive and globalized business environment.
Recommended Textbook
Managing Human Resources 11th Edition by
Susan E. Jackson
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14 Chapters
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Page 2
Chapter 1: Managing Human Resources
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Sample Questions
Q1) What are five reasons for using work teams in organizations?
Answer: 1) to improve on-time delivery of results, 2) to facilitate management development and career growth, 3) to reduce costs and improve efficiency, 4) to improve employees' understanding of the business, and 5) to increase employee ownership, commitment and motivation.
Q2) Which of the following would be an example of a primary stakeholder group for a manufacturer of mixes for bread machines?
A) the newspaper that runs an article on the fat content of such bread mixes
B) a political action group that sues the manufacturer for not hiring enough Hispanic-Americans
C) a local environmentalist who is concerned about how the manufacturer disposes of its waste products
D) the customer who purchases the bread mix
E) all of the above
Answer: D
Q3) List the members of the human resources (HR) triad.
Answer: Line managers, human resource personnel, and employees
Q4) Who are the primary stakeholders in most companies in the United States?
Answer: Customers, employees, shareholders, and society
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Chapter 2: Understanding the External and Organizational Environments
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Sample Questions
Q1) Components of the external environment are highly interdependent, while components of the internal environment are highly independent.
A)True
B)False
Answer: False
Q2) Which of the following is NOT a reason for using applications (apps) on mobile phones to deliver a variety of HR services?
A) Provide information to job applicants
B) Offer short training modules
C) Manage interview schedules
D) Coordinate work arrangements
E) Provide notification of permanent layoff
Answer: E
Q3) List the three members of the HR triad.
Answer: Line managers, HR professionals, and all other employees
Q4) Why do U.S. companies actively recruit and hire so many foreign employees?
Answer: There is a lack of skilled labor in the U.S.
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Chapter 3: Ensuring Fair Treatment and Legal Compliance
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Q1) Which of the following statements about the Data Protection Directive are TRUE:
A) was the first major U.S. statute to address the issue of privacy directly
B) applies only to employees in the private sector
C) provides for civil penalties but not criminal penalties
D) is an administrative regulation developed and enforced by the EEOC
E) None of the above statements are true
Answer: E
Q2) Concern for social cohesion is greater in the United States than in collectivistic countries.
A)True
B)False
Answer: False
Q3) List three forms of harassing conduct.
Answer: Harassing conduct may include racist epithets, raunchy jokes, and ethnic slurs.
Q4) Title VII of the Civil Rights Act applies only to businesses with 10 or more employees.
A)True
B)False
Answer: False
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5
Chapter 4: HR Planning for Alignment and Change
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Q1) Effective human resource planning considers only long-term change and ignores short-term change.
A)True B)False
Q2) Incorporating evaluation of change into the strategic plan for organizational change insures that the process will be self-correcting.
A)True
B)False
Q3) To ensure that those affected by planned organizational change do support the change, an organization should:
A) let the change happen gradually without any fanfare
B) implement the change quickly and make it understood that those affected have the final say in what happens
C) involve everyone affected by the change early in the change process
D) keep communications at a minimum
E) do nothing because employees understand that change is inevitable
Q4) Total quality management relies heavily on incremental change strategies.
A)True B)False
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Chapter 5: Using Job Analysis and Competency Modeling
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Q1) Job analysis is the process of describing and recording information about job behaviors and activities. Typically, the information described and recorded includes:
A) reasons why an employee at a particular job can be fired
B) results of previous job performance appraisals
C) competencies that enable and enhance the job performance
D) forecast of hiring needs for specific positions within the organization
E) all of the above
Q2) The objective of human factors approach to job analysis is to:
A) speed up the way workers do their jobs
B) minimize amount of stress and fatigue experienced on the job
C) reduce the amount of break time required
D) enable employers to hire younger workers
E) All of the above
Q3) Job analyses are useful for identifying jobs that can be eliminated or combined during organizational restructuring.
A)True
B)False
Q4) List the common techniques used to collect information for job and organizational analyses.
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Chapter 6: Recruiting and Retaining Qualified Employees
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Q1) Recruiting from multiple sources is a good way to increase the diversity of the applicant pool.
A)True
B)False
Q2) Compared to external recruitment, internal recruiting:
A) the most qualified candidates may never be considered because they don't work for the company.
B) increases labor costs
C) eliminates conflict among job candidates
D) is in all ways superior
E) is accurately described by none of the above
Q3) The two sides to the contest among employers for good employees are recruiting talented people and dismissing poor performers.
A)True
B)False
Q4) Which type of U.S. employment laws is most directly relevant to recruitment practices?
Q5) Why should a recruiter be concerned about whether the recruiting experience is a positive one for a job applicant?
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Chapter 7: Selecting Employees to Fit the Job and the Organization
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Sample Questions
Q1) Application blanks:
A) allow the employer to determine if the applicant meets the minimum job requirements
B) often ask for details of educational achievements
C) may be used simply as an additional document that's useful for keeping track of applicants
D) may ask applicants if they are willing to work split shifts, weekends, or overtime
E) are accurately described by all of the above
Q2) The term _____ refers to the usefulness of a predictor for correctly inferring the future job behavior of applicants.
A) validity
B) congruency
C) reliability
D) effectiveness
E) credibility
Q3) Why do some businesses use a panel interview for selecting new employees?
Q4) What two methods are most commonly used for assessing a job candidate's personal history?
Q5) What is another term for adverse impact?
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Chapter 8: Training and Developing a Competitive Workforce
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Q1) Five components are necessary to ensure that you are setting up the proper conditions for effective training. Which of the following is NOT one of the five?
A) Employees need to know what it is they are to learn
B) Employees need to be motivated to put in the required effort
C) Employees must be shown how to acquire the needed competencies
D) Employees need to feel personally accountable for what they have learned
E) Employees need to become engaged in learning for learning's own sake.
Q2) Knowledge management is about making sure that knowledge from employees, teams, and units in an organization is captured, remembered, stored, and shared with others.
A)True
B)False
Q3) Employment commitment:
A) cannot be created, but must be allowed to develop over time
B) can be created by intensive socialization and training
C) is never permanent
D) lasts only as long as the employee gets to perform in a way that is comfortable for him or her
E) is desirable but not achievable
Page 10
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Chapter 9: Conducting Performance Management
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Q1) How would you describe a performance appraisal that does not measure job behaviors that are relevant to the job and does measure job behaviors that are not relevant to the job?
Q2) The primary advantage of the graphics rating scale is:
A) the logical way in which it uses direct output measures
B) the way in which the appraisal format removes all subjectivity from the evaluation process
C) the ease with which it can be used to define employee performance dimensions
D) its simplicity
E) none of the above
Q3) Which of the following statements about focal-point review systems is true?
A) In a focal-point review system, each employee is appraised during the month in which he or she was hired.
B) Comparisons of individual employees are difficult with a focal-point review.
C) Focal-point reviews prevent the job of appraising performance from becoming burdensome.
D) Focal-point reviews have no effect on productivity cycles.
E) None of the above statements about focal-point review systems is true.
Q4) What are the primary criteria for performance appraisals with a results-based format?
Page 11
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Chapter 10: Developing an Approach to Total Compensation
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Sample Questions
Q1) What is the simplest job evaluation method?
Q2) Employees who perceive their compensation to be lower than that earned by people in similar positions are most likely to:
A) feel that what is good for the company is more important than what is good for the individual
B) focus on nonmonetary rewards
C) place greater importance on benefits than pay
D) feel underrewarded
E) feel over-rewarded
Q3) Typical inputs that employees give to organizations include:
A) time
B) effort
C) experience
D) education
E) all of the above
Q4) What conditions would led employees to this believe pay inequities existed in their organization?
Q5) What is the most common level of market pay policy?
Q6) What is the most widely used method for job evaluations?
Q7) How can an employer be sure that its employees are being paid at market level? Page 12
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Chapter 11: Using Performance-Based Pay to Achieve Strategic Objectives
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Q1) Employee stock ownership plans (ESOPs):
A) are types of broad-based stock ownership plans
B) grant shares of stock to employees as a means of long-term savings and retirement
C) usually do not link stocks that can be purchased to individual or group performance indicators
D) vary in when payments are made
E) are accurately described by all of the above
Q2) Henry was able to bring his project to retool the plant to completion 10-days ahead of schedule. For this achievement, Henry received (as promised) a payment of $1,000 per day for each day he saved, plus an all-expense-paid one-week trip to Paris for him and his significant other. Which of the following is true?
A) the monetary payment is performance-based pay, the trip is a benefit
B) the monetary payment is performance-based pay, the trip is a perk
C) the monetary payment is performance-based pay, the trip is a performance-based nonmonetary reward
D) Neither of these qualifies as performance-based pay/rewards because Henry is a manager, not a production employee.
Q3) What are two disadvantages of merit pay?
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Chapter 12: Providing Benefits and Services
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Q1) Which of the following is an example of a public protection program?
A) workers' compensation
B) group term life insurance
C) payouts from profit-sharing
D) dental insurance
E) ESOPs
Q2) What are the similarities and differences between Social Security retirement and pensions?
Q3) The total costs for benefits and services are ________for larger firms in service-providing industries as for smaller firms in the same industry.
A) about the same
B) more than ten times as much
C) more twice as much
D) about one-half as much
E) none of the above
Q4) During what historical period did benefits and services to employees become more widespread, and why?
Q5) Why are portable benefits more important these days than previously?
Q6) Why do employers provide benefits and services to their employees?
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Chapter 13: Promoting Safety, Health, and Well-Being in the Workplace
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Q1) What are organizations doing to reduce the incidence of occupational diseases?
A) genetic screening
B) measuring, recording, and maintaining all employee exposures to chemical agents or toxins
C) ridding the workplace of toxins and chemical agents
D) limiting the exposure of employees to toxins and chemical agents
E) doing all of the above
Q2) In 2007 Hale Industries had 16 work-related injuries and illnesses. It has 120 employees who work 40-hour weeks with two weeks of vacation each year. No overtime is worked. Total hours of worked lost during 1997 was 11,264. Two employees were killed in an on-the-job accident. Calculate the severity rate.
A) 28.6
B) 46.9
C) 93.9
D) 22,528
E) 469,333
Q3) An employee of Hale Industries has fallen as a result of a water spill. His only injuries were some bruises and a small cut on his hand. Will Hale Industries have to record this accident for OSHA? Briefly explain your answer.
Page 16
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Chapter 14: Understanding Unionization and Collective Bargaining
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Q1) By law, only current employees can initially contact union organizers. The union cannot legally contact company employees.
A)True
B)False
Q2) What type of union-management relationship is becoming increasingly common today?
A) adversarial
B) cooperative
C) reciprocal
D) administrative
E) paternal
Q3) Unionization is typically the first recourse of employees who are dissatisfied with some aspect of their jobs.
A)True
B)False
Q4) The traditional relationship between union and management today is adversarial.
A)True
B)False
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Q5) List and briefly define the five types of bargaining used in contract negotiation.