MGT 501 Solved Mcqs HRM

8/13/2019 MGT 501 Solved Mcqs HRM

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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 trategic period


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%# Running the organi%ational activities is called:

Management process -ecutive position 2ualit! management *# 3erformance measurement

4o"s are identified grouped while:

3lanning Organizing (eading ontrolling

'# -ffective HRM leads to:

Organizational s(ccess 'rgani%ational failure 'rgani%ational compleit! '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!&

hareholders taff 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 detailed stud! regarding ,o"s within an organi%ation is represented "!:

,o) anal-sis 4o" description 4o" specification


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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 policies )nternal environment /ternal environment (egislations 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# hifting from manual to computeri%ed s!stem is resulted due to:

$or8force diversit! Tec"nological advancement


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ta8e 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 %0 or*ers can not )e retired )- !orce +t the age "elow 1;< wor8ers can never "e hired Having 10 !ears of eperience< 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 maimum 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 trategic alliance egal compliance ta8eholder influence

25# Following are all included in tatistical +pproach of forecasting< //PT:

Trend anal!sis #ensitivit- anal-sis Ratio anal!sis Regression anal!sis

2$# +lternative wor8 arrangements include all of the following< //PT:

3art=time wor8 Flei"le hours Onsite c"ild care 4o" sharing


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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) HR)&

7oth are same M) is one aspect of HR) 6+I# is one aspect o! MI# >o relationship eists

2'# ?trengths9 ?$ea8nesses9 are //////////////////// to an organi%ation#

)mportant Internal -ternal *# entral

30# $hich of the following statement "est reflects the 4o" anal!sis&

oncept(al process $ritten statement Recruitment method (egal clause

31# tandards 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) ort" !or an organization ompleit! of the ,o" to perform onceptual s8ill required "! the ,o"


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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 whilema8ing 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 taffing -nrollment #election

3'# Followings are included in contingent wor8ers< //PT:

3art=timers ontractors 8irectors Temporaries


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40# $hich of the following term contains information regarding machines 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@

) M) 6+I# *7M

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


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trategic period

4%# $'T +nal!sis is a tool for@

*etermining organi%ation9s mission *eveloping organi%ational goals Formulating strategies /nvironmental scanning

4 4o"s are identified 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 upplies forecasting Financial forecasting ales forecasting

53# The thorough detailed stud! regarding ,o"s within an organi%ation is represented "!@

,o) anal-sis


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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 3olicies )nternal -nvironment /ternal /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@

!stem #()s-stem 7oard tructure


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$0# hifting from manual to computeri%ed s!stem is resulted due to@

$or8force diversit! Tec"nological advancement ta8e holders involvement Glo"ali%ation

$1. Rewards offered to la"ors involved in production< are categori%ed as@

alar! 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 or*ing li!e to retirement

$3# 'rgani%ations put maimum 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! 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 eperiencing "! wor8ing ladies is@

8i!!ic(lt- in )alancing or* 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 //PT@

3art=time wor8 Flei"le hours Onsite c"ild care 4o" sharing


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$%# 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! enienc- trictness Halo effect

$'# The relationship "etween critical incident method 7+R A"ehaviorall! anchored rating scaleBis@

>o relationship eists *ifferent methods to evaluate performance ;ot" are similar P met"ods omparison method is used for 3+< while 7+R is related to training evaluation

%0# $hat is another term for DE0=degree feed"ac8&

Feed"ac8 loop M(ltiso(rce assessment Cpward feed"ac8 ircle feed"ac8

%1# tandards 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 etension of@

Ran8ing method


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+elative 9o) ort" !or an organization ompleit! 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 cales 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 ne )lood in t"e organization To create stronger customer relationship To enhance the mar8et share +ll of the a"ove

% Following are all eamples of direct compensation --3T@

Pension alar! 7onus )ncome

%'# 'ne of the main flaws of lassification method to evaluate the ,o"s is@

)t is an epensive method 'nl! "eneficial for small organi%ations Maimum pro"a"ilit! of "iasness 7ot (se!(l "en 9o)s are di!!erent


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&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(ire store manip(late anal-ze retrieve and distri)(ted

in!ormation related to t"e compan-=s "(man reso(rces is called a>n?

@@@@@@@@@@@@@@@

6+I# 3rogressive discipline s!stem )R ontingent wor8force s!stem

&2.:"ic" o! t"ese is a ma9or dimension o! 6+M practices contri)(ting to compan-

competitivenessA

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 eceptB

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 "ic" o! t"ese steps t"e 6+ manager attempts to ascertain t"e s(ppl- o! and

demand !or vario(s t-pes o! "(man reso(rcesA


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&$.:"ic" o! t"ese is de!ined as an- practice or activit- carried on )- t"e organization

it" t"e primar- p(rpose o! identi!-ing and attracting potential emplo-eesA

+ leading indicator anal!sis +ecr(itment 3ersonnel policies election

&%.#cienti!ic management as one o! t"e earliest and )est*non 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-stems processes and practices.

+dministrative +gent hange +gent #trategic Partner -mplo!ee +dvocate

'0.:"ic" o! t"ese re!ers to t"e degree to "ic" decisionma*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*ills ed(cation and eperiences as ell as

)e"avioral modi!ication and re!inement tec"niq(es t"at allo individ(als to or*

)etter and add val(e.


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'2.Mentoring C oac"ing "as )ecome increasingl- important over t"e -ears )eca(se

t"e emplo-ees "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 or* )e"aviors C res(lts it" t"e

organizationDs goals improving t"e emplo-eeDs or* )e"aviors C res(lts.

'4.Innovation entails developing s*ills to discover ne prod(cts and processes and

designing adapta)le str(ct(res and c(lt(res.

'5.a)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-eesto meet d(ring t"e rating period and t"e emplo-ees appraise "o ell t"e- "ave

ac"ieved t"eir o)9ectives.

'%.Organizational approac"es t"at are )ecoming increasingl- pop(lar in dealing it"

t"e needs o! d(al career co(ples are !lei)le or* sc"ed(les telecomm(ting and t"e

o!!ering o! c"ildcare services.

'&.T"e or*ers m(st loo* across compan- lines to ot"er organizations to determine

"at s*ills are trans!era)le and t"en go and get t"em

''.Per!ormance !eed)ac* s"o(ld do more t"an in!orming learners "et"er t"e- ere

rig"t or rong. ,(st noti!-ing t"e trainees t"at t"e- ere rong is not as e!!ective as

telling t"em "- t"e- ere rong and "o 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 or* (nder a

s(ccess!(l manger o!ten in di!!erent areas o! organization. In doing so t"ese

emplo-ees get epos(re to ide variet- o! management activities and are groomed !or

ass(ming t"e d(ties o! net "ig"er level.

101.One reason !or !alling (nion mem)ers"ip in recent -ears is t"at @@@@@@@@@@

egislation protects or*ers in a a- t"at as once onl- o!!ered )- t"e (nions

Cnions have "een seen as largel! ineffectual Cnion mem"ership is too epensive Manufacturers will not hire union mem"ers Cnion mem"ers earn less on average compared to non=union mem"ers


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102.ll o! t"e !olloing t-pes o! organizations are covered )- t"e Occ(pational #a!et-

and 6ealt" ct ecept @@@@@@@@@@

Federal agencies Hospitals chools #el!emplo-ed persons Manufacturing facilities

103.T"ere is !airl- strong evidence t"at traits can predict @@@@@@@@@ more acc(ratel-

t"an leaders"ip e!!ectiveness

eaders"ip emergence -traversion in leaders (eadership awareness (eadership competence The conscientiousness of leaders

104.:"ic" one o! t"e !olloing is not implied in t"e de!inition o! poerA

)nfluence 3otential *ependenc! ct(alization apacit!

105.T"e con!lict"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 ervices 8epartment o! a)or *epartment of *efense *epartment of Financial ervices -conomic *evelopment *epartment

10#


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ocial -nvironmental 3ersonnel 3s!chological Personal

10&.T"e @@@@@@@@@@@ !orm o! (nion sec(rit- means t"at it is (p to t"e or*ers

"et"er or not t"e- 9oin t"e (nion and onl- t"ose "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 "ic" one part- attempts to satis!- "isE"er on concerns in which there is an epression of competition involving a ma,or "ehavior change that lead to conflict in which one part! "ehaves generousl!

110#:"ic" o! t"e !olloing )ene!its co(ld )e aarded as or*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 atisfaction +ll the given options


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113.3rocess of wor8ing with different resources to accomplish organi%ational goals is 8nown

as:

trategic 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 or* 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! #-nerg-

11&.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#


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Team mem"ers have the real time environment for interaction#

11'.etting 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 eistingemplo-ees against a vacanc-.

The s!stem of transferring eisting 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#

1# +ealistic 9o) previe 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 !olloing a-s eceptB

O)serving "o(rl- or* Reviewing interviews conducted with departing emplo!ees tud!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" eecution


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1I# onsidering contin(o(s process improvement activities in organizations

#"o(ld Fero 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 prevented Jes most industries find this an attaina"le goal# #ometimes !or some mista*es cost )ene!its can not )e calc(lated

15# Organizational e!!icienc- is epressed 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 don s(pport and )ottom (p development + function of senior management

12%. :"en t"e !irm c"anges t"e a- it operates t"e process is *non asB

*ownsi%ing 7rain drain +estr(ct(ring 'utsourcing

12&. :"ic" one is not incl(ded in t"e "iring processA

Recruitment ociali%ation election ,o) speci!ication

12'. /!!ectiveness is

8o rig"t t"ings *o things right 3roductivit!


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+ll of the given options

1D0# /tents o! individ(al !reedom and discretion emplo-ees "ave in per!orming

t"eir 9o)s is non as

apitation Fletime -mpowerment (tonom-

1D1#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#

1D#ontrol and oordination of headquarters ma! "e impeded in selecting6osto(ntr-

7ationals

133.Prearrival stage eplicitl! recogni%es that each individual arrives in organi%ation with a set of

organi%ational values< attitudes< and epectations#

134.Traininginvolves 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#

1D#Training to "e more effective< is supposed to "e followed with carefuleval(ation#

1D;#The "enefits gained "! a T * program must outweigh the costassociated with providing the

learning eperience#

1DL##(ccession planning programsare considerations of the ,o" openings that presentl! eist in

an organi%ation< the openings that are li8el! to occur in the future< and how these positions might "e

filled#

1I0#)nssistant to Positionmethod< emplo!ees with demonstrated potential are given the

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


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1I1#+ process that significantl! affects organi%ational success "! having managers and emplo!ees

wor8 together to set epectations< review results< and reward performance#

Management "! '",ectives 3erformance +ppraisal Per!ormance Management 'rgani%ational 3lanning

1I#//////////////// 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 cales

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 supervisor9s 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"eor- tereot!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&


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The 'rgani%ation The 4o" The -mplo!ee ll o! t"e a)ove options

1I#'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 eisting in our

ountr! -nvironment 'rgani%ation a)or egative Reinforcement *e=motivation

151#


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15I#ontri)(tor- Plansare group health=care plans in which emplo!ees share in the cost of the

premiums#

155##tressis comple issue@ it can affect the per!ormancein positive as well as negative wa!s#

15E#+ *eveloping trend toward integrating disa"ilit! coverage with wor8ers< compensation andotice


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1EI#+ wor8er surplus forecasted results in

reative Recruiting pecial Training 3rograms +ed(ced 6o(rs uccession 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 (M Theor! T"e #it(ational eaders"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

1E#These rights 3rotect emplo!ees from discrimination< afe 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


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Managerial ,udgment +egression anal-sis Trend anal!sis Ratio anal!sis

11#Reduced hours technique is used to

increase la!offs cope it" s(rpl(s initiate creative recruiting provide training

1#The actual hiring decision is done after

ph!sical eam interview )ac*gro(nd investigation conditional ,o" offer

1D#The ,o"s having challenging assignments< career oriented and having good remuneration

increase

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

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

15#The purpose of overtime is to

restrict recr(iting increase wor8ing hours reduce varia"le cost provide contingent wor8ers

1E#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


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open house

1#election criteria ma! includes all ecept

education competencies applicant pool integrit!

1;#To conduct ,o" anal!sis< HR manager wor8 together with all ecept

wor8er recr(it supervisor consultant

1L#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#Mclelland "elieves the needs for ///////////////////// are most important#

epectanc!< instrumentalit!< and valance eistence< relatedness< and growth positive reinforcement< negative reinforcement< and punishment a!!iliation poer and ac"ievement

1;#///////////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 afet! 3rograms Managed health

1;D#The DE0 degree appraisal

wor8s "est in large organi%ations#


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1L0#//////////// eists when individuals performing similar ,o"s for the same firm are paid

according to factors unique to the emplo!ee

/mplo-ee /q(it- Team -quit! )nternal -quit! +ll of the given options

1L1#@@@@@@@@@ is t"e process o! acq(iring training appraising and compensating

emplo-ees attending to t"eir la)or relations "ealt" and sa!et- and !airness concerns.

(a"or Relations 'rgani%ational 7ehavior 6(man +eso(rce Management 'rgani%ational Health and afet! Management

1'2.:"ic" o! t"ese re!ers to t"e temporar- parttime and sel!emplo-ed or*ersA )nternal la"or force ontingent or* !orce High=performance wor8 s!stems *ownsi%ed emplo!ees

1'3.:"ic" )asic !(nction o! management incl(des delegating a(t"orit- to

s()ordinates and esta)lis"ing c"annels o! comm(nicationA

3lanning Organizing (eading taffing

1'4.Over t"e past 25 -ears all o! t"ese areas o! legal environment "ave in!l(enced

6+M eceptB

-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) :or* teams


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1'$.:"ic" o! t"ese is a ma9or dimension o! 6+M practices contri)(ting to compan-

competitivenessA

ompensating human resources +cquiring and preparing human resources Managing the human resource environment ll o! t"e given options

1'%.6o "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'&.6o do companies !acilitate or*!orce diversit-A

Rel! on eternal 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 etensive additional 6+M activit- in "ic" o!

t"ese areasA

Training 7enefits (a"or negotiation Mar8eting

200.Managers "o meet designated goals are @@@@@@@.

+ssertive -fficient /!!ective -ntitled

201.8avid cond(cts ne emplo-ee orientation !or a large organization. 6is or* is

it"in "ic" )asic 6+M !(nctionA

Management Motivation areer planning Training and development

202./mplo-ee relations specialists are involved in "ic" o! t"ese activitiesA

6andling emplo-ee complaints


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215.:"ic" o! t"e !olloing is categorized as an indirect pa-ment portion o! emplo-ee

compensationA

$ages alaries /mplo-erpaid ins(rance ommissions

21$.#tress can a!!ect not onl- -o(r "ealt" )(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=searnings and last !or@@@@@@@@@@.

50 2$ ee*s 5@ 1 !ear 100@ !ears 5@ I wee8s

1;#Jnsa!e acts can )e red(ced t"ro(g" all o! t"e !olloing met"odseceptB

,o) rotation creening Training )ncentive programs

21'.:"ic" o! t"ese is t"e most common t-pe o! retirement planA

8e!ined )ene!it -R)+ *efined contri"ution Mone! purchase plan

220.:"ic" one o! t"e !olloing statements is correct in relation to monetar- reards

in accordance it" 6erz)ergDs To


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221.:"ic" pattern o! comm(nication is t"e q(ic*est a- to send a messageA

The circle The chain The J T"e "eel

222."ronic stress is t"e stress t"at ears at people da- a!ter da-. :"ic" o! t"ese is an

eample 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 *non asB 3a! structure 3a! appraisal Pa- level 3a! feed"ac8

224.Poor q(alit- lateral comm(nication ill res(lt in "ic" o! t"e !olloingA

(ac8 of direction ac* o! coordination (ac8 of delegation (ac8 of control

225.:"ic" o! t"e !olloing is a "ealt" "azard in t"e or* 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. /tinction

II. P(nis"ment

III. 7egative rein!orcement

)< ))< ))) ) and ))) )) and )))


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I and II

22%.:or*ers= compensation )ene!its !all into all o! t"ese ma9or categories eceptB

Medical care +etirement )ene!its *isa"ilit! income *eath "enefits

22&./pectanc- t"eor- !oc(ses on t"e relations"ips )eteen "ic" t"ree !actorsA

>eeds< effort and persistence >eeds< performance and inputs )nputs< performance and outcomes 7eeds per!ormance and o(tcomes

22'. "orizontal etension o! t"e o)9ect to increase tas* variet- is calledB 4o" evaluation 4o" enrichment ,o) enlargement 4o" rotation

230.omm(nication )eteen to mem)ers o! a pro9ect team !rom di!!erent !(nction

)(t t"e same level o! a(t"orit- is @@@@@@@@ comm(nication.

C3 ward *ownward ateral *iagonal

D1# +ll of the following are -ternal -nvironmental Factors ecept

(egal onsiderations The (a"or Force ustomers orporate (lt(re

D# The people who perform tas8s in a wide variet! of human resource=related areas are called

HR -ecutives 6+ Generalists HR pecialist +ll of the given options

DD# + 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


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Fair emplo!ment -qual -mplo!ment 'pportunit! A--'B !!irmative action -mplo!ment discrimination

DI# Generall!< the goal setting is a

Top down process 7ottom up process Process o! top don s(pport and )ottom (p development Function of senior management

D5# Following are the reasons for conducting ,o" anal!sis ecept

taffing wor8ers O)serving or*ers Training and *evelopment (egal onsiderations

DE# The method that uses the organi%ation9s current level of emplo!ment as the starting point for

determining future staffing needs is

ero ;ased


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I0# $hat tactic will emplo!ers li8el! have to ta8e to fill openings left "! retiring emplo!ees&

)nstituting flei"le wor8 hours 3roviding elder care Hiring more women +e"iring retirees

I1#Following are the "asic principles or conditions that facilitate learning ecept

3articipation Relevance Feed"ac8 /d(cation

I#areer *evelopment is:

!ormal approac" ta*en )- an organization to "elp its people acq(ire t"e s*ills andeperiences 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 net# 7oth a vertical sequence of ,o"s and a series of hori%ontal opportunities# elf=understanding for future ,o"s# Then< the person is in a position to esta"lish realistic goals and

determine how to achieve these goals#

ID#/////////// 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 eminars +ssistant to 3osition ommittee ssignments imulations:

II#////// is a career=path method recogni%ing that technical specialists can and should "e

allowed to continue to contri"ute their epertise to a compan! without having "ecome managers#

*emotion (ateral s8ill path 8(alcareer pat" >one of the given options

I5#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


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IE#7arriers to career advancement include:

(ac8 of time Rigid ,o" specifications hort=term focus ll o! t"e given options

I#The "asic s8ills possessed "! the individual that are required to give certain performance are

termed as:

)ilit- Motivation -perience 3erformance

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

IL#+ career stage in which one "egins to search for wor8 and finds a first ,o" is:

-ploration period /sta)lis"ment period Middle stage >one of the given options

50#$ithout proper feed"ac8 a"out an emplo!ee9s effort and its effect on performance< we run the

ris8 of decreasing hisK her /////////#

alar! -perience Motivation 3erformance appraisal

51# The //// trust is "ased on the "ehavioral predicta"ilit! that comes from a histor! of interaction

*eterrence="ased noledge)ased )dentification="ased >one of the given options

5# ////// is the process where"! union mem"ers vote out their union as their representative#


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+uthori%ation card Representation certification +epresentation decerti!ication Trade union election

5D# $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 -ecuting authorit! ollective "argaining 3osition power

5I# 3rotection from discrimination< safe wor8ing conditions and union formulation are /////

rights< provided to emplo!ees#

ontractual )ndividual #tat(tor- 'rgani%ational

55# + situation in la"or N management negotiation where"! management prevents union mem"ers

from returning to wor8 is called /////#

Grievance tri8e +r"itration oc*o(t

5E# 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 eecute that change effectivel!#

Trans!ormational harismatic +utocratic Transactional

5# The first formal stage of the disciplinar! procedure is

$ritten 6er"al $arning :ritten :arning uspension *ismissal

5;# The cost associated with emplo!ee separations and turnover includes:

Recruitment election costs


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Training cost eparation costs ll o! t"e given options

5L# +ccording to /////< leaders ma! use different st!les with different mem"ers of the same wor8

group#

3ath=goal leadership 6room=4ago=Jetton model eadermem)er ec"ange t"eor- The situational leadership theor!

E0# Following the ////< discipline should "e immediate< provide ample warning< "e consistent

MGT 501 Solved Mcqs HRM

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