Question : 31. A “leading indicator” is: A. an objective measure that accurately predicts future : 1251011

31. A “leading indicator” is: 
A. an objective measure that accurately predicts future labor demand.
B. a subjective measure that accurately predicts future labor supply.
C. an objective measure used to evaluate whether or not the organization successfully avoided a pending labor shortage or surplus.
D. a subjective measure used to evaluate whether or not the organization successfully avoided a pending labor shortage or surplus.

At the most sophisticated level, an organization might have statistical models that predict labor demand for the next year given relatively objective statistics on leading indicators from the previous year.

32. Identify the incorrect statement about statistical planning models. 
A. These models almost always have to be complemented by subjective judgments of people who have expertise in the area.
B. There are too many “once-in-a-lifetime” changes that have to be considered.
C. These models are useful when there is a short, stable history that can be used to reliably detect relationships among variables.
D. The changes that have to be considered cannot be accurately captured in statistical models.

Statistical planning models are useful when there is a long, stable history that can be used to reliably detect relationships among variables.

33. A(n) _____ shows the proportion of employees in different job categories at different times. 
A. employee task diagram
B. transitional matrix
C. job evaluation diagram
D. task role matrix

Typically transitional matrices show how people move in one year from one state (outside the organization) or job category to another state or job category.

Refer to the following transitional matrix.

34. Which job category appears to be the most diversely staffed? 
A. Credit analyst
B. Assistant manager
C. Manager
D. Clerical

Transitional matrices show the proportion (or number) of employees in different job categories at different times.

35. How many career progressions (paths) are there within the organization? 
A. One
B. Two
C. Three
D. Four

Transitional matrices show the proportion (or number) of employees in different job categories at different times.

36. In which job category or categories were there demotions? 
A. Assistant manager, credit specialist, credit analyst, regional sales representative, and sales representative
B. Credit specialist
C. Clerical
D. Credit analyst

Transitional matrices show the proportion (or number) of employees in different job categories at different times.

37. In which job category is there the greatest degree of stability? 
A. Loan officer
B. Assistant manager
C. Credit analyst
D. Manager

Transitional matrices show the proportion (or number) of employees in different job categories at different times.

38. The goals that are set in the human resource planning process should come directly from: 
A. mid-level managers, who tend to be most in touch with the organization’s needs.
B. the analysis of the labor supply and demand.
C. the strategic choices that are made.
D. the feedback provided by the organization’s customers.

The goals should come directly from the analysis of labor supply and demand and should include a specific figure for what should happen with the job category or skill area and a specific timetable for when results should be achieved.

39. An organization seeking to reduce a projected labor surplus must select from a number of possible options aimed at obtaining that objective (e.g., retirements, layoffs, work sharing, etc.). This occurs at what step in the human resource planning process? 
A. Goal setting and strategic planning
B. Program evaluation
C. Forecasting
D. Program implementation

The purpose of setting specific quantitative goals is to focus attention on the problem and provide a benchmark for determining the relative success of any programs aimed at redressing a pending labor shortage or surplus.

40. The purpose of setting specific quantitative goals is: 
A. to make sure that some individual is held accountable for achieving the stated goals.
B. to ascertain whether or not the company has successfully avoided any potential labor surpluses or shortages.
C. to focus attention on the problem and provide a benchmark for determining the relative success of any programs aimed at redressing a pending labor shortage or surplus.
D. to predict areas within the organization where there will be future labor shortages or surpluses.

The goals should come directly from the analysis of labor supply and demand and should include a specific figure for what should happen with the job category or skill area and a specific timetable for when results should be achieved.