Question 1: Which Of The Following Is Not A Strategic Hum

Question 1which Of The Following Is Not One Of Strategic Human Resour

Question 1.Which of the following is NOT one of strategic human resource management schools of thought? Best fit Reserve-based view Best practice Resource-based view

Question 2.__________ refers to leveraging linkages between human resource practices and organizational objectives for the purpose of gaining a competitive advantage. Personnel administration Skills management Strategic human resource management Human resource practices

Question 3.Which of the following is NOT true about independent contractors? Independent contractors use their own tools. Employer does not have to contribute to their Social Security, Medicare and unemployment Taxes, or workers’ compensation costs. Independent contractors do not have to pay income taxes. Independent contractors design their own schedules.

Question 4.Which of the following is NOT one of the factors to be considered by organizations before venturing into global recruiting? Organizational structure Cultural differences Brand recognition Variations in HR laws, practices and compensation systems

Question 5.Which of the following is most likely to be listed on the job specification for a grocery store manager? Designs, coordinates and communicates schedules on a weekly basis to ensure adequate staffing of all shifts. Works with head office personnel to plan and implement marketing strategies, advertising campaigns, weekly sales, seasonal specials, and other store functions. Leads the process of staffing and training all store personnel. Has three years of managerial experience, preferably in retail.

Question 6.Which of the following is NOT one of the sources of information that help an organization determine the type of training it needs? Individual analysis Competitor analysis Job analysis or task analysis Organizational analysis

Question 7.What is one reason employees might be more satisfied with flexible benefits than with traditional benefits? Flexible benefits offer better healthcare coverage. Flexible benefits are simpler to understand. Flexible benefits offer more decision making control. Flexible benefits are less expensive.

Question 8.The illegal practice of hiring less qualified employees because they belong to a group that is underrepresented is often called: affirmative action. reverse discrimination. disaffirmative action. hiring quota.

Question 9.Which type of training might be a better option when the goal is to develop new skills and prepare employees for future responsibilities, challenges, or positions? Off-site training On-the-job training On-site training Professional certification

Question 10.__________ offer(s) employees a pool of benefit choices from which to select the combination that works for them, within certain limits. A cafeteria plan Work-life benefits A cost-benefit approach A defined-contribution plan

Question 11.Which of the following does NOT represent a current sociocultural challenge to HR planning? Rising number of dual career couples. Changing nature of employee expectations. Age distribution of the workforce. Decrease in the percentage of women in the workplace.

Question 12.In the __________ stage of the training process, the content and resources that meet the goals and objectives set in the training’s design stage are determined and addressed. training development training delivery training design training transfer

Question 13.What framework for determining the proper use of selection procedures, including test procedures, has been used by courts in deciding cases related to unfair employment practices? Uniform Guidelines on Employee Selection Procedures Federal Employment Best Practices Core Evaluation and Selection Inventories Federal Employee Selection Best Practice Framework

Question 14.__________ asserts that when negative consequences follow behaviors, the behaviors tend to occur less frequently, and when positive consequences follow behaviors, the behaviors tend to increase. Skinner's operant conditioning Thorndike's law of effect Pavlov's conditioning experiment Skinner's theory of behaviorism

Question 15.Which of the following are most likely to shape employee motivation? The availability of flextime and other work-life benefits. The perceived value of the rewards package as a whole. The monetary value of a specific benefit. Benefits that are expensive to purchase individually, such as health insurance.

Question 16.__________ act(s) as a mediator between employees and organizations in order to align employees’ interests with the organization’s expectations. Employment agencies Employers Human Resources Headhunters

Question 17.Which motivation theory is applicable in a situation where an employee is motivated by the prospect of promotion because he/she can fulfill power and achievement needs? Alderfer’s ERG theory Herzberg’s two-factor theory Thorndike’s law of effect McClelland’s acquired needs theory

Question 18.Based on Pfeffer’s work, which of the following is one of the seven practices that are most effective for gaining competitive advantage? Company performance-based pay Skill-based pay Knowledge-based pay Job-based pay

Question 19.Which of the following is most likely to influence an employer's decision to allow flexible work schedules? The employee's needs. The employer's desire to retain workers. The employer's perceived cost savings. The Fair Labor Standards Act.

Question 20.__________ involves the use of the Internet in an informal manner for hiring purposes through blogs, technical and specialized online journals, informal communication with similar-minded professionals, as well as recruiting websites that solicit qualified applicants. Internet recruiting External recruiting Social media Social networking

Paper For Above instruction

Strategic human resource management (SHRM) is a vital component of organizational success, focusing on aligning human resource practices with overarching business strategies to foster competitive advantage (Barney, 1991). The evolution of SHRM has been shaped by various schools of thought, including the best practice, resource-based view, and reserve-based view, diverging in their approaches to optimizing human capital. Recognizing which of these schools does not fit into mainstream strategic HR concepts helps clarify strategic focuses and implementation pathways (Grant, 1998).

The linkage between human resource practices and organizational goals is fundamental to gaining competitive advantage—a concept exemplified by the strategic human resource management school of thought (Wright & McMahan, 1992). This approach emphasizes developing HR strategies that directly influence company performance, such as talent acquisition, development, and retention strategies aligned with corporate objectives.

Understanding the role of independent contractors within HR practices is crucial for legal and operational clarity. Independent contractors, distinct from employees, use their own tools, and employers are not responsible for their social security, Medicare, unemployment taxes, or workers’ compensation costs (Bates & Santerre, 2012). They select their schedules and pay their taxes independently, which influences organizations' compliance and legal risk management.

Global recruiting introduces numerous challenges, including cultural differences, legal variations, and brand recognition issues. Organizations must evaluate these factors carefully to effectively manage international talent acquisition while complying with diverse HR laws and practices (Scullion & Collings, 2011).

For managerial roles such as a grocery store manager, job specifications often include leadership capabilities, scheduling skills, experience, and the ability to coordinate store operations effectively. These specifications ensure that candidates possess the practical skills and managerial experience necessary for success in retail (Dessler, 2013).

Organizational training needs are determined through various analysis methods, such as organizational, job, and individual analyses. These analyses help identify gaps in skills and knowledge, guiding targeted training programs. However, competitor analysis typically does not inform training needs directly, focusing more on market positioning than internal capacities (Noe et al., 2017).

Employee satisfaction with benefits can increase when flexible benefit plans provide decision-making control, offering employees the freedom to choose benefits that best suit their needs. Such plans often enhance perceived fairness and satisfaction while tailoring benefits to individual circumstances (Kucherova & Smart, 2018).

Illegal employment practices like reverse discrimination involve hiring less qualified candidates based on underrepresented groups rather than merit. This practice is ethically and legally questionable, counteracting affirmative action policies designed to promote diversity without compromising standards (Sturm & Clots-Figueras, 2013).

Training methods like off-site training promote skill development suited for future roles, combining theoretical knowledge with hands-on practice outside the workplace. Professional certification also enhances employee credentials, preparing them for higher responsibilities (Ford et al., 2018).

Cafeteria plans provide flexible benefits choices within set limits, empowering employees to select options tailored to their needs. This approach supports personalized benefits packages, increasing job satisfaction and engagement (Eisenberg et al., 2020).

Current sociocultural challenges to HR planning include demographic shifts and evolving employee expectations. An aging workforce or increased diversity can complicate staffing and talent management strategies, requiring proactive planning (Brewster et al., 2016). The decrease in women in the workplace is not a current trend; rather, women’s participation generally continues to increase.

The training development stage involves selecting and preparing content and resources aligned with training goals. Effective development ensures the transfer of learning to workplace performance, which is critical for achieving training objectives (Salas et al., 2012).

Courts utilize frameworks like the Uniform Guidelines on Employee Selection Procedures to analyze the fairness of selection tests and processes, ensuring compliance with employment laws. These guidelines help prevent discriminatory practices in hiring (U.S. Equal Employment Opportunity Commission, 1978).

Operant conditioning, founded by Skinner, posits that behaviors followed by positive consequences tend to increase, while those followed by negative consequences tend to decrease (Skinner, 1953). This principle underpins many motivation and behavior modification strategies within organizations.

Employee motivation is often influenced by the perceived value of total rewards. While monetary benefits are vital, the overall perception of reward fairness, recognition, and work environment significantly impact motivation (Pfeffer, 1998). Benefits like flexible working hours can also enhance motivation by supporting work-life balance.

Human Resources act as intermediaries, aligning employee interests with organizational goals through policies, communication, and development programs. HR professionals are pivotal in translating organizational strategy into employee engagement and performance (Ulrich et al., 2012).

In motivating employees, theories such as McClelland’s acquired needs theory are applicable. For instance, employees motivated by achievement and power seek challenging roles and opportunities for recognition, which fulfill these needs (McClelland, 1961).

Pfeffer’s research identifies practices such as performance-based pay, skill-based pay, and knowledge-based pay as effective strategies for gaining competitive advantage through human capital investment (Pfeffer, 1997). These practices foster employee engagement, flexibility, and innovation.

Allowing flexible work schedules is often influenced by both employee needs and organizational cost considerations. While employee preferences drive flexibility, organizations also perceive benefits such as increased retention and productivity, which justify flexible scheduling decisions (Baltes et al., 1999).

Internet recruiting, or social media recruiting, involves informal online engagement such as blogs, professional networks, and recruiting websites. It allows organizations to reach passive candidates and expand their talent pools in a cost-effective manner (Schmuck & Sheldon, 2019).

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