1. Therearefivecharacteristicsofperformancemanagementthatmanagersneedtoconsiderbeforeconductingperformancereviews.Whichofthefollowingisnotacharacteristicofperformancemanagement?a)aprocessofcontinuousinputandoutputmanagementb)amultifacetedandmultilevelagreementofinputandoutputc)anindividualapproachtothemanagementprocessd)verticalintegrationandhorizontalintegration
2. For HRM to be effective it must:
   1. take a strategic approach to people management and align policies and practices with the organisational strategy
   2. consider the impact on stakeholders and use intelligent decision-making processes
   3. balance the needs of both the employee and the organisation so that each benefits
   4. all of the above
3. Externalcustomersatisfaction,internaloperations,peoplesgrowthandlearning,andfinancialtargetsareallexamplesof:a.strategicplanningb.performancecriteriaandmeasuresc.takingactiond.organisationalculture
4. WhichHRMactivityisconsideredabasicstartingpointformanyotherHRMactivities?a)HRplanningb)performancemanagementc)jobanalysisd)careerplanninganddevelopment
5. Organisations that have adopted HRM policies and practices that aim to attract, employ, develop and promote high-potential diverse employees are using:

a. diversity-oriented HRM b. diversity-open recruitment and selection

c. diversity-open performance evaluation

d. diversity-open training and development

6. An award specifies: a. minimum terms and conditions of employment b. maximum terms and conditions of employment c. under what circumstances it replaces an agreement d. under what circumstances it is replaced by an agreement

7. Hard and soft refer to two opposing HRM models. Hard HRM would be concerned with: a. controlling employees at work b. caring for employees c. improving employees quality of work life d. motivating employees through flexible management practices

1. Managerscanhelppreventdiscriminatorybehaviourinanorganisationby:a.punishingthosepeoplewhoengageinitb.providingdiversitytrainingandawarenessc.ensuringthatgroupsarelargelyhomogenousd.ensuringthatthereisastronggroupsubculturethatisnotthesameastheorganisationsculture
2. Thequantitativeapproachtohumanresourceplanning:a.usesexpertopiniontopredictthefutureb.haslargelydisappearedfromorganisationalusec.usesstatisticalandmathematicaltechniquesd.isexemplifiedbytheDelphitechnique
3. TheDelphitechniqueaimsto:a.collectinformationthatsupportsthestaffingdecisionsofmanagementb.reviewtheideasofanexpertinrelationtoprojectedemploymenttrendsc.integratetheindependentopinionsofexpertsbyeliminatingpersonalinfluenceanddiscussiond.bringtogetheragroupofexpertssothatarangeofissuesandalternativescanbeaddressed
4. Themainadvantageofhavingawrittencontractisthatit:a.avoidscostlylegalactionandexcessivetimeincourtsb.ensuresthatnewemployeesareclearabouttheirobligationsanddutiesc.providestheHRmanagerwithdocumenteddetailsofemploymentd.fulfilsgovernmentlegalrequirementsconcerningcontracts
5. Toavoidpotentiallegalaction,whenpublicisingajobvacancyHRmanagersmustbecarefulto:a.choosetherightmediaoutletstoplacetheadvertisementinb.maketheadvertisementlookinterestingtopotentialapplicantsc.ensurethatthesalaryrangeissuitabletothepositionbeingadvertisedd.avoidanyindicationthattherecouldbeanintentiontoactinadiscriminatingmanner
6. Asystematicinvestigationofthetasks,duties,responsibilitiesofajobandthenecessaryknowledge,skillsandabilitiesapersonneedstoperformaroleadequately,isknownas:a.taskdifferentiationb.humanresourceanalysisc.jobanalysisd.positionclassification
7. By ignoring its strategic mission, objectives and culture when recruiting personnel an organisation can:

a. ensure a more objective selection of personnel b. draw upon a wider range of potential employees

c. destroy its unique competitive advantage d. develop a more flexible workforce.

15. An advantage of external recruitment is:

a. enhanced employee morale and motivation when new appointments are made b. new employee adjustment and orientation takes longer and is more thorough c. the organisations return on investment in training and development is increased d. new insight, skills and know-how can be introduced into the organisation.

16 The evaluation of organisational and employee performance permits managers to: a. monitor the skills of employees and ensure they are regularly updates b. determine the need for organisational restructuring and process re-engineering c. check that strategic business objectives are valid, are being successfully

communicated throughout the organisation and are being achieved d. ensure that rewards and benefits provided for employees are appropriate and

equitable.

1. 17Individualcareerplanningrequirestheemployeeto:a.identifyanareaofinterestandsticktoitrigidly;rejectingalltasksoropportunitiesthatareoutsidethatsphereofinterestb.focusonwhattheywanttoachieveduringtheirworklife,notwhattheorganisationneedsthemtoachievec.criticallyexaminehisorherpersonalandvocationalinterests,personalandcareergoals,andpresentskillandabilitylevelsd.employanoutsidecareerconsultanttoprovidethemwithusefulfeedbackontheircurrentperformance,andtheirfuturepossibilities.
2. Tidd, Bessant, and Pavitt (2005), identified four types of innovation. Which of the following is not a type of innovation? a. product innovation b. process innovation c. positioning innovation d. procedure innovation
3. WhenusingHRmetricsthemistakeisoftenmade,ofdevelopingandusingmetricsforeachindividualfunctionoractivitywithoutthinkingaboutthebiggerpicture.WhenusingHRmetricsitisimportanttoensurethattheyareinlinewith:a.theotherorganisationalfunctionsb.theorganisationsstrategicgoalsc.amultilevelmetricsmodeld.alloftheabove
4. Thefollowingarecharacteristicsbywhichemployerscannotdiscriminate,withtheexceptionofa.sexb.race/ethnicity/nationalityc.disabilityd.thejobrequirestallpeopletoperform.
5. Developinganunderstandingoftheorganisationasahighlyinterconnectedsystemistermed:a.benchmarkingb.systemsthinkingc.SWOTanalysisd.strategicobjectivesetting
6. Strategic training and development are virtually non-existent in most organisations because:

a. organisations do not analyse training and development needs b. organisations do not know how to integrate their training and development

activities with their business strategies c. few organisations have undertaken strategic planning d. organisations are changing too rapidly for training and development activities to

keep up.

23 A developmentally-oriented relationship between senior and junior colleagues or peers that involves advising, role modelling, sharing contacts and giving general support is:

a. mentoring b. coaching c. collaboration d. team management.

24. Which of the following HRM activities is concerned with seeking and attracting a pool of job applicants? a. HR planning b. selection

c. recruitment d. career planning and development

25) Using 360 degree feedback involves finding information about a job from the job incumbent, the supervisor and peers. Which of the following is considered the major disadvantage of this feedback method? a. a lot of detailed information can be gathered about the job b. it is a cost effective method for gathering information c. the viewpoints of a variety of organisational members can be obtained d. they are time consuming to conduct

26) A dynamic business environment changes the way people and organisations work and consequently this influences selection techniques. To reflect these changes organisations need to: a. reflect the increasing popularity of work teams b. reflect specific technical capabilities and key work-related criteria c. link qualities with adaptive performance such cognitive flexibility, proactive personality and a learning orientation d. all of the above

27) Dan advertised a position for an Occupational Health and Safety Officer on his organisations intranet. He also posted a notice on the lunchroom notice board and in the companys newsletter. What has Dan used to generate a pool of applicants for the position? a. employee recruitment activities b. external attraction activities c. internal attraction activities d. unethical attraction activities

28) Orange Taxi Service, a small taxi company entering the domestic market, advertised jobs for experienced drivers at salaries that were below market value. The organisation promised applicants that as the taxi service grew it was anticipated that it would offer drivers salaries that were well above market value. Which policy was Orange Taxi Service adopting in relation to rewarding employees? a. lead-lead policy b. lead-lag policy c. lag-lead policy d. lag-lag policy

29) An organisation believes that employees who are near to retirement should not have access to training and development as they will soon leave the organisation and the firm will not benefit from the training. This is an example of: a. diversity management b. diversity-open training and development c. equal employment opportunity d. none of the above

30) Measuring the impact of knowledge management is difficult for organisations. According to the CHRM framework one way to evaluate knowledge management against success criteria is to: a. assess the degree to which profits have increased since the implementation of knowledge management

1. assess the degree to which customers complaints have decreased since the implementation of knowledge management
2. assess the degree to which the collective knowledge of employees has increased since the implementation of knowledge management
3. all of the above