Question : 41. Which HR strategy begins by identifying the major business needs : 1250964

41. Which HR strategy begins by identifying the major business needs and issues, considers how people fit in and what people outcomes are necessary, and builds HR systems focused on meeting those needs? 
A. HR-focused
B. People-linked
C. Business-linked
D. Business-driven

Business-driven functions have fully developed HR strategies which begin by identifying the major business needs and issues, consider how people fit in and what people outcomes are necessary, and then build HR systems focused on meeting those needs.

42. Which of the following statements pertains to the audit approach? 
A. Key indicators and customer satisfaction measures are important in this approach.
B. This approach deals with the determination of the impact of the dollar value.
C. It involves the use of statistics and finance and hence it is more demanding.
D. It uses utility analysis to estimate the financial impact of the employee behavior.

The audit approach focuses on reviewing the various outcomes of the HRM functional areas.

43. Evaluation helps determine whether the HRM function is meeting its objectives and effectively using its budget. This refers to 
A. auditing.
B. providing accountability.
C. marketing the function.
D. employee selection.

Having good measures of the function’s effectiveness provides marketing the function and providing accountability.

44. The audit approach for evaluating the effectiveness of HR practices focuses on 
A. determining whether the HR program/practice has the intended effect.
B. estimating the financial costs and benefits resulting from an HR practice.
C. reviewing the various outcomes of the HR functional area.
D. determining the dollar value of a program.

The audit approach is the type of assessment of HRM effectiveness that involves review of customer satisfaction or key indicators (like turnover rate or average days to fill a position) related to an HRM functional area (such as recruiting or training).

45. The problem with assessing effectiveness only from the _____ perspective is that often responses are based on individual perspectives rather than from the standpoint of what is good for the firm. 
A. employee
B. stakeholder
C. executive
D. competitor

Employees notoriously and consistently express dissatisfaction with pay level (who doesn’t want more money?), but to simply ratchet up pay across the board would put the firm at a serious labor cost disadvantage.

46. The _____ approach focuses on either: (1) determining whether the introduction of a program or practice has the intended effect, or (2) estimating the financial costs and benefits resulting from an HRM practice. 
A. wellness
B. audit
C. cost-benefit
D. analytic

Analytic approach is the type of assessment of HRM effectiveness that involves determining the impact of, or the financial cost and benefits of, a program or practice.

47. HR and line executives’ evaluations of the effectiveness of HRM roles showed 
A. higher evaluations on the part of HR executives than line executives across all HRM roles.
B. higher evaluations on the part of line executives than HR executives across all HRM roles.
C. general agreement on the part of both parties across all HRM roles.
D. general agreement on providing HR services and change consulting, but differences on the roles of business partner, developing the organization, and tailoring practices to the strategy.

Comparing HR and Line Executives’ Evaluations of the Effectiveness of HRM Roles showed highest for providing HRM services.

48. The cost-benefit analysis approach that estimates the financial impact on employee behavior is called 
A. utility analysis.
B. valuation approach.
C. human resource accounting.
D. audit approach.

In cost-benefit approach, we are not concerned with how much change occurred but rather with the dollar value (costs versus benefits) of the program.

49. The cost-benefit approach called utility analysis is likely to include all but one of the following. 
A. Turnover costs
B. Absenteeism
C. Capitalization of salaries
D. Job performance

Utility analysis attempts to estimate the financial impact of employee behaviors (such as absenteeism, turnover, job performance, and substance abuse).

50. An example of cost-benefit analysis is 
A. customer satisfaction.
B. a key indicator like turnover rate.
C. human resource accounting.
D. an HRM functional area like recruiting.

The human resource accounting approach attempts to place a dollar value on human resources as if they were physical resources (like plant and equipment) or financial resources (like cash).