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最新的 Courses and Certificates Managing-Human-Capital 免費考試真題 (Q18-Q23):

問題 #18
What is an example of the perception of personal loss leading to bias?

A. A manager believing all female employees like to gossip
B. A manager not knowing if a hiring practice violates federal law
C. A manager believing all employees should celebrate Christian holidays instead of other holidays
D. A manager believing hiring a diverse workforce will limit future employment opportunities

答案：D

解題說明：
* Definition of Perception of Personal Loss:This refers to the feeling that one's own opportunities or status within the organization may be threatened by certain changes or policies.
* Bias Formation:When a manager believes that hiring a diverse workforce will limit future employment opportunities, this belief stems from a perception of personal loss. The manager might feel that their own prospects or advantages are at risk due to increased competition or changes in organizational priorities.
* Impact on Diversity and Inclusion:Such a bias can negatively impact the organization's diversity and inclusion efforts. It can lead to resistance against hiring diverse candidates and maintaining a homogenous workforce, which can limit the benefits that come from a diverse team.
* Addressing the Bias:It is important to educate and train managers to understand the value of diversity, which includes improved problem-solving, creativity, and performance. Overcoming this bias helps create a more inclusive environment that benefits everyone in the organization.
References:
SHRM: Understanding and Managing Bias in the Workplace
Diversity and Inclusion Best Practices by the Human Resources Professional Association (HRPA) Studies on the impact of diversity on organizational performance by McKinsey & Company

問題 #19
What makes an organization a closed union shop?

A. It considers only nonunion employees for promotions.
B. It allows employees to choose whether they join a union.
C. It has a policy against union membership for employees.
D. It hires and employs current union members exclusively.

答案：D

解題說明：
A closed union shop is a type of union security agreement where an employer agrees to hire only individuals who are already members of a union. This means that all employees must be union members before they can be employed by the organization. This arrangement ensures that all workers are unionized, thereby enhancing the union's negotiating power and ensuring collective bargaining coverage for all employees. Closed shop agreements are less common today due to various legal restrictions in many jurisdictions.References:
* Dessler, G. (2020). Human Resource Management. Pearson.
* Gould, W. B. (2019). A Primer on American Labor Law. Cambridge University Press.

問題 #20
An employee was surprised to receive low rankings from a manager on a performance evaluation. The employee was unaware that some of the goals that caused the low rankings were job expectations because the manager had never discussed the goals with the employee.
Which obstacle to effective performance management is illustrated in this example?

A. Showing bias in comparing the employee to other employees
B. Committing a leniency error in the employee's performance evaluation
C. Having personal standards that are too high for the employee's position
D. Failing to develop a performance plan with the employee

答案：D

解題說明：
Effective performance management requires clear communication of job expectations, performance standards, and goals before evaluating employee performance. According toHuman Resource Management, 16th Editionby Gary Dessler, one of the most critical steps in performance management isjointly developing a performance planthat specifies what the employee is expected to accomplish and how performance will be measured. When this step is skipped, performance appraisals often appear unfair and unexpected to employees.
In this scenario, the employee received low ratings based on goals that were never discussed or clarified. This reflects a failure in the planning phase of performance management, not a rating error such as leniency or bias. Dessler emphasizes that employees must clearly understand expectations at the start of the appraisal period; otherwise, evaluations lose credibility and can damage trust, motivation, and engagement.
Performance planning aligns employee efforts with organizational objectives and provides a standard against which performance can be fairly assessed. When managers fail to develop and communicate a performance plan, employees cannot reasonably be held accountable for unmet goals. Therefore, the obstacle illustrated here isfailing to develop a performance plan with the employee.
Source:
Gary Dessler,Human Resource Management, 16th Edition, Chapter on Performance Management and Appraisal

問題 #21
What is the main reason for the failure of mergers and acquisitions?

A. Poor organizational design
B. Culture mismatch
C. Unsuccessful marketing approach
D. Inaccurate bookkeeping

答案：B

解題說明：
The main reason for the failure of mergers and acquisitions is often a culture mismatch between the merging organizations. When two companies with different corporate cultures come together, clashes can occur if their values, beliefs, and ways of doing business do not align. This can lead to misunderstandings, conflicts, and a lack of cohesion, ultimately hindering the integration process and reducing the chances of a successful merger or acquisition.
"Mergers and Acquisitions: Managing Culture and Human Resources" by Mark E. Mendenhall and Gary R.
Oddou
McKinsey & Company articles on mergers and acquisitions

問題 #22
What is organizational design?

A. Selecting and managing aspects of organizational structure in order to facilitate organizational goal achievement
B. Making decisions about how to plan and organize work and exercise authority
C. Allocating, coordinating, and supervising tasks to achieve organizational aims
D. Using a graphic representation of the structure of an organization to see the relationships between the organization's positions

答案：A

解題說明：
Organizational design involves configuring the structure of an organization to effectively achieve its goals.
This includes determining the best ways to allocate resources, coordinate activities, and supervise tasks. The aim is to create an optimal organizational framework that enhances communication, improves efficiency, and supports the achievement of strategic objectives. It includes decisions about hierarchy, departmentalization, span of control, and formalization.
"Organization Design: A Guide to Building Effective Organizations" by Naomi Stanford Harvard Business Review articles on organizational design

問題 #23
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