1. HR Planning is the process of forecasting
Write the answers of the question given below related to the topic “”Planning””
True/False Questions
1. HR Planning is the process of forecasting the organization’s future employment needs, and then developing action staffing plans and programs for fulfilling those needs.
2. Staffing planning is a logical outgrowth of HR planning.
3. The first step of the human resource planning process is to determine human resource availabilities.
4. The last step in the human resource planning process is to develop action plans to close the projected gaps.
5. Human resource planning takes place as an integral part of an organization’s business planning process.
6. Business and HR plans should have a close, reciprocal linkage with each other.
7. The long-term component of a human resource plan has a scope of approximately ten or more years.
8. One problem with using current payroll headcount for forecasting and planning purposes is that it ignores vacancies that exist at the time of the count.
9. Most organizations take the position that HR staff is ultimately responsible for the completion and quality of human resource planning.
10. HR forecasting techniques are either statistical or judgmental in nature.
11. Judgmental forecasting techniques can be used to project HR requirements, but they are not considered to be viable methods for projecting HR availabilities.
12. Markov analysis is a technique for forecasting HR requirements.
13. Applying Markov analysis involves the assumption that historical transitional probability rates will remain the same during the forecasting period.
14. Markov analysis, regardless of job category size, can generally be applied to produce stable estimates of future HR availabilities.
15. Vacancy analysis is a statistical technique applied in the analysis of HR availability.
16. Succession planning helps to identify backup candidates who are, or soon will be, qualified to replace current executives or upper-level managers.
17. One limitation of a Markov analysis is that it does not detect multiple moves by employees between consecutive time periods (i.e., T and T+1).
18. Monitoring legislative activity that may impact HR policy is an example of external environmental scanning.
19. Staffing objectives are derived from the identified gaps between HR requirements
and availabilities.
20. Increasing overtime hours and numbers of part-time employees would be a possible staffing alternative to correct for long-term employment shortages.
21 he key advantage of the “”core workforce”” is that it provides stability, continuity and predictability to the organization.
22 The use of a “”flexible work force”” is usually more expensive than a core work
force.
23. The key advantage of a “”flexible work force”” is adaptability.
24. The use of a “”core work force”” involves reduced legal control over employees.
25. The reconciliation and gap phase of the human resource planning process identifies projected gaps and the likely reasons for them.
26. Workers that are supplied to employers by staffing firms are employees of the staffing firms and not the employers.
27. An independent contractor is generally considered to be an employee of the organization that utilizes his/her services.
28. The major legal issue in HR and staffing planning is that of affirmative action plans and programs.
29. All affirmative action plans share three components – quantitative analysis, placement goals, and action plans.
30. Legal affirmative action plans should be a permanent part of an organization once they are created.
31. Affirmative action plans are generally viewed as being illegal in the eyes of the Supreme Court.
32. Legal affirmative action plans do not require that all candidates for positions be qualified for those positions.
33. Affirmative action plans are integral parts of general staffing systems.
34. A diverse workforce is heterogeneous in terms of individuals’ KSAOs and motivation.
35. One benefit of a diversity program is that it may help increase the retention rates of those acquired through an AAP.
36. Economic conditions, labor markets, and labor unions are all important internal influences on HR planning.
37. Labor demand is a result of consumer demands for an organization’s products and services.
38. Projections to year 2008 indicate that most job growth will occur in the manufacturing sector.
39. One response of employers to labor shortages is hiring bonuses and stock options.
40. Contingent employees typically have an implicit contract for long-term employment with an employer.
Multiple Choice Questions
1. Which of the following is a component of the HR planning process?
a. Determining future HR requirements
b. Determining future HR availabilities
c. Conducting scans of the internal and external environments
d. All of the above are correct
2. The major legal issue for HR strategy and planning is ________.
a. affirmative action plans
b. disparate treatment
c. disparate impact
d. sexual harassment
3. A key advantage of having a core work force is that it provides_________.
a. greater predictability
b. greater worker productivity
c. greater organizational profitability
d. lower costs
4. A major disadvantage of a flexible work force is that _________.
a. it leads to loss of legal control over workers
b. it can lead to conflict between core and flexible workers
c. flexible workers are often less familiar with equipment
d. all of the above
5. Which of the following topics is appropriate for external environmental scanning?
a. Job analysis
b. Laws and regulations
c. Organizational work force composition
d. Employee reward preferences
6. Employment reconciliation analyzes gaps between________.
a. AA requirements and the external labor force
b. future HR requirements and AA requirements
c. future HR requirements and HR availability
d. all of the above
7. Action plans are best described as__________.
a. Long-term steps to solve HR problems
b. Short-term steps to rectify employment gaps
c. Sets of alternatives to be reconciled
d. Long-term strategic actions
8. A short-term planning time frame would typically be __________.
a. five to ten years
b. three to 5 years
c. two-three years
d. one year or less
9. Using simple headcounts for forecasting and HR planning may _____.
a. overestimate work force quality
b. only be done with managerial employees
c. identify vacancies that exist when the headcount is made
d. misinterpret the actual work force size in terms of actual FTEs
10. Which of the following involve(s) judgmental forecasting?
a. Vacancy analysis
b. Time series analysis
c. Regression analysis
d. Ratio analysis
11. Which of the following would not be addressed in forecasting HR availabilities?
a. Promotions
b. Transfers
c. Exits
d. Motivation level
12. Markov analysis is a technique for ___________.
a. job analysis
b. availability forecasting
c. HR requirement forecasting
d. seniority estimation
13. A transition matrix would appear in a __________.
a. regression analysis
b. stochastic analysis
c. Markov analysis
d. time series analysis
14. Which of the following pose(s) a limitation of Markov analysis?
a. Large sample sizes
b. Lack of employee moves
c. Poor economic conditions
d. Small sample sizes
15. Executive reviews most commonly involve __________.
a. identification of back-up candidates for positions opening because of retirements
b. review of managers with potential to become top executives
c. review of total work force requirements
d. measures of executive job turnover
16. Which of the following might be described as being a sort of “”judgmental””
Markov analysis?
a. Executive review
b. Succession analysis
c. Vacancy analysis
d. Turnover analysis
17. Which of the following might be the object of an internal environmental scan?
a. Turnover
b. Laws and regulations
c. Economic trends
d. National demographics
18. The proper sequence for designing action plans would most likely be _____.
a. Set objectives, generate alternatives, assess alternatives, choose alternatives
b. Generate alternatives, assess alternatives, choose alternatives, set objectives
c. Generate alternatives, assess alternatives, set objectives, choose alternatives
d. Assess alternatives, generate alternatives, choose alternatives, set objectives
19. Affirmative action plans and programs do not originate from ________.
a. voluntary employer efforts
b. court-imposed remedies for discriminatory practices
c. consent agreements
d. union mandates
20. Which of the following statements regarding AAPs is false?
a. Only external sources of employees affect AAP results.
b. AA goals and timetables are needed as benchmarks in achieving results.
c. Management commitment is an overriding factor in contributing to the success of AAPs.
d. Without supporting action plans, AA goals and timetables have little meaning.
21. To have a high probability of being acceptable in the eyes of the Supreme Court, an organization’s AAP should __________.
a. not necessarily interfere with the job status of non-minority and male employees
b. concentrate on future, rather than past discrimination
c. not focus on underutilization
d. be a permanent feature of organizational structure
22. The purpose of diversity programs is the ___________.
a. recruitment of women and minorities
b. promotion of women and minorities
c. assimilation/adaptation of a diverse work force once it has been acquired
d. increased inclusion of minorities in the applicant pool
23. Advantages of a core workforce include _______________.
a. stability, continuity, and predictability
b. a sense of commitment and shared purpose toward the organization’s purpose
c. an organization can directly control how it acquires its workforce
d. all of the above
24. Which of the following is an advantage of internal staffing?
a. larger number of women to draw from
b. larger number of minorities to draw from
c. less expensive
d. none of the above
25. Which of the following is a disadvantage of external staffing?
a. It is time consuming to identify applicants
b. There is a small labor market to recruit from
c. Employees may require more training time
d. None of the above
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