Mango test 1

Most companies can replicate a competitor's capabilities by imitating the competitor's staffing practices.

False

Proactive staffing is done in response to situations or issues.

False

Viewing employees as an asset to be managed generally leads to a low-cost approach to staffing.

True

When business slows down, flexible workers are dismissed before core workers.

True

When labor markets are tight and good recruits are hard to find, organizations must pursue talent-oriented staffing.

True

Axis Auto tries to keep its operational spending as low as possible so that it can pass its savings on to customers in the form of lower prices. This is known as a ________ strategy.

cost-leadership

Idiosyncratic jobs are ________.

created around a current or new employee's unique skills

Hiring people who are learning-oriented, and who have good networking skills would support a ________ competitive advantage.

customer intimacy

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 ________.

decentralized staffing

When a firm pursues a differentiation strategy, it is attempting to ________.

develop products that have unique characteristics

According to the resource-based view of the firm, in order to create value, staffing practices must ________.

enhance the differentiation of the firm's products

Organic growth takes place when an organization ________.

expands from within by opening new factories or stores

Bella Vista Inc. needs to hire a new marketing manager after the former manager retired. The company recruited James Anderson, who was employed in Webster & Co., and offered him the job of manager. This is an example of ________.

external talent focus

A software company has a high turnover rate. What staffing strategy would be most appropriate?

filling vacancies quickly with people who are able to perform with minimal job training

Promotions are likely to be fastest in organizations in the ________ stage of their life cycle.

growth

When a firm has a superior level of cooperation and innovation among its research team that allows it to design a new product two days faster than its competitors it has created a ________.

human process advantage

Hiring people who are efficient, trainable, and willing to follow standardized procedures would support a(n) ________ competitive advantage.

operational excellence

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 ________.

proactive staffing

With which of the following competitive advantages is cost less of a barrier in attracting top talent for companies?

product innovation

Hiring people who are entrepreneurial, creative, and have a high tolerance for ambiguity would support a ________ competitive advantage.

product leadership

A company is successful at recruiting engineers by handing out flyers during community events near a university which is highly rated for its engineering program. The company's competitor effectively reaches the same audience by hanging banners at a similar event. This is an example of ________.

substitutability

Which of the following, if true, would uphold a company's sustainable competitive advantage in front of rival firms?

Strategic staffing practices are difficult to imitate.

Valuing the ideas and contributions of people with diverse ideas and perspectives is a possible component of a company's talent philosophy.

True

To hire technical skills a company expects to need in six months, it would engage in ________.

talent-oriented staffing

Compstar Limited establishes a mutually beneficial relationship in which employees are recognized as investing their resources, such as time or energy, in exchange for pay and benefits and an opportunity to develop their skills. This is an example of ________.

viewing employees as investors

How should firms identify key jobs on which to focus additional attention and resources during the staffing effort?

All jobs do not warrant equal investment in recruitment or staffing activities. A company's key jobs are those that in some way create value for the organization by contributing to the generation or retention of clients' business or generating new capabilities or products for the organization. Whenever there is performance variability across people working in the same position, there is the potential to improve that position's contribution to the organization by raising the average performance level of those employees. For example, if some salespeople sell substantially more of a company's product than do others, staffing (as well as training) improvements may be identified that result in the hiring of a greater number of higher performing salespeople and fewer lower performing salespeople. Firms must identify which capabilities are the most critical to establishing and maintaining a competitive advantage. An organization's capabilities include human resources, manufacturing, engineering, research and development, marketing, and management information systems. It must then identify which jobs and roles are critical to its competitive advantage. Focusing on strategic staffing and critical positions should help the company execute its business strategy and enhance its competitive advantage.

Explain when an organization would use talent-oriented rather than job-oriented staffing.

An organization would use job-oriented staffing when it needs to fill a specific job opening. It would pursue talent-oriented staffing when labor markets are tight and good recruits are hard to find, or to address anticipated skill gaps in advance of actual needs. This alternative philosophy encourages people within the firm to identify where its future skill gaps are going to be well in advance of its actual needs. This way the firm can inject a continuous stream of talent into the staffing pipeline to ensure there are always qualified people in various stages of the hiring process.

Describe the resource-based view of the firm and how staffing can contribute to a company's sustainable competitive advantage.

Because it is an organization's people who are responsible for gaining and keeping a competitive advantage, hiring and retaining the right people are critical to business strategy execution. The 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. To create value, the hiring programs, policies and practices of an organization must either lower the costs of the organization's products or services; enhance the differentiation of the organization's products or services in the eyes of customers, or both. Staffing serves as a gatekeeper in influencing the level and composition of an organization's talent. This can add value to the organization through employees' competency levels, experience, judgment, social relationships, etc. Human resources can be a source of competitive advantage because they meet the criteria for being a source of sustainable competitive advantage: they add value to the firm, are rare, cannot be imitated, and cannot easily be substituted with other things. The resource-based view of the firm focuses attention on the quality of the skills of a company's workforce at various levels, and on the quality of the motivational climate created by management.

Describe the organizational and product life-cycle and explain how it can influence a firm's choice of strategy.

During the growth stage, new companies or products must set themselves apart from competitors to gain customers and market share. Growth companies often pursue innovation or differentiation strategies to distinguish themselves from their competition. Because they are less established and thus higher-risk employers, they often need to invest more money and resources in staffing to attract the talent they need to grow. Because they lack a large and strong internal talent pool and they need to add new employees as they grow, they frequently need to hire from outside the organization and tend to have an external talent focus. During the maturity stage of a firm's life cycle, products and services have fully evolved, and the product's market share has become established. The focus now shifts to maintaining or obtaining further market share through cost leadership, often by streamlining operations and focusing on efficiency. Because mature companies have a larger pool of internal talent from which to draw, the talent focus becomes more internal. Companies in decline are facing shrinking markets and weaker business performance. A company in decline can pursue a cost-leadership strategy and allow the decline to continue until the business is no longer profitable or it can try to make changes to revive the product or service. If it chooses to try to change its product or service, the firm typically adopts a specialization or differentiation strategy.

In which of the following cases would a company opt for a short-term staffing strategy?

Employee turnover is high.

A company using a low-cost strategy is least likely to embrace an asset-based philosophy.

False

An organization evaluating its staffing practices in as a result of a hiring discrimination lawsuit, is an example of proactive staffing.

False

Companies that use the same recruiting strategies are likely to experience similar results.

False

External hiring reduces organizational diversity.

False

Which of the following is true about external hiring?

It can enhance organizational diversity.

Skylark Corporation produces apparel for women. The firm experienced a boom in the introduction phase of its life cycle due to the high-quality talent of its middle and top-level executives. Which of the following would help Skylark retain its competitive advantage in the present economic downturn?

Keeping existing employees satisfied and recruiting top talent.

Which of the following, if true, would require a company to respectfully and honestly explain the hiring process to all applicants?

The company is committed to practicing ethical behavior.

A staffing function is centralized when an organization that has multiple business units has one staffing unit that is responsible for meeting the critical needs of all of the company's business units.

True

Acquiring, developing, and retaining the right talent helps businesses create the organizational capability and intellectual capital driving their strategy execution.

True

An internal talent focus requires a firm to invest in employee training and development.

True

If a company has high turnover, it should focus on filling vacancies quickly and hiring people who can hit the ground running.

True

Organizations prefer to hire internally to enhance employee motivation and retention levels.

True

Taking the time to explain the hiring process and making every effort to follow up with candidates and minimize delays is an example of ________.

a commitment to ethical behavior

Which of the following is compromised when retaining workers?

a regular infusion of new ideas and perspectives

When viewing employees as assets, the staffing focus is on managing ________.

costs

Ed Waters is a former CEO who was responsible for the dramatic turnaround of a food company. When Ed retired, Phil, the CEO of a travel agency, invited him to be a business consultant for the travel company, hoping that Ed's unusual strategies could work the same magic twice. Phil created a new designation and position in the company especially for Ed. This is an example of ________.

idiosyncratic staffing

Organizations relying on excellent organization performance would have what type of talent philosophy?

keeping salaries as low as possible to control costs

What is a firm's talent philosophy and how is it important to staffing?

An organization's talent philosophy is a system of beliefs about how its employees should be acquired and developed. A talent philosophy reflects how an organization thinks about its employees, and is typically shaped by its founders. For example, some organizations view employees as partners and key stakeholders in the company, while others view employees as more expendable and easily replaceable. A company's business strategy and talent philosophy jointly influence how a company interacts with its employees, which then affects how it decides to manage the movement of people into, through, and out of the company. A firm's staffing strategy ultimately reflects both its business strategy and its talent philosophy. If not created intentionally, a firm's talent philosophy develops on its own as the personal values of high-level managers are expressed in their hiring and talent management decisions and actions. Over time, these values and perspectives become those of the organization.

Independent bookstore Signature Books has been struggling to survive as sales declined sharply in the past year. Its main competitors are the large chain stores that have a much wider range of books and can afford to sell books at a discount, but online retailers are also eating into Signature's market. Signature Books focuses on a specialization strategy, focusing on foreign-language books and learning materials. Which of the following, if true, will support Signature's decision?

Chain stores stock mainly books of general interest, such as books by popular authors and self-help books.

Higher performers that are productive within a company can

Generate a greater amount of business

When viewing applicants and employees as investors, the goal is to ________.

give applicants and employees a return on their personal contributions in the organization