44430-Ch.2

The time it takes to fill a position is an example of a ______. Select one: A. judgment B. statistic C. correlation D. metric

D

Promotions are likely to be fastest in organizations in the ________ stage of their life cycle. Select one: A. maturity B. growth C. decline D. introduction

B

When a recruiter is having a hard time filling a position and decides to mislead candidates into thinking the position has more opportunity for advancement than it does to make the job more appealing even though she knows this is wrong, this is an example of _________. Select one: A. ethical climate B. moral intent C. moral judgment D. schema

B

decentralized staffing

the different business units of a company each house their own staffing functions

human capital advantage

acquiring a stock of quality talent that creates a competitive advantage

job-oriented staffing

hiring to fill a specific job opening

Business strategy

how a company will compete in its marketplace

moral judgement

identifying the "right" and "wrong" course of action

combined approach

a combination of centralized and decentralized staffing

maturity life cycle stage

the company's products or services have fully evolved, and their market share has been established

staffing strategy

the constellation of priorities, policies, and behaviors used to manage the flow of talent into, through, and out of an organization over time

human resource strategy

the linkage of the entire human resource function with the company's business strategy

introduction life cycle stage

when a company is forming and still relatively new

contingent workers

workers employed for shorter periods by firms as needed

idiosyncratic jobs

a job created around a current or new employee's unique experience, knowledge, skills, interest, and abilities

Jen is the Human Resources manager for Bailey's, a large department store. A competitor, ShopWell, is scheduled to open nearby in a few months and Jen is afraid that some of her staff may quit and join ShopWell. To prevent this, Jen introduces a performance incentive program that will reward Bailey's highest-performing employees at the end of the year. This is an example of ________. Select one: A. proactive staffing B. idiosyncratic staffing C. replacement charting D. reactive staffing

A

When viewing applicants and employees as investors, the goal is to ________. Select one: A. give applicants and employees a return on their personal contributions in the organization B. be as selective as possible in choosing whom to hire C. terminate the bottom performing 10% of employees every year D. ensure that the revenue generated by a new hire exceeds the new hire's total compensation level

A

Which of the following, if true, would uphold a company's sustainable competitive advantage in front of rival firms? Select one: A. Strategic staffing practices are difficult to imitate. B. The firm should take care not to exploit staffing practices. C. Workforce attributes encouraged by staffing practices are commonplace. D. Staffing practices have maximum substitutability.

A

company that lets each of its business units staff in whatever way they choose and house their own staffing function, is an example of ________. Select one: A. decentralized staffing B. delegation C. centralized staffing D. strategic staffing

A

assets

A resource with economic value (i.e. human capital) that the employer controls

In which of the following cases would a company opt for a short-term staffing strategy? Select one: A. Employee skill sets need to be developed through intensive training. B. Employee turnover is high. C. competitive advantage D. Higher-level managers need a substantial amount of knowledge about how the company works.

B

Organic growth takes place when an organization ________. Select one: A. focuses on just one specific line of production B. expands from within by opening new factories or stores C. branches into producing numerous other unrelated goods D. acquires those companies with which it used to compete

B

An organization's staffing strategy should be derived from and clearly support its ________. Select one: A. promotion needs B. core workforce C. business strategy D. compensation strategy

C

Hiring people who are efficient, trainable, and willing to follow standardized procedures would support a(n) ________ competitive advantage. Select one: A. product leadership B. customer intimacy C. operational excellence D. training and development

C

To maximize an employer's investment in staffing it should focus on the jobs that are critical to _____________. Select one: A. reducing payroll costs B. improving diversity in the company C. obtaining its competitive advantage D. lowering the company's turnover rate

C

A staffing strategy of hiring people likely to be promoted over time would be compromised without a quality ___________. Select one: A. union representing the workforce B. compensation system C. performance management system D. training and development system

D

According to the resource-based view of the firm, in order to create value, staffing practices must ________. Select one: A. imitate the practices followed by competitors B. rapidly create new products or services C. maximize the number of applicants who are hired D. enhance the differentiation of the firm's products

D

Axis Auto tries to keep its operational spending as low as possible so that it can pass it savings on to customers in the form of lower prices. This is known as a ________ strategy. Select one: A. differentiation B. growth C. specialization D. cost-leadership

D

internal talent focus

a preference for developing employees and promoting from within to fill job openings

external talent focus

a preference for filling jobs with new employees hired from outside the organization

centralized staffing

a situation in which all of an organization's staffing activities are channeled through one unit

growth strategy

a strategy to expand the company either organically or via acquisitions

Talent Philosophy

a system of beliefs about how a firm's employees should be treated

cost-leadership strategy

be the lower cost producer for a particular level of product quality

customer intimacy

delivering unique and customizable products or services to meet customers' needs and increase customer loyalty

product innovation

develop new products and services

differentiation strategy

developing a product or service that has unique characteristics valued by customers and for which the firm may be able to charge a premium price

proactive staffing

done before situations or issues arise

reactive staffing

done in response to situations or issues

applicant tracking systems

electronically manage recruitment data and processes

organic

expanding a business by opening new factories or stores

specialization strategy

focusing on a narrow market segment or niche and pursuing either a differentiation or cost leadership strategy within that market segment

Core workforce

longer-term, regular employees

decline life cycle stage

markets for the firm's products and services are shrinking, and the company's performance is failing

operational excellence

maximizing the efficiency of the manufacturing or product development process to minimize costs

growth life cycle stage

new companies begin to expand and set themselves apart form competitors to gain customers and market share

staffing metrics

operational measures about how efficient, effective, or impactful an organization's staffing practices are

moral intent

our commitment to the identified moral course of action

Resource-based view of the firm

proposes that a company's resources and competencies can produce a sustained competitive advantage by creating value for customers by lowering costs, providing something of unique value, or some combination of the two

Talent-Oriented Staffing

recruiting and even hiring without a specific job opening

human resource information system

software or a cloud-based solution for human resource and staffing data entry, data tracking, and human resource analytics efforts

investors

someone who commits something of value (typically an employee's time and effort) with the expectation of getting something of value in return

Human Process Advantage

superior work processes that create a competitive advantage