Staffing Organizations Canadian 2nd Edition Heneman Test Bank

Staffing Organizations Canadian 2nd
Edition Heneman Test Bank

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c6
Student: ___________________________________________________________________________
1. The objective of the internal recruitment process is to identify and attract applicants from outside the
organization.
True False
2. The first step in the internal recruitment process is consideration of legal issues.
True False
3. A mobility path consists of possible employee movements within the internal labour market.
True False
4. Each internal labour market is composed of mobility paths and mobility policies.
True False
5. Traditional mobility paths make it very difficult to identify where to look for applicants in the organization.
True False
6. Innovative mobility paths do not just emphasize upward mobility.

True False
7. A parallel track enables an employee to specialize in two different types of work and to advance within
either.
True False
8. A lattice mobility path allows for upward and downward movement only.
True False
9. One advantage of innovative mobility paths is that they are very easy to administer.
True False
10. Organizations with limited upward mobility may use alternative employment and reward systems to make
work meaningful to employees.
True False
11. A well-defined mobility path policy statement is needed for traditional but not innovative mobility paths.
True False
12. A poorly developed or nonexistent mobility path policy is likely to lead employees to claim favouritism and
discrimination.
True False
13. A requisition to fill a position by higher-level management is not especially important to the internal
recruitment process.
True False
14. Internal, but not the external, recruitment efforts need to be coordinated and synchronized by the
organization's staffing philosophy.
True False
15. Internal recruitment activities involve the development of a recruitment guide.

True False
16. Under a closed internal recruitment system, employees are not made aware of job vacancies.
True False
17. Closed internal recruitment systems are very inefficient.

True False
18. Open internal recruitment systems use a job posting and bidding system to make employees aware of job
openings.
True False
19. A targeted system of internal recruitment uses both "open" and "closed" steps simultaneously.
True False
20. Ideally, the best internal recruitment system is an open system.

True False
21. A closed system is the most expensive in terms of search costs.

True False
22. A job posting is very similar to the advertisement used in external recruitment.
True False
23. A job requirements matrix is not important in developing a good job posting system.
True False
24. KSAOs that are used in making advancement decisions are stored in skills inventories.
True False
25. Nominations for internal candidates to apply for open positions can be solicited from potential supervisors
only,
True False
26. Employee referrals are often used for internal recruitment purposes.
True False
27. HR planning is essential for internal recruitment.

True False
28. The search for internal job applicants is activated by a requisition.
True False
29. Realistic job previews cannot be used for internal recruitment.

True False
30. Targeted messages about the desirability of a position should come directly from the job requirements
matrix.
True False
31. The research literature has paid a tremendous amount of attention to studying the reactions of applicants to
the internal recruitment process.
True False
32. Distributive justice refers to how fair the employee perceives the process that leads to a promotion or
transfer decision.
True False
33. Organizations should routinely survey the reactions of organizational members to determine the
effectiveness of the internal recruitment process.
True False
34. The law does not permit the use of BFORs under any circumstances.
True False
35. The "glass ceiling" refers to strong but invisible barriers for women and minorities to promotion in
organizations.
True False
36. The Federal Glass Ceiling Commission study found that there are three types of barriers to
mobility--societal, governmental and internal.
True False
37. A research study showed that the number one barrier cited by Canadian women executives was lack of
meaningful developmental assignments.
True False
38. Intraplacement systems use external recruiters to recruit and place external candidates.
True False
39. Employer types required to comply with Employment Equity Act provisions include banks, all government
employees and communications companies such as Bell Canada.
True False
40. A big difference between internal and external recruitment is that internal recruitment creates vacancy as it
fills a vacancy.
True False
41. Most organizations do not start with internal recruitment as they know their staff and who are qualified.
True False
42. Which of the following is the first step in the internal recruitment process?
A. Recruitment planning
B. Searching for internal candidates
C. Consideration of legal issues
D. Strategy development
43. Which of the following is the last step in the internal recruitment process?
44. Which of the following is a component of an internal labour market?

A. Mobility paths
B. Mobility rates
C. Mobility matrices
D. None of the above
45. Mobility paths are not determined by which of the following types of characteristics?
A. Workforce
B. Organizational
C. Labour market
D. Global consumer trends
46. Which of the following is not an innovative mobility path?

A. Lattice
B. Traditional
C. Lateral
D. Parallel
47. Which of the following is true regarding mobility paths?

A. Traditional mobility paths are primarily lateral in direction.
B. Traditional mobility paths make it easy to identify where to look for applicants in an organization.
C. Innovative mobility paths may move in any direction.
D. Parallel tracks allow a person to pursue one primary career track and a second career track of less
importance.
48. Which of the following is an example of how organizations can make work more meaningful for
employees?
A. Alternative reward systems
B. Counseling
C. Alternative employment
D. All of the above
49. A lattice mobility path is ________.

A. characterized by upward, lateral, and downward movement.
B. found mostly within the external recruitment process
C. used in conjunction with union contracts
D. concerned with management level recruitment only
50. Alternative employment arrangements include _________.

A. leaves of absence
B. sabbaticals
C. consulting assignments
D. all of the above are true
51. Internal and external recruitment efforts should be coordinated and synchronized based most directly on
___________.
A. corporate strategy
B. corporate vision
C. organizational staffing philosophy
D. general HR goals
52. Which of the following is true regarding closed internal recruitment systems?
A. Employees are made aware of all job openings.
B. They are very inefficient.
C. They are not costly to implement
D. They are very time-consuming to implement.
53. Which of the following is true regarding an open internal recruitment system?
B. They use a job posting and job bidding system.
C. They often lead to uncovering "hidden talent."
D. All of the above are correct.
54. In an ideal world with unlimited resources, the best internal recruitment system would be a (n) _______.
A. open system
B. closed system
C. targeted system
D. traditional system
55. In developing career path policies, a good approach for promotion would not include which of the
following?
A. Communication of management's intentions.
B. Reasons why external sources are preferred.
C. Rules regarding compensation.
D. Rules concerning fringe benefits.
56. Job postings influence the recruitment process by _______.

A. clarifying requirements of the job
B. reducing competition for the job
C. eliminating external sources from consideration
D. reducing the need for formal applications
57. An empirical study of the characteristics of a job posting system which lead to high user satisfaction found
that _________ was (were) critical.
A. the adequacy of job descriptions
B. the adequacy of job notification procedures
C. treatment during the interview
D. all of the above
58. KSAOs which are used in making advancement decisions are stored in __________.
A. job descriptions
B. job specifications
C. skills inventories
D. ability inventories
59. Which of the following statements regarding skills inventories is (are) true?
A. Skills inventories are maintained by the employee.
B. Skills inventories simplify record keeping.
C. Skills inventories reduce the need for supervisory judgment in promotion decisions.
D. Skills inventories require a user-friendly data base for effective use.
60. Under a closed internal recruitment system, which of the following is not likely to occur?
A. Speed of decisions is faster than with open systems.
B. Contacted employees are immediately given preference under such a system.
C. Managers have less influence over the ultimate decision.
D. Overall effectiveness of the system in identifying qualified applicants will dropage:
61. An open system of internal recruitment can be expected to minimize _______.

A. competition among employees
B. scrutiny of job qualifications
C. overlooking talent
D. low morale among those not advanced
62. Job postings are effective internal recruitment tools because they _______.
A. resemble and support external messages
B. are efficient in matching employees to organizational needs
C. reduce record keeping
D. are far easier to prepare than external messages
63. To the extent that informal internal job communications systems exist, they tend to _________.
A. reduce employer ability to comply with EEO/AA regulations
B. increase communication speed
C. increase communication efficiency
D. improve employee involvement with the recruitment process
64. Which of the following statements regarding internal recruitment processes is not true?
A. Procedures do not concern employees nearly as much as promotion decision outcomes.
B. Procedures have been used to perpetuate discriminatory practices.
C. Lack of formal policies often creates dissatisfaction.
D. When informal policies override formal policies dissatisfaction rises.
65. From a legal standpoint, it can be said that _________.

A. the CHRC is more concerned about external recruitment procedures than internal ones.
B. innovative internal recruitment practices are legal as long as there is no intent to discriminate
C. promotions have no effect on the employment contract.
D. employers should distinguish between essential and non essential requirements when recruiting internally
66. Internal recruitment does each of the following except ___________.

A. creates a vacancy when it fills a vacancy
B. needs more planning time than does external recruitment
C. is usually done before external recruitment
D. costs more than external recruitment
67. Traditional career paths strictly emphasize upward mobility within an organization. How does
mobility differ in organizations with innovative career paths? List three innovative career paths
discussed in this chapter, describing how mobility occurs in each.
68. A sound policy regarding promotion is important. List the characteristics necessary for an effective
promotion policy.
69. Compare and contrast a closed internal recruitment system with an open internal recruitment
system.
70. What information should be included in the targeted internal communication message?
71. Applicant reactions and perceptions of the fairness of the internal recruitment process are an
important consideration when evaluating the effectiveness of the process. Describe the two categories of
fairness that are discussed in this chapter.
72. Exhibit 6.9 contains many suggestions for improving the advancement of women and minorities.
Choose the three suggestions you think are most important and explain why.
c6 Key
1. (p. 184) The objective of the internal recruitment process is to identify and attract applicants from outside the
organization.
FALSE
Heneman - Chapter 06 #1
2. (p. 184) The first step in the internal recruitment process is consideration of legal issues.
FALSE
3. (p. 185) A mobility path consists of possible employee movements within the internal labour market.
TRUE
4. (p. 185) Each internal labour market is composed of mobility paths and mobility policies.
TRUE
5. (p. 185) Traditional mobility paths make it very difficult to identify where to look for applicants in the
organization.
FALSE
6. (p. 186) Innovative mobility paths do not just emphasize upward mobility.
TRUE
7. (p. 186) A parallel track enables an employee to specialize in two different types of work and to advance within
either.
TRUE
8. (p. 186) A lattice mobility path allows for upward and downward movement only.
FALSE
9. (p. 187) One advantage of innovative mobility paths is that they are very easy to administer.
FALSE
10. (p. 187) Organizations with limited upward mobility may use alternative employment and reward systems to
make work meaningful to employees.
TRUE
11. (p. 188) A well-defined mobility path policy statement is needed for traditional but not innovative mobility
paths.
FALSE
12. (p. 188) A poorly developed or nonexistent mobility path policy is likely to lead employees to claim
favouritism and discrimination.
TRUE

13. (p. 189) A requisition to fill a position by higher-level management is not especially important to the internal
recruitment process.
FALSE
14. (p. 189) Internal, but not the external, recruitment efforts need to be coordinated and synchronized by the
organization's staffing philosophy.
FALSE
15. (p. 189) Internal recruitment activities involve the development of a recruitment guide.
TRUE
16. (p. 192) Under a closed internal recruitment system, employees are not made aware of job vacancies.
TRUE
17. (p. 193) Closed internal recruitment systems are very inefficient.
FALSE
18. (p. 193) Open internal recruitment systems use a job posting and bidding system to make employees aware of
job openings.
TRUE
19. (p. 193) A targeted system of internal recruitment uses both "open" and "closed" steps simultaneously.
TRUE

20. (p. 194) Ideally, the best internal recruitment system is an open system.
FALSE
21. (p. 194) A closed system is the most expensive in terms of search costs.
FALSE
22. (p. 194) A job posting is very similar to the advertisement used in external recruitment.
TRUE
23. (p. 195) A job requirements matrix is not important in developing a good job posting system.
FALSE
24. (p. 196) KSAOs that are used in making advancement decisions are stored in skills inventories.
TRUE
25. (p. 196) Nominations for internal candidates to apply for open positions can be solicited from potential
supervisors only,
FALSE
26. (p. 196) Employee referrals are often used for internal recruitment purposes.
FALSE

27. (p. 184) HR planning is essential for internal recruitment.
TRUE
28. (p. 201) The search for internal job applicants is activated by a requisition.
TRUE
29. (p. 201) Realistic job previews cannot be used for internal recruitment.
FALSE
30. (p. 201) Targeted messages about the desirability of a position should come directly from the job requirements
matrix.
FALSE
31. (p. 202) The research literature has paid a tremendous amount of attention to studying the reactions of
applicants to the internal recruitment process.
FALSE
32. (p. 202) Distributive justice refers to how fair the employee perceives the process that leads to a promotion or
transfer decision.
FALSE

33. (p. 201) Organizations should routinely survey the reactions of organizational members to determine the
effectiveness of the internal recruitment process.
TRUE
34. (p. 202) The law does not permit the use of BFORs under any circumstances.
FALSE
35. (p. 203) The "glass ceiling" refers to strong but invisible barriers for women and minorities to promotion in
organizations.
TRUE
36. (p. 203) The Federal Glass Ceiling Commission study found that there are three types of barriers to
mobility--societal, governmental and internal.
TRUE
37. (p. 203) A research study showed that the number one barrier cited by Canadian women executives was lack of
meaningful developmental assignments.
FALSE
38. (p. 206) Intraplacement systems use external recruiters to recruit and place external candidates.
FALSE

39. (p. 205) Employer types required to comply with Employment Equity Act provisions include banks, all
government employees and communications companies such as Bell Canada.
FALSE
40. (p. 191) A big difference between internal and external recruitment is that internal recruitment creates vacancy
as it fills a vacancy.
TRUE
41. (p. 191) Most organizations do not start with internal recruitment as they know their staff and who are
qualified.
FALSE
42. (p. 184) Which of the following is the first step in the internal recruitment process?
43. (p. 185) Which of the following is the last step in the internal recruitment process?

44. (p. 185) Which of the following is a component of an internal labour market?
A. Mobility paths
B. Mobility rates
C. Mobility matrices
D. None of the above
45. (p. 185) Mobility paths are not determined by which of the following types of characteristics?
A. Workforce
B. Organizational
C. Labour market
D. Global consumer trends
46. (p. 186) Which of the following is not an innovative mobility path?
A. Lattice
B. Traditional
C. Lateral
D. Parallel
47. (p. 186) Which of the following is true regarding mobility paths?
A. Traditional mobility paths are primarily lateral in direction.
B. Traditional mobility paths make it easy to identify where to look for applicants in an organization.
C. Innovative mobility paths may move in any direction.
D. Parallel tracks allow a person to pursue one primary career track and a second career track of less
importance.
48. (p. 187) Which of the following is an example of how organizations can make work more meaningful for
employees?
A. Alternative reward systems
B. Counseling
C. Alternative employment
D. All of the above

49. (p. 186) A lattice mobility path is ________.
A. characterized by upward, lateral, and downward movement.
B. found mostly within the external recruitment process
C. used in conjunction with union contracts
D. concerned with management level recruitment only
50. (p. 188) Alternative employment arrangements include _________.

A. leaves of absence
B. sabbaticals
C. consulting assignments
D. all of the above are true
51. (p. 189) Internal and external recruitment efforts should be coordinated and synchronized based most directly
on ___________.
A. corporate strategy
B. corporate vision
C. organizational staffing philosophy
D. general HR goals
52. (p. 189) Which of the following is true regarding closed internal recruitment systems?
B. They are very inefficient.
C. They are not costly to implement
D. They are very time-consuming to implement.
53. (p. 193) Which of the following is true regarding an open internal recruitment system?
B. They use a job posting and job bidding system.
C. They often lead to uncovering "hidden talent."
D. All of the above are correct.

54. (p. 193) In an ideal world with unlimited resources, the best internal recruitment system would be a (n)
_______.
A. open system
B. closed system
C. targeted system
D. traditional system
55. (p. 188) In developing career path policies, a good approach for promotion would not include which of the
following?
A. Communication of management's intentions.
B. Reasons why external sources are preferred.
C. Rules regarding compensation.
D. Rules concerning fringe benefits.
56. (p. 201) Job postings influence the recruitment process by _______.
A. clarifying requirements of the job
B. reducing competition for the job
C. eliminating external sources from consideration
D. reducing the need for formal applications
57. (p. 195) An empirical study of the characteristics of a job posting system which lead to high user satisfaction
found that _________ was (were) critical.
A. the adequacy of job descriptions
B. the adequacy of job notification procedures
C. treatment during the interview
D. all of the above

58. (p. 196) KSAOs which are used in making advancement decisions are stored in __________.
A. job descriptions
B. job specifications
C. skills inventories
D. ability inventories
59. (p. 196) Which of the following statements regarding skills inventories is (are) true?
A. Skills inventories are maintained by the employee.
B. Skills inventories simplify record keeping.
C. Skills inventories reduce the need for supervisory judgment in promotion decisions.
D. Skills inventories require a user-friendly data base for effective use.
60. (p. 192) Under a closed internal recruitment system, which of the following is not likely to occur?
A. Speed of decisions is faster than with open systems.
B. Contacted employees are immediately given preference under such a system.
C. Managers have less influence over the ultimate decision.
D. Overall effectiveness of the system in identifying qualified applicants will dropage:
61. (p. 193) An open system of internal recruitment can be expected to minimize _______.
A. competition among employees
B. scrutiny of job qualifications
C. overlooking talent
D. low morale among those not advanced
62. (p. 190) Job postings are effective internal recruitment tools because they _______.
A. resemble and support external messages
B. are efficient in matching employees to organizational needs
C. reduce record keeping
D. are far easier to prepare than external messages

63. (p. 201) To the extent that informal internal job communications systems exist, they tend to _________.
A. reduce employer ability to comply with EEO/AA regulations
B. increase communication speed
C. increase communication efficiency
D. improve employee involvement with the recruitment process
64. (p. 202) Which of the following statements regarding internal recruitment processes is not true?
A. Procedures do not concern employees nearly as much as promotion decision outcomes.
B. Procedures have been used to perpetuate discriminatory practices.
C. Lack of formal policies often creates dissatisfaction.
D. When informal policies override formal policies dissatisfaction rises.
65. (p. 201) From a legal standpoint, it can be said that _________.
A. the CHRC is more concerned about external recruitment procedures than internal ones.
B. innovative internal recruitment practices are legal as long as there is no intent to discriminate
C. promotions have no effect on the employment contract.
D. employers should distinguish between essential and non essential requirements when recruiting internally
66. (p. 191) Internal recruitment does each of the following except ___________.
A. creates a vacancy when it fills a vacancy
B. needs more planning time than does external recruitment
C. is usually done before external recruitment
D. costs more than external recruitment

67. Traditional career paths strictly emphasize upward mobility within an organization. How does
mobility differ in organizations with innovative career paths? List three innovative career paths
discussed in this chapter, describing how mobility occurs in each.
Traditional career paths emphasize upward mobility, implying that each job is a step towards the top of the
organization. The traditional method views each movement as a reward for the past services. It is based on the
implied assumption that there is "one best way" to progress and develop within the organization. Innovative
career paths suggest movement in any direction: upward, downward, or lateral. The innovative approach is
based on the assumption that employees should be encouraged to engage in continuous learning so that each
individual can make the greatest possible contribution to the organization. One such approach is that of "parallel
tracks", which allows employees to specialize in technical work or management work and advance within either
track. Historically, technical specialists had to shift away from technical to managerial work if they wanted to
continue to receive higher-status job titles and pay. The parallel tracks system avoids making the specialist
position a dead-end job. Another innovative approach is the "lattice mobility" path, which was upward, lateral,
and downward movement options. This approach is ideal for someone who will eventually have responsibility
for various functions. The individual begins at the bottom of a particular function, moves up to assume other
responsibilities and duties, and then moves to the bottom of another function to repeat the process. After the
individual has gone through this cycle for all of the functions within an area, the person might be promoted to
lead all of the functions within which experience has been gained. A third innovative function is that of the
"lateral track", which allows the individual to move sideways to manage all of the functions within an area, such
as the human resource functions of recruitment, compensation, and training.
68. A sound policy regarding promotion is important. List the characteristics necessary for an effective
promotion policy.
The characteristics of an effective promotion policy might include:

• Policy intent clearly communicated.
• Policy consistent with philosophy and values of top management.
• Scope of policy (e.g., region, employee groups) clearly articulated.
• Employee responsibilities and opportunities for development made clear.
• Supervisor responsibilities for employee development spelled out.
• Comprehensive promotion clearly described.
• Rules for compensation and advancement explained.
• Rules for benefits and benefit changes included.

69. Compare and contrast a closed internal recruitment system with an open internal recruitment
system.
The main difference between the two systems is that, under the open system, the employee is made aware of the
job opening through a job posting and bidding system, and, under the closed system, the only people made
aware of promotion or transfer opportunities are those who oversee placement in the human resource
department, line managers with vacancies, and contacted employee. The closed system is faster and less
expensive and operates well when the KSAOs needed are narrow and time is of the essence. The open system
surfaces more potential candidates, thus, decreasing the likelihood that talent will be overlooked. The open
system can, however, motivate migration of labour from jobs that are critical and difficult to fill. It is also
important to note that whatever system may be specified within a labour agreement or contract must be adhered
to since such agreements and contracts are legally binding.
70. What information should be included in the targeted internal communication message?
A targeted message involves tailoring the message to a particular audience. Such a message should describe the
inducement likely to attract experienced internal employees. The rewards offered can be taken directly from the
job rewards matrix. The key point to match the message to the abilities (i.e., KSAOs) and the desires (i.e.,
rewards) of the target audience as closely as possible for maximum effect in attracting applicants.
71. Applicant reactions and perceptions of the fairness of the internal recruitment process are an
important consideration when evaluating the effectiveness of the process. Describe the two categories of
fairness that are discussed in this chapter.
If the organizational goal is to emphasize fairness to the maximize extent possible, an open internal recruitment
system, supported by a comprehensive and automated job posting system and sets of written, computerized
policies and procedures, would probably be the best recruitment arrangement. In a more particular sense, the
issue of fairness can be broken down into the categories of distributive and procedural justice. Distributive
justice refers to how fair the employee perceives the actual promotion decision to be. Procedural justice
involves how fair the employee perceives the process of promotion to be. For these reasons, the open system,
backed up by comprehensive, accessible, written policies would seem to present the greatest potential for
satisfying the fairness criterion.

72. Exhibit 6.9 contains many suggestions for improving the advancement of women and minorities.
Choose the three suggestions you think are most important and explain why.
Evaluate differences between salary of men and women at parallel levels in the organization.
• This is relatively easy to measure and shows obvious differences in outcomes for men and women
• Fairness issues are given a basis of hard number metrics
• Can lead to a useful analysis as to reasons why the differences exist and way to address these.
Encourage mentoring via informal and formal programs
• Helps women and minorities access or get around the old boys network
• Encourages senior managers to look for ways to prepare non traditional candidates for executive positions
• Creates champions and supporters to assist high potential employees
Train line managers to raise awareness and understand barriers to women and minorities advancement
• Managers are more likely to be unaware of issues rather than to be hostile to advancement of women and
minorities
• Managers may be unaware of the costs and benefits associated with creating a more diverse senior
management team
• Line managers have opportunity to dialogue with colleagues and share the goals of advancement of non
traditional candidates.

c6 Summary
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Heneman - Chapter 06 72

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Staffing Organizations Canadian 2nd

Edition Heneman Test Bank

6. Innovative mobility paths do not just emphasize upward mobility.

15. Internal recruitment activities involve the development of a recruitment guide.

17. Closed internal recruitment systems are very inefficient.

20. Ideally, the best internal recruitment system is an open system.

21. A closed system is the most expensive in terms of search costs.

27. HR planning is essential for internal recruitment.

29. Realistic job previews cannot be used for internal recruitment.

44. Which of the following is a component of an internal labour market?

46. Which of the following is not an innovative mobility path?

47. Which of the following is true regarding mobility paths?

49. A lattice mobility path is ________.

50. Alternative employment arrangements include _________.

56. Job postings influence the recruitment process by _______.

61. An open system of internal recruitment can be expected to minimize _______.

65. From a legal standpoint, it can be said that _________.

66. Internal recruitment does each of the following except ___________.

Heneman - Chapter 06 #10

Heneman - Chapter 06 #11

Heneman - Chapter 06 #12

Heneman - Chapter 06 #13

Heneman - Chapter 06 #14

Heneman - Chapter 06 #15

Heneman - Chapter 06 #16

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Heneman - Chapter 06 #49

50. (p. 188) Alternative employment arrangements include _________.

Heneman - Chapter 06 #50

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Heneman - Chapter 06 #53