True or False

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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


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