Title: Human Resource Strategy & Planning
Course: Question Banks

Q: Which of these best describes how managers allocate tasks using scientific management theory, also known as Taylorism?
- match workers to jobs based on seniority (Incorrect. Personnel should be matched to the jobs for which they are best suited, and seniority should only be considered when it pertains to relevant experience.)
- assign tasks at random, to ensure fair distribution of tasks (Incorrect. This method would not use human resources most effectively or efficiently.)
- assign tasks to workers based on specific requests from workers (Incorrect. While this method might reveal underlying motivation in many cases, some workers might volunteer for tasks that don’t challenge them, leaving more challenging tasks to less capable workers, impeding efficiency.)
- match workers to jobs based on capability and motivation (Correct. Assigning workers to jobs based on their capability and motivation helps maximize efficiency.)
A: match workers to jobs based on capability and motivation

Q: What was Taylor’s proposed solution to the search for more competent workers?
- To seek highly-qualified human resources (Incorrect. According to Taylor’s management solution, it is easier to create highly trained workers from an existing workforce than to find uniquely qualified individuals.)
- To utilize “ready-made” workers (Incorrect. One of the driving principles behind scientific management theory is the belief in investing in training workers, rather than expecting them to arrive completely job-ready.)
- To maximize worker wages (Incorrect. For maximum prosperity for an individual worker, maximizing wages is only part of the equation; maximizing efficiency is also vital.)
- To provide systematic management (Correct. Through systematic management, Taylor proposed systematically cooperating to train the highly competent worker.)
A: To provide systematic management

Q: How did the Gilbreths’ studies on motion and domestic management impact the average work experience?
- Their work improved worker safety by eliminating known hazards. (Incorrect. Ergonomic improvements increase worker safety by decreasing the strain of repetitive motions, making each motion more efficient, not by removing specific hazards.)
- Their work determined the fastest way to complete a task, maximizing production. (Incorrect. The Gilbreths’ work sought to increase efficiency of movement and reduce human strain, not just to get a task done as quickly as possible.)
- Their film work identified moments of wasted time, which improved worker productivity. (Incorrect. Frank Gilbreth’s reason for filming worker movements was to observe individual work movements, which he termed, ‘Therbligs,’ required to complete a task, and to streamline these tasks.)
- Their studies led to improved efficiency and ergonomic designs. (Correct. The Gilbreths studied workers’ motion and the layout of workspaces, improving the efficiency and function of the home and workplace.)
A: Their studies led to improved efficiency and ergonomic designs.

Q: Henry Fayol’s original management principles include all of the following EXCEPT:
- unity of command (Incorrect. This principle states the need for employees to have only one direct supervisor, which was one of Fayol’s original 14 principles.)
- subordination of individual interests to the general interest (Incorrect. Individual interests, even those of managers, must not come before the general interest. This was one of Fayol’s original 14 principles.)
- unity of direction (Incorrect. Unity of direction ensures proper coordination of action, as teams with the same goal work under one manager, using the same plan. This was one of Fayol’s original 14 principles.)
- staffing and motivation (Correct. These management functions are later additions/modifications to Fayol’s original management principles.)
A: staffing and motivation

Q: Lorina, a manager, is assigning personnel to tasks. She chooses who does what job based on each person’s skill set, level of efficiency in that task, and production numbers. Which of Fayol’s management principles is Lorina enacting?
- discipline (Incorrect. This shows delegation of tasks, which requires discipline as focus, but not as rule-enforcement.)
- unity of command (Incorrect. Lorina is in the process of assigning tasks. While we may assume she’s the only supervisor for this job, her actions are more accurately characterized as division of work.)
- centralization (Incorrect. Centralization refers to how close employees are to the decision-making process. Lorina is dividing work based on individual attributes.)
- division of work (Correct. Lorina is making decisions based on employees’ skills, efficiency, and production, making this a wise division of work.)
A: division of work

Q: Sales team members engage in a friendly competition to see who can come up with the best slogan for a new product, and the winner chooses the next team lunch location. What principle does this team display?
- unity of direction (Incorrect. This friendly competition reflects esprit de corps, though the team is unified in their goal.)
- order (Incorrect. Workplace cleanliness and order aren’t really addressed in this scenario.)
- remuneration (Incorrect. This doesn’t directly involve workers’ pay, but reflects a positive team atmosphere.)
- esprit de corps (Correct. This team’s friendly competition is a team-building exercise, which promotes both unity and creativity. Although this involves competition, everyone benefits from a team lunch and a good slogan.)
A: esprit de corps

Q: Elton Mayo’s Hawthorne studies:
- viewed individual workers as units of production (Incorrect. Mayo’s research focused on the social and situational factors surrounding the worker, not just individual production.)
- looked at only a worker’s innate abilities (Incorrect. A focus on innate abilities does not take into account the social and situational factors Mayo’s Hawthorne studies accounted for.)
- studied the effect of salary on individual motivation (Incorrect. Rather than studying individual motivation in a vacuum, Mayo studied the social and situational factors surrounding the worker.)
- viewed workers in a social context (Correct. The Hawthorne studies revealed that social and situational factors heavily influence employee motivation.)
A: viewed workers in a social context

Q: Which of these needs in Maslow’s hierarchy of needs is NOT considered a deficiency need?
- accomplishment (Incorrect. Accomplishment is an esteem need. Lacking a feeling of accomplishment is likely to provoke anxiety, making it a deficiency need.)
- belonging (Incorrect. Belonging is a social need, that if not fulfilled is anxiety-provoking.)
- safety (Incorrect. Safety is a security need, on the second step of Maslow’s hierarchy, a mere step above survival needs.)
- inner fulfillment (Correct. Inner fulfillment is a self-actualization need, at the top of Maslow’s hierarchy. It is a peak, desired state; not a state, which if not attained, provokes anxiety.)
A: inner fulfillment

Q: Mary Parker Follet described organizational conflict as an important dynamic of the workplace, characterizing genuine power in what manner?
- coercive or “power-over” (Incorrect. Genuine power is not coercive power, or power over others, but power with others, or participative power.)
- coercive or “power-with” (Incorrect. These two terms conflict. Coercive power is personal power over others, while “power with” describes coactive or participative power.)
- coactive or “power-over” (Incorrect. These two terms conflict. Coactive power, or participative power, coined “power with,” involves group power, rather than individual power.)
- coactive or participative (Correct. Coactive or participative power is also termed “power-with.” Follet believed true leaders create group power rather than expressing personal power.)
A: coactive or participative

Q: Which modern management theory views management as a problem that analytical tools and techniques can solve?
- qualitative management (Incorrect. Qualitative data describes something; analyzing a management problem with various tools and techniques applies a more quantitative technique.)
- learning management (Incorrect. Learning systems are constantly evolving as new problems arise; a main goal is to learn more quickly than competitors.)
- data management (Incorrect. A management technique that views a whole problem set does more than just manage data; it analyzes and manages solutions.)
- quantitative management (Correct. Quantitative management applies analytical tools and techniques to solve management problems.)
A: quantitative management

Q: Which of these is NOT one of the primary goals of a learning system?
- To bring about their own continual transformation (Incorrect. This is a primary learning system goal: transforming continually and organically.)
- Understand, guide, and influence transformations (Incorrect. This is a primary goal of a learning system; making transformations in a guided, understandable manner is crucial to integrating new ideas.)
- Tap into people’s capability and commitment to learn (Incorrect. A learning system seeks to tap into people’s commitment to and capacity for learning.)
- To establish a set of procedures to use in perpetuity (Correct. Learning systems seek constant growth and evolution; not to establish fixed procedures to remain unchanged over time.)
A: To establish a set of procedures to use in perpetuity

Q: Peter Senge proposed five disciplines of a learning organization. Which of the following is NOT one of the five disciplines Senge covers in his management theory?
- shared vision (Incorrect. A shared vision unites a team with a common goal toward some desired future, one of Senge’s five disciplines.)
- personal Mastery (Incorrect. Senge argues that personal mastery helps individuals identify and work toward their personal and team goals, as well as personal development.)
- systems thinking (Incorrect. Systems thinking involves appreciating the interconnection between all aspects of an organization. This is one of Senge’s five disciplines.)
- impartiality (Correct. One of Senge’s disciplines is awareness of one’s biases and assumptions, not total impartiality. Understanding biases helps individuals remain honest and better able to identify underlying issues.)
A: impartiality

Q: What is the purpose of establishing a set of core values?
- To change as a company and the world changes (Incorrect. Core values are not meant to change; these are the values an organization holds as a standard to inform policies and practices.)
- To strategically analyze goals and measure progress (Incorrect. Core values inform policy making and goal setting, and an organization measuring their progress should always use their core values as a foundation.)
- To establish a minimum acceptable standard (Incorrect. Core values capture the heart of an organization and its foundation. If these are used as minimum expectations, the endeavor is unlikely to succeed.)
- To guide and inform business practices and policies (Correct. Core values are used to establish what a company stands for, and they inform business decisions, practices, and policies.)
A: To guide and inform business practices and policies

Q: In the context of the strengths, weaknesses, opportunities, and threats (SWOT) analysis method, which of these is NOT considered an opportunity?
- pending legislation (Incorrect. Pending legislation is an external factor that could be an opportunity or a threat, depending on its effect on the company.)
- emerging technologies (Incorrect. Emerging technologies are external factors, which pose either threats or opportunities, depending on the company’s position.)
- supply chains (Incorrect. Supply chains are external factors, which pose threats or opportunities.)
- leadership expertise (Correct. Leadership expertise is an internal factor, measuring strengths and weaknesses. Opportunities and threats are external factors.)
A: leadership expertise

Q: Which of these statements is NOT one of the objectives of a strengths, weaknesses, opportunities, and threats (SWOT) analysis?
- identify factors that influence success or failure (Incorrect. A SWOT analysis helps identify the factors that will influence success or failure.)
- incorporate results into strategic planning (Incorrect. Once an organization recognizes factors that will influence success or failure, then they can incorporate these results into strategic planning.)
- forming realistic goals and objectives (Incorrect. A SWOT analysis can aid in the process of setting realistic and achievable goals and objectives.)
- eliminating risk factors (Correct. A SWOT analysis helps identify and manage, but not eliminate, risks using realistic goals and objectives.)
A: eliminating risk factors

Q: In Porter’s Generic Competitive Strategies, which strategy combines a focus on a total market scope and a competitive cost advantage?
- differentiation focus (Incorrect. A differentiation focus seeks differentiation in a target (niche) segment, focusing on buyers with unusual or specific needs.)
- cost focus (Incorrect. A cost focus strategy aims to become the lowest cost producer in a targeted market segment(s).)
- differentiation (Incorrect. Differentiation is associated with a premium price point, such as designer handbags, meant to be pricey and popular.)
- cost leadership (Correct. A cost leadership strategy places focus on being the lowest cost producer in the market.)
A: cost leadership

Q: Ysela’s company is focused on selling one-of-a-kind artisanal chairs at a premium price. What is the best way to characterize Ysela’s basic company strategy?
- cost focus (Incorrect. A cost focus would seek to fulfill a need in a niche market at a competitive cost. Ysela’s company focus is not on keeping costs low.)
- differentiation (A company with a differentiation strategy seeks a total market share, but not at the lowest cost.)
- premium focus (Incorrect. This term is misleading because the price point for Ysela’s chairs is high. Fulfilling a niche market with a specific need involves a differentiation focus.)
- differentiation focus (Correct. Ysela’s company seeks to fulfill a specific need in a niche market.)
A: differentiation focus

Q: Randy produces rubber gaskets for model airplane engines, and his strategy focuses on being the lowest cost provider for this market. What competitive strategy is Randy employing?
- differentiation focus (Incorrect. Differentiation focus provides a product to a niche market, but at a premium price. Randy aims to provide the lowest price on the market.)
- differentiation (Incorrect. Differentiation seeks total market share at a premium price point.)
- cost leadership (Incorrect. Cost leadership seeks a total market share at a competitive cost. Randy’s market is far too specific for this to be an example of cost leadership.)
- cost focus (Correct. Randy produces a very niche product, and his desire to do so at the lowest cost means he operates with a cost focus strategy.)
A: cost focus

Q: From a human resource management standpoint, which of these is the most important factor in implementing a successful strategy?
- results (Incorrect. Results are important, but the way to achieve them is through good alignment of goals, mission and values.)
- policy (Incorrect. Policies are just part of the strategic process; they need people who value them to implement and reinforce them.)
- cost (Incorrect. The strategic planning process accounts for costs and how an organization wants to address costs and operate. A cost focus may not be the organization’s goal.)
- alignment (Correct. Aligning culture with an organization’s mission and values is key to implementing a successful strategy.)
A: alignment

Q: A successful human capital plan is likely to place the LEAST amount of emphasis on which type of goals?
- strategic (Incorrect. Human capital planning should address long-term, strategic goals.)
- measurable (Incorrect. Goals must be measurable.)
- attainable (Incorrect. It’s important that a human capital plan sets realistic, attainable goals, not unrealistic goals that will not ultimately meet a company’s needs.)
- short-term (Correct. Strategic goals project into the future, and a human capital plan which has a long-term strategic view will benefit employees.)
A: short-term

Q: Which term is defined as “the ability to mesh strategy with reality, align people with goals, and achieve promised results”?
- differentiation (Incorrect. Differentiation is a term used to characterize a premium price point in a competitive strategy.)
- strategic insight (Incorrect. Delivering results in a real situation is part of execution, or implementation. Strategic insight is important for planning.)
- strategic outcome (Incorrect. This definition involves “doing” the work, executing it in a real life setting.)
- execution (Correct. Execution, another term for implementation, is defined by this ability to align strategy and goals to get results.)
A: execution

Q: Which of the following is NOT one of the key HR initiatives in support of organizational strategy?
- building high performance work organizations (Incorrect. This key HR initiative involves accountability and reward systems, and builds on the values that will allow sustainable growth.)
- aligning people with the business (Incorrect. This key HR initiative involves employees in the planning process, focuses on growth, retention, and market share, and builds effective communication.)
- attracting, retaining & developing critical talent (Incorrect. This is a key HR initiative that includes recruitment and development of talent, as well as addressing the needs of a multigenerational workforce.)
- focusing on past mistakes and making contingency plans (Correct. This is just part of the feedback process, not a critical HR initiative.)
A: focusing on past mistakes and making contingency plans

Q: Mario is working on building a high performance work organization as part of his HR duties. Which of these tasks will Mario most likely NOT perform during this process?
- establishing accountability for achieving business results (Incorrect. Establishing accountability systems will help monitor progress and progress toward achieving goals.)
- aligning reward systems with changing priorities (Incorrect. Reward systems should align with changing priorities, rewarding success and innovations dynamically.)
- building values and principles to sustain long-term growth (Incorrect. This is an important process for establishing an organization with high performance.)
- establishing a fixed rate for employee raises (Correct. Establishing a fixed rate for employee raises does not suit a dynamic environment with changing priorities, and a high performance team should be dynamic.)
A: establishing a fixed rate for employee raises

Q: Developing the required capabilities in the current talent is included with which of HR’s key initiatives supporting organizational strategy?
- aligning people with the business (Incorrect. Employee development and training is an attraction, retention, and development task.)
- building high performance work organizations (Incorrect. Talent development would help build a high-performing workplace, but the performance objective focuses more on accountability and awards than on training.)
- addressing the needs and interests of a multigenerational workforce (Incorrect. Addressing the needs of a multigenerational workforce is one of the tasks under the core task of attracting, retaining, and developing critical talent.)
- attracting, retaining & developing critical talent (Correct. Employee development is part of a good plan for attraction, retention, and development of talent.)
A: attracting, retaining & developing critical talent

Q: A shoe company with a differentiation focus strategy is most likely to reward which of the following employee accomplishments?
- cost-saving measures (Incorrect. Cost isn’t a primary factor in a differentiation focus strategy. A focus on originality, innovation, or exceptional quality is rewarded.)
- securing a vendor discount (Incorrect. Cost isn’t a primary factor in a differentiation focus strategy. A focus on originality, innovation, or exceptional quality is rewarded.)
- obtaining a mass-market client (Incorrect. This company provides a niche product to a specific group of people, so mass-marketing is not their goal.)
- innovative design (Correct. Creativity, innovation, ideas and products of exceptional quality are likely to be rewarded in a company with a differentiation focus.)
A: innovative design

Q: A company just performed an “overhaul” on its whole market strategy. This change will carry all of the following implications for HR, EXCEPT?
- There might be changes to organizational structure. (Incorrect. The organization’s structure may need to change to adapt to this new market strategy.)
- There will be a need to review policies and procedures. (Incorrect. Any significant strategy change should trigger a policy and procedure review.)
- There may be changes in reward and incentive programs. (Incorrect. Existing reward and incentive programs may not suit the company’s evolving needs and should be reviewed as part of an organizational change.)
- Workers will have to take pay cuts. (Correct. A marketing overhaul will involve a lot of company changes, but it should not involve reducing employee pay.)
A: Workers will have to take pay cuts.

Q: An energy drink company sponsors extreme adventure sports. Employees and representatives must be “on-brand” in public to promote their products. What is LEAST likely to occupy HR’s concerns?
- HR will need to stay up to date on changes in insurance coverage (Incorrect. This company deals with extreme sports, so HR will likely spend some time reviewing insurance liability.)
- HR will need to review and keep brand image incentive programs updated (Incorrect. HR for a company whose currency is image must establish and evolve policies and procedures related to employee and brand performance incentives)
- HR must monitor sponsored athletes’ safety training and certifications (Incorrect. This is likely to occupy HR time, because employees often face dangerous situations.)
- HR will advise to change the production price per can of the beverage. (Correct. HR will more likely focus on performance incentives and image than on production costs.)
A: HR will advise to change the production price per can of the beverage.

Q: What should implementation plans include at an operational level?
- general actions required, diffusion of responsibility, mandatory resources, completion timeframes (Incorrect. Implementation plans need to be specific and designate responsible parties.)
- make general recommendations, and identify the persons accountable for making changes (Incorrect. Implementation plans must be specific, identify persons responsible, identify resources required, and provide a completion timeframe.)
- funds required to complete the task, detailed plans, who is responsible, and required resources (Incorrect. Implementation plans can vary in level of detail, but should specify actions, responsible parties, resources, and completion timeframes.)
- specific actions required, who is responsible, required resources, completion timeframe (Correct. Implementation plans will vary in level of detail, but they should identify what specific actions must be taken, who is responsible, what resources are required, and provide a completion timeframe.)
A: specific actions required, who is responsible, required resources, completion timeframe

Q: Human capital planning roadmaps generally cover a timeframe of about how long?
- 10–15 years (Incorrect. 10–15 years is an unrealistic time frame for HR strategy; HR can enact a general plan, but workplace turnover typically exceeds this rate.)
- 1–2 years (Incorrect. This time frame is too short; a strategic vision needs to look beyond the next couple of years.)
- 2–3 years (Incorrect. This time frame is a bit short-sighted. On the short end of an HR roadmap, a 3 year plan is about the shortest timeframe a strategic vision should plan for.)
- 3–5 years (Correct. HR strategy sets out a roadmap for hiring, performance management, compensation, and training and development for about 3–5 years.)
A: 3–5 years

Q: Which of these is NOT one of the essential elements of human capital strategic planning, as identified by the U.S. Office of Personnel Management (OPM)?
- customer and stakeholder human capital management outcomes/goals (Incorrect. This is an essential element of human capital strategic planning.)
- a clearly understood strategic direction (Incorrect. The strategic direction in planning must be clear and understandable.)
- a communication/change management plan, if needed (Incorrect. Plans often change. When they do, changes to be documented and communicated effectively.)
- a detailed roadmap of staffing plans for the next 3–5 years (Correct. The process of strategic planning is designed to help build an HR roadmap.)
A: a detailed roadmap of staffing plans for the next 3–5 years