管理学 人力资源管理 (9.15)--模块九习题作业
周三多 管理学习题 第九章 人力资源管理
第九章人力资源管理习题一、填充题1．_________是人力资源管理程序中的第一步。
2．依据招聘的内外环境不同，组织大致可以通过_________和_________两种方式来选择和填补员工的空缺。
3．测试和评估候选人分析问题和解决问题的能力，可借助________或称_______的方法。
4．选聘工作的基础是_________。
5．选聘工作的有效性要求被选用的凭证具有_________、_________和_________。
6．_________ 和_________是两种典型的绩效模拟测验，前者适用于_________，后者适用于_________。
7．依据所在职位的不同，员工培训可以分为_________、_________和_________三种形式。
8．_________和_________是两种最常见的在职培训。
9．实际工作报酬必须与员工的_________相结合，这是组织分配制度的一条基本原则。
10．现代绩效评估更多采用_________。
11．员工招聘的标准有_________、_________、_________和_________。
12．高层次管理人才的选拔应首先考虑_________招聘方式。
13．员工选聘时所选用的凭证有_________、_________、_________、_________、_________、_________等。
14．应聘者一旦决定被录用之后，组织中的人事部门应该对他将要从事的工作和组织的情况给予必要的介绍和引导，西方国家称之为_________。
15．人力资源的需求量主要是根据组织中_________和_________来确定的。
16．人力资源计划的整个过程可以分为_________、_________、_________ 、_________、_________、_________六个步骤。
17．人力资源计划中最为关键的一项任务是_________ 。
人力资源管理各章习题题库
第一章习题一、概念识记人力资源人力资本人事管理人力资源管理战略性人力资源管理管理管理者使命愿景核心价值观战略匹配性战略弹性二、单项选择题1.现代意义上的“人力资源”的概念是由（）提出的。
A.彼得•德鲁克B.约翰•康芒斯C.西奥•多舒尔茨D.亨利•法约尔2.被人们誉为“人力资本之父”的是（）。
A.彼得•德鲁克B.约翰•康芒斯C.西奥•多舒尔茨D.亨利•法约尔3.人力资源最根本的性质是（）。
A.生物性B.能动性C.时效性D.增值性4.在人力资源管理的功能中，与用人相对应的是（）。
A.吸纳B.激励C.开发D.维持5.公司的董事长或总经理、学校的校长或副校长属于组织层级中的（）。
A.高层管理者B.中层管理者C.基层管理者D.非管理人员6.下列各项具体角色中，属于“人际关系”角色分类的是（）。
A.挂名首脑B.监听者C.发言人D.资源分配者7.下列选项中，属于人力资源管理部门承担的职能或职责的是（）。
A.工作分析B.员工关系C.组织收益D.战略制定8.下列选项不属于人力资源管理外部环境的是（）。
A.组织战略B.政治因素C.技术因素D.文化因素9.下列选项不属于人力资源管理内部环境的是（）。
A.法律因素B.组织文化C.组织战略D.领导风格10.下列选项不属于人力资源管理的理论基础是（）。
A.战略管理理论B.资源基础理论C.人力资本理论D.行为观点理论三、多项选择（10）1.通常我们所指代的资源种类有（）。
A.物质资源B.信息资源C.人力资源D.技术资源2.人力资本投资的主要形式有（）。
A.教育B.劳动力迁移C.医疗保健D. 培训3.管理的基本职能是（）。
A.计划B.组织C.领导D.控制4.明茨伯格的管理者角色理论中角色分类包括（）。
A.人际关系B.信息传递C.决策制定D.控制管理5.罗伯特•L•卡茨认为管理者需要具备下述哪些技能（）。
A.技术技能B.人际技能C.概念技能D.管理技能6.美国国际人力资源管理学会认为，人力资源管理者应当承担的角色有（）。
周三多 管理学习题 第九章 人力资源管理
第九章人力资源管理习题一、填充题1．_________是人力资源管理程序中的第一步。
2．依据招聘的内外环境不同，组织大致可以通过_________和_________两种方式来选择和填补员工的空缺。
3．测试和评估候选人分析问题和解决问题的能力，可借助________或称_______的方法。
4．选聘工作的基础是_________。
5．选聘工作的有效性要求被选用的凭证具有_________、_________和_________。
6．_________ 和_________是两种典型的绩效模拟测验，前者适用于_________，后者适用于_________。
7．依据所在职位的不同，员工培训可以分为_________、_________和_________三种形式。
8．_________和_________是两种最常见的在职培训。
9．实际工作报酬必须与员工的_________相结合，这是组织分配制度的一条基本原则。
10．现代绩效评估更多采用_________。
11．员工招聘的标准有_________、_________、_________和_________。
12．高层次管理人才的选拔应首先考虑_________招聘方式。
13．员工选聘时所选用的凭证有_________、_________、_________、_________、_________、_________等。
14．应聘者一旦决定被录用之后，组织中的人事部门应该对他将要从事的工作和组织的情况给予必要的介绍和引导，西方国家称之为_________。
15．人力资源的需求量主要是根据组织中_________和_________来确定的。
16．人力资源计划的整个过程可以分为_________、_________、_________ 、_________、_________、_________六个步骤。
17．人力资源计划中最为关键的一项任务是_________ 。
管理学人力资源管理习题及答案
第一章人力资源管理概述练习题及参考答案一、基本概念人力资源人力资源管理职权二、单选题1．下列哪个不包括在现实的人力资源数量内（）A．未成年就业人口B．暂不能参加社会劳动的人口C．适龄就业人口D．老年就业人口2．下列哪个是现实的人力资源数量（）A．失业人口B．暂不能参加社会劳动的人口C．老年就业人口D．其他人口3．人口资源、人力资源和人才资源的关系是（）A．人口资源>人才资源>人力资源B．人力资源>人口资源>人才资源C．人才资源>人口资源>人力资源D．人口资源>人力资源>人才资源4．人力资源具有自我开发性是其下列哪个特性的体现（）A．能动性B．时效性C．双重性D．社会性5．下列哪项是现代人力资源资源管理的特点（）A．管理目的是组织短期目标的实现B．以事为中心的管理模式C．强调民主参与的管理方式D．战术性、分散性的管理性质6．下列哪项是传统人事管理的特点（）A．执行层的管理地位B．视员工为第一资源的管理视角C．管理活动重视培训开发D．组织和员工利益共同实现的管理目的7．下列哪项不是现代人力资源管理的特征（）A．人本特征B．战术性与单一性C．系统性与整体性D．双赢性与互惠性8．所有权与经营权分离是从下列哪一个时代开始的（）。
A．经验管理阶段B．科学管理阶段C．人际关系阶段D．文化管理阶段9．社会人假说是在由谁提出的（）。
A．泰罗B．法约尔C．梅奥D．麦格雷戈10．没有法制，强调“人治”思想的是哪个管理发展阶段（）A．经验管理阶段B．科学管理阶段C．人际关系阶段D．行为管理阶段11．主张刺激性的付酬制度的是哪个管理发展阶段（）A．经验管理阶段B．科学管理阶段C．人际关系阶段D．行为管理阶段12．主张对工人进行思想压制的是哪个管理发展阶段（）A．经验管理阶段B．科学管理阶段C．人际关系阶段D．行为管理阶段13．采取“经济人”假设的是哪个管理发展阶段（）A．经验管理阶段B．科学管理阶段C．人际关系阶段D．行为管理阶段14．采取“社会人”假设的是哪个管理发展阶段（）A．经验管理阶段B．科学管理阶段C．人际关系阶段D．行为管理阶段15．“非正式组织”理论是哪个管理发展阶段提出的（）A．企业文化阶段B．科学管理阶段C．人际关系阶段D．行为管理阶段16．下列哪项不是人际关系阶段的特点（）A．采用“社会人”的假设B．强调外部控制C．重点管理人的思想D．弱化制度的作用17．X-Y理论是哪个发展阶段的代表性理论（）A．企业文化阶段B．科学管理阶段C．人际关系阶段D．行为管理阶段18．需要层次论是哪个发展阶段的代表性理论（）A．企业文化阶段B．科学管理阶段C．人际关系阶段D．行为管理阶段19．马斯洛需要层次理论排列正确的是（）A．生理需要——交往需要——安全需要——尊重需要——自我实现需要B．生理需要——安全需要——尊重需要——交往需要——自我实现需要C．自我实现需要——安全需要——尊重需要——交往需要——生理需要D．自我实现需要——尊重需要——交往需要——安全需要——生理需要20．麦肯锡的7S模型诞生于哪个管理发展阶段（）A．企业文化阶段B．科学管理阶段C．人际关系阶段D．行为管理阶段21．学习型组织出现于哪个管理发展阶段（）A．企业文化阶段B．科学管理阶段C．人际关系阶段D．行为管理阶段22．在麦肯锡的7S模型中，居于核心地位的是（）A．人员B．共有价值观C．社会环境D．作风23．招聘体现的是人力资源管理功能中的（）功能A．获取B．整合C．保持与激励D．开发24．新员工培训体现的是人力资源管理功能中的（）功能A．获取B．整合C．保持与激励D．开发25．薪酬体现的是人力资源管理功能中的（）功能A．获取B．整合C．保持与激励D．开发26．人力资源培训主要体现的是人力资源管理功能中的（）功能A．获取B．整合C．保持与激励D．开发27．绩效考核主要体现的是人力资源管理功能中的（）功能A．获取B．整合C．控制与调整D．开发28．下列关于人力资源管理的功能的陈述不正确的是（）。
人力资源第九章习题
人力资源第九章习题Chapter 9: Performance Management and AppraisalMultiple Choice1.The process of evaluating an employee’s current and/or past performancerelative to his or her performance standards is called ________.a.recruitmentb.employee selectionc.performance appraisal/doc/0918134637.html,anizational developmente.training(c; easy; p. 336)2.When goal setting, performance appraisal, and development areconsolidated into a single, common system designed to ensure thatemployee performance supports a company’s strategy, it is called________.a.strategic organizational developmentb.performance managementc.performance appraisald.human resource managemente.strategic management(b; easy; p. 336)3.Performance management combines performance appraisal with ________to ensure that employee performance is supportive ofcorporate goals.a.goal settingb.trainingc.incentive systemsd.all of the abovee.none of the above(d; moderate; p. 336)4.Managers following a performance management approach to appraisalswill usually meet with employees on a ________ basis.a.weeklyb.monthlyc.bi-annuald.yearlye.bi-monthly(a; moderate; p. 336)5.Managers following a traditional performance appraisal system willtypically meet with employees on a ________ basis.a.dailyb.weeklyc.monthlyd.bi-monthlye.yearly(e; moderate; p. 336)6.The component of an effective performance management process thatcommunicates the organization’s higher level goals throughout theorganization and then translates these goals intodepartmental goals iscalled ________.a.role clarificationb.goal alignmentc.developmental goal settingd.direction sharinge.coaching and support(d; difficult; p. 338; AACSB: communication)7.The component of an effective performance management process thatexplains each employee’s role in terms of his or her day-to-day work is called ________.a.role clarificationb.goal alignmentc.developmental goal settingd.direction sharinge.coaching and support(a; difficult; p. 338; AACSB: communication)8.Which of the following is not one of the guidelines for effective goalsetting?a.assign specific goalsb.assign measurable goalsc.assign challenging but doable goalsd.assign consequences for performancee.encourage participation(d; moderate; p. 339)9.The S in the acronym for SMART goals stands for ________.a.specificb.straightforwardc.strategicd.sourcee.support(a; easy; p. 339)10.The M in the acronym for SMART goals stands for ________.a.moderateb.measurablec.meaningfuld.mid-rangee.merit(b; moderate; p. 339)11.The A in the acronym for SMART goals stands for ________.a.actionableb.appropriatec.attainabled.attitudee.asset(c; moderate; p. 339)12.Participatively set goals result in higher performance than assigned goalswhen ________.a.participatively set goals are more difficultb.assigned goals are more difficultc.the rewards are also higherd.participatively set goals are used consistentlye.the goals are doable(a; moderate; p. 339)13.When using goal setting in performance management, the goals should be________.a.difficultb.challengingc.doabled.specifice.all of the above(e; easy; p. 339)14.Who is the primary person responsible for doing the actual appraising ofan employee’s performance?a.the employee’s direct supervisorb.the company appraiserc.the human resource managerd.the EEO contact persone.none of the above(a; moderate; p. 340)15.Which of the following is not a role played by the HR departmentregarding performance appraisals?a.training of supervisorsb.monitoring the appraisal systemc.appraising of employeesd.ensuring compliance with EEO lawse.advising regarding appraisal tools and procedures(c; moderate; p. 340)16.When designing an actual appraisal method, the two basic considerationsare ________.a.who should measure and when to measureb.when to measure and what to measurec.what to measure and who should measured.what to measure and how to measuree.when to measure and how to measure(d; moderate; p. 341)17.The most popular technique for appraising performance is the__________________ method.a.alternation rankingb.graphic rating scalec.Likertd.MBOe.constant sum rating scale(b; moderate; p. 341)18.Which performance appraisal technique lists traits and a range ofperformance?a.alternation rankingb.graphic rating scalec.Likertd.MBOe.constant sum rating scale(b; moderate; p. 341)19.What do performance appraisals measure?a.generic dimensions of performanceb.performance of actual dutiesc.employee competencyd.achievement of objectivese.all of the above(e; moderate; p. 341)20.If a performance appraisal focuses on an employee’s ability to “identifyand analyze problems” or to “maintain harmonious and effective workingrelationships,” then the performance appraisal is focused on measuring________.a.generic dimensions of performanceb.performance of actual dutiesc.employee competencyd.achievement of objectivese.all of the above(c; moderate; p. 344; AACSB: reflective thinking)21.If a performance appraisal focuses on an employee’s quality and quant ityof wok, then the performance appraisal is focused on measuring ________.a.generic dimensions of performanceb.performance of actual dutiesc.employee competencyd.achievement of objectivese.all of the above(a; moderate; p. 344; AACSB: reflective thinking)22.The ________ method of performance appraisal involves listing all thesubordinates to be rated, crossing out the names of any not known wellenough to rank, indicating the employee who is the highest on eachcharacteristic being measured and who is the lowest, and then alternatingbetween the next highest and lowest until all employeeshave been ranked.a.alternation rankingb.graphic rating scalec.Likertd.MBOe.constant sum rating scale(a; moderate; p. 344)a.is based on progress made toward the accomplishment of measurablegoals/doc/0918134637.html,bines the benefits of narratives, critical incidents, and quantified scales by assigning scale points with specific examples of good orpoor performancec.requires that the supervisor keep a log of positive and negativeexamples of a subordinate’s work-related behaviord.requires a supervisor to evaluate performance by assigningpredetermined percentages of those being rated into performancecategoriese.involves listing all the subordinates to be rated, crossing out the namesof any not known well enough to rank, indicating the employee who isthe highest on each characteristic being measured and who is thelowest, and then alternating between the next highest and lowest untilall employees have been ranked(e; moderate; p. 344)24.The most popular method for ranking employees is the ________ method.a.graphic ranking scaleb.constant sum ranking scalec.alternation rankingd.paired comparisone.forced distribution(c; moderate; p. 344)25.Suppose you have five employees to rate. You make a chart of all possiblepairs of employees for each trait being evaluated. Then, you indicate thebetter employee of the pair for each pair. Finally, you add up the numberof positives for each employee. In this case, you have used the ________method of performance appraisal.a.graphic ranking scaleb.constant sum ranking scalec.alternation rankingd.paired comparisone.forced distribution(d; moderate; p. 344)a.is based on progress made toward the accomplishment of measurablegoals/doc/0918134637.html,bines the benefits of narratives, critical incidents, and quantifiedscales by assigning scale points with specific examples of good orpoor performancec.requires that the supervisor keep a log of positive and negativeexamples of a subordinate’s work-related behaviord.requires a supervisor to evaluate performance by assigningpredetermined percentages of those being rated into performancecategoriese.involves listing all the subordinates to be rated, crossing out the namesof any not known well enough to rank, indicating the employee who isthe highest on each characteristic being measured and who is thelowest, and then alternating between the next highest and lowest untilall employees have been ranked(d; moderate; p. 345)27.When a supervisor evaluates performance by assigning predeterminedpercentages of ratees into performance categories, he or she has used the________ method of performance appraisal.a.graphic ranking scaleb.constant sum ranking scalec.alternation rankingd.paired comparisone.forced distribution(e; moderate; p. 345)28.John, the supervisor of the manufacturing department, is in the process ofevaluating his staff’s performance. He has determined that 15% of th egroup will be identified as high performers, 20% as above averageperformers, 30% as average performers, 20% as below average performers, and 15% as poor performers. John is using a ________ method.a.graphic rating scaleb.constant sum ranking scalec.forced distributiond.alternation rankinge.paired comparison(c; moderate; p. 345)29.Which of the following measurement methods rates employeeperformance relative to other employees?a.graphic rating scaleb.forced distributionc.likert scaled.constant sums ratinge.critical incident method(b; moderate; p. 346)30.With the ________ method, the supervisor keeps a log of positive andnegative examples of a subordinate’s work-related behavior.a.alternation rankingb.constant sums ratingc.forced distributiond.narrative formse.critical incident(e; easy; p. 348)31.The critical incident technique refers to an appraisal method, which________.a.is based on progress made toward the accomplishment of measurablegoals/doc/0918134637.html,bines the benefits of narratives, critical incidents, and quantified scales by assigning scale points with specific examples of good orpoor performancec.requires that the supervisor keep a log of positive and negativeexamples of a subordinate’s work-related behaviord.requires a supervisor to evaluate performance by assigningpredetermined percentages of those being rated into performancecategoriese.involves listing all the subordinates to be rated, crossing out the namesof any not known well enough to rank, indicating the employee who isthe highest on each characteristic being measured and who is thelowest, and then alternating between the next highest and lowest untilall employees have been ranked(c; moderate; p. 348)32.All of the following are advantages of using the critical incident methodfor appraising performance except that ________.a.it provides examples of good performanceb.it does not include a numerical ratingc.it provides examples of poor performanced.it reflects performance from throughout the appraisal periode.incidents can be tied to performance goals(b; moderate; p. 348)33.Which appraisal method combines the benefits of narratives, criticalincidents, and quantified scales by assigning scale points with specificexamples of good or poor performance?a.behaviorally anchored rating scaleb.graphic rating scalec.constant sums rating scaled.alternation rankinge.none of the above(a; easy; p. 350)34.Behaviorally anchored rating scale (BARS) refers to an appraisal method,which ________.a.is based on progress made toward the accomplishment of measurablegoals/doc/0918134637.html,bines thebenefits of narratives, critical incidents, and quantified scales by assigning scale points with specific examples of good orpoor performancec.requires that the supervisor keep a log of positive and negativeexamples of a subordin ate’s work-related behaviord.requires a supervisor to evaluate performance by assigningpredetermined percentages of those being rated into performancecategoriese.involves listing all the subordinates to be rated, crossing out the namesof any not known well enough to rank, indicating the employee who isthe highest on each characteristic being measured and who is thelowest, and then alternating between the next highest and lowest untilall employees have been ranked(b; moderate; p. 350)35.The first step in developing a behaviorally anchored rating scale is to________.a.develop performance dimensionsb.generate critical incidentsc.reallocate incidentsd.scale incidentse.develop a final instrument(b; moderate; p. 350)36.Which step in developing a behaviorally anchored rating scale involvesclustering critical incidents into a smaller set of performance dimensions?a.firstb.secondc.thirdd.fourthe.fifth(b; moderate; p. 350)37.Which step in developing a behaviorally anchored rating scale involvesclustering definitions and critical incidents, reassigning each incident tothe cluster where it fits best and then determining the level of agreementamong the group as to the allocation of incidents?a.firstb.secondc.thirdd.fourthe.fifth(c; moderate; p. 351)38.All of the following are advantages of behaviorally anchored rating scales(BARS) except that they ________.a.are more accurateb.provide clearer standardsc.are time consumingd.are reliablee.help explain performance appraisal ratings to appraisees(c; easy; p. 353)39.Management by objectives (MBO) refers to an appraisal method, which________.a.is based on progress made toward the accomplishment of measurablegoals/doc/0918134637.html,bines the benefits of narratives, critical incidents, and quantified scales by assigning scale points with specific examples of good orpoor performancec.requires that the supervisor keep a log of positive and negativeexamples of a subordinate’s work-related behaviord.requires a supervisor to evaluate performance by assigningpredetermined percentages of those being rated into performancecategoriese.involves listing all the subordinates to be rated, crossing out the namesof any not known well enough to rank, indicating the employee who isthe highest on each characteristic being measured and who is thelowest, and then alternating between the next highest and lowest untilall employees have been ranked(a; moderate; p. 353)40.Which of the following is a problem with using MBO?a. a tendency to set unclear objectivesb. a tendency to set unmeasurable objectivesc.it is time consumingd.tug of war between subordinate and manager regarding goalse.all of the above(e; moderate; p. 353)41.Graphic rating scales are subject to all of the following problems except________.a.unclear standardsb.halo effects/doc/0918134637.html,plexityd.central tendencye.leniency(c; difficult; p. 356)42.When different supervisors define levels of performance (good, fair, poor)differently, unfair appraisals could result due to a problem with ________.a.unclear standardsb.halo effects/doc/0918134637.html,plexityd.central tendencye.leniency(a; moderate; p. 355)43.________ is defined as the inf luence of a rater’s general impression onratings of specific ratee qualities.a.Impression managementb.Halo effectc.Central tendencyd.Stereotypinge.Bias(b; moderate; p. 356)44.Jason is generally considered unfriendly at work. His supervisor rates himlow on the trait “gets along well with others” but also rates him lower onother traits unrelated to socialization at work. Jason’s performanceappraisal may be unfair due to ________.a.impression managementb.biasc.stereotypingd.halo effectse.strictness(d; difficult; p. 356)45.Some supervisors, when filling in rating scales, tend to avoid the highs andlows on the scale and rate most people in the middle. This ________means that all employees may be rated average.a.halo effectb.stereotypingc.central tendencyd.strictnesse.leniency(c; moderate; p. 356)46.The best way of reducing the problem of central tendency in performanceappraisals is to ________.a.rank employeesb.be aware of the problemc.train supervisors to avoid itd.impose a distribution for performancee.consider the purpose of the appraisal(a; difficult; p. 356)47.The ________ problem occurs when supervisors tend to rate all theirsubordinates consistently high.a.central tendencyb.leniencyc.strictnessd.biase.halo effect(b; easy; p. 356)48.The ________ problem occurs when supervisors tend to rate all theirsubordinates consistently low.a.central tendencyb.leniencyc.strictnessd.biase.halo effect(c; easy; p. 356)49.Which big five personality trait is associated with performance appraisalratings that are too strict?a.agreeablenessb.extraversionc.conscientiousnessd.opennesse.neuroticism(c; difficult; p. 356)50.Which big five personality trait is associated with performance appraisalratings that are too lenient?a.agreeablenessb.extraversionc.conscientiousnessd.opennesse.neuroticism(a; difficult; p. 356)51.The best way of reducing the problems of leniency or strictness inperformance appraisals is to ________.a.rank employeesb.be aware of the problemc.train supervisors to avoid itd.impose a distribution for performancee.consider the purpose of the appraisal(d; difficult; p. 356)52.When an employee’s personal characteristics such as age, race, and genderinfluence a supervisor’s evaluation of his or her performance, the problem of ________ has occurred.a.biasb.stereotypingc.central tendencyd.halo affecte.strictness(a; easy; p. 356)53.Which of the following could result in a legally questionable appraisalprocess?a.conduct a job analysis to establish criteria and standards for successfulperformanceb.base appraisals on subjective supervisory observationsc.administer and score appraisals in a standardized fashion/doc/0918134637.html,e clearly defined job performance dimensionse.avoid abstract trait names when using graphic rating scales(b; difficult; p. 360; AACSB: analytical skills)54.Who is in the best position to observe and evaluate a n employee’sperformance for the purposes of a performance appraisal?a.peersb.customersc.rating committeesd.top managemente.immediate supervisor(e; easy; p. 359)55.Performance appraisals may be conducted by ________.a.the immediate supervisorb.peersc.rating committeesd.subordinatese.all of the above(e; easy; p. 359)56.Rating committees, made up of an employee’s immediate supervisor alongwith other supervisors, usually have ________ members.a.1-2b.3-4c.6-7d.8-9e.10 or more(b; easy; p. 359)57.While peer appraisals have many benefits, one problem is ________,when several peers collaborate to rate each other highly.a.social loafingb.group thinkc.logrollingd.alliance forginge.impression management(c; moderate; p. 359)58.Peer appraisals have been shown to result in a(n) ________.a.reduction of social loafing in the teamb.reduction of group cohesionc.decrease in satisfaction with the groupd.lower task motivatione.tendency to inaccurately predict who would be promoted(a; moderate; p. 359)59.What usually occurs when employees rate themselves ina performanceappraisal?a.interrater reliability is higherb.appraisals are subject to halo effectsc.logrolling could occurd.ratings are higher than when rated by supervisors or peerse.ratings are about the same as when determined by peers(d; easy; p. 360)60.Firms that use ________ let subordinates anonymously rate theirsupervisor’s performance.a.downward feedbackb.upward feedbackc.MBOd.narrativese.critical incidents(b; moderate; p. 361)61.What process allows top management to diagnose the management stylesof supervisors, identify potential “people” problems, and take correctiveaction with individual supervisors as necessary?a.strategic performance appraisal/doc/0918134637.html,anizational developmentc.upward feedbackd.MBOe.critical incidents(c; moderate; p. 361)62.When subordinates provide feedback for supervisors, the commentsshould be anonymous because identifiable responses tendto result in________.a.more critical ratingsb.increased comfort with the process on the part of the subordinatec.more negative attitudes from managers receiving the feedbackd.more inflated ratingse.all of the above(d; difficult; p. 361; AACSB: communication)63.What is another term for 360-degree feedback?a.feedback loopb.multi-source assessmentc.upward feedbackd.circle feedbacke.wheel feedback(b; easy; p. 362)64.You are conducting an appraisal interview with an employee who issatisfactory, but not promotable. Which incentive listed below wouldlikely be the least effective for maintaining satisfactory performance inthis situation?a.time offb.small bonus/doc/0918134637.html,plimentsd.additional professional developmente.additional authority(d; difficult; p. 363)65.Which is the easiest type of appraisal interview to conduct?a.satisfactory-not promotableb.satisfactory-promotablec.unsatisfactory-correctabled.unsatisfactory-uncorrectablee.final warning(b; moderate; p. 363)66.When conducting an appraisal interview, supervisors should do all of thefollowing except ________.a.talk in terms of objective work data/doc/0918134637.html,pare the person’s performance to a standardc.encourage the employee to talkd.give specific examples of poor performance/doc/0918134637.html,pare the person’s performance to that of other employees(e; difficult; p. 363; AACSB: communication)67.Which of the following responses is not typical during a negative appraisalinterview?a.denialb.angerc.reliefd.aggressione.retreat(c; easy; p. 364)68.When a supervisor must criticize a subordinate in an appraisal interview, itis best to ________.a.hold the meeting with other people who can diffuse the negativesituationb.provide examples of critical incidentsc.acknowledg e the su pervisor’s personal biases in the situationd.provide feedback once per yeare.surprise the employee so they cannot develop excuses for poorperformance(b; difficult; p. 365)69.Subordinates may feel dissatisfied with their appraisal interview whenthey ________.a.feel threatened during the interviewb.have an opportunity to express their ideasc.have an opportunity to influence the course of the interviewd.have a constructive interviewer conduct the interviewe.are shown specific examples of their poor performance(a; moderate; p. 365)70.When an employee’s performance is so poor that a written warning isrequired, the warning should ________.a.identify the standards by which the employee is judgedb.provide examples of employees who met the standardsc.provide examples of times when the employee did meet the standardsd.be sent to the employee in question, to the manager’s superior, and tothe EEO officee.all of the above(a; difficult; p. 365)True/ False71.Performance appraisals assume that the employee understood what his orher performance standards were. (T; easy; p. 336)72.Supervisors should provide employees with feedback, development, andincentives necessary to help employees eliminate performancedeficiencies or to continue to perform well. (T; easy; p. 336)73. A properly designed performance management system utilizes yearlymeetings to ensure continuous improvement in the employee’s capacityand performance. (F; moderate; p. 336)74.Goals should be challenging, but not so difficult that they appearimpossible or unrealistic. (T; easy; p. 339)75.The evidence suggests that participatively set goals consistently result inhigher performance than assigned goals. (F; moderate; p. 339)76.The HR department conducts performance appraisals, develops theappraisal tools, and monitors the appraisal system. (F; difficult; p. 340) 77.The alternation ranking method is the simplest and most popular techniquefor appraising performance. (F; moderate; p. 341)78.When actual job duties are appraised, the idea is to focus on the extent towhich the employee exhibits the competencies that the employer values.(F; difficult; p. 344)79.The forced distribution method is similar to grading on a curve meaningthat predetermined percentages of those being rated are placed intoperformance categories. (T; moderate; p. 345)80.The basic problem with rankings is that while it is not difficult to identifythe extreme good and bad performers, it is difficult to differentiatemeaningfully between the others. (T; moderate; p. 347)81.Top employees often outperform the average employees by as much as100%. (T; moderate; p. 346)82.BARS is a rating approach that involves keeping a record of uncommonlygood or undesirable examples of an employee’s work-related behavior and reviewing it with the employee at predetermined times. (F; easy; p. 348) 83.MBO relates an employee’s work goals to his or her departmental goals and to the organization’s goals. (T; moderate; p. 353)84.Electronic performance monitoring (EPM) allows supervisors toelectronically monitor the amount of computerized data an employee isprocess each day. (T; easy; p. 354; AACSB: use of IT)85.The advantages of the BARS appraisal tool include accuracy, clearstandards, and consistency. (T; moderate; p. 353)86.Graphic rating scales are the most reliable for rating performance. (F;moderate; p. 355)87.Central tendency is defined as the influence of a rater’s general impressionon ratings of specific ratee qualities. (F; moderate; p. 356)88.Performance appraisal ratings tend to be more positive when the purposeis to award promotions and/or pay raises than when the purpose is todetermine employee development needs. (T; moderate; p. 356)89.Rater idiosyncratic biases account for the largest percentage of theobserved variance in performance ratings. (T; difficult; p. 356)90.Courts have ofte n found that inadequacies in an employer’s appraisalsystem were related to illegal discriminatory actions in cases involvinglayoffs, promotions, and discharges. (T; moderate; p. 360)91.Peer appraisals have been shown to have an immediate positive impact onimproving task motivation, cohesion, and satisfaction, while reducingsocial loafing. (T; moderate; p. 359)92.Managers who receive feedback from subordinates who identifythemselves view the upward appraisal process more negatively than domanagers who receive anonymous feedback. (F; difficult; p. 361)93.An appraisal interview is used to make plans for new hires as they movethrough the selection and training process. (F; moderate; p. 362)94.360-degree feedback is generally used for development purposes, ratherthan for pay increases. (T; moderate; p. 362)95.360-degree feedback is sometimes called the wheel of feedback becauseratings are collected from all around an employee. (F; easy; p. 362)96.The goal for a supervisor conducting a satisfactory-not promotableappraisal interview is to maintain satisfactory performance by findingincentives that are important to the person. (T; easy; p. 363)97.The goal for a supervisor conducting an unsatisfactory-correctableappraisal interview is to encourage the employee by providingreinforcements like job enlargement and compliments. (F; difficult; p.363)98.While formal written warnings are provided too late to salvage anemployee’s performance and position at the company, they。
管理学习题及答案-第九章
第九章激励理论一、名词解释1．激励2．动机3．需要层次理论4．双因素理论5．期望理论6．公平理论二、判断题1．动机就是个体通过艰苦努力实现组织目标地愿望，而这种努力又能满足个体地某些需要（）2．激励地过程主要又四个部分，即行为、需要、动机、绩效。
首先是产生动机，通过激励，最后达到提高绩效地目的（）3．马斯洛地需求层次理论由低级到高级需求依次为：生理需要、安全需要、尊重需要、社交需要、自我实现需要。
（）4．在双因素理论中保健因素是指那些与人们地不满情绪有关地因素，如公司地政策、管理＆监督、人际关系＆工作条件等（）5．亚当斯地公平理论地基础在于，员工不是在真空中工作，他们总是在进行比较，比较地结果影响他们工作地努力程度（）6公平理论地不足在于，员工本身对公平地判断是极其主观地。
因为人们总是倾向于过高地估计自我付出，过低地估计所得薪酬。
（）三、单选题1．激励进程地起点是（）A目标B行为 C 动机D需要2．激励过程即（）A 需要—动机—行为—绩效B 绩效—行为—动机—需要C 动机—行为—绩效—需要D 行为—绩效—动机—需要3．成功后地喜悦比薪酬更重要，这是人们的（）A.生理需要B安全需要C社交需要D自我实现4．赫兹伯格认为，下列因素中不属于激励因素的是（）A 期望B成就感C责任感 D 人际关系5．管理者激发员工的工作热情，使他们产生满意情绪，要利用（）A 保健因素B维持因素C激励因素D薪酬6．为了防止员工产生不满情绪，维护员工工作积极性，管理者要注意（）A．公平B 保健因素C 满足需要D满意度7．公平理论认为影响员工工作努力程度的因素是（）A 薪酬量B比较的结果 C 工作条件D晋升机会8．某公司今年超额完成利润指标，公司决定按员工个人工资的50％一次性发放年终奖金，结果花钱买来的是怨声载道，此现象可用（）理论来解释A 期望理论B公平理论C双因素理论D需要层次理论9．金钱不是万能的，但“重赏之下必有勇夫”说明了（）A 金钱是满足人们需要的先决条件B 金钱是社会财富的凭证C 金钱的奖励作用是不可完全替代的D金钱拜物教是有市场的10．商鞅在秦国推行改革，他在城门口立了一个木棍，声称能将木棍从南门移到北门的奖励500金，但没人去尝试。
（完整版）人力资源管理课后习题答案
（完整版）⼈⼒资源管理课后习题答案第⼀章⼈⼒资源管理概述1．对照西⽅⼯业化国家现代管理演进的过程，你认为我国企业管理的发展是否也会遵循同⼀规律？为什么？（1）我国企业管理的发展不会再把西⽅⼯业化国家的现代管理演进的过程再⾛⼀遍，⼀⽅⾯由我国的具体的国情的决定的，我国的企业管理演进由中国的具体国情决定，不同于西⽅社会的发展历程，另⼀⽅⾯，由当今经济的发展的阶段决定的。
正如我国的社会发展阶段不会经过如同西⽅资本主义的发展阶段⼀样⼀个道理。
（2）西⽅国家现代管理的演进的过程，我们可以从中汲取有益的东西，结合中国的国情，加以应⽤。
（3）管理的发展规律是有共性的，同样适⽤⽤于中国的企业，中国企业应当抓住管理的发展规律，发现和发展适合中国企业的管理理论和模式。
2．当前我国企业⼈⼒资源管理主要症结在哪⾥？出路在何⽅？学完本章，对你有什么启迪？（1）我国企业⼈⼒资源管理的主要症结不在于具体的部门设置，不在于具体的管理体制，不在于具体的管理⽅法，不在于对于管理理念的理解，不在于员⼯的能⼒，这些我们都可以在相当短的时间内解决。
问题的关键在于两个⽅⾯：⼀是观念问题，⼆是执⾏问题。
这两个⽅⾯是我国企业⼈⼒资源管理的主要症结。
观念问题并不是代表你知道这个观念，⽽是这个观念能否成为你的习惯，成为中国企业的习惯。
执⾏的问题并不是代表你不具备这个能⼒，相反你恰恰具备这种能⼒，但是你没有去执⾏。
中国的很多企业配备了相应的适合的先进的⼈⼒资源管理制度，但是在执⾏上出了问题。
（2）关于路在何⽅，主要是解决观念和执⾏的问题，这两个问题的解决要齐头并进，在观念的指导下推进执⾏，在执⾏的磨练下培养观念。
执⾏的关键在于要注意细节，观念的关键不在于灌输⽽在于引导。
第⼆章⼈⼒资源战略与规划1．⼈⼒资源战略与企业战略有什么关系？（1）⼈⼒资源战略必须服从企业战略，企业战略的是长远的规划，所以⼈⼒资源战略必须长远规划。
（2）企业的发展战略有很多类型，所以⼈⼒资源战略必须根据不同的企业战略类型来相应的指定，⽽不能与企业战略背道⽽驰。
模块九人力资源管
• 开发功能：是指不断地培育员工，使其工作能力不断提高，让员 工保持能够满足当前及未来工作需要的知识和技能。开发功能是 手段，只有让员工掌握了相应的工作技能，激励功能的实现才会 具备客观条件。
•模块九人力资源管
• 二、职务分析的内容 • 通常情况下，职务分析主要包括两方面的内容：
• 一是对工作所包含的任务、职责、责任以及其他特 征的确定，即工作说明，又称工作描述；（工作概 况 、工作目的 、工作职责、工作条件和物理环境、 社会环境、聘用条件）
• 二是对完成工作的任职人所需具备的知识、技能及 其他特征的说明，即工作规范。（一般要求 、生 理要求 、心理要求 ）
•模块九人力资源管
• 二、职务分析的作用
• 职务分析是所有人力资源管理的基础。通过职务 分析，可以使企业的职位设计科学化和规范化， 可以使企业编制出符合职位要求的工作说明书和 工作规范，可以完善企业的职位分类和工作评价， 可以更加有效的实现企业的人力资源规划、招聘 录用、绩效评价、晋升、培训开发、薪酬、劳动 关系等人力资源管理的职能。总之，职务分析在 整个人力资源管理系统中占有非常重要的地位， 发挥着非常重要的作用。
•模块九人力资源管
现代人力资源管理与传统人事管理的区别如表示
•模块九人力资源管
项目2 人力资源规划
• 人力资源规划的概念
•模块九人力资源管
一、人力资源规划的概念
1.人力资源规划的概念 人力资源规划是根据企业的发展战略、目标及企
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练习作业
一、单项选择题
1、对大多数企业主管来说，最令他们困扰的不是如何与竞争对手抢夺市场，而是如何找到、训练和留住优秀的员工，对高技术企业尤其如此。
请你为这些主管在以下几项中找出最佳的一种方法（ C ）
A.提供诱人的薪水和福利
B.提供舒适的工作环境
C.提供具有挑战性的工作
D.提供自由工作的便利
2、翟同庆是仙容化妆品公司的销售部经理。
去年该公司招聘了一批刚毕业的大学生，其中有一位学化学的小唐，被认为很有培养前途。
公司指定她负责G地区的销售工作，并设立了一种很有吸引力的佣金制度。
一年下来，小唐尽管工作十分努力，但所分管地区的销售业绩就是上不去，她也承认G地区销售潜力不小。
面对这种情况，有人给翟经理出了以下几个主意，你认为其中哪个主意最好（ C ）
A．在办公室张榜公布各地区的销售业绩，让大家都知道谁干得好，谁干得差
B．郑重告诉小唐，下季度若仍达不到分配给她的销售指标，公司就要请她另谋高就
C．让翟经理带小唐去走访几家新客户，给她示范销售老手的做法
D．顺其自然，啥事也不用做，反正通过实践摸索与经验积累，她会成熟起来的
3、某公司新近从基层选拔了一批管理人员担任中层管理职务。
上岗之前，公司委托你对他们进行培训，你认为，这种培训的重点应当放在（ D ）
A．总结他们在基层工作的经验教训
B．熟悉公司有关中层管理人员的奖惩制度
C．促进他们重新认识管理职能的重点所在
D．帮助他们完成管理角色的转变
4、组织设计中最为重要的基础工作是（ B ）
A．部门划分
B．职务设计与分析
C．人员的激励
D．组织目标的分解
二、多项选择题
1、主管人员配备的原则有（ ABCD ）
A．责权利一致原则
B．公开竞争原则
C．用人之长原则
D．不断培养原则
2、主管人员配备包括哪些工作（ AB E ）
A.职务分析
B.选拔
C.审查
D.任命
E.考核
3、主管人员培训的方法包括（ ABCD E ）
A.理论培训
B.职务轮换
C.提升
D.在“副职”上培训
E.受训人员参加集体研讨会
三、简述题
1、人员配备的一般程序有哪些？
主管人员配备是组织所面临的一项长期工作，是一个周而复始、循环往复的过程，就具体的工作岗位的人员配备而言，一般要遵循以下几个步骤：
⑴人员供求分析。
具体地说，就是要结合组织的发展状况以及主管人员的流动情况，对各个岗位主管人员在未来的供求状况进行分析和预测，并随时随地地搜集组织内外部人力资源信息等等。
这是组织的一项长期工作，必须常抓不懈。
⑵职务分析。
在供求分析的基础上，对组织现有的或可能的空缺职位进行分析，明确空缺职位的用人标准和条件，并做出
岗位描述。
⑶招聘与录用。
招聘与录用是整个主管人员配备工作的基础，对于新成立的组织来说，招聘与录用更是组织成败的关键。
如果不能招聘到合乎组织发展目标的主管人员，就会给组织带来物质、资金、时间上的损失，组织也就无法进入运营。
⑷主管人员培训。
培训是一项经常性的工作，无论是组织新招聘还是原来的主管人员，都必须经常地接受培训，以便更好
地适应组织的发展和技术的进步。
2、主管人员供给分析的主要内容是什么？
主管人员供给分析的主要内容如下：
⑴组织目前的员工状况，如组织员工的部门分布、技术知识水平、专业、年龄构成等，了解组织员工的现状。
⑵分析目前组织员工的流动情况及其原因，预测将来员工流动的态势，以便采取相应的措施避免不必要的流动，或及时予
以补充。
⑶掌握组织员工提拔和调动的情况，保证工作和职务的连续性。
⑷分析工作条件的改变和出勤率的变动对员工供给的影响。
⑸掌握组织员工的内外部来源和渠道，并对其可能出现的变动加以分析。
⑹分析在所有的空缺职位中，有多少可以通过从组织内部招聘或者提升来加以补充。
3、简述主管人员培训的内容及方法。
主管人员培训的内容：
⑴政治思想教育：作为一个主管人员，如果没有良好的政治素质，就不会有正确的管理指导思想，就不可能从全局出发，摆正国家、集体和个人三者关系，有时会错误理解党和国家的方针政策，搞歪门邪道，触犯党纪国法，给国家和组织都带来重大的损失。
⑵业务知识培训：作为一个主管人员来说，没有广博的知识是不可能搞好管理的。
但由于管理学是介于社会科学和自然科学两者之间的一门交叉学科（或边缘科学），要求主管人员了解全部这些学科及在社会发展中出现的新理论、新观点、新技术、新方法是不现实的。
所以在对主管人员的培训中，应特别强调与组织业务活动有关的管理知识和科学技术知识的培训。
⑶管理能力的培训：管理能力的培训，是使主管人员将其所学到的管理知识在实践中加以应用提高。
应着重培养他们如何从管理学的基本原理出发，掌握管理职能，运用各种管理方法，在实际工作中系统地分析问题、认识问题、随机制宜地解决问题的综合管理能力。
主管人员培训的方法：
⑴理论培训：理论培训有助于主管人员较深地了解有关学科的基本理论及发展状况，提高其理论水平。
⑵职务轮换：职务轮换，是使各级主管人员在不同的部门的不同主管位置或非主管位置上轮流工作，以使其全面了解整个组织的不同工作内容得到各种不同的经验，为其今后在较高层次上任职打好基础。
⑶提升：提升是指将主管人员从较低的管理层次提拔到较高的管理层次，其不仅体现在职位的高低上，而是在于主管人员由低到高提升的过程中可以学到不同层次的管理方法。
⑷在“副职”上培训
⑸受训人员参加集体研讨会、参观考察，以及接受上级主管人员的辅导等。
四、作业
1、何谓工作分析，为什么说它是诸多人力资源活动的基础？答案：工作分析又称职位分析、岗位分析或职务分析，工作分析是通过系统全面的情报收集手段，提供相关工作的全面信息，以便组织进行改善管理效率。
工作分析是人力资源管理工作的基础，其分析质量对其他人力资源管理模块具有举足轻重的影响。
工作分析在人力资源管理中的位置，通过对工作输入、工作转换过程、工作输出、工作的关联特征、工作资源、工作环境背景等的分析，形成工作分析的结果——职务规范（也称作工作说明书）。
职务规范包括工作识别信
息、工作概要、工作职责和责任，以及任职资格的标准信息，为其他人力资源管理职能的使用提供方便。
2、寻找新员工的可能渠道有哪些？
答案：
（1）现场招聘。
现场招聘一般包括招聘会及人才市场两种方式。
（2）网络招聘
（3）校园招聘
（4）传统媒体广告
（5）人才介绍机构
（6）员工推荐
（7）人事外包
3、培训与开发的主要形式有哪些？
答案：
（1）讲授法
（2）案例方法
（3）在职培训
（4）角色扮演
（5）行为模仿
（6）视听培训
（7）电脑化指导
（8）工作轮换
（9）企业外培训
（10）其他培训与开发的方法
4、分析人员招聘两种来源的利与弊，作为管理者，你认为应选择哪种来源，为什么？
答案：组织内部招聘
（1）优点：组织和员工之间相互之间比较了解；创造了晋升的机会和防止可能的冗员；成本低。
（2）缺点：易导致“近亲繁殖”；易引发企业高层领导和员工之间的不团结；易引发后续问题；过多的内部招聘可能会使组织变得封闭；过多的内部招聘可能导致效率降低的现象。
组织外部招聘
（1）优点：人员选择范围广泛；外部招聘有利于带来新思想和新方法；节省了培训费用。
（2）缺点：外部招聘选错人的风险比较大；需要更长的培训和适应阶段；内部员工可能感到自己被忽视；外部招聘可能费时费力。
选择理由言之成理即可。