PRELIM

Question 1

• a process that involves the acquisition, development, maintenance, and utilization of valuable human resources necessary for organizational success.

Answer 1

HUMAN RESOURCE MANAGEMENT

Question 2

Refers to all present and future workforce participants who need to develop to their full potential for the benefit of everyone

Answer 2

Human Capital

Question 3

a centralized strategy that locates the design and administration responsibility of the HR in a single organizational unit. HR generalists handle all HR activities rather than specializing in a single area such as compensation or recruiting.

Answer 3

Centralization

Question 4

gives each unit the responsibility to design and administer its own personnel system.

Answer 4

Decentralization

Question 5

– a visual display of an organization’s positions and lines of authority that is useful as a blueprint for deploying human resources

Answer 5

Organization chart

Question 6

who make decisions and staff who provide advice and support.

Answer 6

Line positions then Staff Positions

Question 7

the responsibility and duties performed by an individual

Answer 7

 Position

Question 8

group of positions that is similar in duties

Answer 8

 Job

Question 9

– group of jobs that is similar as to the kind of work and is found throughout an industry

Answer 9

 Occupation

Question 10

grouping of jobs on some specified bases such as the kind of work or pay

Answer 10

 Job classification

Question 11

– the systematic and orderly process of determining the worth of a job in relation to other jobs

Answer 11

 Job evaluation

Question 12

coordinated and aggregated series of work elements used to produce an output

Answer 12

 Tasks

Question 13

 The procedure used for determining/collecting information relating to the operations and responsibility of a specific job

Answer 13

Job Analysis (JA)

Question 14

organized and factual statements of the duties and responsibilities of a specific job

Answer 14

• Job description

Question 15

– refer to the minimum acceptable human qualities necessary for effective performance of a given job

Answer 15

• Job specifications

Question 16

searching for the right person to hire for the right job.

Answer 16

Recruitment and selection

Question 17

estimating the value of and appropriate compensation for each job

Answer 17

Determining the rate of compensation

Question 18

involves comparison of actual versus planned output (standard

Answer 18

Performance appraisal

Question 19

Job analysis information is used for designing training and development programs because the analysis and resulting job description show the skills and, therefore, training that is required.

Answer 19

Training

Question 20

movement of employees into and out of positions, jobs, and occupations

Answer 20

Career planning and development

Question 21

depends on proper layout, standards, equipment and other physical conditions

Answer 21

Safety

Question 22

An attempt of an employee to add or subtract from the duties listed as a result of job analysis is a violation of the standard.

Answer 22

Labor relations

Question 23

Methods Used in Job Analysis

Answer 23

1. Interview - Job analysis information can be obtained by interviewing the job incumbent or by group interviews with group of employees doing the same job or by interviewing the supervisor who is knowledgeable about the job.
2. Observation – useful when a job consists mainly of observable physical activity, like janitorial, factory work, driving, etc.
3. Questionnaires – the cheapest method for collecting large amount of information in a short period of time
4. Employee recording/use of log book – recording of job incumbents of job duties, frequency of the duties and when the duties are accomplished

Question 24

Information contained in job specifications include:

Answer 24

1. Knowledge – body of information needed to perform the job
2. Skills – capability to perform a learned motor task, such as word processing skills
3. Ability – capability to perform a non-motor task, such as communication abilities
4. Personal characteristics – individual’s traits, such as tact, assertiveness, concern for others, etc.
5. Credentials – proof of documentation that an individual possesses certain competencies
6. Technical requirements – include criteria, such as educational background, work experience, and training

Question 25

• the process of developing a pool of qualified applicants interested in working for the organization and from which the organization might reasonably select the best individual(s) to hire for employment

Answer 25

Recruitment

Question 26

Recruiting on the Internet

Answer 26

 fastest, simplest, most convenient, and most cost effective way to reach qualified candidates
 more timely
 uses computers to scan, digitize, and process applicants’ resume
 presents a largely untapped source of would-be job seekers waiting to be contacted

Question 27

Recruitment Process

Answer 27

1. Formulating a recruiting strategy (internal vs. external recruiting)
2. Searching for job applicants
3. Screening applicants
4. Maintaining an applicant pool

Question 28

promotion from within.

Answer 28

A. Internal Sources

Question 29

present employees are asked to encourage friends and relatives to apply. This is the most often used recruiting tool in small organizations.

Answer 29

B. Referrals

Question 30

Hiring from Outside

• Job advertisement
• Employment centers or agencies
• Campus recruitment
• Internship
• Job fairs/special events recruiting
• Online recruitment/e-recruitment

Answer 30

C. External Sources

Question 31

Alternatives to Recruiting

Answer 31

1. Subcontracting/Outsourcing – subcontract work to another organization wherein organization loses some of its control over work that is outsourced
2. Overtime – requests employees to render work beyond eight hours
3. Temporary help – creates a flexible staff that can be laid off easily and recalled when necessary
4. Employee leasing - Leasing companies take care of personnel matters, i.e., payment of wages and benefits, compliance with workplace regulations, and the like

Question 32

• Concerned with identifying the best candidate or candidates for jobs from the pool of qualified applicants developed during the recruiting process.

Answer 32

Selection

Question 33

Importance of Selection

Answer 33

1. The time to screen out undesirable performers is before they become part of the organization.
2. It is costly to recruit and hire employees.
3. Company objectives are better achieved by those who have been properly selected based on their qualifications.
4. An incompetent worker is a liability to the company causing direct losses to the company in terms of substandard performance and low productivity, and sometimes a potential source of problems to management, his co-workers, and customers.
5. Applicants have varying degree of intelligence, aptitudes, and abilities.
6. Labor laws protect employees making it difficult to fire an incompetent employee.

Question 34

Two Levels of Orientation

Answer 34

• Organizational/overview orientation – topics discussed include overview of the company, key policies and procedures, compensation, benefits, safety and accident prevention, employees and union relation if there is any, physical facilities and the like. In-charge: Human Resource
• Departmental and job orientation – topics about the department function and the duties and responsibilities of the newly-hired employee, policies, procedures, rules and regulations, tour of the department and introduction to department employees. In-charge: Supervisor

Question 35

An attempt to improve performance through the acquisition of the right knowledge, attitude, skills and habits.
- a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviors to enhance the performance of employees

Answer 35

Training

Question 36

refers to the process used to determine if training is necessary.

Answer 36

1. Training Needs Analysis (TNA)

Question 37

• One way to measure the success of the training program is through the reaction of the learners.

Answer 37

5. Training Evaluation

Question 38

One way to measure the success of the training program.

Answer 38

Reaction of learners

Question 39

Movement from one position to another which provides employees with exposure to a number of different job functions.

Answer 39

Job rotation

Question 40

In the Needs Assessment Process, it helps in determining the training needs of CURRENT employees.

Answer 40

Person/Performance analysis

Question 41

A training method that puts the participants in a 3-D environment that simulates situations and events that are experienced in the job.

Answer 41

Response: Virtual reality

Question 42

An alternative to recruiting creating a flexible staff that can be laid off easily and recalled when necessary.

Answer 42

Temporary help

Question 43

It provides new employees with the basic background about the firm, its culture and the job.

Answer 43

Orientation

Question 44

Topics that are discuss during the orientation of newly hired employee

Answer 44

About the company and the job

Question 45

OFF-the-job training technique where trainees are required to analyze and critique the actions taken, indicating the appropriate actions and suggesting what might have been done differently.

Answer 45

Case studies / Role playing

Question 46

One of the methods used to gather needs assessment information for training.

Answer 46

Documentation examination

Question 47

is in charge in the training and development of employees.

Answer 47

Human Resource Department