business managment data bank
76. Preemployment drug testing produces about ____ positive (for the use of drugs) results.
77. A study conducted by the U.S. Postal Service regarding drug testing:
a) showed that drug testing is a valid predictor of job performance.
b) showed that drug testing does not correlate with on-the-job performance.
c) revealed that most job candidates can “beat” a drug test.
d) has been struck down by the Supreme Court.
e) revealed that they saved about $4 million a year in lost productivity.
78. It is generally held in the U.S. that handwriting analysis:
a) is not a valid predictor of job performance.
b) is valid but not reliable in predicting job performance.
c) can be valid when combined with other selection tools, such as psychological testing.
d) is covered by the same federal law that prohibits polygraph testing and is therefore illegal to use in a selection process.
e) may create disparate impact on minorities.
79. A manager wants to combine selection tools to help him make a decision. He wants to make a preliminary selection after administering each instrument. He is using a(n) ___ strategy.
e) multiple hurdle
80. An employer’s best defense against liability in a negligent hiring lawsuit is to use which of the following selection tools?
a) Handwriting analysis.
b) Structured interview.
c) Honesty test.
d) Personality test.
e) Reference checks.
81. Many former employers are reluctant to give references for fear of liability if the reference keeps the former employee from getting a job. The courts have held that employers have a “qualified privilege” if the employer:
a) only discusses EEO-related information.
b) has personally observed the behavior he describes.
c) has selection test information to support the reference.
d) only gives information to an inquirer who has a job-related need to know.
e) qualifies the information as “his/her opinion” and not necessarily factual.
82. One of your employees, a member of a protected class, loses his temper and assaults and injures a customer. The customer is also a member of a protected class. During the investigation, the police discover that the employee has a long history of such behavior and served jail time for assault and battery. As the employer:
a) you cannot be held responsible because the employee was a member of a protected class.
b) your employee’s behavior has made you liable for the injuries under the Civil Rights Act of 1991.
c) you will be subject to establishing an affirmative action plan as a consequence of this incidence.
d) you are probably liable for negligent hiring.
e) you are liable for injuries under Executive Order 11246.
About a year ago, Pedro’s Printing was looking for a new managing editor of a specialty line of magazines. The previous editor retired after 25 years on the job. The editors and the HRM department debated about the key requirements for a new managing editor. Some felt it was knowledge of the business, others thought it was interpersonal skills to get along with the staff. A few others believed it was the ability to attract writing talent and subscribers. Finally, it was decided that HRM would screen candidates and the editors would interview finalists with HRM, but that the HRM director would make the final choice to avoid competition among the editors.
Advertisements were placed nationally. A number of candidates were tested and interviewed by the HR manager, and references were checked. After a long search, a new managing editor was hired and he was a disaster. Though he was completely competent as an editor and fit well into the company’s culture, he tended to run roughshod over his staff, driving a couple of talented, up-and-coming editors to leave for jobs with competitors. He liked being an editor, and being the boss, but he did not want to solicit writers or subscribers. He offered no ideas or direction as to how to increase circulation. After 10 months the publisher let him go and began looking for a new managing editor.
This time, they want to find someone who wants the job and has the right skill and personality mix. They want someone who can start quickly and doesn’t need to be trained into the company. The ability to innovate is not critical, just the ability to work hard. Due to the expense of the fiasco, money for recruiting is now tight. They also want to be certain they don’t make the same mistake a second time.
83. Refer to Case 5.1. The first challenge that HR faced in recruiting this new editor was:
a) agreeing about important job characteristics.
b) attracting an adequate pool of qualified applicants.
c) forecasting the labor pool from which to draw applicants.
d) deciding who would make the selection decision.
e) deciding what recruiting source to use.
84. Refer to Case 5.1. Given the problems that the new managing editor had:
a) HR should have administered a personality test as part of the selection process.
b) line personnel should have made the final decision, not HR.
c) they should have recruited from a college campus, rather than using advertisements.
d) it is apparent that HR did not correctly identify appropriate job characteristics.
e) they should have recruited through referrals rather than advertisements.
85. Refer to Case 5.1. Based on the new managing editor’s performance, it is clear that both HRM and the publisher failed to properly:
a) assess his abilities.
b) test his cognitive skills.
c) assess his general knowledge of the publishing business.
d) assess his motivation for doing the job they wanted done.
e) determine his knowledge of the editing job.
86. Refer to Case 5.1. Which of the following would probably be a better source for applicants during the second search?
a) Advertising again.
b) An employment agency.
c) College recruiting.
d) Customer referrals.
e) Former employees.
87. Refer to Case 5.1. The best selection tool for helping Pedro’s Printing to identify the “fit” between applicants and the firm, as well as job skill and knowledge, would have been:
a) ability testing.
b) personality testing.
c) unstructured interviews.
d) handwriting analysis.
e) an assessment center.
You are the HRM director for a large company. Your MIS managers have just requested that you identify 10 candidates for newly created computer programming jobs. These are entry-level jobs in MIS that require a college degree. Expansion plans in production have also created a number of new entry-level jobs, as well as two new first-line supervisor jobs.
Your company is doing well. Production has implemented a very successful TQM program. You have a reputation for innovation and quality. Money is tight due to aggressive expansion and marketing efforts. You have a diverse, well-balanced workforce. The president prefers to reward performance through promotion from within. However, if an employee chooses to leave the company, he or she is not eligible for rehire.
An upper-level management position is open due to a retirement. Money is still tight, the company is doing well and “if it ain’t broke, don't fix it” is the president’s mentality. This is a key position, and the longer it remains open, the more likely it is that the company will begin to lose market share. There are a number of excellent candidates for this job. “Fit” with the organization is probably one of the top criteria for the selection. The president wants both peers and subordinates to be involved in the process, though he will make the final decision. He wants your advice as to the best selection tool. He wants to narrow the field quickly and work with the data as he goes along, rather than get all the information on each candidate first.
88. Refer to Case 5.2. The best recruiting source of candidates for the newly created computer programming jobs would be:
a) college recruiting.
c) employment agencies.
d) temporary help agencies.
e) former employees.
89. Refer to Case 5.2. The first-line supervisor jobs would best be filled by:
a) current employees.
c) referrals from current employees.
d) employment agencies.
e) college recruiting.
90. Refer to Case 5.2. To fill the new production jobs, your best source would be:
c) college recruiting.
d) former employees.
e) referrals from current employees.
91. Refer to Case 5.2. Given the culture of your company and your president’s view of the business, what is your best choice for filling the upper management job?
a) An external candidate.
b) An employment agency.
c) An internal candidate.
d) Leave the position vacant for this year.
e) College recruiting.
92. Refer to Case 5.2. What is your best choice of selection tool to assess your number one criterion?
a) Personality test.
b) Unstructured interview.
c) Cognitive ability testing.
d) An assessment center.
e) Reference checking.