Human Resources Management in Canada, Canadian Edition, 15th edition Test Bank
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TEST ITEM FILE for
Human Resources Management Fifteenth Canadian Edition Audrey Wubbenhorst Humber College
ISBN 978-0-13-729198-4 Copyright © 2023 Pearson Canada Inc., Toronto, Ontario. All rights reserved. This work is protected by Canadian copyright laws and is provided solely for the use of instructors in teaching their courses and assessing student learning. Dissemination or sale of any part of this work (including on the internet) will destroy the integrity of the work and is not permitted. The copyright holder grants permission to instructors who have adopted Human Resources Management, 15Ce, by Dessler and Chhinzer, to post this material online only if the use of the website is restricted by access codes to students in the instructor’s class that is using the textbook and provided the reproduced material bears this copyright notice.
Contents Chapter 1: The Strategic Role of Human Resources Management
1-1
Chapter 2: The Changing Legal Emphasis: Compliance and Impact on Canadian Workplaces
2-1
Chapter 3: Human Resources Management and Technology
3-1
Chapter 4: Designing and Analyzing Jobs
4-1
Chapter 5: Human Resources Planning
5-1
Chapter 6: Recruitment
6-1
Chapter 7: Selection
7-1
Chapter 8: Onboarding and Training
8-1
Chapter 9: Career and Management Development
9-1
Chapter 10: Performance Management
10-1
Chapter 11: Strategic Pay Plans
11-1
Chapter 12: Pay-for-Performance and Financial Incentives
12-1
Chapter 13: Employee Benefits and Services
13-1
Chapter 14: Occupational Health and Safety
14-1
Chapter 15: Managing Employee Separations_ Turnover, Communication, and Employee Engagement
15-1
Chapter 16: Labour Relations
16-1
Chapter 17: Managing Human Resources in a Global Business
17-1
ii Copyright © 2023 Pearson Canada Inc.
Human Resources Management in Canada, 15Ce (Dessler) Chapter 01: The Strategic Role of Human Resources Management 1. Human resources management involves A) management techniques for controlling people at work. B) concepts and techniques used in leading people at work. C) the management of people in organizations. D) all managerial activities. E) concepts and techniques for organizing work activities. QuestionID: 01-01 Objective: 1.1—Define what human resources management [HRM] is and analyze how it relates to the management process and non-HR managers. Answer: C) the management of people in organizations. 2. The knowledge, education, training, skills, and expertise of a firm's workers are known as A) management's philosophy. B) human capital. C) physical capital. D) production capital. E) cultural diversity. QuestionID: 01-02 Objective: 1.1—Define what human resources management [HRM] is and analyze how it relates to the management process and non-HR managers. Answer: B) human capital. 3. HRM involves formulating and implementing HRM systems that are aligned with the organization's strategy to ensure the workforce has competencies and behaviours required to achieve the organization's strategic objectives. a True b False QuestionID: 01-03 Objective: 1.1—Define what human resources management [HRM] is and analyze how it relates to the management process and non-HR managers. Answer: a. True 4. Define HRM (1 point) and briefly describe (3 points) three activities of a "human resources manager". QuestionID: 01-04 Objective: 1.1—Define what human resources management [HRM] is and analyze how it relates to the management process and non-HR managers. 1 Copyright © 2023 Pearson Canada Inc.
Answer: C) protects every person residing in Canada. 12. In Canada, all individuals who are paid by temporary agencies, rather than the company that they provide the temporary help to, are ineligible for employee status. a True b False QuestionID: 02-12 Objective: 2.1—Explain how employment-related issues are governed in Canada. Answer: b. False 13. Mateo works as a maintenance contractor for an old age home. Under what condition would he be considered self-employed? A) Mateo buys and maintains all of the tools for fixing the building. B) Mateo is dispatched to fix things in the building by the old age home manager C) Mateo has no one working under him or for him. D) Mateo gets a bonus when he comes up with ways for the old age the costs of maintenance E) Mateo attends training on communication and risk management at the same time and location as employees in the old age home. QuestionID: 02-13 Objective: 2.1—Explain how employment-related issues are governed in Canada. Answer: A) Mateo buys and maintains all of the tools for fixing the building. 14. Haohan is hired under a contract for a publishing company to edit and update the test bank for a new edition of a textbook. Under what condition would she be considered an employee? A) She is given chapters with a specific due date for completion but can work when and where she wants. B) The company owns and maintains a unique software used for editing the files. C) The company offers base pay with no bonus for early completion of the project. D) She asks if she can use an audio dictation software to speed up her review, and the company says she can determine what she uses but they will not pay for it. E) She independently hires someone to review her review (as a subcontractor). QuestionID: 02-14 Objective: 2.1—Explain how employment-related issues are governed in Canada. Answer: B) The company owns and maintains a unique software used for editing the files. 15. All jurisdictions in Canada prohibit discrimination on the grounds of: A) age B) source of income C) criminal conviction D) political beliefs 4 Copyright © 2023 Pearson Canada Inc.
E) ancestry QuestionID: 02-15 Objective: 2.2—Discuss at least five prohibited grounds of discrimination under human rights legislation and requirements for reasonable accommodation. Answer: D) political beliefs 16. A company that is ready to launch its operations to other countries purposely passes over some employees for related management positions, feeling their ethnic background would hinder the development of relationships and sales. This is a direct violation of the A) Citizen Rights Act. B) Employment Standards Act. C) human rights legislation of the applicable province or territory. D) employment equity legislation of the applicable province or territory. E) health and safety legislation of the applicable province or territory. QuestionID: 02-16 Objective: 2.2—Discuss at least five prohibited grounds of discrimination under human rights legislation and requirements for reasonable accommodation. Answer: C) human rights legislation of the applicable province or territory. 17. Samantha sends four of her five employees for time management training. She does not send Larry as she feels Larry is too old and therefore "stuck in his ways." What is this an example of? A) Discrimination on the basis of association B) Intentional discrimination in the form of differential or unequal treatment C) Constructive discrimination D) Systemic discrimination E) Unintentional discrimination on the basis of association QuestionID: 02-17 Objective: 2.2—Discuss at least five prohibited grounds of discrimination under human rights legislation and requirements for reasonable accommodation. Answer: B) Intentional discrimination in the form of differential or unequal treatment 18. Minimum height and weight requirements that screen out disproportionate numbers of women and people from Asia are an example of which of the following concepts? A) Cultural discrimination B) Unintentional or systemic discrimination C) Intentional discrimination D) Direct discrimination E) Discrimination by association QuestionID: 02-18 5 Copyright © 2023 Pearson Canada Inc.
Objective: 2.2—Discuss at least five prohibited grounds of discrimination under human rights legislation and requirements for reasonable accommodation. Answer: B) Unintentional or systemic discrimination 19. Requesting that an employment agency refer only male candidates for consideration as management trainees is an example of A) discrimination on the basis of sex. B) discrimination on the basis of association. C) systemic discrimination. D) reverse discrimination. E) a permissible employment practice. QuestionID: 02-19 Objective: 2.2—Discuss at least five prohibited grounds of discrimination under human rights legislation and requirements for reasonable accommodation. Answer: A) discrimination on the basis of sex. 20. Asking female factory-position applicants to demonstrate their lifting skills and not asking any male candidates to do so is an example of A) discrimination on the basis of age. B) discrimination on the basis of sex. C) discrimination on the basis of association. D) a permissible employment practice. E) unintentional discrimination. QuestionID: 02-20 Objective: 2.2—Discuss at least five prohibited grounds of discrimination under human rights legislation and requirements for reasonable accommodation. Answer: B) discrimination on the basis of sex. 21. Deliberately refusing to hire, train, or promote an individual based on any of the prohibited grounds is an example of A) intentional discrimination. B) proactive recruitment. C) systemic discrimination. D) unintentional discrimination. E) a permissible employment practice. QuestionID: 02-21 Objective: 2.2—Discuss at least five prohibited grounds of discrimination under human rights legislation and requirements for reasonable accommodation. Answer: A) intentional discrimination. 6 Copyright © 2023 Pearson Canada Inc.
22. Kareem and his wife became first-time parents. Kareem's manager was going to promote him to Assistant Manager but since there would be travel involved, the manager promoted another employee who would not have as much responsibility at home. What is this an example of? A) Concurrent discrimination B) Discrimination on the basis of association C) Discrimination on the basis of sexual orientation D) Incomplete discrimination E) Reverse discrimination QuestionID: 02-22 Objective: 2.2—Discuss at least five prohibited grounds of discrimination under human rights legislation and requirements for reasonable accommodation. Answer: B) Discrimination on the basis of association 23. An employer requesting that an employment agency refer only male candidates for consideration as management trainees is an example of A) unintentional discrimination. B) constructive discrimination. C) systemic discrimination. D) discrimination because of association. E) intentional discrimination indirectly through another party. QuestionID: 02-23 Objective: 2.2—Discuss at least five prohibited grounds of discrimination under human rights legislation and requirements for reasonable accommodation. Answer: E) intentional discrimination indirectly through another party. 24. A company has a job evaluation system that is not gender-neutral; that is, it undervalues traditional femaledominated jobs. This is an example of A) discrimination on the basis of age. B) unconstructive discrimination. C) concurrent discrimination. D) intersectional discrimination. E) systemic discrimination. QuestionID: 02-24 Objective: 2.2—Discuss at least five prohibited grounds of discrimination under human rights legislation and requirements for reasonable accommodation. Answer: E) systemic discrimination. 25. An example of systemic discrimination is A) internal or word-of-mouth hiring policies in workplaces that have embraced diversity. 7 Copyright © 2023 Pearson Canada Inc.
QuestionID: 03-53 Objective: 3.4—Describe the three-step process involved in selecting and implementing an HR information system and the benefits of online service applications. Answer: D) Integration 54. Which of the following is the term used to describe a self-contained system that does not rely on other systems to operate? A) A single-phase system B) A stand-alone system C) A focal point system D) A lone portal system E) A central module system QuestionID: 03-54 Objective: 3.4—Describe the three-step process involved in selecting and implementing an HR information system and the benefits of online service applications. Answer: B) A stand-alone system 55. Investigating management considerations for purchasing an HRIS is conducted during the implementation stage of the selection process. a True b False QuestionID: 03-55 Objective: 3.4—Describe the three-step process involved in selecting and implementing an HR information system and the benefits of online service applications. Answer: b. False 56. What are three key issues to be considered for an organization in Phase 1 (Adoption–Determining the Need) in choosing a HRIS (1 point each)? Briefly describe the three chosen issues (2 points each). QuestionID: 03-56 Objective: 3.4—Describe the three-step process involved in selecting and implementing an HR information system and the benefits of online service applications. Answer: 9 points for correcting identifying and describing three of the five key issues. Company Background: The industry, the size of the company, and the projected growth are important elements to consider. Typically, organizations require HR software after they reach 100 employees. Management Considerations: Normally, management would have some preconceived views regarding what they want the system to do and the type of software that might be required. They may want a complex system with enterprise-wide capabilities or a stand-alone system. Technical Considerations: Elements such as hardware, operating systems, networking, databases, and telecommunications all need to be considered. It is important to understand the kind of technology the company 16 Copyright © 2023 Pearson Canada Inc.
currently has and is able to support. HR Considerations: The HR department must consider its own needs. What type of daily requests and which employee transactions would make the most sense to automate? What types of forms, reports, or listings are maintained? The needs assessment would identify the types of data required to produce reports, where these data can be found, and how reliable the data are. HR would look at the manual reports currently being maintained and decide how these can be automated. Cost Considerations: Factored into the price that an organization can afford are considerations such as additional hardware purchases required, the number of additional staff needed during the implementation phase, training costs, and ongoing support costs. 57. Web-based HR applications have enabled companies to shift responsibility for viewing and updating records onto employees and managers, thus changing the manner in which employees acquire information and interact with their HR departments. Two of the most popular web-based HR applications are A) board and employee self-service. B) board and management self-service. C) employee and management self-service. D) client and management self-service. E) customer and employee self-service. QuestionID: 03-57 Objective: 3.4—Describe the three-step process involved in selecting and implementing an HR information system and the benefits of online service applications. Answer: C) employee and management self-service. 58. What is a single internet access point for customized and personalized HR services called? A) An HR intranet B) An HR website C) An HR portal D) e-HR E) An HR module QuestionID: 03-58 Objective: 3.4—Describe the three-step process involved in selecting and implementing an HR information system and the benefits of online service applications. Answer: C) An HR portal 59. Some of the common employee self-service (ESS) applications allow employees to A) update the information of other employees. B) access and manage their personal information. C) change information about the employees who report to them. D) update HR and related policies. E) process HR-related paperwork that pertains to their staff. QuestionID: 03-59 17 Copyright © 2023 Pearson Canada Inc.
Objective: 3.4—Describe the three-step process involved in selecting and implementing an HR information system and the benefits of online service applications. Answer: B) access and manage their personal information. 60. Employee self-service (ESS) systems have fundamentally changed the way employees relate to their HR department because A) they are able to access and manage their personal information directly. B) ESS systems have made HR redundant in the organization. C) they need to visit HR more often for personnel-related information. D) line managers and employees now have the primary responsibility for HR. E) HR no longer provides personnel-related services. QuestionID: 03-60 Objective: 3.4—Describe the three-step process involved in selecting and implementing an HR information system and the benefits of online service applications. Answer: A) they are able to access and manage their personal information directly. 61. Which system allows managers to access a range of information not only about themselves but also about the employees who report to them? A) ESS B) MSS C) The internet D) HRIS E) MIS QuestionID: 03-61 Objective: 3.4—Describe the three-step process involved in selecting and implementing an HR information system and the benefits of online service applications. Answer: B) MSS 62. MSS systems have been shown to increase the workload of HR Generalists because they are spending more time planning annual compensation increases, viewing employee histories, and initiating requests for positions. a True b False QuestionID: 03-62 Objective: 3.4—Describe the three-step process involved in selecting and implementing an HR information system and the benefits of online service applications. Answer: b. False 63. What is a HRIS (1 point)? Identify and briefly describe four of the major components of a HRIS (hint: major components are subsystems that align with a specific HR area of specialization) (1 point for 18 Copyright © 2023 Pearson Canada Inc.
identification, 1 point for description). QuestionID: 03-63 Objective: 3.3—Explain the key functions of HR systems and their strategic importance. Answer: A HRIS is an integrated system used to gather, store, and analyze information regarding an organization's human resources. The key functions of an HRIS are to create and maintain employee records, ensure legal compliance, enable managers to forecast and plan their staffing requirements, enable managers and HR to manage knowledge and talent through career and succession planning, ensure the organization is aligned more effectively with its strategic plan, and assist managers with decision-making by providing the relevant data required to make effective and informed decisions. There are several different generic subsystems that comprise a HRIS: administration, recruitment, time and attendance, training and development, pension administration, employment equity, performance evaluation, compensation and benefit administration, organization management, health and safety, labour relations, and payroll interface. See Figure 3.2 in Chapter 3. HR Administration - The day-to-day details of maintaining and updating employee information, such as checking leave balances, maintaining address records, and monitoring employee benefits distributions. HRIS packages substitute powerful computerized processing for a wide range of the firm's HR transactions. HR information systems also facilitate employee self-processing. By integrating numerous individual HR tasks (training records, appraisals, employee personal data, etc.), the HRIS improves HR's reporting capabilities. Recruitment and Applicant Tracking - One way to track and analyze such data is by using a computerized applicant tracking system (ATS) Metrics here might include the quality of new hires and which recruitment sources produce the most new hires. Includes automated résumé screening. Time and Attendance - Typically, vacation entitlement is based on service. To calculate this information the HR specialist would need the hire date, any leaves of absence (paid or unpaid), termination date (if applicable), and any other events that interrupted service. This information can be found in an HRIS. Other data that can be found with respect to time and attendance include information on absenteeism (the number of days an employee was absent), leaves of absence, whether these leaves were sabbatical or personal, parental leaves, and the dates the employee started and ended the leave Training and Development/Knowledge Management - Employers use Internet-based learning to deliver almost all the types of training. A learning portal is a section of an employer's website that offers employees online access to training courses. Many employers integrate the LMS with the company's talent management systems. Learning management systems (LMS) are special software tools that support Internet training by helping employers identify training needs, and to schedule, deliver, assess, and manage the online training itself. That way, skills inventories and succession plans automatically update as employees complete their training. Pension Administration - For organizations that sponsor retirement plans for their employees, information necessary to produce annual pension statements will be recorded. This data includes date of plan entry, normal retirement date, employee elections regarding contributions, and the annual company contribution. Employment Equity Information - Federally regulated organizations are responsible for annual reporting of their employment equity information to the government. For example, organizations that are subject to employment equity legislation are required to file an annual report. These reports can be generated with ease if this information has been recorded and maintained appropriately. Some HRIS software interfaces directly with the Workplace Equity Information Management System (WEIMS) provided by the government Performance Evaluation - Employers increasingly use computerized or Internet-based appraisal systems. These enable managers to compile computerized notes on subordinates during the year, and then to merge these with ratings for the employee on several performance traits. The software presents written examples to support part 19 Copyright © 2023 Pearson Canada Inc.
D) Stressing the importance of listening as well as demonstrating competency E) Clarifying the perks that managers receive once they have reached executive status QuestionID: 08-07 Objective: 8.1—Explain the purpose of onboarding programs and describe special considerations for onboarding. Answer: D) Stressing the importance of listening as well as demonstrating competency 8. How long can full executive integration take? A) Up to 2 months B) Up to 4 months C) Up to 8 months D) Up to 18 months E) Up to three years QuestionID: 08-08 Objective: 8.1—Explain the purpose of onboarding programs and describe special considerations for onboarding. Answer: D) Up to 18 months 9. Employee onboarding refers to the discrepancy between what the new employee expects from his/her new job and the realities of it. a True b False QuestionID: 08-09 Objective: 8.1—Explain the purpose of onboarding programs and describe special considerations for onboarding. Answer: b. False 10. Onboarding should provide new employees with basic background information about the employer and specific information that they need to perform their jobs satisfactorily. a True b False QuestionID: 08-10 Objective: 8.1—Explain the purpose of onboarding programs and describe special considerations for onboarding. Answer: a. True 11. An employee handbook cannot be considered to represent a legally binding agreement with the employee. a True 3 Copyright © 2023 Pearson Canada Inc.
b False QuestionID: 08-11 Objective: 8.1—Explain the purpose of onboarding programs and describe special considerations for onboarding. Answer: b. False 12. Newly hired or promoted executives typically do not participate in formal orientation activities. a True b False QuestionID: 08-12 Objective: 8.1—Explain the purpose of onboarding programs and describe special considerations for onboarding. Answer: a. True 13. A cost/benefit analysis of an orientation program compares the cost of the program to the revenues it could generate if licensed to other companies. a True b False QuestionID: 08-13 Objective: 8.1—Explain the purpose of onboarding programs and describe special considerations for onboarding. Answer: b. False 14. Olga has joined a tech start-up as its HR Associate. The company has grown from 5 to 50 employees in just three years. The CEO has asked Olga to design an onboarding program for new employees. Describe four considerations for onboarding as Olga designs this new program (2 points for each description). QuestionID: 08-14 Objective: 8.1—Explain the purpose of onboarding programs and describe special considerations for onboarding. Answer: Olga should consider the following: Orientation Process - The length of the orientation program will depend on what is covered. The HR specialist performs the first part of the orientation by explaining basic matters, such as working hours and benefits. Then the supervisor continues the orientation by explaining the department's organization, introducing the person to their new colleagues, familiarizing them with the workplace, and reducing first-day jitters. At a minimum, the orientation should provide information on matters such as employee benefits, personnel policies, safety measures and regulations, and a facilities tour. Orientation Technology - Employers use technology to support orientation. For example, organizations might choose to integrate apps or gamify the onboarding process. 4 Copyright © 2023 Pearson Canada Inc.
Responsibility for Orientation - The orientation process is a continuous, long-term process aimed at moulding desired behaviours and aligning values of the employee and the organization. As such, there is a formal component of orientation that often occurs when a new employee first joins the organization. There is also an ongoing informal orientation process, with the aim to build a strong employee bond with organizational values, history, and tradition. Executive Integration - Newly hired or promoted executives typically do not participate in formal orientation activities, and there is little planning regarding how they will be integrated into their new position and company. The common assumption is that the new executive is a professional and will know what to do, but full executive integration can take up to 18 months. The Employee Handbook - Courts may find that the employee handbook's contents are legally binding commitments, provided that the handbook was provided to the employee at the time of hiring, there was an expressed intent that employment conditions are to be bound by the handbook, and/or the employer intended for the handbook to be binding. Evaluation of Orientation Programs - Orientation programs should be evaluated to assess whether they are providing useful information to new employees in a timely and cost-effective manner. Three approaches to evaluating orientation programs are employee reaction, socialization effects and cost/benefit analysis. Problems with Orientation Programs - A number of potential problems can arise with orientation programs. Often, too much information is provided in a short time (usually one day) and the new employee is overwhelmed. New employees commonly find themselves inundated with forms to fill out for payroll, benefits, pensions, and so on. Another problem is that little or no orientation is provided, which means that new employees must personally seek answers to each question that arises and work without a good understanding of what is expected of them. 15. What is the process of teaching employees the basic skills they need to perform their jobs? A) Recruiting B) Training C) Orientating D) Managing E) Coaching QuestionID: 08-15 Objective: 8.2—Discuss how to maximize the effectiveness of the training program. Answer: B) Training 16. Development as it relates to training is best described as _______ in nature. A) immediate B) technical C) operational D) short-term E) long-term QuestionID: 08-16 Objective: 8.2—Discuss how to maximize the effectiveness of the training program. Answer: E) long-term 5 Copyright © 2023 Pearson Canada Inc.
17. In today's service-based economy, a company's most important assets are often A) the production teams. B) the sales teams. C) the finance professionals. D) highly knowledgeable workers. E) the HR specialists. QuestionID: 08-17 Objective: 8.2—Discuss how to maximize the effectiveness of the training program. Answer: D) highly knowledgeable workers. 18. A skills crisis has led to what major problem in the manufacturing sector? A) Demand for greater compensation B) Reduction in quantity of products C) Higher absenteeism D) Reduction in quality of products E) Lack of qualified workers QuestionID: 08-18 Objective: 8.2—Discuss how to maximize the effectiveness of the training program. Answer: E) Lack of qualified workers 19. Training employees is a ______________ process. A) testing B) technical C) learning D) planning E) validation QuestionID: 08-19 Objective: 8.2—Discuss how to maximize the effectiveness of the training program. Answer: C) learning 20. Negligent training occurs when an employer does which of the following? A) Does not conduct a needs analysis of the position B) Fails to develop an employee for a long-term opportunity C) Does not implement a validation process to test the training methods D) Fails to train adequately and an employee subsequently harms a third party E) Fails to consider different learning styles when delivering the training program QuestionID: 08-20 Objective: 8.2—Discuss how to maximize the effectiveness of the training program. 6 Copyright © 2023 Pearson Canada Inc.