Human Resource Management Human Resources Assignment

Human Resources eight question assignment. Assignment, format instructions attached. Additionally, an overview of each chapter referenced in the assignment, sample format, and job description are attached.

Human Resources essay

Human Resources Management (MGMT 471-102), Spring 2025

Mid-Term Exam (Chapters #1 – #8)

Valentine, Meglich, Mathis, & Jackson (2025)

• Answer every question on this exam (8 questions).

• Submission deadline: Sunday, 3/30/25 (5:00 PM) 1

Instructions: Your completed Take-Home Essay Exam must be submitted via Blackboard

Assignments, no later than 5:00 PM on Sunday, March 30, 2025. Submit one WORD file for the

entire exam. Answer all parts of the question. This is an individual assignment.

1. Answer every question on this exam (8 questions). Each question is worth 36 points.

2. Maximum Number of Pages = four (4), 8 ½” x 11” pages for the entire exam. Please submit

no more than three pages of answers to the questions and no more than one page of references.

Pages beyond the page limit will not be graded.

3. Paper Format (Failure to follow ALL Formatting Instructions: Grade = ZERO).

(Also refer to the sample exam template that is posted on BB, Course Materials):

• Margins: 1-inch (top, bottom, sides)

• Font: 12-point

• Spacing within each question: Single-space (indent new paragraphs)

• Spacing between questions: Double-space

• Page numbers: Include page numbers on every page.

• Header (on every page):
▪ your full name (upper left-hand side of paper, line one)

▪ Course and section number (upper right-hand side of paper, line one)

▪ Mid-Term Exam, Spring 2025 (upper right-hand side of paper line two)

• Subheadings: The Question # should appear at the beginning of each response. DO

NOT re-write the entire question.

4. References and Citations.

• References are limited to those listed on the Mid-Term Exam, unless specified (e.g., personal

example). All exam references are posted on BB (Course Materials, Assignments & Exams).

• APA=American Psychological Association: http://apastyle.apa.org

• APA direct quote example: “Innovation is the process whereby new ideas are generated that

create value for an organization” (Valentine, Meglich, Mathis, & Jackson, 2025, p. 10).

• APA paraphrase example: New idea generation that creates value for an organization is

referred to as innovation (Valentine, Meglich, Mathis, & Jackson, 2025).

• Example of quotes from online sources with no page numbers: “To directly quote from

written material that does not contain page numbers (e.g., webpages and websites, some

ebooks), provide readers [with section or paragraph numbers]” (Publication Manual of the

American Psychological Association, 2020, p. 273). An example follows. “Much like the

accommodation one makes for an adored pair of shoes that hurt, travelers appear to be slowly

finding peace with paying for checked baggage and the other fees that have become a critical

part of the airline business model” (Bachman, 2014, para. 1).

• Names of the authors for your textbook should be listed in the order shown on the textbook

for the first citation, then for subsequent citations use: Valentine et al., 2025.

• Refer to the following link for assistance with in-text citations of material without page

numbers (e.g., your course e-book). The link is also available in Course Materials.

https://apastyle.apa.org/style-grammar-guidelines/citations/quotations/no-page-numbers

5. BSU Writing Center. https://www.bowiestate.edu/academics/colleges/college-of-arts-and-

sciences/departments/language-literature-and-cultural-studies/writing-center/

6. Definitions. When asked for definitions, provide concise, brief definitions from your course

textbook (Valentine et al., 2025), or other readings as specified.

7. Grading Rubric. Posted on BB (Assignments & Exams, Mid-Term Exam)

http://apastyle.apa.org/

https://apastyle.apa.org/style-grammar-guidelines/citations/quotations/no-page-numbers

https://www.bowiestate.edu/academics/colleges/college-of-arts-and-sciences/departments/language-literature-and-cultural-studies/writing-center/

roj41
Highlight

Human Resources Management (MGMT 471-102), Spring 2025

Mid-Term Exam (Chapters #1 – #8)

Valentine, Meglich, Mathis, & Jackson (2025)

• Answer every question on this exam (8 questions).

• Submission deadline: Sunday, 3/30/25 (5:00 PM) 2

References

Bowie State University Academic Computing Training for Students (n.d.). Academic computing

training for students: Blackboard Learn ULTRA student orientation. Bowie State

University.

https://bowiestate.edu/about/administration-and-governance/division-of-academic-

affairs/academic-computing-and-online-course-support/lms-and-instructional-tools-

training-for-students.php

Bowie State University Core Values (n.d.). Core values. Bowie State University.

https://bowiestate.edu/about/at-a-glance/core-values.php

Horowitz, D. (2011, May). We need a “moral operating system” [Video File].

TEDxSiliconValley.

age=en

John, O. P. (2000). The Big Five personality test. The Big Five Project.

http://www.outofservice.com/bigfive/

O*NET Online (n.d.). O*NET Online. U.S. Department of Labor. https://www.onetonline.org/

Valentine, S. R., Meglich, P. A., Mathis, R. L., & Jackson, J. H. (2025). Human Resources

Management (17th ed.). Boston MA: Cengage Learning.

https://bowiestate.edu/about/administration-and-governance/division-of-academic-affairs/academic-computing-and-online-course-support/lms-and-instructional-tools-training-for-students.php

https://bowiestate.edu/about/at-a-glance/core-values.php

http://www.outofservice.com/bigfive/

https://www.onetonline.org/

Human Resources Management (MGMT 471-102), Spring 2025

Mid-Term Exam (Chapters #1 – #8)

Valentine, Meglich, Mathis, & Jackson (2025)

• Answer every question on this exam (8 questions).

• Submission deadline: Sunday, 3/30/25 (5:00 PM) 3

Question #1 (Chapter One): Watch the Damon Horowitz (2011, May) TED Talk video (Course

Materials, Videos, and Podcasts).

“Closely linked with the strategic role of HR is the way managers and HR staff influence the

ethics of employees, as well as the ethical practices of organizations as a whole” (Valentine,

Meglich, Mathis, & Jackson, 2025, p. 22).

Horowitz (2011) instructed his audience to “Think of the last time you had a decision to make

where you were worried to do the right thing. Where you wondered, ‘What should I be

doing’? Bring that to mind, and now reflect on that and say, ‘How did I come up [with] that

decision?’ ‘What did I do’?”

• Describe a prior situation (i.e., dilemma, decision) at work that required you to do the

right thing.

• How did you use one of the below-listed actions to do the right thing?

• How did your manager and/or HR staff influence your ethics?

1. Followed my gut feeling

2. Had somebody vote on it

3. Sought legal counsel

4. Evaluated what would maximize pleasure and minimize pain

5. Used reason to figure out what would be intrinsically right

6. Other __________ (fill in the blank)

Question #2 (Chapter Two): Organizational core values are the “principles that create the

operating philosophy for organizational decisions” (Valentine, Meglich, Mathis, &

Jackson,2025, p. 39). The core values of Bowie State University (BSU) are excellence,

inclusivity, integrity, accountability, and innovation (Bowie State University Core Values, n.d.).

• Choose one of BSU’s core values and describe how you have observed it being enacted

(i.e., performed, represented, portrayed) at BSU.

Human Resources Management (MGMT 471-102), Spring 2025

Mid-Term Exam (Chapters #1 – #8)

Valentine, Meglich, Mathis, & Jackson (2025)

• Answer every question on this exam (8 questions).

• Submission deadline: Sunday, 3/30/25 (5:00 PM) 4

Question #3 (Chapter Three): Disparate treatment “occurs when individuals with particular

characteristics that are not job-related are treated differently from others” (Valentine, Meglich,

Mathis, & Jackson, 2025, p. 80). “Hostile environment sexual harassment occurs when an

individual’s work performance or psychological well-being is unreasonably affected by

intimidating or offensive working conditions” (Valentine et al., 2025, p. 92).

“…[A] group of male employees [have decided to go] to a strip club after work… If they invite a

female colleague to attend, she may be uncomfortable, and the experience could be used as

evidence to support a hostile work environment claim. If they try to avoid the hostile work

environment claim by excluding the woman, the exclusion may serve as evidence of a “boys’

club” in a gender discrimination claim” (Segal, 2008, para. 37).

• What should the group of male employees in this situation do to reduce a potential liability

for hostile environment sexual harassment?

• What should the male employees in this situation do to reduce a potential liability for

allegations of disparate treatment?

Question #4 (Chapter Four): “A job description identifies a job’s tasks, duties, and

responsibilities. It describes what is done, why it is done, where it is done, and, briefly, how it is

done” (Valentine, Meglich, Mathis, & Jackson, 2025, p. 147).

• Provide a job description for your current job (or former job) that includes ALL of the

following sections (Valentine et al., 2025).

a. Identification

b. General summary

c. Essential job functions and duties

d. Job specifications.

Refer to the Department of Labor’s Occupational Information Network (O*NET Online, n.d.) or
your employer, if needed, for supplemental information. Sample job descriptions are in Figure 4-
11 and Appendix A of your Valentine et al. (2025) textbook.

Human Resources Management (MGMT 471-102), Spring 2025

Mid-Term Exam (Chapters #1 – #8)

Valentine, Meglich, Mathis, & Jackson (2025)

• Answer every question on this exam (8 questions).

• Submission deadline: Sunday, 3/30/25 (5:00 PM) 5

Question #5 (Chapter Five): “Retaining top talent is a concern for many employers, and

understanding retention is the key to keeping more of those top performers” (Valentine, Meglich,

Mathis, & Jackson, 2025, p. 180). “Figure 5-10 illustrates some of the drivers of retention, or areas

in which employers can take action to increase the probability of keeping employees” (Valentine

et al., 2025, p. 181).

• Choose one of the six drivers of retention (Valentine et al., 2025).

• Explain how your one chosen driver of retention has influenced your decision to stay at

your current place of employment.

• Make sure that you name your current place of employment.

Question #6 (Chapter Six): Recruitment is the “process of generating a pool of qualified

applicants for organizational jobs” (Valentine, Meglich, Mathis, & Jackson, 2025, p. 198). Job

posting, organizational databases, and employee-focused recruiting are common methods of

internal recruiting (Valentine et al., 2025). Media sources, competitive recruiting sources,

employment agencies, labor unions, job fairs and creative recruiting, and educational institutions

and recruiting are common methods of external recruiting (Valentine et al., 2025).

• Which recruitment method(s) did you utilize to obtain your current job? Why?

• Make sure that you identify your current job.

• If you currently do not have a job, then which recruitment method(s) do you plan to utilize

to obtain a future job? Why?

Question #7 (Chapter Seven): “One of the most widely accepted approaches to studying

personality traits is the ‘Big Five’ personality framework. The Big Five traits are generally

considered to be useful predictors of various types of job performance in different occupations.

The factors are shown in Figure 7-7” (Valentine, Meglich, Mathis, & Jackson, 2025, p. 251).

• Complete the Big Five Personality Test (John, 2000). There are no right or wrong answers

to the Big Five Personality Test (John, 2020), which is available on BB (Assignments &

Tests/Exams).

a. Provide your scores for two of the traits/characteristics: extroversion, agreeableness,

conscientiousness, neuroticism, openness to experience.

b. Describe how these two traits/characteristics provide support for your belief that your

personality either is, or is not, a good fit for your chosen career field.

c. Make sure that you identify your chosen career field.

Human Resources Management (MGMT 471-102), Spring 2025

Mid-Term Exam (Chapters #1 – #8)

Valentine, Meglich, Mathis, & Jackson (2025)

• Answer every question on this exam (8 questions).

• Submission deadline: Sunday, 3/30/25 (5:00 PM) 6

Question #8 (Chapter Eight): Participate in the BSU Academic Computing Training for

Students: Asynchronous (self-paced) training – Blackboard Learn ULTRA Student Orientation

(Bowie State University Academic Computing Training for Students, n.d.). The weblink is

available on BB (Course Materials).

“Training can be designed to meet many objectives and can be classified in various ways”

(Valentine, Meglich, Mathis, & Jackson, 2025, p. 283). Figure 8-3 shows four types of training:

legally required, basic/remedial skills, job/technical, and soft skills (Valentine et al., 2025).

“A widely used model by Donald L. Kirkpatrick identified four levels at which training can be

evaluated. As shown in Figure 8-12, they are reaction, learning, behaviors, and results (Valentine

et al., 2025, p. 305).

• Which type of training category does the asynchronous Blackboard Learn ULTRA Student

Orientation training best fit: legally required, basic/remedial skills, job/technical, and soft

skills? Why?

• Describe how you would use one of the levels of training evaluation to assess the

asynchronous Blackboard Learn ULTRA Student Orientation training that you participated

in.

Chapter 1: Human Resource Management in Organizations

Chapter Review

Book Title: Human Resource Management
Printed By: Armand Ontiveros (ontiverosa0717@students.bowiestate.edu)
© 2025 Cengage Learning, Cengage Learning

Chapter Review

Summary

HR management should ensure that human talent is used effectively and efficiently to
accomplish organizational goals.

All organizations need HR management, but larger ones are more likely to have a
specialized HR function.

Organizations need HR because HR functions must be done by someone in all
organizations.

Human capital is the collective value of the capabilities, knowledge, skills, life
experiences, and motivation of an organization’s workforce.

HR practices focus on enhancing worker skills, motivation, and opportunity to perform,
known as the ability-motivation-opportunity model.

HR management activities can be grouped as follows: strategic HR management;
EEO; staffing; talent management; compensation and benefits; health, safety, and
security; and employee and labor relations.

HR departments can take administrative, operations, and/or strategic roles in the
organization.

As an organization core competency, HR has a unique capability to create high value
that differentiates an organization from competitors in areas such as productivity,
quality and service, and organizational climate.

Numerous HR challenges currently exist, including organizational cost pressures,
globalization, a changing workforce, and technology.

Ethical behavior is crucial in HR management, and HR professionals regularly face
many ethical issues and consequences both domestically and globally.

All levels of HR professionals need competencies in strategic knowledge and impacts;
legal, administrative, and operational areas; and technology. Senior HR leaders need
these competencies plus others to be effective.

3/27/25, 6:09 PM Print Preview

https://ng.cengage.com/static/nb/ui/evo/index.html?deploymentId=500025172123481909605339047&eISBN=9780357899311&id=2337942761&snaps… 1/2

Current knowledge about HR management is required for professionals in the field of
HR, and professional certification has grown in importance for HR generalists and
specialists.

Chapter 1: Human Resource Management in Organizations Chapter Review
Book Title: Human Resource Management
Printed By: Armand Ontiveros (ontiverosa0717@students.bowiestate.edu)
© 2025 Cengage Learning, Cengage Learning

© 2025 Cengage Learning Inc. All rights reserved. No part of this work may by reproduced or used in any form or by any means –
graphic, electronic, or mechanical, or in any other manner – without the written permission of the copyright holder.

3/27/25, 6:09 PM Print Preview

https://ng.cengage.com/static/nb/ui/evo/index.html?deploymentId=500025172123481909605339047&eISBN=9780357899311&id=2337942761&snaps… 2/2

Chapter 2: Human Resource Strategy and Planning

Chapter Review

Book Title: Human Resource Management
Printed By: Armand Ontiveros (ontiverosa0717@students.bowiestate.edu)
© 2025 Cengage Learning, Cengage Learning

Chapter Review

Summary

The strategy an organization follows is its proposition for identifying how to compete
successfully and thereby survive and grow.

HR should be involved in developing and implementing strategic initiatives throughout
the organization.

Strategic planning is a core business process that results in a road map of
organizational direction.

Organization leaders must understand and deal with a VUCA environment.

The triple bottom line approach focuses on people, profits, and planet.

Strategic HR management refers to the use of practices to gain or keep a competitive
advantage by aligning individual employee performance with the organization’s
strategic objectives.

Environmental scanning helps pinpoint strengths, weaknesses, opportunities, and
threats that the organization will face during the planning horizon.

HR functions may involve merging organizational and HR strategies with offshoring
and global staffing strategies.

HR planning must identify the demand for people and the supply of individuals
available.

Managing a talent surplus may require reducing work hours, downsizing through use
of attrition and hiring freezes, implementing voluntary separation programs, and
downsizing the workforce.

Managing a talent shortage may be addressed through overtime, reducing turnover,
using contingent workers, and outsourcing.

HR plays a crucial role in mergers and acquisitions, particularly in dealing with
integration and organizational culture issues.

3/27/25, 6:12 PM Print Preview

https://ng.cengage.com/static/nb/ui/evo/index.html?deploymentId=500025172123481909605339047&eISBN=9780357899311&id=2337942771&nbId=… 1/2

HR effectiveness must be measured using HR metrics that consider both strategic
and operational effectiveness.

HR analytics are becoming increasingly important to organization leaders.

Benchmarking allows an organization to compare its practices against best practices
in different organizations, and HR audits can be used to get a comprehensive
overview of HR activities.

The balanced scorecard can be a useful framework to measure and combine
organizational performance measures.

An HR audit is valuable in providing an overall perspective or a perspective of several
specific areas.

Chapter 2: Human Resource Strategy and Planning Chapter Review
Book Title: Human Resource Management
Printed By: Armand Ontiveros (ontiverosa0717@students.bowiestate.edu)
© 2025 Cengage Learning, Cengage Learning

3/27/25, 6:12 PM Print Preview

https://ng.cengage.com/static/nb/ui/evo/index.html?deploymentId=500025172123481909605339047&eISBN=9780357899311&id=2337942771&nbId=… 2/2

Chapter 3: Equal Employment Opportunity

Chapter Review

Book Title: Human Resource Management
Printed By: Armand Ontiveros (ontiverosa0717@students.bowiestate.edu)
© 2025 Cengage Learning, Cengage Learning

Chapter Review

Summary

Equal employment is an attempt to level the field of opportunity for all people at work.

Laws have been enacted to prohibit making employment decisions based on age,
color, disability, national origin, race, religion, and other protected characteristics.

The Equal Employment Opportunity Commission and Office of Federal Contract
Compliance Programs are the primary enforcement agencies in employment
discrimination laws.

Disparate treatment occurs when individuals are treated differently on the basis of a
protected characteristic.

Disparate impact occurs when employment decisions work to the disadvantage of
individuals on the basis of a protected characteristic.

Employers may be able to use business necessity, job-relatedness, and bona fide
occupational qualifications (BFOQs) to defend their management practices.

Title VII of the 1964 Civil Rights Act was the first significant equal employment law.
The Civil Rights Act of 1991 altered and expanded the 1964 provisions.

Retaliation claims now rank as the most common reason individuals file EEO claims.

Executive orders issued by the president govern the relationship between federal
contractors and the U.S. government.

Several laws and court rulings on sex/gender discrimination have addressed issues
regarding pregnancy discrimination, pay equity, sexual orientation and gender identity,
and sexual harassment.

As more women have entered the workforce, sex/gender issues in equal employment
have included both discrimination through pay inequity and discrimination in jobs and
careers.

The courts have defined two types of sexual harassment—quid pro quo and hostile
environment.

3/27/25, 6:13 PM Print Preview

https://ng.cengage.com/static/nb/ui/evo/index.html?deploymentId=500025172123481909605339047&eISBN=9780357899311&id=2337942781&nbId=… 1/2

It is vital that employers train all employees on what constitutes sexual harassment,
promptly investigate complaints, and take action when sexual harassment is found to
have occurred.

The Americans with Disabilities Act (ADA) requires that most employers identify the
essential functions of jobs and make reasonable accommodations for individuals with
disabilities unless doing so would result in undue hardship.

Employment discrimination against persons older than age 40 is illegal according to
the Age Discrimination in Employment Act (ADEA).

Employers are required to make reasonable accommodations for employees with
religious beliefs and practices.

The Immigration Reform and Control Act (IRCA) regulates the employment of workers
from other countries who work in the United States.

A number of other employment concerns have been addressed by laws, including
discrimination based on religion, military status, and other factors.

Diversity, equity, and inclusion practices are becoming more important in all
organizations and include polices, training, and related HR practices.

Chapter 3: Equal Employment Opportunity Chapter Review
Book Title: Human Resource Management
Printed By: Armand Ontiveros (ontiverosa0717@students.bowiestate.edu)
© 2025 Cengage Learning, Cengage Learning

3/27/25, 6:13 PM Print Preview

https://ng.cengage.com/static/nb/ui/evo/index.html?deploymentId=500025172123481909605339047&eISBN=9780357899311&id=2337942781&nbId=… 2/2

Chapter 4: Workforce, Jobs, and Job Analysis

Chapter Review

Book Title: Human Resource Management
Printed By: Armand Ontiveros (ontiverosa0717@students.bowiestate.edu)
© 2025 Cengage Learning, Cengage Learning

Chapter Review

Summary

The workforce is changing but not entirely in the predictable ways.

The labor force participation rate has declined, reducing the percentage of people in
certain groups who are in the workforce.

In general, the workforce is getting older, more educated, and more diverse.

Skill gaps, in general and in particular industries, are making it difficult for companies
to find enough qualified workers.

Work in an organization is divided into jobs, and workflow analysis shows how work
flows through the organization.

Advances in technology are creating significant changes to workplaces and jobs.

Job design involves developing jobs that people can do well. It may include
simplification, enlargement, enrichment, or rotation.

Use of contingent workers is increasing as the gig economy becomes more prevalent.

Designing jobs so that they incorporate skill variety, task identity and significance,
autonomy, and feedback can improve jobs for employees.

Work teams can be used when designing jobs.

Jobs can be designed for place and/or time flexibility.

Telework is leading to more place flexibility and can be regular, brief occasional, or
temporary/emergency.

Shift work, compressed workweeks, part-time positions, job sharing, and flextime can
provide time and other schedule flexibility.

Organizations are creating ways to help workers with work–life integration challenges.

Job analysis is arguably the foundation of all human resource management practices.

3/27/25, 6:14 PM Print Preview

https://ng.cengage.com/static/nb/ui/evo/index.html?deploymentId=500025172123481909605339047&eISBN=9780357899311&id=2337942794&nbId=… 1/2

Job analysis is a systematic investigation of the content, context, and human
requirements of a job.

A number of methods to collect information for job analysis are used, with interviews
and questionnaires being the most popular.

There are a variety of informed sources of information that can be contacted during a
job analysis.

The behavioral reactions of employees and managers along with legal compliance
issues must be considered as part of job analysis.

The end products of a job analysis are job descriptions, job specifications, and
performance standards.

Chapter 4: Workforce, Jobs, and Job Analysis Chapter Review
Book Title: Human Resource Management
Printed By: Armand Ontiveros (ontiverosa0717@students.bowiestate.edu)
© 2025 Cengage Learning, Cengage Learning

3/27/25, 6:14 PM Print Preview

https://ng.cengage.com/static/nb/ui/evo/index.html?deploymentId=500025172123481909605339047&eISBN=9780357899311&id=2337942794&nbId=… 2/2

Chapter 5: Individual/Organization Relations and Retention

Chapter Review

Book Title: Human Resource Management
Printed By: Armand Ontiveros (ontiverosa0717@students.bowiestate.edu)
© 2025 Cengage Learning, Cengage Learning

Chapter Review

Summary

Individual performance is captured by the following formula:

Motivation is explained by many theories—some of the most commonly used are
needs theories, two-factor theory, expectancy theory, and equity theory.

Psychological contracts are unwritten expectations that employees and employers
have about the nature of their work relationships.

The interaction between individuals and their jobs affects both job satisfaction and
organizational commitment. The extent to which employees feel linked to
organizational success can affect employee engagement and loyalty.

Employee engagement is the extent to which an employee’s thoughts and behaviors
are focused on the employer’s success.

Loyalty to an employer depends on the employee’s perception that the employer is
loyal in return.

Organizational trust is a critical aspect of ethical workplaces.

Absenteeism and tardiness are related, and both require analysis and management.

Absenteeism has both direct and indirect costs that add up to an expensive problem.

Turnover occurs when employees leave an organization and must be replaced. It can
be classified in many ways, but it should be measured and its costs determined.

There is an optimum level of turnover that is likely not zero.

Drivers of retention include organizational, managerial, and job factors that may affect
employees’ work–life balance, compensation and other rewards, career training and
development, and employer policies and practices.

Retention of employees is a major focus of HR management efforts in organizations.

3/27/25, 6:15 PM Print Preview

https://ng.cengage.com/static/nb/ui/evo/index.html?deploymentId=500025172123481909605339047&eISBN=9780357899311&id=2337942804&nbId=… 1/2

Retention is assisted by the use of retention measures, including employee surveys,
exit interviews, and stay interviews.

Managing retention should include evaluation and tracking of both retention actions
and turnover follow-up.

Chapter 5: Individual/Organization Relations and Retention Chapter Review
Book Title: Human Resource Management
Printed By: Armand Ontiveros (ontiverosa0717@students.bowiestate.edu)
© 2025 Cengage Learning, Cengage Learning

3/27/25, 6:15 PM Print Preview

https://ng.cengage.com/static/nb/ui/evo/index.html?deploymentId=500025172123481909605339047&eISBN=9780357899311&id=2337942804&nbId=… 2/2

Chapter 6: Recruiting High-Quality Talent

Chapter Review

Book Title: Human Resource Management
Printed By: Armand Ontiveros (ontiverosa0717@students.bowiestate.edu)
© 2025 Cengage Learning, Cengage Learning

Chapter Review

Summary

Talent acquisition is the process of finding and hiring the high-quality talent needed to
meet the organization’s workforce needs.

Talent acquisition involves recruitment and selection—much like managing the supply
chain.

Recruiting is the process of generating a pool of qualified applicants for an
organization’s jobs through a series of activities.

Recruiting must be viewed strategically and tied to HR planning.

Recruiting is a shared responsibility between HR and line managers, and each group
contributes specific expertise to the process.

Developing and managing the employer brand is an important aspect of attracting the
most appropriate individuals to the organization.

Organizations utilize both core and flexible workers to produce goods and services.

The decision to use internal or external recruiting sources should take into account the
advantages and disadvantages of each source. Efforts should be made to recruit a
diverse workforce, including older workers, individuals with disabilities, women, and
members of various racial/ethnic groups.

Elements of the labor market are labor force population, applicant population, and
applicant pool.

Labor markets can be categorized by geographic area, industry, occupation,
qualifications, and other characteristics.

Technology has had a major impact on recruiting, and social media and other Internet
platforms are important sources of applicants.

While Internet recruiting may save money and time, it may also generate more
unqualified applicants and may not reach certain groups of potential applicants.

3/27/25, 6:16 PM Print Preview

https://ng.cengage.com/static/nb/ui/evo/index.html?deploymentId=500025172123481909605339047&eISBN=9780357899311&id=2337942814&nbId=… 1/2

The most common methods of internal recruiting include job postings and career
plans, organizational databases, employee-focused recruiting, and rerecruiting of
former employees and applicants.

The most common external recruiting sources are media, competitors, labor unions,
employment agencies, job fairs and other special events, and educational institutions.

Recruiting efforts should be evaluated to assess the effectiveness of the methods and
approaches.

Chapter 6: Recruiting High-Quality Talent Chapter Review
Book Title: Human Resource Management
Printed By: Armand Ontiveros (ontiverosa0717@students.bowiestate.edu)
© 2025 Cengage Learning, Cengage Learning

3/27/25, 6:16 PM Print Preview

https://ng.cengage.com/static/nb/ui/evo/index.html?deploymentId=500025172123481909605339047&eISBN=9780357899311&id=2337942814&nbId=… 2/2

Chapter 7: Selecting Human Resources

Chapter Review

Book Title: Human Resource Management
Printed By: Armand Ontiveros (ontiverosa0717@students.bowiestate.edu)
© 2025 Cengage Learning, Cengage Learning

Chapter Review

Summary

Selection is the process that matches individuals and their qualifications to jobs in an
organization.

Placement of people should consider person/job fit, person/group fit, and
person/organization fit.

Mismatches in fit can occur because of skills, geography, poor interpersonal skills,
earning expectations, and work–family issues.

Predictors linked to criteria are used to identify applicants who are most likely to
perform jobs successfully.

To comply with various legal requirements, selection decisions must be based on job-
related criteria.

To produce fair, legal selection decisions, predictors must be reliable and valid.

The selection process—from applicant interest through pre-employment screening,
application, testing, interviewing, and investigating backgrounds—must be handled by
trained, knowledgeable individuals.

Federal guidelines define the term test very broadly to include all forms of collecting
information on job applicants.

Application forms must meet EEO guidelines and ask only for job-related information.

Selection tests include ability tests, assessment centers, personality tests, emotional
intelligence tests, and honesty/integrity tests. Some are controversial.

Structured interviews, including behavioral and situational types, are more effective
and face fewer EEO compliance concerns than do unstructured and nondirective
interviews.

Interviews can be conducted individually, by multiple individuals, or using technology.
Regardless of the method, effective job-related questioning techniques should be
used.

3/27/25, 6:16 PM Print Preview

https://ng.cengage.com/static/nb/ui/evo/index.html?deploymentId=500025172123481909605339047&eISBN=9780357899311&id=2337942824&nbId=… 1/2

A candidate’s background can be investigated in a variety of areas. Employers must
take care to avoid potential legal concerns such as negligent hiring and negligent
retention both when requesting and giving reference information.

Checking credit history should be done only for jobs that involve handling money or
finances.

The onboarding process is especially important to ensure successful integration of the
new hire.

Chapter 7: Selecting Human Resources Chapter Review
Book Title: Human Resource Management
Printed By: Armand Ontiveros (ontiverosa0717@students.bowiestate.edu)
© 2025 Cengage Learning, Cengage Learning

3/27/25, 6:16 PM Print Preview

https://ng.cengage.com/static/nb/ui/evo/index.html?deploymentId=500025172123481909605339047&eISBN=9780357899311&id=2337942824&nbId=… 2/2

Chapter 8: Training Human Resources

Chapter Review

Book Title: Human Resource Management
Printed By: Armand Ontiveros (ontiverosa0717@students.bowiestate.edu)
© 2025 Cengage Learning, Cengage Learning

Chapter Review

Summary

Training is a process that provides people with the capabilities they need to do their
jobs.

A strategic approach to training links organizational strategies and HR planning to
various training efforts.

Training affects factors such as organizational competitiveness, knowledge
management, revenue, and performance.

Global strategies must consider training as a key component, including intercultural
competence training to prepare employees to respond more appropriately to
situations encountered during global assignments.

Contemporary organizations are investing more resources into reskilling and upskilling
their current workers to ensure skill and knowledge relevance.

Four types of training are legally required, basic/remedial skills, job/technical, and soft
skills.

Of special importance, new hire orientation and onboarding are used to integrate new
members into an organization and speed up their productivity.

The instructional systems design process consists of five phases: assessment,
design, development, implementation, and evaluation.

Training needs can be assessed using organizational, job/task, and individual
analyses, and then training objectives can be set to help the organization meet those
needs.

Training design must consider learner readiness, individual differences, and learning
transfer.

Training can be delivered internally, through external means, or via a combination of
both.

Use of technology in training is increasing, and organizations should assess the pros
and cons before adopting new technologies.

3/27/25, 6:18 PM Print Preview

https://ng.cengage.com/static/nb/ui/evo/index.html?deploymentId=500025172123481909605339047&eISBN=9780357899311&id=2337942837&nbId=… 1/2

Various organizations are taking advantage of training that uses technology such as
web-based multimedia, mobile devices, MOOCs, simulation, and games.

Training can be evaluated at four levels: reaction, learning, behavior, and results.

Training evaluation metrics may include cost–benefit analysis, ROI analysis, and
benchmarking.

Chapter 8: Training Human Resources Chapter Review
Book Title: Human Resource Management
Printed By: Armand Ontiveros (ontiverosa0717@students.bowiestate.edu)
© 2025 Cengage Learning, Cengage Learning

3/27/25, 6:18 PM Print Preview

https://ng.cengage.com/static/nb/ui/evo/index.html?deploymentId=500025172123481909605339047&eISBN=9780357899311&id=2337942837&nbId=… 2/2

Position Information

Team Member
Gambrills, MD

Position Information

Company: Krispy Kreme

Position: Team Member

Status: Part Time

Location: 1149 State Route 3N, Gambrills, US, MD, 21054

Job Category: Team Member

This is an entry level opportunity with no previous experience required! All you need is the motivation to learn and grow in a professional, fast-paced, team-oriented environment.

Since its founding in 1937, Krispy Kreme’s focus has remained the same – making fresh doughnuts using our founder’s original recipe. The brand’s iconic Hot Light lets consumers know when doughnuts are being made in the shop so they can stop in and enjoy them hot, right off the line.

A TASTE OF WHAT YOU WILL BE DOING:

· Provide exceptional customer service to guests by nurturing a culture where all people know that their wonderfully original identities are welcomed & loved.

· Take and complete orders timely and accurately

· Accept payment for products and ensure delivery of correct change.

· Maintain knowledge of products and current promotions

· Restock products to ensure freshness,

· Maintain the overall appearance and cleanliness of the shop.

YOUR RECIPE FOR SUCCESS:

· No previous experience necessary

· Open availability and flexibility are a must – the ability to work any shift.

· Present self in a professional manner, including adhering to uniform standards.

· Has a steadfast commitment to nurture an equitable, unbiased culture where our peeps are empowered to showcase their originality.

· Must be 16 years of age or older.

· Travel Requirements
: 0-10%

· Must be authorized to work in the US without sponsorship.

BENEFITS:

· Weekly Pay

· Career opportunities – we are growing!

· Comprehensive benefits (medical, vision, and dental insurance)

· Employee discount program

· 401K plan

· PTO and “dream” days

· Company events

· Education Reimbursement

· Adoption Assistance

· Life Insurance

· FSA/HSA Plans

· Pet Insurance

Krispy Kreme is an Equal Opportunity Employer:

At Krispy Kreme, we believe that your originality sweetens our recipe. We value the diverse ingredients of the ethnicity, national origin, race, age, sex, gender, intersex, or veteran status of every individual. We strive for an inclusive culture that allows each of our peeps to bring their bold authentic self to work regardless of their religion, gender identity & expression, sexual orientation, or disability.

Physical Demands and Working Conditions

· The physical demands and work environment characteristics described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.

· Exerting up to 50 pounds of force occasionally, and/or up to 20 pounds of force frequently, and/or up to 10 pounds of force constantly to move objects.

· Exposure to internal and external environmental conditions

· Shop – fluctuating temperatures and noise levels

· Exposure to known allergens including but not limited to nuts.

· Noise of a production and/or processing area

image1

Minnie Mouse MGMT 471-10

Midterm, Spring 2025

Question #1

Single space your answer to question #1. Indent each new paragraph. Double space between the next question.
Provide in-text citations for direct quotes and paraphrasing.

Yada, Yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada

Question #2

Single space your answer to question #2. Indent each new paragraph. Double space between the next question.
Provide in-text citations for direct quotes and paraphrasing. Yada, Yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada

Yada, Yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada

Question #3

Single space your answer to question 3. Indent each new paragraph. Double space between the next question.
Provide in-text citations for direct quotes and paraphrasing. Yada, Yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada

Yada, Yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada

Question #4

Single space your answer to question #4. Indent each new paragraph. Double space between the next question. Provide in-text citations for direct quotes and paraphrasing. Yada, Yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada

Yada, Yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada

Question #5

Single space your answer to question #5. Indent each new paragraph. Double space between the next question.
Provide in-text citations for direct quotes and paraphrasing. Yada, Yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada

Yada, Yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada

Question #6

Single space your answer to question #6. Indent each new paragraph. Double space between the next question.
Provide in-text citations for direct quotes and paraphrasing. Yada, Yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada

Yada, Yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada

Question #7

Single space your answer to question #7. Indent each new paragraph. Double space between the next question.
Provide in-text citations for direct quotes and paraphrasing. Yada, Yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada

Yada, Yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada

Question #8:

Single space your answer to question #8. Indent each new paragraph. Double space between the next question.
Provide in-text citations for direct quotes and paraphrasing. Yada, Yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada

Yada, Yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada, yada

References

Bowie State University Academic Computing Training for Students (n.d.). Academic computing

training for students: Blackboard Learn ULTRA student orientation.
Bowie State University.

https://bowiestate.edu/about/administration-and-governance/division-of-academic-affairs/academic-computing-and-online-course-support/lms-and-instructional-tools-training-for-students.php

Bowie State University Core Values (n.d.). Core values.
Bowie State University.

https://bowiestate.edu/about/at-a-glance/core-values.php

Horowitz, D. (2011, May). We need a “moral operating system” [Video File].

TEDxSiliconValley.

John, O. P. (2000). The Big Five personality test.
The Big Five Project.

http://www.outofservice.com/bigfive/

O*NET Online (n.d.). O*NET Online.
U.S. Department of Labor.

https://www.onetonline.org/

Valentine, S. R., Meglich, P. A., Mathis, R. L., & Jackson, J. H. (2025).
Human Resources

Management (17th ed.). Boston MA: Cengage Learning.

Turn in your highest-quality paper
Get a qualified writer to help you with

“ Human Resource Management Human Resources Assignment ”