TEST BANK FOR Strategic Human Resource Management 5th Edition by Jeffrey Mello

TEST BANK FOR Strategic Human Resource Management 5th Edition by Jeffrey Mello
TABLE OF CONTENTS
Chapter 1. An Investment Perspective of Human Resource Management
Chapter 2. Social Responsibility and Human Resource Management
Chapter 3. Strategic Management
Chapter 4. The Evolving/Strategic Role of Human Resource Management
Strategic
Chapter 5. Strategic Workforce Planning
Chapter 6. Design and Redesign of Work Systems
Chapter 7. Employment Law
Chapter 8. Staffing
Chapter 9. Training and Development
Chapter 10. Performance Management and Feedback
Chapter 11. Compensation
Chapter 12. Labor Relations
Chapter 13. Employee Separation and Retention Management
Chapter 14. Global Human Resource Management
Chapter 1. An Investment Perspective of Human Resource Management
1.
One source of employee value is technical knowledge. This includes which of the following?
a. Processes
b. Challenging work
c. Analytical skills
d. Leadership ability
2.
The type of organizational asset/capital that is the most difficult to measure is .
a. human
b. physical
c. financial
d. operational
3.
Research conducted by Huselid in the 1990s was one of the first to demonstrate the importance of "high
performance work systems" (HPWS). The concept of HPWS refers to .
a. comprehensive compensation and benefits practices that enhance employee engagement
b. integrated and strategically-focused HR practices that contribute to organizational profitability and market
value
c. performance management practices including coaching and mentoring that support employee development
d. strategic leadership practices that inspire and empower the workforce
4.
Based on the HR Value Chain, the foundation for achieving "bottom line" outcomes for an organization is .
a. political outcomes
b. social outcomes
c. operational outcomes
d. employee outcomes
5.
The vice president of HR at a consumer products company wants to use the HR value chain to help maximize
profitability and market value of the firm. Which outcome measure should she focus her time and resources
on to achieve this objective?
a. Revenues
b. Customer satisfaction and loyalty
c. Employee engagement
d. Expenses
6.
Which measure does the HR function at Dow Chemical use to assist in calculating both the current and future
contribution of employees for the overall financial success of the company?
a. Actual Human Capital Return (AHCR)
b. Employee Productivity
c. Employee Labor Costs
d. Employee Return in Investment
7.
Nordstrom seeks to achieve competitive advantage by focusing on superior customer service. The customer service
strategy is supported by which HR practice?
a. Employee training
b. Flexible work schedules
c. Wellness program
d. Family-oriented corporate culture
8.
Common HR metrics include .
a. profitability
b. sales
c. customer satisfaction
d. cost per hire
9.
The vice president of HR at a financial services company wants to take a more strategic approach to HR by
focusing on a key metric that can be used to show the value created by employees. Which metric should he use
in this situation?
a. Profit per employee
b. Turnover rate
c. HR expense factor
d. Employee labor costs
10.
The president of a major retailer wants to take a more strategic approach to HR by focusing on a key metric
that can be used to show the degree of leverage of human capital. Considering the methods we have reviewed
in this chapter, which method would be most appropriate?
a. Profit per employee

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