Workforce Planning Final Exam
Course Introduction
Workforce Planning is a strategic course that explores the processes and methodologies organizations use to align their human capital with business objectives. Students will learn to analyze labor market trends, forecast workforce requirements, and develop staffing strategies to address current and future talent needs. The course covers topics such as succession planning, skills gap analysis, talent acquisition, retention tactics, and the role of technology in workforce analytics. By the end of the course, participants will be equipped to create actionable workforce plans that support organizational growth and adaptability in a rapidly changing business environment.
Recommended Textbook Fundamentals of Human Resource Management 5th Edition by Raymond Noe
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Page 2
Chapter 1: Managing Human Resources
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Q1) Which of the following statements is true about HR responsibilities of supervisors?
A) HR activities are invariably limited to the specialists in the HR department.
B) In small organizations, all HR activities are carried out by HR specialists.
C) Non-HR managers do not need be familiar with the basics of HRM.
D) Job analysis and job design are techniques that lie outside the purview of supervisors.
E) Supervisors typically have responsibilities related to all the HR functions.
Answer: E
Q2) If people believe their rights are being violated,they have the right to a fair and impartial hearing.This reflects the basic human right to:
A) lifetime employment.
B) privacy.
C) due process.
D) free consent.
E) freedom of conscience.
Answer: E
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Chapter 2: Trends in Human Resource Management
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Q1) Which of the following is a trend that is seen in present day high-performance work systems?
A) Mismatches in technical system and social system
B) Employee empowerment in decision making
C) Increase in individual assignments
D) Centralized decision making
E) Reduced reliance on knowledge workers
Answer: B
Q2) Which of the following defines organizations with the best possible fit between their social system and their technical system?
A) Workforce analysis systems
B) Holistic management systems
C) Supply chain systems
D) High-performance work systems
E) Total quality management systems
Answer: D
Q3) Contract company workers are employed directly by a company.
A)True
B)False
Answer: True
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Chapter 3: Providing Equal Employment Opportunity and a Safe Workplace
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Q1) An employer's refusal to hire a pregnant woman is acceptable by law.
A)True
B)False
Answer: False
Q2) _____ refers to an agreement between the EEOC and an organization that the organization will cease certain discriminatory practices and possibly institute additional affirmative-action practices to rectify its history of discrimination.
A) Trust agreement
B) Good faith bargaining
C) Consent decree
D) Letter of indemnity
E) Judicial estoppel
Answer: C
Q3) The Civil Rights Act of 1991 was partly designed to overturn Supreme Court decisions.
A)True
B)False
Answer: True
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Page 5
Chapter 4: Analyzing Work and Designing Jobs
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Q1) In the 1930s,the U.S.Department of Labor created the _____ as a vehicle for helping the new public employment system link the demand for skills and the supply of skills in the U.S.workforce.
A) Career Development Facilitator (CDF)
B) Dictionary of Occupational Titles (DOT)
C) Occupational Information Network (O * NET)
D) Standard Occupational Classification (SOC)
E) Selected Characteristics of Occupations (SCO)
Q2) The manager of a local grocery store places a short conveyor belt that allows customers to place items on it prior to billing.This saves the cashier from the physical strain of bending forward and reaching into carts to retrieve the items.This change is congruent with the _____ approach to job design.
A) telecommuting
B) job enrichment
C) ergonomics
D) flextime
E) job sharing
Q3) Briefly describe the Position Analysis Questionnaire (PAQ).What the advantages and disadvantages of using the PAQ as source of job information?
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Page 6
Chapter 5: Planning for and Recruiting Human Resources
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Q1) Many problems with downsizing can be reduced by:
A) slashing jobs across the board.
B) allowing workers to choose a buyout package in exchange for leaving.
C) engaging in better human resources planning.
D) avoiding unionization in the organization.
E) laying off only the older workers in the organization.
Q2) A transitional matrix is a chart that lists job categories held in one period and shows the proportion of employees in each of those job categories in a future period.
A)True
B)False
Q3) Contracting with another organization to perform a broad set of services is called outsourcing.
A)True
B)False
Q4) Employment-at-will policies: Within the laws of the state where they are operating,employers have latitude to set polices about their rights in an employment relationship.
Q5) What are early-retirement programs? What is a phased-retirement program and what are its benefits?
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Chapter 6: Selecting Employees and Placing Them in Jobs
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Q1) An assessment center:
A) is a place where job applicants for manufacturing jobs undergo physical ability tests.
B) conducts a single test for all job applicants to test their technical potential.
C) uses multiple selection methods to rate applicants on their management potential.
D) is a selection method generally used for unskilled employees.
E) has the lowest validity because it combines several assessment methods.
Q2) Discuss the multiple-hurdle model and the compensatory model of arriving at a personnel selection decision.
Q3) The process of selecting employees remains constant for all organizations and for all jobs.
A)True B)False
Q4) Under the ADA,when an employer makes hiring decisions,he is permitted to use employment physical exams that could reveal a psychological or physical disability.
A)True B)False
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Chapter 7: Training Employees
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Q1) Which of the following primary variables in a person analysis can be affected by training?
A) The Organization's input
B) Performance feedback
C) The employee's ability and skills
D) Positive consequences to motivate good performance
E) The employee's motivation and attitudes
Q2) Which of the following help a manager identify which employees need training?
A) Person analysis
B) Organization analysis
C) Task analysis
D) Trend analysis
E) Regression analysis
Q3) What should managers do to support training?
Q4) What are experiential programs? Describe the different types of experiential programs.
Q5) Putting together a request for proposal is a quick process.
A)True
B)False
Q6) What are the different methods for evaluating training?
Page 9
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Chapter 8: Managing Employees Performance
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Q1) Which of the following is the most widely used method for rating attributes?
A) Behaviorally anchored rating scales
B) Mixed-standard scales
C) Behavioral observation scales
D) Graphic rating scales
E) Critical-incident methods
Q2) If an employee is dismissed on the grounds of poor performance immediately after he/she complained to higher authorities about the bad work ethics of his/her manager,the employee could file a(n):
A) affirmative action lawsuit.
B) unjust dismissal lawsuit.
C) reasonable accommodation lawsuit.
D) discrimination lawsuit.
E) tort-based lawsuit.
Q3) Self-appraisals are not appropriate as the basis for administrative decisions.
A)True
B)False
Q4) What are the different purposes of performance management systems?
Q5) Discuss different ways to improve a performance feedback session.
Q6) Define types of rating errors,and explain how to minimize them.
Page 10
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Chapter 9: Developing Employees for Future Success
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Q1) What is the function of the Myers-Briggs Type Indicator (MBTI)? What are the different areas of preferences described by MBTI?
Q2) Allowing employees to take a full-time temporary position at another company is known as a(n):
A) transfer.
B) expatriate assignment.
C) sabbatical.
D) externship.
E) lateral move.
Q3) Research on the validity,reliability,and effectiveness of the Myers-Briggs Type Indicator is inconclusive.
A)True
B)False
Q4) The most frequent uses of assessment are to identify employees with managerial potential to measure current managers' strengths and weaknesses.
A)True
B)False
Q5) What are the different ways in which job experiences help in employee development?
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Chapter 10: Separating and Retaining Employees
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Q1) Which of the following aspects of satisfaction is emphasized in the job description index?
A) Outplacements
B) Promotions
C) Skills
D) Customers
E) Qualifications
Q2) The two sets of people in the organization who most affect an individual's job satisfaction are:
A) subordinates and supervisors.
B) supervisors and family members.
C) co-workers and subordinates.
D) supervisors and co-workers.
E) supervisors and upper-level managers.
Q3) Employees can sue employers for wrongful discharge only if the employee was contracted under an employment-at-will.
A)True
B)False
Q4) Explain what job withdrawal is and discuss the four types of conditions that leads up to it.
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Chapter 11: Establishing a Pay Structure
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Q1) Under the Davis-Bacon Act of 1931 and the Walsh-Healy Public Contracts Act of 1936,federal contractors must pay their employees at rates at least equal to the prevailing wages in the area.The calculation of prevailing rates must be based on _____ percent of the local labor force.
A) 2
B) 5
C) 10
D) 20
E) 30
Q2) Pay ranges are most common for _____.
A) white-collar jobs
B) piece-rate jobs
C) jobs that are covered by union contracts
D) automotive workers
E) construction workers
Q3) The 1938 FLSA requires federal contractors to pay local or area prevailing wage rates.
A)True
B)False
Q4) Define hourly wage,piecework rate,and salary.
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Chapter 12: Recognizing Employee Contributions With Pay
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Q1) Which of the following is a short-term incentive?
A) Return on investment
B) Base salary
C) Stock options
D) Stock purchase plans
E) Company shares
Q2) A piecework rate plan is best suited for:
A) HR professionals.
B) executives.
C) production workers.
D) managers.
E) knowledge workers.
Q3) Retention bonuses refer to:
A) the special reward programs used to satisfy the lower and middle level managers.
B) the bonuses provided to union members to withhold a strike decision.
C) the bonuses provided to employees who take long leaves without pay.
D) annual incentives paid to daily wage workers to remain in the organization.
E) one-time incentives paid in exchange for remaining with the company.
Q4) What are the different types of pay for rewarding individual performance?
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Chapter 13: Providing Employee Benefits
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Q1) Tax laws generally make benefits unfavorable to employees.
A)True
B)False
Q2) What are the objectives of the unemployment insurance program established by the Social Security Act of 1935.How is this program funded?
Q3) A _____ pension plan allows pension benefits for key employees,such as highly paid managers,to exceed a government-specified share of total pension benefits.
A) top-heavy
B) multiemployer
C) special draw rights
D) deferred
E) defined-contribution
Q4) Which legal benefit requires employers to pay payroll tax depending on state requirements?
A) Long-term disability insurance
B) Unemployment insurance
C) Workers' compensation
D) Unpaid family medical leave
E) Health care benefits
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Chapter 14: Collective Bargaining and Labor Relations
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Q1) John works at a factory of a large manufacturing company and is a member of the local chapter of a national industrial union.He believes his supervisor is not living up to the terms of the recently negotiated contract.In order to seek resolution to his grievance,John should first contact:
A) the regional office of his labor union.
B) law enforcement officials.
C) the AFL-CIO.
D) his union steward.
E) the local Chamber of Commerce.
Q2) The AFL-CIO is by far the largest labor union in the U.S.
A)True
B)False
Q3) What are the three levels of decisions involved in labor relations?
Q4) Right-to-work laws grant both the employee and employer the right to terminate the employment relationship at any time with or without cause or notice.
A)True
B)False
Q5) What are the different criteria that employers use to judge a grievance procedure?
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Page 16
Chapter 15: Managing Human Resources Globally
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Q1) An individual who was born in the United States and is currently working in Spain for a company headquartered in Japan is a _____ in Spain.
A) parent-country national
B) host-country national
C) third-country national
D) home-country national
E) guest-country national
Q2) In comparison with European organizations,U.S.organizations exert more centralized control over labor relations in the various countries where they operate.
A)True
B)False
Q3) Discuss how differences among countries affect HR planning at organizations with international operations.
Q4) In general,spending on education is lesser per pupil in high-income countries than in poorer countries.
A)True
B)False
Q5) Explain Hofstede's dimensions of culture.
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Chapter 16: Creating and Maintaining High-Performance Organizations
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Q1) How can the HR department of an organization meet the needs of strategic planners?
A) By providing qualified staffing
B) Through performance management
C) Through rewards systems
D) By providing training and development
E) By enforcing labor law regulations
Q2) Compensation systems can help create the conditions that contribute to high performance.Consequently,organizations can increase empowerment and job satisfaction by:
A) communicating the basis for decisions about pay.
B) disassociating compensation from performance measures.
C) discouraging negotiations regarding pay.
D) limiting employee participation in management.
E) limiting the use of gainsharing and profit sharing.
Q3) People experience occupational intimacy when they love their work,when they and their co-workers care about one another,and when they find their work meaningful.
A)True
B)False
Page 18
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