Stone 4e tb ch10 - Notes PDF

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Managing Human Resources, 4th Edition by Raymond J. Stone

Prepared by Andrew Zur, University of Melbourne

© John Wiley & Sons Australia, Ltd

Managing Human Resources, 4th edition

Chapter 10 Career planning and development Multiple choice questions - Factual 1. Increasing competition, rapid technological change, relentless restructuring and downsizing means that high performance no longer: a. allows organisations to maintain their market position. *b. protects employees from the threat of dismissal. c. ensures financial bonuses for individual employees. d. occurs in such unstable and unpredictable environments. General Feedback: Page 398. Learning Objective 1. Factual. The ever-changing business environment means that high performing employees can no longer be guaranteed long-term employment with a single employer. 2. Career planning and development involves the processes of: a. job analysis and human resource planning. *b. career planning and career management. c. career advice and career management. d. career advisory interviews and training provision. General Feedback: Page 399. Learning Objective 1. Factual. Career planning and development involves two processes: career planning which is centred on the individual employee and career management which is organisation centred. 3. Which of the following is NOT an organisational benefit of career planning and development? a. Communication of career opportunities to employees b. A better match between employee career aspirations and organisational opportunities c. Achievement of EEO goals *d. Identification of employees who are surplus to organisational requirements General Feedback: Page 399. Learning Objective 1. Factual. Identification of surplus employees is not viewed as one of the organisational benefits of career planning and development, although it may be an outcome.

© John Wiley & Sons Australia, Ltd 2013

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4. Individual career planning requires the employee to: a. identify an area of interest and stick to it rigidly; rejecting all tasks or opportunities that are outside that sphere of interest. b. focus on what they want to achieve during their work life, not what the organisation needs them to achieve. *c. critically examine his or her personal and vocational interests, personal and career goals, and present skill and ability levels. d. employ an outside career consultant to provide them with useful feedback on their current performance, and their future possibilities. General Feedback: Page 402. Learning Objective 2. Factual. Employees need to consider key questions in terms of career interests, work-life balance, interest in pursuing further qualifications, what sacrifices they are prepared to make and their financial resources. 5. To promote career planning among employees the HR department: a. should hold annual in-depth interviews with each employee. b. must be seen to support the program with sufficient funding allocations. *c. should be aware of the organisation's future HR needs, career chances, and training and development opportunities. d. understand the long-term strategies of the organisation and how it will impact on employees. General Feedback: Page 403. Learning Objective 2. Factual. The onus is on the HR department to be aware of the trends in the organisation's needs for future staff so it can use this information in planning for the careers of existing staff. 6. Employees are rarely considered for training and development opportunities, international assignments or promotion if: *a. they perform badly. b. they are over 45 years of age. c. they have only been with the organisation for a short time. d. they have recently taken a leave of absence. General Feedback: Page 403. Learning Objective 3. Factual. Those employees whose performance is below par are rarely considered for training and development opportunities, international assignments or promotions. 7. Becoming known to senior management through superior performance, training activities and social activities, is a factor in career development known as: © John Wiley & Sons Australia, Ltd 2013

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*a. exposure. b. performance. c. sponsorship. d. development. General Feedback: Page 404. Learning Objective 3. Factual. In the context of career development, exposure is defined as employee behaviour that is designed to make senior managers aware of the individual employee's abilities and achievements. 8. Organisations recognised as having programs that develop high-potential employees are said to have a: a. focus on continuous learning. *b. star reputation. c. preference for graduate employees. d. reputation for employee empowerment. General Feedback: Page 405. Learning Objective 3. Factual. Some organisations, such as Macquarie Bank, have gained the reputation as breeding grounds for high potential employees. 9. A person who helps a younger employee advance his/her career by offering advice, giving instruction and opening up career opportunities is a: a. supervisor. b. HR manager. *c. mentor. d. career counsellor. General Feedback: Page 406. Learning Objective 3. Factual. One of a mentor's key roles is to offer counsel and advice to younger and less experienced employees.

10. Mentoring activities can include all of the following EXCEPT: a. inclusion in a high profile project team. b. personal introduction and recommendations. c. counselling about work and personal problems. *d. formal in-house training programs. General Feedback: © John Wiley & Sons Australia, Ltd 2013

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Page 406. Learning Objective 3. Factual. Mentoring includes a range of activities but does not generally involve the conduct of formal in-house training.

11. Which of the following is NOT a benefit of career planning and development to the organisation? *a. Identifies poor performers in the organisation b. Promotes employee retention and commitment c. Advances employee diversity and EEO programs d. Develops a positive image of the organisation as an employer of choice. General Feedback: Page 403. Learning Objective 3. Factual. It is generally the function of performance appraisal to identify poorly performing employees. 12. Women and minorities often find themselves excluded from mentoring relationships because: *a. mentoring is frequently based on personal relationships built up outside of working hours. b. mentoring has a number of inbuilt biases against women and minorities. c. managers often feel uncomfortable mentoring employees from different segments of the workforce. d. they are not receptive to the ideas and commitment incorporated in mentoring. General Feedback: Page 406. Learning Objective 3. Factual. Unfortunately, women and minorities may find themselves excluded from mentoring relationships as they are based on social networks cemented outside the working environment. 13. Which of the following is NOT a benefit of mentoring? a. Helps companies encourage and capitalise on diversity b. Help to inculcate corporate values *c. It increases labour turnover d. Improves employee job satisfaction and motivation General Feedback: Page 406. Learning Objective 3. Factual. Mentoring identifies talent, promotes diversity, accelerates employee promotion and reduces labour turnover.

14. When employees do favours for their superiors, agree with their superiors' opinions and give them praise and flattery, this is known as: a. nepotism. © John Wiley & Sons Australia, Ltd 2013

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b. mentoring. *c. ingratiation. d. exposure. General Feedback: Page 407. Learning Objective 3. Factual. Ingratiation is not highly regarded in many organisations but it is a technique used by an employee to catch the attention and hopefully favour of a superior

15. In the current environment of economic, social, and technological change employees must: a. understand what is happening in the world. *b. upgrade their skills and knowledge. c. become involved in as many project teams as possible. d. have experience in an overseas placement. General Feedback: Page 408. Learning Objective 3. Factual. Those employees who do not update their skills and qualifications are more likely to become the victims in company takeovers and reorganisations. 16. Networking involves: a. fishing for information about employees and their career interests. *b. using informal contacts inside and outside an organisation. c. establishing formal communication channels between organisations in related industries. d. fostering a strong link with essential suppliers. General Feedback: Page 409. Learning Objective 3. Factual. It is very important for employees to build up a network of contacts both inside and outside their organisation, who are likely to be useful for the employee's career development. 17. Organisations encounter problems moving dual career couples because: a. spouses often refuse to relocate despite being offered incentives. b. they are not prepared to cover the financial costs of moving an entire family. *c. they are often unresponsive to the needs of dual career couples and offer little support. d. many dual career couples are not interested in overseas placements. General Feedback: Page 414. Learning Objective 4. Factual. Many organisations fail to recognise the particular needs and tensions associated with managing dual career couples and thus strike difficulties when trying to relocate these families. © John Wiley & Sons Australia, Ltd 2013

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18. Career planning and development must deal with problems associated with all of the following EXCEPT: a. outplacement. b. work/family conflict. c. dual career couples. *d. cultural bias. General Feedback: Page 412-17. Learning Objective 4. Factual. A number of issues arise with career planning and development and Stone does not identify cultural bias as one of these. 19. The conflicting demands made on an individual by home and work is known as: *a. work/family conflict. b. relationship management. c. equal employment opportunity. d. diversity management. General Feedback: Page 414. Learning Objective 4. Factual. Work-family conflict occurs when an employee experiences the competing pressures of work and family.

20. To help a terminated employee locate a new career an organisation might make use of: a. recruitment agencies. b. networking. *c. outplacement. d. international assignments. General Feedback: Page 417. Learning Objective 4. Factual. An outplacement service is special assistance given to terminated employees to assist them to find an alternative job with another organisation. 21. The shortfall in the earnings of HR professionals compared to other functional areas in organisations is reducing as: a. HR employees gain valuable working experience overseas in HR positions. b. the general level of professional earnings has increased across the country. *c. HR moves away from its traditional role to that of strategic business partner. d. organisations come under pressure to increase the remuneration of HR specialists. General Feedback: © John Wiley & Sons Australia, Ltd 2013

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Page 418. Learning Objective 5. Factual. As the HRM function evolves into a profit contributor and strategic business function, the differential in earnings compared to professionals working in finance, marketing and general management is reducing.

22. Which of the following career development activities would not assist in career development? *a. Needs analysis b. Ingratiating behaviour c. Goal setting d. Language skills General Feedback: Page 403-12. Learning Objective 3. Factual. Needs analysis is conducted to determine training needs in an organisation. 23. In certain professions such as sales, retail, hospitality, and entertainment: a. relevant qualifications are increasingly being sought by employers. b. international work experience improves an employee's career prospects. *c. good looks appear to be an unspoken requirement for employment. d. employers are more interested in people skills than experience. General Feedback: Page 411. Learning Objective 3. Factual. There is ample evidence to indicate that appearance plays an important role in remuneration and career success. 24. A significant change in an employee's career via transfer, demotion, promotion or overseas assignment is known as: a. career plateauing. b. career management. *c. career transition. d. career development. General Feedback: Page 412. Learning Objective 4. Factual. Career transitions are certainly more commonplace and it is important that employees have coping skills to deal with these career events.

25. Careers that involve switching jobs, specialisations, companies and locations are known as: a. international careers. b. career plateauing. © John Wiley & Sons Australia, Ltd 2013

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c. career management. *d. boundaryless careers. General Feedback: Page 398. Learning Objective 1. Factual. People now move from opportunity to opportunity without regard for traditional boundaries between jobs. 26. Which of the following is NOT a reason that employees and organisations are paying more attention to career planning and development? a. Employees are increasingly concerned about the quality of life b. There are EEO legislation and requirements *c. Workers are making the transition from lateral to vertical careers d. Educational levels and employee aspirations are rising General Feedback: Page 400. Learning Objective 1. Factual. Workers are making the transition from vertical to lateral careers. 27. Evidence indicates that two-thirds of retrenched executives find their new jobs through: a. on-line websites. b. outplacement organisations. c. career counsellors. *d. networking. General Feedback: Page 409. Learning Objective 3. Factual. Networking has many benefits for employees and none more so than when a new position is being sought after a job has been lost.

28. Those employees who voluntarily elect to change their lifestyle and reduce the amount of time spent at work in order to achieve a better work-life balance are known as: a. career plateauers. *b. downshifters. c. transitioners. d. outplaced employees. General Feedback: Page 416. Learning Objective 4. Factual. As more and more employees express dissatisfaction with their work-life balance, a number are consciously choosing to work fewer hours, reduce their income and spend less.

© John Wiley & Sons Australia, Ltd 2013

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29. A situation where employees work to excess, make lots of money, acquire many assets and then quit to take an open-ended sabbatical is known as a: *a. flame-out track. b. protean career c. downshifter. d. dual career. General Feedback: Page 416. Learning Objective 4. Factual. A situation where employees work to excess, make lots of money, acquire many assets and then quit to take an open-ended sabbatical is known as a flame-out track.

30. A situation where the individual plays the key role in shaping their career in order to satisfy their own needs rather than those of the organisation is known as a(n): *a. protean career. b. goals-oriented career. c. flame-out career. d. dual career. General Feedback: Page 416. Learning Objective 4. Factual. Protean career is a situation where the individual plays the key role in shaping their career in order to satisfy their own needs rather than those of the organisation. 31. Which is NOT an attribute that powerful supervisors promote on entry to an organisation? *a. Exposure designed to make management aware of their abilities and achievements b. Access to performance-based pay c. Access to reputation-building job opportunities d. Neutralisation of negative associations connected with the use by the employee of work family programs General Feedback: Page 404. Learning Objective 3. Factual. Powerful supervisors promote access to performancebased pay, access to reputation-building job opportunities, and the neutralisation of negative associations connected with the use by the employee of work family programs. 32. Charles Handy argues that employees must begin to think of their careers as: *a. a sequence of jobs that may or may not be in the same organisation. b. a series of progressions up the management chain in an organisation. c. something that needs to be carefully planned with the HR manager. © John Wiley & Sons Australia, Ltd 2013

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d. requiring the spending of time in many parts of the same organisation. General Feedback: Page 398. Learning Objective 1. Factual. Handy argues that employees must look out for themselves because the future in any one organisation is no longer guaranteed. Multiple choice questions - Applied 33. Because of the ever-changing work environments employees are vulnerable to career disruption or stagnation: a. so a regular upgrading of qualifications is expected. b. and therefore need to be always alert to career opportunities. *c. so some form of career planning is critical. d. so organisations need to provide some form of career development. General Feedback: Page 398. Learning Objective 1. Applied. Planning for careers is critical given that it is unlikely that employees will remain with the one employer for long in a changing work environment. 34. Job security today centres on: a. having a permanent job. b. being related to the manager. *c. being employable. d. having good working relationships. General Feedback: Page 398. Learning Objective 1. Applied. Security of employment is now far more dependent on an individual's employability rather than on having a particular job.

35. Realistic career planning forces employees to: a. regularly re-evaluate their career choices. b. identify changing organisational requirements. c. rely heavily on the advice/guidance of HR managers. *d. be proactive and to anticipate problems and opportunities. General Feedback: Page 399. Learning Objective 1. Applied. Career planning is now far more dependent upon an individual's ability to be proactive rather than relying on their employer to develop their careers. 36. Ideally, career planning and development should be seen as a process that: © John Wiley & Sons Australia, Ltd 2013

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a. allows for the identification of employees with skill deficiencies. *b. aligns the interests and skills of employees with the needs of the organisation. c. provides continuous upgrading and development of employee skills. d. results in improved organisational performance and customer satisfaction. General Feedback: Page 399. Learning Objective 1. Applied. This means that careers must be managed strategically so that the skills demanded by the organisation's strategic business objectives are understood and a workforce with a matching profile of skills is developed. 37. Career planning is ultimately the responsibility of: *a. the employee. b. the organisation. c. the HR manager. d. the supervisor. General Feedback: Page 401. Learning Objective 2. Applied. As no job has a guarantee of continued employment, it is ultimately the responsibility of an employee to analyse their situation, identify their career objectives and take steps to keep themselves marketable. 38. If an employee adopts a passive role to career planning and development and leav...