人力资源第五章

Chapter5:PersonnelPlanningandRecruiting

MultipleChoice

1.istheprocessofdecidingwhatpositionsthefirmwillhavetofill.

a.Recruitment

b.Selection

c.Personnelplanning

d.Interviewing

e.noneoftheabove

(c;easy;p.183)

2.Janemustdecidewhatpositionsthefirmshouldfillinthenextsixmonths.WhatactivityisJaneworkingon?

a.recruitment

b.selection

c.personnelplanning

d.interviewing

e.noneoftheabove

(c;easy;p.183)

3.Whenacompanydecidesonhowtofilltopexecutivepositions,theprocessiscalled.

a.employmentplanning

b.successionplanning

c.selection

d.interviewing

e.testing

(b;moderate;p.183)

4.Whenplanningforemploymentrequirements,whatmustbeforecasted?

a.personnelneeds

b.supplyofinsidecandidates

c.supplyofoutsidecandidates

d.alloftheabove

e.noneoftheabove

(d;easy;p.167)

5.Whichtermbelowmeansstudyingvariationsinafirm’semploymentlevelsovertime?

a.ratioanalysis

b.trendanalysis

c.graphicalanalysis

d.computeranalysis

e.alloftheabove

(b;easy;p.167)

6.Trendanalysisislimitedinitsusefulness,because.

a.itconsiderstimebutnototherchangessuchasproductivity

b.itconsiderstoomanypossibleinfluences

c.itonlyprovidesaninitialestimate

d.itassumesconstantincreasesinproductivity

e.alloftheabove

(a;difficult;p.167)

7.Theprocessofmakingforecastsbasedontherationbetweensomecausalfactorlikesalesvolumeandthenumberofemployeesrequirediscalled.

a.ratioanalysis

b.trendanalysis

c.graphicalanalysis

d.computeranalysis

e.alloftheabove

(a;easy;p.168)

8.Supposeasalespersontraditionallygenerates$500,000insalesandthecompanywishestoincreasesalesby$4milliondollarsperyear.Usingratioanalysis,howmanynewsalespeoplearerequired?

a.4

b.5

c.6

d.7

e.8

(e;difficult;p.168)

9.Ashowsgraphicallyhowtwovariablesarerelated.

a.trendanalysis

b.ratioanalysis

c.scatterplot

d.productivitychart

e.correlationanalysis

(c;easy;p.168)

10.Whattypeofdataisneededtousecomputerizedforecastsforestimatingfuturepersonnelrequirements?

a.laborhoursrequiredtoproduceoneunitofproduct

b.minimumsalesprojection

c.maximumsalesprojection

d.probablesalesprojection

e.alloftheabove

(e;moderate;p.169)

11.containdataonemployees’performancerecords,educationalbackground,andpromotionrecommendations.

a.Computerizedinformationsystems

b.Replacementcharts

c.Qualificationsinventories

d.Trendrecords

e.Personnelfiles

(c;moderate;p.170)

12.Whenmanagersneedtodeterminewhichemployeesareavailableforpromotionortransfer,theywilluse.

a.computerizedinformationsystems

b.replacementcharts

c.qualificationsinventories

d.trendrecords

e.personnelfiles

(c;moderate;p.170)

13.Qualificationsinventoriescanbetrackedandmaintainedbyusing.

a.personnelinventories

b.replacementcharts

c.positionreplacementcards

puterizedinformationsystems

e.alloftheabove

(e;moderate;p.170)

14.Whichtoolbelowcanbeusedindatabasestoprotecttheinformation?

a.passwords

b.encryption

c.accessmatrices

d.workexperiencecodes

ranets

(c;moderate;p.171)

15.Recruitingisnecessaryto.

a.forecastthesupplyofoutsidecandidates

b.developanapplicantpool

c.determinewhethertouseinsideoroutsidecandidates

d.developqualificationsinventories

e.alloftheabove

(b;moderate;p.172)

16.

Whichofthefollowingisnotareasontorecruitthroughacentraloffice?

a.reductionofduplicationofefforts

b.sharedexpenses

c.developmentandavailabilityofrecruitmentexperts

d.autonomousdivisions

e.synergisticrecruitingopportunities

(d;moderate;p.174)

17.Whyarelargeapplicantpoolsconsidereddesirable?

a.allowthefirmthechancetobemoreselective

b.increasecostsinvolvedinscreeningapplicants

c.extendtimerequiredtofillvacantpositions

d.costsofprocessingapplicantsoutweighsbenefitsofselectivity

videanopportunitytouseprescreeningcomputersoftware

(a;difficult;p.176)

18.Whichofthefollowingmethodscanbeusedtoassessqualityofapplicants?

a.worksampletests

b.structuredinterviews

c.gradepointaverage

d.jobknowledgetests

e.alloftheabove

(e;easy;p.175)

19.Whichmethodlistedbelowhasthehighestlevelofvalidityforpredictingjobperformance?

a.worksampletests

b.biographicaldata

c.gradepointaverage

d.SATscores

e.ratingsoftrainingandexperience

(a;difficult;p.175)

20.Acanbeusedtocalculatethenumberofapplicantsnecessarytoresultinhiringtherequirednumberofnewemployees.

a.trendanalysis

b.ratioanalysis

c.recruitingyieldpyramid

puterinformationsystem

e.logfunction

(c;moderate;p.176)

21.

Whatisarecruitingyieldpyramidusedfor?

a.tocalculatethenumberofapplicantsnecessarytoresultinhiringtherequirednumberofnewemployees

b.todecidewhatpositionsthefirmwillhavetofill

c.tostudyvariationsinafirm’semploymentlevelsovertime

d.toforecastthenumberofnewemployeesnecessarytogenerateapredeterminedlevelofproductivity

e.todeterminewhichemployeesmightbequalifiedforprojectedopenings

(a;moderate;p.176)

22.Whichofthefollowingisadisadvantageofusinginternalsourcesofcandidatestofillvacantpositions?

a.knowledgeofcandidates’strengthsandweaknesses

b.potentialtoupsetorloseemployeeswhoaren’tpromoted

c.accurateviewofskillsets

d.highcommitmenttothecompany

e.reducedtrainingandorientationrequired

(b;easy;p.177)

23.Jobpostingreferstoallofthefollowingexcept.

a.publicizingtheopenjobtoemployees

b.listingthejob’sattributes

c.listingthejob’spayrate

d.listingthejob’srequiredqualifications

e.listingthenumberofdesiredapplicants

(e;easy;p.177)

24.Thefirststepinsuccessionplanningisto.

a.createanapplicantpool

b.assesscandidates

c.identifyandanalyzekeyjobs

d.selectwhowillfillkeypositions

e.analyzethestrengthsofcurrentemployees

(c;moderate;p.177)

25.Thesecondstepinsuccessionplanningisto.

a.createanapplicantpoolandassesscandidates

b.calculatetheyieldpyramid

c.identifyandanalyzekeyjobs

d.selectwhowillfillkeypositions

e.analyzethestrengthsofcurrentemployees

(b;moderate;p.177)

26.

Thethirdstepinsuccessionplanningisto.

a.createanapplicantpool

b.assesscandidates

c.identifyandanalyzekeyjobs

d.selectwhowillfillkeypositions

e.analyzethestrengthsofcurrentemployees

(d;moderate;p.177)

27.Howcanhighpotentialemployeesbedevelopedforfuturepositions?

ernaltraining

b.cross-functionalexperience

c.jobrotation

d.externaltraining

e.alloftheabove

(e;moderate;p.177)

28.Whichofthefollowingmethodsisnotusedtorecruitoutsidecandidates?

a.advertising

b.jobpostings

c.employmentagencies

d.executiverecruiters

e.allareusedtorecruitoutsidecandidates

(b;difficult;p.178)

29.Theeffectivenessofadvertisingforrecruitingqualifiedapplicantsdependsupon.

plementaryrecruitingmethods

b.graphicalappeal

c.adconstruction

d.corporateimage

e.unemploymentrate

(c;moderate;p.182)

30.Whenconstructingthead,itisimportanttoconsiderhowtobest.

a.attractattentiontothead

b.developinterestinthejob

c.createdesireforthejob

mptaction

e.alloftheabove

(e;easy;p.182)

31.

TheIinAIDAstandsfor.

erest

b.instructions

ernalcandidates

rospection

e.identification

(a;easy;p.182)

32.TheDinAIDAstandsfor.

a.developmentofthead

b.detailedjobqualifications

c.desirefortheposition

d.defensiverecruitmentstrategies

e.dominantworkqualifications

(c;moderate;p.182)

33.Whichofthefollowingstatementsfromahypotheticaljobadvertisementisintendedtodevelopinterestinajob?

a.“You’llthriveonchallengingwork.”

b.“Idealcandidateswillpossessafour-yeardegreewithanemphasisinmanagement.”

c.“Scheduleflexibilityandfamiliaritywithvarioussoftwareapplicationsrequired.”

d.“Responsibilitiesincludeeventplanningandrelationshipmanagement.”

e.alloftheabove

(a;moderate;p.182)

34.Whichofthefollowingstateshasitsownpublic,state-runemploymentserviceagency?

a.NorthCarolina

b.NewYork

c.California

d.Wisconsin

e.alloftheabove

(e;easy;p.183)

35.TheU.S.DepartmentofLaboroperatesanationwidecomputerizedjobbankcalled.

a.M

b.CareerBuilder

c.TheNationalJobBank

d.Smartforce

e.noneoftheabove

(c;moderate;p.183)

36.Counselorsinstate-runemploymentagenciesconductallofthefollowingactivitiesexcept.

a.reviewtheemployer’sjobrequirements

b.filljobs

c.visitemployerworksites

d.writejobdescriptions

e.counselorsperformalloftheseactivities

(e;moderate;p.183)

37.State-runemploymentagenciesprovidetoemployers.

a.recruitmentservices

b.taxcreditinformation

c.trainingprograms

d.reviewemployerjobrequirements

e.alloftheabove

(e;moderate;p.184)

38.Whoistypicallyresponsibleforpayingthefeeschargedbyprivateemploymentagencieswhentheyplacequalifiedindividualsinjobs?

a.U.S.DepartmentofLabor

b.theemployer

c.theemployee

d.thestateemploymentcommission

e.therearenofees

(b;easy;p.184)

39.Whichofthefollowingisnotanadvantageofusingaprivateemploymentagency?

a.Itmaybefasterthanin-houserecruiting.

b.Itdoesnotrequireinternalrecruitmentspecialists.

c.Screeningmaynotbeasthorough.

d.Itmaybebetterforattractingminoritycandidates.

e.Itismorecomfortablewhenapproachingcandidatesfromcompetitors.

(c;moderate;p.184)

40.Whichofthefollowingisnotanothertermforcontingentworkers?

a.part-time

b.just-in-time

c.collateral

d.temporary

e.allaretermsforcontingentworkers

(c;difficult;p.185)

41.

Contingentworkersareusedinoccupations.

a.clerical

b.engineering

c.medical

d.managementsupport

e.alloftheabove

(e;moderate;p.185)

42.Jackieworksasanurseontemporaryassignmentforhospitalsthroughouttheregiononanas-neededbasis.Jackieis.

a.acontingentworker

b.onjobrotation

c.usingjobenlargement

d.alloftheabove

e.noneoftheabove

(a;easy;p.185)

43.Allofthefollowingaredisadvantagesofusingcontingentworkersexcept

a.higherproductivity

b.increasedcostcomparedtopermanentworkers

c.lowercommitmenttocompany

d.potentialforlegalrisks

e.tendencytotreatcontingentworkersdifferentlyfrompermanentworkers

(a;moderate;p.185)

44.arespecialemploymentagenciesretainedbyemployerstoseekouttopmanagementtalentfortheirclients.

a.State-runemploymentagencies

b.Privateemploymentagencies

c.Temporaryagencies

d.Executiverecruiters

e.Jobbanks

(d;easy;p.188)

45.Executiverecruitersarealsocalled.

a.headhunters

b.staffers

c.alternativestaffingcompanies

d.contracttechnicalrecruiters

e.alloftheabove

(a;moderate;p.188)

46.

Recruitingservicesthatprovideshort-termspecializedrecruitingtosupportspecificprojectswithouttheexpenseofretainingtraditionalsearchfirmsarecalled.

a.retainedexecutivesearches

b.contingent-basedsearches

c.ondemand

d.justintime

e.adhocservices

(c;moderate;p.190)

47.Whatisthetypicalcompensationstructureforondemandrecruitingservices?

a.hourlyrate

b.30%ofeachhire’ssalary

c.percentagefee

mission

e.menuoffeesbasedonspecificservices

(a;difficult;p.190)

48.Whatpercentageofanewhire’ssalarydotraditionalfirmstypicallychargeforrecruitmentservices?

a.1%

b.5%

c.10%

d.30%

e.50%

(d;moderate;p.190)

49.Whichofthefollowingisadisadvantageofusinganexecutiverecruiter?

a.manycontactsinfield

b.adeptatcontactingcandidateswhoarenotonthejobmarket

c.unfamiliarwithcompanyperceptionsofidealcandidate

d.abilitytokeepidentityoffirmconfidential

e.screeningofmanyapplicants

(c;moderate;p.188)

50.PamlicoRiverProductionsisseekingatop-levelexecutivetoserveinitsfinancedivision.Qualifiedcandidatescanbedifficulttofindbecausethereismoredemandthansupply.PamlicoRiverProductionsshouldconsiderusinga(n)forrecruitment.

a.state-runemploymentagency

b.executiverecruiter

c.temporaryagency

ernet-basedjobsite

e.anyoftheabove

(b;moderate;p.188)

51.Asmallbiotechfirmisseekingseveralemployeeswithexperienceinpharmaceuticalsandadvanceddegreesinlifesciences.Thefirmisasmalloneandcannotaffordtopayatraditionalrecruitingfirmtheexpectedfeeof30%ofsalaryperhire.Thisfirmshouldconsiderusinga(n).

a.ondemandrecruitingservice

b.state-runemploymentagency

c.temporaryagency

ernet-basedjobsite

e.retainedexecutivesearchfirm

(a;moderate;p.190)

52.KPGIndustrieshashiredanexecutiverecruitertorecruitqualifiedapplicantsforitsChiefFinancialOfficerposition.Thepositionpaysasalaryof$175,000andKPGhasagreedtopaythefeewhetherthepersonhiredisfoundviatheexecutiverecruiterorthroughsomeothermethod.KPGisusinga(n).

a.ondemandrecruitingservice

b.retainedexecutivesearchservice

c.contingency-basedrecruiter

d.temporaryagency

e.NationalJobBank

(b;moderate;p.188)

53.Whichofthefollowingisanadvantageofcollegerecruiting?

a.accesstoasourceofmanagementtrainees

b.schedulesforrecruitmentvisitssetfaraheadoftime

c.accesstocandidateswhoarenotlookingforjobs

d.abilitytokeepidentityofcompanyconfidential

e.alloftheabove

(a;moderate;p.190)

54.Collegerecruiterstypicallyseekto.

a.determinewhetheracandidateisworthyoffurtherconsideration

b.filltheposition

c.cutcostsforthefirmbyreducingtheneedtoforon-siteinterviews

d.developapoolofapplicantsforfuturescreening

e.alloftheabove

(a;difficult;p.190)

55.

Besidesdeterminingwhetheracandidateisworthfurtherconsideration,collegerecruitersalsoseekto.

a.filltheposition

b.cutcostsforthefirmbyreducingtheneedtoforon-siteinterviews

c.developapoolofapplicantsforfuturescreening

d.attractgoodcandidates

e.alloftheabove

(d;moderate;p.190)

56.Whenitcomestooncampusrecruiting,whichoftheitemslistedbelowisrecommendedfor“selling”theemployertotheinterviewee?

rmalattitude

b.attractiverecruiters

c.emphasisonthejoblocation

d.wellwrittenjobdescriptions

e.alloftheabove

(a;difficult;p.190)

57.SB&AConsultingplanstodosomecollegerecruitingtofillentry-levelmanagementpositionsthisyear.Inchoosingthecollegestovisit,itshouldconsider.

a.schoollocation

b.schoolreputation

c.costtoattendschool

d.sizeofschool

e.alloftheabove

(b;difficult;p.190)

58.Oneofthebiggestchallengesfacingsingleparentsinthejobmarketis.

a.gettingaccesstotheInternettosearchjobsites

b.balancingworkandfamilylife

c.gettingasufficientsalary

d.findingpermanentjobpositions

e.minimizingthecommutetowork

(b;moderate;p.194)

59.ThefastestgrowinglaborforcesegmentintheUnitedStatesoverthenextfewyearswillbethosefromyearsold.

a.16-22

b.23-29

c.30-44

d.45-64

e.65+

(d;moderate;p.195)

60.Peopleaged25to34willinthenextfewyears.

a.increase

b.decrease

c.remainthesame

d.exceedthoseinthe45-64agegroup

e.exceedthoseinthe18-24agegroup

(b;moderate;p.195)

61.Whichofthefollowingisamainmotivatorforemployeesover65?

a.gettingaraise

b.gettingapromotion

c.scheduleflexibility

d.workinginasupportiveenvironment

e.alloftheabove

(c;moderate;p.195)

62.Allofthefollowingarecharacteristicsofolderemployeesexcept.

a.lowerabsenteeism

b.higherreliability

c.higherabsenteeism

d.betterworkhabits

e.desireforflexibility

(c;difficult;p.195)

63.SmithIndustrieshassetagoalofrecruitingminorityapplicants.WhichmethodlistedbelowislikelytobetheleastsuccessfulforSmithIndustries?

a.employeereferralcampaigns

b.specializedjobsearchWebsites

c.specializedrecruiters

d.executiverecruiters

e.allarelikelytobesuccessful

(d;difficult;p.196)

64.TheFederalPersonalResponsibilityandWelfareReconciliationActof1996promptedmanyemployersto.

a.hiremoreminorityworkers

b.implementwelfare-to-workprograms

c.offerflexiblebenefitplans

d.advertisetrainingprograms

e.alloftheabove

(b;moderate;p.197)

65.

Onceafirmhasapoolofapplicants,thefirststepinpre-screeningisthe.

a.in-personinterview

b.on-sitevisit

c.applicationform

d.telephoneinterview

e.recommendationfromrecruiters

(c;moderate;p.197)

66.Whichofthefollowingisnotatypeofinformationthatshouldbeprovidedbyapplicationforms?

cation

b.experience

c.workstability

d.applicant’sage

e.previousprogressandgrowth

(d;difficult;p.198)

67.Whichofthefollowingcouldbeperceivedasdiscriminatorywhenaskedonanemploymentapplicationform?

a.housingstatus

b.membershipsinorganizations

c.maritalstatus

d.arrestrecord

e.alloftheabove

(e;moderate;p.198)

68.Whenrequestinginformationfromapplicantsonanin-caseofemergencycontactperson,employerscanaskallofthefollowingexcept.

ofcontact

b.addressofcontact

c.relationshiptoapplicant

d.telephonenumberofcontact

e.alloftheaboveshouldberequested

(c;difficult;p.198)

69.Whenanemployeesignshisorheremploymentapplication,heorsheiscertifyingthat.

a.falsifiedstatementsmaybecausefordismissal

b.credithistorymaybechecked

c.employmenthistorymaybeverified

d.medicalexaminationsmayberequired

e.alloftheabove

(e;easy;p.198)

70.

Mandatoryalternativedisputeresolutionagreementsrequire.

a.disgruntledemployeestocontactthelocalEEOCofficepriortofilingformalcomplaints

b.applicantstoagreetoarbitratecertainlegaldisputesrelatedtoemploymentordismissal

c.applicantstotakeunpaidleavesofabsenceduringemploymentdisputes

d.employeestomeetwithhumanresourcesofficialspriortosubmittingaresignation

e.applicantsagreenottodisputedecisionsofthecompanyregardingtheiremployment

(b;difficult;p.200;AACSB:analyticalskills)

True/False

71.Employmentplanningshouldbeanintegralpartofafirm’sstrategicandHRplanningprocess.(T;easy;p.166)

72.Personnelplanningrarelyutilizestechniqueslikeratioanalysisortrendanalysistoestimatestaffingneeds.(F;moderate;p.167)

73.Whenitreferstofillingjobslikethatofamaintenanceclerk,personnelplanningiscalledsuccessionplanning.(F;easy;p.166)

74.Trendanalysisassumestheproductivityincreasesovertime.(F;difficult;p.167)

75.Theassumptionsharedbybothtrendanalysisandratioanalysisisthatproductivityremainsaboutthesamefromyeartoyear.(T;moderate;p.168)

76.Accessmatricesareusedtodefinetherightsofuserstovariouskindsofaccessforeachelementinadatabase.(T;moderate;p.171)

77.Thelowertherateofunemployment,theeasieritistorecruitpersonnel.(F;moderate;p.171)

78.TheHRmanagerwhorecruitsforavacantjobistypicallytheonewhoisresponsibleforsupervisingtheperformanceofthatposition.(F;difficult;p.171)

79.Effectiverecruitingresultsinalargenumberofapplicants.(F;difficult;p.172)

80.Generalmentalabilitytestsshowhighervalidityforpredictingjobperformancethantestsofindividuals’levelofconscientiousness.(T;moderate;p.175)

81.Rehiringformeremployeescouldsignalcurrentemployeesthatthebestwaytogetaheadistoleavethecompany.(T;moderate;p.177)

82.ThebestmediumforadvertisingvacantpositionsistheInternet.(F;difficult;p.178)

83.Localnewspapersarethebestsourceforblue-collarhelpandclericalemployees.(T;easy;p.182)

84.Everystatehasapublic,state-runemploymentserviceagency.(T;moderate;p.183)

85.TheU.S.DepartmentofLabormaintainsanationwidecomputerizedjobbankcalledtheNationalJobBank.(T;easy;p.183)

86.Contingentworkersareprimarilyclericalpositionsfilledwithtemps.(F;difficult;p.185)

87.Somefirmsusecontingentworkersasshort-termchieffinancialofficers.(T;moderate;p.185)

88.Contingentworkersarepaidlessthancomparablepermanentworkers.(F;difficult;p.185)

89.Retainedexecutiverecruitersarepaidwhetherornottheyeventuallyfilltheclient’svacantposition.(T;easy;p.188)

90.Contingency-basedrecruitersfocusontopmanagementjobsearcheswithsalariesinthe$150,000+range.(F;moderate;p.188)

91.Thetypicalpercentagefeechargedbytraditionalrecruitingfirmsforanexecutivesearchis10%ofthenewhire’ssalary.(F;moderate;p.188)

92.Singlemotherspreferaworkenvironmenttheyperceiveassupportiveoftheirchallengetobalanceworkandfamilyrequirements.(T;easy;p.194)

93.People’soccupationalneedsandpreferenceschangeastheygrowolder.(T;easy;p.195)

94.Olderworkersusuallyhavehigherabsenteeismratescomparedtoyoungerworkersduetoillness.(F;difficult;p.195)

95.Aquestiononanemploymentapplicationformthatrequeststhedatesofattendanceandgraduationfromvariousschoolsmaybeillegalasitcouldreflectanapplicant’sage.(T;difficult;p.198)

96.TheEEOCisgenerallyopposedtotheuseofmandatoryalternativedisputeresolutionagreementswhicharerequiredbymanyemployers.(T;moderate;p.200)

97.TheU.S.SupremeCourthasupheldtheuseofmandatoryarbitrationagreementsbutindividualagreementscanbestruckdownbythecourtsdependingupontheirmerits.(T;difficult;p.200)

98.Foramandatoryalternativedisputeresolutionagreementtobebinding,itsimplyneedstobeaclauseintheemploymentapplication.(F;moderate;p.200)

99.Firmscanpredictjobperformanceofapplicantsbymodelingtherelationshipbetweensuccessonthejobandresponsesontheapplicationform.(T;difficult;p.200)

100.Whenfirmsusetheinformationonjobapplicationformsasapredictorofjobperformance,theyareallowedtorequestmoreinformation(suchasageandtendencytoattendreligiousservices)onapplicationforms.(F;moderate;p.200)

Essay/ShortAnswer

101.Whataretheadvantagesanddisadvantagesofcentralizingtherecruitmentfunction?(moderate;p.174)

Answer:Centralizingmakesiteasiertoapplythecompany’sstrategicprioritiescompany-wide.Itreducesduplicationandmakesiteasiertospreadcostsovermoredepartments.Itisadisadvantagetousecentralizedrecruitingwhenthedivisionsareautonomousorwhenrecruitmentneedsarevaried.

102.Explainwhygeneratinglargeapplicantpoolsisnotalwaysdesirableforafirm.Whatimplicationsexistforrecruitmentmethods?(difficult;p.174)

Anemployerseekstoattractqualifiedapplicantsratherthanunqualifiedapplicants.Somerecruitmentmethodsresultinlargepoolsbuttheapplicantsareunqualified.Largerpoolsraisecostsofcorrespondenceandscreening.Italsoextendsthetimenecessarytofillvacantpositionsbecauseoftheadditionaltimenecessarytosortthroughthelargepoolofapplicants.Theimplicationisthatmanagersshouldevaluatedifferentrecruitmentmethodstodeterminewhichonesworkbestforthefirm.Thesemethodsshouldbeevaluatedintermsofthenumberofapplicantsproducedandthequalityofapplicants.

103.Whyarecurrentemployeesoftenthebestsourceofcandidatesforvacantpositions?(moderate;p.176)

Answer:Usinginternalsourcesofcandidatesmeansthatthefirmisalreadyawareofthecandidates’strengthsandweaknesses.Insidecandidatesmayalsobemorecommittedtothecompany.Moralemayriseifemployeesseeotherspromotedasrewardsforloyaltyandcompetence.Insidecandidatesmayalsorequirelessorientationandtrainingthanoutsiders.

104.Whataretheprosandconsassociatedwithusingpublic,state-runemploymentagencies?(moderate;p.183)

Answer:Applicantsforunemploymentinsurancemustregisterandmakethemselvesavailableforinterviews.Someoftheseapplicantsmaynotbeinterestedinfindingnewemployment.Agencycounselorswillvisitanemployer’sworksite,reviewemployer’sjobrequirements,andevenassisttheemployerinwritingjobdescriptions.

105.

Whydoemployersturntoprivateemploymentagenciesforassistanceinrecruiting?Provideatleastfourreasonsfortheuseofsuchemploymentagencies.(moderate;p.184)

Answer:Therearesixkeyreasonsforusinganemploymentagency.Thefirmdoesnothavetohaveinternalhumanresourcespecialistsforrecruitingandscreening.Thefirmmayhavehaddifficultiesinthepastrecruitingaqualifiedpoolofapplicants.Thefirmmayneedthepositionfilledveryquickly.Thereisaperceivedneedtorecruitmoreminorityandfemaleapplicants.Whenthebestcandidatesareemployedelsewhere,itismorecomfortabletohaveanagencyapproachthecandidates.Useofanagencyreducedrecruitingtime.

106.Whataretheprimaryconcernsreportedbytemporaryworkers?Howcantheseconcernsbeaddressedbycompaniesusingcontingentworkers?(moderate;p.186-187)

Answer:Inonesurvey,sixkeyconcernswerereportedbytemporaryworkers.Theseworkerssaidthattheywere1)treatedinadehumanizing,impersonal,anddiscouragingway;2)insecureabouttheiremploymentandpessimisticaboutthefuture;3)worriedabouttheirlackofinsuranceandpensionbenefits;4)misledaboutjobassignments;5)underemployed;and6)angrytowardthecorporateworld.Companiesshouldfirstseektounderstandwhycontingentemployeesmayfeelthisway.Treatingcontingentworkersfairlyandequitablycomparedtoperma