Sie sind auf Seite 1von 40

MGT 501 solved mcqs HRM

MGT501 solved mcqs


1. HRM is associated with the management of: General people Financial resources Organizational people ommunit! mem"ers 2# $hich of the following management function includes setting standards for ever!one in the organi%ation& Planning 'rgani%ing (eading ontrolling 3# Motivating the emplo!ees is classified as: )nformational role Interpersonal role *ecisional role onceptual role 4# $hich of the following is the main responsi"ilit! of an HR department& +ttracting candidates for ,o" -nsure staff development .eep emplo!ees motivated ll o! t"e given options 5# HR managers are generall! the /////////////// managers: (ine Middle #ta!! Top $# Manufacturing was the main concern of personnel department during: Mec"anistic period atal!tic period 'rganistic period 0trategic period

%# Running the organi%ational activities is called: Management process -1ecutive position 2ualit! management *# 3erformance measurement &# 4o"s are identified 5 grouped while: 3lanning Organizing (eading ontrolling '# -ffective HRM leads to: Organizational s(ccess 'rgani%ational failure 'rgani%ational comple1it! 'rgani%ational inefficienc! 10# 'rgani%ational goals should "e: c"ieva)le +m"iguous Random 6ague 11# ustomers of an organi%ation fall under which of the following categor!& 0hareholders 0taff 3artners #ta*e"olders 12# $hat could "e the "est approach for an organi%ation to sustain in a d!namic environment& 7e stagnant +esponsive to c"ange Reluctant to change Merge with others 13# The thorough 5 detailed stud! regarding ,o"s within an organi%ation is represented "!: ,o) anal-sis 4o" description 4o" specification

4o" evaluation

14# + practice used "! companies to assign their costl! activities to outside providers is 8nown as: 3lanning *ecentrali%ation Restructuring O(tso(rcing

15# 'rgani%ational "ehavior depicts the: 4argons used within the organi%ation .ollective )e"avior o! emplo-ees -ffect of societ!9s "ehavior on an organi%ation +ll of the given options

1$# (eaders perform: *ecisional roles )nformal roles )nformational roles Interpersonal roles

1%# 'rgani%ations ta8e inputs from: Rules 5 policies )nternal environment /0ternal environment (egislations 5 litigations

1&# $hich of the following s!stem represents interrelated activities& + closed s!stem +n isolated s!stem n open s-stem + clogged s!stem

1'# 7rain drain is one of the: Organizational t"reat 'rgani%ational opportunit! 'rgani%ational strength 'rgani%ational wea8ness 20# 0hifting from manual to computeri%ed s!stem is resulted due to: $or8force diversit! Tec"nological advancement

0ta8e holders involvement *# Glo"ali%ation 21. $hich of the following statement reflects the :+ge *iscrimination +ct: for wor8ers&

t t"e age o! 40 to %01 2or*ers can not )e retired )- !orce +t the age "elow 1;< wor8ers can never "e hired Having 10 !ears of e1perience< wor8ers should "e promoted $or8ers can never "e rehired if retired once 22# Reactive approach to overcome the influence of discriminator! practices occurred

in the past is referred as: -qual emplo!ment opportunit! !!irmative action HR planning (itigation process 23# 'rgani%ations put ma1imum effort in measuring performance of organi%ational people "ecause: )t ma8es procedures cost effective It "elps in detecting t"e pro)lems )t leads to product innovation *# )t assists in implementing new technolog! 24# )n order to promote un"iased management< organi%ations should develop: 3owerful union 0trategic alliance 3egal compliance 0ta8eholder influence 25# Following are all included in :0tatistical +pproach: of forecasting< /4./PT: Trend anal!sis #ensitivit- anal-sis Ratio anal!sis Regression anal!sis 2$# +lternative wor8 arrangements include all of the following< /4./PT: 3art=time wor8 Fle1i"le hours On5site c"ild care 4o" sharing

2%# How often HR planning process is implemented within an organi%ation& .ontin(o(sl +nnuall! 7i=annuall! 2uarterl! 2&# $hich of the following reflects the relationship "etween M)0 5 HR)0& 7oth are same M)0 is one aspect of HR)0 6+I# is one aspect o! MI# >o relationship e1ists

2'# ?0trengths9 5 ?$ea8nesses9 are //////////////////// to an organi%ation# )mportant Internal -1ternal *# entral

30# $hich of the following statement "est reflects the 4o" anal!sis& .oncept(al process $ritten statement Recruitment method (egal clause

31# 0tandards are esta"lished to: c"ieve desired o(tcomes Meet legal compliance +chieve competitive advantage 3romote goodwill in mar8et

32# $hich of the following constraint does 7OT affect the recruiting efforts& ompensation of the ,o" )mage of the organi%ation )nternal organi%ational policies 8. 7one o! t"e given options

33# 4o" evaluation is "ased on the: 3h!sical s8ills required "! the ,o" +elative 9o) 2ort" !or an organization omple1it! of the ,o" to perform onceptual s8ill required "! the ,o"

34# $ho is in the "est position to o"serve and evaluate an emplo!ee9s performance for the purposes of a performance appraisal& 3eers ustomers Top management Immediate s(pervisor

35# $hich of the following is a stated outcome of :4o" +nal!sis:& 4o" description 4o" specification 4o" evaluation ll o! t"e given options 3$# $hich of the following term is used as an indicator of missing information "! the applicant while ma8ing selection decision& +ed !lag Red alert High alert +larming situation 3%# $hich of the following "est defines recruitment in an organi%ation& Forecast the suppl! of outside candidates 8evelop an appropriate applicant pool *etermine the importance of ,o" applicants *# +ll of the given options 3&# $hich of the following term is used for choosing the individual who is "est suited to a particular position and to the organi%ation from a group of potential applicants& Recruitment 0taffing -nrollment #election

3'# Followings are included in contingent wor8ers< /4./PT: 3art=timers ontractors 8irectors Temporaries

40# $hich of the following term contains information regarding machines 5 equipments used at wor8place& 4o" anal!sis 4o" specification ,o) description 4o" evaluation 41. HRM is associated with the management of@ General people Financial resources Organizational people ommunit! mem"ers 42# ost of human resources refers to@ ompan! profits -mplo!ee shares #alar- pac*ages -arned revenues 43# Top level managers require ////////////////// s8ills the most@ Technical )nterpersonal .oncept(al Mechanical 44# Matching the ,o" description with the individuals9 qualification is an important aspect of@ )0 M)0 6+I# *7M0 45# HR managers are generall! the /////////////// managers@ (ine Middle #ta!! Top 4$# Manufacturing was the main concern of personnel department during@ Mec"anistic period atal!tic period 'rganistic period

0trategic period

4%# 0$'T +nal!sis is a tool for@ *etermining organi%ation9s mission *eveloping organi%ational goals Formulating strategies /nvironmental scanning

4&# 4o"s are identified 5 grouped while@ 3lanning Organizing (eading ontrolling

4'# +ccording to the Hawthorne studies< the productivit! of emplo!ees@ )ncreased "! increasing light *ecreased "! decreasing light Increased )- o)serving t"em >o change in their productivit!

50# 'rgani%ational goals should "e@ c"ieva)le +m"iguous Random 6ague

51# $hich one of the following is 7OT the source of wor8force diversit!& +ge Gender -ducation +esentment 52# To anticipate the human resource needs of the organi%ation "ased on some previous data or managerial ,udgment is 8nown as@ 8emand !orecasting 0upplies forecasting Financial forecasting 0ales forecasting 53# The thorough 5 detailed stud! regarding ,o"s within an organi%ation is represented "!@ ,o) anal-sis

4o" description 4o" specification 4o" evaluation 54# + practice used "! companies to assign their costl! activities to outside providers< Afor the purpose of cost savingB< rather than completing it internall! is called@

3lanning *ecentrali%ation Restructuring O(tso(rcing 55# 'rgani%ational "ehavior depicts the@

4argons used within the organi%ation .ollective )e"avior o! an organization -ffect of societ!9s common "ehavior on an organi%ation ulture prevails in an organi%ation 5$# (eaders perform@

*ecisional roles )nformal roles )nformational roles Interpersonal roles 5%# 'rgani%ations ta8e inputs from its@

Rules 5 3olicies )nternal -nvironment /0ternal /nvironment (egislations 5&# +s organi%ational activities are interrelated< it is said to "e@

+ closed s!stem +n isolated s!stem n open s-stem + clogged s!stem 5'# Management sciences department is one of the /////////////// of the 6C@

0!stem #()s-stem 7oard 0tructure

$0# 0hifting from manual to computeri%ed s!stem is resulted due to@ $or8force diversit! Tec"nological advancement 0ta8e holders involvement Glo"ali%ation $1. Rewards offered to la"ors involved in production< are categori%ed as@ 0alar! Fringe "enefits :age *# ommission

$2# The goal of pre=retirement educational programs is to@ )mprove ,o" satisfaction )ncrease emplo!ee commitment Minimi%e medical claims from retirees 8. /ase t"e transition !rom 2or*ing li!e to retirement

$3# 'rgani%ations put ma1imum effort in measuring performance of organi%ational people "ecause@ )t ma8es procedures cost effective It "elps in detecting t"e pro)lems )t leads to product innovation )t assists in implementing new technolog!

$4# $illingness< capacit! 5 opportunit! to perform are said to "e@ 3erformance outcomes 8eterminants o! per!ormance 3erformance appraisals T!pes of performance standards

$5# 'ne of the ma,or "arriers to career advancement e1periencing "! wor8ing ladies is@ 8i!!ic(lt- in )alancing 2or* and !amil- li!e Top management is usuall! male oriented (ac8 of educational opportunities ommon perception that woman can not "e "etter "oss

$$# +lternative wor8 arrangements include all of the following /4./PT@ 3art=time wor8 Fle1i"le hours On5site c"ild care 4o" sharing

$%# Mr# +hmed is a cashier and he feels dissatisfied at wor8# $hat "est ,ustifies this situation& 6is 9o) ma- not )e str(ct(red to s(it "is pre!erences )t involves ph!sical toughness )t requires mental toughness )t involves too much customer interaction $&# The ///// pro"lem occurs when supervisors tend to rate all their su"ordinates consistentl! high# entral tendenc! 3enienc0trictness Halo effect $'# The relationship "etween critical incident method 5 7+R0 A"ehaviorall! anchored rating scaleB is@ >o relationship e1ists *ifferent methods to evaluate performance ;ot" are similar P met"ods omparison method is used for 3+< while 7+R0 is related to training evaluation %0# $hat is another term for DE0=degree feed"ac8& Feed"ac8 loop M(lti5so(rce assessment Cpward feed"ac8 ircle feed"ac8 %1# 0tandards are esta"lished to@ c"ieve desired o(tcomes Meet legal compliance +chieve competitive advantage 3romote goodwill in mar8et %2# The point method to evaluate ,o" is an e1tension of@ Ran8ing method <actor comparison met"od lassification method 3oint factor method %3# 4o" evaluation is "ased on the@ 3h!sical s8ills required "! the ,o"

+elative 9o) 2ort" !or an organization omple1it! of the ,o" to perform onceptual s8ill required "! the ,o" %4# $ho is in the "est position to o"serve and evaluate an emplo!ee9s performance for the purposes of a performance appraisal&

3eers ustomers Top management Immediate s(pervisor %5# Groups are called ////////////// if ,o"s are similar#

.lasses Grades 0cales Roles %$# Train the raters prior to conduct the performance appraisal is an important

responsi"ilit! of@ Top management 6+ department (ine managers 3roduction department

%%# urrentl! 'rgani%ations are providing "enefits to their emplo!ees@ To attract ne2 )lood in t"e organization To create stronger customer relationship To enhance the mar8et share +ll of the a"ove

%&# Following are all e1amples of direct compensation -F -3T@ Pension 0alar! 7onus )ncome

%'# 'ne of the main flaws of lassification method to evaluate the ,o"s is@ )t is an e1pensive method 'nl! "eneficial for small organi%ations Ma1imum pro"a"ilit! of "iasness 7ot (se!(l 2"en 9o)s are di!!erent

&0# $hich of the following measurement methods rates emplo!ee performance relative to other emplo!ees& Graphic rating scale .omparative met"od -ssa! method ritical incident method &1. s-stem (sed to acq(ire1 store1 manip(late1 anal-ze1 retrieve1 and distri)(ted in!ormation related to t"e compan-=s "(man reso(rces is called a>n? @@@@@@@@@@@@@@@ 6+I# 3rogressive discipline s!stem )R0 ontingent wor8force s!stem &2.:"ic" o! t"ese is a ma9or dimension o! 6+M practices contri)(ting to compancompetitivenessA ompensating human resources +cquiring and preparing human resources Managing the human resource environment ll o! t"e given options &3.6+M "as primar- responsi)ilit- !or all o! t"ese implementation varia)les e0ceptB Tas8 design 3eople Reward s!stems Organization str(ct(re &4.:"ic" o! t"ese is t"e process o! getting detailed in!ormation a)o(t 9o)sA 4o" design 4o" description ,o) anal-sis 4o" s8ills &5.In 2"ic" o! t"ese steps1 t"e 6+ manager attempts to ascertain t"e s(ppl- o! and demand !or vario(s t-pes o! "(man reso(rcesA <orecasting 3rogram implementation -valuation Goal setting

&$.:"ic" o! t"ese is de!ined as an- practice or activit- carried on )- t"e organization 2it" t"e primar- p(rpose o! identi!-ing and attracting potential emplo-eesA + leading indicator anal!sis +ecr(itment 3ersonnel policies 0election &%.#cienti!ic management 2as one o! t"e earliest and )est5*no2n statements o! t"e @@@@@@@@@@@@@ approac". 7iological Motivational 3erceptual=Motor Mec"anistic &&.Most 6+ !(nctions spend ver- little time onB Traditional activities Transactional activities Transformational activities *a!=to=da! operational activities &'.Pla-ing t"e role o! @@@@@@@@@@@@ req(ires designing and delivering e!!icient and e!!ective 6+ s-stems1 processes1 and practices. +dministrative +gent hange +gent #trategic Partner -mplo!ee +dvocate '0.:"ic" o! t"ese re!ers to t"e degree to 2"ic" decision5ma*ing a(t"orit- resides at t"e top o! t"e organizational c"artA 4o" design *ecentrali%ation Cnit! of command .entralization '1..areer development consists o! s*ills1 ed(cation and e0periences as 2ell as )e"avioral modi!ication and re!inement tec"niq(es t"at allo2 individ(als to 2or* )etter and add val(e.

'2.Mentoring C .oac"ing "as )ecome increasingl- important over t"e -ears )eca(se t"e emplo-ees 2"o aspire to "ig"er management levels in t"e organization o!ten need t"e assistance and advocac- o! someone "ig"er (p in t"e organization. '3.T"e goal o! meas(ring per!ormance is to improve t"e e!!ectiveness C e!!icienc- o! t"e organization )- aligning t"e emplo-eeDs 2or* )e"aviors C res(lts 2it" t"e organizationDs goals1 improving t"e emplo-eeDs 2or* )e"aviors C res(lts. '4.Innovation entails developing s*ills to discover ne2 prod(cts and processes and designing adapta)le str(ct(res and c(lt(res. '5.3a)or (nion mig"t a!!ect t"e appraisal process )- stressing seniorit- as t"e )asis !or promotions and pa- increases. '$.M;O req(ires t"at s(pervisors and emplo-ees determine o)9ectives !or emplo-ees to meet d(ring t"e rating period and t"e emplo-ees appraise "o2 2ell t"e- "ave ac"ieved t"eir o)9ectives. '%.Organizational approac"es t"at are )ecoming increasingl- pop(lar in dealing 2it" t"e needs o! d(al career co(ples are !le0i)le 2or* sc"ed(les1 telecomm(ting1 and t"e o!!ering o! c"ild5care services. '&.T"e 2or*ers m(st loo* across compan- lines to ot"er organizations to determine 2"at s*ills are trans!era)le1 and t"en go and get t"em ''.Per!ormance !eed)ac* s"o(ld do more t"an in!orming learners 2"et"er t"e- 2ere rig"t or 2rong. ,(st noti!-ing t"e trainees t"at t"e- 2ere 2rong is not as e!!ective as telling t"em 2"- t"e- 2ere 2rong and "o2 t"e- can avoid ma*ing t"ose mista*es in !(t(re. 100. ssistant to Position emplo-ees are given t"e opport(nit- to 2or* (nder a s(ccess!(l manger1 o!ten in di!!erent areas o! organization. In doing so1 t"ese emplo-ees get e0pos(re to 2ide variet- o! management activities and are groomed !or ass(ming t"e d(ties o! ne0t "ig"er level. 101.One reason !or !alling (nion mem)ers"ip in recent -ears is t"at @@@@@@@@@@ 3egislation protects 2or*ers in a 2a- t"at 2as once onl- o!!ered )- t"e (nions Cnions have "een seen as largel! ineffectual Cnion mem"ership is too e1pensive Manufacturers will not hire union mem"ers Cnion mem"ers earn less on average compared to non=union mem"ers

102. ll o! t"e !ollo2ing t-pes o! organizations are covered )- t"e Occ(pational #a!etand 6ealt" ct e0cept @@@@@@@@@@ Federal agencies Hospitals 0chools #el!5emplo-ed persons Manufacturing facilities 103.T"ere is !airl- strong evidence t"at traits can predict @@@@@@@@@ more acc(ratelt"an leaders"ip e!!ectiveness 3eaders"ip emergence -1traversion in leaders (eadership awareness (eadership competence The conscientiousness of leaders 104.:"ic" one o! t"e !ollo2ing is not implied in t"e de!inition o! po2erA )nfluence 3otential *ependenc! ct(alization apacit!

105.T"e con!lict5"andling intention o! accommodating is @@@@@@@@ assertive and uncooperative assertive and cooperative unassertive and uncooperative (nassertive and cooperative reflective and emotional 10$.:"ic" department en!orces t"e standards set o(t in t"e Occ(pational #a!et- and 6ealt" ctA *epartment of Health 0ervices 8epartment o! 3a)or *epartment of *efense *epartment of Financial 0ervices -conomic *evelopment *epartment 10G#<amil- iss(es1 economic pro)lems1 and personalit- c"aracteristics are e0amples o! t"e @@@@@@@@@@ !actor o! potential stress

0ocial -nvironmental 3ersonnel 3s!chological Personal 10&.T"e @@@@@@@@@@@ !orm o! (nion sec(rit- means t"at it is (p to t"e 2or*ers 2"et"er or not t"e- 9oin t"e (nion and onl- t"ose 2"o 9oin m(st pa- d(es.

losed shop Cnion shop +genc! shop Open s"op Maintenance of agreement

10'.T"e dimension o! assertiveness re!ers to sit(ations @@@@@@@@ in 2"ic" one part- attempts to satis!- "isE"er o2n concerns in which there is an e1pression of competition involving a ma,or "ehavior change that lead to conflict in which one part! "ehaves generousl!

110#:"ic" o! t"e !ollo2ing )ene!its co(ld )e a2arded as 2or*ersD compensationA ash "enefit Medical services Time off with pa! Time off without pa! a and ) 111# +ppraisal of a wor8er9s performance can "e descri"ed as: 3lanning +ctivit! 'rgani%ing +ctivit! .ontrolling ctivit(eading +ctivit! 112# Hawthorne studies depict the effects of wor8 environment on: 6(man ;e"avior Human 3erformance Human 0atisfaction +ll the given options

113. 3rocess of wor8ing with different resources to accomplish organi%ational goals is as: 0trategic management Human Resource management Management Team wor8 114. The concept of how a person "ehaves in a group can "e attri"uted to: Thermod!namics Gro(p 8-namics M7' AManagement "! o",ectivesB Group 7ehavior 115. The stud! of 'rgani%ational 7ehavior is closel! related to: Human 3s!cholog! Human 7ehavior in general 6(man ;e"avior at 2or* Human=Machine )nteraction 11$. -ssential component of an organi%ation is: Team #tr(ct(re )ndividual >one of the given options 11%. The whole is greater than the sum of its parts is 8nown as: -fficienc! -ffectiveness 3roductivit! #-nerg11&. 6irtual teams can contri"ute to "etter coordination among the team mem"ers "ecause: Tec"nolog- )rings t"em toget"er on a !or(m. Team mem"ers meet ph!sicall! with each other Team mem"ers share views among themselves via communication lin8s#

8nown

Team mem"ers have the real time environment for interaction# 11'. 0etting standards should "e left to the emplo!ee rather than organi%ation leads to self controlling "ecause:

)t follows the management "! o",ective approach# )t increases the productivit! of the wor8er )t increases the confidence of wor8ers :or*ers come (p to t"e "ig" standard since t"e- "ave no press(re !rom "is s(periors. 120. $hich one is not "asic component of '7 A'rgani%ational 7ehaviorB Model&

'rgani%ation Group Team )ndividual 121. ,o) posting

isB Internal advertisement )- an organization to attract candidates !rom t"e e0isting emplo-ees1 against a vacanc-. The s!stem of transferring e1isting emplo!ees to compara"le new ,o"s availa"le in the organi%ation# +n arrangement of in house training of emplo!ees for career advancement# Grouping together of a famil! of similar ,o"s< under a single title to esta"lish uniformit! of standards in controls and compensations# 1HH# +ealistic 9o) previe2 is aB Technique for listing elements of ,o" "efore selecting someone to perform it# 3erformance appraisal technique# selection device t"at ena)les t"e candidates to learn )ot" t"e negative and positive in!ormation a)o(t t"e 9o) and organization. >one of the given options 123. ,o) anal-sis can )e per!ormed in all o! t"e !ollo2ing 2a-s e0ceptB O)serving "o(rl- 2or* Reviewing interviews conducted with departing emplo!ees 0tud!ing diaries or dail! ,ournals that manager 8ept over a three=month period Giving wor8ers chec8lists to indicate which tas8s on the list are performed during ,o" e1ecution

1HI# .onsidering contin(o(s process improvement activities in organizations1 #"o(ld FGero de!ectsH reall- )e a goalA Jes perfection is reasona"le goal# >o< 0#1 percent errors can "e corrected much more efficientl! than the! can "e Jes most industries find this an attaina"le goal# #ometimes1 !or some mista*es1 cost )ene!its can not )e calc(lated 1H5# Organizational e!!icienc- is e0pressed asB 3lanning for long=run goals Ma*ing t"e )est (se o! scarce reso(rces Goal attainment Meeting deadlines 12$. Goal setting isB Top down process 7ottom up process process o! top do2n s(pport and )ottom (p development + function of senior management 12%. :"en t"e !irm c"anges t"e 2a- it operates1 t"e process is *no2n asB *ownsi%ing 7rain drain +estr(ct(ring 'utsourcing 12&. :"ic" one is not incl(ded in t"e "iring processA Recruitment 0ociali%ation 0election ,o) speci!ication 12'. /!!ectiveness is 55555555555 8o rig"t t"ings *o things right 3roductivit! prevented

+ll of the given options 1D0# /0tents o! individ(al !reedom and discretion emplo-ees "ave in per!orming t"eir 9o)s is Ino2n as

apitation Fle1time -mpowerment (tonom1D1#7ased on the concept of q(ali!ied privilege< some courts have ruled that emplo!ers must "e a"le to tal8 to one another a"out emplo!ees# 1DH# ontrol and oordination of headquarters ma! "e impeded in selecting 6ost5.o(ntr7ationals 133.Pre5arrival stage e1plicitl! recogni%es that each individual arrives in organi%ation with a set of organi%ational values< attitudes< and e1pectations# 134.Training involves planned learning activities designed to improve an emplo!ee9s performance at herKhis current ,o"# 1D5#The anal!sis that identifies the 8inds of the s8ills and "ehaviors required for the incum"ents of a given ,o" and the standards of performance that must "e met is called Tas*EOperational nal-sis. 1DE# lear tas8 instructions and model appropriate "ehavior are required for /!!ective learning#

1DG#Training to "e more effective< is supposed to "e followed with careful eval(ation# 1D;#The "enefits gained "! a T 5 * program must outweigh the cost associated with providing the learning e1perience# 1DL##(ccession planning programs are considerations of the ,o" openings that presentl! e1ist in an organi%ation< the openings that are li8el! to occur in the future< and how these positions might "e filled# 1I0#)n ssistant to Position method< emplo!ees with demonstrated potential are given the

opportunit! to wor8 under a successful manger< often in different areas of organi%ation#

1I1#+ process that significantl! affects organi%ational success "! having managers and emplo!ees wor8 together to set e1pectations< review results< and reward performance# Management "! '",ectives 3erformance +ppraisal Per!ormance Management 'rgani%ational 3lanning 1IH#//////////////// is solel! responsi"le for managing individual9s career# Individ(al Team 'rgani%ation HR Manager 1ID#The evaluator uses a list of "ehavioral descriptions and chec8s off those "ehaviors that appl! to the emplo!ee# This method of appraisal is called Forced= hoice +ppraisal Forced *istri"ution +ppraisal ."ec*list ppraisal 7ehaviorall! +nchored Rating 0cales 1II#+n! compensation method that ties pa! to the quantit! or qualit! of wor8 the person produces is called Gain=sharing 3lan )ncentive 3lan ompensation 3lan Pa- !or per!ormance Plan 1I5#-mplo!ee evaluations are directl! affected "! a Msupervisor9s perceptions of who is "elieved to "e in control of the emplo!ee9s performance N the emplo!er or the manager#O This theor! is 8nown as ttri)(tion T"eor0tereot!pe Halo -ffect >one of a"ove options 1IE#$hich has an impact on ,o" pricing and the ultimate determination of an individual9s financial compensation&

The 'rgani%ation The 4o" The -mplo!ee ll o! t"e a)ove options 1IG#'ffice environment that contain harmful air"orne chemicals< as"estos< or indoor pollution is referred to Homicide #ic* ;(ilding Green -nvironment -nvironment pollution 1I;#7enefits offered to emplo!ees reflect man! of the trends e1isting in our

ountr! -nvironment 'rgani%ation 3a)or <orce 1IL#Recognition< positive reinforcement and emplo!ees9 empowerment can "e used to avoid the

T(rnover onflict +ccident Frustration 150#>ot giving a compliment for a ,o" done ver! well can cause

3unishment /0tinction >egative Reinforcement *e=motivation 151#<eed )ac* is information a"out some "ehavior and its effects# 15H#0upportive communication is honest< accurate interpersonal comm(nication that focuses on "uilding and enhancing relationships# 15D#The e1tent to which mem"ers of a culture give preference to an in=group over individual goals is collectivism.

15I#.ontri)(tor- Plans are group health=care plans in which emplo!ees share in the cost of the premiums# 155##tress is comple1 issue@ it can affect the per!ormance in positive as well as negative wa!s# 15E#+ *eveloping trend toward integrating disa"ilit! coverage with wor8ers< compensation and< eventuall!< with group health care is 8nown as managed "ealt". 15G#Jnion s"op1 a union securit! provision stipulating that< as a condition of continued emplo!ment< an individual must ,oin the union that represents emplo!ees after a pro"ationar! period# 15;#)n negotiations< the "argaining posture that assumes that the goals of the parties are irreconcila"le is 2in lose )argainingEdistri)(tive )argaining. 15L#+ll the practices that implement the philosoph! and polic! of an organi%ation with respect to emplo!ment are called emplo-ee relations. 1E0#:"istle K)lo2ing1 *isclosure "! former or current organi%ation mem"ers of illegal< immoral< or illegitimate practices under the control of their emplo!ers# 1E1#$hich is a common law doctrine stating that emplo!ers have the right to hire< fire< demote< or promote whomever the! choose< unless there is a law or contract to the contrar! # Management Rights /mplo-ment at :ill 0tatutor! Rights ontractual Rights 1EH#The a"ilit! of one person to influence another is Po2er Responsi"ilit! +uthorit! +ll given options 1ED#The first formal stage of the disciplinar! procedure is $ritten 6er"al $arning :ritten :arning -mplo!ee 0eparation 0how= ause >otice

1EI#+ wor8er surplus forecasted results in reative Recruiting 0pecial Training 3rograms +ed(ced 6o(rs 0uccession 3lanning 1E5#$hich theor! suggests that a leader should adapt hisKher leadership st!le to the tas8& 3ath=Goal (eadership Theor! 6room=4ago=Jetton Model (MF Theor! T"e #it(ational 3eaders"ip Model 1EE#To "e effective< leaders must provide a /////////////////that is a general statement of the organi%ation9s intended direction that evo8es positive emotional feelings in organi%ation mem"ers# Lision Mission Goal *eclaration 1EG#These rights 3rotect emplo!ees from discrimination< 0afe wor8ing conditions< Right to form unions #tat(tor- +ig"ts ontractual Rights -mplo!ment policies ivil Rights 1E;#For simplicit!9s sa8e< we can classif! the most frequent violations of discipline into ///////////// categories# Two Three <o(r 0i1 1EL#To 7ecoming a (eader do all e1cept 7uild Jour 3ower 7ase *evelop Jour 4udgment Cse Jour Management 08ills 8o 7ot Tr(st n-one 1G0#+ forecasting tool that uses mathematical equations to predict the "ehavior of one varia"le on the "asis of other 8nown varia"leKs is 8nown as

Managerial ,udgment +egression anal-sis Trend anal!sis Ratio anal!sis 1G1#Reduced hours technique is used to

increase la!offs cope 2it" s(rpl(s initiate creative recruiting provide training 1GH#The actual hiring decision is done after

ph!sical e1am interview )ac*gro(nd investigation conditional ,o" offer 1GD#The ,o"s having challenging assignments< career oriented and having good remuneration

increase government influence recruiting cost image of organi%ation attractiveness o! 9o)

1GI#'rgani%ations assess the training needs through compan! record customer complaints )ot" o! t"e given options none of the given options

1G5#The purpose of overtime is to restrict recr(iting increase wor8ing hours reduce varia"le cost provide contingent wor8ers 1GE#The process in which organi%ation notifies its emplo!ees a"out ,o" openings through notice "oards< compan! pu"lications or letters is called internal recruitment 9o) posting ,o" advertisement

open house

1GG#election criteria ma! includes all e1cept education competencies applicant pool integrit!

1G;#To conduct ,o" anal!sis< HR manager wor8 together with all e1cept wor8er recr(it supervisor consultant

1GL#The test that measures a"ilit! to learn and to perform the ,o" is called aptit(de test wor8 sample test vocational interest test ,o" 8nowledge test

1;0# Hiring process completes "! selection recruitment training orientation

1;1#Mc lelland "elieves the needs for ///////////////////// are most important# e1pectanc!< instrumentalit!< and valance e1istence< relatedness< and growth positive reinforcement< negative reinforcement< and punishment a!!iliation1 po2er1 and ac"ievement 1;H#///////////are programs designed to help emplo!ees whose ,o" performance is suffering "ecause of ph!sical< mental< or emotional pro"lems# /mplo-ee ssistance Programs $ellness 3rograms 0afet! 3rograms Managed health 1;D#The DE0 degree appraisal wor8s "est in large organi%ations#

provides !eed)ac* !rom a verit- o! individ(als. aids in developing competitive intelligence# diminishes the effect of development in the appraisal process#

1;I#Following are the phases of the Motivational 3rocess e1cept >eed )dentification 0electing Goals -1tinction onsequences of performance RewardKpunishments

1;5#3lacing a dollar value on the worth of a ,o" is 8nown as ,o) Pricing 3a! Grades 3a! Ranges 0ingle=Rate 0!stem

1;E#Total compensation constitutes of direct rewards indirect rewards )ot" o! t"e given options none of the given options 1;G#Following wa!s can "e used to avoid the high turnover of emplo!ees e1cept Cse Recognition Jse moneCse 3ositive Reinforcement -mpower -mplo!ees 1;;#+ s!stem of retirement "enefits that provides "enefits li8e disa"ilit! insurance< survivor9s "enefits< and Medicare is called /////////# #ocial #ec(ritCnemplo!ment ompensation $or8ers9 ompensation 0ecurit! "enefit 1;L#Cpward appraisal is done "! )mmediate 0upervisor 3eers #()ordinates >one of the given options

1L0#//////////// e1ists when individuals performing similar ,o"s for the same firm are paid according to factors unique to the emplo!ee /mplo-ee /q(itTeam -quit! )nternal -quit! +ll of the given options 1L1#@@@@@@@@@ is t"e process o! acq(iring1 training1 appraising and compensating emplo-ees1 attending to t"eir la)or relations1 "ealt" and sa!et- and !airness concerns. (a"or Relations 'rgani%ational 7ehavior 6(man +eso(rce Management 'rgani%ational Health and 0afet! Management

1'2.:"ic" o! t"ese re!ers to t"e temporar-1 part5time and sel!5emplo-ed 2or*ersA )nternal la"or force .ontingent 2or* !orce High=performance wor8 s!stems *ownsi%ed emplo!ees 1'3.:"ic" )asic !(nction o! management incl(des delegating s()ordinates and esta)lis"ing c"annels o! comm(nicationA 3lanning Organizing (eading 0taffing 1'4.Over t"e past 25 -ears1 all o! t"ese areas o! legal environment "ave in!l(enced 6+M e0ceptB -qual emplo!ment opportunit! legislation -mplo!ees pa! and "enefits /mplo-ee competition legislation 4o" securit! 1'5.One o! t"e most pop(lar met"ods o! increasing emplo-ee responsi)ilit- and control is @@@@@@@. 'utsourcing PMilitar! modelP of management HR)0 :or* teams a(t"oritto

1'$.:"ic" o! t"ese is a ma9or dimension o! 6+M practices contri)(ting to compancompetitivenessA ompensating human resources +cquiring and preparing human resources Managing the human resource environment ll o! t"e given options 1'%.6o2 "as tec"nolog- c"anged 6+M practicesA Recruiting using the we" generates smaller< more focused applicant pools# -mplo!ee training is offered through scheduled classes rather than on demand# /lectronic res(mes ta*e less time to eval(ate t"an paper res(mes. >one of the given options# 1'&.6o2 do companies !acilitate 2or*!orce diversit-A Rel! on e1ternal support s!stems for minorit! wor8ers# -ncourage emplo!ees to challenge the "eliefs and values of other emplo!ees# ;(ild in acco(nta)ilit- t"ro(g" s(rve-s and a(dits. Reinforce traditional values# 1''./mplo-ee involvement req(ires e0tensive additional 6+M activit- in 2"ic" o! t"ese areasA Training 7enefits (a"or negotiation Mar8eting

200.Managers 2"o meet designated goals are @@@@@@@. +ssertive -fficient /!!ective -ntitled 201.8avid cond(cts ne2 emplo-ee orientation !or a large organization. 6is 2or* is 2it"in 2"ic" )asic 6+M !(nctionA Management Motivation areer planning Training and development 202./mplo-ee relations specialists are involved in 2"ic" o! t"ese activitiesA 6andling emplo-ee complaints

$or8ing with position control specialists in compensation >egotiating "enefits pac8ages oordinating interview schedules

203.T"e !at"er o! scienti!ic management is @@@@@@@@. *eming 7urns Ta-lor Hawthorne 204. large organization is an //O emplo-er 2it" an a!!irmative action plan. :"ic" o! t"ese activities is per!ormed as part o! t"e planA +ll ,o" applicants must have a recommendation from current or past emplo!ee )nsurance premiums from former emplo!ers of all applicants are anal!%ed ,o) req(irements are determined )ased on s*ills1 *no2ledge and a)ilities 4o" announcements are posted on the compan! "ulletin "oard 205.:"ic" o! t"ese items 2o(ld )e in t"e "ig"est sec(rit- categor- o! a t-pical 6+I#A -mplo!ee name Former emplo!ers #alar$or8 location 20$.:"ic" o! t"ese decreases in t"e la)or s(ppl- is t"e easiest to predictA Transfers=in +etirements 6oluntar! quits 3rolonged illnesses 20%.:al5Mart di!!erentiates its )(siness )- o!!ering t"e lo2est prices. O!!ering t"e lo2est prices is :al5MartDs @@@@@@@@@. Functional strateg! .ompetitive advantage *istinctive competence orporate strateg! 20&.@@@@@@@@@@ is t"e process o! assessing progress to2ard strategic goals and ta*ing corrective action as needed. 0trategic management 0trategic planning #trategic control

*iversification 20'.@@@@@@@@@ is t"e rig"t to ma*e decisions1 to direct t"e 2or* o! ot"ers and to give orders.

(eadership (t"orit*elegation Management 210.:"ic" o! t"e !ollo2ing is considered a q(alitative approac" to 9o) anal-sisA

3osition anal!sis questionnaire Intervie2s *epartment of (a"or approach Functional ,o" anal!sis 211.:"ic" o! t"e !ollo2ing personalit- c"aracteristics are associated 2it" people 2"o

are li*el- to e0"i)it violent )e"avior on t"e 9o)A 7e(rotic 'ptimistic -1traverted T!pe + 212.:"ic" o! t"ese s(ggestions is an e!!ective 2a- to deal 2it" stressA Meditation -1ercise Tal8ing with others ll o! t"e given options 213.In most large !acilities1 2"o is responsi)le !or red(cing (nsa!e 2or*ing conditions and red(cing (nsa!e acts )- emplo-eesA hief e1ecutive officer ."ie! sa!et- o!!icer 'ccupational safet! and health officer hief operations officer 214.:"o disting(is"ed )et2een intrinsic motivation and e0trinsic motivationA Frederic8 Ta!lor Frederic8 Her%"erg *avid Mc lelland /d2ard 8eci

215.:"ic" o! t"e !ollo2ing is categorized as an indirect pa-ment portion o! emplo-ee compensationA $ages 0alaries /mplo-er5paid ins(rance ommissions 21$.#tress can a!!ect not onl- -o(r "ealt"1 )(t also ot"er aspects o! -o(r li!e. :"at else can )e a!!ected )- stressA Famil! relationships $or8 performance Jour attention to safet! ll o! t"e given options 21%.Jnemplo-ment )ene!its are t-picall- a)o(t @@@@@@@@@@ percent o! a person=s earnings and last !or@@@@@@@@@@. 50M 2$ 2ee*s G5@ 1 !ear 100@ H !ears H5@ I wee8s H1;#Jnsa!e acts can )e red(ced t"ro(g" all o! t"e !ollo2ing met"odse0ceptB ,o) rotation 0creening Training )ncentive programs

21'.:"ic" o! t"ese is t"e most common t-pe o! retirement planA 8e!ined )ene!it -R)0+ *efined contri"ution Mone! purchase plan 220.:"ic" one o! t"e !ollo2ing statements is correct in relation to monetar- re2ards in accordance 2it" 6erz)ergDs T2o5<actor t"eor-A 3a! increases are a powerful long=term motivator Inadeq(ate monetar- re2ards are a po2er!(l dissatis!ied Monetar! rewards are more important than non=monetar! rewards 3a! can never "e used as a motivator

221.:"ic" pattern o! comm(nication is t"e q(ic*est 2a- to send a messageA The circle The chain The J T"e 2"eel 222.."ronic stress is t"e stress t"at 2ears at people da- a!ter da-. :"ic" o! t"ese is an e0ample o! c"ronic stressA +n unhapp! marriage 'ngoing mone! pro"lems *issatisfaction with a ,o" ll o! t"e given options 223.T"e relative position o! an organization=s pa- incentives compared to ot"er companies in t"e same ind(str- is *no2n asB 3a! structure 3a! appraisal Pa- level 3a! feed"ac8

224.Poor q(alit- lateral comm(nication 2ill res(lt in 2"ic" o! t"e !ollo2ingA (ac8 of direction 3ac* o! coordination (ac8 of delegation (ac8 of control

225.:"ic" o! t"e !ollo2ing is a "ealt" "azard in t"e 2or* placeA Cncollected waste paper Heav! o",ect Fra!ed cr!pt ll o! t"e given options 22$.Managers can motivate people to avoid per!orming d-s!(nctional )e"aviors )(singB I. /0tinction II. P(nis"ment III. 7egative rein!orcement )< ))< ))) ) and ))) )) and )))

I and II

22%.:or*ers= compensation )ene!its !all into all o! t"ese ma9or categories e0ceptB Medical care +etirement )ene!its *isa"ilit! income *eath "enefits

22&./0pectanc- t"eor- !oc(ses on t"e relations"ips )et2een 2"ic" t"ree !actorsA >eeds< effort and persistence >eeds< performance and inputs )nputs< performance and outcomes 7eeds1 per!ormance and o(tcomes

22'. "orizontal e0tension o! t"e o)9ect to increase tas* variet- is calledB 4o" evaluation 4o" enrichment ,o) enlargement 4o" rotation 230..omm(nication )et2een t2o mem)ers o! a pro9ect team !rom di!!erent !(nction1 )(t t"e same level o! a(t"orit- is @@@@@@@@ comm(nication. C3 ward *ownward 3ateral *iagonal HD1# HDH# HDD# +ll of the following are -1ternal -nvironmental Factors e1cept

(egal onsiderations The (a"or Force ustomers .orporate .(lt(re The people who perform tas8s in a wide variet! of human resource=related areas are called HR -1ecutives 6+ Generalists HR 0pecialist +ll of the given options + strateg! intended to achieve fair emplo!ment "! urging emplo!ers to hire certain groups of people who were discriminated against in the past is 8nown as

Fair emplo!ment -qual -mplo!ment 'pportunit! A--'B !!irmative action -mplo!ment discrimination HDI# Generall!< the goal setting is a

Top down process 7ottom up process Process o! top do2n s(pport and )ottom (p development Function of senior management HD5# Following are the reasons for conducting ,o" anal!sis e1cept

HDE#

0taffing wor8ers O)serving 2or*ers Training and *evelopment (egal onsiderations The method that uses the organi%ation9s current level of emplo!ment as the starting point for

determining future staffing needs is Gero ;ased <orecasting 7ottom=Cp +pproach Forecasting Human Resource +vaila"ilit! >one of the given options

HDG# ,o" anal!sis can "e performed in all of the following wa!s e1cept )nterviews conducted with departing emplo!ees +nal!%ing log "oo8s O)serving "o(rl- 2or*ers Giving wor8ers chec8list to indicate which tas8s on the list are performed during ,o"#

HD;# $hat specific activities listed "elow are part of the organi%ing function& Giving eac" s()ordinate a speci!ic tas* Recruiting prospective emplo!ees Training and developing emplo!ees *eveloping rules and procedures

HDL# ///// are authori%ed to direct the wor8 of su"ordinates# 0taff managers 3ine managers (eaders +dvisor! "oard mem"ers

HI0#

$hat tactic will emplo!ers li8el! have to ta8e to fill openings left "! retiring emplo!ees& )nstituting fle1i"le wor8 hours 3roviding elder care Hiring more women +e"iring retirees HI1#Following are the "asic principles or conditions that facilitate learning e1cept

3articipation Relevance Feed"ac8 /d(cation HIH# areer *evelopment is:

!ormal approac" ta*en )- an organization to "elp its people acq(ire t"e s*ills and e0periences needed to per!orm c(rrent and !(t(re 9o)s. +n emplo!ee9s progresses verticall! upward in the organi%ation from one specific ,o" to the ne1t# 7oth a vertical sequence of ,o"s and a series of hori%ontal opportunities# 0elf=understanding for future ,o"s# Then< the person is in a position to esta"lish realistic goals and determine how to achieve these goals# HID#/////////// can provide an opportunit! for the emplo!ee to share in decision ma8ing< to

learn "! watching others< and to investigate specific organi%ational pro"lems# (ectures 5 0eminars +ssistant to 3osition .ommittee ssignments 0imulations: HII#////// is a career=path method recogni%ing that technical specialists can and should "e allowed to continue to contri"ute their e1pertise to a compan! without having "ecome managers#

*emotion (ateral s8ill path 8(al5career pat" >one of the given options HI5#Training instruction for a small group< which emplo!s such techniques as role=pla!ing or

simulation etc# and encounters give and ta8e sessions and pro"lem=solving techniques is called: areer counseling :or*s"op *evelopment 3lan 'n the ,o" training

HIE#7arriers to career advancement include: (ac8 of time Rigid ,o" specifications 0hort=term focus ll o! t"e given options HIG#The "asic s8ills possessed "! the individual that are required to give certain performance are termed as: )ilit Motivation -1perience 3erformance

HI;#Csing the ////////// approach< managers evaluate organi%ational effectiveness# -1ternal resource Internal s-stems Technical 0!stems

HIL#+ career stage in which one "egins to search for wor8 and finds a first ,o" is: -1ploration period /sta)lis"ment period Middle stage >one of the given options H50#$ithout proper feed"ac8 a"out an emplo!ee9s effort and its effect on performance< we run the ris8 of decreasing hisK her /////////# 0alar! -1perience Motivation 3erformance appraisal

H51# The //// trust is "ased on the "ehavioral predicta"ilit! that comes from a histor! of interaction *eterrence="ased Ino2ledge5)ased )dentification="ased >one of the given options H5H# ////// is the process where"! union mem"ers vote out their union as their representative#

+uthori%ation card Representation certification +epresentation decerti!ication Trade union election H5D# $e can define //// as activities people perform to acquire< enhance< and use power and other

resources to o"tain their preferred outcomes in a situation of uncertaint! or disagreement# Organizational politics -1ecuting authorit! ollective "argaining 3osition power H5I# 3rotection from discrimination< safe wor8ing conditions and union formulation are ///// rights< provided to emplo!ees#

ontractual )ndividual #tat(tor'rgani%ational H55# + situation in la"or N management negotiation where"! management prevents union mem"ers

from returning to wor8 is called /////# Grievance 0tri8e +r"itration 3oc*o(t H5E# The ////// leadership is a set of a"ilities that allows the leader to recogni%e the need for change< to create a vision to guide that change< and to e1ecute that change effectivel!# Trans!ormational harismatic +utocratic Transactional H5G# The first formal stage of the disciplinar! procedure is $ritten 6er"al $arning :ritten :arning 0uspension *ismissal H5;# The cost associated with emplo!ee separations and turnover includes: Recruitment 5 0election costs

Training cost 0eparation costs ll o! t"e given options H5L# +ccording to /////< leaders ma! use different st!les with different mem"ers of the same wor8 group#

3ath=goal leadership 6room=4ago=Jetton model 3eader5mem)er e0c"ange t"eorThe situational leadership theor! HE0# Following the ////< discipline should "e immediate< provide ample warning< "e consistent<

and "e impersonal# *isciplinar! rules orrective action 3unitive action 6ot5stove r(le