HRM Chapter 12

8/10/2019 HRM Chapter 12

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Human Resource Management, 12e (Dessler)

Chapter 10 Coaching, Careers, and Talent Management

1) Which of the following terms refers to educating, instructing, and training subordinates?

A) mentoring

B) coachingC) appraising

D) grading

E) recruitingAnswer: B

Eplanation: Coaching means educating, instructing, and training subordinates! "entoring

means ad#ising, counseling, and guiding! $ecruiting refers to searching for %ob candidates!

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-) .he process of ad#ising, counseling, and guiding emplo/ees is nown as 00000000!A) coaching

B) appraising

C) assessing

D) mentoringE) training

Answer: D

Eplanation: "entoring means ad#ising, counseling, and guiding! Coaching means educating,instructing, and training subordinates! Both coaching and mentoring sills are needed for

appraising emplo/ees, but appraising and assessing refer to rating an emplo/ee!

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') 00000000 focuses on helping an emplo/ee mae longterm career plans, while 00000000

addresses an emplo/ee2s shortterm %ob sills!A) "entoring, coaching

B) Coaching, mentoring

C) $ecruiting, coachingD) $ecruiting, mentoring

E) "entoring, recruiting

Answer: AEplanation: "entoring means ad#ising, counseling, and guiding an emplo/ee towards long

term career goals! Coaching means educating, instructing, and training subordinates in

performing shortterm %obrelated sills! $ecruiting refers to searching for %ob candidates!

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() 5ou ha#e been assigned to coach an emplo/ee who is struggling with wor assignments!

Which of the following steps should /ou complete first?

A) reach agreement with the emplo/ee on a planB) as the emplo/ee openended 6uestions

C) offer ideas and ad#ice to the emplo/ee

D) obser#e the emplo/ee on the %obE) assess /our own coaching sills

Answer: D

Eplanation: &reparation means understanding the problem, the emplo/ee, and the emplo/ee2ssills, and it is the first step in the coaching process 5our aim here is to formulate a h/pothesis

about what the problem is, which re6uires obser#ing the emplo/ee to see what he or she is doing,

and obser#e the worflow and how coworers interact with the emplo/ee!

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7) 4n the first stage of coaching, it is recommended that coaches use the ABC approach, whichrefers to 00000000!

A) actions, beha#ior, and conse6uences

B) appraisals, benefits, and competencies

C) antecedents, beha#ior, and conse6uencesD) antecedents, bias, and competencies

E) actions, benefits, and criteria

Answer: CEplanation: During the preparation step, a coach needs to de#elop a h/pothesis, and it can help

to appl/ the ABC 8antecedents, beha#ior, conse6uences) approach! .he basic idea of ABC is that

poor sills and moti#ation don2t alwa/s eplain poor performance!Diff: - &age $ef: '((

Chapter: 1

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9) Dic2s +porting oods is a sports and fitness retailer with o#er ' stores in '( states! After

beginning as a

small bait and tacle shop in 1;(<, Dic2s has grown to become a leader in the sports and fitnessretail industr/! "an/ career opportunities are a#ailable Dic2s in areas as di#erse as 4., product

de#elopment, merchandising, and store management! .op management at Dic2s reali=es the

importance of hiring and retaining 6ualit/ emplo/ees! As a result, the firm has decided toimplement policies, practices, and programs that support emplo/ees2 career needs!

Which of the following, if true, would best support the argument that Dic2s should assign acoach to each new emplo/ee?

A) .he turno#er rate of newl/ hired hourl/ emplo/ees at Dic2s +porting oods is higher than

the industr/ a#erage!

B) "an/ new emplo/ees at Dic2s +porting oods ha#e epressed interest in the firm2s tuitionreimbursement program!

C) Dic2s +porting oods has integrated preretirement counseling and succession planning into

its career management practices!

D) Dic2s +porting oods uses talent management software to place new emplo/ees in the mostappropriate positions!

E) Dic2s +porting oods pro#ides two wees of onthe%ob training to all new emplo/ees!Answer: A

Eplanation: A high turno#er rate of newl/ hired hourl/ emplo/ees suggests that emplo/ees are

6uitting because the/ do not now how to perform their %obs! Coaching in#ol#es educating,instructing, and training subordinates on shortterm %obrelated sills, and it would most liel/

help reduce the turno#er rate! Choice E undermines the need for assigned coaches!

Diff: ' &age $ef: '((

AAC+B: Anal/tic +illsChapter: 1

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>) Emplo/ment coaches and mentors can impro#e their interpersonal communication sills withall of the following techni6ues ECE&. 00000000!

A) listening for total meaning

B) encouraging the speaer to tal

C) finishing the speaer2s sentencesD) considering potential distractions

E) being consistent both #erball/ and non#erball/

Answer: CEplanation: Effecti#e interpersonal communication sills in#ol#e listening for total meaning,

encouraging others to tal, considering distractions lie bacground noise, and being consistent

with speech and epression! "entors are ad#ised against finishing sentences for the speaer!Diff: ' &age $ef: '(7

Chapter: 1

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1) Which of the following is a specific eample of a career de#elopment acti#it/?

A) %ob e#aluation

B) training worshopC) college recruitment

D) performance appraisal

E) emplo/ee coachingAnswer: B

Eplanation: Career de#elopment is the lifelong series of acti#ities that contribute to a person2s

career eploration, establishment, success, and fulfillment! @ob e#aluation, recruitment,appraisals, and coaching onl/ indirectl/ contribute to a person2s career de#elopment, while a

training worshop is a specific method for career de#elopment!

Diff: - &age $ef: '(>

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+ill: Concept

11) Which of the following best describes career planning?

A) a deliberate process through which someone becomes aware of personal sills, interests,nowledge, and moti#ations and establishes action plans to attain specific career goals!

B) the lifelong series of acti#ities that contribute to a person2s career eploration, establishment,

success, and fulfillment

C) a process of helping emplo/ees to better understand and de#elop their career sills andinterests and to use these sills and interests most effecti#el/!

D) the process of educating, instructing, and training subordinates as the/ de#elop their career

interests and %ob sills!E) the process of ad#ising, counseling, and guiding subordinates as the/ maneu#er through their

longterm career plans!

Answer: AEplanation: Career planning is the deliberate process through which someone becomes aware of

his or her personal sills, interests, nowledge, moti#ations, and other characteristics! Choice B

describes career de#elopment, and Choice C describes career management! Choice D refers tocoaching, and Choice E refers to mentoring!

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1-) @acie is woring with a coach to identif/ her personal sills and interests! Afterwards, she

will in#estigate opportunities that fit her sills and interests and set specific career goals! 4n

which of the following acti#ities is @acie most liel/ participating?A) organi=ational de#elopment

B) career management

C) career de#elopmentD) career planning

E) %ob training

Answer: DEplanation: Career planning is the deliberate process through which someone becomes aware of

his or her personal sills, interests, nowledge, moti#ations, and other characteristics and

establishes action plans to attain specific goals!

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1') Emplo/ers benefit from offering career de#elopment programs to emplo/ees in all of thefollowing wa/s ECE&. 00000000!

A) supporting recruitment efforts

B) boosting emplo/ee commitment

C) impro#ing emplo/ee retention ratesD) enhancing emplo/ee strengths

E) facilitating performance anal/sis

Answer: EEplanation: &erformance anal/sis refers to #erif/ing and correcting an emplo/ee2s performance

deficienc/, but it is not a benefit of career de#elopment programs! irms that offer career

de#elopment programs boost emplo/ee commitment, support recruitment and retention efforts,and e6uip emplo/ees with useful sills!

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1() nlie human resource planning with a traditional focus, human resource planning with a

career de#elopment focus taes into consideration 00000000!

A) current %ob anal/sesB) future sills and tass

C) specific pro%ect re6uirements

D) statistical data about emplo/eesE) emplo/ee interests and preferences

Answer: E

Eplanation: .he primar/ difference between $ planning with a traditional focus and $ planning with a career de#elopment focus is that consideration is gi#en to indi#idual interests

and preferences! Both consider %ob anal/sis, pro%ect re6uirements, sills, and statistical data!



+ill: Concept

17) nlie training and de#elopment with a traditional focus, training and de#elopment with a

career de#elopment focus pro#ides emplo/ees with 00000000!A) opportunities for learning %ob sills

B) monetar/ training compensation

C) career path information

D) performance appraisalsE) specific %ob descriptions

Answer: C

Eplanation: .raining and de#elopment with a traditional focus pro#ides opportunities forlearning sills, information, and attitudes related to the %ob! .he career de#elopment focus adds

career path information and indi#idual career de#elopment plans!

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19) irms that adhere to a traditional rather than a career de#elopment focus will most liel/

*. pro#ide emplo/ees with compensation for their 00000000!A) #olunteer wor

B) producti#it/

C) performanceD) talent

E) time

Answer: AEplanation: Emplo/ees are rewarded for time, talent, performance, and producti#it/ under both

the traditional and career de#elopment methods of $! owe#er, a career de#elopment focused

organi=ation will compensate emplo/ees for tuition and non%ob related acti#ities, such as

#olunteer wor!Diff: 1 &age $ef: '(<

Chapter: 1


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1>) Dic2s +porting oods is a sports and fitness retailer with o#er ' stores in '( states! After

beginning as a




Which of the following, if true, would best support the argument that Dic2s should add a careeraspect to its human resource acti#ities?

A) Dic2s +porting oods2 current policies and practices categori=e the firm as a high

performance wor s/stem!

B) Dic2s +porting oods2 performance appraisals will include de#elopment plans and indi#idualgoal setting!

C) Dic2s +porting oods2 sales #olume and hourl/ emplo/ee needs t/picall/ fluctuate

throughout the /ear!

D) Dic2s +porting oods2 competitors in sports and fitness retail base hiring decisions onstatistical data!

E) Dic2s +porting oods2 will screen potential candidates using structured situationalinter#iews!

Answer: B

Eplanation: &erformance appraisals with a traditional focus include ratings and rewards, butfirms that ha#e a career de#elopment focus add de#elopment plans and indi#idual goal setting!

+uch additions can better e6uip emplo/ees and support their career de#elopment needs more

effecti#el/ than traditional appraisals!

Diff: ' &age $ef: '(<AAC+B: Anal/tic +ills

Chapter: 1

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1<) Dic2s +porting oods is a sports and fitness retailer with o#er ' stores in '( states! After

beginning as a




All of the following 6uestions are rele#ant to Dic2s +porting oods2 decision to implement acareer de#elopment program ECE&. 00000000!

A) What is the a#erage length of time that an emplo/ee wors for Dic2s +porting oods?

B) ow would the profits of Dic2s +porting oods be affected b/ a change in hiring practices?

C) ow will the promotion process currentl/ used at Dic2s +porting oods need to bemodified?

D) What are the career needs and opportunities a#ailable to minorities and women emplo/ed b/

Dic2s +porting oods?

E) What will be the effect on recruiting and placement if emplo/ees2 interests and attitudes aretaen into consideration b/ the $ department at Dic2s +porting oods?

Answer: BEplanation: 4ssues such as recruiting, emplo/ee commitment, career de#elopment needs, and

promotion processes are all rele#ant to a decision to implement a career de#elopment program!

&rofits and hiring practices are less rele#ant to the decision!Diff: ' &age $ef: '(<'77

AAC+B: Anal/tic +ills

Chapter: 1

*b%ecti#e: '+ill: Critical .hining

1;) 4n regards to an emplo/ee2s career de#elopment, it is the responsibilit/ of the 00000000 to

mae career plans, set goals, and utili=e de#elopment opportunities!

A) emplo/er B) emplo/ee

C) recruiter

D) $ manager

E) immediate super#isor Answer: B

Eplanation: Emplo/ees are responsible for maing career plans, setting goals, and utili=ing

de#elopment opportunities in respect to their own career de#elopment! "anagers are responsiblefor pro#iding feedbac and de#elopmental assignments, and the emplo/er should pro#ide

training opportunities!

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-) All of the following are the role of the emplo/er in an emplo/ee2s career de#elopment

ECE&. 00000000!

A) communicating policies and proceduresB) pro#iding training opportunities

C) anal/=ing interests, #alues, and sills

D) pro#iding performance feedbac E) offering a #ariet/ of career paths

Answer: C

Eplanation: 4t is the role of the emplo/ee to anal/=e his or her interests, #alues, and sills!Emplo/ers are responsible for communicating the firm2s policies, pro#iding training and

feedbac, and offering #arious career paths!

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Chapter: 1*b%ecti#e: '

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-1) Which of the following is primaril/ the role of the manager in an emplo/ee2s career

de#elopment?A) establishing career plans

B) pro#iding career information

C) seeing de#elopment opportunities

D) pro#iding academic assistance programsE) pro#iding accurate performance feedbac

Answer: E

Eplanation: 4t is the role of the manager to pro#ide timel/ and accurate performance feedbacto subordinates! Choices A and C are the duties of the emplo/ee! Choices B and D are the

responsibilities of the emplo/er!

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--) Which of the following is directl/ responsible for pro#iding emplo/ees with timel/

performance feedbac and de#elopmental assignments for the purpose of career de#elopment?

A) firmB) manager

C) emplo/ee

D) recruiter E) $ specialist

Answer: B

Eplanation: "anagers are responsible for pro#iding emplo/ees with timel/ and accurate performance feedbac as well as de#elopmental assignments and support!

Diff: 1 &age $ef: '7

Chapter: 1

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-9) Which of the following refers to an organi=ed learning e#ent in which participants conduct

selfassessments, set goals, and de#elop action plans?

A) competenc/based %ob anal/sisB) career planning worshop

C) %ob instruction training

D) management retreatE) team building e#ent

Answer: B

Eplanation: A career planning worshop is a planned learning e#ent in which participants areepected to be acti#el/ in#ol#ed, completing career planning eercises and in#entories and

participating in career sills practice sessions! A t/pical worshop includes a selfassessment, an

en#ironmental assessment, goalsetting, and actionplanning!

Diff: 1 &age $ef: '71Chapter: 1

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->) *nce a month, .om meets with a group of emplo/ees from #arious departments at his firm!.he/ gather for breafast in one of the firm2s conference rooms to discuss their indi#idual career

goals! Which of the following terms most liel/ describes .om2s group?

A) labor union

B) career success teamC) corporate fraternit/

D) career anchor team

E) management planning groupAnswer: B

Eplanation: A career success team is a small group of emplo/ees that meets periodicall/ to

support one another in achie#ing their career goals!Diff: - &age $ef: '7-

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-<) All of the following are t/pes of career de#elopment initiati#es implemented b/ emplo/ers

ECE&. 00000000!

A) (18) plansB) success teams

C) career coaches

D) role re#ersal eercisesE) online training anal/sis

Answer: A

Eplanation: +e#eral emplo/ers pro#ide (18)Ft/pe lifelong learning accounts for theiremplo/ees to use for careerrelated education, but (18) plans are not oriented towards career

de#elopment! Career coaches, success teams, role re#ersal eercises, and online programs that

anal/=e training needs are career de#elopment initiati#es!

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-;) Which of the following terms refers to ha#ing emplo/ees temporaril/ wor in different %obsso that the/ de#elop a better appreciation of their occupational strengths and weanesses?

A) %ob sharing

B) career c/cle

C) role re#ersalD) %ob enrichment

E) %ob enlargement

Answer: CEplanation: $ole re#ersal in#ol#es ha#ing emplo/ees temporaril/ wor in different %obs in

order to

de#elop a better appreciation of their occupational strengths and weanesses!Diff: 1 &age $ef: '7-

Chapter: 1


') +mall groups of emplo/ees from the same or different departments who meet periodicall/ tonetwor and support one another in achie#ing career goals are called 00000000!

A) managerial leadership groups

B) wor sampling teamsC) career management groups

D) career success teams

E) eecuti#e coaching groupsAnswer: D

Eplanation: A career success team is a small group of emplo/ees that meets periodicall/ to

support

one another in achie#ing their career goals!Diff: 1 &age $ef: '7-

Chapter: 1


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'1) All of the following are t/pical acti#ities of career coaches ECE&. helping emplo/ees to

00000000!

A) mae 17 /ear career plansB) identif/ de#elopment needs

C) gain professional de#elopment

D) obtain networing opportunitiesE) negotiate with firms for higher salaries

Answer: E

Eplanation: Career coaches helped indi#idual emplo/ees identif/ their de#elopment needs andobtain the training, professional de#elopment, and networing opportunities that the/ need to

satisf/ those needs! Career coaches generall/ help emplo/ees create 1 to 7/ear plans showing

where their careers with the firm ma/ lead! Career coaches are not liel/ to be in#ol#ed with

salar/ negotiations!Diff: ' &age $ef: '7-'7'

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'-) Emplo/ee commitment has suffered in recent /ears for all of the following reasons ECE&.

00000000!

A) globali=ation

B) downsi=ingC) efficienc/ programs

D) worforce dislocations

E) career de#elopment programsAnswer: E

Eplanation: Career de#elopment programs ha#e been shown to encourage emplo/ee

commitment! lobali=ation has forced firms to downsi=e and become costefficient, which hasled to man/ worforce dislocations!

Diff: - &age $ef: '7'


+ill: Concept

'') Which of the following is recommended to firms that want to earn emplo/ee commitment?

A) document the ps/chological contract

B) eplain the importance of efficienc/ programsC) establish a career planning and de#elopment process

D) promise lifetime emplo/ment

E) offer seniorit/ bonusesAnswer: C

Eplanation: .he emplo/er2s career de#elopment efforts, taen as a whole, should send the signal

that the emplo/er cares about the emplo/ee2s career success, and thus deser#es the emplo/ee2s

commitment! Efficienc/ programs often lead to la/offs!Diff: - &age $ef: '7'

Chapter: 1


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'() What is the most important tool an emplo/er can use to support emplo/ees2 career

de#elopment needs?

A) emplo/ee orientationB) performance appraisal

C) interest in#entor/

D) human resource metricE) graphicrating scale

Answer: B

Eplanation: *f all the opportunities an emplo/er and super#isor ha#e for supporting emplo/ees2career de#elopment needs, probabl/ none is as important as a careeroriented appraisal!

&erformance appraisals can be used to support an emplo/ee2s career de#elopment b/ lining the

emplo/ee2s performance, career interests, and de#elopmental needs into a

coherent career plan!Diff: - &age $ef: '7'

Chapter: 1

*b%ecti#e: '

+ill: Concept

'7) Which demographic group has grown significantl/ in the past few /ears /et eperiences the

most difficult/ with career progress in organi=ations?

A) elderl/ men

B) /oung menC) minorit/ men

D) minorit/ women

E) elderl/ womenAnswer: D

Eplanation: *#er the past few /ears, the percent of African American, Asian American, and

ispanic women in the !+! worforce grew b/ '7G, ><G, and -7G, respecti#el/! 5et women of color hold onl/ a small percentage of professional and managerial pri#atesector positions!

Diff: - &age $ef: '7(

AAC+B: "ulticultural and Di#ersit/Chapter: 1

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+ill: Concept




'9) "iranda wants to mae partner at her law firm! owe#er, she is worried because >hour

wor wees are the norm for someone stri#ing to mae partner! "iranda wants to be fair to her

famil/ as well as ecel at wor! .he best wa/ for the law firm to address this problem is b/ 00000000!

A) pro#iding "iranda with a career coach

B) encouraging "iranda to %oin a career success teamC) persuading "iranda to temporaril/ wor in a less competiti#e law firm

D) offering a fleible career trac that allows "iranda to periodicall/ reduce her wor load

E) pro#iding a career planning worshop to help "iranda determine a more appropriateoccupation

Answer: D

Eplanation: 4nfleible promotional ladders can put womenHwho often ha#e more

responsibilit/ for childraising choresHat a disad#antage! *ne solution is to institute careertracs

8including reduced hours and more fleible /earround wor schedules) that enable

women to periodicall/ reduce their time at wor, but remain on a partner trac! Career coaches,

career success teams, and career planning worshops are more appropriate for people who arenot sure about the direction of their careers, which is not "iranda2s problem!

Diff: ' &age $ef: '77AAC+B: "ulticultural and Di#ersit/

Chapter: 1


'>) Chase Ban emplo/s a di#erse group of emplo/ees, and the firm wants all of its worers to

ha#e e6ual career ad#ancement opportunities! Which of the following most liel/ undermines

Chase Ban2s attempt to meet the career de#elopment needs of its di#erse worforce?A) scheduling meetings at fleible times such as in the earl/ morning or late e#ening

B) offering career ad#ancement seminars for women and minorities

C) identif/ing mentors for women and minoritiesD) adopting fleible /earround wor schedules

E) creating multiple career ad#ancement paths

Answer: AEplanation: Earl/ morning and late night meetings disproportionatel/ affect women and

minorities often because of childcare issues! Choices B, C, D, and E are methods for meeting the

#arious career de#elopment needs of a di#erse worforce!

Diff: ' &age $ef: '7('77AAC+B: "ulticultural and Di#ersit/

Chapter: 1





'<) $esearch indicates that all of the following are considered significant barriers to career

ad#ancement for minorit/ women ECE&. the lac of 00000000!

A) high#isibilit/ assignmentsB) educational opportunities

C) influential mentors

D) minorit/ role modelsE) networing opportunities

Answer: B

Eplanation: "inorit/ women reported that the main barriers to ad#ancement included notha#ing an influential mentor 8(>G), lac of informal networing with influential colleagues

8(G), lac of compan/ role models for members of the same racial or ethnic group 8-;G), and

a lac of high#isibilit/ assignments 8-<G)!

Diff: - &age $ef: '77AAC+B: "ulticultural and Di#ersit/

Chapter: 1

*b%ecti#e: '

+ill: Concept

';) +mith 4ndustries has established a career de#elopment program for its emplo/ees that offers

career coaching and worshops! owe#er, a recent emplo/ee sur#e/ indicates that man/ women

still feel dissatisfied about their career opportunities at the firm! Which of the following would

most liel/ impro#e the attitudes of female emplo/ees at +mith 4ndustries?A) +mith installs an electronic performance support s/stem for telecommuters!

B) +mith offers earl/ retirement pacages to its most senior emplo/ees!

C) +mith pro#ides hardship allowances to all minorit/ emplo/ees!D) +mith increases the number of performance appraisals!

E) +mith implements a fleible career trac s/stem!

Answer: EEplanation: 4nfleible promotional ladders can put womenHwho often ha#e more

responsibilit/ for

childraising choresHat a disad#antage! *ne solution is to institute fleible career tracsthat enable women to periodicall/ reduce their time at wor, but remain on a partner trac!

Although performance appraisals can be used to discuss career needs, merel/ increasing the

number of appraisals will not liel/ impro#e the attitudes of women!

Diff: ' &age $ef: '77AAC+B: "ulticultural and Di#ersit/

Chapter: 1


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() Which of the following best eplains the meaning of the term glass ceiling?

A) the lac of desire among women to pursue %obs with etreme le#els of responsibilit/ and

authorit/B) formal corporate policies that pre#ent women from recei#ing the training needed to ad#ance

their careers

C) spoen opinions b/ corporate leaders that women lac the nowledge and sills re6uired forcareer ad#ancement

D) structural /et subtle barriers in corporate en#ironments that inhibit the rise of talented women

to leadership positionsE) inade6uate educational opportunities which ultimatel/ limit the networ opportunities

a#ailable to women in the worforce

Answer: D

Eplanation: "an/ refer to the subtle and notsosubtle barriers to womens2 career progress asthe glass ceiling! +e#eral t/pes of career de#elopment programsHfasttrac programs, indi#idual

career counseling, and career planning worshopsHare less a#ailable to women than to men!


AAC+B: "ulticultural and Di#ersit/Chapter: 1


(1) ran is a manager at a firm that does not ha#e a career de#elopment program, but he wantsto support the career de#elopment needs of his subordinates! All of the following are wa/s that

ran can support the career needs of his emplo/ees ECE&. 00000000!

A) offering emplo/ees training opportunitiesB) pro#iding emplo/ee orientation to new hires

C) using highperformance wor s/stem methods

D) learning how to pro#ide appropriate mentoring assistanceE) discussing career goals during regular performance appraisals

Answer: C

Eplanation: Whether or not the emplo/er has a career de#elopment program, the manager cando se#eral things to support his or her subordinates2 career de#elopment needs! or eample,

when the subordinate first begins his or her %ob, mae sure through orientation and training that

he or she gets off to a good start! "anagers should schedule regular performance appraisals to

discuss subordinates2 career goals and should now how to pro#ide mentoring assistance!Diff: ' &age $ef: '77'79

Chapter: 1


1<Cop/right 3 -11 &earson Education, 4nc!



(-) Dic2s +porting oods is a sports and fitness retailer with o#er ' stores in '( states! After

beginning as a




Which of the following, if true, would best support the argument that the firm should institute afleible career trac program?

A) Dic2s +porting oods fre6uentl/ ass eperienced managers to transfer to new cities in order

to open new retail stores!

B) Eecuti#e positions at Dic2s +porting oods are rewarded for a combination of seniorit/ andcompetence!

C) +ituational inter#iews are used at Dic2s +porting oods to screen potential store managers!

D) Eecuti#e positions at Dic2s +porting oods are predominantl/ held b/ men!

E) *#er half of all Dic2s +porting oods stores are run b/ female managers!Answer: D

Eplanation: A firm with few female eecuti#es ma/ ha#e infleible promotional ladders that putwomen with childraising duties at a disad#antage! 4f Dic2s implemented a fleible career trac

with reduced hours and fleible wor schedules, women would most liel/ sta/ at the firm and

rise to highle#el positions!Diff: ' &age $ef: '77


Chapter: 1

*b%ecti#e: (+ill: Critical .hining

(') ABC Consulting has a formal mentoring program in which seniorle#el managers are paired

with lesseperienced emplo/ees! Which of the following emplo/ees most liel/ needs a

mentor?A) $a%, who is uncertain how to na#igate office politics

B) @ason, who does not perform tass as 6uicl/ as re6uired

C) "ichele, who is eperiencing personal problems at home

D) @ustin, who is stri#ing to become a partner within the net two /earsE) ale/, who is woring and attending graduate school simultaneousl/

Answer: A

Eplanation: "entoring traditionall/ means ha#ing eperienced senior people ad#ising,counseling,

and guiding emplo/ees2 longerterm career de#elopment! An emplo/ee who agoni=es o#er which

career to pursue or how to na#igate office politics might need mentoring! @ason would benefitfrom coaching rather than mentoring, and @ustin alread/ has a career plan! "entors should not

discuss personal problems, so Choice C is incorrect!

Diff: ' &age $ef: '79


+ill: Application

1;Cop/right 3 -11 &earson Education, 4nc!



(() All of the following are characteristics of effecti#e mentors ECE&. 00000000!

A) de#eloping a trustworth/ relationship

B) guiding proteges into important pro%ectsC) in#esting time into the relationship

D) focusing on the protege2s dail/ tass

E) setting high standards for protegesAnswer: D

Eplanation: Choice D describes coaching rather than mentoring, which focuses on longterm

plans! Effecti#e mentors set high standards, are willing to in#est the time and effort thementoring relationship re6uires, and acti#el/ steer protIgIs into important pro%ects, teams, and

%obs! Effecti#e mentoring re6uires trust, and the le#el of trust reflects the mentor2s professional

competence, consistenc/, abilit/ to communicate, and readiness to share control!


*b%ecti#e: '

+ill: Concept

(7) Based on research studies, which of the following is a true statement about mentoring programs?

A) Additional mentor training hours leads to less effecti#e mentoring relationships!

B) When the mentor and protege wor in different departments, mentoring is more effecti#e!

C) Jongdistance mentoring relationships are ineffecti#e due to the inabilit/ to form close ties!D) &roteges ha#e more respect for mentors who wor at least two le#els abo#e their own ran!

E) $e6uired mentoring relationships are more effecti#e than informal mentoring relationships!

Answer: AEplanation: .he more hours spent on mentor training, the more mentors reported poorer

mentoring relationships! 4t made little difference in the etent or 6ualit/ of mentoring whether

the protIgIs #olunteered to tae part, or were assigned formall/ to mentors!.he longdistancementoring participants ma/ e#en ha#e wored harder at their relationship to compensate for the

distance! "entoring was more useful when mentors and protIgIs were in the same department!

&rotIgIs prefer mentors closer to their ownle#el!


Chapter: 1


-Cop/right 3 -11 &earson Education, 4nc!



(9) "ichele2s firm does not ha#e a formal mentoring program! owe#er, entr/le#el emplo/ees,

such as "ichele, are encouraged to form relationships with eperienced worers! "ichele wants

to mae sure that she has an effecti#e mentor relationship! Which of the following mentorrelationship guidelines would *. be recommended to "ichele?

A) $espect the mentor2s time b/ focusing on wor issues!

B) Clarif/ in ad#ance how often /ou want to meet!C) se an agenda to guide discussion topics!

D) Clarif/ what /ou epect in terms of ad#ice!

E) +elect a direct super#isor as a mentor!Answer: E

Eplanation: &roteges should not choose a direct super#isor because the situation could be

awward! 4t is better to choose someone who is one or two le#els abo#e /our boss! ocusing on

wor rather than personal issues and maing it clear the topics, time, and ad#ice /ou epect arealso useful!

Diff: ' &age $ef: '7>

Chapter: 1


(>) ow are firms using technolog/ for career de#elopment programs?

A) using online testing s/stems to screen applicants

B) pro#iding mentors and coaches with online training s/stemsC) monitoring emplo/ees2 performance with electronic performance support s/stems

D) using software s/stems to integrate emplo/ees2 appraisal and training information

E) de#eloping performance appraisals and %ob descriptions with speciali=ed softwareAnswer: D

Eplanation: +oftware s/stems enable emplo/ers to integrate appraisal, career de#elopment,

training, and succession planning, which helps firms optimi=e worforce producti#it/! E&++2sautomate training and phone support, while electronic performance monitoring s/stems 8E&"s)

are used to monitor emplo/ees2 performance!

Diff: ' &age $ef: '7>AAC+B: se of 4.

Chapter: 1

*b%ecti#e: '

+ill: Concept

-1Cop/right 3 -11 &earson Education, 4nc!



(<) Which of the following is most liel/ to occur when a new emplo/ee2s high epectations and

enthusiasm confront the realit/ of a boring %ob?

A) impasseB) halo effect

C) realit/ shoc

D) disparate re%ectionE) cogniti#e dissonance

Answer: C

Eplanation: $ealit/ shoc refers to what occurs when a new emplo/ee2s epectations andenthusiasm confront the realit/ of a boring or otherwise unattracti#e wor situation!

Diff: 1 &age $ef: '7>

Chapter: 1

*b%ecti#e: (+ill: Concept

(;) $ealit/ shoc can most liel/ be pre#ented b/ pro#iding new emplo/ees with 00000000!

A) fleible schedules

B) performance appraisalsC) reassignments

D) accurate %ob pre#iews

E) eas/ first %obs

Answer: DEplanation: $ealistic %ob pre#iews, challenging first %obs, and an eperienced mentor to help the

new emplo/ee learn the ropes are important methods for a#oiding realit/ shoc!

Diff: - &age $ef: '7>Chapter: 1

*b%ecti#e: (

+ill: Concept

7) Which of the following terms refers to ad#ancements to positions of increased responsibilit/?

A) transfersB) appraisals

C) retirements

D) promotions

E) recruitmentsAnswer: D

Eplanation: &romotions traditionall/ refer to ad#ancements to positions of increased

responsibilit/! .ransfers are reassignments to similar positions within a firm!Diff: 1 &age $ef: '7<

Chapter: 1


--Cop/right 3 -11 &earson Education, 4nc!



71) Which of the following terms refers to reassignments to similar positions in other parts of a

firm?

A) transfersB) la/offs

C) dismissals

D) locoutsE) promotions

Answer: A

Eplanation: .ransfers are reassignments to similar positions within a firm! &romotionstraditionall/ refer to ad#ancements to positions of increased responsibilit/!

Diff: 1 &age $ef: '7<

Chapter: 1


7-) Competence rather than seniorit/ is most liel/ the basis for promotion when 00000000!

A) team cohesi#eness is most important

B) corporate competiti#eness is necessar/C) union agreements are in#ol#ed

D) ci#il ser#ice regulations appl/

E) compensation pacages are limited

Answer: BEplanation: .oda/2s focus on competiti#eness fa#ors competence! owe#er, union agreements

sometimes contain clauses that emphasi=e seniorit/, and ci#il ser#ice regulations that stress

seniorit/ rather than competence often go#ern promotions in man/ publicsector organi=ations!

Diff: ' &age $ef: '7<

Chapter: 1*b%ecti#e: (

+ill: Concept

7') Which of the following best summari=es the &eter &rinciple?

A) "ost eecuti#es fear changing the status 6uo, so the/ promote based on seniorit/ not

competence!B) A person2s le#el of competence determines how high he or she rises in a firm2s hierarch/!

C) .he glass ceiling pre#ents competent women from being promoted to positions of power!

D) &eople are e#entuall/ promoted to positions that are be/ond their le#els of competence!E) A person2s competenc/ is too difficult to determine, so promotions are based on seniorit/!

Answer: D

Eplanation: .he &eter &rinciple asserts that companies often promote competent emplo/ees upto their le#el of incompetence, where the/ then sit, sometimes underperforming for /ears!

Diff: - &age $ef: '7<

Chapter: 1


-'Cop/right 3 -11 &earson Education, 4nc!



7() Which of the following is the simplest and most often used method for predicting the future

performance of a candidate for promotion?

A) prior performanceB) aptitude tests

C) assessment centers

D) ps/chological eamsE) seniorit/

Answer: A

Eplanation: "ost emplo/ers use prior performance as a guide, and assume that 8based oneemplar/ prior performance) the person will do well on the new %ob! .his is the simplest

method! "an/ others use tests or assessment centers to e#aluate promotable emplo/ees and to

identif/ those with eecuti#e potential!

Diff: - &age $ef: '7<Chapter: 1

*b%ecti#e: (

+ill: Concept

77) All of the following are characteristic of a formal promotion process ECE&. 00000000!A) *pen positions are posted

B) &romotion procedures are published

C) &romotion criteria are made a#ailable

D) @ob postings are circulated to all emplo/eesE) &romotions are based on unpublished re6uirements

Answer: E

Eplanation: 4nformal promotion processes are based on unpublished criteria! With formal promotion processes, emplo/ers set formal, published promotion policies and procedures, and

emplo/ees recei#e a formal promotion polic/ describing the criteria b/ which the firm awards

promotions! A %ob posting polic/ states the firm will post open positions and their re6uirements,and circulate these to all emplo/ees!

Diff: - &age $ef: '7<'7;


+ill: Concept

-(Cop/right 3 -11 &earson Education, 4nc!



79) A female emplo/ee accused a superior of seual harassment! Jater that emplo/ee was turned

down for a promotion because the superior she had accused persuaded her current super#isor not

to promote her! .his is most liel/ an eample of 00000000!A) demotion

B) retaliation

C) dissonanceD) defensi#e beha#ior

E) aggressi#eness

Answer: BEplanation: .he !+! Circuit Court of Appeals case allowed a claim of retaliation to proceed

when a female emplo/ee pro#ided e#idence that her emplo/er turned her down for promotion

because a super#isor she had pre#iousl/ accused of seual harassment made comments that

persuaded her current super#isor not to promote her!Diff: - &age $ef: '9

Chapter: 1

*b%ecti#e: (

+ill: Application

7>) According to the court s/stem, promotions based on sub%ecti#e assessments 00000000!

A) support emplo/ers in ad#erse impact claims

B) #iolate the Americans with Disabilities Act

C) must be supported b/ ob%ecti#e e#idenceD) are #alid under the Ci#il $ights Act of 1;;1

E) usuall/ lead to emplo/ee retaliation claims

Answer: CEplanation: Courts ha#e indicated that while sub%ecti#e reasons can %ustif/ ad#erse

emplo/ment decisions, an emplo/er must articulate an/ clear and reasonabl/ specific factual

bases upon which it based its decision! 4n other words, /ou should be able to pro#ide ob%ecti#ee#idence supporting /our sub%ecti#e assessment for promotion!



+ill: Concept




7<) A8n) 00000000 is a mo#e from one %ob to another with no change in salar/ or grade!

A) promotion

B) ad#ancementC) #ertical mo#e

D) transfer

E) lea#eAnswer: D

Eplanation: A transfer is a mo#e from one %ob to another, usuall/ with no change in salar/ or

grade! Emplo/ers ma/ transfer a worer to #acate a position where he or she is no longer needed,to fill one where he or she is needed, or more generall/ to find a better fit for the emplo/ee

within the firm!



+ill: Concept

7;) $outinel/ transferring emplo/ees to different cities is most liel/ no longer a common

corporate practice because 00000000!A) relocation epenses are no longer ta deductible

B) bab/ boomer emplo/ees are nearing retirement

C) most firms allow top eecuti#es to telecommute

D) firms reali=e that such mo#es disrupt famil/ stabilit/E) emplo/ees between the ages of -7 and '( are decreasing

Answer: D

Eplanation: "an/ firms ha#e had policies of routinel/ transferring emplo/ees from locale tolocale, but such eas/transfer policies ha#e fallen into some disfa#or! .his is partl/ because of

the high cost of relocating emplo/ees 8mo#ing epenses and bu/ing the emplo/ee2s current

home, for instance), and partl/ because firms assume that fre6uent transfers ad#ersel/ affecttransferees2 famil/ li#es! "ost relocation epenses are tadeductible!



+ill: Concept




9) Wh/ are an increasing number of firms focusing on retirement planning?

A) changes in ADA re6uirements

B) concerns about future labor shortagesC) sur#e/s of current emplo/ee attitudes

D) modifications to the promotion process

E) increases in health insurance premiumsAnswer: B

Eplanation: $etirement planning is a significant longterm issue for emplo/ers! 4n the nited

+tates, the number of -7 to '(/earolds is growing relati#el/ slowl/, and the number of '7 to((/ear olds is declining! +o, with man/ emplo/ees in their 7s and 9s mo#ing toward

traditional retirement age, emplo/ers face a longerterm labor shortage!


Chapter: 1*b%ecti#e: 7

+ill: Concept

91) All of the following are true statements about retirement ECE&. 00000000!

A) emplo/ers face future labor shortages because older worers outnumber /ounger worersB) most emplo/ees who plan to wor after 97 must do so for financial reasons

C) most emplo/ees epect to continue woring after normal retirement age

D) most emplo/ees who plan to wor after 97 want a parttime position

E) man/ retirement age worers want to sta/ acti#e through woringAnswer: B

Eplanation: With man/ emplo/ees in their 7s and 9s mo#ing toward traditional retirement

age, emplo/ers face a longerterm labor shortage! ><G of emplo/ees in one sur#e/ said the/epect to continue woring in some capacit/ after normal retirement age 89(G said the/ want to

do so parttime)! *nl/ about a third said the/ plan to continue wor for financial reasonsK about

('G said the/ %ust wanted to remain acti#e!Diff: ' &age $ef: '9'91

Chapter: 1


->Cop/right 3 -11 &earson Education, 4nc!



9-) All of the following methods are used b/ firms to recruit and retain retirementage worers

ECE&. 00000000!

A) implementing phased retirement programsB) allowing worers to telecommute

C) using ps/chometric selection tests

D) reducing wor responsibilitiesE) offering parttime positions

Answer: C

Eplanation: irms tr/ing to recruit or retain older worers are implementing phased retirement programs, allowing worers to telecommute, reducing wor responsibilities, and offering part

time or freelance positions! irms are replacing ps/chometric selection tests with rolepla/ing

eercises!


*b%ecti#e: 7

+ill: Concept

9') Which of the following is the most common topic addressed in preretirement counseling?A) leisure time options

B) in#estment planning

C) ps/chological concerns

D) second career optionsE) +ocial +ecurit/ benefits

Answer: E

Eplanation: .he eplanation of +ocial +ecurit/ benefits is the most common topic co#ered in preretirement counseling! Jeisure time, in#estments, and health are also popular topics!

Approimatel/ 'G of retirees recei#e counseling on ps/chological matters and second career

options!Diff: - &age $ef: '91

Chapter: 1


9() .he primar/ goal of preretirement educational programs is to 00000000!A) impro#e %ob satisfaction

B) increase emplo/ee commitment

C) help retirees transition into retirementD) minimi=e compan/ benefits related costs

E) minimi=e medical claims from retirees

Answer: CEplanation: &retirement educational programs are intended to help current emplo/ees slip easil/

into retirement! Counseling co#ers benefits ad#ice, second careers, and leisure time!



+ill: Concept

-<Cop/right 3 -11 &earson Education, 4nc!



97) Which of the following terms refers to the automated endtoend process of planning,

recruiting, de#eloping, managing, and compensating emplo/ees throughout the organi=ation?

A) strategic managementB) performance management

C) human resource management

D) management b/ ob%ecti#esE) talent management

Answer: E

Eplanation: .alent management is the automated endtoend process of planning, recruiting,de#eloping, managing, and compensating emplo/ees throughout the organi=ation!

Because talent management in#ol#es recruiting, hiring, and de#eloping high potential

emplo/ees, it re6uires coordinating se#eral human resource acti#ities, in particular

worforce ac6uisition, assessment, de#elopment, and retention!Diff: 1 &age $ef: '9-

Chapter: 1

*b%ecti#e: 9

+ill: Concept

99) Which of the following has been the dri#ing force behind the increasing interest in talent

management?

A) increasing retiree rates

B) corporate globali=ationC) limited emplo/ee sills

D) speciali=ed software programs

E) falling emplo/ee retention ratesAnswer: D

Eplanation: .he main thing dri#ing the talent management mo#ement is the a#ailabilit/ of new

talent management information s/stems! .hese integrate succession planning, recruitment,learning, and emplo/ee pa/, enabling the emplo/er to maintain a more

integrated s/stem and set of decisions!

Diff: - &age $ef: '9'AAC+B: se of 4.

Chapter: 1

*b%ecti#e: 9

+ill: Concept

-;Cop/right 3 -11 &earson Education, 4nc!



9>) Which stage of the career c/cle refers to the heart of most people2s wor li#es and usuall/

spans the ages -( to ((?

A) decline stageB) growth stage

C) maintenance stage

D) establishment stageE) eploration stage

Answer: D

Eplanation: .he establishment stage spans roughl/ ages -( to (( and is the heart of most people2s wor li#es! During this period, a suitable occupation is found and the person engages in

those acti#ities that help him or her earn a permanent place in it! Choices A, B, C, and E are other

stages in the career c/cle!

Diff: 1 &age $ef: '9>Chapter: 1

*b%ecti#e: (

+ill: Concept

9<) During the 00000000, firm occupational goals are set and an indi#idual conducts moreeplicit career planning!

A) trial substage

B) growth stage

C) eploration stageD) stabili=ation substage

E) midcareer crisis substage

Answer: DEplanation: .he stabili=ation substage usuall/ occurs when people are between ' and ( /ears

of age! At this time, people mae specific career goals and plans! During this stage, people

determine the se6uence of promotions, %ob changes, and educational acti#ities that are re6uiredto accomplish their career goals!

Diff: 1 &age $ef: '9<


+ill: Concept

'Cop/right 3 -11 &earson Education, 4nc!



9;) According to careercounseling epert @ohn olland, which of the following orientations

characteri=es indi#iduals who are successful managers, law/ers, and public relations eecuti#es?

A) in#estigati#e orientationB) realistic orientation

C) enterprising orientation

D) social orientationE) con#entional orientation

Answer: C

Eplanation: According to olland2s si basic personalit/ t/pes or orientations, the enterprisingorientation is characteri=ed b/ #erbal acti#ities aimed at influencing others and includes

managers, law/ers, and public relations eecuti#es!

Diff: - &age $ef: '9<'9;


+ill: Concept

>) Which of the following terms refers to a concern or #alue that a person will not gi#e up if a

career choice is necessar/?A) golden parachute

B) career anchor

C) career c/cle

D) career planE) %ob aid

Answer: B

Eplanation: A career anchor is a concern or #alue that a person will not gi#e up if a LcareerMchoice has to be made! Career anchors are the pi#ots around which a person2s career swings, and

the/ re6uire selfawareness of talents and abilities, moti#es and needs, and attitudes and #alues!

Diff: 1 &age $ef: '>-'>'Chapter: 1

*b%ecti#e: '

+ill: Concept

>1) .he final step in the coaching process re6uires the coach and the emplo/ee to agree on the

problem and a change plan!

Answer: AJ+EEplanation: &lanning is the second step of the coaching process, while followup is the last

step! &erhaps the most powerful wa/ to get someone to change is to obtain his or her enthusiastic

agreement on what change is re6uired! .his re6uires reaching agreement on the problem and onwhat to change!

Diff: - &age $ef: '(7


+ill: Concept

'1Cop/right 3 -11 &earson Education, 4nc!



>-) 4nterpersonal communication sills are an essential element for effecti#e coaching!

Answer: .$E

Eplanation: Both the planning stage and the acti#e coaching stage re6uire interpersonalcommunication sills on the part of the coach! Effecti#e coaches are able to offer ideas and

ad#ice in a wa/ that the emplo/ee will listen, understand, and appreciate!

Diff: - &age $ef: '(7AAC+B: Communication

Chapter: 1


>') Career de#elopment is the lifelong series of acti#ities that contributes to a person2s career

eploration, establishment, success, and fulfillment!Answer: .$E

Eplanation: Career de#elopment refers to acti#ities such as worshops, education, and training

that contribute to a person2s career establishment, success, and fulfillment!

Diff: 1 &age $ef: '(>Chapter: 1


>() A career is the occupational positions one holds at a single organi=ation!Answer: AJ+E

Eplanation: .he term career refers to the occupational positions a person has had o#er man/

/ears but not necessaril/ at one organi=ation!

Diff: 1 &age $ef: '(>Chapter: 1

*b%ecti#e: -

+ill: Concept

>7) "ost /oung worers entering the %ob maret toda/ are hea#il/ focused on their %ob and their

emplo/er, unlie bab/ boomers who preferred to balance wor and famil/!Answer: AJ+E

Eplanation: Bab/ boomersHthose retiring in the net few /earsHtended to be %ob and

emplo/erfocused! .hose entering the %ob maret now often #alue wor arrangements that

pro#ide more opportunities for balanced li#es!Diff: - &age $ef: '(>

Chapter: 1


'-Cop/right 3 -11 &earson Education, 4nc!



>9) When human resource management taes on a career de#elopment focus, $ managers tae

into consideration emplo/ees2 interests and preferences in addition to their %ob sills!

Answer: .$EEplanation: uman resource planning with a traditional focus anal/=es %obs, sills, tas, and

the needs of a pro%ect! owe#er, when $ planning integrates career de#elopment, $ managers

also consider information about indi#idual interests and preferences!Diff: - &age $ef: '(<

Chapter: 1


>>) +tudies suggest that firms that support their emplo/ees2 career de#elopment are rewardedwith emplo/ee commitment and longer retention rates!

Answer: .$E

Eplanation: Emplo/ers benefit from offering career de#elopment! .he emplo/ees, armed with better

insights about their occupational strengths, should be better e6uipped to ser#e the compan/!

+upporting /our emplo/ees2 career de#elopment ma/ also boost emplo/ee commitment andsupport /our recruitment and retention efforts!


Chapter: 1


><) When performance appraisal taes on a career de#elopment focus, it adds consideration foran indi#idual2s career goals in addition to traditional ratings and rewards!

Answer: .$E

Eplanation: .raditional performance appraisals pro#ide ratings and ma/ offer rewards! With acareer de#elopment focus, the appraisal also addresses an emplo/ee2s career goals!



+ill: Concept

>;) While career de#elopment ultimatel/ should result in an emplo/ee who is more emplo/able,such programs often result in increased emplo/ee commitment!

Answer: .$E

Eplanation: Emplo/ees who wor for firms that offer career de#elopment programs becomemore nowledgeable, which maes them more emplo/able! owe#er, supporting an emplo/ee2s

career de#elopment ma/ also boost emplo/ee commitment!

Diff: - &age $ef: '(<Chapter: 1

*b%ecti#e: -

+ill: Concept

''Cop/right 3 -11 &earson Education, 4nc!



<) .he emplo/ee, the manager, and the emplo/er e6uall/ share the responsibilit/ for an

emplo/ee2s career de#elopment and career success!

Answer: AJ+EEplanation: Although the emplo/er and manager ha#e roles in guiding emplo/ees2 careers, no

emplo/ee should e#er abandon this tas to others! .he conse6uences of a bad choice 8or of no

choice) are too se#ere to lea#e to others! .he emplo/ee2s career success or failure is ultimatel/the emplo/ee2s responsibilit/!

Diff: 1 &age $ef: '(;


+ill: Concept

<1) "atching indi#idual strengths and weanesses with occupational opportunities and threats is

the e/ to the career planning process!

Answer: .$EEplanation: or the emplo/ee, career planning means matching indi#idual strengths and

weanesses with occupational opportunities and threats! 4n other words, the person wants to

pursue occupations, %obs, and a career that capitali=e on his or her interests, aptitudes, #alues, andsills!

Diff: - &age $ef: '(;

Chapter: 1


<-) A career planning worshop helps emplo/ees identif/ their interests, set career goals, and practice career sills!

Answer: .$E

Eplanation: A career planning worshop is a planned learning e#ent in which participants areepected to be acti#el/ in#ol#ed, completing career planning eercises and in#entories and

participating in career sills practice sessions! A t/pical worshop includes a selfassessment, an

en#ironmental assessment, and goalsetting and actionplanning segments!Diff: 1 &age $ef: '71

Chapter: 1

*b%ecti#e: '

+ill: Concept

<') $etirement preparation, succession planning, %ob posting, and management counseling are

popular career management practices offered b/ organi=ations around the world!Answer: .$E

Eplanation: Narious emplo/er career practices include posting %ob openings, formal education,

careeroriented performance appraisals, counseling b/ managers, counseling b/ $, retirement preparation, and succession planning!


Chapter: 1


'(Cop/right 3 -11 &earson Education, 4nc!



<() 4n a careeroriented appraisal, a manager matches an emplo/ee2s strengths and weanesses

with a feasible career path and de#elopmental needs, but the emplo/ee is not rated for actual %ob

performance!Answer: AJ+E

Eplanation: Careeroriented appraisals combine the ratings and feedbac of performance

appraisals with a discussion of the emplo/ee2s career de#elopment! &erformance appraisals thatare careeroriented are not %ust about telling someone how he or she has done but for lining the

emplo/ee2s performance, career interests, and de#elopmental needs into a coherent career plan!

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+ill: Concept

<7) .he best opportunit/ for discussing careerrelated issues with an emplo/ee is during the

annual or semiannual appraisal!Answer: .$E

Eplanation: &erformance appraisals are an opportunit/ for discussing and lining an

emplo/ee2s performance, career interests, and de#elopmental needs into a coherent career plan!Diff: 1 &age $ef: '7'

Chapter: 1

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+ill: Concept

<9) A mistae man/ career de#elopment programs mae in meeting the needs of women is

assuming that the worplace is the central consideration in people2s li#es!Answer: .$E

Eplanation: "an/ career de#elopment programs are not consistent with the needs of minorit/

and nonminorit/ women because the/ underestimate the role pla/ed b/ famil/ responsibilities inman/ women2s li#es!



+ill: Concept

<>) 4nstitutional barriers, such as golf club memberships, clearl/ fa#or male emplo/ees, but practices lie re6uired latenight meetings are considered gender neutral!

Answer: AJ+E

Eplanation: "an/ practices, such as re6uired latenight meetings ma/ seem gender neutral butin fact the/ disproportionatel/ affect women and minorities! olfclub memberships fa#or non

minorit/ male emplo/ees!

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+ill: Concept




<<) .he barriers for women to ad#ance at wor are referred to as the glass ceiling because federal

legislation has enabled women to earn an e6ual number of tople#el positions as men!

Answer: AJ+EEplanation: .he subtle barriers to the career progress of women are nown as the glass ceiling

because women can see the top positions but are pre#ented from reaching them! Although

women constitute (G of the worforce, the/ ha#e onl/ -G of the top management %obs!Diff: 1 &age $ef: '77

Chapter: 1


<;) @ob shoc occurs when a new emplo/ee2s high epectations confront the realit/ of a boring

%ob!Answer: AJ+E

Eplanation: $ealit/ shoc refers to the phenomenon that results when a new emplo/ee2s

epectations meet the realit/ of an unattracti#e wor situation!

Diff: 1 &age $ef: '7>'7<Chapter: 1


;) A focus on competiti#eness and moti#ation suggests that a compan/ should promote on the basis of seniorit/!

Answer: AJ+E

Eplanation: &robabl/ the most important decision is whether to base promotion on seniorit/ orcompetence, or some combination of the two! .oda/2s focus on competiti#eness fa#ors

competence!

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+ill: Concept

;1) Women constitute approimatel/ (G of the worforce but hold less than -G of top

management positions!

Answer: .$EEplanation: +imilarl/, women still don2t mae it to the top of the career ladder in numbers

proportionate to their numbers in !+! industr/! Women constitute more than (G of the

worforce, but hold less than -G of top management positions!Diff: - &age $ef: '7;

Chapter: 1





;-) $elocation costs ha#e slowed the use of eas/transfers of emplo/ees from one locale to

another!

Answer: .$EEplanation: Eas/transfer policies ha#e fallen into some disfa#or! .his is partl/ because of the

high cost of relocating emplo/ees 8mo#ing epenses and bu/ing the emplo/ee2s current home,

for instance), and partl/ because firms assume that fre6uent transfers ad#ersel/ affect transferees2famil/ li#es!



+ill: Concept

;') An emplo/er2s promotion processes are free of the re6uirements imposed b/ antidiscrimination laws!

Answer: AJ+E

Eplanation: 4n general, the emplo/er2s promotion processes must compl/ with all the same

antidiscrimination laws as do procedures for recruiting and selecting emplo/ees or an/ other $actions!

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+ill: Concept

;() "an/ !+!firms are concerned about labor shortages because of the rapidl/ rising number of

-7(( /ear olds in the worforce and the small number of worers near retirement age!Answer: AJ+E

Eplanation: 4n the nited +tates, the number of -7 to '(/earolds is growing relati#el/

slowl/, and thenumber of '7 to ((/ear olds is declining! +o, with man/ emplo/ees in their 7s and 9s

mo#ing toward traditional retirement age, emplo/ers face a longerterm labor shortage!

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+ill: Concept

;7) "ost emplo/ees who continue woring after retirement age must do so because of their

financial instabilit/!

Answer: AJ+EEplanation: *nl/ onethird of retirement age worers who continue woring do so for financial

reasons! "ost of them wor to remain acti#e!

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+ill: Concept

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;9) .he most popular preretirement counseling programs offered b/ firms are those that educate

worers about +ocial +ecurit/ benefits!

Answer: .$EEplanation: About ;>G of preretirement counseling programs address +ocial +ecurit/ benefits!

*ther t/pes of counseling co#er health and in#estments!

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+ill: Concept

;>) Conducting a demographic anal/sis of emplo/ees is one of the first steps that a firm should

tae when determining the labor and financial effects of retiring worers!

Answer: .$EEplanation: A reasonable first step in planning for the effects of retiring worers is to conduct

numerical anal/ses of pending retirements! .his should include a demographic anal/sis

8including a census of the compan/2s emplo/ees), a determination of the a#erage retirement age

for the compan/2s emplo/ees, and a re#iew of how retirement is going to affect the emplo/er2shealth care and pension benefits! .he emplo/er can then determine the etent of the retirement

problem and tae factbased steps to address it!Diff: - &age $ef: '91

Chapter: 1


;<) "ost worers retiring toda/ must rel/ financiall/ on their emplo/er2s pension!Answer: AJ+E

Eplanation: "ore retirees toda/ rel/ on their own sa#ings and in#estments, rather than their

emplo/er2s pension! Because emplo/ees in#est much of these funds in maret sensiti#e e6uities,emplo/ees should be monitoring and managing their retirement accounts!

Diff: 1 &age $ef: '9-


+ill: Concept

;;) .alent management is the process of attracting, selecting, training, de#eloping, and promoting emplo/ees through an organi=ation!

Answer: .$E

Eplanation: .alent management refers to the process of attracting, selecting, training,de#eloping, and promoting emplo/ees through an organi=ation! .he main thing dri#ing the

talent management mo#ement is the a#ailabilit/ of new talent management information s/stems!

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+ill: Concept

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1) .he primar/ purpose of talent management is to ensure that emplo/ees de#elop the sills

the/ need to eperience success throughout their careers!

Answer: AJ+EEplanation: .alent management is lie career management from the emplo/er2s point of #iew!

.he emplo/ee wants to align his or her sills, training, performance feedbac, and de#elopment

in such a wa/ as to ha#e a successful career! With talent management, the emplo/er wants tointegrate the same functions to ensure that it is using its corporate talent in the best possible wa/!

Diff: - &age $ef: '9'


+ill: Concept

11) 4n a brief essa/, discuss the roles and responsibilities of managers, mentors, and coaches inan emplo/ee2s career de#elopment!

Answer: .he manager should pro#ide timel/ performance feedbac, de#elopmental assignments

and support! .he manager should participate in career de#elopment discussions! .he manager

should support emplo/ee de#elopment plans! A coach focuses on teaching shorterterm %obrelated sills! A mentor helps emplo/ees na#igate longerterm career ha=ards!

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+ill: +/nthesis

1-) ow can firms benefit from both career planning programs and retirement planning

programs?Answer: When emplo/ers pro#ide the tools, en#ironment, and sill de#elopment opportunities

for emplo/ees, emplo/ees are better e6uipped to ser#e the compan/ and build it to its potential!

Career de#elopment ma/ also culti#ate emplo/ee commitment! $etirement planning is no longer %ust for helping current emplo/ees slip into retirement, but it can also enable the emplo/er to

retain, in some capacit/, the sills and brain power of those who would normall/ retire and lea#e

the firm! Emplo/ers seeing to recruit andOor retain retirees need to tae se#eral steps! .hegeneral idea is to institute human resource policies that encourage and support older worers!

ot surprisingl/, studies show that emplo/ees who are more committed and lo/al to the

emplo/er are more liel/ to sta/ be/ond their normal retirement age!

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1') ow has the ps/chological contract between emplo/ers and emplo/ees changed o#er time?

ow can emplo/ers gain greater commitment from emplo/ees?

Answer: .he ps/chological contract in /ears past liel/ in#ol#ed hard wor and lo/alt/ on the part of the emplo/ee in echange for a secure position from the organi=ation! .oda/, the

ps/chological contract is temporar/ because both parties recogni=e the indefinite nature of the

business! ow, emplo/ees are epected to wor hard and be lo/al while emplo/ed and inechange the compan/ will pro#ide de#elopmental opportunities necessar/ for the emplo/ee to

mo#e on at some point in the future! Emplo/ees toda/ tend to thin of themsel#es as free agents,

there to do a good %ob but also to prepare for the net liel/ mo#e, to another firm! 4n thisen#ironment, man/ emplo/ees epect their emplo/ers to pro#ide an opportunit/ for them to

broaden their career options! .he emplo/er can do man/ things to impro#e the emplo/ee2s

de#elopment and career prospects, from %ob postings and tuition reimbursement to career

planning worshops! .he main thing is that the emplo/er2s career de#elopment efforts, taen as awhole, should send the signal that the emplo/er cares about the emplo/ee2s career success, and

thus deser#es the emplo/ee2s commitment!

Diff: ' &age $ef: '(<, '7'

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+ill: +/nthesis

1() 4n a brief essa/, discuss the relationship between career planningoriented $ practices and

talent management!Answer: Because talent management in#ol#es recruiting, hiring, and de#eloping high potential

emplo/ees, it re6uires coordinating se#eral human resource acti#ities, in particular worforce

ac6uisition, assessment, de#elopment, and retention! 4n simplest terms, talent managementsimpl/ refers to the process of attracting, selecting, training, de#eloping, and promoting

emplo/ees through an organi=ation! ew talent management information s/stems integrate

components lie succession planning, recruitment, learning, and emplo/ee pa/,which allowsseamless updating of data among them! "an/ emplo/ers ha#e added a career aspect to their

human resource acti#ities! .he/ use human resource acti#ities not %ust to support the emplo/er2s

needs, but also to facilitate career selfanal/sis and de#elopment! or eample, instead of %ustusing appraisals to align the emplo/ees2 performance with the %ob2s standards, there is more

emphasis on using them to help the emplo/ee better plan and ad%ust his or her career plans and

meet the needs of the firm!

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17) What methods are a#ailable to firms who want to support emplo/ees2 career de#elopment

needs? &ro#ide at least one eample of a career de#elopment program implemented b/ a

corporation!Answer: +ome eamples are posting %ob openings, supporting a formal education, pro#iding

careeroriented performance appraisals, counseling b/ managers, offering lateral, de#elopmental

mo#es, counseling b/ $, pro#iding retirement preparation, and succession planning! +e#eralemplo/ers including 4B" now pro#ide (18)Ft/pe lifelong learning accounts for their

emplo/ees! Both emplo/ers and emplo/ees contribute, and the emplo/ees can tap into these to

get the careerrelated education and de#elopment the/ desire!Diff: - &age $ef: '7'71

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*b%ecti#e: '

+ill: Application

19) 5ou are considering a position as an entr/le#el management trainee, but /ou want to now

what the compan/ has to offer in the wa/ of career de#elopment initiati#es! What are two

inno#ati#e career de#elopment initiati#es that /ou would lie to see at the compan/? Eplainwh/ /ou thin the firm should implement /our two choices!

Answer: +e#eral initiati#es ma/ be named here!P 4ndi#idual budgets for emplo/ee de#elopment

P *nsite or online career centers with materials and worshops

P *pportunities for woring in a #ariet/ of positionsP *pportunit/ to tae courses with nearb/ colleges or through consultants

P Career success teams for networing and support

P Career coaches

P Career planning worshopsDiff: ' &age $ef: '71'7-



+ill: Critical .hining

(1Cop/right 3 -11 &earson Education, 4nc!



1>) What steps can an emplo/er tae to enhance the career de#elopment needs and promotional

prospects of its female emplo/ees?

Answer: .here are se#eral steps companies can tae to enhance the prospects for women! irst,organi=ations should tae the career interests of women emplo/ees seriousl/! .he/ should

identif/ institutional barriers and eliminate them! or instance, re6uiring late e#ening meetings

disproportionatel/ affects women! nfortunatel/, man/ career de#elopment programs are notconsistent with the needs of minorit/ and nonminorit/ women! or eample, man/ such

programs underestimate the role pla/ed b/ famil/ responsibilities in man/ women2s li#es!

+imilarl/, some programs assume that career paths are continuousK howe#er, the need to stopworing for a time to attend to famil/ needs often punctuates the career paths of man/ people of

color and women! 4nstituting career tracs can enable women to periodicall/ reduce their time at

wor while still remaining on a career trac! Companies should impro#e the opportunities for

networing and mentoring! .he/ should eliminate the glass ceilingK though this is a difficultchallenge! inall/, companies can institute fleible schedules to pro#ide women the opportunit/

to meet their obligations at home and at wor successfull/!

Diff: ' &age $ef: '7('77, '7;

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+ill: +/nthesis

1<) What is realit/ shoc? What efforts can be taen b/ an emplo/er to pre#ent realit/ shoc?

Answer: $ealit/ shoc occurs when a new emplo/ee has high epectations for a new %ob butthen finds that the %ob is boring andOor unchallenging! Emplo/ers can pre#ent this b/ pro#iding

realistic %ob pre#iews and challenging first %obs! A realistic %ob pre#iew can help prospecti#e

emplo/ees more accuratel/ gauge whether the %ob is reall/ for them and whether the %ob2s

demands are a good fit with a candidate2s sills and interests!Diff: - &age $ef: '7>'7<

Chapter: 1

*b%ecti#e: (+ill: Application

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1;) 4n a brief essa/, discuss the four decisions that affect a firm2s promotion process!

Answer: .he first decision is whether to base promotions on seniorit/ or competence or some

combination of the two! A focus on competiti#eness and moti#ation fa#ors promotion based oncompetence! But when union or ci#il ser#ice regulations are in#ol#ed, seniorit/ ma/ be fa#ored!

.he second decision occurs if the firm chooses to base the promotional process on competence!

4f it does, the firm must then decide how to define and measure competence! &ast performance is based on defining the %ob, setting standards, and appraising performance! or promotional

purposes, the organi=ation must decide whether this past performance is also predicti#e of a

candidate2s future performance! .he third decision is whether the process is formal or informal! 4f the process is informal, emplo/ees ma/ feel lie one2s personal networ is more important than

performance! ormal procedures include formal promotion policies that are distributed to all

emplo/ees! .he/ ma/ also include a %obposting polic/ and the use of emplo/ee 6ualification

briefs! .he fourth decision is whether the promotion will be #ertical or hori=ontal or somethingelse! .his ma/ be an issue if a compan/ is downsi=ing! &romotions can in#ol#e different t/pes of

positions aside from super#isor/ positions!

Diff: ' &age $ef: '7<'7;


+ill: Application

11) What is talent management? What tools are a#ailable to firms that want to implement a

talent management s/stem?Answer: .alent management is the automated endtoend process of planning, recruiting,

de#eloping, managing, and compensating emplo/ees throughout the organi=ation!While

emplo/ers ha#e long managed their talent without computeri=ed s/stems, talent managementtoda/ is usuall/ information technolog/Fbased! +e#eral software pro#iders offer speciali=ed

talent management suites! .he suites include and integrate underl/ing talent management

components such as erecruiting, etraining, performance re#iews, and rewards! or eample,.alent "anagement +olutions2 8www!talentmanagement11!com) talent management suite

includes erecruiting software, emplo/ee performance management, a learning management

s/stem, and compensation management! Among other things, .alent "anagement +olutions2suite of programs relie#es the stress of writing emplo/ee performance re#iews b/ automating

the tas and ensures that all le#els of the organi=ation are alignedHall woring for the same

goals!

Diff: ' &age $ef: '9-'9'AAC+B: se of 4.

Chapter: 1

*b%ecti#e: 9+ill: Application

HRM Chapter 12

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Transcript of HRM Chapter 12