Human Resource Management - Chapter 6

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1. (CH6) What is workforce intelligence planning (WIP)? a. A manpower planning design b. A business planning system for organisations to have the right people, with the right skills and behaviours, in the right place at the right time c. A number crunching exercise d. A building design in organisations

b

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2. (CH6) What type of plan does workforce intelligence inform? a. The organisation’s strategic business and finance plan b. A local planner’s document c. A plan of offices d. A consultancy plan

a

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3. (CH6) What does strategic workforce planning (SWP) add to the concept of WIP? a. A recognition of the cost of the workforce b. A design of new uniforms c. A service delivery package d. A new work station design

a

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4. (CH6) Which part of the organisation is most likely to deliver WIP? a. The sales team b. The finance department c. The HR directorate d. The production team

c

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5. (CH6) When did WIP emerge as a concept? a. Prior to workforce planning b. At the same time as workforce planning c. As a development to workforce planning to show the importance of behaviours as well as skills, and intelligence planning d. In conjunction with manpower planning

c

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6. (CH6) Why did workforce planning lose credibility? a. The numbers were calculated incorrectly b. It failed to predict the economic downturn of the 1980s c. Organisations lost interest in planning for their workforce d. Organisations did not have staff with the right skills to work on number crunching exercises

b

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7. (CH6) What is horizon planning? a. Planning for expansion b. Evaluating a plan that has been implemented c. Planning for a workforce by using search engines and internal/external intelligence to understand workforce demographics, skill and behavioural needs, workforce trends and changes in society d. Mapping occasions on the horizon

c

8

8. (CH6) What types of workforce behaviours are very important to the successful implementation of WIP? a. Union participation b. Senior and middle management leadership support, staff engagement and staff motivation* c. Poor participation of staff d. Poor leadership support

b

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9. (CH6) Why has WIP been viewed mainly as consultancy? a. Consultants are employed to implement WIP in organisations b. The implementation of WIP is very easy c. WIP has lacked an academic base of evidence-based research studies and robust evaluation methodology d. Organisations do not work with academics to plan their workforce

c

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10. (CH6) What major difficulty have HR directorates encountered when they have been told to implement WIP? a. They have not been adequately trained to work on a system that is integrated with Business and Finance plans b. They have not been given access to IT systems c. They only want to work on recruitment related issues d. They are not interested in the strategic aims of the organisation

a

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11. (CH6) Which academic discipline is WIP most likely to be located in? a. IT b. Marketing c. Sociology d. Strategic Human Resource Management

d

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12. (CH6) Where has the term Strategic Workforce Planning been most commonly used? a. In the US and OECD countries b. In the UK c. In China d. In Russia

a