Concepts of genetics. Test bank, chapter 10Full description
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Chapter 8 Test Bank
180. Give two examples of how environmental conditions influence influence the recruitment process. How do these affect a recruiter's actions? 1. Leadin Leading g econom economic ic indica indicator torss 2. Predic Predicted ted versu versuss actu actual al sales sales 3. Empl Employ oyme ment nt stat statis isti tics cs
181. What are the key sections on a job application form and what does the recruiter recruiter understand and gain from the information the applicant has provided? Name and Address sougth, willingness to accept other positions, positions, date available for work, salary or Employment status: position sougth, wages desired, acceptability of part-time/full-time part-time/full-time work schedules. **Helps a recruiter match the applicant’s objective with the ORG’s need. Education & Skills: uncover the job seeker’s abilities. Educational attainment does imply certain abilities and question about specific skills are also used to judge prospective employee. Work History: a recruiter can tell whether the applicant is one who hops from job to job or likely to be a longservice employee. References: previous employment with the ORG means there are records of the applicant’s performance. Important consideration if the job involves sensitive information. Signature Line: allow the employer to check reference. Also applicant affirms that the info provided to be true and accurate and could be hold accountable for falsification of an application.
182. Describe 5 of the most popular methods of recruiting recruiting used by organizations today. today. Walk-ins/ write –ins Employee Referrals Advertising Internet recruiting Professional Search Firms Educational institutions. institutions. 183. Under what conditions is a blind ad an effective recruiting recruiting strategy? Doesn’t identify the employer Secretly advertising for a recruit to replace a current employee.
186. How effective is recruiting recruiting on the Web? Discuss. Discuss. Offers a cost-effective distribution of information to over 100 countries and millions of user and the info is accessible day & night. Specifying the exact qualifications and job skills needed, the time needed to weed out unsuitable job candidates is minimized. This adds to the recruiting process the important attribute of timeliness. Relatively inexpensive.
188. How can the effectiveness of the recruiting function function be evaluated? Cost per Hire Quality of Hires & Cost Offers- Applicatns Ratio
1.
Recruitment Recruitment is defned as the process o
(p. 172)
A.
B. C. D. E.
fnding and attracting capable individuals individuals to apply or employment locating and hiring new employees interviewing and hiring attracting and outsourcing employees systematic layos
188. How can the effectiveness of the recruiting function function be evaluated? Cost per Hire Quality of Hires & Cost Offers- Applicatns Ratio
1.
Recruitment Recruitment is defned as the process o
(p. 172)
A.
B. C. D. E.
fnding and attracting capable individuals individuals to apply or employment locating and hiring new employees interviewing and hiring attracting and outsourcing employees systematic layos
.
!he recruiting process
(p. 172)
".
is completed ater new recruits are trained B. begins when new recruits are sought and ends when their applications are submitted C. begins with #ob analysis and ends when the new employee is hired D. involves identiying candidates rom a pool o applicants E. begins by reviewing the applicants and ends with a #ob oer
$.
Recruiting specialists are %nown as
(p. 172)
". selectors B. employment resource specialists C. recruiter s D. selection specialists E. interviewers
&.
Recruitment can be done only
(p. 172)
".
during business hours B. ater identifcation o #ob openings C. ater applicants have e'pressed an interest D. ollowing the selection process E. i the organi(ation has a proessional human resources department
).
"ter identiying #ob openings* the recruiter then
(p. 172)
". publishes an ad in the employment section o the local newspaper B. hires the best applicant C. reviews #ob analysis inormation D. selects people to be interviewed E. determines what type o interview to conduct
+.
!he %ey to success in recruitment is
(p. 173)
". B. C.
D. E.
getting people to apply or #obs regardless o ft getting a very large number o people to apply getting the right type o applicant getting a lot o applicants at least cost hiring the best person
,.
Recruiting the best candidates today
(p. 174)
A.
B. C. D. E.
can be a means o developing a competitive advantage means increasing uture recruiting and training e'penses is too e'pensive to do most o the time is done usually without trouble or e'pense is illegal under employment e-uity legislation
.
!he easiest positions to fll are
(p. 173)
". B. C. D.
E.
e'ecutive management high tech employees s%illed wor%ers ront/line sta uns%illed labour
0.
Recruiting is becoming more challenging because o all o the ollowing e'cept
(p. 173)
". B. C. D.
E.
aging population sti competition or talent rising compensation costs technological advances rising aspiration levels among new entrants
1. (p. 174175)
2ey recruitment decisions in strategic human resource planning include all the ollowing e'cept ". B. C. D. E.
gaining competitive advantage rom human capital investing resources into recruitment developing the benefts o a diverse wor%orce ocusing on employee development current sales and budget fgures
11. (p. 174)
3hen applicants lac% necessary s%ills and aptitudes to be successul* additional resources must be spent in all o the ollowing areas e'cept ". B. C.
D. E. E.
training and development employee relations practices operations management employee communication systems selection
1.
4iring rom a large* diverse pool o candidates
(p. 174)
". B.
C. D. E.
ma%es the selection choices more di5cult can oer greater 6e'ibility and capabilities is an e'pensive recruiting plan creates a lengthy recruiting process is administratively very di5cult to do
1$.
3hen recruiting rom within* benefts may include all the ollowing e'cept
(p. 175,F ig 5-2)
". B. C. D.
E.
employee amiliari(ation with the organi(ation employee is 7%nown7 to the frm increased wor%orce motivation ac-uisition o s%ills current employees do not possess possible lower recruiting costs
1&.
8nternal recruiting can oer advantages such as
(p. 175, Fig 5-2)
more accurate prediction o the person9s chance o success B. bringing in 7new blood7 C. usually creates a drop in employee morale by those who were passed over or promotion D. new ideas introduced into the organi(ation E. removing undesirable employees A.
1).
E'ternal recruiting oers possible advantages including
(p. 175, Fig 5-2)
A.
B. C. D. E.
the ac-uisition o new s%ills and %nowledge generally lower recruiting costs e'tended training and orientation period an automatic ft between the new employee and the organi(ation increased morale and motivation among current employees
1+.
" signifcant cost o a 7bad hire7 that is di5cult to -uantiy in monetary terms is
(p. 175)
". B.
C. D. E.
total advertising costs number o lost customers or resources recruiter9s travel e'penses time it ta%es to conduct reerence reerence chec%s applicant testing costs
1,.
Constraints on recruiting can include all the ollowing e'cept
(p. 176)
". B. B. C. C. D. E.
organi(ational policies costs inducements recruiter habits access to a large* s%illed applicant pool
1. (p. 176177)
:rgani(ational policies that can act as constraints on recruiting include all the below e'cept ". B. C.
D. E.
compensation policies promote/rom/within policies #ob re-uirements employment status policies international hiring policies
10. (p. 176179)
8nternal actors that constrain the recruiting unction include all the ollowing e'cept ". B. C. D.
E.
human resource plans organi(ational policies costs environmental conditions recruiter habits
. (p. 176)
Recruiters who wish to do the very best they can still may fnd their actions restricted by A.
B. C. D. E.
organi(ational policies a large pool o applicants #ob re-uirements that re-uire ew complicated s%ills top management support a large recruiting budget
1. (p. 177)
3here employment e-uity programs e'ist* their impact on the recruiting unction is ". generally non/e'istent B. there but airly minimal C. important only in that recruiters must be aware o them* though they have no direct impact D. a constraint that must absolutely be ta%en into account E. up to the recruiter
. (p. 178)
Recruiters* li%e all people* tend to develop wor% habits; all o the ollowing are true o such habits e'cept ". they can eliminate time/consuming deliberations that reach the same answers B. they can perpetuate past mista%es C. they can obscure more eective alternatives D. they can have a ma#or impact on management/labour relations E. they oten come rom previous recruitment successes
$.
Environmental conditions that constrain the recruiting unction include
(p. 178)
A.
B. C. D. E.
the unemployment rate organi(ational policies no recruiting competition rom other employers recruiting costs recruiter habits
&. (p. 178)
Because the economic environment can change -uic%ly* recruiters should monitor changing statistics and conditions which include all o the ollowing e'cept ". B. C.
D. E.
employment statistics leading economic indicators cash 6ow want ad inde' predicted sales levels versus actual sales levels
). (p. 179)
8ssuing an instruction to recruiters to 7fnd the best and most e'perienced applicant you can*7 can have all the ollowing problems e'cept ". it can be e'pensive B. i a high degree o e'perience is not actually needed there could be charges o discrimination C. e'perienced people can become bored i the #ob doesn9t really re-uire them D. the defnition o 7most e'perienced7 can be somewhat vague or many #obs E. contravenes human rights legislation
+.
8n one sense the recruiter or an organi(ation can be said to be li%e a
(p. 179)
". B. C. D. E.
trainer mar%eter operations manager systems analyst fnancial o5cer
,.
8n many cases one o the %ey #obs o the recruiter is
(p. 179)
A.
B. C. D. E.
to sell the company to eligible recruits to learn about eligible applicants and ma%e the #obs ft them to encourage all applicants to apply regardless o eligibility to guarantee employment or good applicants to develop #ob standards based upon the applicant pool
.
!o compete or good people recruiters are oten re-uired to oer inducements to (p. 179- potential recruits* such inducements could include all the ollowing e'cept 180) ". B. C. D. E.
8n preparing a resume* all the ollowing are airly important e'cept
(p. 181182)
". B. C. D.
E.
grammar and synta' using specifc words personal goals previous addresses education
$.
"dvantages o a ormal #ob application orm can include all the ollowing e'cept
(p. 181183)
". inormation is directly comparable between applicants B. it is a sample o the applicants own wor% unli%e a proessionally prepared r
$1.
=ob application orms can as% or the ollowing inormation e'cept
(p. 182183)
". B.
name home address
C.
age
D. E.
personal phone number past or current employment status
$. (p. 182)
" human resource department has a legitimate reason or as%ing or the ollowing on a #ob application ". B.
C. D. E.
place o birth address religion national origin marital status
$$.
:ne advantage o the signature line on a #ob application orm is
(p. 183)
A.
B. C. D. E.
it provides permission rom the applicant or the employer to veriy inormation verifcation that the applicant %nows how to read the application orm allows the applicant the opportunity to change inormation at a later date ma%es the application orm 7loo% proessional7 to e'ternal applicants re-uired under various provincial human rights acts
$&.
Recruitment methods can include all the ollowing e'cept
"dvantages o employee reerrals as a orm o recruiting may include all the ollowing e'cept ". current employees may %now others with similar s%ills B. new recruits will li%ely %now something about the organi(ation C. people tend to reer riends who oten have similar habits and attitudes D. such recruits oten tend to wor% hard in order to not let down the one who reerred them E. usually increases employee diversity
$+.
" possible disadvantage o employee/reerred candidates is
(p. 184)
new candidates tend to re6ect the demographic eatures o the current wor%orce B. candidates reerred by current employees oten tend to wor% too hard to prove themselves C. employee/reerred applicants9 %nowledge o the organi(ation is usually uno5cial D. good employees tend to reer other good people E. reerred applicants may come with the re-uired s%ill sets A.
$,.
Concentrating on employee reerrals as a orm o recruiting
(p. 184)
A.
B. C. D. E.
can lead to charges o direct or systemic discrimination can be a costly recruiting method will bring in employees that li%ely have dierent wor% habits to current employees can and generally does substantially increase wor%place diversity generally provides a very poor -uality o applicant
$.
3ant ads generally do all the ollowing e'cept
(p. 185186)
". B. C. D. E.
describe the #ob identiy the employer give inormation on how to apply indicate re-uired s%ills and abilities state the preerred se' o applicants
$0. (p. 185)
"lthough among the most common o recruiting methods want ads can have drawbac%s such as ".
they tend not to attract many applications B. they lac% a certain secrecy that may be re-uired on occasion C. they can be relatively less e'pensive than other methods D. they involve using print media E. they can give a air amount o detail i desired
&.
" blind ad is
(p. 185)
".
one that a candidate must re-uest rom the employer B. a want ad without employer identity C. an ad that only announces an available #ob but gives no inormation whatsoever D. an ad that is not placed directly in the classifed employment section o a newspaper E. an ad that has not been written by the human resource department
&1.
:ne advantage o blind ads includes
(p. 185)
". less internal >to the organi(ation? confdentiality B. encouraging applications rom people who who want to wor% or that organi(ation C. reduction o telephone in-uires D. good >and ree? organi(ational public relations E. that they always attract only the best applicants
&.
@enerally* blind ads receive inormation rom applicants via
(p. 185)
". B.
!elephone or a' 8nternet or corporate email address C. " post o5ce bo' or non/corporate email D. Direct mail to the organi(ation9s organi(ation9s human resource department E. 8n person delivery
&$.
AAAAAAAAAAAAAAAAAAAA has ta%en o in numerous ways. 8n act most organi(ations (p. 187) have a Careers section on their corporate AAAAAAAAAA. ". B.
C. D. E.
!elevision recruiting; websites 8nternet recruiting; websites rint advertising; newsletters 8nternet recruiting; intranet sites ultimedia recruiting; social media sites
&&.
!ransit advertising involves
(p. 185)
". B. C.
D. E.
want ads or bus and commuter train drivers ads placed in transit camps ads placed in buses* trains* and subways ads placed on surveyors9 e-uipment ads that are displayed or less than a wee%
&). (p. 190)
"mong the undamental ob#ectives o 4uman Resources and %ills Development Canada is wor%ing to improve the standard o living and the -uality o lie or all Canadians B. directly enorcing employment e-uity legislation C. permitting wor%ers to fnd wor% in the own communities regardless o cost D. enorcing a sae* stable* air* and productive wor% environment or all Canadians E. promoting international labour legislation A.
&+. (p. 190)
4RDC oers a variety o programs or both employers and prospective employees that include all o the ollowing e'cept ". B. C. D.
E.
income security social development s%ills employment wor%ers compensation post secondary school loans and grants
&,.
:ne very eective and virtually no/cost recruitment source or employers is
(p. 190)
". B. C.
D. E.
newspaper advertising wal%/ins 4RDC inormation and data bases private employment agencies #ob airs
&.
!he =ob Ban% is an e'ample o a>n?
(p. 190)
4RDC program B. private internet site C. private employment agency D. government program run by : >inistry o isheries and :ceans? to help "tlantic fshermen E. program that the ederal government posts available public service #obs A.
&0.
rivate employment agencies >usually?
(p. 191)
".
hire permanent employees or organi(ations B. advertise or and provide to an employer* a stream o applicants C. cash ederal employment insurance che-ues at a discount or people D. gather and screen applicants or themselves E. are another name or human resource departments in private organi(ations
).
!he biggest dierence>s? between a private employment agency and a (p. 191- proessional search frm is 192) A.
B. C. D. E.
that proessional search frms tend to be more speciali(ed that search frms tend to see% out non/specifc uns%illed recruits that proessional search frms do not charge the employerFclient a ee or service that private employment agencies are ederally licensed proessional search frms do not recruit rom among the employees o other frms
)1. (p. 192)
Retainer search frms tend to be more popular with corporate human resource managers than do contingency search frms mainly because ". B.
retainer search frms are always less e'pensive retainer search frms tend to be more aggressive C. contingency search frms can be tempted to fll a position at any cost* regardless o ft D. retainer search frms are more prevalent in most urban areas E. contingency search frms are always two to three times more e'pensive than retainer frms
). (p. 192)
ome observers believe that the growing popularity o proessional search frms is due to all the below e'cept ". search frms can be more ob#ective B. there is a lower cost per recruit C. there is an overall higher success rate in recruiting the right person D. there is a higher cost per recruit E. they ree up time or the human resource department in the hiring organi(ation
)$. (p. 192)
Research into campus recruiting has indicated that all the ollowing aspects o recruiters are important to students e'cept ". B. C.
being well inormed being honest being s%illed at their #ob D. only playing up the strengths o their organi(ation* even i e'aggeration E. respecting the interviewee
)&.
roblem>s? with campus recruiting include all the ollowing e'cept
(p. 192)
". wasted time interviewing un-ualifed applicants B. di5culties in assessing candidates with little or no relevant e'perience C. applicants who give standardi(ed answers to interview -uestions D. candidates with limited wor% history E. dealing with overly enthusiastic young people
)).
!he ollowing are all reasons that proessional associations can be a valuable (p. 191) source or recruiters e'cept that many such associations regard recruiting as an activity that is beneath them B. that members o proessional associations tend to be more inormed about developments in their feld C. that some associations have publications that accept classifed advertisements D. that it assists recruiters to hone in on specifc specialties* particularly in hard/ to/fll technical areas E. that it may lead recruiters to higher/-uality applicants A.
)+.
ources or fnding potential recruits can include all o the ollowing e'cept
(p. 192195)
". B. C. D.
E.
labour organi(ations the 8nternet departing employees current internal employees at the same level educational institutions
),.
8n the personnelFhuman resource proession the term 7buy/bac%7 reers to
(p. 195)
". ta%ing bac% pension benefts or cash B. allowing an employee to purchase their company car at the end o its lease C. convincing an employee who plans to resign to stay on by oering an increased wage or salary D. buying bac% the contracts o leased wor%ers beore the contract term has run out E. buying a retiring employees company stoc% options
). (p. 195)
"mong possible outcome>s? with oering a buy/bac% to a departing employee is that ". overall employee morale generally rises within the organi(ation B. other employees may e'pect similar raises C. it is illegal in most provinces D. it can result in the employee doing less E. it is considered a orm o personal harassment in many provinces
)0. (p. 187)
:ne o the newest and increasingly popular tools or both #ob see%ers and recruiters is ". B.
C. D. E.
television the 8nternet #ob airs video advertising word/o/mouth
+. (p. 196197)
"pplicant trac%ing systems* direct mail solicitations* and leased wor%ers are considered AAAAAAAAAA recruitment methods A.
roducing a good system or trac%ing AAAAAAAAAAAAAAAAAAAA saves time and eort (p. 199) down the road and can have a substantial impact on the organi(ation9s AAAAAAAAAAAAAAAAAAAA. ". B. C.
D. E.
recruitment -uality; employee moral retention success; bottom line recruitment success; bottom line retention success; employee moral recruitment success; retention success
+. (p. 198)
"ccording to the te't boo%* the choice o recruiting method can be assisted by answering a list o how many -uestionsG ". B.
our i '
C. D. E. +). (p. 198)
Eight Hine !en
3ith all o the options available or sourcing potential applicants* how does a recruiter choose which method>s? to useG ". !hey choose the most cost eective method B. !hey loo% or similar styles used in the past that can be applied to this recruitment need C. !hey answer a list o -uestions that will guide them to the best methods possible D. !hey will ollow what sources are the most trendy at that time E. !hey are given direction by their director or manager
++.
:nce set* the recruiting unction in an organi(ation should
(p. 199)
be evaluated on an on/going basis B. be allowed to operate without constant evaluation C. be evaluated only when problems appear D. be evaluated no more than every two to three years in order not to conuse applicants E. never be specifcally evaluated or reasons o employee morale A.
+,. (p. 199200)
ome popular measures o the eectiveness o the recruiting unction include the ollowing e'cept ". B. C.
D. E.
cost per hire -uality o hires compared to costs and methods -uality o #ob descriptions and standards oers to applicants ratio time ta%en to fll a position Difculty: Mediu !e"#$i$g %&'ectie: 05-05 !it *ey e"u#e +# e"lu"ti$g te eectie$e + te #ec#uite$t +u$cti$. /ci$d - "pte# 05 67