人力资源管理双语课后习题及翻译
习题及答案
Chapter 01 Human Resource Management: Gaining a Competitive Advantage Answer Key
True / Fal Questions
1.(p. 5)Companies have historically looked at HRM as a means to contribute to profitability, quality, and other business goals through enhancing and supporting business operations.
FALSE
2.(p. 5)The human resource department is most likely to collaborate with other company functions on outplacement, labor law compliance, testing, and unemployment compensation.
FALSE
3.(p. 6)The three product lines of HR include a) administrative rvices and transactions, B) financial rvices, and c) strategic partners.
FALSE
4.(p. 9)The amount of time that the HRM function devotes to administrative tasks is decreasing, and its roles as a strategic business partner, change agent, and employee advocate are increasing.
TRUE
5.(p. 9)Advances in technology have allowed HR rvices to be offered more on
a lf-rvice basis than in the past.
TRUE
6.(p. 9)HR functions related to areas such as employee development, performance management, and organizational development are outsourced most frequently.
FALSE
7.(p. 11)Evidence-bad HR provides managers with data to make decisions, instead of just relying on intuition.
TRUE
8.(p. 14)Stakeholders of a company are shareholders, the community, customers, employees, and all of the other parties that have an interest in eing that the company succeeds.
TRUE
9.(p. 19)Companies are now more and more interested in using intangible asts and human capital as a way to gain an advantage over competitors.
TRUE
10.(p. 22) A learning organization places the highest emphasis on completion of formal e
mployment training.
FALSE
11.(p. 22)The psychological contract describes what an employee expects to contribute and what the company will provide to the employee in return for the contributions.
TRUE
12.(p. 25)The u of alternative work arrangements, which include independent contractors, on-call workers, temporary workers, and contract company workers, is shrinking.
FALSE
13.(p. 27)To be effective, balanced scorecards must be customized by companies to fit different market situations, products, and competitive environments.
TRUE
14.(p. 27)The balanced scorecard should not be ud to link the company's human resource management activities to the company's business strategy.
FALSE
15.(p. 30)Corporate cultures within companies that successfully implement TQM typically emphasize individualism, hierarchy, accountability, and profits.
FALSE
16.(p. 31)ISO 9000 certification is an integral component of W. Edwards Deming's quality control process.
FALSE
17.(p. 34)The skills and motivation of a company's internal labor force determine the need for training and development practices and the effectiveness of the company's compensation and reward systems.
TRUE
18.(p. 37)Becau the workforce is predicted to become more uniform in terms of age, ethnicity, and racial background, it is likely that one t of values will characterize all employees.
FALSE
19.(p. 39)Cultural diversity can provide a company competitive advantage regarding problem-solving.
TRUE
20.(p. 42)The Sarbanes-Oxley Act of 2002 ts strict rules for corporate behavior and ts heavy fines and prison terms for noncompliance.
TRUE
21.(p. 43)Every business must be prepared to deal with the global economy.
TRUE
22.(p. 48)One of the disadvantages of technology is that it does not allow older workers to postpone retirement.
FALSE
23.(p. 51)E-HRM is more applicable to practices associated with recruiting and training than tho associated with analysis and design work, lection, and compensation and benefits.
FALSE
24.(p. 54)An HR dashboard is a ries of indicators that managers and employees have access to on the company intranet or human resource information system.
TRUE
25.(p. 58)Compensating human resources involves measuring employees' performance.
FALSE
Multiple Choice Questions
26.(p. 4)_____ refers to a company's ability to maintain and gain market share in its industry.
A.Outsourcing
/doc/9213483930.html,petitiveness
C.Self-rvice
D.Empowerment27.(p. 4)_____ refers to the policies, practices, and systems that influence employees' behavior, attitudes, and performance.
