True or False
A firm's internal assessment goals tend to be the same as its external assessment goals.
False
A persistent problem that prevents most firms from hiring people with disabilities is the lack of affordable technologies that could enable firms to accommodate them at a low cost.
False
A ratio analysis assumes that the ratio between the number of employees needed and certain business metrics is highly variable.
False
Affirmative action plans give preferential treatment to the qualified applicant on a permanent basis
False
Although staffing practices can influence turnover rates, they cannot influence a firm's stock market performance.
False
An organization evaluating its staffing practices in response to a hiring discrimination lawsuit is an example of proactive staffing.
False
Analyzing the requirements of a job as it exists today is a future-oriented job analysis.
False
Anticipatory socialization occurs when employees receive training and begin learning about the company culture and norms, and how to do the job.
False
Anyone who submits a resume or an employment application over the Internet is considered an applicant.
False
Attracting sufficient numbers of appropriately qualified applicants is an example of a staffing outcome goal.
False
Business process outsourcing is the relocation of an entire business function, such as production, manufacturing, or customer service, to an independent service provider in the same or a different country.
False
Companies that use the same recruiting techniques are likely to experience similar results.
False
Contingent workers are part of a company's core workforce.
False
Cost per hire is a staffing effectiveness metric.
False
Differentiation refers to the coordination of a single global staffing strategy with the organization retaining adequate controls over local operations.
False
Evaluative assessment methods are used to narrow down a pool of job candidates to a smaller group of candidates.
False
Exit interviews are done to inform employees why they are being let go.
False
External hiring reduces organizational diversity.
False
Formal job descriptions are best for young organizations that need flexible employees.
False
Frontline recruiters make very few applicant screening decisions.
False
Good strategic staffing systems are not necessarily aligned with the firm's business strategy
False
In an inductive job analysis, the main job duties and work tasks have been determined beforehand.
False
Innovative organizations that rely on new product development and organizational flexibility require employees with a narrower range of aptitudes and abilities, while organizations in narrow relatively stable markets rely on a low-cost strategy.
False
Investiture socialization programs try to strip away new hires' personal characteristics.
False
It is legal to compare an applicant's scores only to members of his or her own racial subgroup and set separate passing or cutoff scores for each subgroup.
False
It is sometimes permissible to hire a non qualified minority candidate over a qualified non-minority candidate.
False
Job fairs are best for finding passive job seekers.
False
Lagging indicators help a company improve its staffing efforts midstream.
False
Liking one's job but liking the company one works for reflects poor person-group fit.
False
Maximizing the financial return on the staffing investment is an example of a process goal.
False
More and richer information is usually available about external rather than internal job candidates.
False
Most companies can easily replicate a competitor's capabilities by imitating the competitor's staffing practices.
False
Nepotism is illegal.
False
Optimal turnover is the lowest turnover level you can achieve.
False
Orientation provides employees with the knowledge and skills they need to do their jobs.
False
Passive job seekers can be easy to find as they are constantly on the lookout for a better opportunity.
False
Peer ratings tend to do a poor job predicting promotion criteria.
False
Proactive staffing is done in response to situations or issues.
False
Procedural fairness relates to people's beliefs that the policies and procedures that produced the hiring or promotion decision were unfair.
False
Rank ordering of candidates is a method that lack validity.
False
Recruiter behaviors generally do not influence applicant perceptions of organizational attributes.
False
Recruiting large numbers of applicants is always the best way to ensure quality hires.
False
Reducing the turnover rate of high performers is an example of a staffing process goal.
False
Reliability and applicability are the two most important features of any job analysis method.
False
Someone who provides their services to a firm as part of an independent business is considered an employee of that firm.
False
Spillover effects are a direct and intentional consequence of a firm's recruitment practices.
False
Staffing efficiency is usually more difficult to measure than staffing effectiveness.
False
Strategic staffing means filling a job as quickly and cheaply as possible.
False
Structured and unstructured interviews are equally valid in predicting job success.
False
Succession management cannot be used to enhance organizational diversity.
False
Supplementary fit occurs when a person has characteristics which are very different from those that already exist in the organization.
False
The advantage of using self-assessment is that people are often good judges of their own talent.
False
The influence of strategic staffing on a candidates ends once the candidate is hired.
False
The multiple hurdles approach to combining assessment scores is used when high scores on some assessments can compensate for low scores on other assessments.
False
The same job analysis techniques can be used effectively for staffing, compensation, and training purposes.
False
To be legal, job offers must be presented in writing.
False
Transition analysis is a qualitative technique.
False
Using experts to decide how to weight candidates' scores on different assessments is called unit weighting.
False
When co-workers show a new employee how to do their job, formal socialization is taking place.
False
When employees are turned down for the promotions or lateral moves for which they were considered it rarely affects productivity.
False
A retail store that forecasts a greater need for salespeople during Thanksgiving. This is an example of seasonal forecast.
True
A staffing function is centralized when an organization that has multiple business units has one staffing unit that is responsible for meeting at least some of the needs of all the company's business units.
True
A written employment contract is considered to be an explicit employment contract.
True
An applicant who feels she or he was treated unfairly during an interview likely feels low procedural fairness.
True
An independent contractor performs services and the employer controls or directs only the result of the work.
True
An internal talent focus requires a firm to invest in employee training and development.
True
Any employee of a temporary agency working at another company's place of business is not entitled to receive benefits from the company.
True
Asking job candidates for a mechanic position, "have you evert repaired small motors at home?" is an example of a biodata question.
True
Banding reduces the validity of a test
True
Becoming an employer of choice may increase the number of unqualified or inappropriate applicants.
True
Career planning is a continuous process of self-assessment and goal setting.
True
Career sites are cost-effective and enable an organization to communicate its job requirements and values to all applicants.
True
Competency modeling is a job analysis method that identifies the necessary worker competencies for high performance.
True
Complying with staffing laws enhances an organization's ability to appeal to a broader customer base.
True
Desirable criteria are those that may enhance the new hire's job performance, but are not essential to adequate job performance.
True
Disparate impact occurs when an action has a disproportionate effect on a protected group, regardless of intent.
True
Due to union contracts or company policies, some organizations promote employees because of seniority.
True
Employee profiling identifies what the firm's successful current employees like to do and how people like them can be recruited.
True
Equal Employment Opportunity (EEO) liability is often greater with internal versus external assessment and staffing efforts.
True
Evaluating whether the hiring experience and speed are acceptable to candidates is an example of an evaluation of staffing effectiveness.
True
Facially neutral means that all employees and applicants are treated consistently, regardless of their protected characteristics, such as their sex and race.
True
For firms whose talent philosophy supports promotion from within, internal sourcing is the core of the staffing system.
True
Having terminated employees sign a severance agreement that includes a release stating that the departing employee gives up some of all rights to sue reduces the risk of future litigation.
True
Hiring managers make the final hiring decisions.
True
If a company has high turnover, it should focus on filling vacancies quickly and hiring people who can hit the ground running.
True
If new competitors enter an industry, customers will have greater product choices, which will tend to dilute the demand for any one company's products or services.
True
Interactional fairness relates to people's perceptions of the interpersonal treatment and amount of information they received during the hiring process.
True
Internal recruiting sources locate people who currently work for the company who would be good recruits for other positions.
True
Jobs performed in a consistent, predictable manner are easiest to analyze.
True
Key performance indicators are the outcomes against which the effectiveness of the staffing system is evaluated.
True
Multisource assessments involve the employee's supervisor as well as other sources that are familiar with an employee's job performance.
True
Not hiring someone who would have been a poor performer is a true negative.
True
Organizations prefer to hire internally to enhance employee motivation and retention levels.
True
Pay is an example of an extrinsic reward.
True
Psychomotor tests assess a person's capacity to manipulate and control objects.
True
Realistic job previews can help counter inaccurate employer images.
True
Recruiting sources should be prioritized based on staffing goals and the results of the recruiting source effective analysis.
True
Relying too heavily on resume screening software can result in a firm overlooking highly qualified candidates who do not match specific criteria.
True
Scatter plots show graphically how two different variables are related.
True
Seasonal employees are employees hired to work only during a particular part of the year.
True
Sequential socialization occurs when the steps in socialization occur in a specific order.
True
Six Sigma methodology begins with a process map.
True
Skills inventories are databases of the skills, competencies, and other relevant characteristics of each employee.
True
Socialization is the process of familiarizing newly hired or recently promoted employees with their job, workgroup, and organization.
True
Socialization programs help new employees understand the traditions of the company.
True
Sourcing is locating qualified individuals and labor markets from which to recruit.
True
Spillover effects can be either positive or negative in nature.
True
Stock options that vest in the future create a mobility barrier for the employee receiving them.
True
Talent inventories are detailed records or databases that summarize each employee's skills, competencies, education, training, previous performance reviews, and chances of being promoted.
True
Talent management requires development of improved processes for attracting, developing, retaining, and utilizing people with the required skills and aptitude to meet current and future business needs.
True
The balanced scorecard includes strategic, operational, financial, and customer-related goals.
True
The compensatory approach runs the risk of increased legal troubles due to different weightings provided by different experts.
True
The final hiring decision is usually made by the hiring manager.
True
The first passage in the career crossroads model is managing others.
True
The largest impact of recruiter behaviors tend to be on overall applicant impressions of the recruiter.
True
The return on investment from a new assessment method is the sum of the economic value of improved performance and the savings from avoiding bad hires.
True
Unresponsive recruiters result in negative spillover effects.
True
Valuing the ideas and contributions of people with diverse ideas and perspectives is a possible component of a company's talent philosophy.
True
Viewing employees as an asset to be managed generally leads to a low-cost approach to staffing.
True
When a poor performer leaves, functional turnover has occurred.
True
When a valued employee quits because his spouse takes a new job in another state, this is unavoidable turnover.
True
When an employee does not get a promotion, they are likely to feel low distributive fairness.
True
When business slows down, flexible workers are dismissed before core workers.
True