Recruitment and Selection in Canada Canadian 5Th Edition Catano Test Bank Full Chapter PDF

Recruitment and Selection in Canada
Canadian 5th Edition Catano Test Bank

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Chapter 6 Recruitment: The First Step in the Selection Process
MULTIPLE CHOICE
1. What is the initial step in the selection process?

a. recruitment
b. screening
c. strategy
d. legislation
ANS: A PTS: 1 REF: 210 OBJ: 1
BLM: Remember
2. Which term defines a set of potential candidates who may be interested in, and who are likely to apply
for, a specific job?
a. members of a protected group
b. the labour market
c. a contingent workforce
d. an applicant pool
ANS: D PTS: 1 REF: 210 OBJ: 1
BLM: Remember
3. What is the concept that is described as the generation of an applicant pool for a position in order to
provide the required number of qualified candidates for selection or promotion?
a. recruitment
b. human resource planning
c. selection
d. hiring
BLM: Remember
4. What occurs during the recruitment and selection process when candidates form an opinion that they
do not want to work in the organization for which they are being recruited?
a. negative perceptions
b. realistic job preview
c. opting out
d. self-selecting out
BLM: Remember
5. According to the opening vignette Employers Brew up New Ways to Recruit Talent, what percentage
of positions is never advertised?
a. 25 percent
b. 40 percent
c. 55 percent
d. 70 percent
BLM: Remember
Copyright © 2013 Nelson Education Ltd. 6-1

Chapter 6 Recruitment
6. Which term best defines the concept that refers to advertising designed to raise an organization’s
profile in a positive manner in order to attract interest from job seekers?
a. image advertising
b. realistic job preview
c. promotional recruitment
d. branding
BLM: Remember
7. Which of the following would NOT be considered to be an effective recruiting guideline?

a. Give serious consideration to the content of information presented to candidates rather
than the context in which it is presented.
b. Present important information about the job and the organization to job candidates by
several different, reliable, and credible sources.
c. Recognize that the behaviour of recruiters and other representatives gives an impression of
the organization’s climate, efficiency, and attitude toward employees.
d. Ensure that all recruiting information and materials given to job applicants present
accurate and consistent information, whether positive or negative
BLM: Remember
8. Which term best defines the process through which an organization reaches a decision that a job
candidate fits the organization’s values and culture, and has the attributes desired by the organization?
a. person–job fit
b. person–organization fit
c. cultural fit
d. organizational fit
ANS: B PTS: 1 REF: 217 OBJ: 2
BLM: Remember
9. Which of the following is NOT an outcome of a mismatched individual relative to the job and the
organization?
a. absenteeism
b. low productivity
c. presenteeism
d. turnover
ANS: C PTS: 1 REF: 218 OBJ: 2
BLM: Remember
10. According to the textbook, which of the following is NOT an external factor affecting recruitment?
a. the labour market
b. competition
c. sustainability
d. legislation
BLM: Remember

11. Which of the following defines the concept that refers to contracting with an outside agent to take over
specified human resource functions?
a. contract work
b. contingent work
c. outsourcing
d. leasing
BLM: Remember
12. Which factor defines the intentional or unintentional exclusion of designated groups through
recruitment and selection?
a. direct discrimination
b. systemic discrimination
c. indirect discrimination
d. intentional discrimination
BLM: Remember
13. According to the textbook, which of the following internal factors do NOT affect recruitment?
a. top management objectives
b. mission statement
c. strategic goals
d. organizational values
BLM: Remember
14. Which of the following is NOT a factor that plays an influential role in creating accurate expectations
that candidates hold about prospective jobs?
a. information technology
b. communication media
c. content of information
d. source of information
BLM: Remember
15. What is the initial step in developing a recruitment action plan?

a. Advertise for the position.
b. Generate qualified applicants.
c. Develop a recruitment strategy.
d. Meet current legal requirements.
BLM: Remember

16. Which of the following is NOT an internal method of recruitment?

a. job postings
b. company newsletters
c. job advertisements
d. nominations
BLM: Remember
17. Which of the following is NOT an external method of recruitment?

a. replacement charts
b. job advertisements
c. university job fairs
d. professional associations
ANS: A PTS: 1 REF: 235-237 OBJ: 7
BLM: Remember
18. What is the primary advantage of Internet recruiting?

a. availability to candidates with technology access and know-how
b. reaching a large applicant pool at minimal cost
c. fewer concerns about confidentiality
d. receiving a large number of résumés.
ANS: B PTS: 1 REF: 241-245 OBJ: 8
BLM: Remember
19. Which of the following is NOT a disadvantage of internal job postings?

a. employment equity needs to be followed
b. time needed to fill the position
c. motivational impact on candidates not selected
d. collective agreement prevents best candidate to be hired
BLM: Remember
20. What type of measures used to evaluate recruiting methods includes turnover and absenteeism?
a. attitudinal
b. performance
c. behavioural
d. subjective
BLM: Remember

Scenario 6-1
At TS Inc, a growing BC aviation company of 30 employees, recruitment rests on the shoulders of the
president. Like most small companies, TS Inc. frequently uses employee referrals as a method of
recruitment. The company wants to use Internet recruitment technologies but is not well versed in
information technology. The CEO is very concerned about poor hiring decisions and turnover costs.
21. Refer to Scenario 6-1. Which of the following would NOT be a constraint on TS Inc.’s recruitment?
a. lack of recruitment training
b. strategic human resource plans
c. technological costs
d. external recruiting
BLM: Higher Order
22. Refer to Scenario 6-1. What does TS Inc. need to consider ensuring a good person–organization fit?
a. image advertising and branding
b. creation of high expectations of the candidate
c. sufficient orientation and training
d. accurate communication, perceptions, and expectations
ANS: D PTS: 1 REF: 217-218 OBJ: 3
BLM: Higher Order
23. Refer to Scenario 6-1. From what labour market should TS Inc. recruit aircraft maintenance engineers?
a. local
b. regional
c. global
d. national
ANS: B PTS: 1 REF: 224-225 OBJ: 2
BLM: Higher Order
24. Refer to Scenario 6-1. What would be the LEAST effective e-recruitment method for recruiting
aircraft maintenance engineers?
a. national/international Internet job boards (e.g., Workopolis.ca)
b. professional and career websites (e.g., aviation professional and industry associations)
c. technical school websites (e.g., recent aircraft maintenance engineer graduates)
d. TS Inc.’s website
ANS: A PTS: 1 REF: 242-246 OBJ: 8
BLM: Higher Order
25. Refer to Scenario 6-1. What method of recruiting would be most suitable for hiring aircraft
maintenance engineers for TS Inc.?
a. internal
b. external
c. internal and external
d. recruiting agency
ANS: B PTS: 1 REF: 233-235 OBJ: 7
BLM: Higher Order

Scenario 6-2
The shortage of professionals is a well-documented global issue occurring in countries with aging
populations. As a result, an organization such as BCH, the health-care organization that oversees many
diverse unionized health services in British Columbia, is experiencing staff shortages in nursing.
Patient waiting times have increased by 500 percent. Sixty percent of nurses will be eligible for
retirement in 2014. Young graduate nurses are moving out of the province to health-care providers that
are aggressively recruiting and providing new hires with incentives ranging from flexible work
alternatives to educational funding support. Twenty percent of nurses are off the job due to illness or
injury. Eighty percent of nurses are single parents, support an elderly parent(s), or are a primary care
giver. BCH believes that becoming an “employer of choice” is a way to attract and retain its
health-care professionals.
26. Refer to Scenario 6-2. Upon what should BCH’s nursing recruitment decisions be based?
a. an assessment of the labour market
b. new health legislation
c. organizational and job analyses
d. review of mission statement
BLM: Higher Order
27. Refer to Scenario 6-2. What is the goal of BCH’s nursing job–related selection system?
a. to generate an applicant pool for nursing positions in order to provide the required number
of qualified nurses for selection.
b. to bring nurses into BCH who will perform at above-average levels and who will increase
the productivity of the organization.
c. to conduct an organizational assessment and job analysis for nursing positions.
d. to develop a recruitment strategy and action plan for hiring nurses into BCH.
BLM: Higher Order
28. Refer to Scenario 6-2. Which of the following is important, but not always the most influential factor
in attracting highly educated professional nurses to BCH?
a. ability to incorporate their interests and values
b. autonomy and decision-making authority
c. opportunities for self-development
d. security and income
BLM: Higher Order
29. Refer to Scenario 6-2. What is the process when a nurse forms the opinion during recruitment that he
or she does not want to work for BCH?
a. negative organizational perceptions
b. self-selecting out
c. realistic job preview
d. negative job expectations
BLM: Higher Order

30. Refer to Scenario 6-2. What is the process that is designed to raise BCH’s profile in a positive manner
in order to attract job seekers’ interest?
b. branding
c. person–job fit
d. realistic job preview
BLM: Higher Order
31. Refer to Scenario 6-2. Which strategy is BCH using to establish its identity and perception in the
marketplace as an employer of choice?
b. human resource planning
c. branding
d. strategic planning
BLM: Higher Order
32. Refer to Scenario 6-2. What does BCH need to consider to ensure a good person–organization fit?
b. creating high expectations
c. recruitment and selection training
d. accurate communication, perceptions, and expectations
BLM: Higher Order
33. Refer to Scenario 6-2. What can BCH utilize to ensure that nurse applicants have a realistic
understanding of the job they are to perform?
a. realistic job previews
b. decision-making training
c. clarification of organizational values and goals
d. self-selecting out
BLM: Higher Order
34. Refer to Scenario 6-2. What is the term for BCH’s process of gathering information about
demographics such as nursing shortages and the aging population?
a. needs analysis
b. environmental scan
c. organizational planning
d. demographic analysis
ANS: B PTS: 1 REF: 224-227 OBJ: 2
BLM: Higher Order

35. Refer to Scenario 6-2. Which factors are LEAST important when BCH is developing its recruitment
strategy?
a. external factors
b. internal factors
c. labour market factors
d. legislative factors
BLM: Higher Order
36. Refer to Scenario 6-2. Which work alternatives may help BCH recruit and retain both its senior and
younger new nurses?
a. part-time positions
b. contract positions
c. temporary work
d. family-friendly practices
ANS: D PTS: 1 REF: 224-230 OBJ: 5
BLM: Higher Order
37. Refer to Scenario 6-2. Which two external factors are influencing BCH’s recruitment strategy?
a. BCH’s business plan of becoming an employer of choice and its union contract
b. the nurse applicants’ job expectations and attitudes
c. BCH’s organizational and job analysis
d. the scarce qualified nursing labour and the legal environment
BLM: Higher Order
38. Refer to Scenario 6-2. Which two internal factors are influencing BCH’s recruitment strategy?
a. the scarce qualified nursing labour and legal environment
b. BCH’s business plan of becoming an employer of choice and union contracts
c. the nurse applicants’ job expectations and attitudes
d. the part-time labour market and outsourcing
BLM: Higher Order
39. Refer to Scenario 6-2. Which of the following questions would NOT be relevant to a job advertisement
campaign to target nursing applicants?
a. How will the costs of advertising be balanced by reaching the target applicant pool?
b. What advertising media will reach the target applicant pool?
c. How many applicants do we need to fill the position with qualified people?
d. What type of ad content will attract the target applicant pool’s attention?
BLM: Higher Order

40. Refer to Scenario 6-2. What would be the most effective way to advertise for nurses?
a. internal postings job board
b. nurses’ professional websites
c. external job board
d. national newspaper
ANS: B PTS: 1 REF: 233-238 OBJ: 8
BLM: Higher Order
You are a HRM consultant working with several municipal governments across Eastern Canada to
help them recruit future managers. As the baby boom generation retires, it is getting more difficult to
find replacements to fill management-level public-sector positions. You have been involved in
promoting several managers from within the organizations and have embarked on a program of
leadership development and succession planning. In trying to recruit business school graduates, you
have heard young job seekers state that they perceive government as a negative place to work and
would not consider applying for government management positions.
41. Refer to Scenario 6-3. What might the municipalities design to raise their profile in a positive manner
in order to attract young business job seekers?
b. a corporate image
c. branding
d. realistic job previews
BLM: Higher Order
42. Refer to Scenario 6-3. What is an important but not always the most influential factor when attracting
young business graduates?
a. ability to use their knowledge, skills, and abilities
b. reputation of the organization and location
c. flexible work schedule
d. security and income
BLM: Higher Order
43. Refer to Scenario 6-3. How could the municipalities build a positive perception about government
organizations in the minds of the young business job seekers?
b. a corporate image
c. branding
d. realistic job previews
BLM: Higher Order

TRUE/FALSE
1. Recruitment is done separately from the selection process.
ANS: F PTS: 1 REF: 211 OBJ: 1
2. Mission and values do not play a role in the recruitment process.
3. According to the textbook, approximately 93 percent of survey respondents from a Jobvite survey
intended to recruit on social networks as opposed to job boards and employment firms.
4. Unlike job boards, there is no cost to joining a social network.
ANS: T PTS: 1 REF: 247 OBJ: 8
5. Ensuring accurate job expectations during the recruitment and selection process helps develop a good
organization–job fit between the person and the organization.
6. Realistic job previews are intended to improve the fit between the job candidate and the organization.
7. The best defence against charges of systemic discrimination is to document that every attempt has
been made to attract members from the protected group.
ANS: T PTS: 1 REF: 226-228 OBJ: 2
8. Employment equity involves policies and practices to increase the presence of visible minorities and
gay individuals in the workplace.
ANS: F PTS: 1 REF: 226-228 OBJ: 2
9. Newspapers are perhaps the most common media for job advertisements.
10. Walk-in and write-in methods of job recruitment are inexpensive ways to fill entry-level positions, and
they are more effective than referrals because there is no nepotism.
11. One disadvantage of Internet recruiting is that it results in an overwhelming number of applicants,
many of whom are unqualified.

12. Social network sites for job applicants might be discriminatory if disabled individuals are required to
post photographs of them.
13. Social network sites protect the private information of job applicants such as age, religion, and
ethnicity, and are not discriminatory.
14. One disadvantage of employee referrals is that they may lead to discrimination and inbreeding.
15. One disadvantage of using Canada Employment Centres for recruitment is that hiring success is
limited to certain occupational categories.
SHORT ANSWER
1. What is recruitment? What information does an organization need to make a decision to recruit?
ANS:
Recruitment is the generation of an applicant pool for a position or job in order to provide the required
number of qualified candidates for subsequent selection or promotion process. Decisions to recruit
candidates for jobs in organizations are based on:
 an assessment of the internal and external factors affecting the organization;

 an organizational analysis based on those factors;
 a job analysis that identifies worker behaviours and characteristics that will identify candidates
who are qualified for the position.
PTS: 1 REF: 210 OBJ: 1
2. Why is corporate image important in recruiting efforts? Explain the difference between image
advertising and branding.
ANS:
The reputation of an organization is important to job applicants. Corporate image predicts the
likelihood of applying for a job; the better the image, the more attractive the organization is to job
applicants. Image advertising is designed to raise an organization’s profile in a positive manner in
order to attract interest from job seekers. Branding is used by companies to establish certain
perceptions about the corporation in the public’s mind through associating the organization with
high-profile celebrity profiles or being known as one of the Best 100 employers in Canada.
PTS: 1 REF: 215-217 OBJ: 2

3. Scribe Engineering has experienced a high turnover rate of its administrative assistant positions. The
hiring decision and the candidate’s job acceptance are based on limited information about the future
work. What can Scribe Engineering do to ensure that candidates have a realistic understanding of the
organization and the administrative assistant positions?
ANS:
The decision of fit and the decision of the company to make an offer and the candidate to accept it are
based on the exchange of information that takes place in the recruitment process. Improving the
chances of making a good fit between candidates and the organization occur through:
 communications and perception (refer to Figure 6.3—Matching the Candidate’s and

Organization’s Perceptions: Job Offer Outcomes on page 219).
 accurate expectations (refer to Recruitment and Selection Notebook 6.2—Creating Accurate
Expectations on page 220).
 realistic job previews, which are procedures designed to reduce turnover and increase
satisfaction among newcomers to an organization by providing job candidates with accurate
information about the job and the organization (refer to Recruitment and Selection Today
6.2—Realistic Job Previews in the Canadian Forces on page 222).
 Expectation-lowering procedure (ELP), which is an orientation process for new hires that
focuses on the expectations of the new hires rather than on the specific aspects of the job or
organization.
 Decision making training (DMT), which teaches job candidates how to make decisions by
identifying both the various alternatives that are available and those dimensions of the different
alternatives that are relevant to making a decision.
Some examples of ways to ensure candidates are given information about the organization range from
providing published documents (e.g., annual reports, newspapers, periodicals) and Internet resources
(e.g., company home page, Internet employment-related websites), to image advertising and branding.
Refer to Recruitment and Selection Notebook 6.1—Guideline for Effective Recruiting on page 217.
PTS: 1 REF: 217- 222 OBJ: 2 | 4
4. What is person job–organization fit? Why is it an important consideration in recruitment?
ANS:
Person–job fit is a process through which an organization reaches a decision that a job candidate has
the knowledge, skills, abilities, and competencies required by the job in question.
Person–organization fit is a process through which an organization reaches a decision that a job
candidate fits the organization’s values and culture and has the contextual attributes desired by the
organization. The decision of person job–organization fit and the decision of the company to make an
offer and the candidate to accept it are based on the exchange of information that takes place in the
recruitment process.
PTS: 1 REF: 217-218 OBJ: 3

5. Choose an organization you are familiar with. Describe three constraints affecting the organization’s
recruitment and selection process.
ANS:
Constraints to recruitment and selection can include organizational policies; legislation; labour market;
economy; business plan; recruiting strategy and goals; job level and type; human resource plans;
demographics; workforce diversity; technology; globalization; competition; organizational structure;
organizational vision, mission, values, and culture; union/nonunion environment; and cost
containment. For example, if an information technology company requires specialized KSAOs in
information technology in order to compete globally, the organization will need to target and expand
its recruiting efforts.
PTS: 1 REF: 211 OBJ: 5
6. Choose an organization and specific job position you are familiar with. Describe three internal and/or
external recruitment methods you would suggest for recruiting for your chosen position. Describe their
advantages and how you would deal with the disadvantages of your chosen methods.
ANS:
Internal
Job postings are internal advertisements of job vacancies. As a matter of policy, some organizations
seek to fill positions through internal sources before going to the external market. Collective
agreements may also dictate the requirement to post internally first.
Replacement charts list each job with respect to its position in the organizational structure, particularly
the relationship to the position above and below it. These charts provide a quick, visual presentation of
an organization’s human resources.
Human resources information systems are comprehensive computerized databases that contain job
analysis information on each position, including information on the required KSAOs. This
computerized inventory may also include information on employee competencies and KSAOs, along
with their work histories, experiences, and results of performance evaluations.
Nominations are the least systematic internal recruitment method. They occur when someone who
knows about a vacancy nominates another employee to fill it.
External
Job advertisements are one of the most commonly used methods of recruiting job candidates. These
ads come in different forms and in different media (e.g., newspapers, professional periodicals and
trade magazines, radio and television, public displays, and direct mail). These media are increasingly
found on website job boards.
Employee referrals refer to word-of-mouth advertising that relies on current employees telling their
friends and relatives about job vacancies within their company.
Networking is a cross between a recruiting method and a job search technique. Networking is deemed
to be vital to career advancement and is promoted by career transition experts as the best way for a
professional to find a job.

Walk-in recruitment is initiated by the job seeker, who visits an organization’s personnel office and
asks to fill out an application for employment, even though the organization may not have any job
vacancies. The write-in method is a variation of this approach; rather than visiting the company, job
seekers send a copy of their résumés to the company.
Employment agencies are independent organizations that attempt to find a match between a person and
a job. Their success depends on the willingness of the job seeker and the organization to use all of their
services. There are numerous types of employment agencies including Human Resources Canada
Centres, private employment agencies, executive search firms, in-house recruiters, and temporary help
agencies.
Recruiting at educational institutions such as technical schools, colleges, and universities is common
for organizations seeking entry-level technical, professional, and managerial employees. Many schools
provide their students with placement services, which assist recruiting efforts of visiting organizations.
The Internet has significantly changed the way recruitment is done. A company can place a notice of a
vacancy on its website or list it with one of the online job or career websites. The job site does a
keyword search of résumés on its database and forwards those that match the position requirements to
the company. Internet recruiting is the use of the Internet to match candidates to jobs through
electronic databases that store information on jobs and job candidates.
Refer to Table 6.1—Comparison of Recruitment Methods on page 248.
PTS: 1 REF: 233-248 OBJ: 7
7. TS Inc. is a growing BC aviation company of 30 employees. The company requires an aircraft

maintenance engineer. What would be the most effective recruitment method for reaching this
applicant pool? Describe the specific methods you would use and their advantages. Discuss how you
would address the disadvantages of your chosen methods. Describe the steps you would take if you are
unable to recruit sufficient employees for the job.
ANS:
Some effective recruitment methods that TS Inc. could consider in recruiting for a aircraft maintenance
engineer position include apprenticeships, professional and career websites (e.g., aviation professional
and industry associations), technical institutions with aircraft maintenance program websites (e.g.,
recent graduates and alumni), TS Inc.’s website, current and former employee and client referrals,
campus recruiting, and industry/trade publications (usually have job boards on their websites).
Refer to Table 6.1—Comparison of Recruitment Methods on page 248.
PTS: 1 REF: 233-248 OBJ: 7

8. Describe an organization you are familiar with. Describe the current and potential influence that the
organization’s external environment has on the human resource management planning, staffing and
retention practices, and how the organization can respond to these challenges. Describe the
organization’s internal environment and its relationship to the organization’s strategy and its human
resource planning, recruitment, selection, and retention practices.
ANS:
External environment factors can include economic, labour market, demographic, legal, workforce
diversity, technology, globalization, and competition. Internal environment factors can include
organizational structure, job level and type, business plan, organizational vision, mission, value and
culture, union/nonunion environment, and cost containment.
For example, if qualified labour is scarce, the organization must broaden its recruitment process and
increase its expenses. If an organization is expanding globally, it must identify, recruit, and select
individuals based on competencies related to success abroad. The organization must deal with issues
concerning family adjustment to new cultures and the managers’ potential lack of personal adjustment
to the foreign business environment.
Refer to Figure 6.1—Recruitment as Part of the HR Planning Process on page 211.
PTS: 1 REF: 210-213 OBJ: 5
9. Shortages of health-care professionals are a well-documented global issue occurring in countries with
aging populations. As a result, organizations such as BCH, the health care organization that oversees
many diverse unionized health services in British Columbia, are experiencing staff shortages in
nursing. Patient waiting times have increased by 500 percent. Sixty percent of the nurses will be
eligible for retirement in 2014. Young graduate nurses are moving out of the province to health-care
providers that are aggressively recruiting and providing new hires with incentives ranging from
flexible work alternatives to educational funding support. Twenty percent of nurses are off the job due
to illness or injury. Eighty percent of nurses are single parents, support an elderly parent(s), or are a
primary care giver. BCH believes that becoming an “employer of choice” is a way to attract and retain
its health-care professionals. Develop a comprehensive recruitment strategy for nurses at BCH.
ANS:
Refer to Recruitment and Selection Notebook 6.3—Developing a Recruitment Strategy on page 230
for the human resources planning questions that must be answered in order to form BCH’s recruitment
strategy. Some areas of discussion include conducting an organizational analysis and job analysis;
developing an organizational vision and strategic plan (e.g., to become an employer of choice); and
conducting an environmental scan of the demographic information particular to nurse shortages (e.g.,
reduced training; increased nurse illness/leaves; increased family-care responsibilities; increased
relocations to other provinces and the United States; fiscal management of health-care facilities,
programs, and services; changing nature of the position; varied degree and diploma requirements;
union environment; internal hiring policies; increasingly part-time labour market; reduced labour
supply; aging population/increasing number of patients; government health-care legislation; human
rights; privacy and workers compensation legislation; and other organizational external and internal
factors). Some recruitment initiatives might include establishing integrated performance management
programs; government and union action; increasing training available at education institutions;
increasing number of nursing school programs; increasing international recruitment; consolidating and
integrating health-care services; increasing use of technology for remote locations; reviewing
compensation, rewards, and recognition practices; facilitating health promotion programs; subsidizing
refresher training for returning nurses; subsidizing student loans; utilizing more LPNs; focusing on
prevention; and providing flexible work options.

Research suggests that organizations that use effective human resource planning, recruitment, and
selection practices gain a competitive advantage in the labour market. BCH’s success, growth, and
patient care are linked to the attraction and retention of top nursing professionals. This increasingly
diverse workforce with heightened workplace expectations means nurses are making career choices on
factors such as leadership, career development, meaningful work, flexible work alternatives, resources
to support work–life balance, and other factors that go beyond total compensation. Planning for BCH’s
human resource nursing requirements is much more than simply advertising for a nursing position; it is
the process of developing and implementing plans and programs to ensure the right number and type
of nurses are available at the right time and place to meet BCH’s needs.
Refer to Recruitment and Selection Notebook 6.3—Developing a Recruitment Strategy on page 230.
PTS: 1 REF: 230 OBJ: 1 | 2 | 3 | 5 | 7
10. Social networks are increasingly being used as a powerful recruiting method by employers. What is
social networking? As an applicant, what are the advantages and disadvantages of using social
networks to apply for a position?
ANS:
Social networks are Internet sites that allow users to post a profile with a certain amount of
information that is visible to the public.
Advantages of social networks:

 A wider variety of information can be posted online to the social network including photos,
videos, and other relevant audio-visual information.
 There is no cost to joining a social network.
 The information posted is transparent to the public so other applicants are able to assess their
competitors.
Disadvantages of social networks:

 There are concerns about the visibility of information posted to social networks since evidence
of age, disability, religion, and so forth are visible to the employer prior to the applicant being selected
for an interview. This visibility could be used in a discriminatory manner, which would be difficult to
prove.
 Many organizations do not have comprehensive policies on social networks as they are related
to recruiting.
 If social networks are the only source of recruiting, it may be detrimental to individuals who
are not familiar with this type of recruiting process and they might provide too little or too much
information to the potential employer.
 Screening of candidates with social networks only might be unreliable and inaccurate.
 Other social networks such as Facebook might be used to generate evidence against a potential
candidate; for example, pictures posted of unacceptable behaviours while on vacation.
PTS: 1 REF: 246-248 OBJ: 7 | 8 | 9

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Wenn auch nach J e n t i n k s Klarstellung der Unterschiede von C.
marginatus und brachyotis (1891) eine Revision der Bestimmungen von
marginatus in den Museen angezeigt ist, so scheint es doch, nach den
Catalogen des Britischen und des Leidener Museums (1878, 83 und
1888, 153), nicht zweifelhaft, dass sich überall, wo brachyotis
vorkommt, auch marginatus findet, und so sind vielleicht die Acten über
das Verhältniss der beiden Arten zu einander noch nicht zu schliessen.
[Inhalt]
11. Uronycteris 3 cephalotes (Pall.)
fem.,
a, b.
in Spiritus, Kema, Minahassa, Nord Celébes, 93 (69,
65 mm).
fem.,c.
in Spiritus, Makassar, Süd Celébes, IX 95 (67 mm).
J e n t i n k (NLM. 1883 V, 173) hat von einem adulten Männchen von

Amurang, Minahassa, bemerkt, dass es grösser sei als gewöhnlich,
nämlich (Vorderarm) 67 gegen 61 mm (2.4 inch.), was D o b s o n (Cat.
1878, 90) als constantes Maass adulter Exemplare aus dem
Ostindischen Archipel angiebt. Dann hat H i c k s o n (Nat. N. Cel. 1893,
84), dem wohl J e n t i n k s Bemerkung unbekannt geblieben ist, gesagt,
dass die Celébes-Exemplare längere Vorderarme hätten als die von
irgend einer anderen Localität, er giebt (p. 359) an: 63–76 für Manado
und 56–65 für Ternate, Ambon, Timorlaut, Cap York und die Admiralitäts
Inseln (?). Die Dresdner Exemplare von der Minahassa (66, 67),
Gorontalo (68) und Makassar (67) sind ebenfalls grösser, sie (4)
variiren, zusammen mit den 3 S a r a s i n schen, von 65–69; eins von
Siao misst sogar 75 (3 von der Nordosthalbinsel von Celébes, den
Inseln Manado tua und Talaut gestatten dieses Maass nicht zu
nehmen), eines von Ternate nur 56.
H i c k s o n knüpft an die grösseren Dimensionen der Exemplare von
Celébes die Vermuthung, „that the struggle for existence among bats is
so keen in Celebes, that only the extremely long-winged forms … have
been able to compete in the conditions of life“. Für Cephalotes peroni
(s. unten p. 9) aber zieht er für die angeblich geringeren Dimensionen
der Celébes-Exemplare dieselbe Schlussfolgerung.
Uronycteris cephalotes soll nach verschiedenen Quellen von Celébes

bis Morotai, Halmahéra, Gebeh, Ambon, Timorlaut, NW Neu Guinea
und Cap York zu Hause sein, während auf Misol, SO Neu Guinea,
Fergusson, Duke of York, Neu Irland und den Salomo Inseln U. major
(Dobs.) vorkäme, welche Art nach D o b s o n (Cat. 1878, 89) grösser
und heller ist als cephalotes, aber kürzere Ohren und längere
Nasenröhren hat, bei abweichendem Schädel und Zahnbau (PZS.
1877, 117 Abb.). Nun giebt D o b s o n den Vorderarm von major auf 78
mm (3.1 inch.) an, was dem Celébes-Maasse bis 76 bei cephalotes
(H i c k s o n ) und dem [9]von Siao mit 75 ganz nahe kommt. Wenn er
von major sagt: „upper canine with a prominent cusp“, von cephalotes
„with a blunt ill-defined external projection“ (s. auch Fig. 2 a und 3 a, l.
c.), so muss ich dazu bemerken, dass dies nicht durchgreifend ist, denn
ein Männchen von Amurang, Nord Celébes, im Dresdner Museum (Nr.
683) zeigt den major-Charakter, bei einer Vorderarmlänge von 66 mm.
Was die Färbung angeht, so sagt D o b s o n von der Unterseite von
cephalotes (Cat. 89): „dull yellowish white“ und von der von major (p.
90): „dull yellowish buff throughout“. Exemplare von cephalotes von
Tonkean (NO Celébes), Siao und Talaut im Dresdner Museum aber sind
keinenfalls dull yellowish white, soweit man derartige
Farbenbezeichnungen beurtheilen kann. Es giebt hellere und dunklere
Exemplare aus der Minahassa, die eben erwähnten von Tonkean etc.
aber sind eher „raw umber“ oder „tawny-olive“ (Ridgway Pl. III, 14 und
17), also auch nicht „dull yellowish buff“; auf der anderen Seite stimmt
ein mir vorliegendes Exemplar von major von Fergusson Is. in der
Farbe der Unterseite genau mit einem von cephalotes von Gorontalo in
Celébes, wenigstens wie letztere Art bis jetzt angesehen wurde. U.
cephalotes variirt, wie viele Arten in der Färbung je nach dem Alter,
worauf schon P e t e r s (Mb. Ak. Berlin 1867, 868) aufmerksam
gemacht hat.
Wenn ich nun auch nicht dahin neige, den Werth von major als
Subspecies anzuzweifeln, so ist doch, auch angesichts der bis jetzt
bekannten geographischen Verbreitung der beiden Formen, die
Sachlage unklar. Da die grosse U. major auf Misol vorkommen soll (Cat.
MPB. XII, 186) und auf Celébes nebst Siao eine Form, die etwas
grösser ist als die typische kleine cephalotes der dazwischen liegenden
Fundorte (Ternate, Halmahéra, Ambon), so müssten auch diese zwei
Formen von cephalotes einander und major subspecifisch coordinirt
werden. Allein das Material der Museen ist noch zu ungenügend, um
hier festen Fuss fassen zu können; dazu wären nicht nur viel mehr
Exemplare von den bereits bekannten Fundorten nöthig, sondern auch
solche von den zwischen Celébes und SO Neu Guinea liegenden
Gegenden, von denen noch Nichts bekannt ist. Erst dann wird man
urtheilen können, welcher Werth der U. major zukommt, und ob auch
das Celébes-Areal eine Subspecies beherbergt.
[Inhalt]
12. Cephalotes peroni Geoffr.
fem.,
a, b.
Bälge, Tomohon, Minahassa, Nord Celébes, 10. X 94
(117, 113 mm).
fem.,c.
in Spiritus, Tomohon (100 mm).
mas,d.in Spiritus, Kottabangon, Bolang Mongondo, Nord
Celébes, 2. XII 93 (116 mm).
fem.,e.in Spiritus, Buol, Nord Celébes, VIII 94 (95 mm).
Die Art findet sich von Celébes bis zu den Salomo Inseln. Auf Celébes
selbst ist sie vom Norden und Süden bekannt. Vom Norden von
Amurang 4 in der Minahassa und von Gorontalo (Mus. Leid.),
desgleichen und von Manado (Mus. Dresd.), wozu noch die obigen
S a r a s i n schen Fundorte kommen; vom Süden von Makassar (Mus.
Dresd.); auch J e n t i n k s Exemplar p (Cat. XII, 156) ist aus Süd
Celébes, da Te i j s m a n n 1877 in Süd Celébes (und Saleyer)
sammelte (s. NTNI. 1879, 54). Das Dresdner Museum hat die Art ferner
von Sangi und Talaut, von wo sie noch nicht registrirt war.
H i c k s o n (Nat. N. Cel. 1893, 85 und 359) sagt, dass die Exemplare

von Manado im Durchschnitte kürzere Vorderarme hätten als die aus
andern Theilen des Archipels, und zwar 104 mm von Manado gegen
103–151 von anderswo, allein er giebt weder an, wie viele Exemplare
von Manado er gemessen hat, noch ob sie adult waren; letzteres
bezweifle ich, da ein S a r a s i n sches (c) 117 und ein Dresdner von
Amurang 115 misst; seine Behauptung ist so ungenügend fundirt, dass
ihr keine Beweiskraft zukommt, und damit fällt auch die daran geknüpfte
Schlussfolgerung (vgl. oben bei Uronycteris cephalotes p. 8). Weit
entfernt eine an die Localität gebundene Differenz in den Maassen des
Vorderarms a priori in Abrede stellen zu wollen, so gehört doch, meine
ich, zu ihrer Constatirung eine ganz andere Grundlage.
D o b s o n beschrieb 1878 (PZS. 875) eine zweite Art der Gattung

Cephalotes, C. minor, von Amberbaki, Nordwest Neu Guinea und sagt,
sie sei halb so gross wie C. peroni, sonst gleich, nur mit weniger spitzen
Ohren und viel kleineren Füssen, auch setze die Flügelmembran an der
äusseren Zeh und tiefer an, und die Zähne seien „slightly different“. Das
Dresdner Museum besitzt ein s e h r grosses Exemplar [10](Balg) von
der Insel Mansinam bei Doré, Nordwest Neu Guinea, das den
angeführten Charakter der Flügelmembran exquisit aufweist, während
die anderen angegebenen Unterscheidungsmerkmale hier nicht
zutreffen; die ganze Länge (Kopf und Körper) ist c 225 mm, der
Vorderarm 148. Ferner ein kleines Exemplar von der Astrolabebai,
Südost Neu Guinea (in Spiritus), das ebenfalls den abweichenden
Flügelmembranansatz zeigt; ganze Länge c 100 mm, Vorderarm 70.
Dagegen ist ein Exemplar von der Insel Mysore in der Geelvinkbai in
dieser Beziehung typisch wie C. peroni und ebenso verhalten sich die
Exemplare von Ternate und Ambon. Dass die bis jetzt bekannten 3 Neu
Guinea Exemplare nur zufällig jenen unterscheidenden Charakter
aufweisen sollten, ist auszuschliessen; welche Bedeutung ihm aber, bei
den nicht stichhaltigen anderen von D o b s o n aufgeführten
Unterschieden, beizumessen ist, wird erst die Zukunft lehren.
[Inhalt]
13. Carponycteris australis (Ptrs.)
mas,a.in Spiritus, Kema, Minahassa, Nord Celébes, 21. VIII

93 (39 mm).
fem.,
b–e.dgl. (39 mm).
P e t e r s benannte (Mb. Ak. Berl. 1868, 13 Anm.) eine kleinere

Carponycteris-Art von Rockhampton, Ost Australien, gegenüber der
grösseren minima (Geoffr.), als var. australis und führte sie später (l. c.
p. 871) als Art auf mit dem Bemerken, dass es noch fraglich sei, ob
man es mit einer Art oder einer Localrasse zu thun habe (er sagt da,
irrthümlicherweise, von West Australien). D o b s o n (Cat. 1878, 96)
citirt zwar P e t e r s unter Macroglossus minimus, ignorirt aber australis
und giebt die Verbreitung von minima als von Darjeeling bis zu den
Philippinen, Nord und West Australien und Neu Irland; T h o m a s
dagegen (PZS. 1888, 476) nennt australis von den Salomo Inseln und
sagt, die Art unterscheide sich von minima auch durch das tief
gefurchte Rhinarium (die sonstigen Unterschiede im Gesichte, die
T h o m a s anführt, — Gesicht und Oberlippe kürzer — kann ich an
dem Dresdner Materiale nicht auffinden), und sie gehe bis zu den
Philippinen (1898 TZS. XIV, 385 führt er sie auch von Negros auf, und
M a t s c h i e Sb. ntw. Fr. Berl. 1898, 39 von Tablan), Mysol und Duke of
York; die Vorderarmlänge von minima (10 Ex.) sei 38–43 mm, die von 5
javanischen Exemplaren 45–48 (später hat T h o m a s noch eine Art:
crassa von den Fergusson Inseln beschrieben, die aber nicht kleiner ist
als minima, NZ. 1895, II, 163). B l a n f o r d , der T h o m a s auf einen
wesentlich unterscheidenden Charakter von australis aufmerksam
gemacht hat (PZS. 1888, 476 Anm.), sagt in seiner Fauna von Britisch
Indien (Mam. 1888, 265) noch, dass es nur éine Art Carponycteris
gäbe.
Über die Zugehörigkeit der Nord Celébes-Exemplare der Herren

S a r a s i n zu australis waltet für mich kein Zweifel ob. J e n t i n k führte
zwar (NLM. 1883 V, 174, 1888 XI, 29 und Cat. MPB. 1888 XII, 159)
minima von Nord Celébes auf, allein dies war, ehe T h o m a s die
Unterschiede von australis klar gelegt hatte. Das Maass der
Vorderarme mit 39 mm und das gefurchte Rhinarium weisen den
Celébes-Exemplaren ihre Stelle an. Das Dresdner Museum besitzt
australis ferner von Sangi (39 mm), Nordwest Neu Guinea (42), Aru
(38.5) und Murray Insel (38) — es sind hier in Parenthese immer nur die
Maximalmaasse angegeben —, die Vorderarme variiren also von 38–42
(T h o m a s 38–43), während die Exemplare von Java und Sumátra
(minima) von 44.5–46.5 (T h o m a s 45–48) variiren.
Bei dem noch so mangelhaften Materiale der Sammlungen lässt sich

heute nicht festlegen, wo die geographische Grenze zwischen C.
minima und der Subspecies australis zu ziehen sei, speciell Bórneo
steht noch aus, aber es scheint, dass die Festlandsform minima sich bis
Java erstreckt, und dass australis von den Philippinen und Celébes bis
zu den Salomo Inseln und Ost Australien verbreitet ist. [11]
1 Bei den Fledermäusen sind (in Parenthese) die Vorderarmmaasse angegeben, auf
die stets, als charakteristisch, Werth gelegt wurde; neuerdings machte J e n t i n k
(Webers Zool. Erg. I, 125 1891) noch besonders darauf aufmerksam, dass es besser
sei, dies Maass zur Beurtheilung des Alters des Individuums anzuführen, als die
Bezeichnungen adult, semiadult, juv. etc. Man darf dabei aber nicht übersehen, dass
ein exactes Messen des Vorderarms nur am Skelette möglich ist, wo man den Radius,
die Ulna und den Sesamknochen der Tricepssehne gesondert vor sich hat. Bei Bälgen
ist es schwer und oft gar nicht möglich, das proximale Ende der verkümmerten Ulna
zu tasten und es von dem Sesamknochen zu trennen. Auch bei Spiritusexemplaren ist
es nicht leicht. Das empfehlenswertheste Maass wäre das des Radius, der bei den
Fledermäusen so vorzüglich entwickelt ist, aber auch dies wäre an Bälgen und
Spiritusexemplaren oft schwer oder unmöglich exact zu nehmen, da man füglich
weder sein proximales noch sein distales Ende bei jedem Exemplare freilegen kann.
Es ist daher unter der „Länge des Vorderarms“ stets nur ein ungefähres Maass zu
verstehen, was aber auch für den vorliegenden Zweck genügt. ↑
2 Xantharpyia J. E. G r a y List spec. Mam. Br. M. 1843, 37: Cynonycteris P e t e r s
Reise Mossamb. I Säugeth. 1852, 25. Schon B l a n f o r d (Fauna Br. Ind. Mam.
1888, 261) und T h o m a s (PZS. 1894, 449 etc.) haben sich für Xantharpyia
entschieden. ↑
3 T h o m a s brauchte 1895 (NZ. II, 163) Uronycteris, statt des bis dahin üblichen
Gattungsnamens Harpyia und sagte anmerkungsweise: „Lydekker; replacing
Harpyia …, preoccupied“, allein, so viel ich sehe, that L y d e k k e r dies nicht. Er hat
(F l o w e r & L.: Intr. Mam. 1891, 654) Carponycteris für Macroglossus eingeführt, aber
gebraucht (p. 653) Harpyia, und T h o m a s selbst kehrte 1896 (NZ. III, 526) zu
Harpyia zurück. Uronycteris rührt von G r a y her (PZS. 1862, 262). Harpyia Ill. (Chir.)
stammt aus dem Jahr 1811, Harpyia Ochsh. (Lep.) aus dem J. 1810, dieser Name
muss daher für die Fledermausgattung Uronycteris Platz machen. ↑
4 Im Cat. MPB. XII, 156 (1888) ist zwar Ex. o als von Menado aufgeführt, allein es ist
nach J e n t i n k NLM. V, 170 und 174 (1883) von Amurang. ↑
[Inhalt]
Microchiroptera
Rhinolophidae
[Inhalt]
14. Rhinolophus minor Horsf.
mares,
a–c. in Spiritus, Kema, Minahassa, Nord Celébes, X
93 (41.5 — 41.5 — 40 mm).
fem.,d.in Spiritus, Kema, X 93 (42 mm).
Diese Art ist von Celébes noch nicht registrirt worden, Dr. R i e d e l
aber hatte sie schon im Jahr 1875 von Gorontalo nach Dresden
gesandt, und neuerdings kam sie auch von Talaut hierher (ein
Exemplar aus der Höhle von S. Mateo bei Manila ist vielleicht ein
wenig abweichend in der Form des Nasenbesatzes; minor ist sonst
von den Philippinen noch nicht aufgeführt). Dagegen ist die sehr
nahe stehende, grössere Rh. affinis Horsf. von J e n t i n k bereits
von Tondano, Nord Celébes, genannt worden (NLM. XI, 30 1888 und
Cat. MPB. XII, 162 1888), allerdings nur ein junges Weibchen. Nach
D o b s o n (Cat. 1878, 112 und 115) gehen beide Arten von
Vorderindien bis Bórneo. Bei diesem Parallelismus könnten beide
auch auf Celébes vorkommen, allein da J e n t i n k nur ein j u n g e s
Weibchen vorlag, so ist weiteres Material abzuwarten. P e t e r s gab
1872 (MB. Ak. Berl. 306) nur an, dass minor „ganz ähnlich affinis sei,
aber kleiner“ (den Fundort Timor bei minor glaubte er mit ?
bezeichnen zu müssen, J e n t i n k Cat. MPB. XII, 162 1888 aber
führte ihn wieder von daher auf). Es ist auch schwer, abgesehen von
der Grösse, durchgreifende Unterschiede aufzufinden, da minor
nach D o b s o n (Cat. 1878, 115) in Bezug auf die Sella, die
Interfemoralmembran und 2 pm inf. variirt. Die Grössenunterschiede
sind nach D o b s o n relativ ansehnlich, allein seine Maasse treffen
nach den Dresdner Exemplaren nicht überall zu. Das Verhältniss
dieser zwei Formen zu einander erfordert vielleicht eine gründliche
Untersuchung an reichem Materiale, wie es aber die Museen noch
nicht von überall her besitzen.
Die Färbung von minor ist nach D o b s o n (l. c. 114) hellbraun oben,
graubraun unten. Das erwähnte Exemplar von Gorontalo ist aber
„tawny“ (Ridgw. V 1) oben und „russet“ (III 16) unten, beide Nüancen
sogar noch lebhafter, allein da affinis in der Farbe variabel ist
(„greyish brown, reddish brown, golden orange brown“ D o b s o n l.
c. 112), so wird aller Wahrscheinlichkeit nach auch minor in der
Farbe variiren.
Sonst ist von Celébes noch Rh. megaphyllus Gr. aufgeführt worden,
und zwar von Manado (D o b s o n l. c. 112) und Amurang,
Minahassa, letzteres in 3 Exemplaren (J e n t i n k NLM. V, 174 1883;
Cat. MPB. XII, 161 1888 1 Ex.), von wo auch das Dresdner Museum
2 Exemplare hat, die von P e t e r s als Rh. euryotis Temm. bestimmt
worden sind; ich halte sie aber, so weit Sicherheit bei ausgestopften
Exemplaren möglich ist, eher für megaphyllus. Diese Art ist affinis
(und daher auch minor) nahe verwandt, D o b s o n (Cat. 1878, 111)
sieht sie als australische Repräsentantin von affinis an, und führt
eine var. α von Batjan und eine var. β von Nord Celébes und Goram
auf. Eine genauere Kenntniss der Form von Celébes und den
Molukken liegt noch nicht vor. Rh. euryotis steht den genannten
Arten ebenfalls sehr nahe und ist bis jetzt von Ambon, Ceram, Aru
und Kei bekannt. Eine Revision der ganzen Gruppe ist erwünscht,
allein die Materialien der Museen genügen auch dazu schwerlich.
[Inhalt]
15. Hipposiderus diadema (Geoffr.)
fem.,
a, b.
in Spiritus, Buol, Nord Celébes, VIII 94 (82, 80 mm).
fem.,c.
in Spiritus, Kalaena Thal, Luhu, Central Celébes, c.
200 m hoch, 4. II 95 (86 mm).
J e n t i n k wies zuerst diese von Vorderindien bis zu den Philippinen

und den Salomo Inseln, also sehr weit verbreitete Art von [Süd]
Celébes und Sula nach (Cat. MPB. XII, 166 1888) und dann von
Central Celébes (Webers Zool. Erg. I, 127 1890). Ich erhielt sie 1871
in Gorontalo (Mus. Berlin), und das Dresdner Museum besitzt sie
seit 1877 von Amurang in der Minahassa, sie kommt also, wie zu
erwarten, über ganz Celébes vor. Auch von der Insel Kalao im
Süden ist sie im Dresdner Museum, sowie von Talaut im Norden. [12]
D o b s o n (Cat. 1878, 137) giebt das Vorderarm-Maass auf 86 mm

(3.4 inch.) an, was mit obigen Maassen der S a r a s i n schen
Exemplare mehr oder weniger stimmt, J e n t i n k hatte von Luhu
eins von 92 mm (Webers Zool. Erg. I, 127 1890); die Dresdner von
Celébes messen selbst bis 93, die von Java bis 87, von Nordwest
Bórneo bis 86, von Südost Mindanao bis 83, von Süd Neu Guinea
bis 77 mm etc. Nur an der Hand eines grossen Materiales wird man
überhaupt der Frage näher treten können, ob diese Art von
Vorderindien bis zu den Salomo Inseln gar nicht variirt, was an und
für sich wenig wahrscheinlich ist.
Es kommt noch eine zweite, kleinere, Art von Hipposiderus auf

Celébes vor, H. bicolor (Temm.). Dresden besitzt sie seit 1877 von
Amurang im Norden, und J e n t i n k hat sie 1883 (NLM. V, 174)
ebendaher aufgeführt, und zwar als D o b s o n s var. α (fulvus Gr.);
das Dresdner Exemplar aber hat nicht die schöne goldgelbe
Färbung von fulvus, sondern ist oben ungefähr „Prout’s brown“
(Ridgw. III, 11), unten weisslich „wood brown“ (III, 19), also typisch,
die Art variirt demnach in der Farbe wie Rhinolophus affinis und
andere. H i c k s o n (Nat. N. Cel. 1893, 85) sagt von den Exemplaren
der kleinen Insel Talisse im Norden von Celébes, dass sie röther
seien, als irgendwelche im Britischen und Leidener Museum, sie
werden es aber, glaube ich, auf Talisse nicht zu allen Zeiten und
nicht alle sein. 1890 führte J e n t i n k die Art auch von Süd Celébes
auf (Webers Zool. Erg. I, 127 1890) und meinte, dass die
Vorderarmlänge von 41 mm viel grösser sei, als D o b s o n sie
angegeben, allein dieser hat (Cat. 150) 39.37 mm (1.55 inch.), also
eine unbedeutende Differenz; das Dresdner Exemplar von Amurang
misst 39, zwei von Nord Luzon ergeben 38–39 mm.
[Inhalt]
Nycteridae
[Inhalt]
16. Megaderma spasma (L.)
fem.,a.in Spiritus, Tomohon, Minahassa, Nord Celébes,

13. IV 95 (53 mm).
Diese äthiopisch-orientalische Gattung erstreckt sich noch über

Celébes hinaus, bis Ternate. Von Celébes ist M. spasma schon
länger bekannt, allein genauere Fundorte wurden früher nicht
angegeben. Ich brachte sie von Gorontalo (Mus. Berl.), J e n t i n k
(NLM. V, 174 1883) hat sie von Amurang genannt, und (Cat. MPB.
XII, 170 1888) von Kema, das Dresdner Museum besitzt 3
Exemplare ebenfalls von Amurang in der Minahassa. Von Süd
Celébes scheint sie noch nicht gekommen zu sein. Ihre g a n z e
Verbreitung im Ostindischen Archipel von Hinterindien an ist noch
nicht bekannt.
Das S a r a s i n sche Weibchen von Nord Celébes hat einen

kleineren Vorderarm als D o b s o n im Allgemeinen angiebt (Cat.
1878, 158), 58 mm (2.3 inch.) gegen 53, und die drei anderen
Exemplare aus der Minahassa im Dresdner Museum messen auch
kaum mehr, die von Sumátra aber 57–59 mm.
[Inhalt]
Vespertilionidae
[Inhalt]
17. Vesperus pachypus (Temm.)
mas,a.in Spiritus, Kema, Minahassa, Nord Celébes, 93 (26

mm).
fem.,
b–m.dsgl. (25–27 mm).
Diese von Vorderindien bis zu den Philippinen und Java verbreitete

Art wurde zuerst von J e n t i n k (NLM. V, 175 1883, XI, 30 1888 u.
Cat. MPB. XII, 176 1888) von Amurang, Nord Celébes, aufgeführt,
mir liegt sie auch von der Insel Saleyer, im Süden, vor, während sie
von Bórneo noch nicht nachgewiesen ist.
P e t e r s (Mb. Ak. Berl. 1872, 705) hat von mir aus Luzon
mitgebrachte kleinere als meyeri abgetrennt, was D o b s o n (Cat.
1878, 208) jedoch nicht anerkannte. Ein mir von Mindanao
vorliegendes Exemplar ist ebenfalls in allen Dimensionen kleiner
(Vorderarm 24 mm), was aber besonders, gerade wie bei denen von
Luzon, „in Bezug auf den Kopf und Fuss auffallend“ ist (vgl.
P e t e r s ’ Maasse mit D o b s o n s ll. cc.). D o b s o n giebt für
pachypus die Vorderarmlänge auf 28 mm (1.1 inch.) an, drei
Saleyer-Exemplare messen 26–26.5. Ich möchte daher die
Identificirung D o b s o n s nicht ohne Weiteres als berechtigt
ansehen. [13]
[Inhalt]
18. Vesperugo petersi n. sp.
Tafel IV Fig. 2 (2⁄1 n. Gr.)
V. brunneus (Ridgway III, 5), alis nigris; auriculis parvis,

triangularibus, apice rotundatis, trago margine interno fere recto,
externo convexo, apice subacuto; alis malleolis affixis; cauda
apice extremo prominente; incisivo primo superiore bifido,
secundo paene ejusdem longitudinis, praemolari secundo 1
superiore bene evoluto et extrinsecus visibili; incisivorum
inferiorum tractu eodem quo mandibulae margines; pene
ossiculo armato.
Long. tot c. 90, antibr. 36.5 mm.
Habitatio: Celébes.
mas,a.
in Spiritus, Minahassa, Nord Celébes.
O b e r s e i t e vandykebraun, die Haare einfarbig, U n t e r s e i t e

etwas mehr rostfarben, die Haare an der Basis grau bis schwärzlich,
Fell sammetartig. F l u g h ä u t e schwarz, an der dorsalen und
ventralen Oberfläche nackt bis auf ein Dreieck zwischen den
Körperseiten und der proximalen Hälfte des Femur, und bis auf ein
ebensolches an der Schwanzbasis; am Knöchel angewachsen; die
Schenkelflughaut schliesst den Schwanz bis zum äussersten Glied
ein; S p o r n mit einem schmalen Hautläppchen am mittleren Drittel.
O h r e n innen sehr sparsam hellbräunlich behaart, Innen- und
Aussenrand convex, crus helicis lappig, Antitragus gut abgesetzt, 2
mm hinter dem Mundwinkel endend, Spitze abgerundet, T r a g u s
ziemlich gleich breit in seinem ganzen Verlauf, am inneren Rande
wenig concav, fast gerade, am äusseren convex, Zacken
angedeutet, Spitze schwach abgerundet. S c h n a u z e n d r ü s e n
gut entwickelt, schwach behaart, Nasenlöcher nach aussen offen,
innen vorgewölbt, dazwischen nicht vertieft.
i 1 sup. zweispitzig, i 2 einspitzig und kaum kürzer als die hintere

Zacke von i 1, auch im Querschnitt an der Basis i 1 nicht sehr viel
nachstehend; p 2 sup. innenständig, spitz, ⅔ so gross wie p 1 und
von aussen sichtbar, p 1 ein wenig von c abgerückt und halb so lang;
i 1–3 inf. dreilappig und in der Richtung des Kiefers stehend, nicht
übereinander greifend, i 3 durch ein kleines Diastema von i 2
getrennt und ein wenig quer gerückt (die linken unteren Incisiven
etwas verletzt); p 2 inf. mit der Spitze etwas nach aussen ausladend,
durch ein kleines Diastema von c getrennt und ⅔ so gross wie p 1,
dieser ⅔ so lang wie c.
Ein spitzer, 2.5 mm langer Stützknochen in der Ruthenspitze.
Maasse:
Kopf 17 mm
Körper 32
,,
Ohr 11 × 6.8
,,
Vorderer Ohrrand 7
,,
Tragus 5×2
,,
Humerus 24
,,
Vorderarm 36.5
,,
Dig. 1 mit Kralle 9
,,
2 (33 + 4?) 37
,, ,,
64.5
3 (35 + 12.5 + 10 + 7)
,, ,,
4 (34 + 12 + 8) 54
,, ,,
5 (32 + 7.5 + 5) 44.5
,, ,,
Femur 12
,,
Unterschenkel 15.5
,,
Fuss mit Krallen 8.5
,,
Sporn 18
,,
Schwanz 41
,,
Penis 9 2
,,
Ich widme diese Art dem Andenken meines hochverehrten Lehrers

und Freundes W i l h e l m P e t e r s , der sich bekanntlich um die
Förderung der Kenntnisse der Fledermäuse grosse Verdienste
erworben hat. So sagt D o b s o n (Cat. 1878 p. XXXV): „P e t e r s , to
whom we owe the first attempt to arrange scientifically many of the
genera of Chiroptera“, und: „At Berlin, through the great liberality of
Prof. P e t e r s , I had the privilege of inspecting the beautifully
executed series of unpublished plates representing the species of
Chiroptera in the collection of the Royal Zoological Museum.“ Leider
hat P e t e r s die von ihm vorbereitete Monographie dieser Ordnung
1883 unvollendet hinterlassen, allein ihre Veröffentlichung, auf den

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Recruitment and Selection in Canada

Canadian 5th Edition Catano Test Bank

1. What is the initial step in the selection process?

Copyright © 2013 Nelson Education Ltd. 6-1

7. Which of the following would NOT be considered to be an effective recruiting guideline?

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15. What is the initial step in developing a recruitment action plan?

Copyright © 2013 Nelson Education Ltd. 6-3

16. Which of the following is NOT an internal method of recruitment?

17. Which of the following is NOT an external method of recruitment?

18. What is the primary advantage of Internet recruiting?

19. Which of the following is NOT a disadvantage of internal job postings?

Copyright © 2013 Nelson Education Ltd. 6-4

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1. Recruitment is done separately from the selection process.

ANS: F PTS: 1 REF: 211 OBJ: 1

2. Mission and values do not play a role in the recruitment process.

ANS: F PTS: 1 REF: 211 OBJ: 2

ANS: F PTS: 1 REF: 246 OBJ: 8

4. Unlike job boards, there is no cost to joining a social network.

ANS: T PTS: 1 REF: 247 OBJ: 8

ANS: T PTS: 1 REF: 217 OBJ: 3

ANS: T PTS: 1 REF: 221 OBJ: 4

ANS: T PTS: 1 REF: 226-228 OBJ: 2

ANS: F PTS: 1 REF: 226-228 OBJ: 2

ANS: T PTS: 1 REF: 236 OBJ: 7

ANS: F PTS: 1 REF: 239 OBJ: 7

ANS: T PTS: 1 REF: 245 OBJ: 8

Copyright © 2013 Nelson Education Ltd. 6-10

ANS: T PTS: 1 REF: 247 OBJ: 8

ANS: F PTS: 1 REF: 247 OBJ: 8

ANS: T PTS: 1 REF: 249 OBJ: 7

ANS: T PTS: 1 REF: 249 OBJ: 7

 an assessment of the internal and external factors affecting the organization;

PTS: 1 REF: 210 OBJ: 1

PTS: 1 REF: 215-217 OBJ: 2

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 communications and perception (refer to Figure 6.3—Matching the Candidate’s and

PTS: 1 REF: 217- 222 OBJ: 2 | 4

4. What is person job–organization fit? Why is it an important consideration in recruitment?

PTS: 1 REF: 217-218 OBJ: 3

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PTS: 1 REF: 211 OBJ: 5

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Refer to Table 6.1—Comparison of Recruitment Methods on page 248.

PTS: 1 REF: 233-248 OBJ: 7

7. TS Inc. is a growing BC aviation company of 30 employees. The company requires an aircraft

Refer to Table 6.1—Comparison of Recruitment Methods on page 248.

PTS: 1 REF: 233-248 OBJ: 7

Copyright © 2013 Nelson Education Ltd. 6-14

Refer to Figure 6.1—Recruitment as Part of the HR Planning Process on page 211.

PTS: 1 REF: 210-213 OBJ: 5

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PTS: 1 REF: 230 OBJ: 1 | 2 | 3 | 5 | 7

Advantages of social networks:

Disadvantages of social networks:

PTS: 1 REF: 246-248 OBJ: 7 | 8 | 9

Copyright © 2013 Nelson Education Ltd. 6-16

Tafel IV Fig. 2 (2⁄1 n. Gr.)