Test Bank For Human Resource Management Essential Perspectives 7Th Edition by Mathis Jackson Valentine Isbn 1305115244 9781305115248 Full Chapter PDF

Test Bank for Human Resource Management Essential
Perspectives 7th Edition by Mathis Jackson Valentine

ISBN 1305115244 9781305115248
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MULTIPLE CHOICE
1. Which of the following statements is true of the functions of human resource management?
a. It is a clerical operation in large companies concerned with payroll and employee records.
b. It refers to a department which looks into the legal ramifications of policies and
procedures that affect only the employees in an organization.
c. It is a function concerned with costs, planning, and the implications of various strategies
for organizations.
d. It refers to a design of formal systems in an organization to manage human talent for
accomplishing organizational goals.
ANS: D PTS: 1 DIF: Moderate
NAT: BUSPROG: Analytic TOP: What is Human Resource Management?
KEY: Bloom's: Comprehension PAGE: 02
2. A useful way to measure the productivity of a workforce is:

a. to determine the total cost of people required for each unit of output.
b. to determine the total cost of people required for an output of 100 units.
c. to determine the total cost of people required to complete a day’s worth of work.
d. to determine the total cost of people required to complete a year’s worth of work.
ANS: A PTS: 1 DIF: Moderate
NAT: BUSPROG: Analytic TOP: Where Employees Can Be a Core Competency
3. , a method to increase employee productivity, involves eliminating layers of management and

changing reporting relationships, as well as cutting staff through downsizing, layoffs, and early
retirement buyout programs.
a. Organizational restructuring
b. Redesigning work
c. Aligning human resource activity
d. Outsourcing
ANS: A PTS: 1 DIF: Easy
KEY: Bloom's: Knowledge PAGE: 04
4. , a method to increase employee productivity, involves having fewer employees who perform
multiple job tasks.
a. Organizational restructuring
b. Aligning HR activity
c. Outsourcing
d. Redesigning work
ANS: D PTS: 1 DIF: Easy
5. , a method to increase employee productivity, includes ensuring that staffing, training and
development, performance management, and compensation are not working to offset productivity.
a. Outsourcing
b. Redesigning work
c. Aligning human resource activity
d. Organizational restructuring
ANS: C PTS: 1 DIF: Easy
6. Which of the following is a part of the process of redesigning work?

a. Reshaping jobs because of technology changes
b. Revising organizational structures
c. Training, developing, and evaluating employees
d. Outsourcing operations internationally
7. Which of the following is a part of the process of aligning human resource activities?
a. Changing workloads and combining jobs
b. Revising organizational structure
c. Using domestic vendors instead of employees
d. Training, developing, and staffing
8. Which of the following is true of organizational culture?

a. It increases the diversity of an organization.
b. It decreases the diversity of an organization.
c. It provides employees with rules for behavior.
d. It does not take a very long time to evolve.
ANS: C PTS: 1 DIF: Moderate
9. Which of the following is a part of the process of outsourcing analyses?

a. Revising organizational structure
b. Using vendors instead of employees
c. Changing workloads and combining jobs
d. Attracting and retaining employees
ANS: B PTS: 1 DIF: Moderate
KEY: Bloom's: Comprehension PAGE:
10. Which of the following is true of the administrative role of human resource departments?
a. It involves managing most human resource activities in keeping with strategies and
operations that have been identified by management.
b. It involves helping to define the strategy relative to human capital and its contribution to
organizational results.
c. It involves identifying possible strategies to attract and retain talent with a focus on
organizational growth.
d. It focuses on record keeping, including essential legal paperwork and policy
implementation.
NAT: BUSPROG: Analytic TOP: Roles for Human Resource Departments
11. Which of the following is true of the operational role of human resource departments?
a. It involves focusing on clerical administration and recordkeeping, including essential legal
paperwork and policy implementation.
b. It involves identifying possible strategies to attract and retain talent with a focus on
organizational growth.
c. It involves managing most human resource activities in keeping with the strategies that
have been identified by management.
d. It involves helping to define the strategy relative to human capital and its contribution to
organizational results.
12. Which of the following has traditionally been the dominant role for human resources?
a. Operational role
b. Employee advocate role
c. Administrative role
d. Strategic role
13. Sara, a human resource manager at Comp Inc., is moving from an administrative role in the human
resource department to an operational role. Which of the following best describes Sara’s change of
role?
a. Moving from processing legal paperwork to serving as a “champion” of employee
concerns.
b. Moving from processing legal paperwork to helping define the strategy to manage human
capital
c. Moving from helping define the strategy to manage human capital to serving as a
“champion” of employee concerns
d. Moving from helping define the strategy to manage human capital to processing legal
paperwork
NAT: BUSPROG: Reflective Thinking TOP: Roles for Human Resource Departments
KEY: Bloom's: Application PAGE: 07
14. Bob, a human resources executive at Axis Inc., is moving from an operational role in the human
resources department to a strategic role. Which of the following best describes Bob’s change of role?
a. Moving from serving as a “champion” of employee concerns to helping define the strategy
to manage human capital
b. Moving from helping define the strategy to manage human capital to processing legal
paperwork
c. Moving from processing legal paperwork to serving as a “champion” of employee
concerns
d. Moving from processing legal paperwork to helping define the strategy to manage human
capital
15. David, a human resources manager at RedWall Inc., is moving from an administrative role in the
human resource department to a strategic role. Which of the following best describes David’s change
of role?
a. Moving from serving as a “champion” of employee concerns to processing legal
paperwork
b. Moving from helping define the strategy to manage human capital to serving as a
c. Moving from processing legal paperwork to helping define the strategy to manage human
capital
paperwork
16. Mike, a human resources executive at Oyster Studios, is moving from an operational role in the human
resources department to an administrative role. Which of the following best describes Mike’s change
of role?
concerns
b. Moving from serving as a “champion” of employee concerns to helping define the strategy
capital
d. Moving from serving as a “champion” of employee concerns to processing legal
paperwork
17. Donna, a human resources manager at Loch Inc., is moving from a strategic role in the human
resources department to an operational role. Which of the following best describes Donna’s change of
role?
a. Moving from helping define the strategy to manage human capital to serving as a
b. Moving from helping define the strategy to manage human capital to processing legal
paperwork
capital
d. Moving from serving as a “champion” of employee concerns to processing legal
paperwork
18. Sunny, a human resources executive at FlyHi Inc. is moving from a strategic role in the human
resources department to an administrative role. Which of the following best describes Sunny’s change
of role?
concerns
b. Moving from serving as a “champion” of employee concerns to helping define the strategy
c. Moving from helping define the strategy to manage human capital to serving as a
paperwork
19. Which of the following is a disadvantage of an aging workforce in economically developed countries?
a. Having to provide retirement benefits
b. Having to decrease the span of control
c. Having to provide flexible work arrangements
d. Having to replace experience and talent
NAT: BUSPROG: Analytic TOP: Human Resources Management Challenges
20. Which of the following is an advantage of using a contingent workforce?

a. Committed employees
b. No training needed
c. Lower cost
d. Wider span of control
21. A person who is responsible for performing a variety of human resource activities is known as a
.
a. human resource specialist
b. human resource planner
c. human resource strategist
d. human resource generalist
NAT: BUSPROG: Analytic TOP: Human Resource Management Competencies and
Careers
22. Which of the following is a specialized human resource organization?

a. World at Work Association
b. Organization for Economic Cooperation
c. Ethics Resource Center
d. U.S. Small Business Association
NAT: BUSPROG: Analytic TOP: Human Resources Management Competencies and
Careers
23. Josh, a human resource manager, used to handle employee recruitment and compensation for his
organization. After a promotion, he was responsible for handling employee recruitment, compensation,
and benefits. Which of the following is true of Josh?
a. Both the roles played by Josh are generalist roles.
b. Both the roles played by Josh are specialist roles.
c. Josh moved from a generalist role to a specialist role.
d. Josh moved from a specialist role to a generalist role.
NAT: BUSPROG: Reflective Thinking TOP: Human Resources Management Competencies and
Careers
24. Suzie, a human resource executive, works with ZedNet Inc. She was responsible for employee
recruitment and compensation. After a promotion, she was made responsible only for recruitment.
Which of the following is true of Suzie?
a. Both the roles that Suzie played were generalist roles.
b. Both the roles that Suzie played were specialist roles.
c. Suzie moved from a specialist role to a generalist role.
d. Suzie moved from a generalist role to a specialist role.
Careers
25. Ramone, a human resource manager, works for TelVille Inc. Initially, he was responsible only for
recruitment. After a promotion, he was made responsible exclusively for employee benefits. Which of
the following is true of Ramone?
a. Both the roles that Ramone played were generalist roles.
b. Both the roles that Ramone played were specialist roles.
c. Ramone moved from a specialist role to a generalist role.
d. Ramone moved from a generalist role to a specialist role.
ANS: B PTS: 1 DIF: Moderate
Careers
26. Max, a human resource executive, works at Axis Inc. Initially, he was responsible only for
recruitment, but after his promotion, he was responsible for recruitment, compensation, and benefits.
Which of the following best describes Max?
a. Both the roles played by Max were generalist roles.
b. Both the roles played by Max were specialist roles.
c. Max moved from a specialist role to a generalist role.
d. Max moved from a generalist role to a specialist role.
Careers
27. Which of the following is typically the first step in the strategic planning process for organizations?
a. Organizational mission
b. SWOT analysis
c. Formulating organizational strategy
d. Establishing goals and objectives
NAT: BUSPROG: Analytic TOP: Organizational Strategic Planning
28. Which of the following is typically the last step in the strategic planning process for organizations?
a. Formulating supporting functional strategies
b. Evaluating and reassessing strategy
c. Establishing goals and objectives
d. Stating the organizational mission
ANS: B PTS: 1 DIF: Easy
29. Ken, a brand manager at Media Labs LLC., is formulating a strategic plan for his organization. He has
identified the organizational mission and formulated a SWOT analysis of the business. Which of the
following is most likely to be Ken’s next step in the strategic planning process?
a. Evaluate and reassess strategy
b. Implement strategy
c. Establish goals and objectives
d. Formulate organization-level strategies
NAT: BUSPROG: Reflective Thinking TOP: Organizational Strategic Planning
30. Which of the following is typically the first step in the HR planning process?
a. Review organization’s environmental analysis/strategic plans
b. Develop HR staffing plans and actions
c. Compile HR planning forecasts
d. Assess external and internal workforce
NAT: BUSPROG: Analytic TOP: Human Resource Planning
31. Which of the following is typically the last step in the HR planning process?
a. Review organization’s environmental analysis/strategic plans
b. Develop HR staffing plans and actions
c. Compile HR planning forecasts
32. Mark, an HR manager, is responsible for the HR planning process in his organization. He has reviewed
the organization’s strategic plans. Which of the following is most likely to be Mark’s next step in the
planning process?
a. Develop HR staffing plans and actions
b. Compile HR planning forecasts
c. Implement HR staffing plans and actions
NAT: BUSPROG: Reflective Thinking TOP: Human Resource Planning
33. Which of the following is a factor of the external environment in an organization?

a. Leadership bench strength
b. Organizational culture
c. Quality of talent
d. Competitive forces
34. Which of the following is an effective method of managing a talent surplus?

a. Outsourcing to a third party
b. Using contingent workers
c. Freezing hiring
d. Increasing employee work hours through overtime
NAT: BUSPROG: Analytic TOP: Workforce Supply = Demand
35. Which of the following is an effective method for managing a talent shortage?
a. Reducing employee work hours
b. Encouraging attrition
c. Implementing voluntary separation programs
d. Outsourcing to a third party
NAT: BUSPROG: Analytic TOP: Workforce Supply Demand
36. Which of the following is true of the Consolidated Omnibus Budget Reconciliation Act?
a. Displaced workers can retain their group medical coverage for up to 18 months for
themselves, and up to 36 months for their dependents, if they pay the premiums
themselves.
b. Displaced workers can use the Medicare program sponsored by the government for up to
18 months after the termination of their employment.
c. Displaced workers can use the Medicare program sponsored by the federal government for
up to 36 months after the termination of their employment.
d. Displaced workers can retain their group medical coverage for up to 12 months for
themselves, and up to 24 months for their dependents, if they pay the premiums
themselves.
KEY: Bloom's: Comprehension PAGE:
37. Which of the following best defines the term ‘effectiveness’?

a. The degree to which operations are done in an economical manner
b. The ability to produce a specific desired effort or result that can be measured
c. The degree to which operations are done in the least possible time
d. The ability to produce a specific desired effort or result that cannot be measured
NAT: BUSPROG: Analytic TOP: Measuring Effectiveness of Human Resource and
Human Capital
38. Which of the following best defines HR analytics?

a. An evidence-based approach to making HR decisions on the basis of quantitative tools and
models
b. An assumption-based approach to making HR decisions on the basis of quantitative tools
and models
c. An evidence-based approach to making HR decisions on the basis of qualitative tools and
models
d. An assumption-based approach to making HR decisions on the basis of qualitative tools
and models
NAT: BUSPROG: Analytic TOP: Measuring Effectiveness of Human Resource and
Human Capital
39. Which of the following is the function of compliance audits?

a. Reviewing regulatory compliance, benefits administration and reporting
b. Checking record keeping on state and federal paperwork requirement
c. Reviewing specific HR areas such as compensation, training, and so on
d. Reviewing compliance with immigration regulations and the I-9 form requirement
NAT: BUSPROG: Analytic TOP: Measuring Effectiveness of Human Resources and
Human Capital
40. Which of the following is a part of the strategy and planning function of human resource management?
a. Diversity
b. Human resource retention
c. Job analysis
d. Compensation
NAT: BUSPROG: Analytic TOP: HR Management Functions
41. Which of the following is the function of benefit programs audit?

Human Capital
42. Which of the following is the function of I-9 audit?

d. Reviewing compliance with immigration regulations
Human Capital
43. Which of the following is the function of specific program audit?

c. Reviewing particular HR subareas such as compensation, training, and so on
Human Capital
44. Which of the following is a part of the staffing function of human resource management?
a. Recruiting
b. Training
c. Orientation
d. Career planning
45. Which of the following is a part of the human resource function of employee and labor relations?
a. Human resource policies
b. Health and wellness
c. Human resource effectiveness
d. Affirmative action
TRUE/FALSE
1. Human resources operations in some companies have been involved with mergers, acquisitions, and
outsourcing.
ANS: T PTS: 1 DIF: Easy

2. Human resource management is the design of formal systems in an organization to manage human
talent for accomplishing organizational goals.

3. Intellectual property is the collective value of the capabilities, knowledge, skills, life experiences, and
motivation of an organizational workforce.
ANS: F PTS: 1 DIF: Easy

4. A core competency is a unique capability that creates high value in which an organization excels.
5. A useful way to measure the productivity of a workforce is to determine the total cost of people
against the annual sales of the organization.
ANS: F PTS: 1 DIF: Moderate

6. Some of the major ways of increasing employee productivity are organizational restructuring,
redesigning work, and aligning human resource activities.

7. Organizational culture consists of the shared values and beliefs that give members of an organization
meaning and provide them with rules for behavior.
8. Even if an organization does not have a history in which people have shared experiences for years, the
organizational culture will stabilize.

9. The operational role of human resource involves focusing on clerical administration and
recordkeeping, including essential legal paperwork and policy implementation.

10. The administrative role of human resource involves serving as employee “champion” for employee
issues and concerns.

11. The strategic role of human resource involves helping to define the strategy relative to human capital
and its contribution to organizational results.
ANS: T PTS: 1 DIF: Moderate

12. Replacing the experience and talents of longer-service workers is a challenge facing employers in all
industries.

13. Contingent workers include temporary workers, independent contractors, leased employees, and part-
timers.

14. By using contingent workers, employers risk facing more legal issues regarding selection,
discrimination, benefits, discipline, and termination.

16. It is not necessary for human resource professionals at all levels to possess strategic knowledge and
impact.

Careers
15. A person who has in-depth knowledge and expertise in a limited area of human resource is known as a
human resource generalist.

Careers
17. A person with the responsibility of performing a variety of human resource activities is known as a
human resource specialist.

Careers
18. For human resource generalists, the largest organization is the Society for Human Resource
Management.

Careers
19. Professional in Human Resources (PHR) is sponsored by the WorldatWork Association.

Careers
20. Senior Professional in Human Resources (SPHR), a human resource certification, is sponsored by the
Human Resource Certification Institute.

Careers
21. Global Professional in Human Resource (GPHR), a human resource certification, is sponsored by the
American Society for Training and Development.

Careers
22. Certified Compensation Professional (CCP), a human resource certification, is sponsored by the World
at Work Association.

Careers
23. The strategic planning process begins with an assessment of the current state of the business and the
environmental forces that may be important during the planning cycle.

24. The SWOT analysis helps managers in formulating a strategic plan that considers the organization’s
ability to deal with the situation at hand.

25. Implementing the strategy is typically the last step in the strategic planning process.

26. Instead of making a choice, a good strategy will try to accommodate many different demands and
interests.

27. Organizational strategy is independent of Human Resource management.

NAT: BUSPROG: Analytic TOP: Human Resources and Strategy
28. The focus of HR planning is to ensure that the organization has the right number of human resources,
with the right capabilities, at the right times, and in the right places.
29. In the final part of the planning process, HR plans are developed to provide specific direction for the
management of HR activities related to employee recruiting, selection, and retention.
30. Under the federal Consolidated Omnibus Budget Reconciliation Act (COBRA), displaced workers can
retain their group medical coverage for up to 18 months for themselves, and up to 36 months for their
dependents, if they pay the premium themselves.

KEY: Bloom's: Knowledge PAGE:
31. The Consolidated Omnibus Budget Reconciliation Act (COBRA) requires employers to disclose the
ages of both terminated and retained employees in layoff situations, and waiver of rights to sue for age
discrimination must meet certain requirements.

KEY: Bloom's: Knowledge PAGE:
32. The value for HR practices cannot be measured.

Human Capital
33. People-related costs are typically the smallest controllable expense in organizations.

Human Capital
34. Benchmarking is the process of comparing business processes and outcomes to an industry standard or
best practice.

Human Capital
35. The balanced scorecard is a framework organizations use to report on a diverse set of performance
measures.

Human Capital
36. Revenue per employee is a basic measure of human capital effectiveness.

Another random document with
no related content on Scribd:
The Project Gutenberg eBook of Holiday stories
This ebook is for the use of anyone anywhere in the United States
and most other parts of the world at no cost and with almost no
restrictions whatsoever. You may copy it, give it away or re-use it
under the terms of the Project Gutenberg License included with this
ebook or online at www.gutenberg.org. If you are not located in the
United States, you will have to check the laws of the country where
you are located before using this eBook.
Title: Holiday stories
Author: Ruth Lamb
Illustrator: Mary Ellen Edwards
Release date: September 16, 2023 [eBook #71661]
Language: English
Original publication: London: The Religious Tract Society, 1892
*** START OF THE PROJECT GUTENBERG EBOOK HOLIDAY

STORIES ***
Transcriber's note: Unusual and inconsistent spelling is as printed.
HOLIDAY STORIES
BY
RUTH LAMB
AUTHOR OF "ARTHUR GLYNN'S CHRISTMAS BOX," "HER OWN

CHOICE," ETC.
WITH ILLUSTRATIONS
THE RELIGIOUS TRACT SOCIETY
56, PATERNOSTER ROW; 65, ST. PAUL'S CHURCHYARD
AND 164, PICCADILLY
1892
CONTENTS
DEAR MISS MEG
CHAPTER I. MISTRESS AND MAID.—A BRIDE'S

HOMECOMING.
CHAPTER II. LADY LONGRIDGE MEETS HER MATCH.
CHAPTER III. "MEN MAY COME AND MEN MAY GO," BUT I
STAY ON FOR EVER.
CHAPTER IV. THE MOUSE HELPS THE LIONESS, AND

MARGARETTA GAINS A THIRD FRIEND.
CHAPTER V. BRIGHTER DAYS FOR MARGARETTA.
CHAPTER VI. ANXIOUS DAYS.—A PAINFUL DISCOVERY.
CHAPTER VII. WHICH SHALL IT BE? BLUE OR WHITE?
A TALE OF A PENNY
CHAPTER I. INTRODUCTORY.
CHAPTER II.
CHAPTER III.
CHAPTER IV.
CHAPTER V.
BORROWED FEATHERS
CHAPTER I.
CHAPTER II.
CHAPTER III.
A STORY OF AN ANGLE WINDOW
CHAPTER I. "STEPBROTHER DICK."
CHAPTER II. "SILENCE IS GOLDEN."
CHAPTER III. RICHARD'S WARDS.
CHAPTER IV. THE ANGLE WINDOW.
CHAPTER V. MEETING AND PARTING.
CHAPTER VI. THE FRAME HAS A PICTURE ONCE MORE.
A MERE FLIRTATION
CHAPTER I.
CHAPTER II.
CHAPTER III.
BY A GIRL'S HAND
CHAPTER I. LIKE FATHER UNLIKE SON.
CHAPTER II. A PEEP INTO AN EARTHLY PARADISE, AND A

MEETING WITH EVE.
CHAPTER III. MR. WALTHEW IS FAR FROM EASY IN HIS

MIND.
CHAPTER IV. A NEW FACE.
DEAR MISS MEG
CHAPTER I.
MISTRESS AND MAID.—A BRIDE'S HOMECOMING.
"THORLEY; go and tell Miss Margaretta to make less noise. How

can I get my afternoon nap with that girl screeching and screaming
loud enough to be heard beyond the park? I suppose she thinks I
cannot be disturbed by her noise when she is out of doors, though I
have told her twenty times already that she has a voice like a
railway-whistle, and that it travels as far as one. It seems to me I
cannot get out of reach of it. Thorley, why don't you go? What are
you waiting for?"
The last questions were uttered in such a shrill tone, and with such
evident irritation, that the pale face of the listener flushed, and she
answered in a frightened voice—
"I thought your ladyship was speaking to me, and I waited for you to
finish."
"I was doing nothing of the kind. I gave you an order which might
have been attended to by this time. Then I went on thinking aloud,
and you stood staring there, and listening in place of going about
your business. Go now. Wait! I cannot hear the girl's voice. She has
stopped, but she will begin again, so go all the same."
The person addressed as "Thorley" did not wait for the speaker to
change her mind again, but hastened to do her mistress's bidding.
"Poor young thing!" she murmured, as she went in search of the

offender. "It is well she can sing. Only one that has not been long at
Northbrook Hall would be likely to lift up a cheerful voice in my
mistress's hearing. I believe she would silence the very birds if she
could, but she cannot do that, thank God." And the woman listened
with gladness to a flood of melody that was being poured from
scores of bird-throats, and rejoiced again that a message from her
mistress could not stop it.
Thorley was old Lady Longridge's personal attendant, and had been
such for twenty-five years. She was a staid spinster of fifty or
thereabouts. Not that she ever told her age, or that any member of
the household would have ventured to ask it; but there were older
retainers at the Hall than herself, who could put two and two
together.
There was old Jakes, for instance, who had spent sixty out of his
seventy years of life in and about the gardens. He was morally
certain that Susan Thorley would never see fifty again.
"Why, it's five-and-twenty years last May since Susan were promoted
to be maid to our old lady, and she was no chicken in those days. I
should have said she was nigh upon, if not all out thirty, though I do
not suppose she would have owned to it, any more than she would
say straight out, 'I am fifty-five to-day.' You don't catch these staid
women folks telling their age." And the old man wagged his grey
pate knowingly.
Thorley was accustomed to say of herself, "I have aged dreadfully

since I came here, and I look older than I am. Five-and-twenty years
in the service of Lady Longridge would equal forty, for wear and tear,
under a reasonable mistress."
If someone suggested that Thorley was not compelled to endure the

aggravations of the tyrannical old lady, she would reply, "If I thought
only of myself, or studied my own comfort, I should have turned my
back on the Hall many a year ago. But look at her age. She is turned
eighty-one, and her mind is as clear as ever. I may have had a deal
to put up with, and seen my hair turn grey before its time through her
worrying, but I feel proud of my mistress, who is a wonderful old lady.
Conscience reproaches me whenever I think of leaving her, and
seems to say, 'What will you be at eighty-one? You will want
someone to put up with your tempers then.' So I bear as well as I
can, and if I have an uneasy time of it, conscience tells me I am
right."
Some of Thorley's acquaintances credited her with at least one other

motive for remaining at Northbrook. Lady Longridge was reputed
wealthy, though she professed to be poor and unable to spare
money for much-needed repairs and renewals within and around her
home. She was always quarrelling with her relatives, and altering her
will, or adding codicils to disinherit one and reinstate another.
At one time she would declare that none of her own kindred should
ever possess a penny that she could bequeath to an outsider; at
another she would quote the old proverb about blood being thicker
than water, and rail against those who left their own families out in
the cold when disposing of their wealth.
That quarter of a century of service had not been without its

disturbing elements. Lady Longridge's temper often got the better of
her, and Thorley usually had to bear the brunt of these outbreaks.
The woman was wonderfully patient, but this fact often had a
different effect on her mistress from what might have been expected.
It only made her more provoking, and on several occasions Thorley
had received notice to quit. At first these breaches between mistress
and maid had been patched up by mutual concessions, but by
degrees Thorley became less placable. Then the old lady found that
all advances for a renewal of the former relations must come from
herself.
Thorley performed all her duties during the month she was under
notice with the greatest exactitude, but she only spoke when spoken
to and said no needless word, but packed her boxes and made
ready to go to another situation. With such a character for long
service, fidelity, patience, and trustworthiness, there were plenty of
doors ready to open for Thorley's admission, plenty of places where
her duties would be of a pleasanter character, and where, as she
indignantly put it, "One might expect to have peace, a kind word
sometimes, and get a bit of credit for trying with all one's heart to do
right."
So Lady Longridge became convinced that Thorley could do better

than stay at Northbrook, but that she would herself find it very
difficult to replace Thorley.
The squabble always ended in the same way. The old lady would
offer her hand to her departing maid and wish her well in a new
place. Then she would break down and say that she was a
miserable old woman for whom nobody cared, and that she was
being left to die in her loneliness and helplessness by the one
creature in whom she could trust.
The maid's tears would then accompany the mistress's; Thorley's

boxes would be unpacked, and Lady Longridge promptly paid any
expenses that might have been incurred in arranging for the new
situation.
It was noticed that after each of these quarrels, Thorley had a day
out accorded her without a murmur, and that as invariably she paid a
visit to the savings bank. She would have wages to deposit there, no
doubt, but it was whispered that Thorley found these little scenes
very profitable, each reconciliation being sealed with a present. At
any rate, she stayed at the Hall and bore a great deal of ill-temper
and many hard words from Lady Longridge with more patience than
any servant not inured thereto by many years of experience could
have been expected to manifest.
The old lady had been more than usually provoking on that fair
spring day, when the birds and her granddaughter, Margaretta, were
carolling in company, and Thorley was on her way to silence the girl.
The errand was very distasteful to Thorley. If there was a creature on

earth that the woman loved with a true, unselfish affection, it was
Margaretta, who had spent the last few months of her life in that dull
house, once the home of her dead father. Now it was the home of
the girl herself, or the best substitute for one that she could claim.
Not that it was the first time Margaretta Longridge had been an
inmate of Northbrook Hall. She had lived there off and on from the
time of her birth until she was twelve years old, and now after an
absence of nearly three, it was settled that she should remain
permanently with her grandmother.
This was perhaps the best arrangement that could be made under
the circumstances. But there were plenty of people who said that to
condemn the fair young girl of fifteen to live in that gloomy, tumble-
down house, and under the guardianship of that terrible old lady, was
only a shade better than burying her alive.
The circumstances were these. Lady Longridge had been left a

widow at twenty-eight, with one son and three daughters. By her
husband's will, she was appointed their sole guardian, and she ruled
them with enough of firmness and a scant expenditure of tenderness
until each was emancipated by attaining the age of twenty-one, and
receiving a handsome sum from the estate.
The daughters, being well dowered, soon married, and without

exception resided far-away from Northbrook, which they seldom
visited, and then only for a few days at a time.
Philip, the one son, seemed likely to remain a bachelor. His home
was nominally with his mother, but he was fond of travelling, and
ever on the look-out for new countries to explore, consequently he
never stayed long at the Hall. The brevity of his visits rather than the
fact of his being her only son, probably conduced to the good
understanding between him and his mother. She had really no time
to begin fault-finding before the packing process was in full
operation, and Philip was preparing for a new journey. Even Lady
Longridge did not like to quarrel with her son when he was about to
leave her for an indefinite period.
She rejoiced in his bachelor estate, for, so long as Sir Philip

remained unmarried, her rule at Northbrook would be undisturbed.
As to her daughters, she would say, when someone suggested that it

was a pity they were not nearer, "Nearer! They are better where they
are. If we met oftener we should quarrel. As it is, we have a week of
each other's society now and then, and we can be happy and love
one another for that time. But we never get beyond the week. We
know the length of our affections' tether, and we keep within
bounds."
"But mother and daughters, Lady Longridge!" the old clergyman

would say, with uplifted hands and eyes.
"What of that? We get enough of each other in a week, and we part

friends. If we had a fortnight we should not part at all, or at any rate
we should go through no formal farewells. We should have ceased
to speak to each other six days earlier, the previous one having been
spent in mutual recrimination. We know our little failings, and we
strive to keep out of the way of temptation."
"At your age, I should have thought the young ladies would bear
anything from you without retorting, and that they would be unhappy
if they did not see you often."
"No fear of that," was the earnest response. "They will not lose an
hour's rest owing to anxiety on my account. And to be frank with you,
I think it is very good of them to come at all. The journey costs
something, and takes time. They count the hours whilst they are
here, and long for the last to come. They know they have nothing to
gain, for, lest they should forget, I remind them every time that they
have had their fortunes; also, that I have nothing to leave, and if I
had, they would not get a penny of it. Frankness promotes a good
understanding. I take care to prevent false hopes."
The rector, Dr. Darley, was going to reply, but one of Lady
Longridge's peculiarities was a liking for saying her own say at great
length, and then calmly ending an interview.
"I will say good-bye now," she added, extending two fingers, though
her visitor had shown no intention of rising to leave. "When I write to
my daughters, I will not fail to mention that you alluded to them as
'young ladies.' I like to please people when I can, and it costs nothing
to do it."
Lady Longridge was quite the most impracticable of the kind old
rector's parishioners. He knew her too well to suppose that she
would listen to him, so he quietly took his leave.
Sir Philip was the youngest of the family, but at length he brought
home the wife whose possible coming had been the one thing his
mother feared. He was thirty-nine when this happened, and he had
been absent a full year, when he returned accompanied by a
beautiful girl less than half his age—in fact, barely eighteen.
"Mother," he said, "this is my wife. Make her welcome for my sake, to

begin with. You will do so for her own when you know her better."
The expression of his mother's face as he made this announcement

was something never to be forgotten. She had risen at her son's
approach and stood erect, her head on a level with Sir Philip's, for
she was very tall, and at sixty-five had not lost a hair's-breadth of her
height. At the slight fair girl whom he was putting forward with his left
arm, whilst he extended his right to greet his mother, Lady Longridge
did not deign to glance. She looked past her and straight into the
face of her son, whilst she locked her mittened hands one within the
other, without appearing to see the one he extended.
"It is a pity that when you decided to bring a wife to Northbrook, you
forgot the fact of your mother's existence. Had you written, I should
have arranged for her and your fitting reception. We would have had
a rustic fête, a gathering of tenants, the carriage unhorsed, and a
team of enthusiastic cottagers to draw you and your bride home in
triumph; perhaps even a triumphal arch at the entrance of the park.
Why, Philip! The forgetting your mother has made your homecoming
of no more account than that of old Jakes' son, who was married the
other day."
Sir Philip moved uneasily, and his eyes fell before the half-angry,
half-sarcastic look of his mother, whilst his wife shrank back within
the encircling arm that had gently urged her towards Lady Longridge.
"We desired none of these things," he said. "Florence has known a

great sorrow, too recently to allow of her entering into the spirit of
such festivities as you speak of. The one thing we both wish for is a
welcome from yourself. To some extent we can command it from all
beside."
It was proverbial of Lady Longridge that she would indulge her

temper at any cost of discomfort to others, but that self-interest
would induce her to subdue all outward sign of anger. She would not
forget her grievance, but she would bide her time. Her son's last
words brought certain unpalatable facts to mind and effected a
change in her manner. He was master of Northbrook Hall, and, if he
willed it, she must give up the place of mistress to his wife. Quick as
lightning the thought flashed through her mind, "Philip has never
cared to live here. Is it likely that marriage will entirely change his
habits, and that he who has been wandering the world over for more
than half his life will settle down to the dull life of a country
gentleman? I may remain mistress of the Hall to the end of the
chapter."
Aloud, Lady Longridge said, but in softened tones, "I think, Philip,
you must admit that I have cause for displeasure. That your mother
should know nothing of your marriage until you brought your wife
under the roof to which she herself came, a bride in all honour, five-
and-forty years ago, shows scant courtesy in an only son. But you
are master here, and we must try to make up for the want of a more
formal welcome as best we may."
She extended her hand, which her son took, and once again he
would have urged his wife forward. The latter, however, gave one
terrified glance at Lady Longridge's face, then turned away, and
clinging to her husband cried out, "Take me away, Philip. I care not
where we go, but do not let us stay here. I thought I should find a
mother in yours."
It was vain to attempt to bring the two together. The lovely, fair young
wife, a bride of less than a month, was dressed in mourning, which
betokened recent bereavement.
It was evident that she was ill-fitted to bear the trial of such a
meeting, when she had hoped for a genuine homecoming, and to
find a mother in Lady Longridge. But the sight of that tall figure, with
its clasped hands, the look of dislike shot from the keen black eyes,
together with the mocking words, so startled the girl, that she was
terrified into the display of feeling already described, and which
added greatly to the uneasiness of her husband.
There was nothing left for him but to lead his weeping wife to the
room always kept in readiness for his reception, and to comfort her
as best he might, until, wearied with her long journey and all she had
gone through, she slept like a tired child.
There were servants enough to minister to the bodily wants of the

pair, and, amongst others, Susan Thorley, my lady's own maid, and
at that time sixteen years younger than she is represented at the
beginning of this chapter, was sent to offer her aid, and "Mind you
find out everything you can about the girl," said her mistress, as she
sent her on the former errand.
CHAPTER II.
LADY LONGRIDGE MEETS HER MATCH.
SUSAN THORLEY had no chance of fulfilling the behest of her lady.

Her offered services were declined with thanks, and speech she had
none with Sir Philip's bride. He liked Thorley, but guessed his
mother's principal object in sending her, so answered—
"I will look after my wife for to-night. She has not been accustomed
to the attendance of a maid, so will miss nothing. All she needs is
rest and sleep, and these she is more likely to get by not seeing any
more fresh faces."
"The sight of one new face has been enough for her, poor dear
young creature," thought the maid, but she did not say it. She only
replied, "I hope you will call me, sir, if I can be of any use."
"I would rather call you than any one, if help were needed," said Sir
Philip; and Thorley, not a little gratified, dropped a respectful curtsey
and withdrew.
"Humph! So that is all you have to tell me?" said Lady Longridge,
when her maid reappeared. "Well, that is something. Not used to the
attendance of a maid! Just as I thought. Philip has married a nobody
for the sake of a pretty face. And to be so foolish at thirty-nine. Older
and madder—older and madder. You can go, Thorley."
Later still, when his young wife was sleeping calmly, Sir Philip joined
his mother in a little sitting-room, which she preferred to any of the
larger apartments used on state occasions. The two were silent for
some minutes; then Sir Philip raised his head, and said—

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Test Bank for Human Resource Management Essential

Perspectives 7th Edition by Mathis Jackson Valentine

2. A useful way to measure the productivity of a workforce is:

3. , a method to increase employee productivity, involves eliminating layers of management and

6. Which of the following is a part of the process of redesigning work?

8. Which of the following is true of organizational culture?

9. Which of the following is a part of the process of outsourcing analyses?

20. Which of the following is an advantage of using a contingent workforce?

22. Which of the following is a specialized human resource organization?

33. Which of the following is a factor of the external environment in an organization?

34. Which of the following is an effective method of managing a talent surplus?

37. Which of the following best defines the term ‘effectiveness’?

38. Which of the following best defines HR analytics?

39. Which of the following is the function of compliance audits?

41. Which of the following is the function of benefit programs audit?

42. Which of the following is the function of I-9 audit?

43. Which of the following is the function of specific program audit?

ANS: T PTS: 1 DIF: Easy

ANS: T PTS: 1 DIF: Easy

ANS: F PTS: 1 DIF: Easy

ANS: F PTS: 1 DIF: Moderate

ANS: T PTS: 1 DIF: Easy

ANS: F PTS: 1 DIF: Moderate

ANS: F PTS: 1 DIF: Moderate

ANS: F PTS: 1 DIF: Moderate

ANS: T PTS: 1 DIF: Moderate

ANS: T PTS: 1 DIF: Moderate

ANS: T PTS: 1 DIF: Easy

ANS: F PTS: 1 DIF: Moderate

ANS: F PTS: 1 DIF: Easy

ANS: F PTS: 1 DIF: Easy

ANS: F PTS: 1 DIF: Easy

ANS: T PTS: 1 DIF: Moderate

19. Professional in Human Resources (PHR) is sponsored by the WorldatWork Association.

ANS: F PTS: 1 DIF: Moderate

ANS: T PTS: 1 DIF: Moderate

ANS: F PTS: 1 DIF: Moderate

ANS: T PTS: 1 DIF: Moderate

ANS: T PTS: 1 DIF: Easy

ANS: T PTS: 1 DIF: Easy

ANS: F PTS: 1 DIF: Easy

ANS: F PTS: 1 DIF: Easy

27. Organizational strategy is independent of Human Resource management.

ANS: F PTS: 1 DIF: Easy

ANS: T PTS: 1 DIF: Easy

ANS: F PTS: 1 DIF: Easy

32. The value for HR practices cannot be measured.

ANS: F PTS: 1 DIF: Easy

ANS: F PTS: 1 DIF: Easy

ANS: T PTS: 1 DIF: Easy

ANS: T PTS: 1 DIF: Easy

36. Revenue per employee is a basic measure of human capital effectiveness.

Title: Holiday stories

Author: Ruth Lamb

Illustrator: Mary Ellen Edwards

Release date: September 16, 2023 [eBook #71661]

Original publication: London: The Religious Tract Society, 1892