1. MIDTERM 1

2. Multiple Choice Questions Version 1 1. A 11. B 21. D 2. D 12. B 22. E 3. E 13. C 23. A 4. C 14. E 24. A 5. D 15. A 25. D 6. C 16. C 26. E 7. D 17. D 27. B 8. D 18. C 28. C 9. B 19. A 29. E 10. D 20. E 30. A VERSION 2 1. C 11. B 21. D 2. E 12. D 22. A 3. D 13. B 23. B 4. C 14. A 24. A 5. A 15. B 25. B 6. A 16. E 26. B 7. E 17. C 27. A 8. C 18. E 28. B 9. B 19. E 29. C 10. E 20. E 30. D

3. Discuss the theories that have contributed to the evolution of HRM and the challenges faced. Scientific Management: Concern for production (.5 pt) The process of “scientifically” analyzing manufacturing processes, reducing production costs, and compensating employees based on their performance levels. (2 pt) Human Relations Movement: Concern for People (.5 pt) A management philosophy based on the belief that the attitudes and feelings of workers are important and deserves more attention. (2 pt) The Human Resource Movement: Concern for People and Productivity(.5 pt) A management philosophy focusing on concern for people and productivity.(2 pt) Growing Professionalism in HRM (.5 pt) Certified Human Resources Professional (CHRP). (2 pt)

4. Discuss sexual harassment and its impact on employees and the work environment. Sexual harassment is defined as offensive or humiliating behaviour that is related to the person’s sex as well as behaviour of a sexual nature that creates an intimidating, unwelcome, hostile or offensive work environment. (2.5 pt) Sexual harassment has a negative impact: e.g., employee morale and productivity decreases, absenteeism increases, trust in management decreases, legal action for condoning these behaviours increases. (2.5 pt)

5. Job analysis is the cornerstone of HRM. Discuss. Job analysis is the procedure for determining the tasks, duties and responsibilities of each job and the human attributes required to perform the job. (2 pt) Job analysis information is used to develop job descriptions (1 pt) and job specifications. (1 pt) It is used for a number of interrelated activities such as HR planning, recruitment and selection, training and development, career management, compensation and performance appraisals. Any example: Job descriptions and specifications are used to determine what sort of person to recruit and hire. (2 pt per example up to a maximum of 6).

6. You are the VP Human Resources at a major Canadian automaker which has been significantly impacted by the recent recession. Briefly describe the major strategies available to you to deal with the labour surplus at the firm. Initially respond with a hiring freeze, which means openings are filled by reassigning current employees and no outsiders are hired. (1.5 pt) The surplus is slowly reduced by attrition, which is the normal separation of employees from an organization due to resignations, retirements or death. (1.5 pt) Attempt to accelerate attrition by providing incentives for employees to leave (e.g., buyouts, early retirement plans). (1.5 pt) Reduce the total number of hours using job-sharing (a single position shared by more than one individual), reducing full-time work to part- time work, work-sharing (part-time work plus EI), and reduced work week (shorter week). (1 pt per strategy up to a max of 3 pt). Layoff employees (temporary withdrawal of employment for economic or business reasons) (1.5 pt) When employees are no longer required then terminate employees. (1 pt)

7. What are the advantages and disadvantages of filling open positions with internal candidates? Internal candidates are employees currently working for the organization (1 pt) Advantages (1.5 pt per advantage up to a max of 4.5) Employees see that competence is rewarded, thus enhancing commitment, motivation and performance Inside candidates are less likely to leave. Managers are provided with a longer-term perspective when making business decisions. Safer to promote employees, as the firm is likely to have a more accurate assessment of the person’s skills. Inside candidates require less orientation. Disadvantages (1.5 pt per disadvantage up to a max of 4.5) Employees who don’t get the job may become unhappy. Need to post all job openings and interview all candidates when they know who they want to hire, thus wasting time and creating false hope. Employees may be less satisfied with accepting a new boss appointed from within their own ranks. Difficult for a newly chosen leader to adjust to no longer being ‘one of the gang’ Inbreeding.

8. Describe the legal issues involved in obtaining and providing reference information. Failure to check references can lead to negligent or wrongful hiring suits. (2.5 pt) The reference provider is protected by ‘qualified privilege’ – that is even if negative information is provide, as long as it is honest, fair and candid, the reference giver is protected. (2.5 pt) Despite ‘qualified privilege’ Canadian companies are adopting a ‘no reference’ policy for the fear of civil litigation. (2.5 pt) Companies are only willing to confirm the position held and dates of employment, especially in the case of discharged employees. (2.5 pt)

9. Moving Forward….. Option 1: On a separate sheet of paper, provide reasons why you believe that your answer is right (3-4 sentences) and should receive a higher grade. Option 2: Add 2 to your final grade. (e.g., if you had a 14/20, your new grade is 16/20).