The forecast for openings for store managers

61. The forecast for openings for store managers in a retail chain must include all of the following EXCEPT

a. the number of store managers who are expected to quit in the coming year.
b. the number of store managers who will be promoted to regional manager in the coming year.
c. the number of store managers who will qualify for management development training in the coming year.
d. the number of store managers who will be terminated in the coming year.

62. If managers are responsible for entering and updating employee information in skills databases,

a. they may be tempted to minimize subordinates’ skills in order to retain these employees in their departments.
b. they tend to exaggerate their subordinates’ proficiency levels in order to appear to be more competent leaders.
c. they tend to minimize the skills of subordinates who they consider threats to their own advancement.
d. the accuracy and completeness of the data is consistently higher than if employees enter the data.

63. The decision rule for which proportion of openings in a particular job will be staffed from various sources: promotions, transfers, and new hires is called the

a. fill rate.
b. placement ratio.
c. internal versus external placement proportion.
d. make versus buy ratio.

64. Government labor force population estimates and trends in industry are used to

a. estimate the internal supply of labor.
b. build succession plans.
c. forecast the external supply of human resources.
d. predict terminations, retirements, and deaths of employees.

65. All of the following situations will decrease the accuracy of the estimate of the internal supply of labor for a particular organizational department EXCEPT

a. life expectancies of certain demographic groups change.
b. unanticipated technology shifts in the work process occur.
c. backup candidates for promotion leave the organization.
d. fewer employees take retirement than expected.

66. The “human capital crisis” in the federal government is an illustration of

a. the need for intensive succession planning in the federal government.
b. the government’s mistake of hiring a large number of baby boomers in the 1970s.
c. the fact that replacement of employees is more difficult as they age.
d. the fact that most of the federal government’s older workers are unskilled in the new technologies needed to be efficient and effective in the modern world.

67. The internal supply of human resources is most strongly influenced by

a. actions of competing employers.
b. training and development programs.
c. government regulations and pressures.
d. college graduation rates in high-demand fields of study.

68. When compiling an inventory of organizational capabilities, the HR manager would include all of the following data on current employees EXCEPT

a. time in present job.
b. pay rates.
c. organizational commitment.
d. work accomplishments.

69. Vendome Products will have a labor surplus of 15% in its non-exempt employee ranks next year because of decreases in sales of its major product line. Vendome will

a. need to transfer non-exempt employees into exempt-level jobs.
b. have to implement workforce reductions.
c. be compelled to limit promotions among nonexempt employees in this department.
d. restructure the organization so as to redeploy the current excess of non-exempt employees.

70. Alicia is an assistant HR manager for one of the largest law firms in the state. She has been assigned to estimate the outflows from the law firm’s ranks of paralegals. In order to do this, Alicia must include all of the following factors EXCEPT potential ____ among the current paralegal staff.

a. promotions
b. deaths
c. pregnancies
d. retirements

71. 53 A common flaw in succession planning is that

a. it focuses more on involuntary departures than on voluntary departures of employees.
b. it tends to be implemented mainly by firms in high-technology industries and not in organizations which are less volatile.
c. it places too much attention on replacing retiring employees and not on employees who leave the organization for better career opportunities.
d. it is limited to planning for the departure of key executives.

72. What is purpose of the Worker Adjustment and Retraining Notification (WARN) Act?

a. It requires employers to give a 60-day notice before a layoff or facility closing involving more than 50 people.
b. It mandates job retraining for workers who are laid off for economic reasons.
c. It requires employers to provide outplacement and severance pay for workers who are terminated in “mass” layoffs.
d. It establishes a school-to-work program for the “hardcore unemployed.”

73. Downsizing an organization typically has all of the following effects on the organization EXCEPT

a. demoralization of surviving employees.
b. short-term reduction in labor costs.
c. revenue generation.
d. culture change.

74. Attrition to reduce an employee surplus is most useful when

a. turnover rates in the organization are high.
b. hiring programs are not affected.
c. the workforce reduction is needed in the short-term.
d. the employer wishes to stimulate a culture change.

75. ____ occurs when individuals who quit, die or retire are not replaced.

a. Downsizing
b. Attrition
c. Workforce depletion
d. A hiring freeze

76. Backroads Merchandise, an Oklahoma-based manufacturer of outdoors and sports products, is facing a pronounced downturn in business due to lower-priced products from foreign competitors. Top management is concerned that this will be a permanent or long-term problem and they have decided to reduce the number of employees. The CEO has conferred with the director of HR to learn which method of reducing the workforce will be received better by both the employees leaving and the employees remaining behind. The CEO also wishes to minimize the cost of the reduction process. The director of HR has suggested the use of

a. layoffs with the option of re-hire when business revives.
b. voluntary separations with severance.
c. attrition and a hiring freeze.
d. early retirement buyouts.

77. In which of the following are employees put on unpaid leaves of absence, and they may be called back if business improves?

a. attrition
b. buyouts
c. employment-at-will terminations
d. layoffs

78. Beyond the upfront costs, voluntary separation programs often have the following drawback

a. the enhancement of the paternalistic culture of the organization leads employees to feel a sense of entitlement.
b. the method is viewed as less “humane” than layoffs with severance pay.
c. significant loss of morale by “survivors,” which affects turnover and productivity.
d. some people who take advantage of the program are employees the company wishes would remain.

79. COBRA is a lifeline for employees who have been laid off because

a. it continues the employee’s medical benefits for up to 18 months at the employer’s expense.
b. it continues the employee’s medical benefits for up to 18 months if the employee pays the premium.
c. it allows employees to have medical benefits through Medicaid for up to 18 months with no fee.
d. it transfers the employee’s medical benefits from the employee’s individual policy to a group policy for a discounted fee for up to 18 months.

80. ____ is a group of services provided to employees who have been involuntarily removed from the organization because of performance problems or elimination of jobs. These services give these former employees support and assistance in finding new jobs.

a. Outplacement
b. Career repositioning
c. Transition support
d. Severance

81. A surplus of employees due to a temporary downturn in business is best handled by

a. layoffs.
b. attrition.
c. voluntary separation programs.
d. early retirement buyouts.

82. FreeFormPress has experienced a significant increase in the number of magazines it publishes. But, FreeForm is concerned that several of its existing clients may leave at the end of their current contracts. Rather than hiring additional permanent employees to handle the new clients, FreeFormPress can choose any of the following options EXCEPT

a. hiring contingent workers.
b. requiring employees to work overtime.
c. outsourcing excess work to other publishers.
d. freezing internal transfers and promotions


83. A major advantage of voluntary separation programs is that

a. WARN does not apply in these cases.
b. employers are able to immediately realize labor cost reductions.
c. it is easy to predict which employees will take advantage of the separation offers.
d. employees view the process as more acceptable and humane than layoffs.

84. ____ is critically important in mergers and acquisitions because it is the extent to which decision-making styles, levels of team work, information sharing philosophies, and the formality of the two organizations are similar.

a. Philosophical concordance
b. Strategic alignment
c. Cultural compatibility
d. Normative consonance

85. Faced with a severe, long-term drop-off in the demand for their products, a company that manufactures replacement parts for airplanes must cut its workforce by 15%. The HR department must generate plans for making the workforce reduction more effective. This plan must include all of the following EXCEPT

a. developing a plan for communicating information about the workforce reduction to employees.
b. the involvement of key managers in workforce reduction planning.
c. outsourcing the termination interviews and administrative processing.
d. providing for nurturing of employees who survive the workforce reduction.

86. According to the case in the textbook, the main reason that Daimler and Chrysler experienced a difficult merger was that

a. the work processes of the two companies could not be easily combined.
b. the two organizational cultures were incompatible.
c. massive layoffs demoralized the survivors in both German and American plants.
d. the core businesses of Daimler and Chrysler were too different.

87. Henry is a internal auditor for Mountain Home Mills. A credible rumor is circulating that Mountain Home is about to be acquired by its main competitor, PrairieBelle Foods. Mountain Home and PrairieBelle Foods make almost identical products, and the two headquarters will be combined at the PrairieBelle Foods’ Chicago location. Henry decides

a. this is a good time to buy a new home as the acquisition will improve pay rates for employees.
b. to update his resume’ and become more familiar with the job market for internal auditors.
c. to ask for a promotion to senior internal auditor because the new circumstances will require higher staffing in the internal auditing department.
d. to take a vacation because the upcoming turmoil at the company will be unpleasant.

88. Paula is the vice president for HR of PrairieBelle Foods. It has just acquired Mountain Mills. Paula will oversee considerable layoffs as the company lays off redundant employees. In considering HR planning for the next year, Paula knows to be prepared for

a. an upsurge in applications for jobs from external candidates.
b. a increase in resignations.
c. heightened productivity by survivors.
d. increase in morale of remaining employees.

89. In a merger that is motivated by financial pressures, the HR department must

a. reduce voluntary employee turnover.
b. eliminate employees with overlapping responsibilities.
c. shift a larger proportion of the workforce from regular employment to contingent employment.
d. cap raises and minimize benefits expenditures.

90. A cultural factor that makes a merger or acquisition more likely to be successful is

a. if one organization is has strong internal integration and the other organization is weakly integrated.
b. if both organizations have similar levels of employee trust in management.
c. if both organizations limit employees’ freedom to make decisions about their jobs.
d. a high level of diversity exists in both organizations