Question 1

Jamrog and Overholt (2004) argue that HR professionals need which of the following competencies?&#10;A) business knowledge, knowledge of HR practices and managing change competencies&#10;B) strategic knowledge, knowledge of HR practices and employment law knowledge&#10;C) business knowledge, strategic knowledge and managing change competencies&#10;D) knowledge of HR practices, knowledge of employment law and knowledge of managing change

Accepted Answer

Jamrog and Overholt (2004) emphasize the importance of HR professionals possessing a blend of business knowledge, understanding of HR practices, and competencies in managing change to effectively contribute to organizational success.

Question 2

Which of the following ARE NOT included within the Ulrich Business Partner Model?&#10;A) Strategic Partner.&#10;B) Functional Expert.&#10;C) Employee Advocate.&#10;D) Strategic Partner, Functional Expert and Employee Advocate are all included within the model.

Accepted Answer

The Ulrich Business Partner Model includes all the roles mentioned: Strategic Partner, Functional Expert, and Employee Advocate, making none of the individual options correct as exclusions from the model.

Question 3

Ulrich argues that fundamentally the HR role MUST NOT BE:&#10;A) a passenger.&#10;B) strategic.&#10;C) service-oriented.&#10;D) a creator of profit.

Accepted Answer

The HR role should not be passive or just a "passenger" in the organization; it should actively contribute to strategy, service, and potentially profit creation.

Question 4

Ulrich argues that HR professionals need to align functions and translate business strategies into HR priorities, increase administrative efficiency, increase employee commitment and competence, and ______.

A) employee engagement
B) adding value
C) ensuring ethical practice
D) the ability and capacity to manage change

Accepted Answer

Ulrich emphasizes the importance of HR professionals being able to manage change effectively, as it is crucial for aligning HR functions with business strategies and adapting to evolving organizational needs.

Question 5

Which of Ulrich's HR roles would be described as the 'cuddly side of HRM'?&#10;A) Strategic Partner&#10;B) Functional Expert&#10;C) Employee Advocate&#10;D) None of these

Accepted Answer

The 'cuddly side of HRM' refers to the role focused on employee well-being and advocacy, which is best represented by the Employee Advocate role. This role emphasizes supporting, empowering, and addressing the needs and concerns of the employees.

Question 6

Who argues that 'strategic HR is owned by the line managers and is focused on turning business strategies into a HR strategy that is meaningful'.&#10;A) Wright (1999)&#10;B) Barney (2000)&#10;C) Ulrich (1996)&#10;D) Salaman (2000)

Accepted Answer

Ulrich (1996) argues that strategic HR is owned by line managers and focuses on aligning HR strategy with business strategies, making it meaningful and actionable within the organization.

Question 7

Human Resource Accounting is work attributed to:&#10;A) Tootell (2009) and Flamholz (2007).&#10;B) Weiss and Finn (2005).&#10;C) Brown (1996).&#10;D) Guest (2003).

Accepted Answer

Human Resource Accounting is a concept that Flamholtz has significantly contributed to, particularly noted in his works around 2007. Tootell, although not directly associated with foundational work in Human Resource Accounting, is mentioned to align with the timeframe of significant contributions to the field.

Question 8

One of the major criticisms of the Human Resource Accounting approach is that it struggles to measure what two qualities?&#10;A) leadership and culture&#10;B) leadership and knowledge&#10;C) knowledge and performance&#10;D) performance and employee engagement

Accepted Answer

Human Resource Accounting faces challenges in quantifying intangible qualities like leadership and knowledge, as these aspects are difficult to measure in financial terms.

Question 9

According to a CIPD Report (2012), four key internal aspects that HR should measure are performance measurement and metrics, employee engagement, capability and talent and _______.&#10;A) value added&#10;B) capability and talent&#10;C) culture&#10;D) work ethic

Accepted Answer

The answer of According to a CIPD Report (2012), four...

Question 10

The Balanced Scorecard was originally proposed in 1996 by:&#10;A) Guest and White (1996)&#10;B) Kaplan and Norton (1996)&#10;C) Guest (2000)&#10;D) Jamrog (2004)

Accepted Answer

The Balanced Scorecard was originally proposed by Kaplan and Norton in 1996, as a framework for measuring organizational performance using a more balanced set of performance measures beyond traditional financial metrics.

Question 11

Which of the following does the Balanced Scorecard NOT ADDRESS?&#10;A) clarification and translation of vision and strategy&#10;B) planning, setting targets and aligning strategic initiatives&#10;C) provision of strategic feedback and learning&#10;D) designing an appropriate mission statement

Accepted Answer

The answer of Which of the following does the Balanced...

Question 12

The HR Balanced Scorecard model includes the financial perspective, the internal business perspective, the customer perspective and ______.&#10;A) the cultural perspective&#10;B) the learning and growth perspective&#10;C) the added value perspective&#10;D) the competitive perspective

Accepted Answer

The answer of The HR Balanced Scorecard model includes the...

Deck 4: HRM: The Added Value Debate