Reference no: EM13521563

True / False Questions 

1. Statistical techniques are of little importance to HR managers and should usually be rejected as methods for evaluating HRP needs. 

2. In regression analysis, historical predictors of workforce size, like sales or new customers, are used to predict staffing levels. 

3. Trend analysis directly takes into account external factors that might change trends. 

4. Manager judgment is an ideal method for forecasting workforce availabilities for companies with large numbers of employees in many job categories. 

5. Markov Analysis is used to assess a previous period's workforce demands on the basis of historical patterns of external applications. 

6. When conducting Markov analysis, it is desirable to have 20 or more employees in each job category/level. 

7. The key to ratio analysis is assessing each promotable employee for KSAO or competency gaps, and where there are gaps, creating employee training and development plans that will close the gap. 

8. Through replacement and succession planning the organization constructs internal talent pipelines. 

9. Succession planning precedes replacement planning. 

10. Replacement and succession planning are conducted primarily for managerial jobs. 

11. The quality of a replacement or succession plan is largely independent of the quality of an organization's performance appraisal systems. 

12. Staffing objectives are derived from identified gaps between requirements and availabilities. 

13. Long term options for dealing with an employee shortage include hires, transfers into the position, retraining workers, or transferring the work out of the firm. 

14. If an organization faces a surplus of workers, it is likely that they will have to either downsize or encourage voluntary retirement, because there aren't many alternatives to these actions. 

15. One advantage of a core workforce is that the organization maintains the legal right to control employees working in its behalf, in terms of both work process and expected results. 

16. A core workforce is nearly always less expensive than a flexible workforce because the core workforce will accept lower pay and benefits. 

17. A core workforce is an excellent technique for acquiring new technical and administrative knowledge. 

18. A flexible workforce can bring in new technical and administrative knowledge that isn't available from the core workforce. 

19. Sometimes members of the internal workforce will resent external hires, which can limit the effectiveness of external hiring. 

20. Internal hiring methods are often less expensive than external hiring methods.