Reference no: EM13524464
TRUE /False Questions
1. Poor task performance is the result of insufficient ability, knowledge, skills, or motivation.
2. In progressive discipline, termination is seen as a viable early option to avoid having to work through a potentially fruitless cycle of improving a low-ability worker.
3. Employee termination is the final step in progressive discipline, and ideally it would never be necessary.
4. Discharge turnover targets groups of employees and is also known as reduction in force. (RIF).
5. Data shows dramatic decreases in organizational stock price following a downsizing, especially if the downsizing organization restructures assets during downsizing.
6. Research shows that downsizing has negative impacts on employee morale and health, workgroup creativity and communication, and workforce quality.
7. No-layoff policies cannot be implemented effectively by organizations.
8. Legal experts usually advise organizations to avoid documenting performance problems because the "paper trail" is likely to just lead to problems in court.
9. In general, HR specialists should orchestrate the development of staffing policies and procedures for all departments, but play a secondary, or supporting role in the ultimate decision to hire in areas outside of the HR department.
10. Since line managers are not usually technical experts in staffing processes, their input comes to play only in regard to hiring decisions.
11. If adverse impact occurs because of certain selection procedures, these procedures may be justified under UGESP through validity studies.
12. The two options the UGESP recommends for minimizing adverse impact are use of within-group norming and banding.
13. The law suggests that unless the organization is under a formal AAP, protected characteristics should not be considered in selection decision making.
38. It is typically not possible to use techniques like split-samples analysis or longitudinal analysis to evaluate the effectiveness of established processes.
14. In recent years, a number of organizations have worked to develop standardized benchmarks for judging the effectiveness of staffing processes across organizations.
15. Benchmark data on staffing policies are typically applicable across nearly every organization and should be used as a primary guide for selecting which practices to implement.
16. The formula for the staffing cost ratio is total staffing cost ratio = total staffing costs/total number recruited.
17. Most of the processes involved in staffing are too subjective or difficult to quantify.
18. Experienced managers who have used staffing system metrics often find that new staffing systems may not represent a significant improvement.
19. Two of the key customers of the staffing system are managers and job applicants.
20. There are few tools to facilitate the electronic processing of employee satisfaction surveys, so paper and pencil measures are usually preferable.