Recruitment, Selection and Retention
Assignment A1.Job analysis is basically a process of data
collection, Discuss. Also point out the sources of job information,
and the sevenbasic areas in which job analysis provides
information.
A.1: A job analysis is the process used to collect information
about the duties, responsibilities, necessary skills, outcomes, and
work environment of a particular job. You need as much data as
possible to put together a job description, which is the frequent
outcome of the job analysis. Additional outcomes include recruiting
plans, position postings and advertisements, and performance
development planning within your performance management system.
The job analysis may include these activities:
reviewing the job responsibilities of current employees,
doing Internet research and viewing sample job descriptions
online or offline highlighting similar jobs,
analyzing the work duties, tasks, and responsibilities that need
to be accomplished by the employee filling the position,
researching and sharing with other companies that have similar
jobs,
Articulation of the most important outcomes or contributions
needed from the position.Job Analysis should collect information on
the following areas:
Duties and Tasks The basic unit of a job is the performance of
specific tasks and duties. Information to be collected about these
items may include: frequency, duration, effort, skill, complexity,
equipment, standards, etc.
Environment This may have a significant impact on the physical
requirements to be able to perform a job. The work environment may
include unpleasant conditions such as offensive odors and
temperature extremes. There may also be definite risks to the
incumbent such as noxious fumes, radioactive substances, hostile
and aggressive people, and dangerous explosives.
Tools and Equipment Some duties and tasks are performed using
specific equipment and tools. Equipment may include protective
clothing. These items need to be specified in a Job Analysis.
Relationships Supervision given and received. Relationships with
internal or external people.
Requirements The knowledge, skills, and abilities (KSA's)
required to perform the job. While an incumbent may have higher
KSA's than those required for the job, a Job Analysis typically
only states the minimum requirements to perform the job.
2. Job description and job specification are the twin products
of job analysis. Discuss. Also point out the process of job
description.
Ans: Job analysis is the combination of job descriptions and job
specifications. For simplification purposes, "specifications" are
the skills and background necessary to perform the responsibilities
of the job. Since specifications are often a matter of conjecture
and/or judgment, it is often advised that they not be listed on a
job description and, if they are, that they have been determined by
more than one person with the help of a professional analyst.
A job specification describes the knowledge, skills, education,
experience, and abilities you believe are essential to performing a
particular job. The job specification is developed from the job
analysis. Ideally, also developed from a detailed job description,
the job specification describes the person we want to hire for a
particular job.(An example is pertinent: Too often we've seen
"Bachelor's Degree required" written on a job description, and just
as often a bachelor's degree is not necessary to do the job.
However, three years' experience in the particular position may
indeed be necessary. Even then we suggest that the specification be
listed as "3-5 years experience required." Always leave yourself
"working room." The former, i.e., B.A., may be "discriminatory;"
the latter is acceptable.)
Job descriptions are written statements that describe the
duties, responsibilities, most important contributions and outcomes
needed from a position, required qualifications of candidates, and
the reporting relationship of a particular job. Job descriptions
are based on objective information obtained through job analysis,
an understanding of the competencies and skills required to
accomplish needed tasks, and the needs of the organization to
produce work.
A job description is "simply" a list of responsibilities and
functions that are required in a particular position. (Job
descriptions are often called position descriptions, and more
appropriately so because like jobs can be combined into one
description, i.e., clerk, secretary, executive secretary.) Each
responsibility should start with a verb which describes the
activity. These verbs should be "standardized" or understood by
those using the descriptions and the person doing the job.
Job descriptions clearly identify and spell out the
responsibilities of a specific job. Job descriptions also include
information about working conditions, tools, equipment used,
knowledge and skills needed, and relationships with other
positions.
Steps to Develop Job Descriptions
Gather the appropriate people for the task. The manager to whom
the position will report takes the lead to develop a job
description, but other employees who are performing similar jobs
can contribute to the development of the job description.
Additionally, if the position is new and will relieve current
employees of work load, they should be part of the discussion. A
first position? The manager or company owner can develop the job
description on his or her own.
Perform a job analysis. We need as much data as possible to
develop a job description. The job analysis may include:
the job responsibilities of current employees,
Internet research and sample job descriptions online or offline
highlighting similar jobs,
an analysis of the work duties, tasks, and responsibilities that
need to be accomplished by the employee filling the position,
research and sharing with other companies that have similar
jobs, and
articulation of the most important outcomes or contributions
needed from the position.
The more information we can gather, the easier the actual task
to develop the job description will be.
Write the job description. The company may have a format for job
descriptions so check with Human Resources. Often, however, all
Human Resources expects is a list of the responsibilities and they
prefer to develop the final format congruent with job descriptions
across the company.
These are the normal components of the job description:
Overall position description with general areas of
responsibility listed,
Essential functions of the job described with a couple of
examples of each,
Required knowledge, skills, and abilities,
Required education and experience,
A description of the physical demands, and
A description of the work environment.
The company and their process may vary, but these components
give the employee clear direction.
Review the job description periodically to make sure it
accurately reflects what the employee is doing and your
expectations of results from theemployee.
Use the job description as a basis for the employee development
plan (PDP) An employee's job description is integral in the
development of his or her quarterly employee development plan.
An effective job description establishes a base so that an
employee can clearly understand what they need to develop
personally, and contribute within your organization. Develop job
descriptions to provide employees with a compass and clear
direction.3. Do you agree that job specification is the statement
of minimum acceptable human qualities necessary to perform a job
properly? Yes or no, why? Also throw light on the contents of job
specification for the posts of HR Manager to be recruited in an
organization employing 5000 employees.
A.3 No I dont agree with this. Infect Job specification
summarizes the human characteristics needed for satisfactory job
completion. It tries to describe the key qualifications someone
needs to perform the job successfully. It spells out the important
attributes of the person in terms of education experience and
skills knowledge and ability to perform a particular job. In other
words it is a statement of employees characteristics and
qualifications required for satisfactory performance of defined
duties and tasks comprising a specific job or function. Therefore
we cant say that job specification is the statement of minimum
qualities, infect it is the statement of maximum quality that one
needed.The Human Resources Manager guides and manages the overall
provision of Human Resources services, policies, and programs for
the entire company. The major areas to manage are:
recruiting and staffing;
organizational and space planning;
performance management and improvement systems;
organization development;
employment and compliance to regulatory concerns;
employee orientation, development, and training;
policy development and documentation;
employee relations;
company-wide committee facilitation;
company employee and community communication;
compensation and benefits administration;
employee safety, welfare, wellness and health;
charitable giving; and
Employee services and counseling.
The Human Resources Manager coordinates implementation of
services, policies, and programs through Human Resources staff;
reports to the director and serves on the executive management
team; and assists and advises company executives about Human
Resources issues.
Primary Objectives:
Safety of the workforce.
Development of a superior workforce.
Development of the Human Resources department.
Development of an employee-oriented company culture that
emphasizes quality, continuous improvement, and high
performance.
Personal ongoing development.
4. Identify the main stages in the process of selection,
especially if the candidates have to be selected for the posts of
Vice President (HR) and Sr. Vice President (HR).
A.4 Selection involves the series of steps by which the
candidates are screened for choosing the most suitable persons for
vacant posts. the basic purpose of selection process is to choose
the right candidate to fill the various positions in the
organization.
There are different stages in selection especially for the post
of higher rank like Vice president HR and Sr Vice President Hr.
1. Response to vacancy: in this stage vacancy for the post
arises in the company when some one resign or a new post is created
in the company.2. Job analysis: In Job analysis the main task is to
analysis the particular job and analysis the responsibility and to
target the right person for the right job.3. Employment terms: in
this stage the main task is to define the terms and conditions of
employment and define the responsibility as well as discuss the
reward program.4. Communicate Vacancy: To target the candidate.
Where to target and to whom target. Whether to declare the vacancy
openly or just do it internally mostly for the senior position they
do it internally.5. Process applications: They start the
recruitment procedure in this stage. They documented the whole
procedure and start the procedure.6. Carry out selection programme:
Organize the interview date and panel for interview. Review the
candidates documents and his records.7. Make job offer(s) and
finalize contract: Make the offer to right candidate and offer the
job and give the feedback to rejected candidates.8. Evaluate
effectiveness of: Evaluate the effectiveness of the selection
process and evaluate the validity reliability and utility.5 In the
present era of information technology, the role of internet in
recruitment hardly needs any elaboration. Justify the
statement.Ans: The buzzword and the latest trends in recruitment is
the E-Recruitment. Also known as Online recruitment, it is the use
of technology or the web based tools to assist the recruitment
processes. The tool can be either a job website like naukri.com,
the organizations corporate web site or its own intranet. Many big
and small organizations are using Internet as a source of
recruitment. They advertise job vacancies through worldwide web.
The job seekers send their applications or curriculum vitae (CV)
through an e-mail using the Internet. Alternatively job seekers
place their CVs in worldwide web, which can be drawn by prospective
employees depending upon their requirements.The internet
penetration in India is increasing and has tremendous potential.
According to a study by NASSCOM Jobs is among the top reasons why
new users will come on to the internet, besides e-mail. There are
more than 18 million rsums floating online across the world.
The two kinds of e-recruitment that an organization can use is
Job portals i.e. posting the position with the job description and
the job specification on the job portal and also searching for the
suitable resumes posted on the site corresponding to the opening in
the organisation.
Creating a complete online recruitment/application section in
the companies own website. - Companies have added an application
system to its website, where the passive job seekers can submit
their resumes into the database of the organisation for
consideration in future, as and when the roles become
available.
Resume Scanners: Resume scanner is one major benefit provided by
the job portals to the organisations. It enables the employees to
screen and filter the resumes through pre-defined criterias and
requirements (skills, qualifications, experience, payroll etc.) of
the job.
Job sites provide a 24*7 access to the database of the resumes
to the employees facilitating the just-in-time hiring by the
organisations. Also, the jobs can be posted on the site almost
immediately and is also cheaper than advertising in the employment
newspapers. Sometimes companies can get valuable references through
the passers-by applicants. Online recruitment helps the
organisations to automate the recruitment process, save their time
and costs on recruitments.
Online recruitment techniques
Giving a detailed job description and job specifications in the
job postings to attract candidates with the right skill sets and
qualifications at the first stage.
E-recruitment should be incorporated into the overall
recruitment strategy of the organisation.
A well defined and structured applicant tracking system should
be integrated and the system should have a back-end support.
Along with the back-office support a comprehensive website to
receive and process job applications (through direct or online
advertising) should be developed.
There are many benefits both to the employers and the job
seekers but the e-recruitment is not free from a few shortcomings.
Some of the advantages and the disadvantages of e-recruitment are
as follows:
Advantages of E-Recruitment are:
Lower costs to the organisation. Also, posting jobs online is
cheaper than advertising in the newspapers. No intermediaries.
Reduction in the time for recruitment (over 65 percent of the
hiring time). Facilitates the recruitment of right type of people
with the required skills.
Improved efficiency of recruitment process.
Gives a 24*7 access to an online collection of resumes.
Online recruitment helps the organisations to weed out the
unqualified candidates in an automated way.
Recruitment websites also provide valuable data and information
regarding the compensation offered by the competitors etc. which
helps the HR managers to take various HR decisions like promotions,
salary trends in industry etc.
Disadvantages of E-Recruitment
Apart from the various benefits, e-recruitment has its own share
of shortcomings and disadvantages. Some of them are:
Screening and checking the skill mapping and authenticity of
million of resumes is a problem and time consuming exercise for
organisations.
There is low Internet penetration and no access and lack of
awareness of internet in many locations across India.
Organisations cannot be dependant solely and totally on the
online recruitment methods.
In India, the employers and the employees still prefer a
face-to-face interaction rather than sending e-mails. Most
employers realize that modern recruitment is going beyond the remit
of a traditional HR function. "The internet has become an important
recruitment tool for all employers regardless of their size."
Therefore, to conclude, it can be said that e-recruitment is the
Evolving face ofrecruitment.
Assignment B
Marks 10Answer all questions.
1. Interviews are the most used, misused and abused tool in the
process of selection. Discuss. Also point out the methods of
interviewing.A.1 Yes, it is true that interviews are the most used,
misused and abused tool in the process of selection. When an
interviewer is taking the interview, it depends on his mood also.
If he is in a good mood then he can be very friendly but if he is
not in good mood then he can be very irritating also. In the
process of selection interview is one of the most used tools also.
There are several rounds in the interview to assess the candidate
and to know him. Interview is also misused when recruiter selects
the candidate on the basis of their personal like or dislike and
not on their merit or demerit.Interview Methods
Unstructured InterviewsHere the interview is a conversation with
no prepared questions or predetermined line of investigation.
However, the interviewer should explain: the purpose of the study
is and the particular focus of this interview
The roles and the purposes give structure. The interviewer
generally uses a questioning strategy to explore the work the job
holder performs. Listening and taking notes are very important.
These enable follow up questions to be posed. The questions and
responses - with summaries enable the interview to be controlled.
The conversation takes on a structure with areas being considered,
explored, related to each other and revisited to secure the depth
of information required in job analysis.
An unstructured interview involves question and response and may
be free flowing but it becomes structured in the sense that the
interviewer has a purpose and needs skill to
establish a relationship
ask well-structured questions to generate a conversational flow
in which the interviewee offers information - factual, opinion,
subjective and objective about aspects of the job
to ensure information recieved is heard and understood -
listening, clarifying and reflective summarising
Effective listening requires concentration and this can be
disturbed by interruptions, the interviewer's own thought processes
and dificulty in remaining neutral about what is being said. Notes
need to be taken without loss of good eye contact. Cues need to be
picked up so that further questions can be asked to probe issues
and areas of interest.Structured InterviewsA structured interview
may assume a definite format involving: charting a job-holder's
sequence of activities in performance
an inventory or questionnaire may be used
Care is needed to set up such interactions. A specialist analyst
is not involved and participants need to know what they are doing,
why and what is expected as a result. They may be entrained as
interviewers and not structure the interview as recommended. Notes
and records may be needed for subsequent analysis.A structured
interview may be akin to a staff appraisal or job evaluation
interview carried out by a manager with a subordinate. The manager
is the analyst.2. What is meant by Retention Management? Also
discuss in brief, the steps that need to be taken to retain people
in the organization.
Ans: The task of managing employees can be understood as a three
stage process:
1. Identify the cost of employee turnover.2. Understand why
employee leave.3. Implement retention strategies.
Identify the cost of employee turnover:The organizations should
start with identifying the employee turnover rates within a
particular time period and benchmark it with the competitor
organizations. This will help in assessing the whether the employee
retention rates are healthy in the company. Secondly, the cost of
employee turnover can be calculated. According to a survey, on an
average, attrition costs companies 18 months salary for each
manager or professional who leaves, and 6 months pay for each
hourly employee who leaves. This amounts to major organizational
and financial stress, considering that one out of every three
employees plans to leave his or her job in the next two years.
Understand why employees leave:Why employees leave often puzzles
top management. Exit interviews are an ideal way of recording and
analyzing the factors that have led employees to leave the
organization. They allow an organization to understand the reasons
for leaving and underlying issues. However employees never provide
appropriate response to the asked questions. So an impartial person
should be appointed with whom the employees feel comfortable in
expressing their opinions.
Implement retention strategy:Once the causes of attrition are
found, a strategy is to be implemented so as to reduce employee
turnover. The most effective strategy is to adopt a holistic
approach to dealing with attrition. An effective retention strategy
will seek to ensure:
Attraction and recruitment strategies enable selection of the
right candidate for each role/organization
New employees initial experiences of the organization are
positive
Appropriate development opportunities are available to
employees, and that they are kept aware of their likely career path
with the organization
The organizations reward strategy reflects the employee
drivers.
The leaving process is managed effectively.
The basic practices which should be kept in mind in the employee
retention strategies are:
1. Hire the right people in the first place.
2. Empower the employees: Give the employees the authority to
get things done.
3. Make employees realize that they are the most valuable asset
of the organization.
4. Have faith in them, trust them and respect them.
5. Provide them information and knowledge.6. Keep providing them
feedback on their performance.
7. Recognize and appreciate their achievements.
8. Keep their morale high.
9. Create an environment where the employees want to work and
have fun.
These practices can be categorized in 3 levels: Low, medium and
high level.
3. Short notes on any three of the following:
A) FIRO-B: Fundamental Interpersonal Relations Orientation
(FIRO) is a theory of interpersonal relations, introduced by
William Schutz in 1958. This theory mainly explains the
interpersonal underworld of a small group. The Theory is based on
the belief that when people get together in a group, there are
three main interpersonal needs they are looking to obtain -
affection/openness, control and inclusion. Schutz developed a
measuring instrument that contains six scales of nine-item
questions that he called FIRO-B. This technique was created to
measure or control how group members feel when it comes to
inclusion, control, and affection/openness or to be able to get
feedback from people in a group.B) Designing performance appraisal
system. Process of Performance Appraisal: ESTABLISHING PERFORMANCE
STANDARDSThe first step in the process of performance appraisal is
the setting up of the standards which will be used to as the base
to compare the actual performance of the employees. This step
requires setting the criteria to judge the performance of the
employees as successful or unsuccessful and the degrees of their
contribution to the organizational goals and objectives. The
standards set should be clear, easily understandable and in
measurable terms. In case the performance of the employee cannot be
measured, great care should be taken to describe the standards.
COMMUNICATING THE STANDARDSOnce set, it is the responsibility of
the management to communicate the standards to all the employees of
the organization. The employees should be informed and the
standards should be clearly explained to the. This will help them
to understand their roles and to know what exactly is expected from
them. The standards should also be communicated to the appraisers
or the evaluators and if required, the standards can also be
modified at this stage itself according to the relevant feedback
from the employees or the evaluators.
MEASURING THE ACTUAL PERFORMANCE
The most difficult part of the Performance appraisal process is
measuring the actual performance of the employees that is the work
done by the employees during the specified period of time. It is a
continuous process which involves monitoring the performance
throughout the year. This stage requires the careful selection of
the appropriate techniques of measurement, taking care that
personal bias does not affect the outcome of the process and
providing assistance rather than interfering in an employees
work.
COMPARING THE ACTUAL WITH THE DESIRED PERFORMANCE
The actual performance is compared with the desired or the
standard performance. The comparison tells the deviations in the
performance of the employees from the standards set. The result can
show the actual performance being more than the desired performance
or, the actual performance being less than the desired performance
depicting a negative deviation in the organizational performance.
It includes recalling, evaluating and analysis of data related to
the employees performance.
DISCUSSING RESULTS
The result of the appraisal is communicated and discussed with
the employees on one-to-one basis. The focus of this discussion is
on communication and listening. The results, the problems and the
possible solutions are discussed with the aim of problem solving
and reaching consensus. The feedback should be given with a
positive attitude as this can have an effect on the employees
future performance. The purpose of the meeting should be to solve
the problems faced and motivate the employees to perform
better.
DECISION MAKING
The last step of the process is to take decisions which can be
taken either to improve the performance of the employees, take the
required corrective actions, or the related HR decisions like
rewards, promotions, demotions, transfers etc.C) Application Blank:
Anapplication for employment,job application, orapplication
form(often simply called anapplication) is aformor collection of
forms that an individual seekingemployment, called an applicant,
must fill out as part of the process of informing an employer of
the applicant's availability and desire to be employed, and
persuading the employer to offer the applicant employment. From the
employer's perspective, the application serves a number of
purposes. These vary depending on the nature of the job and the
preferences of the person responsible for hiring, as "each
organization should have an application form that reflects its own
environment".[1]At a minimum, an application usually requires the
applicant to provide information sufficient to demonstrate that he
or she is legally permitted to be employed. The typical application
also requires the applicant to provide information regarding
relevantskills,education, and previous employment. The application
itself is a minor test of the applicant'sliteracy,penmanship,
andcommunication skills- a careless job applicant might disqualify
themselves with a poorly-filled out application.
The application may also require the applicant to disclose
anycriminal record, and to provide information sufficient to enable
the employer to conduct an appropriatebackground check. For a
business that employs workers on apart-timebasis, the application
may inquire as to the applicant's specific times and days of
availability, and preferences in this regard. It is important to
note, however, that an employer may be prohibited from asking
applicants about characteristics that are not relevant to the job,
such as their political view or sexual orientation.
4. Case study: Please read the case study given below and answer
questions given at the end.
CASE STUDYGrowing Minds, Inc. is a national chain of retail
outlets specializing in creative toys and innovative learning
materials for children. The company caters to the upper end of the
market and focuses on customer service for a competitive advantage.
It provides workshops for parents and children on topic such as
learning with the computer and indoor gardening and offers crafts
classes ranging from papier-mch to pottery.
Growing Minds plans to expand and to open five new retail
outlets in the coming quarter. This may mean up to 200 new hires,
and the executive team wants to make sure that the best propel are
hired and retained. It has issued a challenge to its retail
management personnel to design a staffing process that will
accomplish these goals.
The childrens market in which Growing Minds operates demands
service personnel who are endlessly patient; knowledgeable about
children, toys, and learning; and, perhaps most important,
sociable, enthusiastic, and engaging. Excellent customer service is
the top priority at Growing Minds, and obtaining the desired
performance from personnel has meant a major investment in
training. Unfortunately, new workers often leave within a year of
being hired. This means that the company barely gets an adequate
return of the training it has invested in its new hires.
Apparently, turnover is due (at least in part) to the demanding
nature of the job. Recently, Growing Minds has been emphasizing the
establishment of work teams to improve the quality of its services,
identify and fix any problems in service delivery, and brainstorm
new opportunities. This approach has yielded
better-than-anticipated results, so the team concept will be
central to the new outlets.
Questions:1. How can Growing Minds attract the best applicants
for job at its new retail outlets? On what groups, if any, should
the companys recruiting efforts focus? How should the recruiting be
done?
A.1 Growing Mind can attract the best applicant through proper
advertisement about the requirement. They should focus on the
female employees and the age group of above 35 because they will be
patient with the children and have that experience to deal with
children. They can recruit the employee by giving a situation test
to them and analyzing them. They can also go with man with a age
group of above 40. They have that analytical skill to deal with
parents of all age group.2. How should Growing Minds select the
best candidates? What type of characteristics and measures should
be used? Why?
A.2 Growing mind can select the best candidate by giving the
situation and by analyzing them. They need the people with cool
temperament, patient with children and soft spoken also. These
qualities are very important in service industry especially with
children.3. How might Growing Minds address its retention
problem?
A.3 They should take the problem one by one and have to select
the best pool of candidates for the company. They can select the
people above 40 or 45 who can devote the time and will give their
100%.4. How might Growing Minds socialize its employees so that
they are attuned to the firms culture and plans for the future?
A.4 Growing mind can socialize its employee by giving them a
chance to visit the customers home in a group. They can go to
customers home to discuss the problem their children are facing.
They can ask them to bring their own children to the company once
in a weak to get to know the environment.Assignment C
1. Once job analysis is conducted, the data reviewed is:(a) Job
Description(b) Job enlargement(c) Job enrichment(d) Downsizing
2. Which is not true regarding job analysis?(a) It is a process
of data collection(b) It is a procedure through which facts are
gathered for each job(c) Information about the job is
systematically discovered & noted(d) It is a process of data
dissemination
3. Job description does not consist of :(a) Job summary(b) Job
evaluation(c) Hazards involved(d) Pay
4. Who of the following is not the source of job information in
connection withjob analysis?(a) Job holders(b) Independent
observers(c) Interviews(d) Pay Commission
5. Which is not true?(a) HR planning is helpful in detailing the
numbers and kind of personnel required.(b) It spells out the
qualification, skills and expertise of personnel required in all
organizations.(c) It gives lead time for recruitment, selection,
training and development ofpersonnel.(d) HR planning integrates the
employees into the organization.
6. Which of the following is not a stage of the process of HR
planning?(a) Identifying objectives(b) Developing manpower(c)
Assessing Business Plan(d) Manpower audit
7. Which of the following is not the quantitative method of
forecasting HR demand?(a) Moving Average(b) Exponential
smoothing(c) Delphi Technique(d) Trend projections
8. Which of the following is not involved in work-load
analysis?(a) Demand analysis(b) Establishing work standards(c)
Nature and composition of existing workforce(d) Turnover rate of
employees
9. Which of the following is not a quantitative method of
forecasting HR demand?(a) Nominal Group Technique(b) Simulations(d)
Regression(e) Probability Matrixes
10. Requirement is not:(a) The process of searching for
prospective candidates and stimulating them to apply for job in the
organization.(b) Attracting lot of potential for the company(c) A
positive concept(d) Selecting the best candidate
11. Which of the following is not a stage in the process of
selection?(a) Advertisement(b) Initial contract(c) Screening(d)
Physical Examination
12. Which is not a Psuedo way of selecting applicant?(a)
Astrology(b) Phrenology(c) Graphology(d) Ecology
13. Which of the following is not a psychometric test?(a) TAT(b)
MAT(C) MBTI(d) FIRO-B14. Which of the following is not a
psychological test?(a) Intelligence Test(b) Written Test(c)
Objective Test(d) Situation Test
15. Which of the following statement with regard to scientific
methods ofselection is not true?(a) Scientific methods of selection
reduce cost of selection, training &development.(b) Scientific
methods of selection reduce the need of interviewing
thecandidates.(c) Scientific methods of selection boosts the image
of the organization in theexternal environment.(d) Scientific
methods of selection reduce cost of counselling and coaching.
16. Which of the following information is not sought through the
ApplicationBlank?(a) Identifying information(b) Job contents(c)
Education(d) Physical Characteristics
17. Psychological tests are not used in the field of :(a)
Placement of personnel(b) Performance appraisal(c) Testing an
individuals socialibility.(d) Selection of personnel
18. Which of the following is not an approach to staffing in
International HumanResource Management?(a) Ethnocentric approach(b)
Multi-specific approach(c) Polycentric Approach(d) Geocentric
Approach
19. In the paired comparison technique of performance appraisal,
which of thefollowing formulae is applied?(a) No. of comparison = N
(N-1)(b) No. of comparison = N (N-1)
(c) No. of comparison = N (N-1)
(d) No. of comparison = N (N-1)
20. Which of the following is not one of the modern methods of
performance appraisal?(a) 3600 Technique(b) Human resource
accounting(c) Descriptive evaluation(d) BARS
21. Which of the following statements regarding MBO is not
true?(a) MBO has emerged as a reaction to the traditional
management practices(b) MBO has a special provision for mutual goal
setting(c) There is no special provision in MBO for appraising of
progress by both theappraiser and the appraisee.(d) MBO is based on
behavioural value of fundamental trust in the goodness ofhuman
beings.
22. Which of the following methods that have not contributed to
the weakeningthe meaning of job as a well defined and clearly
delineated set of responsibilities?(a) Flatter Organizations(b)
Work Teams(c) Boundary less organizations(d) Vertical
organizations
23. Decision theory is typically pursued by researchers who
identify themselves as :(a) Statisticians(b) Economists(c)
Politicians(d) Monks
24. Which of the following is not a type of Internet Job
Board?(a) Resume Blaster(b) Professional Association(c) Target
Applicants(d) Weighted Application Blanks
25. Which of the following is not an intangible requirement of a
job?(a) Initiative(b) Self -confidence(c) Physical Appearance(d)
Responsiveness
26. Which of the following is not one of the five stages of
competency-basedinterviews?(a) Rapport Building(b) Confirmation(c)
Core(d) Defence
27. What percentage of Competency-based questions usually
constitute aninterview (supplemented by other types of
questions)?(a) 40%(b) 50%(c) 70%(d) 80%
28. Which of the following statement is not correct?(a) A
decision theory is falsified as a descriptive theory if a decision
problem can be found in which most human subjects perform in
contradiction tothe theory.(b) A decision theory is moderately
falsified as a descriptive theory if a decision problem can be
found in which most human subjects perform in accordance with the
theory.(c) A decision theory is weakly falsified as a normative
theory if a decisionproblem can be found in which an agent can
perform in contradiction with thetheory without being
irrational.(d) A decision theory is strictly falsified as a
normative theory if a decision problem can be found in which an
agent who performs in accordance withthe theory cannot be a
rational agent.
29. Which, according to Simon, is not one of the phases in
decision making?(a) Designing(b) Weaving(c) Intelligence(d)
Choice
30. In which area FIRO-B does not measure your inter personal
needs?(a) Inclusion(b) Exclusion(c) Affection(d) Control
31. Which of the following is not an alternative to
recruitment?(a) Overtime(b) Outsourcing(c) Inside Moonlighting(d)
Temporary employment32. Which of the following is not a Big Five
that describe behavioural traits that may explain 75 per cent of an
individuals personality?(a) External appearance(b) Extroversion(c)
Emotional stability(d) Conscientiousness
33. Which of the following is not a type of validity (in the
context of Selection Criteria)?(a) Content(b) Phenomenon related(c)
Criterion-related(d) Construct
34. Which of the following is not a type of interview?(a)
Situational interview(b) Behavioural description interview(c)
Unstructured interview(d) Diagonal interview
35. Which of the following is not a Cognitive Ability Test?(a)
Wechsler Adult Intelligence Scale(b) OConnor and Tweezer Dexterity
Test(c) California Test of Mental Maturity (Adult Level)(d)
Wonderlic Personnel Test
36. Which of the following qualities of an individuals
personality is not measured by the Myers-Briggs Type indicator?(a)
Introversion/ Extroversion(b) Sensing / Intuition(c) Thinking /
Feeling(d) Arguing / Aggression
37. Some studies have not found strong support for:(a) External
consistency(b) Construct validity(c) Test-retest reliability(d)
Internal consistency
38. Briggs and Myers recognized that each of the cognitive
functions cannotoperate in the external world of :(a) Behaviour(b)
Action(c) People(d) Reward
39. TAT is not intended to evaluate a persons:(a) Patterns of
thought(b) Attitudes(c) Observational capacity(d) Introversion
40. In the case of TAT, the subject is asked to tell the
examiner a story about each card that does not include:(a) Event
shown in the picture(b) What has led upto it(c) Merits and demerits
of the event(d) Outcome of event1. B
2. D
3. B
4. C
5. B
6. C
7. D
8. A
9. B
10. B
11. C
12. D
13. C
14. B
15. A
16. B
17. A
18. D
19. B
20. B
21. A
22. C
23. B
24. C
25. C
26. A
27. A
28. A
29. A
30. D
31. A
32. B
33. C
34. D
35. B
36. A
37. A
38. C
39. D
40. B