Exam 2: Strategic Human Resource Management

A) It can be used to identify an organization's internal strengths and weaknesses, but not the external threats posed by competitors.
B) It can be used to identify an organization's external strengths and weaknesses but not its internal strengths and weaknesses.
C) It gives the strategic planning team of an organization all the information it needs to generate a number of strategic alternatives.
D) A SWOT analysis fails to recognize the opportunities and threats in the external environment that are people related.
E) An analysis of a company's internal strengths and weaknesses using the SWOT analysis eliminates the need for input from the HRM function.

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A) strategy implementation
B) strategy formulation
C) administrative linking
D) selecting and training
E) task designing

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A) Internal growth strategy
B) Retrenchment strategy
C) External growth strategy
D) Divestment strategy
E) Concentration strategy

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A) integrative linkage
B) executive linkage
C) two-way linkage
D) one-way linkage
E) administrative linkage

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A) The strategic planning function and the human resource management function are interdependent.
B) The two-way linkage level is the lowest level of integration.
C) The human resource management executive has no time to take a strategic outlook toward human resource issues.
D) The human resource function is limited to monitoring day-to-day activities.
E) The strategic planning function and the human resource management function are completely dependent.

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A) Administrative linkage
B) Two-way linkage
C) Integrative linkage
D) Executive linkage
E) One-way linkage

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False

A) In this level, the human resource management executive has no time or opportunity to take a strategic outlook toward human resource issues.
B) It precludes the company from considering human resource issues while formulating the strategic plan.
C) In this level, the human resource management functions are built right into the strategy formulation process.
D) In this level, the human resource management function is involved in both strategy formulation and strategy implementation.
E) It lets the human resource management executive to give strategic planners information about the company's human resource capabilities.

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A) design specification
B) business model
C) job characteristics model
D) administrative linkage
E) process architecture

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A) Such companies typically use quantitative measures of performance to evaluate managers.
B) In such companies, top-managers have less knowledge about managers below them in the hierarchy.
C) In such companies, executives tend to focus on evaluating the objective performance results of their subordinate managers.
D) They have evaluation systems that call for subjective performance assessments of managers.
E) People above the first-level managers in the hierarchy of such companies have limited knowledge about work-related tasks that should be performed.

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A) focuses on becoming the lowest cost producer in an industry
B) strives to reduce the cost of products in its industry
C) does not use automated procedures and systems
D) endeavors constantly to increase the quality of its products
E) focuses on creating products that provide high value for its cost

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A) middle managers and directors.
B) the chief executive officer and supervisors.
C) the chief executive officer and the president.
D) accountants and supervisors.
E) the directors and labor union representatives.

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A) strategy implementation
B) task design
C) selection and training
D) strategy formulation
E) strategy evaluation

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D

A) Job modeling
B) Internal analysis
C) External analysis
D) Value chain analysis
E) Job analysis

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A) Recruitment
B) Development
C) Training
D) Performance management
E) Selection

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A) legacy
B) learning
C) downsized
D) traditional
E) transactional

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A) boosting employee productivity is more important than effectiveness in production.
B) short-term orientation is detrimental to an organization's economic success.
C) external analysis and internal analysis should be performed during implementation.
D) quality of resources is more important than the quantity of resources.
E) choice of organizational processes and structural forms make an economic difference.

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E