Question

1. Strategic human resource management emphasises the need for HR strategies to be:
   1. responsive to the organisation's external environment.
   2. developed with only short-term aims and objectives.
   3. responsive only to internal changes to the organisation's environment
   4. adhered to irrespective of internal and external changes until their objectives have been achieved.

2. The corporate-level strategy that seeks to improve performance by cost cutting, downsizing or re-engineering is known as:

1.retrenchment strategy

2.stability strategy

3. consolidation strategy

4.financial strategy

3. Which of the following techniques for forecasting the internal supply of human resources is concerned with the filling of key management vacancies?

1. replacement charts

2. succession planning

3. Markov analysis

4. skills inventory

4. Which of the following best defines HRM?

1. the focus of human resource management (HRM) is on managing people within the employer-employee relationship to facilitate achieving the organisation’s objectives and satisfying employee needs.

2. the focus of HRM is on achieving an organisation’s goals by using its employees efficiently

3. HRM is concerned with having the right people in the right place at the right time

4. HRM is a set of activities relating to the coordination of an organisation’s human resource

5.Which of the following is NOT a critical factor in HR professionals successfully fulfilling the role of a strategic partner/contributor?

1. Demonstrating how HRM improves business performance and reduces costs

2. The ability to translate business strategy into action

3. Putting the needs and demands of management above those of the employees

4. Being part of the top management team in the organisation

6. The dual role for an HR manager of being an employee advocate and a strategic partner can create tensions because:

1. there will be competition for the resources necessary to fulfil both roles.

2. these roles may not be recognised by the senior managers in the organisation.

3. strategic decisions by the company may have undesirable impacts on employees.

4. the HR manager may not be not skilled in fulfilling both roles effectively.

7. Linking HR planning with corporate strategy allows the HR manager:

1. to understand the role he/she plays within the organisation.

2. to influence the future structure of the organisation’s management.

3. to anticipate and influence the future HR requirements of the organisation.

4. to more clearly understand the impact of increased global competition.

8. Improved childcare facilities, the increased availability of part-time work, and maternity leave are a reflection of:

1. changing social attitudes towards work.

2. increasing numbers of women in the workforce.

3. attempts to reduce levels of employee absenteeism.

4. the requirements of EEO legislation.

9. The corporate-level strategy adopted by Primary Health Care which involved the merger and acquisition of Symbion Health is known as an:

1. low cost strategy

2. competitive takeover

3. growth strategy

4. diversification

10. According to the systematic human resource planning process, the first step is to:

1. identify HR objectives.

2. examine the demand for, and supply of, internal and external human resources.

3. identify critical internal labour shortages.

4. employ experienced external HR consultants.

Answer 1

1. Strategic Human Resource Management emphasises the need for HR strategies to be: ans:responsive to the organisation's external environment.

2. The corporate-level strategy that seeks to improve performance by cost cutting, downsizing or re-engineering is known as:    ans: retrenchment strategy

3.Which of the following techniques for forecasting the internal supply of human resources is concerned with the filling of key management vacancies?    ans: succession planning

4. Which of the following best defines HRM? ans: the focus of human resource management (HRM) is on managing people within the employer-employee relationship to facilitate achieving the organisation’s objectives and satisfying employee needs.

5.Which of the following is NOT a critical factor in HR professionals successfully fulfilling the role of a strategic partner/contributor? ans: Being part of the top management team in the organisation

6.The dual role for an HR manager of being an employee advocate and a strategic partner can create tensions because: ans:strategic decisions by the company may have undesirable impacts on employees.

7. Linking HR planning with corporate strategy allows the HR manager: ans: to anticipate and influence the future HR requirements of the organisation.

8. Improved childcare facilities, the increased availability of part-time work, and maternity leave are a reflection of: ans: increasing number of women in the workforce.

9. The corporate-level strategy adopted by Primary Health Care which involved the merger and acquisition of Symbion Health is known as an: ans: growth strategy

10.According to the systematic human resource planning process, the first step is to: ans :  examine the demand for, and supply of, internal and external human resources