The Strategic Role of Human Resource...
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1 .       Human resources managers exert line authority by directing staff functions throughout the company. [Hint]


2 .       Human resources managers may possess implied authority by virtue of their rank within the organization. [Hint]


3 .       Human resources managers perform only personnel staffing functions while line managers perform controlling functions. [Hint]


4 .       Human resources managers exert authority throughout the organization by virtue of their professional knowledge. [Hint]


5 .       Human resources managers control a firm's functions by ensuring that line managers are implementing human resources policies and procedures. [Hint]


6 .       Assisting and advising line managers is a human resources manager's primary duty. [Hint]


7 .       Human resources managers may be obligated to oppose the firm's personnel actions. [Hint]


8 .       Human resources managers provide guidance to line managers on what employees to hire. [Hint]


9 .       A company's plan for how it will balance its internal strengths and weaknesses with external opportunities and threats comprise its strategy. [Hint]


10 .       Determining how to maintain a firm's competitive advantage is outside the realm of the human resources function. [Hint]


11 .       Determining the products and services a firm will provide is a function of its competitive strategy. [Hint]


12 .       Managers strengthen their firm's long-term competitive position in the marketplace by means of the business level competitive strategy. [Hint]


13 .       A business attains its competitive goals by identifying its corporate-level strategies. [Hint]


14 .       Local firms do not consider globalization among their opportunities and threats. [Hint]


15 .       Changes in human capital have forced managers to develop new management skills and processes. [Hint]


16 .       Traditional human resources systems often contradict a firm's commitment to achieve diversity. [Hint]


17 .       Global expansion is perhaps the most obvious response to crafting of strategies that balance opportunities and threats with strengths and weaknesses. [Hint]


18 .       Improved competitiveness can reduce a firm's weaknesses. [Hint]


19 .       Improved competitiveness is a direct result of selected organizational changes. [Hint]


20 .       A firm's competitive advantage is a result of human resources efforts to develop the firm's human capital. [Hint]


21 .       Global competitiveness is shifting human resources' role to that of a strategic partner with management. [Hint]


22 .       The notion of employees as competitive advantage has led to the study of strategic Human Resources Management. [Hint]


23 .       Organizational innovation and flexibility develops committed employees who in turn develop strategic goals and objectives. [Hint]


24 .       Delegating authority to subordinates and coordinating the work of subordinates is a function of organizing. [Hint]


25 .       Management's strategic downsizing of its workforce conflicts with human resources' strategy of developing a committed workforce. [Hint]


26 .       Identifying and reducing strategic costs is a function of a firm's value chain analysis. [Hint]


27 .       Strategy formulation utilizes human resources information regarding the company's internal strengths and weaknesses. [Hint]


28 .       Human resources managers may focus more on strategic issues as the result of the intranets evolving into human resources portals. [Hint]


29 .       Employee commitment generates company profits despite adherence to strict human resources policies. [Hint]


30 .       A company's proven human resources practices should be emulated by its competitors to maintain equally high performance levels. [Hint]


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